This Learning Audit & Needs Assessment identifies capacity gaps and learning needs amongst Vodokanal (Water Utilities staff in Ukraine.

Understanding these gaps is essential for developing targeted training programmes, that can enhance the skills and knowledge required to address the complex challenges posed by the ongoing conflict. 

The LNA also assessed the existing strengths among vodokanal staff, so RedR can recommend the best ways that partners can leverage best these capabilities. 

Using the findings to train responders on the most urgent topics

RedR conducted this in-depth and detailed Learning Needs Assessment to better inform the ongoing capacity strengthening program for Ukraine’s water utilities (vodokanals). The overarching questions that this Learning Needs Assessment seeks to assess are:

• What are the current capacity gaps and learning needs among vodokanal personnel in Ukraine?
• What are the capacity strengths among vodokanal personnel involved in water supply and sewage services?
• How can RedR UK respond to the needs of the vodokanals in ways that are most appropriate and relevant?
• What are the capacity needs for future programming of RedR and other partners?

It enables RedR to tailor their response to the evolving needs of the vodokanals in Ukraine. By understanding the specific learning needs and capacity gaps, RedR can provide training that is most relevant and impactful, thereby enhancing the overall WASH service delivery in Ukraine.

Key findings

The main findings of this learning needs assessment are:

• Demographics of Respondents: A total of 70 responses were received, with 69 from the target learner groups (Senior Management, Engineers, Operators). The majority of senior managers (51%) and engineers (eighteen) have worked at the vodokanal for more than five years. Operators also largely have over five years of experience (six out of eight respondents). Respondents are located across 17 oblasts, with 41 responses from UNICEF’s priority oblasts
• Training Topic Priorities: Respondents identified several priority training topics essential for improving their response capabilities:
  • Operators: Highest priority topics identified by operators, engineers, and senior managers are Modern Water Treatment and Supply Systems and Energy Efficiency and Power Optimization. High priority topics include Modern Wastewater Treatment and Discharge Management, Water Quality – Measurement and EU Standards, and Leak Detection.
  • Engineers: Highest priority topics identified by engineers, senior managers, and operators are Modern Water Treatment and Supply Systems, Modern Wastewater Treatment and Discharge Management, and Energy Efficiency and Power Optimization
  • Senior Managers: Highest priority topics identified by senior managers, engineers, and operators are EU Standards and Best Practice, Policy and Management, and Investment Planning.

يحدد هذا التقرير الموجز لتقييم احتياجات التعلم وتقييم قدرات المنظمات الوطنية الثغرات في القدرات واحتياجات التعلم بين المستجيبين الأفراد والمنظمات المشاركة في الاستجابة للأزمة في لبنان

إن فهم هذه الثغرات أمر ضروري لتطوير برامج تدريب مستهدفة، يمكن أن تعزز المهارات والمعارف المطلوبة لمواجهة التحديات المعقدة التي فرضتها الأزمة

كما قام تقييم احتياجات التعلم بتقييم نقاط القوة الموجودة لدى المستجيبين، بحيث يمكن لريدر أن توصي بأفضل الطرق التي يمكن للشركاء في المجال الإنساني الاستفادة من هذه القدرات على أفضل وجه

استخدام النتائج لتدريب المستجيبين على الموضوعات الأكثر إلحاحًا

أجرت ريدر تقييمًا متعمقًا ومفصلاً لاحتياجات التعلم من أجل تحسين استجابة التدريب المستمر للأزمة في لبنان. الأسئلة الشاملة التي يسعى تقييم احتياجات التعلم إلى تقييمها هي:

ما هي الفجوات الحالية في القدرات واحتياجات التعلم بين المستجيبين الإنسانيين للاستجابة الجارية في لبنان؟

ما هي نقاط القوة في قدرات المستجيبين المشاركين في جهود الاستجابة الإنسانية؟

كيف يمكن للشركاء الإنسانيين الاستفادة من هذه النقاط القوية على أفضل وجه؟

كيف يمكن لـ RedR UK الاستجابة لاحتياجات الاستجابة بالطرق الأكثر ملاءمة وملاءمة؟

ما هي احتياجات القدرات لبرامج RedR والشركاء الآخرين في المستقبل؟

وهي تمكّن RedR من تكييف استجابتها مع الاحتياجات المتغيرة للأزمة. ومن خلال فهم الاحتياجات التعليمية المحددة والثغرات في القدرات، يمكن لـ RedR توفير التدريب الأكثر ملاءمة وتأثيراً، وبالتالي تعزيز الاستجابة الشاملة في لبنان.

النتائج الرئيسية

النتائج الرئيسية لتقييم احتياجات التعلم هي:

الاحتياجات الخاصة: هناك حاجة ملحة للتدريب في مجال خدمات الصحة العقلية بسبب الأثر النفسي للنزاعات الأخيرة. كما أن التدريب على إدارة الملاجئ الجماعية أمر بالغ الأهمية، نظراً لتدفق النازحين إلى الملاجئ المؤقتة. بالإضافة إلى ذلك، يعد التدريب على إدارة السلامة أمراً حيوياً، حيث يواجه العاملون في مجال الإغاثة مخاطر كبيرة.الإدارة المالية

التركيبة السكانية للمستجيبين: غالبية المستجيبين (86٪) مقيمون في لبنان، مع تمثيل كبير للنساء (71٪). يتمتع معظم المستجيبين بخبرة كبيرة في القطاع الإنساني، حيث يتمتع 63٪ منهم بخبرة تزيد عن خمس سنوات.

أولويات مواضيع التدريب: حدد المستجيبون عدة مواضيع تدريبية ذات أولوية ضرورية لتحسين قدراتهم على الاستجابة:

تطوير استجابة شاملة لحالات الطوارئ

خدمات الصحة العقلية والدعم النفسي

إدارة الملاجئ الجماعية

إدارة السلامة والأمن

كتابة المقترحات

جمع البيانات وحمايتها وتحليلها

Dr. Noorullah Kuchai

RedR UK’s Senior Programmes Coordinator, Dr. Noorullah Kuchai, spoke about RedR’s impact and mission at our recent Annual Reception. Focusing on RedR’s work in Ukraine, Dr. Kuchai shared moving examples of how we are equipping local responders with the tools and knowledge to lead recovery efforts on their own terms. His remarks highlighted the urgent need for locally led responses and the importance of shifting power to those closest to the crisis Read his full speech below.

The world is facing an era of compounding crises. The demand for humanitarian assistance is escalating, while resources are shrinking. In this landscape, the effectiveness of the response is not just important – it is vital. And this is where RedR’s work truly matters. Tonight, I’d like to share with you two specific examples of how we put our mission into action through our response to the humanitarian crisis in Ukraine. 

Nearly 3 years ago, Russia launched a full-scale invasion of Ukraine leading to a devastating impact on Ukrainians causing massive civilian casualties and the destruction of infrastructure. Resulting in millions being in need of humanitarian assistance – including more than 2 million children. 

Within just two months, RedR responded by designing and delivering 27 training sessions to 360 humanitarian responders. We then continued to expand our reach, ultimately training more than 6,000 Ukrainians. These were individuals supporting communities under extraordinary pressure. 

Our trainings equipped them with tools & skills to respond more effectively, covering topics such as humanitarian principles, blast-induced damage assessment, repair methods, retrofitting technologies and more. 

We trained local people, so the knowledge stays there.  

We hired and mentored local Ukrainian trainers. We delivered trainings and produced resources in Ukrainian. And we rooted the training contents in the reality of the situation in Ukraine, drawing on local case studies and Ukrainian building standards to make our trainings relevant and immediately applicable in the field. And this local capacity strengthening is hugely important. 

Recently the Mayor of Mykolaiv has communicated with us that “capacity strengthening” is one of their key needs. We have grouped up with our industry engineering partners in the UK and the Engineering Without Borders to train local professionals to support the safe return of displaced communities. 

In response to the acute shortage of qualified experts – damage assessors – we will train Ukrainian engineers and university lecturers. These lecturers will then train future generation engineers, thereby enhancing long-term in-country capacity. 

In one example shared by Engineers Without Borders, 750 children were not able to go to school because there was not enough capacity to determine whether their school building, which had been partially damaged by a missile strike, was safe to use or not. So, its not only the immediate impact of the destruction being caused, but the longer-term impact on the entire community which is also affected. In this way, our training on damage assessment unlock the capacity of more professionals to carry out “safe-building entry checks”, and in this case, hopefully to get those 750 children back into school. 

This initiative addresses critical societal challenges caused by war, including widespread displacement and infrastructure damage that compromise safety, health, and dignity. By equipping engineers and educators with essential skills, the project supports recovery efforts and promotes the reconstruction of built infrastructure. 

Our training strengthen the quality of the humanitarian response. It enhances local ownership. And ultimately, it saves lives. 

And crucially, we could not have done any of this alone. 

The speed and scale of our Ukraine response—and our ongoing work in conflict and climate-affected areas—has been driven by RedR’s core mission: uniting diverse expertise across humanitarian and private sectors to empower and train local responders for more effective, locally led humanitarian action in an increasingly complex world. 

That is why this work matters. And that is why your continued support matters.  

Read our strategy here. 

Bernadette Sexton

To mark RedR’s 45th anniversary, CEO Bernadette Sexton delivered a speech at our recent Annual Reception, reflecting on the organisation’s evolution and continued relevance in today’s humanitarian landscape. She addressed the growing global need for assistance, the challenges posed by shrinking funding, and the vital role of RedR’s locally led approach and partnerships in delivering lasting impact. Read the full speech below.

When we developed the strategy last year, we engaged with many stakeholders to determine how best we could deliver our mission: to develop the capacity of aid workers and organisations to respond to humanitarian needs and mitigate the impact of crises on the most vulnerable people.

Our mission remains sadly relevant because the demand for humanitarian assistance has never been higher. 1 in 22 people worldwide require humanitarian assistance.

This need is informed by escalating natural disasters, protracted conflicts, and deepening social inequities. At the same time, we are observing extreme weather events, with 2024 being the hottest year on record. So, the need has never been greater.

In this context, RedR’s impact is clear: we strengthen local responders to improve delivery, reduce waste, and contribute to a more effective humanitarian system.

That was in 2024. Since then, at the start of 2025, there have been significant cuts to humanitarian funding globally. This presents an existential challenge for the humanitarian sector as the sector considers how to fundamentally rethink how we create global impact.

In this landscape, RedR’s locally led approach has become even more acutely necessary.

Through our training and technical assistance, we gain localised insight regarding the immediate challenges being faced in disaster situations, allowing us to inform improvements through convening and sharing at the sectoral level.

That’s where our partnerships come to the fore. Whilst we are a small core team, our reach is wide.

We hosted our strategy launch at the offices of Arup, one of our longstanding partners. It’s just one visual example of how we engage within an ecosystem of partners where values align and where we benefit from synergies.

Those partnerships allow us to extend and amplify our impact.

What does this look like in practice? It includes:

1. Developing standards for camp management to support the flow of refugees and internally displaced populations in Nigeria and Ukraine
2. Designing resources to support responders to conflict related sexual violence in several languages including Burmese, French, Ukrainian, and English
3. Building climate resilience in drought and conflict vulnerable contexts in Somalia and Afghanistan
4. Training local NGOs delivering nutrition in emergencies in Mali to address extreme hunger
5. Delivering engineering in emergencies services in response to earthquakes and floods in Morocco, Libya, Turkey and Syria
6. Supporting global commitments to provide clean water, and improved sanitation and hygiene systems through the WASH roadmap.
7. Conducting blast damage assessments to allow safe return to homes; and supporting reform and repair of the water utilities in Ukraine.

RedR’s work is only possible through this ecosystem.

We have relied on your training and technical expertise that allows us to deliver our work to a high standard.

We have tapped into your networks that have connected us to key stakeholders to ensure a contextualised approach that builds on best practice.

We have benefited from your funding as individuals, as trusts and foundations, and as companies that has allowed us to deliver this work.

This year marks the 45^th anniversary of RedR. Our founder Peter Guthrie remains an enthusiastic supporter.  Anytime, I meet up with Peter, I come away from that discussion with a renewed sense of urgency from one of the most inspiring people I’ve ever met and a sense of how RedR has evolved to continue to be relevant and make a difference.

RedR was established in 1980. Since 1988 Her Royal Highness has been our President and has remained steadfast in her support of RedR, and has displayed an active interest in our work.

What we see in our work in crisis-affected areas – is that investing in people, knowledge and skills creates a ripple effect that has long lasting impact.

Thank you for your ongoing support.

Read our strategy here. 

RedR UK Celebrates Achievements and Launches Strategy with Her Royal Highness The Princess Royal

On Wednesday 7^th May 2025, humanitarian NGO RedR held its Annual Reception, hosted by its long-standing partner Arup, at its Charlotte Street offices. The event brought together RedR’s diverse community of staff, partners, and supporters from across engineering and humanitarian sectors to celebrate the organisation’s achievements and reaffirm its continued commitment to driving impact through its strategic priorities amidst emerging global challenges.

RedR’s President, Her Royal Highness The Princess Royal, was in attendance and emphasised the importance of working with local responders to strengthen existing humanitarian capacities.

Over the course of the evening, attendees had the opportunity to network and listen to inspiring speeches from RedR’s CEO Bernadette Sexton, RedR’s Senior Technical Programmes Coordinator Dr. Noorullah Kuchai, and Her Royal Highness, who has been President of RedR since 1988. Their remarks echoed the organisation’s strategic direction, prioritising localisation, climate resilience, and strengthening the skills of those on the frontlines of crisis response.

The evening also marked the launch of RedR’s 2025-2027 Strategy, which builds on the organisation’s roots in humanitarian engineering, and reinforces its broader commitment to strengthening local and international response capacity through training programmes, technical assistance, and convening.

This strategy comes at a vital time, as the humanitarian sector faces unprecedented funding shortfalls amid rising global need and instability. RedR’s work to equip local responders with the skills and support they need is more critical than ever. By strengthening local leadership and knowledge, RedR helps make humanitarian response more sustainable, efficient, and equitable.

Bernadette Sexton, CEO of RedR said: “At a time when humanitarian funding cannot match the unprecedented demand, efficiency is crucial. Learning and development transforms the ability of humanitarians to efficiently deliver lifesaving aid to those that need it most. This is at the heart of RedR’s strategy to equip local agencies and communities with the knowledge and skills to prepare, respond and rebuild in the face of disasters.”

If you’d like to give financially to support projects for disaster-affected communities all over the world, you can do so here. 

Read our case study on the Contextualised Training Programme on the Minimum Standards for Camp Management in Ukraine and Neighbouring Countries, delivered between May 2022 and February 2023.

In response to the full-scale war in Ukraine in 2022, many first responders had little to no humanitarian experience but were faced with the challenging task of addressing complex operational and protection issues, including the planning and management of displacement sites. Strengthening local knowledge and skills to provide an effective humanitarian response aligned with humanitarian principles and sector standards became crucial.

The project aimed to design and deliver a contextualised, easily accessible training programme on the Minimum Standards for Camp Management for staff and volunteers from local organisations, municipalities, community-based groups, and faith-based organisations involved in managing displacement sites.

If you’d like to give financially to support projects for disaster-affected communities all over the world, you can do so here. 

يحدد هذا التقرير الموجز لتقييم احتياجات التعلم وتقييم قدرات المنظمات الوطنية الثغرات في القدرات واحتياجات التعلم بين المستجيبين الأفراد والمنظمات المشاركة في الاستجابة للأزمة في السودان

إن فهم هذه الثغرات أمر ضروري لتطوير برامج تدريب مستهدفة، يمكن أن تعزز المهارات والمعارف المطلوبة لمواجهة التحديات المعقدة التي يفرضها النزاع

كما قام تقييم احتياجات التعلم وتقييم قدرات المنظمات الوطنية بتقييم نقاط القوة الموجودة لدى المستجيبين، بحيث يمكن لكل من ريدر أن توصي بأفضل الطرق التي يمكن للشركاء في المجال الإنساني الاستفادة من هذه القدرات على أفضل وجه

استخدام النتائج لتدريب المستجيبين للكوارث على الموضوعات الأكثر إلحاحاًالتأكد من صحتها.

خلفية: يعاني السودان من واحدة من أشد الأزمات الإنسانية في التاريخ الحديث بسبب الصراعات الطويلة وعدم الاستقرار السياسي والانهيار الاقتصادي والكوارث الطبيعية.  أدى الصراع بين القوات المسلحة السودانية (SAF) وقوات الدعم السريع (RSF)، الذي تصاعد في أبريل 2023، أدى إلى انتشار العنف والنزوح على نطاق واسع، مما أدى إلى إرباك قدرات الاستجابة الوطنية.  

تم إجراء تقييم احتياجات التعلم وتقييم قدرات المنظمات الوطنية من قبل منظمة RedR UK والأكاديمية الإنسانية للتنمية لتحديد الثغرات المعرفية وأوجه القصور في المهارات ومتطلبات تعزيز القدرات لدى العاملين في المجال الإنساني والمنظمات الوطنية في السودان. وكان الهدف من هذا الجهد المشترك هو إثراء تصميم برامج التدريب والتوجيه المستهدفة لتعزيز فعالية العمليات الإنسانية. ورغم أن التقييمات أجريت مع مجموعة محددة من 22 منظمة غير حكومية وطنية و76 مستجيبا فرديا، فإن الاتجاهات التي تم تحديدها في أولويات التعلم والتحديات التنظيمية واحتياجات تعزيز القدرات ذات صلة وثيقة بالمنظمات غير الحكومية الوطنية “الناشئة” و”المتوسعة” والجهات الفاعلة الإنسانية العاملة في السودان. 

المنهجية: استخدمت التقييمات نهجًا منظمًا يجمع بين أساليب جمع البيانات الكمية الأولية (الاستطلاعات الإلكترونية) والنوعية الأولية (مقابلات مع المخبرين الرئيسيين ومناقشات مجموعات التركيز)، بالإضافة إلى تحليل البيانات الثانوية (السياسات التنظيمية). تم تحليل البيانات باستخدام البرامج الإحصائية والتحليل المواضيعي، مع التدقيق المتبادل لضمان صحتها. 

النتائج الرئيسية

تم تحديد العديد من التدريبات المختلفة كحاجة مثل:

التنسيق

تقييم الاحتياجات

الأمن الشخصي

الحماية الإنسانية

التخطيط للمشاريع

المساءلة أمام الفئات المتأثرة

تطوير القدرات البشرية

التشغيل و الإدارة

الاستدامة

الإدارة المالية

This Learning Needs Assessment identifies capacity gaps and learning needs amongst humanitarian responders in Lebanon.

Understanding these gaps is essential for developing targeted training programmes, that can enhance the skills and knowledge required to address the complex challenges posed by the recent crisis. 

The LNA also assessed the existing strengths among humanitarians, so RedR can recommend the best ways that humanitarian partners can leverage best these capabilities. 

Using the findings to train responders on the most urgent topics

RedR conducted this in-depth and detailed Learning Needs Assessment to better inform the ongoing training response to the crisis in Lebanon. The overarching questions that this Learning Needs Assessment seeks to assess are:

• What are the current capacity gaps and learning needs amongst humanitarian responders to the on-going response Lebanon?
• What are the capacity strengths amongst responders involved in the humanitarian response efforts?
• How can humanitarian partners best utilise these strengths?
• How can RedR UK respond to the needs of the response in ways that are most appropriate and relevant?
• What are the capacity needs for future programming of RedR and other partners?

It enables RedR to tailor our response to the evolving needs of the crisis. By understanding the specific learning needs and capacity gaps, RedR can provide training that is most relevant and impactful, thereby enhancing the overall response in Lebanon. 

Key findings

The main findings of this learning needs assessment are:

• Demographics of Respondents: The majority of respondents (86%) are based in Lebanon, with a significant representation of women (71%). Most respondents have substantial experience in the humanitarian sector, with 63% having over five years of experience.
• Training Topic Priorities: Respondents identified several priority training topics essential for improving their response capabilities:
  • Development of an Inclusive Emergency Response
  • Mental Health and Psychological Support Services
  • Collective Shelter Management
  • Safety and Security Management
  • Proposal Writing
  • Data Collection, Protection, and Analysis
• Specific Needs: There is a pressing need for training in mental health services due to the psychological impact of recent conflicts. Collective shelter management training is also critical, given the influx of displaced persons into temporary shelters. Additionally, safety management training is vital as aid workers face significant risks.

This Learning Needs Assessment & organisational capacity assessment summary report identifies capacity gaps and learning needs among individual responders and organisations engaged in responding to the crisis in Sudan.

Understanding these gaps is essential for developing targeted training programs, that can enhance the skills and knowledge required to address the complex challenges posed by the conflict. 

The LNA & OCA also assessed the existing strengths among responders, so both RedR and HAD can recommend the best ways that humanitarian partners can leverage best these capabilities. 

Using the findings to train disaster responders on the most urgent topics

Background

The Learning Needs Assessment (LNA) and Organisational Capacity Assessment (OCA) were
conducted by RedR UK and the Humanitarian Academy for Development (HAD) to identify the
knowledge gaps, skill deficiencies, and capacity-strengthening requirements of humanitarian
workers and national organisations in Sudan. The aim of this joint effort was to inform the design
of targeted training and coaching programmes to enhance the effectiveness of humanitarian
operations. While the assessments were conducted with a specific cohort of 22 NNGOs and 76
individual respondents, the trends identified in learning priorities, organisational challenges, and
capacity-strengthening needs are highly relevant to other NNGOs and humanitarian actors
operating in Sudan.

Methodology

The assessments used a systematic approach, combining primary quantitative
(online surveys) and primary qualitative (Key Informant Interviews and Focus Group Discussions)
data collection methods, in addition to analysis of secondary data (organisational policies). The
data was analysed using statistical software and thematic analysis, with cross-checking to
ensure validity.

Key findings

Various trainings were identified as a need such as:

• Coordination
• Needs Assessment
• Personal Safety
• Protection
• Project Planning
• Accountability to Affected Populations
• Human Resource Development
• Operations and Management
• Sustainability
• Financial Administration

This Learning Needs Assessment identifies capacity gaps and learning needs among engineers and technical specialists engaged in response efforts in Libya.

Understanding these gaps is essential for developing targeted training programs, that can enhance the skills and knowledge required to address the complex challenges posed by the conflict. 

The LNA also assessed the existing strengths among engineers, so RedR can recommend the best ways that humanitarian partners can leverage best these capabilities. 

Using the findings to train disaster responders on the most urgent topics

Subsequently, RedR conducted this in-depth and detailed Learning Needs Assessment to better inform the ongoing training response to the disaster in Libya. The overarching questions that this Learning Needs Assessment seeks to assess are:

• What are the current capacity gaps and learning needs amongst humanitarian responders to
  the Libya floods?
• What are the capacity strengths amongst humanitarians responding to the floods?
• How can humanitarian partners best utilise these strengths?

It enables RedR to tailor our response to the evolving needs of the crisis. By understanding the specific learning needs and capacity gaps, RedR can provide training that is most relevant and impactful, thereby enhancing the overall response in Libya. 

Key findings

Various trainings were identified as a need such as:

• coordination
• needs assessment
• water management
• WASH
• flood effect on structures and infrastructures
• Rapid Damage Assessments
• Accountability to Affected Populations
• Humanitarian principles
• protection
• personal safety and security.

There is a shift in needs now that Libya is no longer in an emergency phase but is now in a transitional phase. Some of the trainings that are more of a priority now are DRR and climate
change.

This Cross Cutting Issue (CCI) Guidance Framework is a compilation of the key tools, resources and guidance that organisations can use to strengthen integration of CCIs in WASH programming throughout the humanitarian program cycle.

This compilation was the result of a consultative process with key stakeholders and review of available resources in February 2024. It consolidates the work of Working Groups developing cross-cutting approaches, and reflects the current priority issues for WASH in Ukraine.

It enables WASH actors in Ukraine to readily access support, aggregating existing guidance and best practices in WASH thematics.

This framework will guide you on how to meaningfully ensure participation, minimize existing barriers and ensure safe and equitable access to WASH interventions.

Why do cross-cutting issues matter?

Integrating CCIs into WASH programming makes humanitarian services and responses safer, more effective and more timely by proactively identifying and mitigating the barriers and risks that people face in accessing assistance.

By addressing CCIs in all stages of the programme cycle it anchors protection mainstreaming principles into the WASH response ensuring adherence to the right to WASH services and human-rights. Integrating CCIs into WASH in Ukraine will contribute to ensuring ‘the most vulnerable people affected or displaced by the war can access basic WASH services and materials to maintain basic hygienic practices, with a focus on people with disabilities including children with disabilities and persons of older age, women and girls, and minority groups.’ Failing to address CCIs in WASH compromises the effectiveness of the response.

Humanitarian inclusion standards for older people and people with disabilities.

RedR developed the Humanitarian inclusion standards for older people and people with disabilities as part of the ADCAP (Age and Disability Capacity Building Programme) consortium. 

The Humanitarian inclusion standards for older people and people with disabilities are designed to help address the gap in understanding the needs, capacities and rights of older people and people with disabilities, and promote their inclusion in humanitarian action.  

The standards are designed both to strengthen the accountability of humanitarian actors to older people and people with disabilities, and to support the participation of older people and people with disabilities in humanitarian action. You can use them as guidance for programming, and as a resource for training and advocacy, particularly for creating more inclusive organisational policies and practice. 

Publication structure

We derived nine key inclusion standards from the Nine Commitments of the Core Humanitarian Standard on Quality and Accountability (CHS), and seven sets of sector-specific inclusion standards:

• protection
• water, sanitation and hygiene
• food security and livelihoods
• nutrition
• shelter
• settlement and household items
• health
• education

Each chapter presents a set of standards with key actions to meet the standard, guidance notes to support the delivery of the actions, tools and resources, and case studies.

The sector inclusion standards are structured around three key areas of inclusion:  

The sector-specific inclusion standards are intended to be used in conjunction with the Key inclusion standards. 

RedR training in inclusion standards

The ADCAP materials informed the design of RedR’s Gender, Age and Disability training course, which we’ve delivered in the UK, Nepal, Myanmar, Kenya and Sudan. The training provided the knowledge and tools to help mainstream gender, age and disability into all interventions. We’re helping organisations move beyond simply the desire to be inclusive, and into the reality of meeting minimum standards of inclusion. They can do this by considering the intersectionality of identities that can compound our experiences and behaviours.