At the end of 2021, we will complete our first strategy that has guided our work since the inception of the CHS Alliance.

This is an important juncture. It is time to think of the future and make plans for we can advance our collective movement for making aid work better for people, keeping our focus firmly fixed on ensuring there is greater accountability to people in crisis.

We need to hear your ideas on how to do this. What do you want to see the CHS Alliance achieve? What will make you proud to be a member of the Alliance in five years’ time? What will make the biggest shift in our work to achieve our mission?

This is the first opportunity to share your ideas with us for the new CHS Alliance strategy 2022-2025, with this short survey. We want to hear from as many voices and perspectives as possible, so please feel free to share with your colleagues to complete the survey. The deadline for completing the survey is 31 August 2021.

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* 1. Respondent's details

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* 2. Is your organisation a CHS Alliance member? (list of CHS Alliance members here)

Looking Back

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* 3. CHS Alliance is coming to the end of its first multi-year strategy since the organisation was established in 2015. What do you think has been the number one achievement of the Alliance to date?

Looking Ahead

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* 4. What would you like to see CHS Alliance achieve by 2025?

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* 5. What is the biggest challenge the CHS Alliance needs to navigate?

Strategic Aims

6. The CHS Alliance is a movement to strengthen accountability and put people affected by crisis at the heart of what we do by implementing the Core Humanitarian Standard (CHS). To do this, we currently have the three main strategic areas supported by specific activities.

  • Influence & Commit - We influence the sector to adopt the CHS in their policies and practice, recognising the CHS as the standard to make aid work better for people
  • Apply and verify - We promote and support the application and learning around the CHS, through the CHS Alliance Verification Scheme
  • Learn and improve - We work with our members and partners to provide opportunities for collaboration and drive change in our focal areas of Accountability to Affected People (AAP), People Management and Protection from Sexual Exploitation, Abuse and Harassment (PSEAH).
Looking forward, how important do you think it is for the CHS Alliance to focus its efforts on:

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* a) To meet our strategic aims, how important do you think it is for the CHS Alliance to focus its efforts on Influence & Commit

  Very unimportant Not important Neutral Important Very important
Enabling organisations to show their public commitment to the CHS
Advocacting for greater number of organisations working with people affected by crisis including UN / donors / small NGOs/ large NGOS to demonstrate how they are meeting the CHS. 
Increasing the diversity of its membership to build a global and diverse community of practitioners who are applying the CHS

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* b) To meet our strategic aims, how important do you think it is for the CHS Alliance to focus its efforts on Apply and verify

  Very unimportant Not important Neutral Important Very important
Advocacting that donor due diligence processes should be based on the CHS to enforce the commitment made to affected people.
Supporting all organisations to show how they meet the CHS through a CHS verification exercise (i.e. certification, independent verification or self assessment)
Supporting collective assessments against the CHS at response level, to take a holistic view of how we are meeting our commitments to affected people
Using the CHS verification data to provide analysis of trends and gaps to inform decision making for organisations and the sector

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* c) To meet our strategic aims, how important do you think it is for the CHS Alliance to focus its efforts on Learn and improve

  Very unimportant Not important Neutral Important Very important
Developing training support to enable organisations to meet the CHS Commitments
Developing a repository of guidance / tools / templates for CHS Alliance members
Providing more tailored support to individual members to help them with continuous improvement
Enabling and coordinating peer review between members to meet the CHS commitments
How we will get there

7. CHS Alliance currently has more than 150 full or associate members from around the world, and each organisation pays an annual membership fee. To achieve the CHS Alliance's aims, we need to consider how we can best use our resources and drive positive change. Please indicate how much you agree or disagree with the sentences below.

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* a) The value of the membership model is to...

  Strongly disagree Disagree Neutral Agree Strongly agree
build a sense of commitment around the CHS
enhance learning
visibly demonstrate widespread commitment to the CHS
build a global community around the issues at the heart of the CHS

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* b) CHS Alliance should consider changing its membership model to...

  Strongly disagree Disagree Neutral Agree Strongly agree
bring in a greater geographical diversity of organisations
encourage all organisations working with people in crisis (e.g. for profit organisations, UN, governments) to become members
have a tiered membership category system based on different services
explore joint membership arrangements with other membership based organisations
replace membership fees with in-kind support
limit membership to only CHS verified organisations
CHS revision

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* 8. A key aspect of this next strategy period will be the revision of the Core Humanitarian Standard itself. What would you like to see change in the revision?

Next steps

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* 9. Are there any other comments or suggestions you would like to make towards the development of the CHS Alliance Strategy 2022-2025?

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* 10. Would you be willing to be contacted for a follow-up interview? If yes, please provide your name and email at the first question.

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