JRS Strategic goals 2012-2015


  • Goal 1
  • Goal 2
  • Goal 3
  • Goal 4
Compassion for humanity on the edge

Moved by compassion and respect for human dignity, we will be flexible and focused in our response to the new emerging situations of forced displacement.

Strategies

Rapid response to forced displacement
Inspired by the same compassion that gave rise to the founding of JRS, we will strengthen our capacity to respond flexibly to new emerging situations of forced displacement due to conflict and natural disasters. JRS will establish response criteria, procedures, structures and alliances for an early response in times of crisis. A JRS emergency assessment and start-up team will be established. We will review our existing programmes to entrenched situations of displacement and develop capacity to respond flexibly to new emerging displacement.

Urban refugees
In view of the increasing urbanisation of forced migration, JRS will strengthen and coordinate its expertise and resources to develop an appropriate response to urban refugees that reflects best practices.

People vulnerable to human trafficking
Confronted with human trafficking as a dimension of forced displacement, JRS will undertake to work with other organisations in the protection of those most vulnerable to exploitation.

Accompaniment at grassroots level
JRS is internationally recognised for its closeness to the people it serves. We will strengthen and support this facet of our mission and develop in-service programmes to help team members recognise and deepen the 'accompaniment' aspect of their work with and for refugees. Particular attention will be given to induction programmes for new staff members into the JRS mission and values.

Results

2012
  • A rapid-response team will be fully operational and will be capable of responding effectively to emergency situations.
  • All regions will have evaluated their urban projects and incorporated the best practices identified in the March 2012 workshop.
  • JRS will have developed an in-service training programme in the area of 'accompaniment' to be used by all regions in the training of staff members.

2013

  • All long-term projects that may be in need of revision, and gaps in capacity will have been identified. 
2014
  • At least three regions will have developed programmes to respond to human trafficking and will have met together to share best practices.
Rooted in faith, acting in justice

Inspired by faith and the values of inclusiveness and solidarity, we will seek to understand and address the causes of structural inequality. We will work in partnership with others to create communities of justice, dialogue, peace and reconciliation.

Strategies

Intercultural, ecumenical and inter-faith dialogue
JRS is inspired by faith and respects the values of other religions and cultures. We share the values of justice, dialogue, peace and reconciliation to create and sustain communities. Service and the struggle for justice make up the concrete inter-faith dialogue of daily life. Given the call to justice and inter-faith dialogue, JRS will enhance its collaborative response with others to the displacement of largely Muslim populations. We will develop inclusive ways of celebrating our shared spiritual values.

Renewing hospitality
JRS will promote a spirituality and culture of open doors that embodies hospitality in action. We will oppose xenophobia and all forms of marginalisation and exclusion, and defend the rights of refugees and other forcibly displaced persons to full protection.

Reconciliation
JRS recognises the great need for reconciliation in today's world. As an effective sign of God’s love and reconciliation, JRS will deepen this dimension of its mission throughout its work.

Local and global advocacy
JRS advocacy work addresses the intermediate causes of forced migration and empowers people to claim the rights to which they are entitled. To ensure that advocacy is linked to our mission, including service and accompaniment at the grassroots level, all JRS regions will integrate advocacy into the project cycle, which includes project proposals, monitoring and evaluation. JRS will strengthen its global networking and alliances that ensure effective coordination of its advocacy efforts.

Helping refugees to tell their stories
Using the opportunities afforded by new technologies, JRS will explore and implement coordinated ways of helping to bring the voices and stories of refugees to a wider global audience, while respecting at all times the security and integrity of those concerned. All JRS regions will join the international website, working together to explore new tools of communication.

Results

2012
  • All regions will be contributing refugee stories to the international website, in keeping with JRS ethical policies.
2013
  • A JRS communications manual will provide clear norms for producing electronic and printed materials.
2014
  • Three pilot projects in reconciliation will have been implemented, projects to map aspects of reconciliation work will be under-way in the regions, and an international JRS workshop on reconciliation will have been held.
  • Advocacy will be integrated into the process of project planning and proposals.
2015
  • JRS will have published a paper on its learning and expertise in inter-faith dialogue.
  • JRS will have a consolidated presence in the Middle East, North Africa and Central Asia promoting communities of inter-faith dialogue and collaboration.
Kindling hope through learning

Based on our belief in the dignity and interdependence of the human family, we will empower uprooted people through learning, fostering a future filled with hope.

Strategies

Focus on the most vulnerable in education
In our primary and secondary education projects, JRS will give priority to the education of girls and teacher training. We will ensure the protection of all children and, where necessary, promote psychosocial care. All JRS education programmes will employ an holistic approach, respecting and developing students' cultural values and character.

Making tertiary education accessible for refugees
In collaboration with Jesuit universities, JRS will strive to increase refugees' access to higher education through online technology.

Promoting excellence in refugee education
JRS will ensure that its broad experience in refugee education and the accomplishments of its educational programmes, including best practices and materials, are made accessible to all JRS regions, making the most effective use of information technology. University collaboration and support JRS will strengthen relationships with Jesuit universities, working with them to develop opportunities for student learning, internships, joint advocacy projects, and academic research on refugee-related issues.

Results

2015
  • JRS will have increased the number of Jesuit Commons – Higher Education on the Margins (JC-HEM) learning sites to at least six.
  • JRS will have deepened its working relationship with Jesuit universities, evidenced through the creation of three to four new collaborative programmes.
  • Educational materials, including best practices, will be accessible to JRS regions on the international website.
  • The majority of JRS educational projects will include psychosocial care for vulnerable children.
A stronger, more united JRS

Firmly rooted in the values of subsidiarity and participation, we will develop and apply coherent standards in governance and management, so that we work with and for forcibly displaced persons, in international unity, with transparency and accountability.

Strategies

Financial sustainability
JRS will establish a fundraising strategy, engaging an international fundraiser to work in close collaboration with all regions, taking into account operational needs and plans, and coordinating with existing fundraising work at the regional level.

Implementation of human resources policies
All regional offices of JRS will have skilled, well-trained human resources personnel. Regional human resources officers will be supported by the International Human Resources Coordinator and make use of newly revised JRS documents (Human Resources Policy Manual, Human Resources Guidelines for Leaders, and the Code of Conduct). They will also make consistent and regular use of existing JRS human resources tools.

JRS staff development
JRS will achieve greater international unity by developing a well-coordinated induction and ongoing training programme for leaders and all core staff. Application of programme and financial policies and tools JRS will consolidate its organisational effectiveness and unity through a consistent application of policies and protocols, and consistent monitoring of project quality at regional and national levels.

Strengthening organisational communications
JRS will improve and coordinate its internal communications efforts, including rules for e-mail usage and an electronic library of JRS documents at both the regional and international levels. 

Respecting mutuality and subsidiarity
Based on our respect for the principle of subsidiarity, JRS will work to ensure excellent communications with Jesuit provinces, Jesuit conferences and all levels of JRS structures and leadership. JRS will reach out to Jesuits in formation to increase their awareness of the needs of refugees and other forcibly displaced persons. Plans for assistance to refugees by JRS and all provinces will be mutually complementary.

Results

2012

  • The JRS Internal Norms and Guidelines will be distributed and applied across the organisation.
  • All regions will have competent HR personnel in place, making use of the updated JRS Human Resources Handbook as well as additional materials and tools.
  • The JRS internal e-mail system will be applied consistently.

2013

  • All regions will have developed a rotating schedule for speaking with Jesuits-information communities within their regions.
  • Every region will have a fundraising strategy coordinated with that of JRS International. JRS will have widened its funding base of private individuals and foundations and will have increased the proportion of income from private and Jesuit sources to 50 per cent by 2015.
  • Increased fundraising coordination across JRS will have reduced the gap between operational proposals and available resources.

2015

  • A culture of learning and staff development will have been established with regular follow-up training for all core JRS staff on both mission and technical aspects of our work.