Open information policy
NRC is committed to being accountable to all stakeholders. We ensure that the details on how we work, and where our funds go, are accessible and visible.
It is important for us to be open and transparent towards the displaced people we assist, our staff, the host authorities where we work, the donors supporting our work – and the general public.
That's why we have adopted an open information policy, outlining what information we share and how. We strive towards the highest standards of openness.
In the cases where we do not disclose information, it is based on well-founded reasons such as the safety and privacy of stakeholders, or our ability to deliver aid.
Read our open information policy.
All relevant material shared by NRC is accessible in a digital format. Our website is the main access point to documents and information shared by NRC.
You may also request print copies of certain documents. We may, however, decline to provide print copies if the cost is too high, or if it will be unreasonably time consuming to do so.
We will respond to all requests as soon as possible – normally within 7 working days, and a maximum of 30 working days. Request can be sent to: firstname.lastname@example.org.
Oral questions may be addressed to the External Relations Department at the Head Office in Oslo: +47 23 10 98 00.
In addition to our own initiative striving towards increased transparency, we also have certain commitments as stipulated in the Global Partnership Agreement with the Norwegian Ministry of Foreign Affairs (NMFA).
Read more about our transparency commitment.
What is corruption?
NRC defines corruption as the abuse of power for illegitimate individual or group benefits. Corruption might occur in many forms, including but not limited to bribery, kickbacks, theft, embezzlement, extortion, favouritism, fraud, unnecessary waste and sexual exploitation.
NRC's anti-corruption stand
NRC takes a firm position against corruption in any form, and actively works to prevent, avoid and detect all forms of corruption. NRC employees must commit to a zero tolerance and are not allowed to provide for, request or receive anything that can be defined as corruption.
How to report corruption?
NRC staff who becomes aware of possible corruption within or in connection to NRC is instructed to report these violations immediately.
Corruption, theft and mismanagement are common in many of the countries where we operate. At NRC, we acknowledge that corruption can occur within even the best of control systems.
By June 30 each year, we publish an overview of the corruption cases that were closed the previous year.
Read more about our anti-corruption work in 2019.
International Aid Transparency Initiative (IATI)
NRC is a signatory of the International Aid Transparency Initiative (IATI), which aims to make information about international aid easier to find, use and understand. NRC publishes information through IATI on a quarterly basis.
Read more about our IATI reporting.
We promote continuous learning from our experiences, to adapt and evolve our programmes to what works.
Our guidelines for learning are:
- Learning is participatory, involving different people, teams, and activities.
- We can learn from all experiences, including successes and failures.
- We are open and transparent about our learning process.
- Learning is the responsibility of all of our staff. We therefore create a culture and space for reflection and learning.
In order to learn, we must collect information from how well our programmes do. We do this through monitoring and evaluation, which includes tracking benchmarks, quality assessments, and evaluations.
Once information is collected, we then apply lessons to programme design and start-up, strategy development, and other planning. We use the lessons to support decision-making later on.
Two snapshots from our learning:
Case Study 1: Lebanon shelter evaluation
At the end of 2014, we evaluated our shelter programme in Lebanon, which led to many important changes in the programme. One key improvement was integration: a main finding was the lack of integration with other programmes. Our Lebanon team suggested focusing on the whole household, instead of singularly on the issue of shelter. As a result, the shelter programme was combined with the Information, Counselling, and Legal Assistance programme and the Water, Sanitation and Hygiene (WASH) programme to give households the entire package.
Case Study 2: Global programme level
As part of our learning, we continuously collect information from all of our country offices to look for common experiences and challenges. In 2012, we uncovered several important questions on youth education. To answer these questions, we conducted a global assessment to review all of our learning evaluations from the past 10 years. This produced the Youth Education Pack Strategic Assessment (YEP), which highlights trade-offs in project design, costs, and scale. We incorporated our findings into our three pillar approach to education, and shared the results with colleagues and in conferences worldwide.