The Federation of the Future - International Federation of Red Cross

The Federation of the FutureWorking together for a better tomorrow

Working together for a better tomorrowof FutureThe Federation the

© International Federation of Red Cross and Red Crescent SocietiesAny part of this handbook may be cited, copied, translated into other languages or adapted to meet local needs without prior permission from the International Federation of Red Cross and Red Crescent Societies, provided that the source is clearly stated.

2006 - First edition May 2006

International Federation of Red Cross and Red Crescent Societies

P.O. Box 372CH-1211 Geneva 19SwitzerlandTelephone: +41 22 730 4222Telefax: +41 22 733 0395E-mail: [email protected]

Web site: www.ifrc.org

1 International Federation of Red Cross and Red Crescent Societies


Contents

Introduction 3

Results of the process 4

Vision and organizational values 5

A Global Agenda for the International Federation 8

A New Operating Model for greater impact 10

A Framework for Action to build the capacity of our network 12

Making the process work 13

Conclusion 15

AnnexThe Framework for Action’s ten areas for improvement: Key actions in 2006–2010 18

BoxesWhat will the Federation of the Future achieve by 2010? 3

Three keys for success 5

Vision and organizational values for the International Federation 7

The International Federation’s Global Agenda 9

Increasing the impact of our global network 11

A Framework for Action: Ten areas for improvement 12

Figures1 Federation of the Future: What guides our actions 4

2 Making a greater impact as a Federation 16

Yosh

i Shi

miz

u/In

tern

atio

nal F

eder

atio

n



IntroductionThe global challenges confronting the International Federation of Red Cross andRed Crescent Societies are mounting every day. HIV/AIDS is killing over 8,000people a day. More than 1 billion people live on less than US$ 1 a day. Every day,30,000 children under the age of five die. Far too many of them are killed by pre-ventable diseases. Access to basic health services and clean water is still a dreamfor the majority of the world’s population. Moreover, each year, millions of peo-ple are affected by natural disasters. Vulnerable communities look to theInternational Federation and our network of Red Cross and Red CrescentNational Societies to address these global challenges, increase the scale and scopeof our work and show the results and impact of our actions and advocacy.

The Federation is a leading actor in humanitarian action. Our network of mil-lions of volunteers is unique in the world. Our experience in addressing the needsof vulnerable communities is unmatched and unquestioned. Thus, the expecta-tions of the world for the Federation are enormous. We have a fundamental obli-gation to meet those expectations.

The Federation of the Future process is about how we can achieve this. It is aboutaiming higher and delivering results. This report sets out a vision and sense ofdirection for the Federation, along with clear goals and objectives, and a set ofactions to reform and renew the Federation to ensure that we remain relevant andeffective as an organization. The Federation of the Future reaffirms our sharedcommitment to deliver Strategy 2010 by scaling up our work and make a greaterdifference in the lives of vulnerable people everywhere, today and tomorrow.

What will the Federation of the Future achieve by 2010?

A responsive and focused Federation, able to meet the challenges oftoday and tomorrow, and a global leader in our core areas.

A well-functioning Federation, with a strong commitment to quality,excellence, accountability and integrity.

A Federation that works together and with others effectively to mobilizesupport and have a greater impact in the world.

The Federation of the Future processdefines how the organization workstogether to achieve our mission ofalleviating human suffering.

Millions of people stand to benefitfrom a strong, focused and relevantFederation which is outward lookingand engaged. Our impact in the worldis increased when it functions welland works together effectively.

Working together for a better tomorrowof FutureThe Federation the

International Federation of Red Cross and Red Crescent Societies 4


Results of the processOver the past two years, the group leading the Federation of the Future processconsulted extensively with National Societies, governance and the secretariat onthe challenges we face – and what to do about them. It analysed the results ofmany reviews and evaluations, including the Strategy 2010 mid-term review andwork carried out to update the International Red Cross and Red CrescentMovement’s strategy.

Based on the outcomes of these consultations, the Federation of the Futureprocess identified three keys for success – a vision and values statement, a GlobalAgenda and a Framework for Action – that set a broad direction for our activitiesin the coming five years. Together, these three elements, along with a new oper-ating model for the International Federation, will help us to better implement ourstrategies and ensure that we realize our enormous potential.

Fundamental principles

Volunteers and supporters in the community

Vision

Mission

Strategy 2010

Global Agenda

New Operating Model

Framework for Action

Putting our principles

into action

Implementing Strategy 2010's core areas

Membership services/Operational alliances

Ten areas for improvement building capacity and performance

Figure 1. Federation of the Future: What guides our actions



The Federation’s General Assembly – held in Seoul, Republic of Korea inNovember 2005 – endorsed these elements and made a strong commitment towork more effectively as a Federation and as a Movement. By committing to thevision and values statement, the Global Agenda and the Framework for Action,all parts of the Federation are mutually responsible for the organization’s contin-ued success.

Vision and organizational valuesSetting a shared vision and direction for the future

The Federation of the Future consultation process and Strategy 2010’s mid-termreview showed that we need to communicate more clearly to the world aboutwhat we stand for, how we work and what we want to achieve. The InternationalFederation can only be strong and effective if all of our components share:

a unifying vision of our role and purpose in today’s world; a sense of shared responsibilities to work together and with others, basedon equitable relations and mutual respect and understanding; anda determination to maximize the full potential of our global network ofNational Societies to achieve the greatest impact for vulnerable people andthe greatest influence on other actors.

A strong vision statement is used to inspire people towards achieving a commonpurpose. We need an explicit declaration about our place in the world and a setof organizational values that reinforces our fundamental principles and guides ourrelations with vulnerable communities and with other actors. Explaining the roleof the Federation and the values of the Red Cross Red Crescent network willbecome even more important with the adoption an additional emblem, the redcrystal.

Three keys for success

A vision and organizational values statement that sets out acommon direction for the Federation and reinforces our fundamentalprinciples and mission.

A Global Agenda that sets out clear goals for the Federation to scaleup the reach, quality and impact of our work in the core areas ofStrategy 2010.

A Federation-wide Framework for Action with specific measures toreform and improve the organization’s capacity and performance in“ten areas for improvement”.

Ros

emar

y N

orth

/Inte

rnat

iona

l Fed

erat

ion



Putting our principles into actionTo maintain our integrity and the trust and confidence of the people with and forwhom we work, we need to reaffirm our fundamental principles and ensure thatour actions always reflect the spirit of these principles. We also need to complyconsistently with the rules, policies and standards of behaviour we have agreed to.As an outcome of the Federation of the Future process, the Governing Boardendorsed the following vision to describe our place in the world and the organi-zational values that inform and guide our work (see box next page).

Vision and organizational values for the International Federation

Our Fundamental PrinciplesOur actions are guided at all times by our fundamental principles of humanity, impartiality,neutrality, independence, voluntary service, unity and universality.

Our vision We strive, through voluntary action, for a world of empowered communities, better able toaddress human suffering and crises with hope, respect for dignity and a concern for equity.

Our missionTo improve the lives of vulnerable people by mobilizing the power of humanity.

Our valuesOur shared values underpin our Fundamental Principles:

People: We aim to build the capacities of vulnerable people and communities to work in solidarity toreduce threats to human lives and dignity and create a better present and future.

Integrity: We act in accordance with our humanitarian principles and values, and work in open,transparent and accountable ways, without compromising our emblems and the independence,impartiality and neutrality they represent.

Diversity: We celebrate the diversity of the communities we work with and of our volunteers and staff, ourNational Societies and our partners, based on non-discrimination and our principle ofuniversality.

Leadership: We strive to show leadership and excellence in our core areas of work, by drawing attention tohumanitarian issues and ensuring quality in the programmes that we carry out.

Innovation: We value our shared history and tradition, but are equally committed to finding innovative,lasting solutions to new problems that threaten human dignity in a changing society.



The Federation’s values underpin the fundamental principles which guide thework of the entire International Red Cross and Red Crescent Movement. Ourvision and organizational values statement captures the essence of the Red CrossRed Crescent: humanity expressed every day by people working together toprotect human dignity and prepare for and cope with situations that threatentheir lives and livelihoods.

The values are simple, but extremely powerful. The Federation places greatestvalue on our people – through them we have global reach. We value integrity andstrive for transparency and accountability in all we undertake. We strive forexcellence and are judged by our actions. We are open to all and welcome peoplewithout discrimination.

Realizing this vision requires strong leadership at every level, from Red Cross RedCrescent leaders in the community to the Federation’s governance and secretariat.Our principles and values must be the inspiration for everything we do. We mustpromote them among our network and our partners in order to change mindsetsand attitudes.

A Global Agenda for the International FederationBy any measure, we live in a globalized world where humanitarian challengesrequire adaptability and innovation. Continued poverty, inequity, populationgrowth and changing demographics have forged new patterns of vulnerability todisaster and epidemic. Few humanitarian organizations have the InternationalFederation’s capacity to make a significant difference.

If the Federation is to become more responsive and focused, we must align ourresources and scale up our efforts where needs are greatest and where the RedCross Red Crescent can make a difference. To demonstrate our leadership in ourfields of expertise, we need to show the benefits of working as a Federation, andhow our actions and advocacy contribute to achieving the MillenniumDevelopment Goals, the Hyogo Framework for Action 2005–2015,“International Strategy for disaster reduction”and other efforts to reduce povertyand inequity and promote sustainable human development.

To accomplish this, the Federation has adopted a Global Agenda for all NationalSocieties, with four goals (see box on next page) aligned to Strategy 2010’s coreareas of work: health and care in the community; disaster preparedness; disasterresponse; and promotion of the fundamental principles and humanitarian values.In line with our vision and mission, the Global Agenda distils all that we strivefor: empowering vulnerable communities to allow them to build and sustain theirown capacity to respond to situations that compromise their lives and livelihoods.

Achieving the ambitious goals set outin the Global Agenda will constitute

the Federation's major contribution tothe realization of the Millennium

Development Goals and the HyogoFramework.

The Federation strives, throughvoluntary action, for a world of

empowered communities, better ableto address human suffering and

crises with hope, respect for dignityand a concern for equity.

Fundamental to this is the idea thatthe Federation works with and not for

vulnerable communities. Ourvolunteers – our people – are our

strength.



The Global Agenda provides a framework to align our planning, prioritize ourprogramming and mobilize additional resources to deliver Strategy 2010. It alsocommits the Federation to scale up and improve the reach, quality and impact ofour programming at domestic and international levels, aiming for a significantincrease in programming and resources over the next five years.

Measuring and improving performance and accountability

The Federation is one of few organizations possessing the ambition and potentialto one day say that the whole is truly greater than the sum of the parts. Ourcommitment to meeting the Global Agenda’s goals and priorities is a first steptowards achieving this ideal. However, good intentions are not enough. We mustalso improve our performance and accountability, and at the same time ensurethat our actions are based on regular assessments of needs and vulnerabilities.

As part of this task, the International Federation will work to improve planning,monitoring and evaluation mechanisms, moving towards a Federation-wideapproach where each National Society shows its contribution to the overallimpact of the network. Making sure that the Global Agenda’s goals are translatedinto specific plans and measurable targets, and improving the quality andeffectiveness of our actions will be a major task in the coming five years. Settingstronger monitoring and evaluation mechanisms will ensure greateraccountability to those the Federation serves and those who trust in us to be aleader in global humanitarian action.

The International Federation’s Global Agenda

Over the next five years, the collective focus of the Federation will be on achieving the following goals andpriorities:

Our goalsGoal 1: Reduce the number of deaths, injuries and impact from disasters.Goal 2: Reduce the number of deaths, illnesses and impact from diseases and public health emergencies.Goal 3: Increase local community, civil society and Red Cross Red Crescent capacity to address the most

urgent situations of vulnerability.Goal 4: Promote respect for diversity and human dignity, and reduce intolerance, discrimination

and social exclusion.

Our prioritiesImproving our local, regional and international capacity to respond to disasters and public healthemergencies.Scaling up our actions with vulnerable communities in health promotion, disease prevention and disaster risk reduction.Increasing significantly our HIV/AIDS programming and advocacy.Renewing our advocacy on priority humanitarian issues, especially fighting intolerance, stigma and discrimination, and promoting disaster risk reduction.



The General Assembly endorsed the performance management framework pro-posed by the Strategy 2010 mid-term review. The framework is based on Strategy2010’s three strategic directions and gives an indication of what success wouldlook like. It will be further developed and aligned to the Global Agenda’s goals inorder to demonstrate our collective impact and how we contribute to building abetter world.

We will also focus on strengthening accountability to ensure we are effectivelymeeting the needs and priorities of vulnerable people and to show our supportersthat we have used resources in a transparent and efficient manner. In addition, wewill improve accountability to ourselves, based on equitable relations and integri-ty, shared responsibilities and mutual respect between all members.

A new operating model for greater impactIf our ambition is to increase the scale and scope of our response to today’shumanitarian challenges and prepare for the future, we need a Federation that isfit for the purpose. We need flexible working approaches that encourage innova-tive ways to best use our core competencies and the resources of all NationalSocieties and the secretariat and to ensure maximum cooperation and coordina-tion to reach the most vulnerable people.

The question guiding our actions should be: “What is the most effective and effi-cient means to deliver the greatest possible impact for vulnerable people?” In thissense, we need an operating model that is less about systems and structures, andmore about uniting around a shared commitment to increase impact and opera-tional excellence in all we do.

Working together effectively

The Federation of the Future process is not just about the secretariat, but aboutNational Societies, governance and the secretariat working together. Success in theFederation of the Future process requires strong National Societies, strong region-al networks, an effective secretariat and governance focusing on strategic issueswhich build cohesion and unity.

We must learn to make better use of National Societies’ resources and expertiseand create an environment for expanding our efforts and impact. Putting in placeoperational alliances with both external and internal partners will allow us toincrease our impact by establishing common planning, coordination, reportingand accountability mechanisms. It will also ensure the most efficient use ofresources and sustainable, long-term results for vulnerable communities and hostNational Societies.

The success of operational alliances depends on working through strong NationalSocieties, as they are the key to reaching local communities. This is why opera-tional alliances must support the priorities and capacities of National Societiesand of vulnerable communities. However, National Societies also need to com-

The greatest challenge is to answerthe question: “What is the mosteffective and efficient means to

deliver the greatest impact forvulnerable people?”

The answer lies in the adoption of thenew operating model agreed at the

Seoul General Assembly in 2005,which directs that the Federation:

• mobilize the collective resourcesbased on the comparativeadvantages to contribute

to global vulnerability reductionefforts; and

• ensure that the secretariat provides quality membership

services.



mit, with secretariat support if necessary, to scaling up their activities, buildingtheir own capacity and expanding and managing their partnerships with otheractors in order to contribute to achieving the Global Agenda’s goals.

National Societies that support and participate in international programminghave specific responsibilities in operational alliances. They should align their pro-gramming to the Global Agenda and commit to a coordinated approach to pro-gramme delivery.

The secretariat will contribute to scaling up by supporting the development ofinnovative operational alliances with external partners, mobilizing resources andcoordinating and brokering operational alliances. It will also take the lead inspecific alliances as necessary and continue to direct and coordinate internationaldisaster relief efforts to ensure that the Federation’s network can respond quicklyand effectively to major disasters.

A secretariat providing quality membership services

The other component to the new operating model is providing services to supportall National Societies in delivering Strategy 2010 and the Global Agenda. Thismeans a greater focus on ensuring high-quality services in key areas such asstrategic planning, governance support, coordination of capacity building andrepresenting the International Federation’s network internationally. Thesecretariat will also be responsible for building and maintaining our overallcapacity for effective disaster response.

These services should be mainly funded through statutory contributions and willincreasingly be provided through strengthened secretariat regional offices.However, the secretariat will maintain a solid core in Geneva to ensure cohesionand overall representation and advocacy.

1 Global Agendagoals and priorities

Aligning our programmingaround the four Global Agendagoals.

Committing to scaling up andincreasing quality and reach ofprogramming.

Contributing to globalinitiatives such as theMillennium Development Goalsto reduce vulnerability.

2 Operational alliances new approaches to cooperation

Mobilizing resources andcapacities to target specificprogramming needs.

Developing new and innovativealliances with other partners.

Focusing on maximizingefficiency and results througheffective coordination.

3 Performance andaccountabilityframework

Committing to improvingperformance management for increased impact.

Promoting accountabilityamongst all stakeholders.

Focusing on continuouslearning and improvement in the network.

Increasing the impact of our global network



For this approach to work, however, National Societies must take responsibilityfor their own integrity and organizational development, committing to maximiz-ing their performance and being accountable for their actions. They have an obli-gation to work together and with others effectively in order to mobilize supportand have a greater impact in the world.

A Framework for Action to build the capacity of our networkBringing to life our vision, values and Global Agenda requires action. TheFederation of the Future process has developed a Framework for Action of teninterlinked areas for improvement to help the International Federation successful-ly implement and deliver Strategy 2010 and achieve a greater impact for vulnera-ble people. These areas for improvement, grouped in four categories, provide ablueprint for change for the next five years and set out in broad terms the respon-sibilities for National Societies, the secretariat and governance.

A Framework for Action: Ten areas for improvement

Setting a shared vision and direction for the futureShared vision, values and organizational culture for the International Federation.

Effective, empowered leadership, governance and management.

A global communications and advocacy strategy to position the Federation.

Improving planning, performance and accountabilityOngoing analysis and a common understanding of external trends.

A Federation-wide approach to planning, performance management and accountability.

Delivering effective programmes and servicesA flexible, responsive Federation-wide operating model.

Reinforced regional networks and structures.

Strengthened and improved cooperation, coordination and support mechanisms.

Mobilizing resources to support our work A human resources strategy to strengthen the volunteer and staff base of the International Federation.

A global fund-raising strategy to increase resources for all parts of the International Federation.



Too often, ambitious strategic plans for the Federation have not been realized,leading to frustration and a lack of confidence in the organization. TheFramework for Action is a mechanism to ensure that all parts of the Federationwork together over the next five years to align efforts and carry out collectiveresponsibilities to improve impact and effectiveness. It will underpin all our plan-ning and capacity-building efforts from 2006 to 2010.

The draft Plan and Budget for 2006–2007 indicates in some detail how the sec-retariat proposes to support implementation of the Framework for Action andincludes provisions for start-up costs for many of the framework’s initiatives. The framework will be implemented in phases, with actions to make immediateimprovements in priority areas such as disaster management and health.

The annex gives details of the key actions in each of the ten areas for improve-ment that National Societies, the secretariat and governance will need to imple-ment in the five years from 2006 to 2010.

Making the process workIn order to implement the Federation of the Future process, National Societies, gov-ernance and the secretariat are each expected to develop specific plans and to reportregularly on how they are assisting with implementation.

National Societies have a particular responsibility to contribute actively to the suc-cess of the International Federation by supporting the implementation of theFramework for Action, aligning their work towards the Global Agenda’s collectiveaims and goals and respecting and applying the vision, strategies, policies and rulesthat we have collectively agreed to. Selected National Societies have also beenencouraged to lead by example by working on implementing some of the longer-term Federation of the Future initiatives in their own country and regions.

Governance has a critical leadership role in actively promoting and monitoring theimplementation of the process, particularly in reforming decision-making proce-dures and in taking decisive corrective action to ensure unity, cohesion and integri-ty. The Governing Board has established a high-level “Implementation AdvisoryGroup” to provide advice and guidance on the Framework for Action’s implementa-tion and monitor overall progress.

The secretariat has a key role in supporting National Societies and governance inimplementing activities and in improving its own functions of membership servic-es, supporting operational alliances and effective disaster management.

However, achieving the aims of the Federation for the Future process will not bepossible without the dedication and commitment of Red Cross Red Crescentvolunteers, staff and leaders everywhere, as well as resources to support them in theirwork. As a Federation, we need to focus on supporting our people and giving themthe tools and resources they need to meet the high demands and expectations we –and our supporters – place on them. Our people are our greatest strength. They arewhat define us and what make us a unique humanitarian force in the world. Wemust continue to listen to the voices of our volunteers and staff and harness their

In the next five years, we aim toincrease total resources forinternational programming prioritiesand National Societies by 20 per cent.

Euge

ne D

aile

y/A

mer

ican

Red

Cro

ss


The Federation of the FutureWorking together for a better tomorrow 15 International Federation of Red Cross and Red Crescent Societies

expertise. Our volunteers and staff must reflect the diversity of our network. To carryout our activities successfully, we need the support of young people around theworld. We must make them welcome and involve them at all levels of theFederation.

Meeting the needs of today and preparing the Federation for the future will not bepossible without a stable, diversified funding base that extends resources to all partsof the network. The new focus provided by the Global Agenda and Framework forAction will increase the credibility and capacity of our global network and shouldtranslate into tangible, significant and sustainable increases in the overall resourcesavailable for our work. As an ambitious but realistic target, we should aim for a 20per cent increase in the total resources available to support internationalprogramming priorities and increase the resources for all National Societies in orderto address significant humanitarian needs over the coming five years.

This cannot be done without a firm commitment amongst all actors to align andharmonize their approaches to fund-raising, and to work together to maximize theresults. We also need to improve our overall financial management, to ensure thatwe are consistently using the resources we have in an efficient and transparentmanner. Any changes to the Federation model must be realistic, affordable andsustainable. This requires a commitment to secure the necessary funding beforeembarking on any ambitious initiatives.

Years of challenging work lie ahead, but the direction is set. The goals we have setfor our Federation over the next five years are realistic and achievable. By embracingthe Framework for Action we will boost the capacity of Red Cross and Red CrescentNational Societies to improve the lives of vulnerable people throughout the world.

ConclusionThere are many global challenges facing us. The world wants and expects theInternational Federation and its National Societies to be the advocates and cham-pions of vulnerable people everywhere, acting with neutrality, independence,impartiality and integrity in everything we do, from community through toregional, national and international levels. These challenges are today’s Solferinofor the Federation – challenges we must face if we want to remain effective andrelevant in the modern world. Success requires, above all, collective motivation, ashared responsibility for success and a full commitment to tenets of the vision andvalues and the ten areas for improvement.

Dialogue with the International Committee of the Red Cross (ICRC) and exter-nal actors such as the United Nations system is also critical to ensure that imple-mentation of the Global Agenda and Framework for Action contributes toaddressing major humanitarian challenges. Success in the Federation of the Futureprocess requires strengthened cooperation with the ICRC, and increasingly, theUnited Nations, non-governmental organizations and governments in countrieswhere the Federation works.

The Federation’s vision and mission is about mobilizing the power of humanity. Putsimply, that means people supporting people to make a real difference in the world.

Put simply, our aim is to help peoplesupport people to make a realdifference in the world.

The Federation must now mobilizeresources sufficient to improve itsimpact and reach via excellent-qualityprogramming and services, while alsoincreasing monitoring and analysiswhich encourage and allow it toimprove constantly.



There is a clear consensus amongst the membership that, as a Federation, we canand must do much more to harness and align our collective resources, capacitiesand experience, and reach out to more people. To do that, we must consolidate andshare our successes and lessons learned, so that the entire network can benefit andimprove. Today, more than ever, we need to work together effectively as aFederation, in cohesion and with a common goal of earning our place in the world.

Together, we can live up to the promise and commitment of Strategy 2010:“Improving the lives of vulnerable people by mobilizing the power of humanity”.

What do we do? What capacities do we need?

Strategic direction 1:Responsive and focused

Strategic direction 2:Well-functioning National Societies

Strategic direction 3:Working together effectively

What do we want to achieve?What do we need for

a well-functioning Federation?How do we improve

cooperation and coordination?

Global Agenda Framework for Action New Operating Model

Scaling up quality, reach and impact

for vulnerable people

Ten areas for improvement to build the capacity

and performance of our network

Operational alliances and membership services to best use of all resources

through improved cooperation

Mobilizing support and resources

Implementing Strategy 2010

Figure 2. Making a greater impact as a Federation

Gua

tem

alan

Red

Cro

ss


The Federation of the FutureWorking together for a better tomorrow18 International Federation of Red Cross and Red Crescent Societies18 International Federation of Red Cross and Red Crescent Societies


Shared vision, values andorganizational culture forthe InternationalFederation

Effective, empowered leadership, governanceand management

AnnexThe Framework for Action’s ten areas for improvement

Key actions 2006–2010

Area for improvement National Societies Secretariat Governance

Setting a shared vision and direction for the future

■ Adopt their own visionand values to reinforceapplication of the funda-mental principles andalign this to theInternational Federation’svision, mission and values.

■ The fundamental princi-ples and the Federation’svision, mission and valuesinform working approach-es of all NationalSocieties in their domes-tic and internationalwork.

■ Take action to implementthe Federation’s integritypolicy and fulfil theirobligations as membersof the Federation and theMovement in order toensure higher levels ofintegrity and cohesion inthe Federation.

■ Support implementationof training and awarenesscampaigns to build ashared understanding ofthe fundamental princi-ples and the InternationalFederation’s vision, mis-sion and values amongstall Red Cross RedCrescent staff and volun-teers and with externalactors. The fundamentalprinciples and theFederation’s vision, mis-sion and values informthe secretariat’s workingapproaches.

■ Improve its support togovernance and provideguidance to NationalSocieties to ensure betterunderstanding and imple-mentation of governanceand policy decisions ofthe Federation and theMovement. Demonstrateglobal leadership in ful-filling its functions toprovide high-quality serv-ices to members, coordi-nate and support opera-tional alliances for pro-gramming and direct andcoordinate internationaldisaster response.

■ Promote continued dia-logue and understandingof the fundamental prin-ciples and theInternational Federation’svision, mission and valuesand take actions toensure unity and cohe-sion in the InternationalFederation.

■ The fundamental princi-ples and the Federation’svision, mission and valuesinform the workingapproaches of governance.

■ Establish a working groupto review the Federation’sconstitution, rules andprocedures, and decision-making structures andprocesses. The group willreport its findings to the2007 General Assemblyand, as appropriate, theFederation will reform itsgovernance structures andprocesses to reflect chang-ing organizational priori-ties and humanitarianneeds.

■ Monitor and evaluate regu-larly implementation ofthe Federation of theFuture process, and estab-lish a high-level workinggroup to advise and over-see implementation of theFramework for Action.

1

2


The Federation of the FutureWorking together for a better tomorrow 19 International Federation of Red Cross and Red Crescent SocietiesInternational Federation of Red Cross and Red Crescent Societies 19


A global communicationsand advocacy strategy toposition the InternationalFederation

Ongoing analysis and acommon understanding of external trends

A Federation-wideapproach to planning,performance managementand accountability

■ Increase their domesticcommunications andadvocacy programmes toaddress key humanitarianissues, influence theactions of key decision-makers and in the com-munity, and mobilize sup-port and understanding ofFederation and Movementpriorities.

■ Regularly assess vulnera-bilities and capacities atthe national level andadjust their work basedon the findings, as pro-posed by the Strategy2010 review.

■ Align their programmestowards the GlobalAgenda’s goals and imple-ment the Federation’sperformance managementand accountability frame-work to measure andreport their progress indelivery of Strategy 2010and other Federation andMovement commitments.At the regional level, alignexisting regional commit-ments to the GlobalAgenda and set measura-ble priorities, targets andindicators, and monitorimplementation throughregional conferences.

■ Coordinate implementationof a global advocacy andcommunications strategyto address key humanitari-an issues, influence theactions of key decision-makers, and mobilize sup-port for the work of theFederation’s network, inclose consultation withNational Societies, gover-nance and the ICRC.

■ Regularly analyse thepolitical, economic andhumanitarian environ-ment and compile andpublish global and region-al vulnerability reportsand other research andanalysis to support theGlobal Agenda and priori-tize advocacy efforts andFederation-wide programme planning.

■ Lead and coordinateimplementation of global,regional- and country-level planning, perform-ance and accountabilitymechanisms for theFederation. This includessupport for initiatives tomove from self-assess-ment to established qual-ity standards, peerreviews, external auditingand accreditation toimprove performance,accountability and effec-tiveness in theFederation’s network.

■ Regularly monitor theeffectiveness and impactof communications andadvocacy activities andtake action to promoteand safeguard the imageand visibility of theFederation and its members.

■ Regularly analyse thepolitical, economic andhumanitarian environ-ment and assess potentialrisks and opportunitiesfor the Federation inorder to promote andsafeguard the collectiveinterests of theFederation.

■ Monitor mutual accounta-bility for the Federationnetwork to implement theGlobal Agenda and takeaction to address anyissues that require attention.

■ Regularly evaluate andupdate strategic plansand priorities for theFederation.

3

45

Improving planning, performance and accountability




A flexible, responsive,Federation-wide operatingmodel

■ Scale up and strengthentheir advocacy and pro-gramming in areas wherethey can make a differ-ence, as part of theircommitment to imple-ment Strategy 2010 andthe Global Agenda.

■ When working interna-tionally, they align theirsupport to the GlobalAgenda and work throughoperational alliances aspart of the new operatingmodel for the Federation.

■ Lead and coordinate thedevelopment of innovative“operational alliances” tosupport NationalSocieties in addressingpriority humanitarianchallenges and achievethe Global Agenda’sgoals. These allianceshave clear criteria tomake the most effective,coordinated use ofresources to achieve thegreatest possible impactfor vulnerable people.

■ To support all memberNational Societies, delivermembership serviceswhich have clear, trans-parent criteria to priori-tize actions, measurequality, performance andmember satisfaction.Implement a comprehen-sive strategy to reformand improve its interna-tional disaster manage-ment capacity, by evalu-ating existing tools, procedures and structuresand looking at means tostrengthen and make bet-ter use of NationalSociety resources torespond to disasters.

■ Implement a comprehen-sive strategy to improveFederation health andcare programming, byevaluating existing tools,procedures and structuresand looking at means tostrengthen and make bet-ter use of NationalSociety resources torespond to health chal-lenges, includingstrengthening and scalingup HIV/AIDS program-ming and advocacy onhealth issues.

■ Develop policy guidelinesto support the new oper-ating model and regularlymonitor the quality andeffectiveness of member-ship services and opera-tional alliances to ensurethat the Federation ismaximizing the use ofresources to achieve thegreatest impact on vulnerable people.

Delivering effective programmes and services

6


The Federation of the FutureWorking together for a better tomorrow 21 International Federation of Red Cross and Red Crescent SocietiesInternational Federation of Red Cross and Red Crescent Societies 21


■ Establish regional disas-ter management units toprovide National Societieswith timely, effective andcoordinated disaster man-agement services andresource centres to helpshare resources andknowledge within theFederation’s network.

■ Consolidate and strength-en regional offices toimprove coordination,support and services toNational Societies,regional networks andoperational alliances. Itspresence at regional andcountry levels is based onclear criteria founded inneeds and capacities.

■ Maintain a strong globalcapacity to link regionalnetworks and ensure over-all coherence and consis-tency in planning, moni-toring and evaluation,international representa-tion and communicationand policy development.

■ Lead and coordinate over-all efforts to strengthenthe capacity of theFederation’s network andincrease cooperation withthe ICRC on institutionalcapacity-building issues.Implement a comprehen-sive cooperation frame-work to support effectiveoperational alliances,consolidating Federationand Movement coordina-tion processes and mech-anisms (such as coopera-tion agreement strategiesor the Movement’s tsuna-mi coordination frame-work), and provideNational Societies withtraining and guidance onmanaging cooperationrelations.

Reinforced regional net-works and structures

Strengthened andimproved cooperation,coordination and supportmechanisms

■ Support and promoteregional networks as ameans to share knowl-edge, resources and tech-nical expertise and sup-port implementation ofthe Global Agenda.

■ Take responsibility fortheir own developmentand for expanding andmanaging their coopera-tion relations, particularlywith external actors.

■ Through its regional vice-presidents, activelyengage and supportregional governance andnetworks and monitor theactivities of networks andresource centres toensure that they operatein accordance withFederation and Movementpolicies and procedures.

■ Develop clear policyguidelines to support andpromote effective cooper-ation and coordination,and a coherent Movementapproach to capacitybuilding.

7

8




■ Lead and coordinate a coherent humanresources strategy for theFederation, includingsupporting the develop-ment of National Societystaff and volunteers aspart of its capacity-build-ing strategy and promot-ing a coherent approachwith National Societiesworking internationally torecruit and train high-quality staff for interna-tional assignments.

■ Lead and coordinateimplementation of aFederation-wide resourcemobilization strategy totake advantage of newand emerging opportuni-ties and external partner-ships to increase theoverall resources formembership services inthe Federation and foroperational alliances toimplement the GlobalAgenda.

A human resources strate-gy to strengthen the vol-unteer and staff base ofthe InternationalFederation

A global fund-raisingand resource mobiliza-tion strategy to increaseresources for all parts ofthe InternationalFederation

■ Implement a coherentapproach to humanresource management toattract, retain and effec-tively manage the bestpossible staff and volun-teers, and implement theFederation’s pledge ondiversity, tolerance andnon-discrimination.Continue to promote ini-tiatives for sharing orexchanging staff and vol-unteers between NationalSocieties and with thesecretariat to build expe-rience in the Federation’snetwork.

■ Work to increase anddiversify their fundingsources and practiseeffective financial man-agement to supportdomestic and internation-al programming, focusingon expanding andincreasing public and cor-porate support.

■ Mobilizing resources to support our work Monitor implementationof an Federation humanresource strategy toensure that high-quality,committed staff and vol-unteers at all levels areable to implement theFederation’s GlobalAgenda and priorities.

■ Establish a policy frame-work for resource mobi-lization and financialmanagement and regular-ly monitor the financialand resource manage-ment issues in theFederation to promoteand safeguard the organi-zation’s interests.

Delivering effective programmes and services

9

10

Inte

rnat

iona

l Fed

erat

ion


The Federation of the FutureWorking together for a better tomorrow 25 International Federation of Red Cross and Red Crescent Societies25 International Federation of Red Cross and Red Crescent Societies25 International Federation of Red Cross and Red Crescent Societies

The Fundamental Principlesof the International Red Cross and Red CrescentMovementHumanityThe International Red Cross and Red Crescent Movement, bornof a desire to bring assistance without discrimination to thewounded on the battlefield, endeavours, in its internationaland national capacity, to prevent and alleviate human sufferingwherever it may be found. Its purpose is to protect life andhealth and to ensure respect for the human being. It promotesmutual understanding, friendship, cooperation and lastingpeace amongst all peoples.

ImpartialityIt makes no discrimination as to nationality, race, religiousbeliefs, class or political opinions. It endeavours to relieve thesuffering of individuals, being guided solely by their needs, andto give priority to the most urgent cases of distress.

NeutralityIn order to enjoy the confidence of all, the Movement may nottake sides in hostilities or engage in controversies of a political,racial, religious or ideological nature.

IndependenceThe Movement is independent. The National Societies, whileauxiliaries in the humanitarian services of their governmentsand subject to the laws of their respective countries, mustalways maintain their autonomy so that they may be able at alltimes to act in accordance with the principles of theMovement.

Voluntary ServiceIt is a voluntary relief movement not prompted in any mannerby desire for gain.

UnityThere can be only one Red Cross or Red Crescent Society inany one country. It must be open to all. It must carry on itshumanitarian work throughout its territory.

UniversalityThe International Red Cross and Red Crescent Movement, inwhich all societies have equal status and share equalresponsibilities and duties in helping each other, is worldwide.

The International Federation of Red Cross and Red CrescentSocieties promotes thehumanitarian activities of NationalSocieties amongvulnerable people.

By coordinating international disaster relief and encouragingdevelopment support it seeks to prevent and alleviate human suffering.

The International Federation, the National Societies and the International Committee of the Red Cross together constitute the International Red Cross and Red Crescent Movement.

63

50

0

06

/20

06

E

2,2

00

The Federation of the Future - International Federation of Red Cross

Documents

Transcript of The Federation of the Future - International Federation of Red Cross