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Strategy 2020 presentation
The document outlines the International Federation of Red Cross and Red Crescent Societies' (IFRC) Strategy 2020. It summarizes the achievements and lessons learned from Strategy 2010. Strategy 2020 aims to streamline efforts, recognize development work, build strong National Societies, clarify the auxiliary role, and have more open partnerships. The strategy has three goals: save lives from disasters, enable healthy living, and promote social inclusion. It also outlines three enabling actions: build National Society capacities, pursue humanitarian diplomacy, and function effectively as the IFRC.
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Strategy 2020 presentation
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- 2. Regional consultations 175 NationalSocieties participated
- 3. Our changing world:trends 2020 Globalization International order Humanitarian and development system Migration Demographic changes Climate change Economic uncertainty Disaster trends Communities Volunteering Women as a force Violence for change Health trends Urbanisation Science and technology Faith and culture
- 4. Strategy 2010 –achievements Encouraged greater coherence in international cooperation Modernized many National Societies: updated statutes, brought more transparency and democratic norms Influence in Expand bringing focus capacities and and bearing delivery – we down on have done more vulnerability overall
- 5. Strategy 2010 –lessons learned Long time to roll out; original Strategy 2010 Did not progress supplemented by common monitoring, mid-term Federation reporting, of the Future accountability framework Missed Federation-wide opportunities for approach difficult partnerships and in some areas Proliferation of Many more advocacy vulnerabilities and policies and needs could have strategies; perceived been met; Red Cross “governance gap” Weak synergy and Red Crescent between share of action humanitarian and shrinking Practical development interpretation of approaches Continued National auxiliary status not Societies struggles clear at all Isolation of in capacity domestic from international
- 6. From 2010 to2020 • Strategy 2020 to be a streamlined inclusive umbrella • Recognition of development work alongside humanitarian activities • New approach to building strong National Societies • Auxiliary role – greater substantiation • More open and flexible in partnerships • Humanitarian diplomacy on behalf of vulnerable • Right-sized, well-managed Secretariat • New thinking on responsibility, accountability, performance, agreed standards and norms • Systematic rollout and implementation
- 7. Vision 2020 Strategic Aim 1 Strategic Aim 2 Strategic Aim 3 Save lives, protect Promote social livelihoods, and inclusion and a culture strengthen recovery Enable healthy and safe living of non-violence and from disasters and peace crises Enabling Action 2 Enabling Action 3 Pursue humanitarian diplomacy to prevent and Function effectively as the IFRC reduce vulnerability in a globalized world Enabling Action 1 Build strong National Red Cross and Red Crescent Societies
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- 9. Our Our Fundamental Values Principles Humanity People Impartiality Integrity Neutrality Partnership Independence Diversity Voluntary service Leadership Unity Innovation Universality
- 10. Vision 2020 To inspire, encourage, facilitate, and promote at all times all forms of humanitarian activities by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in the world. (Article 4, IFRC Constitution)
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- 12. Strategic Aim 1 Savelives, protect livelihoods, and strengthen recovery from disasters and crises Preparing and responding Recovering Our disaster management system
- 13. Strategic Aim 1 Savelives, protect livelihoods, and strengthen recovery from disasters and crises Expected impact (results): Effective preparedness capacities for appropriate and timely response to disasters and crises Reduced deaths, losses, damage, and other consequences of disasters and crises Improved restoration of community functioning
- 14. Strategic Aim 2 Enablehealthy and safe living Better health Reducing disaster risk Tackling climate change
- 15. Strategic Aim 2 Enablehealthy and safe living Expected impact (results): Better personal and community health, and more inclusive public health systems Reduced exposure and vulnerability to natural and human-made hazards Greater public adoption of environmentally sustainable living
- 16. Strategic Aim 3 Promotesocial inclusion, and a culture of non violence and peace Promoting the practical application of the Fundamental Principles Enabling better integration for disadvantaged people
- 17. Strategic Aim 3 Promotesocial inclusion, and a culture of non violence and peace Expected impact (results): Greater public understanding of the fundamental principles and reduced stigma and discrimination Lower levels of violence and more peaceful reconciliation of social differences Fuller integration of disadvantaged people into their communities
- 18. How we work
- 19. Enabling Action 1 Buildstrong National Red Cross and Red Crescent Societies Youth action Communities and volunteering Well functioning National Societies
- 20. Enabling Action 1 Buildstrong National Red Cross and Red Crescent Societies Expected impact (results): Expanded sustainable national and local capacities of National Societies Stronger voluntary culture, and youth participation Scaled-up, sustained National Society services for the most vulnerable people
- 21. Enabling Action 2 Pursuehumanitarian diplomacy to prevent and reduce vulnerability in a globalized world Auxiliary status Advocacy and communications Cooperation and resource-sharing
- 22. Enabling Action 2 Pursuehumanitarian diplomacy to prevent and reduce vulnerability in a globalized world Expected impact (results): Greater access, earlier attention to vulnerable Deeper public, governmental support, more resources Stronger recognition of community perspectives in international cooperation
- 23. Enabling Action 3 Functioneffectively as the IFRC Cooperation within Movement Working in partnerships and alliances Well-functioning Secretariat Responsible governance Accountability
- 24. Our work together We welcome your support in realizing Strategy 2020. Suggestions and enquiries to strategy2020@ifrc.org - Strong National Societies - Secretariat - Movement - Partners
Editor's Notes
- #2 I INTRODUCTION 1. About the front cover of S2020 brochure The ideals of the Red Cross and Red Crescent Movement are represented all over the world, not just through the visible impact of our work in countless towns, villages and neighbourhoods, but also by influencing hearts and minds. The slogan «Saving lives, changing minds» summarises the « what » that the International Federation of Red Cross and Red Crescent Societies will work towards in the next decade, through its 3 strategic aims and 3 enabling actions. S2020 is for all National Red Cross and Red Crescent Societies and for the secretariat of the IFRC.
- #3 2.1 Graphical presentation of National Societies participating in regional consultations These 175 National Societies were at the heart of the consultation process (see notes under slide 2).
- #4 2.2 Study of global trends 2020 A fast changing world does impose on all of us the requirement to adapt if we are to remain relevant and responsive. Specifically, the nature of communities and volunteering is evolving in many different ways. Globalisation is the overarching phenomenon: it has good and bad effects but it will carry on – and our challenge is to maximise the benefits for the vulnerable while mitigating its harmful consequences. The most critical primary drivers are globalisation, climate change, migration, urbanisation, demographic changes and health trends – climate change being perhaps the most worrisome. It is the interaction among these factors that generate new vulnerabilities and opportunities.
- #5 2.3 Review of Strategy 2010 – achievements Strategy 2010 set out the IFRC’s strategic directions for the new millennium. This centred on the mission “to improve the lives of vulnerable people by mobilizing the power of humanity” and focused on four core areas: promotion of the Movement’s Fundamental Principles and humanitarian values; disaster response; disaster preparedness; and health and care in the community. A mid-term review in 2005 led to a detailed guide on achieving a stronger Federation of the future including a more focused Global Agenda and a Framework for Action to reform organizational capacity and performance. Overall S2010 is very well regarded and has been a crucial force in steering the IFRC (also see reference in notes under slide 2).
- #6 2.4 Review of Strategy 2010 – lessons The main point here is that S2010 did not inform all that we did – it was used in a selective – and not comprehensive – manner.
- #7 2.5 Review of Strategy 2010 – moving forward Analysis of our achievements and our lessons learnt over the last 10 years, as well as global trends, brings us to this orientation towards Strategy 2020. S2020 consolidates, streamlines, and updates the many different policy and strategic orientations that we have acquired over the years. We see S2020, not as a prescriptive roadmap, but as a guiding document which is used by National Societies in developing their own strategic plans within their respective contexts, and analysis of their own needs, vulnerabilities, and capacities. S2020 is also designed to provide direction to the secretariat in setting its operational priorities in support of National Societies
- #8 II INTRODUCING STRATEGY 2020 3. About Strategy 2020 In overview, S2020 has one vision (represents “why” we work) taken from the Constitution, advanced through three strategic aims (represents “what” we do) that are underpinned by three enabling actions (represents “how” we do it); each strategic aim and enabling action has three expected key results by which progress and impact can be assessed. The first strategic aim recognizes our well-known role and renews the commitment to be the world’s leading actor in humanitarian action. The second and third strategic aims build on established service strengths and resolve to do more to promote development by preventing and reducing the underlying causes of vulnerability. Optional notes about S2020 S2010’s Global Agenda Goals and FOF Areas of improvement are all incorporated in this framework – which simplifies the “logic tree” of our objectives and hence “consolidates the strategic framework” that we were asked to do. S2020 is based on the provisions of the Constitution of the IFRC and the policies established by its General Assembly. It is guided by the statutes and strategy of the International Red Cross and Red Crescent Movement and has been developed through extensive consultation within the Movement and with our external partners.
- #10 4. About our vision We think that the IFRC, as a whole, should set our common vision – this is taken straight from the Constitution adopted in 2007, while each National Society or RCRC centre should set its specific mission within its own context and selected priorities.
- #11 4. About our vision We think that the IFRC, as a whole, should set our common vision – this is taken straight from the Constitution adopted in 2007, while each National Society or RCRC centre should set its specific mission within its own context and selected priorities.
- #13 5. About our strategic aims Strategic aim 1 Strategic aim 1 is our familiar role - what we have been doing for years. Equal emphasis now on recovery. Components include maintaining preparedness for early action, early warning, emergency shelter, rapid recovery and restoring livelihoods. Emphasis on further promotion of IDRL. Expected results are ways of measuring the strategic aims. Optional notes on SA 1 components Preparing and responding to disasters and crises >Preparedness for early action by trained and organized volunteers >Maintaining and pre-positioning contingency stocks of essential supplies, and optimizing logistics and communications >Reliable early warning systems >Providing essential healthcare, food and nutrition, and water and sanitation >Restore family links where these have been disrupted >Lead the coordination of emergency shelter provision, as part of the agreed division of labour within the humanitarian assistance system. >Development and promotion of disaster laws, principles and rules Recovering from disasters and crises >Prevent further damage and loss, repair essential services >Protect health, provide psychosocial support >Restore livelihoods, and enhance food security Our disaster management system >Drawing on the complementary capacities of National Societies, we ensure that effective tools and reliable surge capacities are always available, in an arrangement that connects global, regional, national and local capabilities.
- #14 5. About our strategic aims Strategic aim 1 Strategic aim 1 is our familiar role - what we have been doing for years. Equal emphasis now on recovery. Components include maintaining preparedness for early action, early warning, emergency shelter, rapid recovery and restoring livelihoods. Emphasis on further promotion of IDRL. Expected results are ways of measuring the strategic aims. Optional notes on SA 1 components Preparing and responding to disasters and crises >Preparedness for early action by trained and organized volunteers >Maintaining and pre-positioning contingency stocks of essential supplies, and optimizing logistics and communications >Reliable early warning systems >Providing essential healthcare, food and nutrition, and water and sanitation >Restore family links where these have been disrupted >Lead the coordination of emergency shelter provision, as part of the agreed division of labour within the humanitarian assistance system. >Development and promotion of disaster laws, principles and rules Recovering from disasters and crises >Prevent further damage and loss, repair essential services >Protect health, provide psychosocial support >Restore livelihoods, and enhance food security Our disaster management system >Drawing on the complementary capacities of National Societies, we ensure that effective tools and reliable surge capacities are always available, in an arrangement that connects global, regional, national and local capabilities.
- #15 Strategic aim 2 Strategic Aim 2 is our contribution to development through bolstering community resilience. The RCRC way of development is built on two key ideas: 1) The concept of harm reduction through health promotion (e.g. promoting malaria bed nets; telling people to stop smoking) 2) The concept of safer living, which has 2 parts – Disaster Risk Reduction and climate change. Optional notes on SA 2 components Better health >Promote basic skills in first aid, and using proven prevention techniques to tackle vector-borne and other communicable conditions >Promote voluntary, non-remunerated blood donation, and advocate for the safe provision of blood and blood products >Dealing promptly with health emergencies >Early treatment of common problems such as malnutrition and maternal and perinatal complications >Nutritional, educational and other complementary input, as well as psychosocial support >Social mobilization including in health education, greater access to potable water and sanitation, better personal hygiene, reduced exposure to communicable conditions, a balanced diet and exercise, tackling smoking, alcohol and other substance abuse, managing stress, countering prejudice against stigmatizing conditions such as HIV and tuberculosis, promoting safer sexual and reproductive behaviour, and improving safety at work, home and on the road Reducing disaster risk >Spreading awareness of a ‘culture of safety’ and promoting psychosocial attitudes that favour it >Advocate for laws, government policies and incentives for risk reduction measures >Environmental and physical infrastructural improvements can be made to protect assets and maintain services in the event of disaster >Strengthening livelihoods, and increasing and diversifying food availability and accessibility for the most vulnerable people Tackling climate change >Disaster risk reduction measures and strengthening traditional methods of coping with disasters that are relevant in particular environmental contexts >Advocacy and social mobilization to promote sustainable community development
- #16 Strategic aim 2 Strategic Aim 2 is our contribution to development through bolstering community resilience. The RCRC way of development is built on two key ideas: 1) The concept of harm reduction through health promotion (e.g. promoting malaria bed nets; telling people to stop smoking) 2) The concept of safer living, which has 2 parts – Disaster Risk Reduction and climate change. Optional notes on SA 2 components Better health >Promote basic skills in first aid, and using proven prevention techniques to tackle vector-borne and other communicable conditions >Promote voluntary, non-remunerated blood donation, and advocate for the safe provision of blood and blood products >Dealing promptly with health emergencies >Early treatment of common problems such as malnutrition and maternal and perinatal complications >Nutritional, educational and other complementary input, as well as psychosocial support >Social mobilization including in health education, greater access to potable water and sanitation, better personal hygiene, reduced exposure to communicable conditions, a balanced diet and exercise, tackling smoking, alcohol and other substance abuse, managing stress, countering prejudice against stigmatizing conditions such as HIV and tuberculosis, promoting safer sexual and reproductive behaviour, and improving safety at work, home and on the road Reducing disaster risk >Spreading awareness of a ‘culture of safety’ and promoting psychosocial attitudes that favour it >Advocate for laws, government policies and incentives for risk reduction measures >Environmental and physical infrastructural improvements can be made to protect assets and maintain services in the event of disaster >Strengthening livelihoods, and increasing and diversifying food availability and accessibility for the most vulnerable people Tackling climate change >Disaster risk reduction measures and strengthening traditional methods of coping with disasters that are relevant in particular environmental contexts >Advocacy and social mobilization to promote sustainable community development
- #17 Strategic aim 3 Strategic Aim 3 is our bridging role in protection and assistance. It is about promoting our principles and values, encouraging intercultural dialogue, strengthening dissemination of International Humanitarian Law, reflecting our diversity and striving for gender equality. Encouraging respect and tolerance and promote non violent resolution of problems is thus our contribution towards creating a more peaceful world. Optional notes on SA 3 components Promoting the practical application of the Fundamental Principles >Promote social inclusion through all our activities and services >Promote behavioural skills to communicate, mediate and diffuse tensions in a peaceful manner >Advocacy on the adoption of non-violent approaches to bridging these differences and pre-empting violent conflict >National Societies partner with their governments to disseminate and implement international humanitarian law >Education and training that are tailored to the needs of specific audiences >Protection >Psychosocial interventions that influence attitudes towards violence in certain settings Enabling better integration for disadvantaged people >Providing an environment in which people who are marginalized and stigmatized feel welcome and safe >Giving an effective role in participating in our work >Providing practical help with basic needs and psychosocial support >Protection and assistance for those affected by abuse and exploitation >Development of livelihoods and good citizenship skills that enable disadvantaged groups to function better in society. >Tackling migrants’ vulnerabilities by addressing the underlying causes of forced migration, providing help to vulnerable migrants who are in need of assistance and protection, reducing the risks that they face along their migratory routes, empowering them in their search for long-lasting and appropriate solutions, and promoting wider understanding of migrants’ rights and their social inclusion within host communities >Advocating for disadvantaged groups to have greater access to publicly available services
- #18 Strategic aim 3 Strategic Aim 3 is our bridging role in protection and assistance. It is about promoting our principles and values, encouraging intercultural dialogue, strengthening dissemination of International Humanitarian Law, reflecting our diversity and striving for gender equality. Encouraging respect and tolerance and promote non violent resolution of problems is thus our contribution towards creating a more peaceful world. Optional notes on SA 3 components Promoting the practical application of the Fundamental Principles >Promote social inclusion through all our activities and services >Promote behavioural skills to communicate, mediate and diffuse tensions in a peaceful manner >Advocacy on the adoption of non-violent approaches to bridging these differences and pre-empting violent conflict >National Societies partner with their governments to disseminate and implement international humanitarian law >Education and training that are tailored to the needs of specific audiences >Protection >Psychosocial interventions that influence attitudes towards violence in certain settings Enabling better integration for disadvantaged people >Providing an environment in which people who are marginalized and stigmatized feel welcome and safe >Giving an effective role in participating in our work >Providing practical help with basic needs and psychosocial support >Protection and assistance for those affected by abuse and exploitation >Development of livelihoods and good citizenship skills that enable disadvantaged groups to function better in society. >Tackling migrants’ vulnerabilities by addressing the underlying causes of forced migration, providing help to vulnerable migrants who are in need of assistance and protection, reducing the risks that they face along their migratory routes, empowering them in their search for long-lasting and appropriate solutions, and promoting wider understanding of migrants’ rights and their social inclusion within host communities >Advocating for disadvantaged groups to have greater access to publicly available services
- #20 6. About our enabling actions The enabling actions are the means to organise ourselves efficiently to deliver on the strategic aims. These enabling actions are as important as the strategic aims and should be viewed together. Enabling action 1 >A strong National Society seeks excellence in delivery of services to the vulnerable >Governance and management role, defining the National Society’s strategy, building a strong, nationwide network of branches and units with members and volunteers >Educating, enabling and empowering youth to lead and participate in National Societies activities >Recognition that people are the most important resource for their progress, community leadership and ownership >National Societies committed to improve quality, capacities of volunteering and volunteer retention
- #21 6. About our enabling actions The enabling actions are the means to organise ourselves efficiently to deliver on the strategic aims. These enabling actions are as important as the strategic aims and should be viewed together. Enabling action 1 >A strong National Society seeks excellence in delivery of services to the vulnerable >Governance and management role, defining the National Society’s strategy, building a strong, nationwide network of branches and units with members and volunteers >Educating, enabling and empowering youth to lead and participate in National Societies activities >Recognition that people are the most important resource for their progress, community leadership and ownership >National Societies committed to improve quality, capacities of volunteering and volunteer retention
- #22 Enabling action 2 >Our humanitarian diplomacy is multi-directional, persuading decision-makers and opinion leaders to act in the interests of vulnerable people, and giving a strong voice to the vulnerable people >Understanding and apprppriate use of the auxiliary role of National Societies >Advocacy for national legislation and strategies that are relevant and effective for vulnerable people >Our distinctive place nationally and in the international humanitarian community and the development system
- #23 Enabling action 2 >Our humanitarian diplomacy is multi-directional, persuading decision-makers and opinion leaders to act in the interests of vulnerable people, and giving a strong voice to the vulnerable people >Understanding and apprppriate use of the auxiliary role of National Societies >Advocacy for national legislation and strategies that are relevant and effective for vulnerable people >Our distinctive place nationally and in the international humanitarian community and the development system
- #24 Enabling action 3 >Seville agreement, Movement cooperation tool >National Societies primary role in leading partnerships and alliances >Structure and organisation of the secretariat >Accountability principles; standardised performance dimensions, moving towards accreditation