A reader s guide to Strategy A reader s by dennishaskins


									                                                                                          A reader’s guide to Strategy 2010 – 5

A reader's guide to Strategy 2010
Strategy 2010 presents a set of interrelated strategies that will enable the International
Federation to meet the humanitarian challenges of the next decade. The following
paragraphs are intended to guide the reader through the document.

   The strategy outline presents key concepts and what the strategy is trying to achieve.

   Part One is the starting point of the strategy. It presents the process of strategy build-
ing, lessons learnt from an evaluation of how the International Federation evolved during
the Nineties and considers how the world might evolve in the next ten years.

    Part Two is the heart of the document, which determines the International Federation's
mission and defines a set of three strategic directions and ten expected results through
which the International Federation can build on lessons from the Nineties and progress
towards its mission. The strategic directions address the key issues of vulnerability and
core areas, developing well-functioning National Societies through new capacity-building
efforts, building cooperation and long-term partnerships. The expected results describe
some of the changes implied in the strategic directions and provide a framework to help
identify specific tasks and measure progress.

   Part Three deals with communicating and implementing the new strategy, looking into
responsibilities and resource assumptions.

   Part Four highlights the value that the strategy will add to the Red Cross/Red Crescent
Movement and, more importantly, beneficiaries and other stakeholders – civil society,
governments, national and international partners – all of whom look to the Red Cross/Red
Crescent to help build a more humane society.

 Mapping the strategy
                                                               Added value
                   Mission                                     to stakeholders

   Learning from
   the Nineties          Strategic directions
   and assessment
   of external context
                                                             and implementing

                                  Expected results

6 – International Federation of Red Cross and Red Crescent Societies – Strategy 2010

                                  1. Strategy outline
                                  Strategy 2010 draws on the experience and lessons of the Nineties, an analysis of trends
                                  in the external environment and extensive consultation within the International Federation
                                  and externally. It defines a reviewed mission statement:

                                                      to improve the lives of vulnerable people
                                                       by mobilizing the power of humanity.

                                   Improving the lives of vulnerable people
                                  A world of change and positive developments, but also a world with more frequent and
                                  severe disasters, increasing inequity and recourse to violence, where governments leave
                                  more of the responsibility for service delivery to market forces and an increasingly
                                  competitive voluntary sector. It is in this context of opportunity and risk that Strategy 2010
                                  focuses on making Red Cross/Red Crescent programmes more responsive to local
                                  vulnerability. Strategy 2010 recognizes the danger of spreading capacity too broadly and
                                  thinly and proposes to focus on programmes where the Red Cross/Red Crescent can add
                                  greatest value. Four core areas are identified to ensure a certain unity in action; focusing
                                  will result in better quality services, sharper identity and clearer advocacy positions.
                                  Through the core areas, the International Federation will contribute to a safer world with
                                  greater respect for the human being, reduce and alleviate the suffering caused by
                                  disasters and improve health and care in the community.

                                  Mobilizing the power of humanity
                                  The International Federation's comparative advantage is based not only on what it does
                                  but also on the way it works and the network of National Red Cross/Red Crescent
                                  Societies. Strategy 2010 sets capacity-building priorities to forge well-functioning
                                  National Societies that can mobilize sufficient human and financial support to perform
                                  well in all core areas. The strategy identifies the path to a global network of strong National
                                  Societies working together effectively through programme cooperation, long-term
                                  partnerships and funding as well as more active advocacy.

                                      Unlike its predecessor the Strategic Work Plan for the Nineties, which only dealt with
                                  change objectives, Strategy 2010 provides guidance to the totality of the International
                                  Federation's action. Its implementation is the responsibility of National Red Cross/Red
                                  Crescent Societies – in both their collective and individual actions – as well as of the
                                  International Federation's governance bodies and Secretariat.

                                     Although Strategy 2010 is not cast in stone and will require regular updating in a
                                  process of continuous change and improvement, it defines the direction leading to
                                  an International Federation that is part of a more cohesive Movement response to the
                                  humanitarian challenges of the next decade.

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