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 Context: Learning from the Nineties Strategic directions and assessment of external context Communicating and implementing Expected results YOU ARE HERE 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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