Council of Delegates 2005: Resolution 6

Annex – Resolution 6

Update of the Strategy for the International Red Cross and Red Crescent Movement

The International Red Cross and Red Crescent Movement is composed of the International Committee of the Red Cross (ICRC), the National Societies and the International Federation of Red Cross and Red Crescent Societies.

Together, the above components of the International Red Cross and Red Crescent Movement (the “Movement”) are guided by the same seven Fundamental Principles: humanity, impartiality, neutrality, independence, voluntary service, unity and universality. All Red Cross and Red Crescent activities have one central purpose: to help without discrimination those who suffer and thus contribute to peace in the world.

The International Committee of the Red Cross is an impartial, neutral and independent organization whose exclusively humanitarian mission is to protect the lives and dignity of victims of war and internal violence and to provide them with assistance. It directs and coordinates the international relief activities conducted by the Movement in situations of conflict. It also endeavours to prevent suffering by promoting and strengthening humanitarian law and universal humanitarian principles. Established in 1863, the ICRC is at the origin of the International Red Cross and Red Crescent Movement.

The International Federation of Red Cross and Red Crescent Societies works on the basis of the Principles of the Red Cross and Red Crescent Movement to inspire, facilitate and promote all humanitarian activities carried out by its member National Societies to improve the situation of the most vulnerable people. Founded in 1919, the Federation directs and coordinates international assistance of the Movement to victims of natural and technological disasters, to refugees and in health emergencies. It acts as the official representative of its member Societies in international fora. It promotes cooperation between National Societies, and works to strengthen their capacity to carry out effective disaster preparedness, health and social programmes.

National Red Cross and Red Crescent Societies (181) form the basic units and constitute the vital force of the International Red Cross and Red Crescent Movement. National Societies act as auxiliaries to the public authorities of their own countries in the humanitarian field and provide a range of services including disaster relief, health and social programmes. During wartime, National Societies assist the affected civilian population and support the army medical services where appropriate.

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The contact details for your own country’s Red Cross or Red Crescent Society can be found at

http://www.ifrc.org/address/directory.asp. Those that have their own websites are listed at

http://www.ifrc.org/address/rclinks.asp.

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Standing Commission of the Red Cross and Red Crescent

17, Chemin de Crêts

CH 1211 Geneva 19,

Switzerland

Tel +41 22 730 42 64

Fax + 41 22 730 49 75

http://www.redcross.int/

E-mail: standcom@bluewin.ch

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The Council of Delegates approved the update of the Strategy at its meeting in Seoulin 2005. This update is made available in the present publication in which the approved text is illustrated with pictures “dream quotes” and graphics.

The seven Fundamental Principles

Proclaimed in Vienna in 1965, the seven Fundamental Principles bond together the National Red Cross and Red Crescent Societies, the International Committee of the Red Cross and the International Federation of the Red Cross and Red Crescent Societies. They guarantee the continuity of the Red Cross and Red Crescent Movement and its humanitarian work.

Humanity

The International Red Cross and Red Crescent Movement, born of a desire to bring assistance without discrimination to the wounded on the battlefield, endeavours, in its international and national capacity, to prevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health and to ensure respect for the human being. It promotes mutual understanding, friendship, cooperation and lasting peace amongst all peoples.

Impartiality

It makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It endeavours to relieve the suffering of individuals, being guided solely by their needs, and to give priority to the most urgent cases of distress.

Neutrality

In order to continue to enjoy the confidence of all, the Movement may not take sides in hostilities or engage at any time in controversies of a political, racial, religious or ideological nature.

Independence

The Movement is independent. The National Societies, while auxiliaries in the humanitarian services of their governments and subject to the laws of their respective countries, must always maintain their autonomy so that they may be able at all times to act in accordance with the principles of the Movement.

Voluntary service

It is a voluntary relief movement not prompted in any manner by desire for gain.

Unity

There can be only one Red Cross or one Red Crescent Society in any one country. It must be open to all. It must carry on its humanitarian work throughout its territory.

Universality

The International Red Cross and Red Crescent Movement, in which all Societies have equal status and share equal responsibilities and duties in helping each other, is worldwide.

The aim of the Strategy for the Movement (Strategy)

The Movement’s ambition is to be stronger together in reaching vulnerable

people with effective humanitarian action throughout the world.

It is not the purpose of this Strategy to re-define what the Movement does and for whose benefit. That is already clearly stated in the Movement’s mission statement, as contained in the preamble to its Statutes of 1986 and which reads as follows:

to prevent and alleviate human suffering wherever it may be found, to protect life and health and ensure respect for the human being, in particular in times of armed conflict and other emergencies, to work for the prevention of disease and for the promotion of health and social welfare, to encourage voluntary service and a constant readiness to give help by the members of the Movement and a universal sense of solidarity towards all those in need of its protection and assistance.

The mission statement defines what the Movement does through National Societies, the International Federation and the ICRC. It remains entirely valid and is in no way affected by this update of the Strategy.

Every day millions of volunteers worldwide assist people in need. They are guided by their National Societies’ strategic plans, which ideally should build on the Federation’s Strategy 2010, which sets out their core activities.

The “Federation of the Future” process has described how the International Federation operates. ICRC’s strategic planning provides direction.

With the mission and the core activities defined, this Strategy is about how the components of the Movement can work better together for the victims of conflicts, natural and technological disasters. It supports and complements existing agreements and strategies, respecting and clarifying the mandates and competencies of the components. Simply put, this Strategy is

not about what we do, but about how we can do our work better, and how we do it together as a Movement.

By working better together as a Movement, all components will be able to meet the challenge of increasing vulnerabilities across the world, and scale up their interventions to reach more vulnerable people.

The Strategy is first and foremost for leaders within the Movement – Presidents and Chief Executives of National Societies, the leadership of the International Federation and the ICRC – who come together regularly in the Council of Delegates to discuss and decide on strategic objectives, to monitor and evaluate results and to formulate new objectives for the Movement

when appropriate. Rather than being a document set in stone, the Strategy aims at building a dynamic process of strategic thinking within the Movement. It formulates priority strategic objectives and translates these into expected results and concrete implementation measures.

Finally, the Strategy is also meant to help every Red Cross and Red Crescent volunteer and staff around the world gain a clearer understanding of the nature and of the goals of the Movement to which he or she belongs and to do his or her job more effectively.

Keeping the Strategy Alive

In 2001, when the Strategy for the Movement was first adopted, it aimed to improve the way in which the Components worked together to reach common goals.

This is still the purpose of the Strategy, further strengthened by the four years of experience of its implementation.

The Strategy does not stand alone. It builds on the policies and plans of the ICRC, the International Federation and individual National Societies and on the Movement’s “Agenda for Humanitarian Action” adopted at the 28th International Conference of the Red Cross and Red Crescent.

The challenge before us is to ensure that the rich and well-informed discussions that take place at the various Movement events and meetings lead towards a coherent whole. It is with this in mind that the Movement Strategy includes a strong statement to the effect that it should be a standing item on the agenda of each regional conference and similar gathering – whether

statutory or not – and that a mechanism is established which helps prepare for and capture the outcome of the discussions at these.

Well managed, such a mechanism for integration of decision-making, gives the Movement the opportunity to tap into the combined wisdom of National Societies, the ICRC and the International Federation and progressively map out a path towards achieving the aim of the Strategy – which is the aim of the Movement.

Are we doing what we said we would? Are we on track to reach our strategic objectives? Monitoring provides an opportunity for the components to share their progress in the implementation of the Strategy. Achieving the Strategic Objectives will strengthen the components individually through strengthening the network that the Movement represents.

Review procedures, evaluation and reporting will ensure that the Strategy can promote and further a process of learning.

National Societies, the ICRC and the International Federation provide, as part of existing reporting mechanisms, progress reports on the implementation of the Strategy through the International Federation Secretariat to the Standing Commission for analysis and for submission to and negotiation at the Council of Delegates. The Standing Commission leads the analysis of these reports, together with the ICRC and the International Federation Secretariat. The report to the Council of Delegates may include individual reactions from National Societies and evaluations of joint tasks undertaken during the previous two years. The report should give a brief update of external trends, opportunities and challenges and also recommendations for adjustments and changes to be made in the Strategy. The Council of Delegates, the highest deliberative body for internal matters within the Movement, decides on and approves the Strategy for the Movement and monitors its implementation.

The external world

One cannot talk about the Movement’s future and about a strategy for it without considering current global trends. We live in an exceptional period in the history of mankind. In the relatively short time-span since the Movement came into being, science has made enormous progress, to the good (with advances in medicine and communications) and bad (with weapons of mass destruction). The world’s population has grown five-fold, and pollution on the land, in the seas and in the atmosphere adversely affects many people.

The state of today’s world is characterized by, among others, the following factors:

The fragility of our planet, its limitations and its vulnerability: defending it against the onslaughts of natural and technological disasters, as well as from the many on-going armed conflicts, is a new and urgent challenge for humanity.

The growing interdependence of phenomena: a major war concerns everyone; nuclear weapons know no borders; there are no empty spaces where people fleeing from poverty or disasters seek safety; global warming affects us all.

Ours is a period of uncertainty and doubt. While some believe that economic liberalism is the path to a better world for all, others think this is just another illusion. Globalization, coupled with population growth, has generated great increases in wealth and well-being, but millions of people remain untouched by its benefits. The failure of past ideologies has encouraged the

rise of amoral behaviour and cynicism (self-enrichment, corruption, organized crime) and of extremisms of all kinds.

At the same time, extraordinary progress has been achieved in areas such as public health, agricultural technology, transport and communications. There is greater awareness of human rights and of the responsibility of political leaders in this area; struggles against racism, for women’s rights and for the protection of children have made considerable advances, even

though more still needs to be done.

The adoption by governments, at the United Nations, of the Millennium Development Goals (MDGs) reflects the need for greater focus and attention on the situation of the poor. The goals cannot be achieved without the active involvement of communities. By pursuing its own objectives, working on the basis of its own principles and following its own policies, the

Components of the Movement contribute to achieving the MDGs.

Both positive and negative phenomena develop at an increasing speed; mankind is engaged in a race against the clock to secure the planetary stability necessary for its survival.

What is the role for the Red Cross and Red Crescent in all this? At the time of Solferino, there was one clearly defined need and a simple proposal to satisfy it: protecting and assisting the wounded on the battlefield. Today’s problems are infinitely more complex, far-reaching and manifold, as evidenced by the declaration on ‘the power of humanity’ pronounced by the 27th International Conference of the Red Cross and Red Crescent:

“In spite of positive changes in recent decades, conflicts still rage in many countries. Attacks on civilian populations and objects are commonplace. Hundreds of thousands of people have been forced to leave their homes. International humanitarian law is often flouted. Highly destructive natural disasters continue to shatter the lives of large numbers of people. New and old diseases cause widespread suffering. Health services and social and economic systems struggle to cope with increasing demands. The weakest around the world continue to suffer most”.

Other global phenomena and trends should also be considered as they have their own, more or less direct, bearing on humanitarian endeavours:

• Governments will have less and less control over flows of information, technology, diseases, migrants, arms and financial transactions, whether legal or illegal, across their borders.
• Technological developments and growing economic imbalances will further widen the gap between haves and have-nots, not only materially, but also in terms of knowledge, education and human rights. Poverty will continue to be a major challenge, and many lives will be lost due to re-emerging epidemics (such as malaria and tuberculosis) and infectious diseases including diarrhoea, acute respiratory infections and measles.
• The HIV/AIDS pandemic represents an unprecedented humanitarian and development disaster. It is most severe in Africa, but increasingly serious in other parts of the world, and requires a massive global response.
• Unequal access to health and health services reflect uneven distribution of resources. This inequity is, in itself, morally unacceptable and, at the same time, endangers the welfare of all.
• ‘Mega-cities’ and other urban centres will continue to grow, straining or even crippling their infrastructures and generating new catastrophes centred around food, water and energy shortages, diseases triggered by unsanitary conditions in overcrowded slums and growing numbers of street children and orphans.
• New types of armed conflicts and belligerents (motivated by social, economic and territorial concerns) will affect many countries and regions. More conflicts will be fought over dwindling natural resources such as water. The proliferation of small arms will act as fertilizer on these conflicts and nurture a spreading culture of violence.
• Trends towards polarization and radicalization are emerging, both at international level and within nation States. The frequency of acts of terror, and the increased efforts of states to combat this phenomenon, adds a new dimension to local, national and regional conflicts, and to
• the maintenance of security.
• The number of internally displaced people and refugees will continue to grow as a result of conflicts, natural and environmental disasters and economically motivated south-to-north migration. These, as well as the rapidly ageing populations in many countries of the north, will put increasing pressure on health care and social welfare systems.
• Power will continue to shift from governments to other elements of society (the private sector, NGOs), favouring problem solving by markets and citizens. This will create more demand in, and opportunities for, the increasingly competitive voluntary sector and lead to a shift of responsibility in service delivery from paid employees to informal carers.

The humanitarian environment in which the Movement is evolving is also growing increasingly complex. Victims’ needs are changing with the changing nature of crises, and the best approaches to satisfying them have to be constantly re-invented. The growth and proliferation of humanitarian agencies, with the resulting competition and confusion, creates problems in both ethical and operational terms. Media coverage distorts the setting of humanitarian priorities. The involvement of political players in the ‘humanitarian market’ – and especially the action taken by forces mobilized by the United Nations and other organizations in search of new roles – is on the increase. Erosion of human values adversely affects the respect for human dignity; it is consequently becoming more difficult to persuade warring parties and governmental authorities to accept humanitarian action and allow access to the victims. The job of humanitarian workers – volunteers and staff – is becoming ever more dangerous.

In view of these trends, it is more crucial than ever for each individual National Society to be close to the vulnerable people in its own country, aware of their particular needs and ready to assist them. On an on-going basis it should carefully assess those needs not answered by public authorities and other organizations, and define and adjust its priorities accordingly.

The Movement of the Red Cross and Red Crescent is firmly based on principles of humanity, neutrality, impartiality and independence and on international humanitarian law. These determine its overall priorities as well as the conduct of its international relief workers. The Movement aspires to be a global network whose components have complementary roles and

mandates, which are mutually respected. The global nature of this network is, paradoxically, both a major strength and a major weakness. On the one hand it gives the Movement unique access to vulnerable people and the ability to respond to needs from bases already existing in a given country or region. On the other hand, the lack of common understanding of the identity of the Movement and of mutual respect among its components, as well as the unequal availability of resources, create disparity and lack of cohesion, and greatly reduce the effectiveness of the whole.

One of the major challenges which the Movement faces is how best to reconcile the diverse domestic priorities and cultural particularities of the National Societies with its ambition to be a global network for humanitarian action that works together effectively as a Movement.

Strategic objectives

The ultimate aim is to optimize the Movement’s action to help vulnerable people by working together more effectively as a global network, in a spirit of cooperation, respect and harmony. The strategic objectives also aim to strengthen the Movement’s position in the global humanitarian scene.

The updated Strategy maintains the three objectives:

Strategic objective 1

• Strengthening the components of the Movement.

Strategic objective 2

• Improving the Movement’s effectiveness and efficiency through increased cooperation and coherence.

Strategic objective 3

• Improving the Movement’s image and the components’ visibility and relations with governments and external partners.

Under each strategic objective, one or several actions are set out. Each identifies and explains what needs to be done, and by whom, followed by a listing of expected results and of concrete implementation measures.

Strategic Objective 1:

Strengthening the components of the Movement

Having components with complementary roles, operating internationally as well as being rooted locally, gives the Movement a comparative advantage. However, if the Movement is to have a greater impact, the operational capacity in particular of the National Societies to assist vulnerable people in their own countries must be strengthened by developing management skills, good programmes, governance structures and the ability of governance to carry out its responsibilities, and comply with the Fundamental Principles.

Action 1: Develop a Movement approach to capacity building in National Societies and promote joint planning, resource mobilization and evaluation of development and cooperation activities in a given region or country.

Building local capacities, by investing in people and organizational development, is a crucial factor in achieving our humanitarian mission. All components of the Movement are involved in capacity building and organizational development of National Societies.

Capacity building depends on coordinated approaches and agreed frameworks and methodologies. Well-designed and accessible Cooperation Agreement Strategies [CAS], expressing the external dimension of National Societies’ development plans provide a mechanism for achieving coherence in this regard.

Capacity building and organizational development is needed for a National Society to be able to handle emergencies. This requires funding and support, independent of disaster response, and significant programming, such as that available from the International Federation’s Capacity Building Fund.

All National Societies need to build their own capacities to respond to needs in their respective countries or internationally.

Expected results

• A single, common Movement approach to capacity building and organizational development, including specific focus on the development of volunteering, is agreed and applied.
• More resources are committed to capacity building, and the capacity building fund is strengthened.
• Common terminology and performance indicators with regard to capacity building, organizational development and planning, are established in National Societies, the International Federation Secretariat and the ICRC.
• There is an enhanced sense of discipline and commitment by all components present in a given country to maximize the use of available resources and to work together in a coordinated and effective manner.

Implementation

• The International Federation Secretariat leads the development of a Movement approach, common terminology and indicators for capacity building and organizational development.
• National Societies, the ICRC and the International Federation Secretariat encourage Movement networks on capacity building and organizational development to form and exchange best practices.
• National Societies working internationally, the ICRC and the International Federation Secretariat coordinate their plans and implementation of support for capacity building in National Societies.
• National Societies take responsibility to focus their support on capacity building efforts in the core areas of Strategy 2010 and in Cooperation Agreement Strategies.
• The ICRC, the International Federation and the host National Society, wherever possible, promote a policy of shared office locations. Other National Societies seek to integrate their representatives into existing structures, avoiding independent field offices.
• The ICRC and the International Federation Secretariat explore possibilities of establishing pilot projects for joint delegations in the field.

Action 2: Systematically train and share knowledge among Red Cross and Red Crescent leadership at all levels of governance and management, on the Movement’s mission, history and organization, Fundamental Principles, and International Humanitarian Law.

Competent leaders are indispensable in making the Red Cross and Red Crescent function efficiently. It is first and foremost the responsibility of every National Society to provide training in governance and management skills to its leadership at both board and executive levels.

National Society leaders also have the responsibility, supported by the ICRC and the International Federation, to ensure that volunteers and staff, and in particular young people, have the knowledge needed to promote understanding and respect for the Red Cross and Red Crescent as a universal network, its values and organization.

At Movement level, a systematic approach to leadership training and development has been developed as a support programme for Red Cross and Red Crescent leaders.

Knowledge sharing on governance policy and skills between governing bodies within the Movement must be encouraged and developed, and the use of modern technology such as the Internet should be expanded and supported.

Expected results

• Red Cross and Red Crescent leaders at all levels are knowledgeable in the Fundamental Principles, the Mission of the Movement and International Humanitarian Law, possess the governance and management skills required to run their respective organizations effectively and in conformity with the Fundamental Principles and are prepared to share this knowledge.
• Volunteers, – especially the young – leaders and staff, including delegates, within the Movement have a sense of belonging to a Movement that is wider than the organizational unit to which they belong.
• The Seville Agreement is known, understood and respected by all components of the Movement both at governance and management levels.
• All components of the Movement have presence on the web and their websites are interlinked.

Implementation

• National Societies deepen their knowledge of the Fundamental Principles, International Humanitarian Law (IHL) and of the history of the Movement in cooperation with the International Federation and the ICRC and, especially in relation to IHL, academic institutions. National Societies, the ICRC and the International Federation increase their degree of knowledge of the Seville Agreement and promote common understanding of the Agreement.
• Each National Society, the ICRC and the International Federation take action to strengthen the knowledge, understanding and respect for the emblems among their volunteers and staff at all levels.
• National Societies provide development programmes for young volunteers and staff to develop into responsible leaders in their societies and in the Movement.

Action 3: Monitor and protect the integrity of the components, and ensure that every component complies with the Fundamental Principles.

One of the main assets of the Movement is the fact that its actions are based on its Fundamental Principles, helping it to provide humanitarian assistance to vulnerable people in an independent, neutral and impartial way. While acting in accordance with these Principles, it must also be accountable to its stakeholders for the efficient use of resources put at its disposal.

Failure by any component of the Movement to maintain its integrity and credibility has negative consequences for the whole. Every component therefore has a formal obligation to carry out its activities in conformity with the Fundamental Principles of the Red Cross and Red Crescent and by following generally agreed rules of good governance and effective management.

As the institution entrusted with the task of recognizing National Societies as new members of the Movement, the ICRC is responsible for ensuring that the conditions for such recognition are respected at all times. The International Federation Secretariat and the ICRC are cooperating closely in supporting National Societies in the promotion and practical application of the Fundamental Principles.

The International Federation’s Constitution calls upon the Federation to be the guardian of the National Societies’ integrity and the protector of their interests. The policy on Integrity adopted at the International Federation’s General Assembly in 2005 reinforced and developed this role.

Good Statutes, based on established guidelines, are a very important part of the legal base of a National Society, alongside instruments such as the laws and decrees of recognition. They define its legal status, structure, tasks and mode of functioning. They also spell out its obligation to adhere to, and apply in its daily work, the Fundamental Principles.

Expected results

• The credibility of the Movement and the trust it receives from the people it serves and the institutions supporting it, is enhanced through strengthened integrity and transparency of all its components.
• While taking appropriate measures to maintain their own integrity and integrating the Fundamental Principles into all operational and strategic planning and implementation, the ICRC and the International Federation follow common strategies to ensure that recognition conditions are respected at all times by National Societies.
• National Societies have updated Statutes.
• All agreements between the components of the Movement and States, intergovernmental institutions and other humanitarian players are in conformity with the Fundamental Principles.

Implementation

• The International Federation, in close consultation with the ICRC, analyses on a regular basis all integrity issues and takes necessary actions alone or jointly with the ICRC – including peer review – as the case requires.
• The ICRC, in consultation with the International Federation Secretariat, develops standards for permanent compliance with the conditions for recognition of National Societies.
• All components of the Movement address integrity issues proactively and organize their structures, procedures and operating methods with a view to strengthen their integrity, and produce and publish audited accounts on an annual basis.
• All National Societies examine their Statutes and related legal texts by 2010, and, where necessary, adopt new constitutional texts, in accordance with the “Guidance for National Society Statutes” and relevant Resolutions of the International Conference (Resolution 6 of the 22nd International Conference, Tehran 1973, and Resolution 20 of the 24th International Conference, Manila, 1981).
• The components of the Movement comply with the Fundamental Principles in their relations and in any formal agreements with states, intergovernmental institutions and other humanitarian players, in accordance with Resolution 10 of the 2003 Council of Delegates (“Minimum Elements to be Included in Operational Agreements Between Movement Components and their Operational Partners”).
• The International Federation Secretariat and the ICRC present a report on the on-going process of review of National Society Statutes to every Council of Delegates. When appropriate, they report to the Council of Delegates and initiate debate on major issues and trends relating to the respect of the Fundamental Principles shown by the components of the Movement.

Strategic Objective 2:

Improving the Movement’s effectiveness and efficiency through increased cooperation and coherence

The Movement must respond with swiftness and flexibility to the needs of those calling for impartial humanitarian assistance and protection. In order to increase its efficiency and effectiveness, functional cooperation among the components has to be improved, capitalizing on their complementarities. Effective coordination should be given precedence over the different operational cultures and approaches of National Societies, the International Federation Secretariat and the ICRC. This requires mutual respect and support and a sense of shared identity.

In a world of rapid changes and complex emergencies, the components of the Movement need reliable information about actual humanitarian situations and development trends, which have a bearing on their ability to assist victims and the most vulnerable people. The need in this respect is to make better use of existing systems and data rather than creating additional capacity for monitoring and analysis of political, social, economic and humanitarian developments, which is already done routinely by many Movement components.

Action 4: Enhance dialogue and consultations within the Movement through better use of existing fora, and improved coordination of the agendas of statutory and other meetings.

The Movement has numerous fora for discussion and debate, foremost among them the Council of Delegates and the International Conference. Commitment to implementation and systematic follow-up of decisions help maintain the Movement’s unity of purpose. Regional meetings are important for both the Federation and the ICRC to take part. Coordination of the agendas of the different fora should be improved, and there should be more consultations in-between meetings. In order to have an effect, decisions at the level of the Movement have to be integrated in policies and plans of the individual components.

Expected results

• Consistency between outcomes of meetings.
• The components of the Movement have an increased sense of unity of purpose.

Implementation

• Every new meeting reviews what progress has been made with regard to decisions taken by the previous one of the same statutory nature.
• The International Federation organizes consultations with the ICRC and the Standing Commission in the preparatory phase of its statutory regional conferences and sub-regional meetings.
• Organizing committees for regional conferences ensure that they include on their agendas and take into account Movement matters and the decisions taken at the Council of Delegates and the International Conference. Likewise informal meetings of National Societies ensure a Movement perspective in their discussions.
• The Council of Delegates reviews the entire construct of Movement for a and makes recommendations on reducing unnecessary complexities and improving effectiveness.

Action 5: Monitor external trends and analyse data from relevant sources with a view to facilitating coherent policies and approaches to issues of common concern.

The Red Cross and Red Crescent, based on its ability to mobilize large numbers of people in all parts of the world should influence decisions made by others, particularly when these decisions affect humanitarian action.

To be able to exercise that influence, the Movement needs to monitor and analyse external trends and draw upon research carried out by others.

Expected results

• Improved common understanding across the Movement of external trends and their effect on humanitarian action.
• Improved strategic planning in National Societies and the Movement’s statutory bodies, leading to enhanced decision-making capability on major humanitarian issues.
• Increased impact on global agendas and improved inputs into decision-making in external fora, which impact on humanitarian work.

Implementation

• The components of the Movement will meet periodically at all levels and exchange and analyse information on external trends and their potential impact on on-going activities.
• The ICRC and the International Federation Secretariat establish a section on their websites where data and web links on external trends are collected and made available. National Societies will provide links to their sources of information and analysis of common interest.

Action 6: Improve and coordinate the Movement’s response to emergencies

Efficiency in reaching the victims in emergency situations, including health emergencies, is of crucial importance. There is a continuous need to look for ways to improve the conduct of emergency response operations. Over the past few years, the ICRC and the International Federation Secretariat have made progress in making their management systems and relief mechanisms more compatible and all National Societies participating in international emergency operations should join them.

National Societies participating in international emergency operations will carry out their contributions in accordance with the needs of the affected people, priorities and plans of the host National Society and abiding by the Movement cooperation and coordination mechanisms. All National Societies have priorities, roles and mandates in their own countries, which also apply in an emergency situation. The host Society’s priorities are a cornerstone for support and partnership by other components of the Movement.

Consultative processes are key to smoothly running operations and to allocating responsibilities and tasks between the Red Cross and Red Crescent partners in the transition period and to facilitate coordination with other national and global agencies. Components of the Movement involved in an emergency situation should initiate such processes.

The recommendations of the Ad Hoc Group on the Conduct of International Relief Operations, as adopted by the Council of Delegates (Resolution 2, CoD 2001) remain a useful reference for further work.

Expected results

• Through its coordinated work in emergency situations, including health emergencies, the components of the Movement reach more vulnerable people.
• A harmonized and systematic use of standards enhances the quality of humanitarian assistance provided by the components of the Movement in emergencies.
• The components of the Movement are trusted and preferred as partners by the beneficiaries as well as by other partners in the delivery of humanitarian assistance.
• Emergency operations are used effectively to strengthen National Societies’ capacity.

Implementation

• The ICRC, the International Federation and the host National Society establish, in advance, adequate coordination mechanisms taking into account the Seville Agreement, in the form of a common Movement framework working at strategic, operational and technical levels, that apply to all Red Cross and Red Crescent activities in a given situation.
• All components of the Movement carry out their activities within the framework of Movement coordination established in this manner, contributing to the overall humanitarian objectives of the Movement.
• The components of the Movement, in their operational planning, give priority to maximizing the impact of collective action and to building the capacity of the host National Society.
• The ICRC and the International Federation ensure that contributions to a given operation are visible and valued in accordance with their usefulness in meeting the needs of the victims and vulnerable people.
• The International Federation Secretariat and the ICRC continue to develop relations with other humanitarian actors with a view to establishing frameworks of cooperation within which National Societies may operate.
• The ICRC and the International Federation Secretariat promote increased joint use by components of the Movement of existing tools, such as the Disaster Management Information System (DMIS), Emergency Response Units (ERUs), FACT, and others, including those appropriate to health emergencies. They will encourage joint training in their use and facilitate contributions from all components to the continued development of such common tools for disaster management and quality control within the Movement.
• The International Federation Secretariat and the ICRC, in consultation with the National Societies, continue the implementation of the recommendations of the Ad Hoc Group on the conduct of International Relief Operations.
• The ICRC and the International Federation Secretariat continue to make their management systems for international emergency operations compatible with one another. National Societies seek to develop their management systems for international relief operations in a direction, which facilitates linkages with those of ICRC and the International Federation Secretariat.

Action 7: Promote learning from experience through systematic evaluations of national and international activities, and through a system of knowledge sharing and ‘best practice’ within the Movement.

In a rapidly changing world, where the humanitarian agenda is becoming ever more demanding, improved performance and accountability are essential for institutional credibility. Systematic use of the National Society Self-Assessment tool and of evaluations provide data, which can help the components of the Movement determine whether policies and strategies are

producing the expected results and can promote a culture of learning where ‘best practices’ are shared among the components and incorporated into the formulation of new directions.

Expected results

• Improved performance through continuous learning.
• Improved transparency and accountability.

Implementation

• All components of the Movement make the results of major evaluations and examples of best practice available to each other and, when relevant, to the public.
• The International Federation compiles data on National Society activities annually on the basis of their self-assessment and reports biannually on this to its General Assembly.
• National Societies take responsibility for their own learning. They initiate reviews of their own performance and measure this against recognised standards with a view to improve transparency and accountability.
• The Federation Secretariat and the ICRC continue to support and foster the growth of formal and informal networks of National Societies to exchange knowledge and best practices.

Strategic Objective 3:

Improving the Movement’s image and the components’ visibility and relations with governments and external partners

It is of vital importance for the Movement to cooperate with all key players in order to assist better the vulnerable people who are at the centre of its work, while at the same time strengthening its position and profile in the humanitarian sphere. Its specific role is to safeguard independent humanitarian action and humanitarian values at all times. The ability of the Movement to present a coherent image through its objectives and actions depends first and foremost on smooth internal functioning. Only to the extent that harmony reigns within the Movement itself can a strong Movement image be presented to others.

Action 8: Communicate effectively and powerfully about Red Cross and Red Crescent actions and consistently advocate on humanitarian issues of common concern.

The public at large perceives the Red Cross and Red Crescent as one humanitarian network. This perception generates massive moral and financial support. However, there is a gap between the perception of the Red Cross and Red Crescent as one network on the one hand, and the reality of a complex Red Cross and Red Crescent Movement structure on the other. The

Movement seeks to project a consistent image and have a clear voice in national and international media.

While advocacy on humanitarian matters is often pursued through bilateral presentations and dialogue with governments and other concerned partners, there are opportunities for presentations in a public forum or conference setting, which necessitate a public stand. Resolution 6 of the 1999 Council of Delegates encourages Movement components to pursue advocacy initiatives aimed at creating awareness of the conditions of victims of armed conflict and disasters and vulnerable people, as well as promoting international humanitarian law.

It is important that National Societies, as well as the ICRC and the International Federation, build the capacity required to strengthen the Movement’s visibility and image and add value to their work through strong relationships with external actors.

Expected results

• The Movement as a whole and its individual components are perceived as the prime humanitarian force both in terms of actions and of impact on humanitarian policies.
• A coherent image of the Red Cross and Red Crescent is projected to the public at large, while retaining the separate identities of the components of the Movement for particular audiences.
• The Movement has clear and coherent common positions on major issues confronting the international community and external partners.
• The Movement has clear advocacy strategies, including prioritization of issues.
• The Movement’s priorities are reflected in the current international humanitarian debate.

Implementation

• The Council of Delegates identifies key Movement messages and advocacy issues. The International Federation and the ICRC will support National Societies in their communications relating to issues agreed by the Council of Delegates.
• National Societies build on the positions and messages of the Movement in their opinion work with the general public, civil society organizations, partners and with their respective governments.
• Each Council of Delegates reviews the implementation of the advocacy strategies previously agreed.
• At the sub-regional, regional and international level, National Societies share experience in terms of best practice in communications using networks of National Societies, centres of competence or other mechanisms, and with the active support of the International Federation and the ICRC.
• National Societies, the ICRC and the International Federation commit themselves to have an interlinked and visually consistent presence on the web, thereby reflecting the Movement’s ambition of being a single, efficient humanitarian force based on a global network.

Action 9: Analyse the National Societies’ role as auxiliary to their governments and the Movement’s relations with political and military players. Secure appropriate mechanisms for consultation and coordination in the Movement.

The nature of the relationship between states and National Societies is unique and offers many benefits to both parties. The National Societies’ role as auxiliary to the public authorities is based on international humanitarian law (e.g. Geneva Convention I 1949, Article 26) and the Statutes of the Movement (e.g. Articles 3(1) and 4(3)). It has also been recognized by the United Nations General Assembly, for example in resolution 49/2 of 1994.The auxiliary role gives National Societies a special status: they are, at the same time, private institutions and public service organizations. The principle of independence stipulates that National Societies must always maintain sufficient autonomy so as to be able to act at all times in keeping with the Fundamental Principles. Moreover, the Movement’s Statutes indicate that National Societies, while retaining independence of action, should give priority to cooperation with other components of the Movement. Thus there must be an appropriate balance between the need for close relations between a state and its National Society on the one hand, and the need to maintain the independence of the National Society on the other.

The Study specifically stresses that when cooperating with governments, the military or other partners, Movement components promote effective assistance to and protection of victims of conflict and vulnerable people, and respect for the Fundamental Principles. The components of the Movement will always safeguard their independence from activities of a political and/or military nature.

There is a trend towards integrating humanitarian action into a wider political and military framework, well beyond the traditional political and military fields. It is essential for the Movement to retain its identity as an independent, neutral and impartial humanitarian force. In situations where there is an international military mission, the components of the Movement need to clearly delineate their humanitarian activities from those carried out by the military and to explain their modus operandi to the latter. This is also important in situations not characterized by armed conflict, where the role of National Societies as auxiliaries has become more prominent in recent years.

These points are consistently underlined in relevant presentations to international organizations and governments, which are becoming more aware of the importance of respect for the auxiliary role.

Expected results

• The Movement preserves its status as an independent, neutral and impartial humanitarian network. Its components coordinate their activities to the extent possible with other key players on the scene, without compromising the Fundamental Principles.
• Components of the Movement, states, and other actors have a clear and shared understanding of the National Society auxiliary role, its advantages and restrictions, in the light of changing needs and of the evolving roles of other service providers.
• The emblems are understood and respected both in conflict and non-conflict situations by all players and parts of society.

Implementation

• The International Federation Secretariat in cooperation with the ICRC will present the results of consultations with National Societies and states on the Characteristics of a well-balanced Relationship between National Societies and states to the International Conference in 2007 including an agreed description of the auxiliary role, for adoption. As a part of this process, the ICRC in cooperation with the International Federation will present the result of a consultation with States on the document on National Societies as auxiliaries to the public authorities in the humanitarian field in situations of armed conflict and internal strife.
• The ICRC, in close consultation with the International Federation Secretariat and National Societies, formulates common positions of the Movement on issues concerning relations with political and military players.
• The ICRC, in consultation with the International Federation Secretariat and National Societies, provides guidelines for cooperation with political and military players. The ICRC will facilitate the use and implementation of the guidelines, and develop a communication plan for explaining the Movement’s position to external partners.
• The International Federation and the ICRC will articulate the auxiliary role in appropriate presentations to government and international organizations at the international level, to promote a consistent respect for National Societies when they act in emergency and other humanitarian situations.
• National Societies promote and explain the characteristics of a balanced relationship between states and National Societies to their governments.
• The ICRC, supported by the International Federation Secretariat and in consultation with National Societies, reviews the adequacy of existing rules and regulations concerning the emblems.

Action 10: Strengthen the components of the Movement’s relationship with the private sector.

The Movement will increase its dialogue with the private sector to build awareness of the important role it plays in communities where it has business interests. The components will encourage the private sector to contribute to improving the lives of vulnerable people in these communities.

Clear ethical criteria for fundraising from and with corporations will assist the Movement in selecting the best private sector partners, in providing guidance on the appropriateness of unsolicited donations and serve to better understand the role and responsibilities of all parties concerned.

Expected results

• A common and harmonized approach to private sector relationships is reinforced, safeguarding the integrity of the components of the Movement and ensuring respect for the emblems.
• The private sector contributes to humanitarian action and helps the components of the Movement to improve their capacity to deliver services.
• The private sector is aware of and understands the social and humanitarian implications of their activities and takes responsibility for these.

Implementation

• National Societies, the International Federation Secretariat and the ICRC engage in a dialogue with targeted corporations to increase their awareness of the humanitarian impact of their business operations.
• National Societies, the International Federation Secretariat and the ICRC actively use the Guidelines for Corporate Sector Partnerships adopted by the Council of Delegates in 2005.
• The International Federation Secretariat provides guidance to National Societies about how to apply for funding from international sources.

● The ICRC, in consultation with the International Federation Secretariat and National Societies, initiates a comprehensive study of operational and commercial issues involving the use of the emblems.

Implementation

By developing a common strategy, the components of the Movement of the Red Cross and Red Crescent have opened a path towards greater unity and cooperation. Sharing, participating and harmonizing are key words to make this strategy happen.

The implementation of shared strategic planning will take the form of a process, which includes several steps.

1 At the Council of Delegates the components of the Movement decide on strategic objectives and on the actions to be taken in order to proceed towards the objectives.

2 Every Council of Delegates reviews the results achieved and adjusts the actions and/or objectives.

3 Revisiting and formulating the strategic approach every two years gives the Movement flexibility to develop its strategic directions taking into account new demands and needs in the world.

This updated Strategy consists of three strategic objectives and 10 actions. Each action includes expected results and implementation measures. When implementing the Strategy, some of the expected results can be reached through incorporation into yearly plans of the components and ensuring that these plans are implemented. Some actions might be implemented within the framework of a Cooperation Agreement Strategy or through joint projects, in which several components participate. National Societies, the International Federation Secretariat and the ICRC are individually responsible for integrating the directions given in this strategy into their respective strategies, plans and training programmes at national, regional and international level.

Sharing the costs

Implementing this Strategy is about sharing with other components, about participating in common tasks and joint policies, and about adjusting methods and tools to obtain compatibility with the other components of the Movement.

Several of the 10 actions are already part of approved budgets of the components of the Movement. The costs of other actions have to be carefully calculated and integrated in the budgets of the components over the coming years.

Timeframe

This updated Strategy for the Movement was adopted by the Council of Delegates in 2005. The governing bodies of each National Society, the International Federation and the ICRC will examine it with a view to implementing the responsibilities entrusted to them and will make further suggestions for its implementation and continued review. Based on a report submitted by the Standing Commission, the Strategy will be reviewed as necessary by the next Council of Delegates.