Long Term Planning Framework National Society and Knowledge Development

Transcription

1 1 I Long Term Planning Framework Long Term Planning Framework National Society and Knowledge Development Volunteers in the Dominican Red Cross helping to clean up the coasts, as part of a local campaign to protect the environment and coastal resources. M. Tsukamoto/IFRC 1. Who are we? The International Federation is guided by its Strategy 2020 which voices our collective vision and determination to move forward in tackling the major challenges that confront humanity in the present decade. The Secretariat - led by the Secretary General is the central capacity of the International Federation to serve, connect, and represent National Societies. The Secretariat s business model and delivery plan is organised around five business Lines concerned, respectively with raising humanitarian standards; growing services for vulnerable people; establishing a strong niche in sustainable development; heightening our influence and support for our work; and deepening our tradition of togetherness. The Secretariat is organised in business groups: five decentralised zonal offices (each with several regional and country offices reporting to it) covering the globe and responsible for frontline delivery through National Societies, backed by the Geneva headquarters which focuses on setting norms, standards and guidance, ensuring consistency, coordination, and accountability for performance, knowledge sharing, and influential representation with global level partners. National Society and Knowledge Development (NSKD) is one of four business groups in Geneva.

2 2 I Long Term Planning Framework Who are our stakeholders? NSKD takes a Federation-wide perspective in providing services to all secretariat business groups and supports, through the zones, the commitment of National Societies to vulnerable people. The key partners of NSKD, as part of the IFRC secretariat, are other Movement partners (National Societies, ICRC) and governments, multilateral international institutions, academic bodies, private sector, and other voluntary groups with whom financial, human, and technical resources are shared. 3. Where have we come from and what have we done so far? In adopting Strategy 2020, the International Federation emphasised the making of strong National Societies as a foundational objective 1 recognising this as the best way to tackle vulnerability anywhere, especially when faced with the complex and interconnected demands of today. The 2009 General Assembly also called 2 for several practical methods to help the self-development of National Societies. To bring focused attention to this agenda, and recognising that in the context of a globalised and rapidly changing world, knowledge and innovation are critical attributes of capacity building, the Secretary General re-structured the secretariat to create the National Society and Knowledge Development Business Group in July To set direction, a comprehensive framework and principles for building strong National Societies was endorsed 3 by the Governing Board in April This defines a strong National Society as one that is able to deliver country-wide, through a network of volunteer-based units, a relevant service to vulnerable people sustained for as long as needed. 4. What is our mission? The mission of NSKD is to help extend the scale, quality, and impact of the work of the International Federation through knowledge, capacity building, and standards and systems development. In support of leadership by the secretary General and in relation to the activities that are its agreed responsibility, the focus of NSKD is on: organisational development: helping National Societies to change, strengthen capacities, grow their business, and sustain themselves. volunteering development: promoting volunteering in all forms and at all ages. youth action: fostering the greater mobilisation of young people to take a stronger role in National Societies. performance development: advancing accountability and encouraging National Societies to move towards excellence in what they do. 1 Enabling action 1: Build strong National Red Cross and Red Crescent Societies in Strategy 2020: Saving lives. Changing minds (2010). 2 Decision 14.2 of the 17 th Session of the General Assembly, Nairobi, November Building strong National Societies: Our common endeavour. A comprehensive framework. Decision 11/01/06 of the 23 rd session of the Governing Board, Geneva, April 2011.

3 3 I Long Term Planning Framework planning and evaluation: enabling National Societies to fully integrate Strategy 2020 through a strategic approach to planning their work and developing common measures and systems to assess their results. learning and research: examining issues of policy concern to IFRC, stimulating new humanitarian and development thinking, promoting innovation, and enabling staff and volunteers to keep their knowledge and skills up to date. information systems and technology: enabling the sharing and uptake of best affordable information and communication technologies to enhance productivity, knowledge sharing, outreach, and collaborative working. network development: enabling all parts of the Red Cross Red Crescent Movement to interact more effectively so as to expand our overall contribution to meeting humanitarian and development needs. 5. Where are we going and how are we going to get there? The NSKD approach to the delivery of its business is to discover, harvest, propagate, and innovate. In other words, we start by recognising that there are already solutions to critical issues and problems in effect somewhere within the Red Cross Red Crescent world or elsewhere. Therefore, it is more efficient to invest in systematic efforts to discover, analyse, and internalise good practices, and then promote them with those who would benefit from their application. Thus, an enabling culture that incentivises the sharing of knowledge drives the way we work. Hence, NSKD seeks to optimise the take-up of Federation-wide resources and capacities through networks, communities of practice, and centres of excellence, to achieve collective outputs. At the same time, a changing world of complex new needs and vulnerabilities also demands mindsets and practices to be altered through innovation and openness to possible better ways. NSKD contributes in its agreed areas of responsibility to the achievement of the Secretary General s objectives 4 set by the Governing Board. Derived from this, the specifically planned NSKD outputs and targets are indicated at annex 1 in relation to the outcomes of the five business lines. The associated results based resourcing framework is set out at annex 2. In summary, the key planned outputs or deliverables are: Business Line 1 Revised commentary with guidance and learning materials on Fundamental Principles Federation-wide Reporting System and Databank established. Organisational Capacity Assessment and Certification (OCAC) process established and utilised. Accredited Learning System covering all business areas established and utilised. Business Line 2 The NSKD contribution is integrated through the other outputs. Business Line 3 Research analyses conducted and positions prepared on issues of contemporary and anticipated humanitarian and development concern. The Framework and Principles for building Strong National Societies in Federation-wide practice. Revised volunteering policy in Federation-wide practice with increased numbers of active volunteers in National Societies. 4 Secretary General objectives. Approved by the 21 st Session of the Governing Board, Geneva, May 2010.

4 4 I Long Term Planning Framework Revised youth policy in Federation-wide practice with strengthened involvement of young people at all levels and in all services in National Societies. Business Line 4 Increased value achieved from the auxiliary role in the context of building strong National Societies. Business Line 5 Overall Red Cross Red Crescent share of meeting humanitarian and development needs expanded. Well-connected National Societies that function effectively and participate fully as Federation members supported by a modernised secretariat ICT infrastructure. Planning, evaluation, and accountability frameworks with National Societies and for the secretariat implemented and kept up to date. NSKD seen as a well functioning business group in support of the Secretary General and National Societies. 6. What are some of the key risks/assumptions? The identified outputs and targets assume that appropriate resourcing will be available for both National Societies and the secretariat from a combination of core and voluntary additional funding realised through the timely and effective implementation of the Federation-wide Resource Mobilisation Strategy, A further assumption is of stability in secretariat organisation and management and that Federationwide leadership at both governance and management levels will succeed in changing mindsets to foster greater cooperation and coordination within the Red Cross Red Crescent network so that there is more shared understanding and common approaches. As the achievement of many of the outputs rely heavily on effective use of technology-based capacity building approaches, the availability of adequate resources for the timely closure of the digital divide is a critical risk. Progress will be tracked through the established quarterly and annual reporting system within the secretariat and the Federation-wide Reporting System which is itself one of the flagship deliverables of NSKD, with the baseline set at 2010.

5 5 I Long Term Planning Framework How much will it cost? All amounts in CHF TOTAL 1. Raise humanitarian standards. 2,410,000 2,500,000 2,600,000 2,650,000 10,160, Grow Red Cross Red crescent services for vulnerable people. 3. Strengthen the specific Red Cross Red Crescent contribution to development. 4. Heighten Red Cross Red Crescent influence and support for our work ,060,000 4,160,000 4,250,000 4,350,000 16,820, Deepen our tradition of togetherness through joint working and accountability. 11,200,000 10,560,000 8,920,000 9,280,000 39,960,000 TOTAL 17,670,000 17,220,000 15,770,000 16,280,000 66,940,000

6 6 I Long Term Planning Framework Results Matrix The outputs and related measurements below describe the key deliverables for the NSKD Business Group. Annex 1 Business Line 1: Raise humanitarian standards Outcome: Uplifted thinking that inspires and underpins our services to maintain their relevance in a changing world, along with increased magnitude, quality, and impact. Impact evaluation question: Is the IFRC providing quality and relevant services that have positive impact on vulnerabilities? Are these based on sound assessment and improved organisational competence. Measurement Outputs (specific SG objectives) Indicators 6 Targets Baseline A contemporary review of the interpretation of the Fundamental Principles is carried out in cooperation with all Movement partners. 1.1 Revised commentary on the Fundamental Principles. N/A Published study on current understanding and practices. First draft of revised guidance Revised draft Revised commentary presented to statutory meetings. 1.2 A databank of objectively analysed National Society capacities is established. 1.2a # NS that provide the minimum set of information (audited annual reports & strategic plans) NS 130 NS 160 NS 186 NS 1.3. An organisational capacity 1.3a # NS participated in These figures represent the most accurate numbers available (where data are available for the year 2010, unless otherwise specified). Figures may be revised in some cases during the development of the monitoring mechanism. 6 Targets set the degree of improvement on each indicator required to achieve the objective. In order to set the target you need to know the current level of performance ( baseline ). Please note that targets in red are cumulative.

7 7 I Long Term Planning Framework assessment and certification process is established. OCAC self assessment. 1.3b # NS participated in OCAC peer review A learning and knowledge sharing network to strengthen the professional qualifications and competences of staff and volunteers is established. 1.4a # new courses offered in collaboration with academic partners. 0 9 new courses offered 8 1 (good human resource development) 1 (Fundamental Principles) 1 (topic to be agreed) 1.4b # users (self-registered & licensed) of the IFRC learning platform / learning passport. 1.4c % completion rate of Red Cross Essentials course. 15,000 25,000 40,000 60,000 85,000 30% 35% 40% 45% 50% 1.4d # Red Talks with attendance over 100 people (live/online). 0 (10 in 2011) Expected by end of 2010 in the pilot phase 8 New courses offered in disaster management, health, humanitarian diplomacy, organisational leadership; good governance; good auxiliarity; volunteer management; youth as agent of behaviour change, and National Society development in cooperation with academic partners.

8 8 I Long Term Planning Framework Business Line 2: Grow Red Cross Red Crescent services for vulnerable people Outcome: Increased share of consistent and reliable Red Cross Red Crescent action in support of communities affected by disasters and crises. Impact evaluation question: How many communities affected by disasters and crises are assisted by consistent and reliable Red Cross Red Crescent support? Measurement Targets Outputs Indicators BL Robust essential preparedness, response and recovery systems are built in National Societies. NSKD contribution integrated into the implementation of the Framework and Principles for building strong National Societies 2.2 The Red Cross Red Crescent global disaster management system is further developed 2.2g % large (>CHF 10 million) emergency operations where Federation-wide reporting is carried out. 40% 50% 70% 80% 100%

9 9 I Long Term Planning Framework Business Line 3: Strengthen the specific Red Cross Red Crescent contribution to development Outcome: Appropriate capacities built to address the upheavals created by global economic, social, and demographic transitions that create gaps and vulnerabilities, and challenge the values of our common humanity. Impact evaluation question: Are appropriate capacities being built in National Societies to address the vulnerabilities created by economic and social change. Outputs Measurement Indicators BL Targets A wider understanding of the Red Cross Red Crescent model for longerterm sustainable development. 3.2 Initiatives established that aim to heal divisions within communities 3.1a # research products completed on issues of humanitarian and development concern. NSKD contribution integrated into the implementation of the Framework and Principles for building strong National Societies Leadership and Institutional capacities of National Societies are scaled up. 3.4 The Framework and Principles for building Strong National Societies is 3.3a # NS receiving technical support to formulate and implement their self-development plans 3.3b # learning platform courses completed by NS staff/ 6,840 8,000 10,000 12,000 14,000 volunteers 3.3c # senior NS staff completing leadership/ management learning a # NS assisted by the National Society Development Facility (NSDF) 9 9 Proposed successor to the Capacity Building Fund to be elaborated in 2011/12.

10 10 I Long Term Planning Framework a Federation-wide practice 3.5 The Red Cress Red Crescent share of volunteering among all ages is expanded. (& revised volunteering policy in Federation-wide practice) 3.6 Involvement of young people at all levels and in all services in National Societies increased. 3.4b # subscribers to the National Society development community of practice (COP). 3.5a # people volunteering more than 4 hours a year in National Societies. 3.5b # NS with effective volunteer management systems in place. 3.5c Volunteer development reference centre established 3.6a # subscribers to online youth community of exchange million 15m 17m 19m 21m N/A Established Maintained Maintained Maintained 0 1,000 2,000 4,000 16,000

11 11 I Long Term Planning Framework Business Line 4: Heighten Red Cross Red Crescent influence and support for our work Outcome: Evidence-based humanitarian diplomacy conducted to draw attention to the causes and consequences of vulnerability, giving voice to vulnerable people, and demonstrating the value of Red Cross Red Crescent humanitarian work and leadership Impact evaluation question: Is the IFRC highlighting the causes and consequences of vulnerability? Is the IFRC giving voice to vulnerable people and demonstrating the value of the Red Cross Red Crescent? Outputs Measurement 4.1 A strong positive projection of our image, brand and messaging 4.2 Auxiliary partnership role of National Societies is promoted and supported Indicators BL Targets NSKD contribution integrated into the implementation of the Framework and Principles for building strong National Societies 4.2a % NS participating in OCAC offered assistance if needed on auxiliary role 0 80% 90% 100% 100% 4. 3 Resource mobilisation capacities and efforts are scaled up to inspire more reliable contributions to the Red Cross Red Crescent NSKD contribution integrated into the implementation of the Framework and Principles for building strong National Societies

12 12 I Long Term Planning Framework Business Line 5: Deepen our tradition of togetherness through joint working and accountability Outcome: More effective work among National Societies through modernised cooperation mechanisms and tools, and a greater sense of belonging, ownership, and trust in our International Federation. Impact evaluation question: Do National Societies have a greater sense of belonging, ownership, and trust in their International Federation? Outputs Measurement Indicators B/L Targets Harmonious working is strengthened by sharing capacities and resources 5.2 Alliances and partnerships are built that maintain unity and achieve higher value from our work together as a Movement. 5.3 Affordable digital technologies are provided to National Societies who need them 5.3a # NS with action plans in place to cross the digital divide. 5.3b # NS benefitting from the new ICT catalogue 0 (17 in 2011) National Societies have a strategic plan aligned with Strategy 2020 and report to their stakeholders on their results. (For Federation-wide Reporting System see merged with the Databank) 5.4a # NS with a strategic plan in line with Strategy b % NS providing data on all seven FWRS indicators. 5.4c # NS providing data on one or more FWRS indicator. 0 (62 in 2011) 20% (37) 29% (56) % 60% 70% 80% 50% 70% 80% 90%

13 13 I Long Term Planning Framework The IFRC Framework for Evaluations is upheld for all secretariat funded programmes and activities. 5.5a # thematic evaluations carried out. 5.5b % of disaster operations which meet the criteria where an RTE was carried out % 100% 100% 100% 100% 5.6 The secretariat is seen as a competitive and well functioning organisation in support of IFRC governance and membership. 5.6a responses in staff satisfaction survey 5.6b responses in Governance satisfaction survey. 5.6c responses in NS satisfaction survey. 5.6d % expenditure against budget of secretariat long term plans 0 TBD TBD TBD TBD 0 TBD TBD TBD TBD 0 TBD TBD TBD TBD 90% 95% 95% 95% 95%

14 14 I Long Term Planning Framework How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGO s) in Disaster Relief and the Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable. The IFRC s vision is 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. The IFRC s work is guided by Strategy 2020 which puts forward three strategic aims: 1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises. 2. Enable healthy and safe living. 3. Promote social inclusion and a culture of nonviolence and peace. Find out more on Contact information For further information specifically related to this report, please contact: In the National Society and Knowledge Development Division Dr. Mukesh Kapila, Under Secretary General; mukesh.kapila@ifrc.org; phone: ; and fax: