Lebanon. Long Term Planning Framework What is our mission? Version 2 of

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1 Long Term Planning Framework Lebanon Version 2 of LRC volunteers during a the National Youth Congress 202: Photo Credit: LRC. Who are we? IFRC s overall support which includes capacity building and disaster management support to the Lebanese Red Cross (LRC) is coordinated from the MENA Zone Office, currently based in Beirut. 2. What is our mission? In the implementation of its mission in Lebanon, IFRC closely works and supports the LRC to develop itself as a strong NS with solid and sustainable capacities to provide humanitarian and social development services. The main factor determining the success of the mission will be measured is the extent to which IFRC continues to support the LRC in the development and implementation of the Strategic Framework ( ). This is a key instrument that can expedite the overall development of the Society, through coordinated partnerships. 3. Where have we come from and what have we done so far? ICRC and some PNSs have been focusing their support on the backbone department of the LRC - the Emergency Medical Services(EMS). The IFRC has been pursuing a more broadbased, complementary approach focusing on the overall development and capacity building of the LRC including financial management, governance and management, planning, reporting, communication, logistics, revision of statutes, branch development and

2 2 I Long Term Planning Framework volunteering/youth. The support is provided through various means including training and coaching. Consolidated Support to Facilitate the Development and Implementation of the LRC Strategic Framework Following the recent election of Governance and the appointment of a Secretary General, for the st time in many years, IFRC has been supporting the LRC in its effort to develop and launch a Strategic Framework seeking to achieve greater impact with increasing sustainability and self-reliance. The Strategic Framework re-sets the direction for the overall development of the LRC articulating the vision of the new Governance and Management to accelerate the development of the Society and consolidate its lead as the premier, nation-wide humanitarian actor which is respected and accepted at national and international levels. The LRC is striving towards sustainability, impact and gradual self-reliance with a process of organizational reform and development. This will be achieved, as an ultimate goal, by implementing the following strategic priorities to enhance the Society s services maintaining a leading edge in preparedness and response and playing a complementary role in facilitating social wellbeing, community resilience and development. In terms of strategic priorities, the framework defines a bi-directional focus : Enhanced contribution to the mitigation of the humanitarian consequences of natural and human-made disasters and crises with sustained focus on emergency medical and blood services where the LRC has built a strong foundation and operational excellence to play a lead role in the planning and management of these services The growing needs in these areas, including the current challenges related to the increasing number of Syrian refugees in Lebanon, requires the LRC to consolidate and scale up service delivery building on the experiences and operational capacities developed over the years and leveraging the auxiliary role in the effort to ensure sustainable support and impact. Increasing contribution, in a complementary role, to the overall improvement of health standards and community resilience and development with progressive reduction of vulnerabilities. Effective implementation of this will require the Society to adopt broad based social mobilization (in terms of human and material resources) working closely with communities and their organizations/civil societies enhancing the development efforts with increasing awareness and positive change of mind-set. To ensure effective implementation of the strategic priorities, the framework highlights the key enablers in terms of organizational development and reform including the following: Optimal development and utilization of volunteering including holistic development of policies, strategies, plans and programmes to enhance the contribution of volunteers including youth volunteers in a well-coordinated and integrated organization and management Increasing performance and accountability including strategic and operational plans based on participatory and evidence-based processes that can ensure the required achievement of results based on well integrated and coordinated approach to ensure 2

3 3 I Long Term Planning Framework coherence between the headquarters and branches as well as across the various sectors including services and organizational development/reform efforts Stronger positioning of the LRC with a new Red Cross Law consolidating the legal base and strengthening the auxiliary role to enhance services and organizational reform/development with more clearly defined and sustainable support from the Government; review of the statutes reflecting the new developments and changes including the lessons learnt over the years Robust resource mobilization including the development and implementation of a nation wide fundraising strategy based on diversified sources with increasing focus on domestic sources Streamlined structure that clearly establishes the distinct, complementary roles and responsibilities between governance and management as well as between the headquarters and branches Coordinated partnerships strengthening multilateral/bilateral cooperation with all partners to implement the strategic priorities and the organizational reform efforts through coordinated partnerships based on effective communication and complementarity. Learning and sharing of knowledge/expertise based on the development of excellence centres in certain areas, such as EMS., volunteering, etc., in which the LRC has strong capacities and experiences to be shared within the RC/RC Movement and in a broader context. Sectorial strategies and consolidated, operational plans and budgets covering the subsequent phases of implementation with the first plan and budget to cover 204/5 and the second to cover 206/7 with a mid-course review at the end of 205 and a final evaluation in Who are our stakeholders? The ultimate stakeholders are the vulnerable communities benefitting from the support IFRC provides in Lebanon. While the LRC provides the main link, assistance is also occasionally provided through the Palestine Red Crescent Branch in Lebanon In addition to the ICRC, several participating National Societies (PNSs) work with both the LRC and the Palestine Red Crescent Branch in Lebanon. The number of PNSs working from Lebanon has been increasing related to the Syria crisis and the growing humanitarian impact spilling over to Lebanon. Currently, the National Societies of Norway, Germany, UK, Spain, France, Denmark, Austria, the Netherlands and Belgium have Representatives based in Beirut to work not only in Lebanon but also to support the emergency operation in Syria A Movement Coordination Framework has been agreed between the LRC, ICRC and IFRC to ensure the required level of cooperation and coordination in the planning and management of the support in Lebanon. The framework seeks to strengthen A more coordinated support to the LRC and to the Palestine RC branch in Lebanon; Effective service delivery with optimal sharing and use of resources among the Components of the Movement; and Integrated and better management of common security challenges. Efforts are being made to widen the cooperation and coordination mechanism, maintaining strong links with other actors including the UN Agencies and the Swiss Agency for Development and Cooperation. 3

4 4 I Long Term Planning Framework Where are we going and how are we going to get there? The Key Outputs under Business Line One: TO RAISE HUMANITARIAN STANDARDS Consolidated planning/programming based on the RC/RC Principles and Values and enhancing capacities to improve human dignity, social inclusion, prevention of gender-based violence and promoting the role of youth as agents of behavioural change. Improved performance and accountability with increasing capacities to ensure evidence-based planning and management with increasing use of information mobilization and analysis including the Federation wide data banking/reporting system and the organisational capacity assessment and certification(ocac) Effective/efficient use of learning/development opportunities including the learning platform of the Federation Secretariat with increasing participation of LRC volunteers and staff. in learning, networking and knowledge sharing The Key Outputs under Business Line Two: TO GROW RC/RC SERVICES FOR VULNERABLE PEOPLE Disaster preparedness/ response with increasing outreach and impact Consolidated emergency health services integrated within the Society s operational structure Integrated emergency service delivery including capacity building in programming LRC lead role in key areas, including the EMS and blood services, further consolidated and widely recognized The Key Outputs under Business Line Three: TO STRENGTHEN THE SPECIFIC RC/RC CONRIBUTION TO DEVELOPMENT Sustainable initiatives contributing to community resilience and development Community based services with more sustainable programming enhancing community resilience and development of local RC capacities Programmes and services addressing livelihoods in a multi-sectorial approach Consolidation of volunteering with optimal utilization and retention capacities New Red Cross Law and revised Statutes ensuring streamlined governance and management and consolidating the auxiliary role of the Society. Consolidation of services and capacities based on sustainable resourcing including, but not limited to, resources from domestic sources Branch/sub-branch development with increasing mobilization and service delivery capacities The Key Outputs under Business Line Four: TO HEIGHTEN RC/RC INFLUENCE AND SUPPORT FOR OUR WORK Broad based and Increasing community dialogue to strengthen the Society s image and impact Increasing relationship management capacities to enhance influence and support, including domestic support, to improve self-reliance Strengthening LRC s auxiliary role with adequate and sustained support while maintaining the required level of operational independence 4

5 5 I Long Term Planning Framework The Key Outputs under Business Line Five: TO DEEPEN OUR TRADITION OF TOGETHERNESS THROUGH JOINT WORKING AND ACCOUNTABILITY Strengthening the process and impact of coordinated partnerships based on the Society s strategic framework and the operational plans and budgets Broad-based partnerships, including partners within and outside the RC/RC Movement, to facilitate effective implementation of the Society s strategic framework and the operational plans and budgets, Working together effectively in a variety of ways including peer to peer exchange and knowledge sharing 6. What are some of the key risks/assumptions? Instability in the region and within Lebanon continues to pause a risk leading to increasing humanitarian challenges The Society s Strategic Framework , with a distinct focus on organizational reform, impact, sustainably and self-reliance, provides a solid basis for the subsequent development of the LRC as a strong National Society with the required capacity to contribute optimally to the mitigation of human suffering and to the overall development of health standards, community resilience and development. 7. How much will it cost? (all amounts in CHF) Business Line TOTAL. Raise humanitarian standards 25,000 25,000 25, ,000-00, Grow Red Cross Red Crescent services for vulnerable people 25, ,000 25,000 25,000-00, Strengthen the specific Red Cross Red Crescent contribution to development 4. Heighten Red Cross Red Crescent influence and support for our work 5. Deepen our tradition of togetherness through joint working and accountability 00,000 00,000 00,000 00, ,00 5,000 5,000 5,000 5,000-60,000-20,000 20,000 20,000 20,000-80,000- TOTAL 85,000 85,000 85,000 85,, ,000-5

6 LRC Results Matrix (aligned with the cascading S2020 business lines/outputs) (Revised, October 203) Business Line : 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 organizational competence. Funding sources: (S)= Statutory; (V)= Voluntary; (F) = Fees (service fees) \Measurement Outputs Indicators Baseline 200 Targets Funding sources and comments. A contemporary understanding of the Fundamental Principles consistently demonstrated through action by all Movement partners.. # of NS contributing to the Movement wide initiative on Fundamental Principles (including breakdown of # NS per zone for geographical diversity)...# of LRC branches effectively using the Fundamental Principles to promote human dignity, social inclusion, psychological support, prevention of gender-based violence and the role of RC/RC youth as agents of behavioural change 8 0 Conceptual / strategic oversight (S) To be considered as a key area of investment to implement the Society s Strategic Framework in an integrated approach based on the Fundamental Principles and Values.2 A Federation-wide databank and reporting system of factual National Society information is established and.2a # of National Societies providing one or more of the following through FDRS: strategic plans, financial statements, and annual reports. Statutory work (S) These figures represent the most accurate numbers available (where data are available for the year 200, unless otherwise specified). Figures may be revised in some cases during the development of the monitoring mechanism.

7 7 I Long Term Planning Framework maintained..2b # of National Societies providing data on one or more FDRS key performance indicators..2c # of National Societies providing data on all seven FDRS key performance Indicators.2.d. % of LRC blood banks/centres providing data on blood collection An organizational capacity assessment and certification process is established. (= OCAC).3a # NS participated in OCAC selfassessment..3b # NS participated in OCAC peer review. 0 0 OCAC design and oversight (S) Actual assessments and peer reviews must move gradually to NS self-funding and (V).4 Volunteers and staff having essential competences to save lives and change minds, and performing specific roles in national societies..4a # of volunteers and staff registered versus # of active (non-dormant) volunteers and staff registered in the learning platform.4b % completion rate of Red Cross Red Crescent essential online courses.,000 50% % (S) in terms of some of the systems and course development plus, (F) in terms of the courses becoming sustainable.4f # of national societies adopting (and branding) the learning platform. TBD TBD TBD 7

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 Outputs Indicators Baseline 200 Targets Funding sources and comments 2. Robust essential preparedness, response and recovery systems are built. 2.a % of NS with international disaster response assets. 2.a. % of LRC branches with basic disaster response assets 2.b % of NS using standardized regional response assets Action and indicators linked to tailor made National Society support (V) 2. f and g on logistics from service fees (F) 2.c # NS with contingency plans in place. 2.d % emergency operations with beneficiary participation/ communications approaches. 60% 70% 2.e # of NS using Global Logistics Services 2.f # of NS engaging in emergency and long term shelter interventions. 2.. h # of NS s working with migrant and/or displaced population alone or in partnership with others. 8

9 9 I Long Term Planning Framework i % of IFRC emergency appeals that contain appropriate cash based programming j % of emergency operations that are gender and diversity sensitive. 00% 00% 2.k % of emergency operations that have mechanisms in place to address violence in disasters. 00% 00% 2.l # of EAs that include a budget provision of 0% or greater for DP/DRR related activities m # of NS s providing emergency health services/including PSP to disaster/crisis affected population. 2.2 The Red Cross Red Crescent global disaster management system is further developed. 2.2c % coverage of Emergency Appeals opened in the reporting year 2.2d # NS contributing staff to IFRC global and regional surge tools. 70% 70% Global system development (V: unrestricted income - PSSR) Action and indicators linked to actual appeals and operations (V) 2.2e % of Notified events where RDRT/RIT resources were used. 50% 60% 2.2f # of people planned to be reached by 30,000 40,000 9

10 0 I Long Term Planning Framework international emergency response operations 2.2g % of operations supported by GLS 60% 70 % 2.2h # of large (>CHF 0 million) emergency operations where Federation-wide reporting is carried out. 2.2 i % of international disaster operations with a Humanitarian Diplomacy component budgeted for and implemented at onset of crisis. 50% 70% 2.3 Sound operational security management structures and procedures are established and operating effectively, ensuring that IFRC operations and National Societies have good security awareness and are able to react to changing situations and circumstances in a timely manner. 2.3a: % compliance with MSR in IFRC operations. 2.3b: # of requests for support by National Societies in developing internal security policies, a security framework and implementation of MSR. 2.3c: # of operational planning task forces attended and plans/appeals that include security consideration N/A N/A 00% ---- Security input provided to 00% of EA/plans 00% --- Security input provided to 00% of EA/plans 0

11 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. Measurement Outputs Indicators Baseline 200 Targets Funding sources and comments 3. Increased and improved Red Cross Red Crescent action for longer-term sustainable development. 3.a # of cross-sectorial initiatives or framework 2 developed towards holistic programming in the reporting year002e 3.c # of NS implementing community health programmes using Community Based Health and First Aid (CBHFA) approach to strengthen community resilience. 3.d # of National Societies with first aid training capacities matching international standards (national and branches) Policy development linked to governance support work (S) Global operational approach and related guidance and coordination work: (V as in unrestricted income linked to PSSR ) Investment into NS development programmes: (V) 3.e # of National Societies implementing community preparedness and risk reduction programmes (any DRR, food security, nutrition, livelihood, climate change adaptation, or climate change mitigation activities) 2 For example the revision of the community safety and resilience framework

12 2 I Long Term Planning Framework f # of beneficiaries reached (Direct and Indirect) through community preparedness and risk reduction programmes (DRR, food security, nutrition, livelihood, climate change adaptation, and climate change mitigation activities) 0,000 5, Initiatives established that aim to heal divisions within communities. 3.2a # of NS with dedicated initiatives to reduce discrimination, social exclusion and prevent violence and xenophobia This is programme work (V) 3.2b # of NS implementing the Youth as Agents for Behavioural Change (YABC) initiative to promote social inclusion and a culture of nonviolence and peace through community outreach 3.3c % of LRC branches engaged in YABC 50 % 60% 3.3 National Societies strengthen their capacities to provide sustainable services to vulnerable people, thereby contributing towards the strengths of the IFRC and civil society. 3.3a # NS supported to formulate, test and start implementing change plans. 3.3b # Urgent OD interventions for NS in crisis including failing NS 3.3d # NS with an RM strategy (including specific fundraising targets, dedicated resource mobilisation capacity and mobilizing their own unrestricted TBD a and 3.3b are about tailor made NS support and should be voluntary funded (V) 3.3.b is a global statutory function (S) 2

13 3 I Long Term Planning Framework resources). 3.3e # NS with action plans in place to cross the digital divide. 3.4 The Red Cress Red Crescent share of volunteering among all ages is expanded. 3.4a # people volunteering time in National Societies. 0,000 0,000 Global volunteer policy, strategy and related guidance work is a statutory function (S) 3.4b # NS with effective 3 volunteer management systems in place. The indicators are about specific NS work and are thus in the category of voluntary funding (V) 3.5 Engagement of young people at all levels and in all services in National Societies increased. 3.5a # of NS with or more young 4 person in a management position other than the youth department. 3.5b # of NS that has adapted youth engagement policy and/or strategy. Global youth policy, strategy and related guidance work is a statutory function (S) The indicators are about specific NS work and are thus in the category of voluntary funding (V) 3.5c % of LRC branches working with updated volunteering/youth policies Effective volunteer management as defined after the completion of the Global Review on Volunteering 4 Young person is under 30 years old. 3

14 4 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? Measurement Outputs Indicators Baseline 200 Targets Comments 4. 3 Resource mobilization capacities and efforts are scaled up to inspire more reliable contributions to the Red Cross Red Crescent. 4.3a % of annual coverage of approved budgets for development programmes supported through IFRC Secretariat 4.3b % of annual coverage of funding outlooks for development programmes supported through IFRC Secretariat 80% 70% 80% 70% Similar to global operational / programme work under business line 3: Global guidance and coordination work: (V as in unrestricted income linked to PSSR ) Specific NS support work from (V) 4.3c # of external donors providing funding through the IFRC Secretariat [] d % of share of total income from external donors providing funding through the IFRC Secretariat 30% 30% 4.3e # of NS who have a dedicated RM staff member 4.3f # of NS who have a fundraising strategy 4

15 5 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? Measurement Outputs Indicators Baseline 200 Targets Comments 5. Capacities and resources are shared to improve coherence, alignment and accountability within the IFRC. 5.a # of NS who participate in Federation Wide Resource Mobilisation Strategy knowledge sharing networks (Communities of Practice, regional RM networks, global skill share, peer exchanges, etc.) Secretariat led systems development (e.g. accountability framework (PSSR within V) All others have to do with specific tailor made support to NS and are thus (V) 5.b # of NS benefitting from the new ICT catalogue. 5.d # of NS using the IFRC Strategic Framework on Gender and Diversity Issues (operational guide). 5.e # of NS with a strategic plan in line with Strategy

16 6 I Long Term Planning Framework The IFRC Framework for Evaluations is upheld for all secretariat funded programmes and activities. 5.2a # of evaluations posted on the evaluation databank on IFRC public website. 2 3 Secretariat accountability function (S) 5.2b % of evaluation which are followed up by a management response. N/A 60% 70% 5.3 The secretariat is seen as a competitive and wellfunctioning organization in support of IFRC governance and membership. 5.3b # of overdue donor reports. 2 - Secretariat management and governance support work (S) 6

17 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:. 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 Lebanon: Georges Kettaneh, Director of Operations and Disaster Management, Lebanese Red Cross, Mobile: /3, fax: , georgeskettaneh@yahoo.com In the IFRC MENA Zone: Tenna Mengistu, Senior Advisor policy, Strategy & Plan, MENA Zone, mobile: , tenna.mengistu@ifrc.org For Resource Mobilization and Pledges: In IFRC MENA Zone: Samah Hassoun, Senior Resource Mobilization Officer, Phone: , samah.hassoun@ifrc.org For Performance and Accountability (planning, monitoring, evaluation and reporting enquiries): In IFRC MENA Zone: Nadine Haddad, Senior PMER Officer, MENA zone, Mobile , nadine.haddad@ifrc.org.