Long Term Planning Framework Argentine Red Cross 2012-2015

Version 2 16 January 2014

150 Years Anniversary of the Red Cross Buenos Aires, 2013. Source: Argentinian Red Cross

1. Who are we? The Country representation for Argentina and Uruguay is composed of a country representative and a financial officer. Programme and service area technical support is received from the Zone office located in Panama and the Andean Regional Representation located in Peru.

The Argentine Red Cross (ARC) is composed of 63 branches throughout the national territory with 12,613 partners (volunteers and members) and 1,891 employees of which 1,479 are employed in the 37 nursing schools throughout the country. This National Society has updated statutes; a strategic plan aligned with Strategy 2020 and The Inter-American Framework for Action and steadily is incorporating external trends into its actions.

2. Who are our stakeholders?

For ARC associated work is key to effectively fulfill its mission, in partnerships other actors share common goals, resources and capabilities, enhancing the added value of each benefit of the recipients. The coordination and support both IFRC and ICRC are constant. Other National Societies with which ARC works are traditionally the Finnish Red Cross, Spanish Red Cross and Italian Red Cross. At present, it has joined the cooperation with American Red Cross. Argentina Red Cross has partnered with a large number of institutions at the international, national, regional, provincial, local and basic shape in joint activities of the branches, mainly in areas of work such as Community Health, HIV-AIDS, road safety and Emergency and Disaster Management. 63% of these International Federation of Red Cross and Red Crescent Societies 2 I Long Term Planning Framework 2012-2015

institutions in the public sector, maintaining strong synergy in relation to the state, 25% corresponds to the work associated with other civil society organizations and private sector partners (12%), establishing frameworks productive cooperation.

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Partners

Youth

CBHFA

(drugs)

HIV / AIDS / HIV

Based DRM Based

Community

Volunteering/

Management / Administration

Prevention and and Prevention harm reduction reduction harm Bilateral partner National Societies through IFRC: Finnish RC  Italian RC  Spanish RC   American RC    Multilateral partner National Societies: Swedish RC  Other multilateral partners through IFRC: ECHO  NORAD   Corporate multilateral partners through IFRC: ZURICH  Emergency operations multilateral partners through IFRC: DG ECHO; Coca Cola Foundation; Canadian Red Cross; Canadian Red Cross/Govt

Other Bilateral partners are: PRIME; UNILEVER; PAU EDUCATION, Microsoft, The Global Fund to Fight AIDS, Tuberculosis and Malaria, Vichy Laboratories

3. Where have we come from and what have we done so far? The zone plan covers the period of 2012–2015.The country-level plans cover the period corresponding to the validity of the Argentine Red Cross Strategic Plan 2011–2015, which will be monitored annually.

During a large part of the twentieth century, the Republic of Argentina was an egalitarian society with considerable social mobility; free and good quality public health and education systems; a wide range of job and investment opportunities, and a wide network of social security. This situation started to deteriorate at the beginning of the 1970s, reaching a profound crisis in 2001 and 2002 when the country experienced dramatic social and economic deterioration. According to the Economic Commission for Latin America and the Caribbean (ECLAC) poverty levels reached 45.4 per cent and extreme poverty 20.9 per cent. Once this situation returned to normalcy, human development inequality has had the tendency to decline at the national and provincial levels, thanks to accelerated economic growth and the implementation of wide reaching redistributive and social policy measures.

At present a strong correlation has been registered between the human development level and the inequality level: the provinces with a higher human development index are those which have lower inequality levels, while the provinces with lower a human development index have greater inequality.

International Federation of Red Cross and Red Crescent Societies 3 I Long Term Planning Framework 2012-2015

In recent decades in main urban centres across the country, private residences, known as “countries” and closed neighbourhoods, as well as settlements and shantytowns have spread. In this sense, the inhabitants segregate themselves so that the rich only interact with the rich and the poor with the poor. This deepens social differences and reduces opportunities for the least favoured groups, therefore increasing stigma and discriminatory practices amongst the population. Argentina faces the challenge of consolidating economic growth and progressing in the areas of health and education to find a balance that will reduce the existing inequality gaps.

Regarding health, Argentina registers life expectancy at 71.56 years for men and 79.06 years for women; with infant mortality (under five) registered at 12.1 per cent1. There is a predominance of non-communicable diseases (cardiovascular, cancer) in causes of mortality, which indicates that the health situation of Argentina is similar to that of a developed country. However, given the levels of maternal infant mortality and the presence of emerging and re-emerging diseases, this identifies more with the health characteristics of a developing country. While the morbidity index for leptospirosis or hanta virus has reduced compared to previous years, a high index of deaths caused by tuberculosis and other prevalent diseases continue to be recorded, and the incidence rates remain high. At the same time, chagas disease, yellow fever and dengue epidemic outbreaks continue to occur as re-emerging diseases.

The health system reflects and feeds into socio-economic and jurisdictional inequalities, making it difficult for those in vulnerable situations to access medical check-ups, medicine, immunization plans, information for disease prevention and the development of healthy lifestyles. This is compounded, in many cases, by inadequate diet and nutrition and the lack of knowledge on warning signs and accident prevention advice, including road accidents.

During its history, different types of disasters have also affected Argentina. The most predominant, due to the damage caused and the recurrence, are those linked to hazards of hydrometeorological origin, and in particular, floods. In terms of recurrence those that follow, in decreasing order, are those linked to hazards of entropic, geological and biological origins.

Finally, other factors must be considered that increase the risk and vulnerability of the most exposed communities, such as: the consequences and effects of climate change; environmental degradation and contamination; the poor management of natural resources; the growth of unplanned human settlements; and chronic critical situations or structures that affected populations suffer, which seriously compromise their development.

Target groups and/or target populations The ARC focuses its work on populations in vulnerable situations living below the poverty line, excluded from the labour market and from circles of social coverage, particularly children, youth and elderly people, focusing on groups of people whose situation requires a specific approach, considering their particular vulnerability.

The regional representation will focus its work on strengthening the technical personnel’s capacities, both remunerated staff and volunteers in the headquarters and branches. It will also establish cooperation relations with governmental and non-governmental institutions, the business and academic sectors, and all those that strengthen the positioning and the role of the National Society.

1 National Institute for Statistics and Census (INDEC) and National Ministry of Health Argentina 2010 International Federation of Red Cross and Red Crescent Societies 4 I Long Term Planning Framework 2012-2015

Context/Background of the National Society Priorities Since the crisis that shook the nation at the beginning of 2001, the Argentine Red Cross has sought to orientate its work towards the most vulnerable groups in the country; as a result it has made efforts to be more professional and modern in its actions. This effort has positioned the National Society in important areas at headquarters level, however this development did not reach the entire country, something that continues to be a considerable challenge for the National Society. In the past year, it has revised its statutes and approved a new strategic plan that will guide its actions in the coming years.

The main accomplishments in the Argentinian Red Cross:

 Has a good Strategic Plan: clear, measurable, realistic and aligned with the S2020 and the Inter-American Framework for Action.  Has incorporated two external trends: urban risk, as the majority of the Argentine population lives in cities and the National Society works with vulnerable populations in urban and peri-urban areas; at the same time, the ARC has incorporated climate change within the strategic area of emergency and disaster risk management.  In the area of violence, the National Society carries out actions focused on the eradication of gender violence and promotion of social inclusion and diversity  Has professionals for management: programme areas, services and finance  Is improving its services: Home care for the elderly, educational services, first aid, etc.  Develops activities in two areas of action linked to specific needs of the country: Health activities linked to the prevention of non-transmissible and/or chronic diseases focused on promoting healthier lifestyles and improving the quality of lives of target groups. And, the National Society works with elderly people, an age group that is growing as in other countries in the region. The ARC implements a home tele-assistance programme in this area of work.  Uses of new technologies and social networks  Is increasing its strategic alliances with public and private sector  Is increasing the diversification of its funding sources

4. Americas Zone Mission The mission of the Americas Zone is to support Americas National Societies to increase humanitarian and development standards, helping them to remain relevant within their country and sustainable and accountable for their actions, guided by the implementation of Strategy 2020.

5. National Society Mission Contribute to improving people’s lives, particularly those in situations of vulnerability.

6. Where are we going and how we are going to get there?

The Americas Zone, through this LTPF and the support provided by the country representation, will apply a complementary approach to strengthening the Argentine Red Cross Society headquarters and territorial branch network, while fostering greater specialization within key programme areas. This strategy introduces thematic focus areas for integrated programming, as well as strategic International Federation of Red Cross and Red Crescent Societies 5 I Long Term Planning Framework 2012-2015

support areas that will contribute towards modernization of the National Society in its way of operating. The Americas Zone has identified the following core external trends, although it is recognized that these may not be relevant for all National Societies (Annex 1):

 Urban Risk  Migration  Violence  Climate change

Concurrently, in order to respond to external trends, the ARC will need to update and modernize its way of operating by addressing internal pressures related to the areas of National Society leadership, integrity, accountability, performance, volunteers and resource mobilization (Annex 2).

The LTPF is focused on the priorities considered by the Argentine Red Cross (ARC) in its Strategic Plan 2011–2015 as follows:

Focus on community development and community risk reduction: understanding community development as a dynamic process aimed at achieving equality and improving the lives of the inhabitants of a community. In this way, the aim is to contribute to community development, strengthening the resilience of communities through advocacy, the creation of capacities and opportunities within the framework of the strategic objectives of the National Society.

Focus on transformation of organizational culture: understanding this as the collection of perceptions, feelings, attitudes, habits, beliefs, values and traditions that legitimize ways of interaction amongst members of the organization and with communities. The aim is to achieve excellence and quality and an organizational development that is characterized by innovation, integrity, responsibility, commitment and transparency.

Focus on youth. Youth as agents of social change that offer an innovative approach and propose ideas and new perspectives. The participation of youth takes advantage of their qualities in order to build a more dynamic, more creative and committed National Society, with greater adaptability to change.

Focus on cooperation. Cooperation as joint work between people and organizations, as a shared objective and mutually strengthening for the benefit of target populations. Establish alliances and partnerships, external and internal, increasing effectiveness through coordination and the more efficient use of resources. In this way, sustainable outcomes can be achieved in the long term as well as broadening participation in the definition of public policies.

Focus on gender, respect for diversity and non-discrimination. This is based on the full development of gender in all aspects of social life, distinguishing and recognizing the practical needs and strategic interests of gender in equal opportunities and equity in access and control of goods, services and resources. It considers the recognition of the diversity of cultural, ethnic, religious, sexual, sexual orientation, gender identity and the equality of rights and dignity as people, respect for differences and diversity and the full exercise of rights.

International Federation of Red Cross and Red Crescent Societies 6 I Long Term Planning Framework 2012-2015

The Argentine Red Cross’ strategic plan is aligned with the Strategic 2020, the Inter American Framework for Action and based upon local country need. This was identified by the National Society’s country needs assessment and analysis of its vulnerable communities and through a literature review of country documentation which included United Nations Development Programme (UNDP) documents, information from the Ministry of Health, the Pan American Health Organization (PAHO), amongst others.

With the implementation of this plan, the aim, through the LTPF, is to respond to vulnerable groups and communities according to the needs identified. The Strategic Plan therefore lists the following objectives, lines of action and areas of work.

Objective 1: Working for healthier and stronger communities.

Health promotion: Community health, HIV and AIDS, psychosocial support, road safety and prevention and harm reduction linked to the use of psychoactive substances.

Emergency and disaster risk management: Community emergency and disaster risk reduction and emergency and disaster management.

Objective 2: Educating in health: educational services and training centres.

Objective 3: Becoming closer to people: Home tele-assistance, first aid services at events and restoration of family links.

Objective 4: Working together more and better: territorial development, taking into account the human factor, communication and financial resources.

Business Line I: HUMANITARIAN STANDARDS

Uplifted thinking that inspires and underpins our services to maintain their relevance in a changing world, along with increased magnitude, quality, and impact.

Areas of Concentration Humanitarian Trends, Fundamental Principles and Values, Policies, Disaster Laws, Civil Military Relations, Capacity and Organisational Development, Research Studies, Education and Knowledge Management

National Society Approach The Argentine Red Cross understands that it has potential as a humanitarian institution that is well recognized in the country. From that perspective, it can work well with other actors in society (from both the public or private sectors), but to function adequately it must be well positioned. For this reason, it is necessary to reinforce an understanding of the Fundamental Principles and Humanitarian Values with the National Society’s teams and ensure that this is in line with the changes that the country is experiencing. Such an exercise, first internally, will allow the National Society to implement its activities with the population through advocacy and humanitarian diplomacy in favour of Red Cross.

International Federation of Red Cross and Red Crescent Societies 7 I Long Term Planning Framework 2012-2015

A good and updated positioning of the National Society will allow it to influence decision makers with greater effectiveness, particularly in the design of laws and regulations that favour humanitarian work.

Timely evaluations will be undertaken to ensure that the National Society enters into the Organizational Capacity Assessment and Certification (OCAC) process during 2014. Also, ARC will receive support to establish the Federation-wide Reporting System and the databank (FDRS) and will report on seven indicators. In addition, the ARC will customize the Federation Learning Platform. The capacity building courses of ARC will be able to perform on this platform.

Outcomes and Outputs The Argentine Red Cross understands that it has potential as a humanitarian institution that is well recognized in the country and from that perspective can act with other actors in society, from the public or private sector, but for this it must be well positioned. A well-positioned Argentine National Society will influence decision-makers with greater effectiveness, particularly in the design of laws and regulations that favour humanitarian work. In of the area external trends, the National Society has been working with the issue of urban risk (violence and road safety) and has begun to work with climate change in risk management projects. Now, the ARC wants to incorporate livelihood within their lines of work. As for the learning platform of the IFRC, the National Society seeks to "adopt". It will promote knowledge sharing.

Outcome: 1.1.: The Red Cross is better positioned to lead and demonstrate the Federation- wide contribution to reducing vulnerability. Output 1.1.1.: Humanitarian access is addressed through learning and action Output 1.1.2.: External trends are better understood and promoted within National Society

Outcome: 1.2.: A collective understanding of the capacities, resources and services of the National Society has been improved. Output 1.2.1.: Federation-wide Databank and Reporting System is established in the National Society

Outcome: 1.3.: National Societies in the Americas assess their own capacity and performance to provide better services Output 1.3.1.: Organisational Capacity Assessment and certification (OCAC) process established

Outcome: 1.4.: The professional qualifications and competencies of the ARC volunteers and staff are strengthened, enabling National Societies to take the lead in addressing new risks and vulnerabilities. Output 1.4.1.: Educational and knowledge-sharing platforms are mainstreamed in the National Societies, increasing the learning opportunities for staff and volunteers

Business Line II: DISASTER AND CRISIS MANAGEMENT

To increase the share of consistent and reliable Red Cross Red Crescent action in support of communities affected by disaster and crises

International Federation of Red Cross and Red Crescent Societies 8 I Long Term Planning Framework 2012-2015

Areas of Concentration Disaster and Crisis Readiness, Coordination, Information Management, Early Recovery and Livelihoods, Logistics, Emergency Assessments Response and Recovery, Relief, Emergency Health, Psychosocial Support, Water and Sanitation, Shelter, Food Security, Volunteering in Emergencies.

National Society Approach In of the area external trends, the National Society has been working with the issue of urban risk (violence and road safety) and has begun to work with climate change in risk management projects.

In the area of health in emergencies, support will continue through the implementation of emergencies in health, volunteer training and community care. Another aspect is the implementation and use of materials for epidemic control in health in emergencies projects, to face diseases such as dengue, chagas and yellow fever which are recurrent in northern Argentina.

The ARC will train volunteers in the epidemic control module for volunteers and the psychosocial support national intervention team module for health, with the progressive inclusion of the climate change approach in different processes. Joint actions will be developed with UNICEF and other organizations to increase actions in prevention and risk management in health.

Outcomes and Outputs Although disaster recurrence and variation is not very high in the country, the National Society understands that better prepare accurate especially in relation to the management of risks and response at the community level as well as in areas where there may be a good complement of civil protection system in the country. It is also necessary to prepare your Emergency Plan and national contingency plans branch level.

Outcome: 2.1.: National Societies, through its network of branches, adopt integrated sectoral approaches that strengthen essential ARC preparedness, response and recovery systems, and enable communities to better understand trends that increase the impact of disasters and crisis in their lives. Output 2.1.1.: Community-based tools/ approaches to address emerging trends are adopted in disaster and crisis management Output 2.1.3. Increase the logistics capacity to deliver logistics services for preparedness and relief activities, connecting National Society assets where possible, and making it self- sustaining through promoting the effective functioning of the Federation

Outcome: 2.2.: An efficient and effective regional Red Cross disaster and crisis management system in the Americas en route.

Output 2.2.1.: Humanitarian access is ensured as part of readiness for response and early action within a context of greater coordination, including increased activity by military forces and corporate interests Output: 2.2.2.: The disaster and crisis response system in the Americas will be forward looking through innovation and by taking maximum advantage of the resources trained and available throughout the ARC network Output 2.2.3.: The ARC disaster and crisis management system in Argentina is able to address increased vulnerability associated with key humanitarian trends (urban risk, migration, violence and climate change). International Federation of Red Cross and Red Crescent Societies 9 I Long Term Planning Framework 2012-2015

Output 2.2.4.: Providing agreed logistics services to pre-selected agencies

Outcome* The ARC shares tools for water and sanitation in emergencies with neighbouring NS

*This output is tailor-made for the Argentine Red Cross

Business Line III: SUSTAINABLE DEVELOPMENT

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.

Areas of Concentration National Society Development and Resilient Communities: Health, Violence Prevention, Migration, Urban Risk, Disaster Risk Management, Volunteering, Youth, Shelter and Settlements, Food, Security, Livelihoods, Early Warning, Water and Sanitation, Road Safety, Drug Addiction and Marginalized Populations (elderly, people living with disabilities)

National Society Approach In its new Strategic Plan, the ARC has identified the need to continue internal development and unification of the National Society. This means modernization, professionalization and sustainability of the organization. In its own mission it clearly defines its aims. As a result, the development of human and structural capacities will be an important part of work in the coming years. Its development will be inspired by the Federation guidelines and particularly the document “Building Stronger National Societies”.

Work in community health will focus on strengthening capacities in health through the Community- Based Health and First Aid (CBHFA) methodology, which is being implemented in this area. Resources will be sought for the progressive implementation at the national level.

A work plan for the Global Alliance on HIV will be developed for the coming years, strengthening the areas of HIV/TB, harm reduction from substance abuse, and increasing the targets to include groups such as people living in prison settings. The National Society has experience working in the area of violence, in the area of human rights and non-discrimination, fields that will continue to be supported through the Global Alliance.

Argentine Red Cross participated in the Behavioural Change workshop, and has considered addressing this methodology in a cross-cutting way so that this approach can be applied in all of the National Society’s community interventions, for which it will be necessary to support training at the national level.

The Prevention and Harm Reduction project linked to the use of psychoactive substances (PAS) that the Red Cross is implementing with support from the Italian Red Cross requires an exchange of experiences with a National Society that works in this area. As well as contributing to resource mobilization, internships will be sought with other National Societies, such as the Spanish Red Cross so as to ensure that experiences and examples of good practice are disseminated.

International Federation of Red Cross and Red Crescent Societies 10 I Long Term Planning Framework 2012-2015

For the area of road safety, information and tools will be shared for work with communities in order for the National Society to integrate a joint national and regional action platform.

Finally, in the area of health-HIV the ARC has technical staff that contribute to cooperation amongst National Societies and the scaling up of regional actions in the Americas; this is a reason to prioritize its participation and strengthen capacities.

Outcomes and Outputs In its Strategic Plan, the ARC has identified the need to continue internal development and unification of the National Society. This means modernization, professionalization and sustainability of the organization. In its own mission it clearly defines its aims. As a result, the development of human and structural capacities will be an important part of work in the coming years. Its development will be inspired by the Federation guidelines and particularly the document “Building Stronger National Societies”.

Outcome: 3.1.: The Nacional Society , through their network of branches, demonstrate leadership in promoting the Red Cross Red Crescent model of sustainable development. Output 3.1.1.: National Society leadership and institutional capacity for partnership exist in order to improve integrated programme delivery. Output 3.1.2: The IFRC and the ARC actively use beneficiary communications to increase beneficiary accountability under our humanitarian mandate. Output 3.1.3.: The key humanitarian trends (urban risk, climate change, migration and violence prevention) are integrated into National Society programming

Outcome 3.2.: The NS, through their network of branches, has enabled communities to better understand trends that impact their lives and take action to improve their health, safety, environmental and socioeconomic conditions Output 3.2.1.: The key humanitarian trends (urban risk, climate change, migration and violence prevention) are integrated into community-based development programme

Outcome 3.3.: ARC has forward thinking leadership with the skills and capacity to deliver services to vulnerable people in a sustainable manner. Output 3.3.1.: Red Cross leadership is recognized by government and other key stakeholders Output 3.3.2.: The National Society leadership and managerial skills are improved. Output 3.3.3.: Red Cross leadership is regularly updated on key humanitarian and development issues Output 3.3.4.: The ARC will work towards a transition in Red Cross Society leadership at all levels, seeking better diversity and representation in their membership.

Outcome 3.4.: Volunteers of ARC, representing all sectors and ages and involved in all aspects of National Society life from decision making to programme implementation, are key actors in demonstrating the added value of the work done by the Red Cross network and in expanding National Society humanitarian access. Output: 3.4.1 The ARC has improved its voluntary service, formalizing the status, rights and duties of volunteers within their statutes and constitutions, and strengthening and diversifying their volunteer base.

Business Line IV: HUMANITARIAN DIPLOMACY International Federation of Red Cross and Red Crescent Societies 11 I Long Term Planning Framework 2012-2015

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

Areas of Concentration Communications (Red Cross positioning and Networking), Strategic Relationships, Movement Cooperation, Civil Military Relations, Resource Mobilisation, Humanitarian Access and Auxiliary Role.

National Society Approach The ARC is aware that its possibilities to influence decision-makers are significant. It has carried out advocacy in the past. The present provides opportunities to carry this out in a systematic way with more concrete objectives, for which it must prepare itself better, with the clear objective of influencing the country’s public agenda. At the same time, relations with the business world have shown that this sector is not insensitive and it is therefore possible to achieve long-term alliances with clear humanitarian objectives.

The National Society has also understood that maintaining and strengthening its image go hand-in- hand with the possibility of mobilizing more resources for its work with the most vulnerable sectors of the Argentine population. The big challenge that the ARC faces is ensuring economic sustainability of its national projects.

Outcomes and Outputs The ARC is aware that its possibilities to influence decision-makers are significant. The present provides opportunities to carry this out in a systematic way with more concrete objectives, for which it must prepare itself better, with the clear objective of influencing the country’s public agenda. At the same time, relations with the business world have shown that this sector is not insensitive and it is therefore possible to achieve long-term alliances with clear humanitarian objectives. The National Society has also understood that maintaining and strengthening its image go hand-in-hand with the possibility of mobilizing more resources for its work with the most vulnerable sectors of the Argentine population.

Outcome 4.1.: National Society Leadership capacities are enhanced to use their auxiliary role to influence public policies and ensure they are seen as a credible and preferred source of information on humanitarian issues by the general public, media and other actors. Output 4.1.1. National Societies become a source of reference information for humanitarian issues and vulnerability reduction Output 4.1.2. The secretariat and the National Societies actively use social network capacities.

Outcome 4.2.: Strong links are fostered with governments, the public (especially opinion leaders), academia, private sector, and other partners of the ARC who work at local and national levels. Including representation in key forums to address humanitarian challenges and trends. Output 4.2.1.: The National Society has a higher profile as auxiliary to government. Output 4.2.2: The Federation plays an influential role in inter-agency and inter-governmental bodies and fora. International Federation of Red Cross and Red Crescent Societies 12 I Long Term Planning Framework 2012-2015

Outcome 4.3.: National Societies and donors invest in increasing financial and human resources to improve National Societies’ abilities to deliver services and programmes. Output 4.3.1.: Resource mobilisation and accountability capacities of the National Society are enhanced to attract more reliable contributions to the Red Cross Red Crescent in an effort to ensure a higher level of sustainability.

Outcome 4.4. ARC humanitarian diplomacy capacities are enhanced to influence public policies and an active humanitarian diplomacy network is established in the Americas Zone Output 4.4.2. The ARC develop a more strategic approach to HD and advocacy Outcome 4.5. The Federation in the Americas Zone is actively engaged in global and regional humanitarian campaigns to address key issues affecting the region Output 4.5.2. The National Society play an active role in regional and global campaigns

Business Line V: EFFECTIVE JOINT WORKING AND ACCOUNTABILITY

More effective work among National Societies through modernised cooperation mechanisms and tools, and a greater sense of belonging, ownwership, and trust in the International Federation

Areas of Concentration Knowledge-sharing, Strategic Planning, Information Technology, Gender, Reporting, Evaluation, Policies, Safety and Human Resources.

National Society Approach The ARC would like to actively participate in initiatives being carried out by the Federation secretariat at the global level. This is considered as an opportunity to strengthen new areas in the National Society. In this context, the National Society values the possibility of working in collaboration with sister Red Cross Societies as a way of cooperating amongst peers, which strengthens the universal purpose of the Movement.

Equally important for the National Society to be able to improve communication channels and accountability tools as it realizes that both are essential to maintain a good and transparent public image and with this ensure the support and recognition of the population.

Outcomes and Outputs The ARC would like to actively participate in initiatives being carried out by the Federation secretariat at the global level. This is considered as an opportunity to strengthen new areas in the National Society. In this context, the National Society values the possibility of working in collaboration with sister Red Cross Societies as a way of cooperating amongst peers, which strengthens the universal purpose of the Movement. Equally important for the National Society to be able to improve communication channels and accountability tools as it realizes that both are essential to maintain a good and transparent public image and with this ensure the support and recognition of the population. For the National Society is important to know the IFRC on cooperation policies and services (finances, administration, human resources, resource mobilization and accountability, IT)

Outcome 5.1.: Movement components have strengthened relationships, common aims and improved access to knowledge and shared learning. Output 5.1.1.: The National Society facilitates greater peer-to-peer support, horizontal International Federation of Red Cross and Red Crescent Societies 13 I Long Term Planning Framework 2012-2015

initiatives, regional exchange, and shared learning. Output 5.1.2.: The National Societies in the Americas and the Secretariat successfully organised the XIX Inter-American Conference to define our key priorities and strategic orientations for the Americas over the next four years and follow up the outcomes

Outcome 5.3.: Federation policies and best practices on support services are increasingly adopted and implemented by National Society Output 5.3.1.: International Federation policies on cooperation and services (finance, administration, human resources, resource mobilization and accountability) are disseminated among National Societies.

A full results matrix can be found under Annex 1 3. What are some of the key risks/assumptions?

It is recognized that there are risks associated with the implementation of this LTPF. The ARC’s national strategic plan is monitored regularly, has been designed to mitigate these risks over time and reflects on the challenges and initiatives listed below.

The challenges in the ARC:

 Improve its administrative procedures (have them written down and communicate them to everybody)  Have better job descriptions and performance evaluations for its staff  Strengthen its branches (leadership development in government and management)  Unify administrative and accounting systems in all branches  Taking advantage to current good positioning with the media  Improve a positioning with the State  Increasing its resource mobilization

We propose giving support and providing continuous coaching for:

 Diversifying its fund sources form programmes  Improving the Human Resources Area  Giving a stronger impulse to humanitarian diplomacy

4. Promoting Diversity This plan is aligned with the Strategic Plan of the ARC, where one of his approaches is gender, respect for diversity and non-discrimination. This approach cuts across all activities of the National Society. With the support of the Secretariat can perform specific workshops and promote the strategic framework of the International Federation of gender and diversity. Similarly, we plan to reflection groups on Fundamental Principles jointly with the ICRC (National Volunteer Meeting, 2013)

5. How much will it cost?

See Annex 3 for a more detailed outlook for funding for this plan.

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6. Results Matrix

See Annex 4 for the Results Matrix comprising the objectives of the plan, indicators to track their achievement and targets for the period covered by the plan.

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 www.ifrc.org

Contact information For further information specifically related to this report, please contact:

 In the Argentinian Red Cross  Maria Cecilia Villafane, Secretary General; email: [email protected]; phone and Fax: + 54 11 4952 7200  In the Country Representation  Maria del Mar Rodríguez, Country Representative for Argentina and Uruguay; email: [email protected] ; phone: +5411 4951 7420 and fax: + 5411 4952 7200  In the Americas Zone  Xavier Castellanos, Head of Zone; email: [email protected] ; phone: +507 317 3050; and fax: +507 317 1304  Resource Mobilization Team in the Zone; email: [email protected] ; phone: +507 317 3050; and fax: +507 317 1304

International Federation of Red Cross and Red Crescent Societies 15 I Long Term Planning Framework 2012-2015

Annex 1 Core External Trends

EXTERNAL TRENDS

URBAN RISK: By 2020 the region comprising Latin MIGRATION: The Americas are home to 27 per America and the Caribbean will be 82 per cent urban. cent of the World’s migrants 3 . According to the Unregulated low-income districts dominate the International Organisation for Migration, issues such landscape of most Latin American cities. Poverty, as natural disasters and climate change contribute inequality, political instability and lack of access to to increased population movement with one in five land are all contributing factors to this shift. migrants being a child or adolescent.4 Migrants who Consequently, this shift is creating new trends in are forced to settle elsewhere are frequently subject vulnerabilities such as urban violence, traffic to discrimination and lack of access to social accidents, and a diversity of environmental hazards, services. It is also vital to take into account the including poor sanitation, pollution of rivers and impact that migrants have on their communities of streams, and deforestation.2 origin as well as host communities. VIOLENCE: The Pan American Health Organization CLIMATE CHANGE: Trends in climate change will called violence in Latin America "the social pandemic continue to heavily impact Latin America and the of the 21st century." Social inequality and social Caribbean magnifying issues such as environmental exclusion are considered major causes of violence in degradation, migration pressures, food security, Latin America and the Caribbean. Residents in livelihoods and conflicts over scarce natural socially excluded communities cannot depend on resources, particularly water, in addition to those institutions designed to protect them, and increased frequency and intensity of disasters and violence becomes one of the only available options to crisis. seek out justice, security and economic gain.5

Annex 2 Internal Pressures

INTERNAL PRESSURES

Leadership is recognized by government authorities, civil society, the corporate sector and the Red Cross constituency as a result of evidence-based information, identifying the National Societies as relevant actors in addressing vulnerabilities and needs. The leadership guides, influences and ensures better understanding of issues affecting those most in need, enabling relevant strategic decision-making, thus bringing attention to rights, needs and vulnerabilities of communities and associated underlying factors. Furthermore, leaders must guarantee that the National Society assumes its auxiliary role to the government and differentiates between the functions of governance and management. Integrity Some National Societies require support on their internal systems to ensure that activities are being carried out in accordance with the Federation’s standards and procedures as well as in a transparent and accountable manner. This also requires the capacity to develop early actions to anticipate external factors that might put at risk the image and identity of the Red Cross.

2 Environmental Implications of Peri-urban Sprawl and the Urbanization of Secondary Cities in Latin America. Haroldo da Gama Torres; Inter-American Development Bank; Technical Notes No. IDB-TN-237.

3 UN DESA, Population Division (2009). Trends in International Migrant Stock: The 2008 Revision (United Nations database,POP/DB/MIG/Stock/Rev.2008); IOM, World Migration Report 2010

4 UN ECLAC with UNICEF,Children and International Migration in LAC, 2010

5 Inter-American Development Bank) Research Department Working Paper #613: Social Exclusion and Violence in Latin America and the Caribbean Heather Berkman October 2007 International Federation of Red Cross and Red Crescent Societies 16 I Long Term Planning Framework 2012-2015

Accountability Entails active compliance with the IFRC’s policies and procedures, as well as working in line with the Fundamental Principles and Values and setting and following standards so as to become a role model. It also relates to meaningful beneficiary participation, effective and efficient use of resources and transparent reporting, monitoring and evaluation practices. Performance Capacity building of National Societies in the areas of Administration, Finance, Planning, Monitoring Evaluation and Reporting, Human Resources, Information Systems, Resource Mobilization and Logistics (especially procurement) takes into account that National Societies in the region are at different phases of development requiring different levels of support and enabling the Federation to foster peer-to-peer support and horizontal cooperation. Volunteering Strong commitment is needed to support National Societies to scale-up and prioritize their volunteering development efforts. By increasing the participation of volunteers in the National Societies’ decision-making and institutional life, volunteers will become more engaged. Resource mobilization Most National Societies are working in middle-income countries and, as such, benefit less from international cooperation which tends to focus on countries which are classified as low-income. Nevertheless, they work in increasingly complex and challenging contexts that require attention and reflection to find news ways of mobilizing resources. National Societies must reduce financial dependency on external donors and develop core funding that guarantees that they will always be active in their own county and will act independently from donor pressures and interests.

Annex 3

IFRC Secretariat

Business group/unit: Argentinean Red Cross

Long-term Planning Framework 2012-2015

Four-year outlook of funding required (all amounts in CHF)

Version: 1

Sub- Business Line sector Sub-sector 2012* 2013* 2014 2015

code

Raise humanitarian 1NSPD National Society performance development Not available 1 N/A standards 1NSLK Learning and knowledge development (N/A) 2DMDM Disaster management 2DMDR Disaster response 2DMEP Emergency preparedness Grow RC/RC 2DMFS Food security 2 services for N/A N/A vulnerable people 2DMIL International Disaster Response Law 2DMLG Logistics 2DMRC Recovery 2DMSS Shelter 3DMRR Disaster risk reduction 3HSBD Voluntary non-remunerated blood donation Strengthen RC/RC 3HSFA Community-based health and first aid 3 contribution to 3HSHA HIV and AIDS N/A N/A development 3HSHL Health 3HSIP Avian and human influenza pandemic 3HSMA Malaria International Federation of Red Cross and Red Crescent Societies 18 I Long Term Planning Framework 2012-2015

3HSMC Maternal, newborn and child health 3HSNT Nutrition 3HSPM Measles and polio 3HSPS Psychosocial support 3HSRS Road safety 3HSSS Social services 3HSTB Tuberculosis 3HSWS Water and sanitation 3NSBD National Society branch development 3NSFD National Society financial development 3NSFS National Society financial sustainability 3NSLD National Society leadership development 3NSOD Organizational development 63,374 44,000 3NSVD Volunteering development 3NSYD Youth development 3PVMG Migration 4COCO Communications 4COIR International relations Heighten influence 4CORM Resource mobilisation 4 and support for 4PVAD Anti-discrimination N/A N/A RC/RC work 4PVGD Gender 4PVPV Humanitarian principles and values 4PVVP Violence prevention and reduction 5COAD Administration 5COAR Audit and risk management 5COCC Cooperation and coordination 106,800 106,800 Joint working and 5 5COFM Finance management N/A N/A accountability 5COGM General management 5COGV Governance 5COHR Human resources International Federation of Red Cross and Red Crescent Societies 19 I Long Term Planning Framework 2012-2015

5COIT Information technology 5COLS Legal services 5COPM Planning, monitoring and evaluation 5COSC Security 5NSIC ICT Capacity Building

TOTAL N/A N/A CHF 170,174 CHF 150,800

* For 2012 and 2013, a consolidated outlook for funding was developed for the Americas Zone per Business Lines, therefore, no dissagregated outlook for funding figures are available per country LTPFs for 2012 and 2013. 

International Federation of Red Cross and Red Crescent Societies 20 I Long Term Planning Framework 2012-2015

Annex 4 Results Matrix

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. Measurement Outputs (specific SG Baseline objectives) AZ Outcome AZ Output Indicators 2015 Targets 2012

Output 1.1.1.: The ARC has received support for national legislation projects. 1 1 Humanitarian access is addressed through 1.1 A contemporary learning and action The ARC has received support through regional and sub-regional 1.1.: The Red Cross is 0 1 interpretation of the initiatives related to disaster law. better positioned to Fundamental lead and demonstrate Principles consistently the Federation-wide The ARC has participated in regional or national platforms in demonstrated through 1 3 contribution to Output 1.1.2.: External related to key trends and emerging health challenges . action by all reducing vulnerability. trends are better Movement partners. The ARC has incorporated at least 1 key humanitarian trend in understood and 2 3 promoted within National their plans Societies The ARC is responding to affects of the trends in their countries. 2 3

1.2 A Federation-wide Outcome 1.2.: A Output 1.2.1.: Federation- The ARC provides one or more of the following through FDRS: databank and collective 0 3 wide Databank and strategic plans, financial statements, and annual reports reporting system of understanding of the Reporting System is factual National capacities, resources established in the Society information is and services of the National Societies of established and National Society has Americas The ARC provides data on all seven FWRS indicators 0 7 maintained. been improved. International Federation of Red Cross and Red Crescent Societies 21 I Long Term Planning Framework 2012-2015

1.3. An organisational 1.3.: National Societies 1.3.1.: Organisational capacity assessment in the Americas assess Capacity Assessment and and certification their own capacity and The ARC participated in OCAC self-assessment. 0 1 certification (OCAC) process is established. performance to process established (OCAC) provide better services

1.4.: The professional 1.4 A learning, # Argentinian Red Cross personnel that are receiving advanced qualifications and 1.4.1.: Educational and 0 2 research and training through academic alliances. competencies of the knowledge-sharing knowledge sharing ARC volunteers and platforms are # courses taken on the e-learning platform. 96 400 network to strengthen staff are strengthened, mainstreamed in the the professional # courses completed vs. courses initiated 17 150 enabling National National Societies, qualifications and Societies to take the increasing the learning competences of staff lead in addressing new opportunities for staff # courses/events/activities that incorporate the learning platform and volunteers is 0 3 risks and and volunteers as a tool established. vulnerabilities.

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. Measurement Outputs (specific SG objectives) Baseline AZ Outcome AZ Output Indicators 2015 Targets 2012 Outcome 2.1.: National Societies, through The ARC implements response and recovery programmes that take their network of 1 3 branches, adopt Output 2.1.1.: into account the relevant key trends. integrated sectoral Community-based tools/ 2.1 Robust essential approaches that approaches to address preparedness, strengthen essential emerging trends are response and recovery Red Cross adopted in disaster and systems are built in preparedness, crisis management National Societies. response and recovery The ARC has its contingency plan in place. 0 1 systems, and enable communities to better understand trends that increase the impact of International Federation of Red Cross and Red Crescent Societies 22 I Long Term Planning Framework 2012-2015

disasters and crisis in their lives.

Output 2.1.3. Increase the logistics capacity to deliver logictis services for preparedness and relief activities, connecting NS assets The ARC has received support for increase the logistics capacities 0 1 where possible, and making it self-sustaining through promoting the effective functioning of the Federation

Output 2.2.1.: Humanitarian access is ensured as part of readiness for response The ARC participates in spaces for coordination and peer-to- and early action within a peer/horizontal learning on readiness for response and early 0 3 context of greater action. coordination, including increased activity by Outcome 2.2.: An military forces and 2.2 The Red Cross Red efficient and effective corporate interests Crescent global regional Red Cross disaster management disaster and crisis system is further management system The ARC uses innovative tools for disaster response (SMS, MEGA Output 2.2.2.: The 0 2 developed in the Americas en disaster and crisis V). route. response system in the Americas will be forward looking through The ARC has operations supported by DREF. 0 2 innovation and by taking maximum advantage of the resources trained and available throughout the The ARC contributes with staff to FACT and ERU. 0 2 Red Cross network International Federation of Red Cross and Red Crescent Societies 23 I Long Term Planning Framework 2012-2015

Output 2.2.3.: The Red Cross disaster and crisis The ARC incorporates the new trends into their plans of action 1 3 management system in with an integrated planning focus. the Americas is able to address increased vulnerability associated with key humanitarian trends (urban risk, The ARC take into account GBV in disaster and crisis operations 0 3 migration, violence and climate change).

Output 2.2.4.: Providing agreed logistics services There is a mapping of Red Cross logistics in Argentina. 0 1 to pre-selected agencies

There's a database of suppliers nationwide, regional and / or global 0 1 in ARC

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. Measurement Outputs (specific SG objectives) Baseline AZ Outcome AZ Output Indicators 2015 Targets 2012 Outcome 3.1.: National 3.1 Increased and Output 3.1.1.: National Society, through their improved Red Cross Society leadership and network of branches, The ARC participle in peer-to-peer/horizontal cooperation Red Crescent action institutional capacity for demonstrate exchanges that contribute to the improvement of internal systems 0 2 for longer-term partnership exist in order leadership in and capacity for community-based development programming. sustainable to improve integrated promoting the Red development. programme delivery. Cross Red Crescent International Federation of Red Cross and Red Crescent Societies 24 I Long Term Planning Framework 2012-2015

model of sustainable development. Output 3.1.2: The IFRC and the NS in the 3 (ARC emergency Americas actively use operations using beneficiary The ARC uses a beneficiary communication approach. 0 beneficiary communications to communications increase beneficiary approach) accountability under our humanitarian mandate.

Output 3.1.3.: The key The ARC has included urban risk and community resilience in their 5* 10 humanitarian trends strategic and operational plans. (urban risk, climate change, migration and violence prevention) are The ARC works in in the most vulnerable communities most integrated into National 5* 10 Society programming affected by the key humanitarian trends.

Outcome 3.2.: Red Cross National # branches of the ARC are implementing integrating community Societies, through development programming and projects in cooperation with other 30 60 their network of Output 3.2.1.: The key key stakeholders that address key humanitarian trends. branches, have humanitarian trends 3.2 Initiatives enabled communities (urban risk, climate established that aim to to better understand change, migration and heal divisions within trends that impact violence prevention) are communities their lives and take integrated into # branches of the ARC are working with community and 30 60 action to improve their community-based government authorities on integrated violence prevention. health, safety, development programme environmental and socioeconomic conditions 3.3 National Societies Outcome 3.3.: ARC Output 3.3.1.: Red Cross strengthen their forward thinking leadership is recognized capacities to provide leadership with the The ARC participates in national platforms. 2 4 by government and other sustainable services to skills and capacity key stakeholders vulnerable people, to deliver services to International Federation of Red Cross and Red Crescent Societies 25 I Long Term Planning Framework 2012-2015

thereby contributing vulnerable people in a towards the strengths sustainable manner. of the IFRC and civil The ARC participates in leadership/management trainings. 0 2 Output 3.3.2.: National society. Society leadership and managerial skills are improved. Leaders of the ARC are trained on the trends or fundamentals. 0 2

Output 3.3.3.: Red Cross leadership is regularly updated on key The ARC develops his "School of Leaders" 0 1 humanitarian and development issues

Output 3.3.4.: The NS will work towards a transition in Red Cross Society leadership at all levels, The ARC has its inclusion policy 0 1 seeking better diversity and representation in their membership.

Outcome 3.4.: Volunteers of National Societies, representing Output: 3.4.1 The NS has all sectors and ages improved its voluntary The ARC has a volunteering policy 0 1 3.4 The Red Cress Red and involved in all service, formalizing the Crescent share of aspects of National status, rights and duties volunteering among all Society life from of volunteers within their ages is expanded. decision making to statutes and programme constitutions, and implementation, are strengthening and key actors in diversifying their The ARC has a insurance for their volunteers. 1 1 demonstrating the volunteer base. added value of the work done by the Red International Federation of Red Cross and Red Crescent Societies 26 I Long Term Planning Framework 2012-2015

Cross network and in expanding National Society humanitarian access. The ARC has a effective volunteer management systems in place. 1 1

* 5 community projects

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.

Measurement Outputs (specific SG objectives) Baseline AZ Outcome AZ Output Indicators 2015 Targets 2012

Outcome 4.1.: National Output 4.1.1. National Society Leadership Societies become a capacities are source of reference The ARC launches the World Disaster Report 0 3 (1 launch per year) enhanced to use their information for auxiliary role to humanitarian issues and 4.1 Advocacy influence public vulnerability reduction effectively used to policies and ensure promote a strong and they are seen as a positive RCRC image, credible and preferred brand and message. Output 4.1.2. The source of information secretariat and the on humanitarian issues National Societies actively The ARC uses social media. 1 1 by the general public, use social network media and other capacities. actors. International Federation of Red Cross and Red Crescent Societies 27 I Long Term Planning Framework 2012-2015

The ARC uses different types of social media. 2 4

4 (online sessions The ARC is actively participating in the Americas communicators 0 organized by network through the communities of practice. secretariat)

The ARC receives direct support for enhancing or leveraging their 0 2 Outcome 4.2.: Strong auxiliary role. links are fostered with Output 4.2.1.: National governments, the Societies have a higher public (especially profile as auxiliary to The ARC has initiatives with parliamentarians. 0 3 opinion leaders), government. 1. 4 .2 Auxiliary academia, private partnership role of sector, and other The ARC follow-up on International Conference Resolutions 0 3 National Societies is partners of the Red through letters, meetings, etc. promoted and Cross who work at supported local and national levels. Including Output 4.2.2: The representation in key Federation plays an forums to address influential role in inter- humanitarian The ARC participates international fora/platforms. 0 2 agency and inter- challenges and trends. governmental bodies and fora. International Federation of Red Cross and Red Crescent Societies 28 I Long Term Planning Framework 2012-2015

Output 4.3.1.: Resource Outcome 4.3.: National mobilisation and 4. 3 Resource Societies and donors accountability capacities mobilisation capacities invest in increasing of the National Society and efforts are scaled financial and human are enhanced to attract The ARC actively engaged in the RM network through tailored up to inspire more resources to improve 0 1 more reliable support. reliable contributions National Societies’ contributions to the Red to the Red Cross Red abilities to deliver Cross Red Crescent in an Crescent services and effort to ensure a higher programmes. level of sustainability.

Outcome 4.4. ARC humanitarian diplomacy capacities Output 4.4.2. The are enhanced to 4.4. A strong HD Argentine Red Cross influence public capacity and network develop a more strategic The ARC develop a Humanitarian Diplomacy strategy 0 1 policies and an active is established approach to HD and humanitarian Advocacy diplomacy network is established in the Americas Zone

Outcome 4.5. The Federation in the Americas Zone is 4.5. The HD agenda os actively engaged in 4.5.2. The NS play an aligned around annual global and regional active role in regional and The ARC participates in at least one campaign 0 1 and multi-year global humanitarian global campaigne HD campaings campaings to address key issues effecting the region

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. International Federation of Red Cross and Red Crescent Societies 29 I Long Term Planning Framework 2012-2015

Measurement Outputs (specific SG objectives) Baeline AZ Outcome AZ Output Indicators 2015 Targets 2012

0 1 The ARC has a plan aligned with Strategy 2020 and IAFA.

The ARC participates in the peer-to-peer / horizontal initiatives Output 5.1.1.: Red Cross 0 5 that have been carried out in the Americas Zone. National Societies facilitate greater peer-to- peer support, horizontal The ARC participates in Federation Wide Resource Mobilisation initiatives, regional Strategy knowledge sharing networks (Communities of Practice, 0 5 exchange, and shared regional RM networks, global skill share, peer exchanges, etc.) Outcome 5.1.: learning. 5.1 Capacities and Movement The ARC uses the IFRC Strategic Framework on Gender and resources are shared components have 0 1 to improve coherence, strengthened Diversity Issues. alignment and relationships, common accountability within aims and improved the IFRC. access to knowledge Output 5.1.2.: The XIX Inter-American Conference has been completed. 1 0 and shared learning. National Societies in the Americas and the Secretariat successfully

organised the XIX Inter- 0 3 American Conference to The ARC is monitoring their progress against the IAFA. define our key priorities and strategic orientations for the Americas over the next four years and follow ARC participated in the thematic sessions (side-events) 1 0 up the outcomes International Federation of Red Cross and Red Crescent Societies 30 I Long Term Planning Framework 2012-2015

Output 5.3.1.: International Federation Outcome 5.3.: policies on cooperation 5.3 The secretariat is Federation policies and and services (finance, seen as a competitive best practices on administration, human and well-functioning In 2014 the ARC receives support on cooperation policies and support services are resources, resource 0 3 organisation in support services. increasingly adopted mobilization and of IFRC governance and implemented by accountability, and membership. National Societies. information technology) are disseminated among National Societies.