Red Cross Inter-American Framework For Action 2012-2016

Red Cross Inter-American
XIX Inter-American Conference Montrouis, Haiti March 2012
Framework for Action 2012-2016
www.ifrc.org Saving lives, changing minds.
International Federation of Red Cross and Red Crescent Societies, Geneva, 2012 Copies of all or part of this study may be made for noncommercial use, providing the source is acknowledged The IFRC would appreciate receiving details of its use. Requests for commercial reproduction should be directed to the IFRC at secretariat@ifrc.org. The opinions and recommendations expressed in this study do not necessarily represent the official policy of the IFRC or of individual National Red Cross or Red Crescent Societies. The designations and maps used do not imply the expression of any opinion on the part of the International Federation or National Societies concerning the legal status of a territory or of its authorities. All photos used in this study are copyright of the IFRC unless otherwise indicated. Cover photo: ?????.
P.O. Box 372 CH-1211 Geneva 19 Switzerland Telephone: +41 22 730 4222 Telefax: +41 22 733 0395 E-mail: secretariat@ifrc.org Web site: http://www.ifrc.org Red Cross Inter-American Framework for Action 2012-2016 1219800 E 03/2012
International Federation of Red Cross and Red Crescent Societies
Red Cross Inter-American Framework for Action 2012-2016
Table of Contents
Foreword 3
1. Introduction
Organization of the Inter-American Framework for Action
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2. The Americas
An evolving context Trends in Development Cooperation
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3. The Red Cross Environment

Priority issues facing Red Cross National Societies
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4. How we will work

A Values and Learning-Based Organization Greater impact Increased efficiency, sustainability and accountability Partnering with others
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21 22 23 23
5. Inter-American Framework for Action Matrix

Strategic Aim 1 Strategic Aim 2 Strategic Aim 3
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28 34 40
6. Monitoring progress, measuring accomplishment
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Foreword
The Inter-American Framework for Action 20122016 is inspired by Strategy 2020, the ten year strategic plan that guides the Red Cross and Red Crescent. The Framework for Action provides a clear orientation for the work that the Red Cross Societies in the Americas must undertake to remain relevant in this changing world and to address the critical consequences of vulnerability. It offers clear direction on areas in which the Red Cross Societies need to further invest to ensure that the most vulnerable people and communities are at the centre of all efforts. Understanding external factors and trends that are escalating risk in vulnerable communities is a paramount pillar of action reflected in this document. The Framework provides guidance not only on programmatic areas where the Red Cross Societies must increase time and energy, but also addresses the capacities needed to ensure that they are ready to prevent, prepare and respond effectively to arising needs and do so professionally and efficiently. The journey towards the production of this document has been highly participatory. For the first time in the history of the preparatory process for the Inter American conferences and the elaboration of its respective documents, modern technology has played a significant role. For several months the nine working groups were able to use video conferencing to meet on a regular basis and contribute to the Inter-American Framework for Action which seeks to respond in a holistic way to the trends and challenges of todays world. We are proud that this Framework for Action represents the continuity of a two decade tradition in the Americas in serving as a key reference document for the 35 Red Cross Societies and the International Federation of the Red Cross and Red Crescent Societies. It is an important tool in proactively responding to Strategy 2020 and adopts a bottom up approach serving also as resource information for the development of National Societies strategic and operational plans. Each Red Cross Society in the Americas can proudly claim to be the largest network of volunteers in its country, with capacity to mobilize thousands of volunteers dedicated to making a difference in the living conditions of millions of people. This represents a great responsibility for Red Cross Societies to remain relevant, effective, responsive and efficient in the services provided to those persons in need. The role of leadership, and all those in a decision-making capacity, is to modernize the Red Cross Societies, to increase the diversity of their membership and facilitate the sustainability of Red Cross work. The members of National Societies must continue leading and motivating their membership to ensure that the Red Cross is always ready to respond to the challenges of the XXI century, inspired by Strategy 2020. Ligia Leroux de Ramrez President of CORI
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01.
Introduction
The Red Cross Inter-American Framework for Action 2012-2016 continues in the tradition of previous regional plans that have sought to guide the work of National Societies in the Americas by ensuring coherence and consistency in interpretation and implementation of contemporary Movement and International Federation global strategic frameworks at the regional and country level. It is also intended to assist Red Cross Societies in indentifying and responding to established priorities as well as emerging trends in an increasingly complex humanitarian landscape. As Strategy 2020 emphasizes, achieving its key aspiration to do more, do better and reach further will require building new capacities, forging new partnerships and adapting to new technologies and ways of working. Key challenges include cementing the auxiliary role of National Societies in an increasingly complex and changing humanitarian environment, extending the range and reach of services to vulnerable and disadvantaged people in times of fiscal conservatism, and adapting to the changing nature of communities, their vulnerabilities and their needs in an increasingly globalized world characterized by new patterns of marginalization, impoverishment and insecurity. Strategy 2020 calls for change in the way that Red Cross Societies conceive and conduct their work, namely to modernize and optimize their efforts by moving away from isolated programme-based approaches to more integrated ways of working. While this will require building new capabilities and capacities, there is a rich pool of knowledge and evidence-based practice within the Red Cross that needs to be promoted as the foundation of Red Cross action in the Americas for the next four years. The Inter-American Framework for Action 2012-2016 attempts to capture and synthesize this expertise and experience under a framework of enabling actions to establish a common conceptual and methodological basis to crystallize the strategic aims and actions of Strategy 2020. The Framework seeks to improve performance, impact and accountability through promoting harmonized approaches that build on the capacities of the Red Cross, harness support and expertise through external partnerships and expand the services and direct voluntary action offered by National Societies to the most in need. It intrinsically recognizes the differences and unique contexts within the region and strives to allow Red Cross Societies the scope to determine and commit to actions that best fit their own strategic directions, priorities and operational capacities. The decision to opt for such a framework arose after lengthy consideration of the findings and recommendations of the review of the Inter-American Plan 20072011. There is clear consensus among the designated group of National
Societies overseeing development of this document that reaching a common understanding of the aspirations of Strategy 2020 and providing practical guidance in managing the transition from previous global frameworks is of paramount importance. Broader canvassing of Red Cross Society opinion confirms this assessment, adding that the next Inter-American plan ought to be lighter, more achievable and more easily measured than the previous one. The Inter-American Framework for Action is intentionally built around the eight sub-themes of Strategy 2020 in an attempt to provide a common architecture to optimize harmonization and synchronicity of Red Cross Society regional planning with IFRC and IFRC Secretariat zone and country-level support plans. For the same reason, it retains the focus on addressing climate change, migration and violence prevention as agreed during the 2011 International Conference of the Red Cross Red Crescent Societies along with the additional area of urban risk, recognizing that addressing the consequences of unplanned urban growth in the Americas on public health, safety and well-being demands special attention and the building of additional capacities. The development of the Inter-American Framework for Action was essentially driven by the collective efforts of designated leaders and members of Red Cross Societies from the Americas. Four strategic Working Groups Disaster and Crises, Healthier and Safer Living, Social Inclusion and Youth and Volunteer Development were convened from among 20 Red Cross Societies and tasked with developing conceptual frameworks responding to each of the eight subthemes of Strategy 2020 and the strategys key enabling actions. Each framework was to be supported by a detailed analysis of the external environment, the internal Red Cross context and scope of Movement cooperation and wider alliances. The four conceptual frameworks, each providing a distinct perspective according to the groups particular thematic focus, were then synthesized and collapsed into one comprehensive and inclusive document, the result being the Inter-American Framework for Action 2012-2016.
01. Introduction
Organization of the Inter-American Framework for Action

Section 1 presents an overall context analysis of the Americas,
examining key trends in human development, official development assistance and development cooperation in general. In particular, it looks at the causes of growing vulnerability and considers the major challenges facing the Red Cross in an increasingly competitive humanitarian environment.
Section 2 presents an overview of the findings of review of the XVIII

Inter-American Plan, highlighting the most prevalent and pressing issues affecting the organizational development, strategic and operational positioning and programming response of Red Cross Societies in the Americas.
Section 3 outlines the core principles and undertakings that Red Cross
Societies will emphasize in their work over the next four years as well as the key mechanisms to be used in implementing the 2012-2016 Inter-American Framework for Action.
Section 4 comprises a matrix built around the same planning

architecture as Strategy 2020. It outlines the Frameworks eight strategic directions1, each one responding to a specific sub-theme of Strategy 2020, and describes the enabling actions forming the common conceptual and methodological foundation of the Framework. The matrix also includes expected impact and performance indicators. It seeks to build on existing knowledge and evidence-based practice to ensure coherence and consistency in the way Red Cross Societies interpret and implement the International Federation global strategic framework at the regional and country level.
Section 5 presents a model for monitoring and reporting the most

significant change achieved by Red Cross Societies in advancing the Frameworks strategic directions and enabling actions. This will entail twice-yearly country-level assessment and reporting to Inter-American Regional Coordinating Committee (CORI). The model proposes to consolidate a comprehensive baseline within the first 18 months of the Frameworks lifespan, drawing on early progress reports and the outcomes of Red Cross Society and Secretariat performance assessments provided during the review of the XVIII Inter-American Plan.
1. The matrix presents key elements from Strategy 2020 that relate to each particular sub-theme and strategic direction of the Framework for Action. Enabling actions of the Framework should be read as an extension to those proposed by Strategy 2020, giving emphasis and priority to the common needs and contexts of the region of the Americas.
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02. The Americas
02.
The Americas
An Evolving Context
The Americas is a region of geographic, cultural, social, political and economic wealth and diversity. It is also region of great challenges. Perhaps the most widespread and critical of these is the issue of inequality. While Latin America and the Caribbean continue to show the worlds greatest inequality in income distribution, levels of income inequality in the United States today are running at record levels. In Canada and the United States, over 12% of the population of each country lives in poverty.2 According to the Organization for Economic Cooperation and Development (OECD), the Gini coefficient 3 for the United States rose from 33.7 to 40.8 between 1980 and 2011. Income inequality was already high in the United States in 1980. The levels of inequality seen today in the United States have no parallel anywhere in the developed world.4 Canada is not excluded from this rising global inequality. Income inequality in Canada has increased over the past 20 years, especially among youth, children, the elderly and the disabled.5 Only the richest Canadians have increased their share of national income. This was particularly evident in the 1990s when the income share for the richest Canadians jumped from 36.5 per cent in 1990 to 39.1 per cent in 2000. The average income level of the poorest group of people in Canada rose from 12,400 Canadian dollars in 1976 to $14,500 Canadian dollars in 2009. While the poor did not get poorer according to absolute real income levels, they did get poorer in a relative sense. The gap between the real average income of the richest group of Canadians and the poorest group grew from 92,300 Canadian dollars in 1976 to 117,500 Canadian dollars in 2009.6 In contrast, since 2003, the economy in Latin America and the Caribbean has grown steadily and consistently. Its foreign exchange position, relative low debt levels and well-regulated and solvent financial sector has allowed the regions to successfully confront the current global financial crisis. In addition, both regions have made clear progress in reducing overall poverty and inequality, primarily through increased wage earnings and increased public spending targeting the most vulnerable sectors. This does not, however, hide persistent economic gaps as reflected by the Economic Commission for Latin America and the Caribbean (CEPAL in Spanish)7 in its proposed agenda for the development of Latin America and the Caribbean: Time for equality: closing gaps, opening trails. Nevertheless, there are many reasons to remain cautious. Luis Alberto Moreno, President of the Inter-American Development Bank, states that the outlook for the region remains vulnerable to external factors such as the European
2. The World Fact Book, 2008. 3. The Gini coefficient measures the inequality among values of a frequency distribution such as levels of income. 4. The Conference Board of Canada, A Report Card on Canada, 2012. 5. The Conference Board of Canada, A Report Card on Canada, 2012. 6. Government of Canada Statistics. 2011. 7. CEPAL. Time for Equality: Closing Gaps, Opening Trails. (Santiago de Chile, 2010), LC/G.2432(SES.33/3.
financial crisis, the U.S. fiscal deficit and Chinas economic slowdown,8 which undoubtedly increases the level of future risk in the economic and social development of the region. Throughout the Americas, poverty continues to be one of the regions main challenges. In Latin America and the Caribbean, the average per capita income of households in the wealthiest 10 per cent represents about 17 times that of the poorest 40 per cent.9 Despite the progress, there are still 170 million people suffering from poverty in the region, 70 million of whom are homeless.10 Inequality in Latin America has deep historical roots that have been difficult to eradicate. The differences between opportunities and capacities among social groups have constrained social mobility among the poorest and resulted in the creation of a cycle of trans-generational poverty.11 The countries with the highest inequality in the region (as measured by the Gini index in 2011) were Haiti (59.5), Colombia (58.5), Honduras (57.7) and Bolivia (57.3.2).12 Another critical area of ongoing concern is the situation of women in the Americas. Opportunities to join the formal labour market have not improved over the last twenty years; in fact, they have worsened. The strain of home, childcare, and social and economic pressure as well as tolerated violence reflects womens vulnerability and the inequality of a system that excludes women from the processes of development and forces them into the informal economy. Poverty among women and their economic dependence on men are problems that largely remain to be addressed. Inequalities reinforce womens subordinate position in society and render them vulnerable to many forms of violence. Women who are victims of domestic violence see their income plummet and their childrens school performance suffer. A study of abused women in Managua, Nicaragua, found that abused women earned 46 per cent less than women who did not suffer abuse, even after controlling for other factors that affect earnings.13 Even in cases where the law and the justice system afford women some level of protection against violence, their economic dependency often prevents them from seeking that protection. Furthermore, new problems are arising from the use of information and communication technologies which facilitate certain types of violence against women such as child pornography, sex tourism or trafficking in women and children and make the prosecution of such crimes more difficult, particularly when they occur either across borders or on the internet. Young people also suffer considerable challenges throughout the continent. Their active participation in civil society is limited, unemployment rates remain much higher than those of adults, and the gap that separates the most marginalised 20 per cent from the remaining 80 per cent has not changed significantly over the past 20 years.14 Throughout the Americas, youth are highly exposed to risks such as adolescent pregnancy, road accidents, violence, and sexually transmitted infections. However, progress has been made in the public and political recognition of youth through the creation of government institutions responsible for the development of plans and programs specifically for youth and for facilitating access of young people to decision-making bodies, rights, services and social programmes. These changes represent opportunities to build upon in both programming and advocacy. Despite improvements in social investment and new social programs, another unresolved issue is a social assistance system that continues to offer only limited coverage and not proportionally take into account households with high
8. Remarks by the President of the Inter-American Development Bank, Luis Alberto Moreno, during the presentation of the Annual Report of the IDB 2011. 9. ECLAC, Espacios Iberoamericanos: Towards a New State Architecture for Development (October 2011). 10. ECLAC, Social Panorama of Latin America (2011). 11. Inter-American Development Bank, Poverty Reduction and Promotion of Social Equity (Washington DC, 2003). 12. UN Development Report. 2007. 13. World Health Organization. Violence Against Women (2011), Fact sheet 239. 14. ECLAC, Social Panorama of Latin America (2011).
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02. The Americas
numbers of family members, female-headed homes or farmers who have less access to tax protection. In Canada, the social service net continues to shrink. Over 50 million people in the United States 16.3 per cent of the population are without health insurance, mostly foreign born residents, young adults (19-25 years old) and low income families. Many countries in Latin America have responded to high levels of poverty by implementing new or altering old social assistance programs such as conditional cash transfers.15 The purpose of these programs is to address the inter-generational transmission of poverty and to foster social inclusion by explicitly targeting the poor, focusing on children, delivering transfers to women, and changing social accountability relationships between beneficiaries, service providers and governments. These programs have helped to increase school enrolment and attendance and have shown improvements in childrens health conditions. Transfer schemes, costing about 0.5 per cent of the GDP, are benefiting around 110 million people in the region. The Americas region has experienced the most rapid urbanization in the world in recent decades. A predominantly rural region until 1960, it experienced extremely rapid urbanization rates in the 1970s and reached levels of around 80 per cent in 2010. It is expected that by 2030, about 84.6 per cent of its population will be living in cities. This process of urbanization is exacerbating extreme vulnerabilities such as urban violence, traffic accidents, concentration and proliferation of slum areas and a variety of environmental problems, including a low level of sanitation, pollution of rivers and streams and deforestation.16 The vast majority of countries in the Americas remain particularly vulnerable to natural phenomena of increasing intensity. Earthquakes, drought, floods, hurricanes and volcanic eruptions have been responsible for the loss of about 65,00017 lives and US 20 billion in the last three decades and have affected the lives of more than 15 million people.18 In the United States alone, earthquakes and related flooding have resulted in billions of dollars of damage.19 Recent earthquakes in Chile and Haiti and extended periods of rainfall in Colombia are visible examples of their magnitude; however, these should neither be considered isolated events nor hide the accumulation of events that make this one of the most susceptible and at-risk regions in the world. The 40 million people living in the Caribbean islands are particularly vulnerable to disasters. Anticipated increases in temperature are expected to raise sea levels in the long term. With 70 per cent of the regions population living along threatened coastlines, the consequent destruction of natural habitat and infrastructure through sea level rise and hurricanes is likely to endanger the essence of many of the Caribbean economies tourism and agriculture further increasing already widespread poverty. In several countries in the Americas, even though in recent years there has been stronger legislation and public institutions in charge of disaster risk reduction and environmental issues, public and private management systems on risk reduction and sustainable development are still weak, having very little impact at the local level. Patterns of climate change are contributing to increased vulnerability and risk not only in times of disaster but with relation to real and already existing issues of nutrition, access to safe water and food security and water-borne diseases. Likewise, vector-borne diseases continue to show a significant prevalence and
15. These include Mexicos Progresa Oportunidades, Brazils Bolsa Escola and Bolsa Familia, and Chiles Chile Solidario. 16. Torres, H.G. Inter-American Development Bank, Environmental Implications of Peri-urban Sprawl and the Urbanization of Secondary Cities in Latin America, Technical Notes No. IDB-TN-237. 17. This statistic does not include lives lost during the Haiti earthquake. 18. CRED Annual Disaster Statistical Review 2010: The Numbers and Trends as found on Relief Web (OCHA) filed under EM-DAT, Occasional/ Working Papers. 19. In this specific example, however, this same destruction has been an important stimulus for the economy in affected areas and reconstruction has often resulted in an increase in quality and safety.
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outbreaks associated with climate change are beginning to emerge. Dengue is present in 30 countries; Malaria and Chagas in 21. In matters of health, chronic and non-communicable diseases (NCDs) are the greatest cause of premature death, morbidity and disability on the continent. NCDs cause two of every three deaths in the region, devastating individuals, families, communities and particularly poor populations and represent a growing threat to economic development in the region.20 This situation is further complicated by the increasing inequity in access to health services and positive health outcomes. Increasing numbers of people have limited or no access to health care due to poverty, a weakening of public health systems coupled with an increase in private health care especially in urban area or because of cultural difference, as is the case in countries with a higher proportion of indigenous populations. Sexual and reproductive health problems represent 20 per cent of the total disease burden of women and 14 per cent of men across Latin America and the Caribbean. Average maternal mortality is 140 per 100 thousand live births, with the risk of perinatal death in Latin America and the Caribbean three times higher than in the US or Canada. Teenage pregnancies continue to increase, with one of every three adolescent women having at least one child. HIV continues to disproportionately affect specific key marginalised populations throughout the Americas, such as men who have sex with men, sex workers, transgendered persons and injecting drug users. The Caribbean remains the second most HIV-affected region in the world after sub-Saharan Africa. In 2007, an estimated 230,000 people were living with HIV. Statistics show that in 2009, an estimated 17,000 new people became infected with HIV, and approximately 12,000 died of AIDS.21 Socio-economic inequities have an impact on HIV progression: a person with poor nutrition and poor health often has a weaker immune system, so he or she may be less able to fight infection. Women are also increasingly facing rising infection rates fueled by gender inequality. The main mode of HIV transmission in Latin America and the Caribbean is unprotected heterosexual intercourse, paid or otherwise. However, sex between men is also a significant factor in the epidemic. Sex workers, including male and transgender, are another group particularly vulnerable to HIV infection. Often stigmatized and suffering from social and institutional harassment, they are not easily reached by specific prevention campaigns. Violence in all its forms is on a spiralling increase in the region. Considered by the Pan American Health Organization as the social pandemic of the twenty-first century, the struggle against violence is an unavoidable issue for the region. Social inequality and social exclusion are considered major causes of violence in Latin America and the Caribbean. Residents in socially excluded communities cannot depend on those institutions designed to protect them, and violence becomes one of the only available options to seek out justice, security and economic gain.22 During the period of 2004-2009,23 four of the five most violent countries in the world were in the Americas. Of particular concern is the increase in human trafficking and the illicit drug trade on the continent and their link to escalating violence, family displacement and human suffering. The American continent is home to 27 per cent of migrants in the world. 24 According to the International Organization for Migration, issues such as
20. Beaglehole, R., et al. Priority Actions for the Non-communicable Disease Crisis. Lancet 377 (2011): 143847. 21. UNAIDS: UNAIDS Report on the Global AIDS Epidemic. 2011. 22. Berkman, H. Social Exclusion and Violence in Latin America and the Caribbean. InterAmerican Development Bank (Oct.2007): Research Department Working Paper 613. 23. Geneva Declaration on Armed Violence and Development, The Global Burden of Armed Violence (2011). 24. UN DESA, Population Division, Trends in International Migrant Stock: The 2008 Revision (2009). POP/DB/MIG/Stock/ Rev.2008); IOM, World Migration Report 2010.
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02. The Americas
natural disasters and climate change contribute to an increased movement of populations, with one in five migrants being children or adolescents.25 Migrants whose intent it is to settle in other places are often subject to discrimination, violence and lack of access to social services. Migration betweencountries is becoming a significantchallenge as it affects the continuity of health care provision and management of communicable diseases through immunization programmes, prevention education and treatment continuity. It is also vital to consider the impact migrants have on their home communities as well as on host communities.
Trends in Development Cooperation

Since its emergence in the 1950s in Latin America and during the independence era of the majority of countries in the Caribbean in the 1960s and 1970s, the official development cooperation in the region has been characterized by the support of Canada and the United States along with the European Union as the major donors in the continent. It should be noted that while Latin America and the Caribbean have benefited from this financial and technical cooperation, donor countries have also benefited from these policies of cooperation by sharing experiences and learning that have undoubtedly contributed to their own national development. Economic growth in the countries of the Americas within the current overall context of the global financial crisis is having an influence on the financing and development of cooperation policies in the region. A new outlook is developing that will have a bearing on the way cooperation will be carried out in the future. For the moment, the emerging economic situation of Latin America and the Caribbean has allowed the region to leave behind the debt crisis that has kept economic development handcuffed for over 20 years. The success of economic growth, the prospects for future growth and openness to foreign trade in some countries has led to a dramatic growth in foreign direct investment (FDI). Similarly, countries that have focused on the development of domestic industry have shown significant progress in economic matters. This has meant that official development assistance has steadily declined with the exception of some countries in the Andean region, Central America and the Caribbean, such as Bolivia, Honduras, Nicaragua, Haiti and Suriname, where bilateral foreign aid remains an important financial element at the national level.26 Another key contributing factor in the changing development cooperation environment has been the gradual implementation of fiscal constraints and austerity measures in donor countries, resulting in significant cuts in aid. It is very probable that Latin America and the Caribbean will be the regions most affected by these cuts given their positive economic and private investment figures. Although some regional entities like the European Commission have made a commitment to maintain or increase their efforts in the region,27 cuts by individual country are already evident and will be difficult to offset. Traditional donors like the United States, Spain, Canada, Japan, Netherlands, Germany and Italy have refocused aid towards specific sectors or countries, while others, such as the United Kingdom, Sweden and Denmark, are gradually phasing out aid altogether. Furthermore, multilateral agencies are also suffering from a reduction in their budgets for development cooperation.
25. ECLAC with UNICEF, Children and International Migration in LAC (2010). 26. Sanahuja, J. A., Entre los Objetivos de Desarrollo del Milenio y la Cooperacin Sur-Sur: Actores y Polticas de la Ayuda al Desarrollo en Amrica Latina y el Caribe. (Universidad Complutense de Madrid, 2011). 27. The EU made a commitment to maintain or even increase their development aid for the region until 2013 (see regional and national strategy 20072013 documents). However, the new structure proposed by the Treaty of Lisbon will have a strong influence during the negotiations of financial prospects for the 2013-2020 period. Gavas, M. Financing European Development Cooperation: The Financial Perspectives 2014-2020 ODI (Nov. 2010).
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These macroeconomic figures unfortunately hide aspects where the region has not been able to progress in a positive manner. Inequality in the region continues to be the highest in the world and violence is still prevalent, aspects that risk going unnoticed due to the reduction of development aid. On a more positive note, new countries are emerging showing interest in development aid and humanitarian action. Countries such as China, Brazil, Mexico, Australia, Iran, and Russia have increased their involvement in funding through respective government counterparts and international organizations. Another element is the increasing impact of the private sector in the area of development aid. For example, Business Social Responsibility (BSR) has consistently risen throughout the Americas over recent years. This has been mostly due to consumers movements, a change of vision in business leaders, the development of social public policies and governmental factors.28 As a result, CEPAL considers the promotion of BSR as a fundamental mechanism to better integrate economic and social concerns in the region.29 There are an increasing number of local networks that bring together organizations and companies willing to collaborate. The Regional Support Centre for Latin America and the Caribbean acts as a liaison for all these networks, each one with over one thousand members. This strong trend was confirmed during the Inter-American Conference on BSR organized by the Multilateral Investment Fund (MIF) of the Inter-American Development Bank in Paraguay in 2011. Private Foundations provide funding and support for innovation and mobilization of NGOs (international and local) in many program areas. The top five foundations in the United States alone manage over 70 billion dollars in assets.30 There are several other key elements to cooperation other than the financial that present challenges as well as offer opportunities to the Red Cross in the Americas. Cooperation agreements with other humanitarian and development agencies, intergovernmental and civil society organisations are essential if Red Cross Societies aim to be proactive and relevant. Memoranda of Understanding between the International Federation and the Pan American Health Organization (PAHO), the Association of Caribbean States, CDEMA, CEPREDENAC and CAPRADE, among others, are decisive examples of such agreements, as are partnerships and alliances established between Red Cross Societies and civil society organisations such as Networks of People Living with HIV and Most at Risk Populations (MARPS) at the regional and country level. The challenge posed by Strategy 2020 for Red Cross Societies to expand their development work will require a deepening and broadening of such cooperation. Red Cross Societies must work more closely with academic and research institutions in order to be continuously up-to- date on trends and new thinking so as to influence national, regional and global agendas in our areas of humanitarian diplomacy influence. Finally, it is critical that that Red Cross Societies and the Red Cross Red Crescent Movement as a whole reflect on and determine how we will work in disaster and crisis response in the current changing environment with an ever increasing military role in times of disasters, an increasing presence of private sector in humanitarian affairs and an increasing role of government agencies dealing in and leading humanitarian efforts. Ensuring humanitarian access to assist the most vulnerable becomes paramount as both domestic and foreign military carrying out humanitarian tasks potentially compromise Red Cross Red Crescent humanitarian principles.
28. Desafos de Amrica Latina en Materia de RSC. The Economist (Sept. 2011). 29. CEPAL and GTZ, Responsabilidad Social Corporativa en AL: Una Visin Empresarial (April 2004). 30. The 5 Wealthiest Private Foundations. Financial Edge ( 17 Sept. 2010). http:// financialedge.investopedia. com/financial-edge/0910/ The-5-WealthiestPrivate-Foundations. aspx#ixzz1mqSUTeiy.
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02. The Americas
This general outlook not only entails a challenge for the regions Red Cross Societies, but also provides an ample framework of opportunities to explore and take advantage of: With the global goal of doing more, doing better and reaching further, Red Cross Societies will have to face the challenges of increasing efficiency, innovative development of proposals and comprehensive initiatives, diversifying their funding sources particularly at the local level and increasing levels of accountability. The current situation in the region offers a myriad of opportunities to explore. Growing public investment in social programs as well as the increase of national and foreign private investments brings new resources into the framework of corporative social responsibility. Therefore, Red Cross Societies will have to be capable of drawing upon those resources and make the most of their auxiliary role to the public offices. In the current context, horizontal cooperation becomes even more relevant. Red Cross Societies must be capable of understanding and learning from the opportunities offered by emerging coordination mechanisms such as UNASUR31 and CELAC32, as well as those already in existence such as OAS, ACS, CAN, Mercosur and CARICOM. These mechanisms will allow the coordination of common initiatives in conjunction with the public and the private sector. Red Cross Societies have the opportunity to increase their profile to show their unique standing as actors with local, regional and national capacities. Red Cross Societies will have to demonstrate their capacity to work on risk prevention, preparedness and immediate response, and, as a result, be able to influence public policies in large international, regional, national and local fora. In an environment where available resources are diminishing and where coordination and cooperation within the Movement is increasingly a necessity, Red Cross Societies need to strengthen their collaboration mechanisms and fora to exchange information and to unify planning to facilitate an integrated process that improves the impact of Red Cross actions in the region.
31. Union of South American Nations. 32. Community of Latin American and Community States.
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03 The Red Cross environment
03.
The Red Cross environment

The findings of the review of the XVIII Inter-American Conference Plan conducted from May to October 2011 clearly show that positive and measureable progress has been made against many of the targets of the Guayaquil 2007-2011 Plan.33 What is striking is how unevenly that progress is distributed, not only between National Societies, but in terms of the breadth of actions addressed and overall depth of response. Of the 21 Red Cross Societies that completed the reviews self-assessment, only seven (33 per cent) reported a majority of the Plans actions as either integrated or in process of consolidation within the overall function or programming of the organization. Four indicated an overall status of on-going consolidation or limited but progressive response (19 per cent); six as limited but progressive response or emerging action (29 per cent); and the remaining four as either emerging action or still to be addressed in a substantive manner (19 per cent).34 The composite weighting of assessments clearly falls in positive territory, reporting a median of limited but progressive response to the Plan across all 21 Red Cross Societies. The most developed and consistently widespread outcomes were reported under eight of the Plans 16 objectives.35 These correspond with community disaster reduction and disaster management; social mobilization in health; empowerment of vulnerable communities; reducing discrimination and promoting respect for diversity; dissemination of Red Cross Movements Fundamental principles and humanitarian values; performance management and accountability; and Movement cooperation. It is important to note that while there have been concrete advances made in each of these areas, certain actions proposed under each objective are still to be dealt with in a substantive manner. Responses to the remaining objectives of the plan range from limited but progressive to emerging or still pending a substantive response. Overall progress in leadership development, communication and advocacy and resource mobilization are the most notable areas that fall into the latter category, along with work in favour of vulnerable migrants and internally displaced communities. This illustrates the degree of unevenness of certain action in the overall response to the Plan. A core of Red Cross Societies in the region has achieved significant outcomes in one or more of the above areas. For example, gains have been made in
33. The Review involved the administration of two surveys built around a core of 82 indicators derived from the 2007-2011 Inter-American Plan one canvassing IFRC Secretariat perspectives of the status of the Plans implementation (primarily Zone and Regional Representative Offices) and the other National Society self-assessments as to how well the Plans actions had been addressed and integrated within standard Red Cross programming and service areas. The selfassessment was sent to all 35 Red Cross Societies of the Americas in each of the six IFRC Zone sub-regions: North America and Mexico, Central America and Panama, Latin Caribbean, Englishspeaking Caribbean, the Andean countries, and the Southern Cone and Brazil. 21 Red Cross Societies completed the survey, the lowest response being from the Latin Caribbean (33%) and the highest from Central America and Panama (83%). Response rates for the remaining sub-regions were: Andean countries (80%); North America & Mexico (66%), Southern Cone and Brazil (60%), and the Englishspeaking Caribbean (46%). 34. These results are largely consistent with assessments obtained through the Secretariat survey, although presenting a slightly higher proportion of Red Cross Societies reporting responses as majority Integrated or consolidating (28.5% compared to the Secretariats 22.5%) and a slightly lower proportion reporting little or emerging responses (38% compared to 47.5% reported in the Secretariat survey). 35. These were areas where a majority of responses were assessed as either limited, but showing progressive advance or under consolidation.
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promoting Red Cross Youth within branch governance in Central America and Panama; innovations have taken place in beneficiary communication in Haiti; support has been mobilized from the corporate sector for HIV prevention in Trinidad and Tobago and Argentina; and National Society-led work has taken place with vulnerable migrant communities in North America and Mexico, the Latin Caribbean and Andean regions. In spite of this, the overall response is largely at best emerging. Similarly, greater collaboration with public authorities, the private sector and civil society in joint initiatives in the context of the Millennium Development Goals (objective 16 of the XVIII Inter-American Plan) has experienced only marginal advance, if any at all. Some of these actions clearly represent new areas of work for many Red Cross Societies, such as addressing issues of migration and violence prevention or responding to emerging health challenges such as Avian and Pandemic influenza. Other actions, however, relate to targets that have been present in several Inter-American Plans or reflect intrinsic capacities and competencies normally expected of well-established programmes and services. It is surprising that support for the adoption of international disaster law is still reporting limited advance in spite of having been on the Inter-American agenda for the past decade. Equally surprising is that contribution to the development of public health policy or technical strengthening of regional DRR coordinating structures is not more widespread or embedded within Red Cross Society programming. The same can be said with regard to expected improvements in resource mobilization and performance management. While a general explanation for this can be found in the reported constraints affecting Red Cross Society response namely insufficient human resources at Headquarters, lack of untied funds and the absence of necessary partnerships this falls short of explaining the lack of greater generalized advance in areas where dependency on financial resources is less of an issue. The promotion of youth leaders within local and national Red Cross governance bodies and the broader engagement of Red Cross Youth and vulnerable young people in DRM activities are two salient examples, as are the uptake of benchmarking, peer review and knowledge sharing as standard practices in performance management. While each of these require a certain investment of time and human resources whether by providing mentoring or setting up basic management systems it seems unlikely that this is the main barrier. An alternative interpretation is that the primacy of historic priorities, largely unchanged programmatic structures and embedded ways of working are in fact working against National Society interests in advancing action in areas that fall outside the existing schema. Although informed by the outcomes of the Secretariat survey, interviews with Movement members and review of selected case studies, the self-assessments provided by Red Cross Societies provide the deepest insight, and while these clearly highlight common successes over the past four years, they also show that National Societies are still working through a considerable agenda of issues and need for reform, of which the following are perhaps the most pressing:
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03 The Red Cross environment
Priority issues facing Red Cross National Societies

Leadership renewal (addressing generational divides; setting leadership targets to ensure greater representation of social and cultural diversity in management and governance; strengthening Red Cross sectoral leadership). Pushing forward sectoral integration in programme planning, funding and delivery (particularly in terms of carrying efforts through to community level). Breathing life into volunteering (increased efforts to protect, retain, and diversify by strengthening recruitment at the community level along with more decisive engagement with higher education and the private sector; strengthening the valuing and recognition of voluntary service). Modernizing resource mobilization (prioritizing resource mobilization and fund raising, co-opting external expertise, aggressively pursuing partnerships, maximizing existing opportunities through better integrated planning and programming, innovation and commercialization; promoting a culture of entrepreneurism). Expanding new platforms for youth action (environmental education and climate change adaptation, violence prevention and urban risk); promoting expanded roles for young people in mainstay DRM and Health responses. Strengthening mechanisms for working together by working in concert with the IFRC Secretariat and Movement actors, promoting cooperation between Red Cross Societies and pursuing increased peer-to-peer learning; consolidating existing networks and promoting multi-lateral thematic working groups. Strengthening and broadening partnerships with research bodies and organizations engaged in the capture and management of strategic information (focusing on tracking humanitarian trends and shifts in Official Development Assistance). Substantially ramping up efforts in communication for change, including use of social media and new 3G and 4G telecommunications technologies, emphasizing public relations and monitoring of institutional image and impact of campaigns. Substantially strengthening collective advocacy and action (as part of the Red Cross Movement and with external actors, particularly UN agencies, multi-lateral funding facilities and INGOs with regional presence/reach). Continuing to promote and support the uptake of results-based planning and management; institutionalizing best practice in learning and knowledge management (becoming true learning organizations). Changes are required in the way the Red Cross Societies work in order to keep pace and maintain influence within the changing humanitarian and cooperation contexts described previously. There is a need to enhance Red Cross Society leadership and promote recognition of the Red Cross as a leading inspirational humanitarian organization in its auxiliary role to government. A concerted effort is required so that the estimated 5,000 local branches and chapters of the 35 Red Cross Red Crescent Societies in the Americas are prepared and ready to respond to: i) the humanitarian implications of external trends, development needs and challenges; ii) fundamental changes in the nature and structure of the humanitarian sector; and iii) internal pressures and challenges such as leadership, integrity, accountability, performance, volunteers and resource mobilization.36 Red Cross Societies must be visible and respected throughout their country with government, the private sector and communities. They must be influential in advocating reducing vulnerability, and recognised by decision makers. Red Cross Societies must be leaders through organizing and coordinating with others to respond to vulnerability through proactive preparedness.
36. All of these issues are presented in detail and by Red Cross Society in The Future of the Red Cross in Latin America and the Caribbean: The Challenges of Risk Management and Social Cohesion. (Universidad Complutense de Madrid, (2007).
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04. How we will work
04.
How we will work

Strategy 2020 proposes that in moving forward to do more, to do better and reach further, Red Cross Societies must also work differently. Red Cross Societies in the Americas recognise this and accept that responding to the aims and enabling actions of Strategy 2020 requires a progressive transformation in the way that work is conceived and conducted. Integral to this is how well Red Cross Societies are able to manage two key changes: i) to move away from isolated programme-based approaches to more integrated ways of working; and ii) to modernise their organizations, addressing important issues such as strengthening leadership capacity in advocacy and management, promoting and consolidating voluntary service, improving efficiency and accountability, and developing reliable core funding that guarantees greater financial independence from donor pressures and interests. Another key imperative for such change is the planned, progressive decentralization of agreed programme responses from Red Cross Society headquarters to local branches that are capable and ready to assume such roles and responsibilities. A similar process will be initiated by the Federation Secretariat, progressively transferring zone or subregional responsibilities to Red Cross Societies which have the capacity to lead and coordinate the support and advance of work in given fields. Red Cross Society leadership will pave the way in addressing these challenges, facilitating progressive changes within their organizations to ensure that the Red Cross Movement in the Americas remains influential with government, the private sector and civil society, and innovative by delivering relevant, quality services to the most vulnerable in their communities. In conjunction with the strategic directions and enabling actions outlined in the matrix of the Inter-American Framework for Action, the following elements describe the core principles and undertakings that Red Cross Societies will emphasize in their work over the next four years.
A Values and Learning-Based Organisation

1. Red Cross Societies in the Americas recognise that individuals and communities living in situations of vulnerability and risk are the principal actors in their own development and that their meaningful participation in all Red Cross programmes is an inherent right. Similarly, Red Cross Societies in the Americas are the principal Movement players in their own territory and must therefore determine the strategies, programmes and projects to be implemented in their countries.
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Red Cross Societies will work with integrity in all its forms (financial, programmatic, and political). Red Cross Societies will account for what they do and ensure that all their actions actively promote a culture of non-violence, respect for diversity and commitment to a culture of peace. Youth will be key agents for change within our Red Cross internal structures as well as in their respective communities. They will be provided with opportunities to innovate and develop leadership skills. Red Cross Societies will capitalize on the experience of their leaders in working toward a transition in Red Cross Society leadership at all levels, seeking better diversity and representation in their membership and the communities with which they work. Red Cross Societies recognize that systemic gender inequality remains one of the leading constraints on economic growth and human development in the region, and efforts will be increased to ensure that all Red Cross Society actions, whether internal to their organizations or in their work with communities and others, are founded on a systematic analysis of gender and a commitment to assure equitable benefit and participation of all people regardless of their gender, gender identity or sexual orientation. Red Cross Societies will measure their progress in terms of numbers, activities and opportunities to substantially grow their voluntary service. They will emphasize formalizing the status, rights and duties of volunteers within their statutes and constitutions along with strengthening and diversifying their volunteer base, ensuring that such capacity is integrated in domestic emergency response as well as broader Red Cross humanitarian action. Red Cross Societies will work with government to ensure Red Cross alignment with national volunteer management and protection policies. Red Cross Societies will encourage shared responsibility between participating Red Cross actors in all initiatives and monitor progress annually in keeping with the principles of the Code of Good Partnership. Red Cross Societies will build their competence and knowledge of key areas of humanitarian concern and carry this through in their advocacy to governments and other external partners. Red Cross Societies will actively support and contribute to global and regional e-learning and knowledge sharing platforms, including review and optimization of existing reference centres, shared learning and peer support mechanisms.
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Greater Impact
12. Red Cross Societies will strive to provide integrated services in all their work at all levels, emphasizing the strengthening of Red Cross capacity at the local level in order to deepen the reach and coverage of the most vulnerable. Red Cross Societies will sharpen their Humanitarian Diplomacy, aligning their actions with global IFRC strategies to forge and strengthen strategic partnerships and address key trends and emerging issues. They will strive to increase their profile and influence in their respective countries and be seen as preferred partners based on evidence-based performance and capacity. Red Cross Societies will obtain concrete advocacy results, including the strengthening of laws, policies and procedures in the interest of vulnerable people.
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Red Cross Societies action will build community resilience. Red Cross Societies will strive for greater impact in all their community work by giving greater emphasis to livelihood development and improving the overall well-being and protection of the communities they work with.
Increased Efficiency, Sustainability and Accountability

16. Red Cross Societies recognize that modernization of current structures at national and local level is an urgent priority if they are to remain relevant and ensure their position as key partners known for their high standards of performance and capacity in providing services to the most vulnerable. Red Cross Societies recognize the intrinsic value and importance of working under harmonized approaches and will ensure their services are delivered in full accordance with Federation-wide strategies, frameworks and Movement policies. They will implement, to the best of their ability, Council of Delegates and International Conference Resolutions and Pledges, and by reporting the status of progress, contribute to shaping the agendas of the 2013 Council of Delegates and 32nd International Conference. Red Cross Societies will systematically monitor and evaluate their practices, procedures and systems and ensure action to modernize and improve performance wherever needed. They will enhance overall quality management of their actions by pursuing national accreditation and certification where appropriate, along with using peer review and sectoral benchmarking. Red Cross Societies will systematically monitor and report on the impact of all their interventions, paying greater attention to building capacity in critical reflection and analysis (with the community for the community) and socializing learning among all partners. Red Cross Societies will take advantage of programming and funding opportunities but will not be driven by them. Red Cross Societies will optimize the use of Movement resources and build upon strengths to enhance resource-sharing and long-term sustainability of their actions. Guided by IFRC policies on resource mobilization, Red Cross Societies will work to diversify and strengthen their resource base, ensuring at a minimum a more strategic use of established funding sources through increased integrated programming. Red Cross Societies will use innovative developments in technology that fall within their capacity, especially for public communication, information sharing, social networking and changing behaviours. Red Cross Societies will respect and strive to fulfil their obligations under all relevant global frameworks such as Hyogo and the Millennium Development Goals.
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Partnering with others

25. Red Cross Societies will enhance Movement Cooperation to respond to their national strategic and operational plans through continued strengthening of Movement coordination mechanisms at country, sub-regional and regional levels, using this as a means to ensure greater complementarity and
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coverage of Red Cross responses, capture and sharing of knowledge and experience, and increased engagement with external humanitarian actors. 26. Adhering to Red Cross Red Crescent Fundamental Principles and Movement statutes and policies, Red Cross Societies will cultivate strategic relationships with civil society, government, research and academic institutions, the private sector, multilateral donors, and the UN sub-regional system, emphasizing the role of the Red Cross in providing neutral, impartial and independent humanitarian services. Red Cross Societies will actively participate and lead, where pertinent, in local, national and regional platforms.
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In keeping with the above elements, Red Cross Societies commit to working in close coordination in a spirit of cooperation with all Movement actors. For its part, the IFRC Americas Zone and Regional or Country Offices will make all efforts to provide Red Cross Societies with a coordinated and supportive environment, one which will assist them in exploring productive and creative partnerships that contribute toward their development and help meet their individual needs. Similarly, the International Committee of the Red Cross will continue to support Red Cross Societies in its areas of expertise and complement the plan activities of each national society. In addition to existing global and regional alliances, regional networks and other forms of cooperation, the following mechanisms promoted by the Federation will be used in implementing the Inter-American Framework for Action in support of National Societies.
Centres of Reference
The term Centre of Reference refers to an arrangement whereby a Red Cross Society in partnership with the Federation Secretariat provides materials, documentation and expertise to the membership as well as acts as a platform for innovation and an exchange of knowledge, learning and practices.
Thematic Centres
Over the past decade, certain Red Cross Societies have emerged with particular expertise in key issues such as HIV and AIDS, shelter, search and rescue, urban risk, climate change, or migration. The IFRC Americas Zone, Regional Representative Offices and ICRC seek to coordinate with Red Cross Societies demonstrating a particular expertise to take the lead as conveners, coordinating the creation and development of reference and training materials, enhancing capacities and developing higher quality standards that lead to positive impacts for communities and their members. Together with the IFRC Secretariat, the ICRC will support such initiatives in its own areas of expertise, such as re-establishing family links and promotion of International Humanitarian Law, among others.
Cooperation between Red Cross Societies

Red Cross Societies within the zone are well positioned to share experience and lessons learned and provide dedicated support to their fellow Red Cross Societies in helping build capacity and professionalism. The IFRC Americas Zone and Regional Representative Offices will support and promote sustained cooperation among Red Cross Societies, allowing staff with experience and knowledge from one Red Cross Society to assist others in strengthening existing programming as well as respond to emerging humanitarian trends and innovation.
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Specialized Learning
The IFRC and national societies will look for private or academic entities willing to contribute their time and expertise of tailor-made support for Red Cross Societies with short-term training in regard to certain specific matters such as office management or best practices in accounting.
National and Local Platforms

The IFRC and National Societies will work on encouraging improved coordination with national and local level partners, expanding Red Cross Society capacity for advocacy and participating in policy development and reform on relevant issues.
Movement coordination
The IFRC, ICRC and Red Cross Societies are jointly mandated to ensure effective Movement coordination throughout the region and do so through promoting and facilitating coordination mechanisms such as tri-partite and bi-lateral cooperation agreements, regional and sub-regional Movement coordination meetings and collective opportunities to present and share learning. This role also extends to coordinating common positions with the ICRC on issues of mutual interest such as humanitarian access, safety of staff and volunteers, Movement acceptance and image, Red Cross Society legal base and cooperation with actors external to the Movement. IFRC and Red Cross Societies will partner with the ICRC on areas of shared mandate or with complementary roles in emergency preparedness and response and migration.
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05.
Inter-American Framework for Action Matrix

See tables on following pages.
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STRATEGIC AIM 1: SAVE LIVES, PROTECT LIVELIHOODS, AND STRENGTHEN RECOVERY FROM DISASTERS AND CRISES
Theme 1: Preparing and responding to disasters and crises Enabling actions
BuILdIng Strong red CroSS SoCIetIeS Ensure existing structures internal systems and procedures are conducive to the implementation of Strategy 2020, emphasizing greater integration of actions in health (in all its forms), water and sanitation, housing, food security, nutrition, and livelihoods in all stages of disaster and crisis preparedness, readiness and response in line with existing Humanitarian Standards Integrated sectoral approaches are evident in all Red Cross Society disaster and crisis preparedness, readiness and response programming . Integrated community assessments and planning are incorporated into all Red Cross Society community-level programming related to disaster and crisis preparedness, readiness response and recovery. Local and national early warning systems are established as an element of broader community action in disaster and crisis preparedness, readiness and response. National Society response to disasters and crises are more environmentally friendly. Better Programming Initiative (BPI) assessments and Safer Access measures to respond to potential situations and/ or existing violent situations have been integrated in Red Cross Society preparedness, readiness, emergency, response and recovery actions. Social media and other digital technologies are used as appropriate in all Red Cross Society disaster and crisis programming with special attention on beneficiary communication.
Strategic direction
Expected impact
Indicators
Inter-AmerICAn FrAmework For ACtIon
Red Cross disaster and crisis actions are founded on the Movements Fundamental Principles and commitment to programme integration, sectoral coordination and community participation.
Comprehensive, timely, and efficient provision of services during disasters and crises that addresses relevant needs of beneficiaries (water and sanitation, health, livelihoods, food security, shelter, restoring family links)
StratEgy 2020 guIdAnCe
Communities as active partners in preparedness, readiness and response to disasters and crises
Humanitarian assistance and protection must be appropriate to needs identified through timely and specific assessments. It must be sensitive to culture, gender, age and other socio-economic considerations.
Improved accountability of Red Cross Societies for the services and initiatives provided to communities during preparedness, readiness and response to disasters and crises
Implement comprehensive, sectorally integrated community assessments for all preparedness, readiness and response interventions (VCA, CBHFA, PHAST, PASSA, BPI), ensuring that communityidentified needs of the most vulnerable (including issues of stigma, discrimination and gender-based violence) are clearly addressed in all resulting plans and actions. Build community capacity to identify, plan and implement actions designed to reduce vulnerability, including the establishment of community-managed early warning systems to enable quick response to different types of hazards and minimize the impact of disaster and crisis (health crises, population movement, violence, food insecurity). Map current green response initiatives and prioritize those that can be further improved to become more environmentally sustainable. Increase knowledge on Better Programming Initiative (BPI) and Safer Access framework and include such approaches at all times.
Assistance must be provided first to the most vulnerable people and delivered in a way that respects their dignity.
National legislation and policies developed and adopted by Government that facilitate domestic and international disaster and crisis response actions
Systematic disaster and crisis management starts with early warning and preparedness for early action.
Improved security and safety of Red Cross human, technological, physical and material resources
Strategic direction
Scale-up the use of social media and other digital technologies to increase efficiency, raise awareness, share ideas and mobilize action in preparedness and response. Increase Red Cross Society knowledge and skills in disaster laws and use this capacity to increase National Society access when disasters or crises occur.
Expected impact
Enabling actions
Indicators
Full recognition by governments, civil society organisations and the private sector of the auxiliary, yet neutral, independent and impartial status of Red Cross Societies and respect for their role in times of disasters and crisis HumAnItArIAn dIPLomACY In accordance with Movement standards, work with government to strengthen their legal base in disaster laws, and through this relationship, bolster the Red Cross auxiliary role in domestic law, recognizing the duty of Red Cross Societies to abide by the Movements Fundamental Principles and enshrining Red Cross access to the most vulnerable and affected communities during emergency, response and recovery operations. Advocate with government to ensure that vulnerabilities resulting from climate change, urban risk, violence and migration are reflected and appropriately addressed in national disaster and crisis management plans, policies and funding mechanisms. Actively participate and continue to provide leadership in regional and sub-regional disaster and crisis coordination mechanisms and national platforms (OAS, CAPRADE, CEPREDENAC, CDEMA, and REHU). Advocate with government to advance national normative frameworks that facilitate and regulate both domestic and international disaster relief and initial recovery assistance.
Red Cross Societies disaster and crisis response includes providing essential health, prevention and care and psycho-social support, food and nutrition, water and sanitation. Red Cross Societies also help restore family links, and as agreed within the humanitarian system, lead the coordination of emergency shelter.
Guaranteed Red Cross Society access to the most vulnerable and affected communities during disaster and crises during the emergency response and recovery phases
Red Cross Societies will emphasize the importance of national and international legal preparedness and cooperation and promote pre-disaster arrangements that facilitate and regulate international assistance.
Green response initiatives developed an incorporated into the Red Cross activities in disaster preparedness and response.
Progressive advance occurs in formalizing Red Cross auxiliary status in domestic law and relationship with government authorities to ensure Red Cross access to the most vulnerable and needy during disaster and crisis response and recovery phases, guaranteed within national laws and local regulations according to disaster and emergency management protocols and systems. National disaster and crisis management capacities, plans and frameworks encompass response to risks and vulnerabilities associated with climate change, urban risk, violence and migration. Demonstrated Red Cross leadership in regional and national disaster and crises management coordination fora and platforms. Progressive advance in the development and adoption of national, sub-regional and regional legal instruments which address aspects of the IDRL Guidelines.
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Strategic direction
FunCtIon eFFeCtIVeLY AS tHe IFrC Foster greater sharing and learning between Red Cross Societies through collaboration with the IFRC initiatives and IFRC Secretariat in mapping existing strengths, capacities and good practices in disaster and crisis preparedness, readiness and response in the Americas. In collaboration with Movement partners, develop mechanisms to ensure that all Federation and Red Cross actions in country adhere to established Movement policies and positions and are properly coordinated and articulated with those of other responders in a given emergency situation (including national and non-national military). Clear and effective mechanisms exist to ensure that Federation and Red Cross Movement actions in a given emergency situation are properly coordinated and articulated with those of other responders. Development of a centralized data-base, documenting existing strengths, capacities, good practices and analysis of trends in disaster and crisis programming as part of a broader Red Cross knowledge sharing and learning strategy.
Expected impact
Enabling actions
Indicators
Theme 2: Recovering from disasters and crises Enabling actions

BuILdIng Strong red CroSS SoCIetIeS Strengthen technical skills and practice in holistic and environmentally sustainable approaches to recovery, including the application of normative and operational frameworks and use of evidencebased methodologies and tools in shelter, livelihood restoration and psychosocial support, among other recovery interventions. Increase community understanding and awareness of recovery processes, emphasizing that well being, self protection, social protection, livelihoods and restitution of citizens rights are critical to effective recovery. Strengthen Red Cross capacity in training and provision of psychosocial support to ensure the availability of such services to communities and first responders affected by disasters and crises. Progressive development of Red Cross expertise and capacity in holistic and environmentally sustainable approaches to recovery. Increased Red Cross Society action at national and local levels in communitycentred and community-managed recovery, including promotion of sustainable natural resource management. Psychosocial support is an integral component of Red Cross Society recovery actions, including provision of such services to first responders.
Strategic direction
Expected impact
Indicators
Red Cross Societies will strive to improve the living conditions and social functioning of affected communities through providing integrated interventions that support community-centred and community-managed recovery and sustainable development.
Holistic and environmentally sustainable approaches to recovery are integrated in all stages of Red Cross disaster and crisis preparedness and response
Red Cross Society recovery interventions (Building Back Better) leading to improved and sustainable living conditions and social functioning of communities affected by disasters and crisis (overall situation in respect to health, water and sanitation, shelter,
Strategic direction
HumAnItArIAn dIPLomACY Actively participate and continue to provide leadership in regional, national and local coordination platforms whose mandate includes early and long-term recovery from disasters and crises, ensuring clarity as to the specific sectors of Red Cross intervention. Demonstrated Red Cross Society contribution to promoting the equal status of recovery and response interventions within national disaster management and recovery plans, policies and funding mechanisms. Demonstrated Red Cross Society contribution to strengthening national capacity in recovery in conjunction with government and other key stakeholders. Demonstrated Red Cross leadership in regional, national and local coordination platforms dealing with early and long term recovery from disaster and crisis.
Expected impact
Enabling actions
Indicators
food security, preparedness, livelihood and psychosocial well being).
Red Cross recovery efforts aim to prevent further damage and loss, repair essential services, protect health, provide shelter and psychosocial support, restore livelihoods, and enhance food security. Advocate with government to ensure that recovery efforts in shelter, restoration of livelihoods and access to essential services are afforded equal status to response within government disaster management and recovery plans, policies and funding mechanisms, focusing particularly on measures of mandated responsibility, resource allocation and adherence to established standards, policies and practice, including participation of affected communities in decision making. Advocate for well-prepared regulatory frameworks for post-disaster shelter that promote speedy, fair and just housing solutions for displaced persons. Contribute in conjunction with government and other key stakeholders to the development of national norms, standards and technical certifications in early recovery, ensuring community participation and use of local knowledge.
Increased coverage, effectiveness and efficiency of Red Cross recovery efforts are delivered in coordination with external actors.
Recovery is carried out in such a way so as to rebuild more inclusive societies and reduce vulnerability to future threats. Thus, recovering communities are made safer than before.
FunCtIon eFFeCtIVeLY AS tHe IFrC Collaborate with Movement actors with the technical knowledge, skills and support to identify, mobilize resources and, manage transitions from relief to recovery, ensuring that recovery planning is carried out parallel with relief activities and properly monitored. Increased evidence-based learning and knowledge-sharing between Red Cross Societies leading to strengthened peer capacity in planning and managing transitions from relief to recovery.
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Theme 3: Our disaster management system Enabling actions

BuILdIng Strong red CroSS SoCIetIeS Develop capacity strengthening plans for disaster response, emphasizing investment at sub-national level to ensure local branches and their volunteers are capable of managing effective disaster responses during the first 72 hours for an agreed minimum number of families. Update contingency and crisis response plans based on integrated sectoral and service approaches that emphasize protection measures and livelihood interventions as key to improving the quality of early recovery. Develop better partnering with civil society in disaster and crisis management (joint training, shared logistic management and/or asset deployment), guided by existing Red Cross Red Crescent Movement resolutions and Federation policies. Promote knowledge of Movement policies and positions regarding relations with military bodies and increase the capacity to coordinate in emergency response and early recovery. Red Cross Society branches are able to provide and manage an effective localized first response, analyze the scope of further action required and coordinate with national disaster management systems in expanding the response if needed. Red Cross Society contingency and crisis response plans reflect integrated sectoral and service approaches encompassing responses in relief, health in emergencies, water and sanitation, shelter, protection and livelihoods. Protection measures and livelihood interventions start immediately after a disaster or crisis. Prioritised partnering with civil society as evidenced through joint training, shared logistic management and/or asset deployment.
Strategic direction
Expected impact
Indicators
The Red Cross Red Crescent disaster management system will be strengthened through ensuring Red Cross Societies in the Americas are not only effectively positioned within the national disaster management system of their own countries, but are capable and committed to supporting continental and global disaster and crises responses.
More efficient and timely first response and emergency assessment at local level.
Full integration of Red Cross Societies actions and expertise into their countries national disaster management systems, including platform policies and coordination with national and non-national defense forces, multi-lateral peace keeping operations and international observer missions in accordance with the Movements Fundamental Principles.
A single harmonised and complementary regional disaster and crisis management system, from local to global. HumAnItArIAn dIPLomACY
Red Cross Societies have committed to support each other in responding to disasters and crises and have built up the necessary emergency response capabilities to be able to do so.
Socialization, standardization and monitoring of protocols and regionally standardized systems that enable collective decision making and activation of resources at the same level.
Maintain dialogue with national disaster and emergency management authorities and services, National and non-national Defense Forces, multilateral peace keeping operations and international observer missions (where appropriate) to ensure clear delineation and coordination of roles and respect for Red Cross status as auxiliary to government during disaster and crises response and recovery.
Movement positions in terms of relations with military bodies are respected and Red Cross Societies receive appropriate guidance by the IFRC Secretariat and ICRC on how to better relate with external actors. Red Cross Societies enhance coordination and increase joint training with Civil Defense, militaries or national emergency agencies on disaster and crisis preparedness, readiness and response.
Strategic direction
Enhance the overall Red Cross Red Crescent disaster management system by developing key strategic relationships with the private sector, academic institutions, research organizations and others, including from within the UN system where appropriate, in accordance with the Movements Fundamental Principles. Roles and responsibilities of Red Cross Societies are clearly articulated and formalized within their respective national disaster and crisis management systems. The Red Cross Disaster Management system in the Americas draws support from the private sector, academic institutions, research organizations and others, including from within the UN system.
Expected impact
Enabling actions
Indicators
Drawing on the complementary capacities of Red Cross Societies, Red Cross Societies ensure that effective tools and reliable surge capacities are always available, in a seamless arrangement that connects global, regional, national and local capabilities. FunCtIon eFFeCtIVeLY AS tHe IFrC When requested, national capacities are effectively augmented through deployment of Red Cross Red Crescent regional and global disaster and crisis response resources. Progressive introduction and use by Red Cross Societies of appropriate emerging technology where indicated in disaster and crisis preparedness and response. Reference centres and regional technical networks play a principal role in maximizing Movement cooperation, peer-to-peer support and shared learning and demonstrably contributed to strengthening Red Cross Society capacity in disaster and crisis management. Under the premise of shared responsibility, establish and promote effective and predictable Movement coordination mechanisms at country, sub-regional and regional levels that permit a more effective, integrated and timely response, ensuring common understanding of all roles, responsibilities and activation protocols and position Red Cross Societies to provide an effective and reliable surge capacity where required. Collaborate with Movement actors to assess and incorporate appropriate emerging technology and methodologies that will increase reach, efficiency and accountability (virtual EOC, cloud technology, green response, and real time assessment). Work closely with the IFRC Secretariat to maximize the capacities of reference centres and regional technical networks as the principal mechanisms to expand Movement cooperation, peer-to-peer support, and shared learning, strengthening Red Cross Society capacity in disaster and crisis management through better harmonization and standardization of training, methodologies and tools.
Optimum and appropriate use of Red Cross Red Crescent resources as required by the scale and nature of the disaster or crisis (CDRT, NIT, RIT, RRU, ERU, FACT, DREF).
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STRATEGIC AIM 2: ENABLE HEALTHY AND SAFE LIVING

Theme 4: Better health Enabling actions
BuILdIng Strong red CroSS SoCIetIeS Increase programmatic integration through promoting joint assessment, planning, resource sharing and learning opportunities across health (in all its forms), disaster risk reduction, climate change adaptation, shelter, social mobilization and volunteer development. Emphasize the reduction of health inequities, focusing on preventing non-communicable diseases such as diabetes, heart and respiratory disease, stress and malnutrition and improve the access particularly of women and children to prevention, treatment, care and support in reproductive, maternal, newborn and child health. Improve Red Cross Society capacity to analyze the predicted health and food security impact of climate change and increase preparedness to respond through better linking with specialized forecasting systems and better promotion and education on nutritional options. Increase emphasis on strategic communication, social mobilization and cross-sectoral partnerships in the development of campaigns that promote knowledge and build skills in healthy and safe living. Build community capacity to identify, plan and implement actions designed to increase healthy and safe living through the active promotion of health-seeking behaviours and risk reduction initiatives (CBHFA, WASH, PHAST, PASSA, violence prevention, road safety, cash/social transfers). Red Cross Societies are conducting joint health and disaster risk reduction assessment planning and learning as a means of increasing programme integration.
Strategic direction
Expected impact
Indicators
Healthier communities which are more resilient to the causes and risk factors that impact public health
Red Cross Societies seek to improve the overall health of vulnerable urban, peri-urban and rural communities through providing integrated, interdisciplinary responses that address the key determinants of health as part of broader development-centred approach.
Increased social mobilization and action in addressing the key determinants of good health, ensuring equity of access and benefits for the most vulnerable in society
Red Cross Societies are working as an auxiliary to government in addressing health inequities in terms of access to services, safety of Red Cross workers and volunteers, prevention of non-communicable diseases and health outcomes for women and children, with a focus on reproductive, maternal, newborn and child health. In addition, improve access for women, youth and the most affected groups to prevention, care, support and treatment for HIV, tuberculosis and malaria. Red Cross Societies are strategically linked to specialized forecasting systems, monitoring trends in food security and disease outbreaks at regional and global level and have developed local capacities in nutrition education. Evidence of increased profile of Red Cross Societies in collective media campaigns promoting healthy lifestyles and community safety. Red Cross Societies are partnering with local government bodies, Community Based Organizations and civil society to implement actions in community-level health promotion and risk reduction.
Red Cross Societies seek to expand the access that people in under-served communities have to primary and public health services, including during disasters and crises.
Red Cross Societies support health authorities by providing integrated services that are more accessible, gender and age sensitive, and better connected at both primary and hospital level.
Red Cross Society prioritizing of health trends such as morbidity, disability and mortality related to communicable and non-communicable diseases, traffic accidents, violence and substance abuse in health programming. The National Red Cross Societies continue to give priority to the response to HIV, tuberculosis and malaria, going into more depth and expanding actions relating to the most affected groups, promoting inclusion and non-discrimination.
Public policies that address the essential health needs of the most vulnerable groups in society
Strategic direction
Increase focus on cultural sensitivity, quality management, knowledge sharing and communication for behaviour change as integral elements of successful community-level programming.
Expected impact
Enabling actions
Indicators
Improved public access to health care services in all circumstances and improved safety and security of health-care personnel, facilities and medical vehicles. HumAnItArIAn dIPLomACY Strengthen Red Cross Society pro-activeness in the area of public health policy, contributing to the development of national and local level strategies and plans. Explore areas of greater synergy between Red Cross Societies, relevant Ministries, local Governments and international and national organizations involved directly or indirectly in health and development. Establish an evidence base of Red Cross contributions in areas of blood donation and blood banks, pre-hospital clinic and hospital-based services and public health promotion for use in high-level advocacy, public relations and resource mobilization. Increase awareness on the insecurity of health care provision or access to health services in contexts of armed conflict, disaster, emergency or violence and advocate for concrete solutions to ensure full protection of health care personnel, facilities and medical vehicles as well as all persons under care or seeking care. Demonstrated Red Cross leadership in the development of national and local level health strategies, plans and partnerships. Evidence base of Red Cross contributions in areas of blood donation and blood banks, pre-hospital clinic and hospital-based services, and public health promotion is used for purposes of high-level advocacy, public relations and resource mobilization. Number of Red Cross Societies taking concrete measures and contributing systematically to improving security of Health Care in accordance approved resolutions of the 31st International Conference. Increased level of coordination with government authorities at national and local levels. Red Cross Societies have the necessary policies and mechanisms in place to ensure the adequate safety and well-being of volunteers and other collaborators. Demonstrated collaboration between Red Cross Societies and the IFRC Secretariat in establishing relationships with key strategic partners and engaging in joint actions.
Red Cross Societies encourage action on the underlying social, behavioural and environmental factors that determine good health. This includes influencing public policies and social mobilization.
Red Cross Societies continue to prioritize HIV, tuberculosis and malaria in our health actions, along with focused efforts on water, sanitation and hygiene promotion, maternal and child health, immunization, epidemic and pandemic preparedness, and sexual and reproductive health.
Improved health outcomes and access to services for women and children focusing on reproductive, maternal, newborn and child health.
Red Cross Societies also promote voluntary non-remunerated blood donation and ensure or advocate for the safe provision of blood and blood products.
Red Cross Societies enhance the health of the most vulnerable through nutritional, educational and other complementary programming, including psychosocial support.
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Strategic direction
FunCtIon eFFeCtIVeLY AS tHe IFrC Place greater focus on ensuring the health and welfare of Red Cross volunteers and other collaborators. Work more closely with the IFRC Secretariat in identifying key strategic partners, establishing agreements, and engaging in joint actions at all levels. Better systematize and share evidence-based practice in improving health and resilience within and between Red Cross Societies and linkages with Red Cross Reference centres. Join efforts between Red Cross Societies, Government authorities and the IFRC to increase Red Cross auxiliary role services to the most vulnerable. Level of coordination with Reference Centres such asbut not limited toPSP Centre, Community Resilience, Institutional Preparedness, Livelihoods and Climate Centre. Specific platforms established for systematizing and sharing of evidence-based practice in health and building community resilience.
Expected impact
Enabling actions
Indicators
Theme 5: Reducing Disaster Risk Enabling actions

BuILdIng Strong red CroSS SoCIetIeS Ensure integrated programming that responds to risk reduction priorities as identified by urban and rural communities through the use of comprehensive sectorally integrated assessments. Strengthen Red Cross Society capacity to plan and implement programmes addressing issues of livelihood, mitigation of risks, community mobilisation in urban and rural environments and partnerships for sustainable livelihoods. Existence of sectorally integrated community assessments and operational plans for urban and rural services. Increased Red Cross Society capacity to work in urban environments and increased actions in addressing sustainable livelihoods at all levels. Red Cross Societies are partnering with local government bodies, Community Based Organizations and civil society to implement actions in community health, safer living and risk reduction.
Strategic direction
Expected impact
Indicators
Red Cross Societies will strengthen the capacity of urban and rural communities to reduce risk from disasters and crises and develop greater resilience to the impact of such events.
Strengthened Red Cross and community capacity in early warning, management of hazards and reduction of risks in exposure and vulnerability to the effects of disaster and crisis based on integrated assessments, community mobilisation and promotion of a culture of healthy and safer living .
Improved public awareness and public education on Disaster Risk Reduction.
Build community capacity to identify, plan and implement actions designed to increase healthy and safer living in urban and rural environments to strengthen community resilience to disasters and crises involving vulnerable populations and most at risk, such as youth, elderly and migrants.
Strategic direction
Put in place a process to ensure the Red Cross is actively engaged in public, and private partnership initiatives for disaster risk reduction aligned with Movement policies. Urban and rural communities disaster risk reduction and human development plans are supported by Red Cross Societies
Expected impact
Enabling actions
Indicators
Strengthened Red Cross and community capacity in early warning, management of hazards and reduction in exposure and vulnerability to the effects of disaster and crises, based on integrated assessments and promotion of a culture of safety. HumAnItArIAn dIPLomACY Actively participate and continue to provide leadership in national and regional and local platforms for disaster risk management and health prevention. Strengthen the role and capacity of Red Cross Societies to act as a key link between communities and local and national development actors in order to ensure greater impact and sustainability of risk reduction initiatives. Advocate with governments to advance national regulatory frameworks on community-level DRR, post-disaster or other disaster management issues, including formalizing the auxiliary status of the Red Cross in such areas. Build alliances and information exchange mechanisms with universities and research centres working in the field of disaster risk management and public health. Demonstrated Red Cross leadership in regional, national and local platforms dealing with disaster risk management and public health. Scope and depth of Red Cross Society partnerships with local and national development actors. Progressive advance in the development and adoption of new laws, procedures, policies and/or regulations that incorporate Red Cross Red Crescent messages on community-level DRR, post-disaster or other disaster management issues. Red Cross Societies in the Americas draw support from universities and research centres working in the fields of disaster risk management and public health.
Disaster risk reduction starts by working with communities to map the most significant locally prevalent hazards and to understand the patterns of vulnerability to them. From this, communities can devise local ways to manage hazards and reduce exposure and vulnerability.
Improved public awareness and public education on Disaster Risk Reduction
Red Cross Societies pay special attention to women and children as their needs and coping methods often differ from those of men.
Improved livelihoods of the most vulnerable communities with particular focus on issues of yearround food security, better nutrition and greater resilience to livelihood shocks.
Practical strategies include spreading awareness of a culture of safety and promoting psychosocial attitudes that favour it. Red Cross Societies also advocate for laws, government policies and incentives for risk reduction measures. FunCtIon eFFeCtIVeLY AS tHe IFrC
Greater connectedness at local and national levels between local communities, local Red Cross Society branches and local authorities and between national Red Cross Societies and Government.
Long-term nutrition and food security is promoted where needed, through strengthening livelihoods, and increasing and diversifying food availability and accessibility for the most vulnerable people.
Development of laws and policies addressing reduction of risk to disasters and crises through advocacy actions that represent priority issues of vulnerable communities.
Review is completed of Red Cross Society contribution to and collaboration with reference centres, Technical Networks and knowledge-sharing platforms.
Public and private partnerships incorporated into Red Cross initiatives.
Complying with the Red Cross Red Crescent commitment to the Hyogo Framework, work with the IFRC Secretariat to better build integrated risk reduction strategies and programmes (urban risk, climate change adaptation, violence prevention, livelihoods) and community resilience through Red Cross Society support of reference centres, Technical Networks and knowledge sharing forums.
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Theme 6: Tackling Climate Change Enabling actions

BuILdIng Strong red CroSS SoCIetIeS Increase Red Cross Society understanding of existing and future consequences of climate change, focusing on improving our own knowledge, practices and behaviours as well as strengthening community understanding of the need to reduce individual and collective carbon footprints and enhance capacity to prevent and mitigate the impact of a potential increase in epidemics, declining food security and reduced access to safe sources of water. Red Cross Society strategic and operational plans reflect a specific focus on addressing the key humanitarian consequences of climate change and are supported by relevant technical documents and suitably trained staff and volunteers. Demonstrated leadership in setting and implementing resource- efficient and environment-friendly policies and practices and ensuring sustainability of communitylevel interventions. Red Cross Societies engage young people as agents for change in promoting and facilitating environmental education among their peers and within their respective communities.
Strategic direction
Expected impact
global indicators
Red Cross Societies will support adaptation, prevention and basic mitigation measures to reduce community vulnerability to the effects of climate change and foster environmentfriendly behaviour.
Major drivers of health and disaster risk and vulnerability are extreme weather events and environmental degradation, both of which have been linked to climate change. Show leadership through developing and implementing internal policies that address issues of resource efficiency, environmental protection and sustainable development in all our actions. Place greater emphasis on environmental education of young people and the general community, focusing on peer-based methodologies to promote behaviour change at individual and community level.
Recognition of Red Cross Societies as key partners of vulnerable communities in working to reduce risks and effects associated with climate change with special emphasis on epidemics, food security, water contamination, water shortages, access to safe sources of water, reduction of carbon foot print and increasing social mobilisation. Strengthen Red Cross Society technical capacity in assessing and implementing preparedness, response and development practices in climate change adaptation, including implementation of policies, public awareness raising and facilitating community action based on analysis of the differentiated impact of climate change on the most vulnerable, including elderly, women and children .
Recognizing an understanding of the extent and impact of climate change will continue to evolve; Red Cross Societies will contribute to measures for adaptation and mitigation.
Development of stronger culture of sustainable natural resource management and adoption of sustainable development models that minimize the carbon footprint of communities and Red Cross Societies alike.
Better promotion and dissemination of public awareness tools, mainstreaming climate change issues within regular daily activities.
Strategic direction
HumAnItArIAn dIPLomACY Capitalize on Red Cross Societies auxiliary role, disaster risk management structures and links to community to strengthen ties with specialized regional centres, local universities, the UN system and private sector organizations working in climate change adaptation to better inform our responses and galvanize action at national and local levels. Raise the profile of Red Cross action in responding to climate change, both internally and in our work with communities, building understanding of the need to reduce individual and collective carbon footprints while strengthening resilience to the impact of increased epidemics, declining food security and reduced access to safe sources of water. Social mobilization, awareness raising and training facilitated by the Red Cross is recognized and supported by key opinion leaders and decision makers. Red Cross Societies and Movement partners draw support from the private sector, academic institutions, research organizations and others, including from within the UN system, to inform and galvanize action in climate change adaptation at national and local levels.
Expected impact
Enabling actions
global indicators
Red Cross Societies climate change adaptation work is through scaling up health and disaster risk reduction measures and strengthening relevant traditional methods of coping with disasters and crisis.
Red Cross Societies also contribute to mitigating the progression of climate change through advocacy and social mobilization, promoting sustainable community development that minimizes communities carbon footprints. FunCtIon eFFeCtIVeLY AS tHe IFrC Support the consolidation of Movement initiatives and resources in climate change adaptation at country level in line with Red Cross Society strategic plans. Work with the IFRC Secretariat to strengthen the links with the Red Cross Reference Centres to ensure relevant information, access to training, sharing knowledge and communication.
This means using energy more efficiently to reduce the impact of the way people live on the environment in terms of the production of greenhouse gases. Red Cross Societies exemplify this through the way they conduct their own business throughout the IFRC.
Existence of active partnerships between Red Cross Societies and Federation actors in responding to climate change adaptation and the consequences of climate change. Communication and information flow between Red Cross Societies with the Red Cross Climate Change Reference Centre, Livelihood Reference Centre, and Community Resilience Reference Centre enables Red Cross Societies to better inform their work in climate change adaptation and position themselves within related national and regional related forums.
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STRATEGIC AIM 3: PROMOTE SOCIAL INCLUSION AND A CULTURE OF NON-VIOLENCE

Enabling actions
BuILdIng Strong red CroSS SoCIetIeS Drawing on the fundamental principles, develop and implement policies, strategies and actions that promote violence prevention, non-discrimination and social inclusion based on a genuine valuing and respect for diversity. Reflecting our fundamental principles and humanitarian values, create and promote safe environments as part of Red Cross Societies efforts to prevent violence and promote a culture of peace internally and in their community programming. Red Cross Societies are implementing policies, strategies and actions addressing non-discrimination, social inclusion, nonviolence, and respect for diversity and gender in all aspects of their work, internally and externally. Specific projects or methodologies promoting safe environments are integrated internally within all Red Cross Societies and where appropriate in community-level programming and action. The composition of Red Cross Society boards, staff and volunteer base reflect the diversity and dimension of their catchment populations.
Theme 7: Promoting the practical application of the fundamental principles Indicators
Strategic direction
Expected impact
Red Cross Societies will promote tolerance, respect for diversity, social inclusion and a culture of non-violence through concerted awareness raising and integrated advocacy.
Marginalised and excluded groups view the Red Cross as a key ally and advocate, committed to ensuring that their voice is heard by facilitating the platforms and linkages with key stakeholders
StratEgy 2020 guIdAnCe Red Cross Societies make the necessary adjustments to their constitutions, statutes, rules, regulations, human resources policies and practices to ensure that their boards, staff and volunteer base adequately reflect the diversity and dimension of their catchment populations, paying specific attention to the the empowerment of youth in the decision-making involvement in the decision-making and planning processes of their Red Cross Societies at all levels. Culturally adapt education and training materials to indigenous communities and translate them in local languages with active involvement from members of those communities.
Red Cross Societies advocate for a wider understanding and fuller, practical application of our Fundamental Principles. We promote social inclusion and actively counter social prejudice.
Social and cultural diversity of their respective countries reflected in Red Cross Societies boards, staff and volunteers, especially in decision- making positions at national and local levels
Red Cross Societies encourage tolerance and respect for the many different perspectives and lifestyles that are to be expected in a diverse world. That includes advocacy on the adoption of non-violent approaches to bridging differences and preempting violent conflict.
Continuous striving by Red Cross Societies and communities with whom they work toward achieving an institution and society based on the prevention of violence, non-discrimination and a genuine valuing and respect for human dignity and diversity.
Strategic direction
HumAnItArIAn dIPLomACY Ensure that Community Based Organizations working in collaboration with Red Cross Societies fully understand the Movements Fundamental Principles and humanitarian values and are willing to engage in their promotion and dissemination. Endure that Red Cross Societies are tracking and analyzing humanitarian trends, including issues of social exclusion and violence, and applying them in their advocacy work with government, civil society and the private sector, promoting concrete strategies to build social cohesion and reduce levels of violence. Red Cross Societies are routinely reporting on and publishing their contributions to reduce vulnerabilities associated with social inclusion, intolerance and non-violence based on internal and external analysis of humanitarian trends, including the outcomes of their advocacy work around issues of social inclusion and non-violence. Community Based Organizations collaborating with Red Cross Societies understand and respect the Movements Fundamental Principles and humanitarian values and are engaged in promoting them as an integral element of such partnerships.
Expected impact
Enabling actions
Indicators
Red Cross Societies start with themselves. According to the Fundamental Principles and humanitarian values, the composition and working of Red Cross Societies reflects the diversity of their catchment populations, including representation from vulnerable groups.
The Red Cross in the Americas seen as a key institution leading in violence prevention and non-discrimination, providing the means and space for the most vulnerable, marginalized and stigmatized groups in society to express their voice
Better application of the fundamental principles in addressing emerging humanitarian trends and issues of access by well-informed Red Cross Societies. FunCtIon eFFeCtIVeLY AS tHe IFrC Red Cross Societies support the IFRC in creating platforms and other opportunities among all Red Cross actors for the sharing of knowledge, experience, resources and skills in the development and implementation of initiatives designed to promote social inclusion, respect for diversity and prevention of violence.
Red Cross Societies strive for equality at all levels in our organization and in all their work, ensuring there is no discrimination in the allocation of resources and benefits, nor in participation and access to services and decisionmaking roles.
Red Cross Societies use the same approach to promote intercultural dialogue and harmony within and between communities.
Existence of regional and sub-regional learning and knowledge sharing platforms addressing promotion of social inclusion, non-discrimination and violence prevention.
Red Cross Societies partner with their governments to disseminate and implement international humanitarian law. Red Cross Societies fulfil these tasks through education and training that are tailored to the needs of specific audiences.
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Theme 8: enabling better integration of disadvantaged people Enabling actions

BuILdIng Strong red CroSS SoCIetIeS Red Cross Societies ensure the existence of safe and confidential mechanisms that allow volunteers, staff, partners and beneficiaries to raise and address issues of social inclusiveness of Red Cross actors without fear of recrimination or discrimination. Red Cross societies actively working in migration issues improve migrant conditions of vulnerability. Red Cross Societies have established and are implementing appropriate policies, procedures and mechanisms for addressing issues of social exclusion and discrimination at all levels and within all areas of work of the organization. Red Cross Societies have developed and led a national initiative that impacts the public imagination and culture, promoting positive images of vulnerable groups and a discourse of respect for human rights.
Strategic direction
Expected impact
Indicators
Increased dialogue and actions at all levels in Red Cross Societies around social inclusiveness
Whether in terms of internal function, communitylevel programming or wider advocacy work, Red Cross Societies will strive to raise greater awareness of inequity in society and achieve improved integration of disadvantaged people in the social, economic, political and cultural life of their communities.
Increased community awareness of issues of disadvantage and an understanding of the action that Red Cross Society programmes and projects are taking to address them
Red Cross Societies work proactively to change social attitudes and reduce isolation and neglect experienced by disadvantaged people. HumAnItArIAn dIPLomACY
Red Cross Societies recognised as leading advocates for the adoption of policies that guarantee equitable treatment of migrant populations and other disadvantaged or stigmatized groups Incorporate differently-abled people into Red Cross activities, including training, learning, involving them in initiatives and partnership.
Strengthen Red Cross capacity at local and national level to support volunteers from vulnerable groups in crystallizing action whether political advocacy, social mobilization or community organization under the mantle of a coordinated national initiative to reduce the vulnerability of people affected by social exclusion, discrimination or violence, giving particular emphasis to migrant populations, elderly, women and children in vulnerable conditions and stigmatized groups.
Red Cross Societies tackle stigma and discrimination through the way that we carry out all our work.
Support to migrant vulnerable populations is well defined by Red Cross Societies and actions are focused on saving lives and dignifying living conditions
Ensure that Red Cross Societies implement existing policies and advocate for further action that will guarantee the equitable treatment of migrant populations and other disadvantaged or stigmatized groups. Ensure that Red Cross Societies actively engage with other civil society organizations in raising community awareness of disadvantage and promote the rights of the most vulnerable to basic services and resources as part of a broader Human Rights communication strategy.
Advance toward the introduction of further legislation, policies or procedures that address the equitable treatment of migrant populations and other disadvantaged groups during disaster and crisis response, relief and recovery. Red Cross Society awareness raising of disadvantage and the rights of the most vulnerable to basic services and resources is linked to broader Human Rights communication strategy.
We provide an environment in which people who are marginalized and stigmatized feel welcome and safe, and where they are given an effective role in participating in our work.
Strategic direction
FunCtIon eFFeCtIVeLY AS tHe IFrC Make certain that Red Cross Societies work in coordination with all Red Cross actors to highlight issues of disadvantage and create the changes necessary for improved integration of disadvantaged people, guaranteeing respect for human rights and fundamental freedoms in all relevant forums. Existence of collective regional, subregional and national advocacy and communication initiatives highlighting issues of disadvantage and calling for the better integration of disadvantaged people and respect for human rights.
Expected impact
Enabling actions
Indicators
Red Cross Societies help to develop and maintain the autonomy and well-being of those made vulnerable by their disadvantage.
This includes practical help with basic needs and psychosocial support, as well as protection and assistance for those affected by abuse and exploitation.
Red Cross Societies nurture the development of livelihoods and good citizenship skills that enable disadvantaged groups to function better in society.
Red Cross Societies advocate for disadvantaged groups to have greater access to publicly available services. This includes promoting respect for the specific human rights conventions relating to disadvantaged people.
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06. Monitoring progress, measuring accomplishments
06.
Monitoring progress, measuring accomplishments

Though obviously important, tracking implementation often becomes the singular priority in monitoring processes, leaving aside the importance of analysing, systematizing and sharing acquired learning, knowledge and innovation, the results of which are often directly related to the design and development of more effective and efficient implementation models. Given the rapidly changing environments of a majority of Red Cross Societies whether as a result of increased frequency and severity of natural disasters, declining food security, or escalating social pressures from unplanned urbanization and persistent inequality greater sharing of Red Cross Society knowledge and practice bases, technical skills and improved methodological tools will be crucial across the Americas. This also applies in responding to the challenges presented by Strategy 2020 to assure the ongoing relevance and maximise the impact of the work of the Red Cross Movement in the Americas. The preceding matrix outlines a set of indicators for each of the proposed enabling actions. These indicators have been kept purposively broad in order to accommodate a variety of inputs and outcomes, many of which are likely to represent specific components of broader and longer-term strategies of action that are better viewed collectively than individually. While complementary data will be collected through existing monitoring of programmes and projects as well as regional and global initiatives, a specific format will be developed to report on the Frameworks implementation at periodic intervals. Essentially, this will involve Red Cross Societies in an iterative process of reviewing what action has been taken with respect to each of the Frameworks strategic directions and reporting on the most significant change observed under each sub-theme. The intention of this approach is to encourage deeper reflection on what has been achieved and in particular to identify the key factors that have enabled the most significant change and whether these can be called into play in other areas. Although a tool for tracking progress in implementing the Framework is provided, the primary purpose of the monitoring is to encourage critical reflection and sharing of experience between Red Cross Societies. In this respect, the
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existing Technical Networks and Thematic Working Groups may prove useful vehicles for discussion and development of sub-regional or thematic reports. Monitoring of the Framework will consist of twice-yearly country-level assessment and reporting to the Inter-American Regional Coordinating Committee (CORI). The information provided through the review of the XVIII Inter-American Plan combined with data from progress reports against this Framework for Action over the next 18 months, will result in a cumulative baseline allowing for assessing outcomes and impact. CORI will be actively engaged in reviewing the progress of the Inter-American Framework for Action 2012-2016 and will present the findings at its annual meeting. This report will be shared with Red Cross membership and include recommendations for adjustments to Red Cross Society and Federation Secretariat plans where appropriate in order to ensure continued alignment with the aspirations, strategic directions and enabling actions of the International Federations Strategy 2020. National Societies and the Federation Secretariat will present their first progress report by December 2012. To ensure harmonious mechanisms for reporting, the Federation Secretariat will develop a standard methodology and template. The outcomes and impact of the Framework for Action will be evaluated upon its completion. Existing sub-regional coordination meetings will provide periodic fora for discussion and review of progress. An external review, focusing on lessons learned and innovative practice, will be carried out at the end of the four year period. Essentially, the success of the Framework will be measured by its perceived value to Red Cross Societies in helping guide interpretation and response to Strategy 2020, whether in relation to organizational development and innovation, programme planning and delivery or overall positioning within national and regional contexts. All relevant documents can be found on FedNet by clicking on the following link: https://fednet.ifrc.org/en/news-and-events/events/ifrc-events/regional-meetings-and-conferences/americas/xix-inter-american-conference-of-the-redcross/background-documents/
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02. First aid guidelines
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The Fundamental Principles of the International Red Cross and Red Crescent Movement
Humanity The International Red Cross and Red Crescent Movement, born of a desire to bring assistance without discrimination to the wounded on the battlefield, endeavours, in its international and national capacity, to prevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health and to ensure respect for the human being. It promotes mutual understanding, friendship, cooperation and lasting peace amongst all peoples. Impartiality It makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It endeavours to relieve the suffering of individuals, being guided solely by their needs, and to give priority to the most urgent cases of distress. Neutrality In order to enjoy the confidence of all, the Movement may not take sides in hostilities or engage at any time in controversies of a political, racial, religious or ideological nature.
Independence The Movement is independent. The National Societies, while auxiliaries in the humanitarian services of their governments and subject to the laws of their respective countries, must always maintain their autonomy so that they may be able at all times to act in accordance with the principles of the Movement. Voluntary service It is a voluntary relief movement not prompted in any manner by desire for gain. Unity There can be only one Red Cross or Red Crescent Society in any one country. It must be open to all. It must carry on its humanitarian work throughout its territory. Universality The International Red Cross and Red Crescent Movement, in which all societies have equal status and share equal responsibilities and duties in helping each other, is worldwide.
For more information on this IFRC publication, please contact: In Panama Xavier Castellanos Director of Americas Zone xavier.castellanos@ifrc.org
www.ifrc.org Saving lives, changing minds.

Red Cross Inter-American Framework For Action 2012-2016

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Red Cross Inter-American

XIX Inter-American Conference Montrouis, Haiti March 2012

Framework for Action 2012-2016

www.ifrc.org Saving lives, changing minds.

International Federation of Red Cross and Red Crescent Societies