I want to build an NSD programme
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I read the NS's strategic documents to align with its strategy.
I read the NS's strategic documents to align with its strategy.
The strategic documents of an NS are aligned with the Strategy 2020-2030 of the Federation. For the FRC, the strategic documents of an NSH enable us to align ourselves with the priorities of the national society.
What are the different types of strategic documents?
What are the different types of strategic documents?
The HNS's strategic framework (multi-year) may include:
A strategic plan (multi-year): This is a document that sets out the organisation's main objectives and the main types of actions and resources it will use to achieve these objectives. The strategic plan generally covers a period of 3 to 5 years.
An annual (or multi-year) action plan: This translates the multi-year strategic plan into objectives, activities and indicators. In some countries, this may be limited to the unified IFRC plan. > Partners may be asked what activities/objectives they can/want to support.
These documents may be supplemented by:
A strategic development plan (multi-year): This focuses on the organisation's priorities in terms of organisational development. An NSD plan may also exist and serve as a working basis for identifying the FRC's DO support to the NSH.
Thematic strategic plans (multi-year): These focus on specific themes (e.g. health, DM, First aid).
Where can I find the strategy documents?
Where can I find the strategy documents?
FRC Drive: Strategy documents should be available on the delegations' Drives in the Movement > NS section
Online (examples: Burundi / Syria)
Ask your National Society
I read the ongoing unified plan in the country
I read the ongoing unified plan in the country
What is a unified plan?
What is a unified plan?
The unified planning process is an annual process at the Federation level. There is one plan per country.
The objectives of a unified plan are as follows:
Align regional and national plans with the IFRC's 2030 strategy.
Plan NS needs to respond to challenges in their countries and thus obtain funding.
Bring all Movement partners to the table so that everyone is on the same page and coordinate projects.
Note that the unified plans include general information on the NS and its thematic priorities. Information also available on the IFRC-Go.
How can I get involved in an HNS's unified plan?
How can I get involved in an HNS's unified plan?
It is important that the FRC is present when the unified plan is reviewed and that its contribution is reflected in the final version of the document. The unified plans are available on the Federation's website. You can also contact the IFRC delegations in the field to request internal versions of the documents.
I take note of the existing capacity assessments of national societies
I take note of the existing capacity assessments of national societies
Why?
Why?
Consulting the results of existing diagnostics will give you a better understanding of your partner's strengths and weaknesses and enable you to align the SDSN FRC's support with areas that have been identified as needing reinforcement.
What is a capacity assessment?
What is a capacity assessment?
By enabling National Societies to critically review their performance and capacity, assessment processes are often one of the ways to identify and define existing challenges and areas for improvement.
When carried out repeatedly, evaluations also make it possible to monitor development efforts, highlighting progress made and remaining challenges, and thus guide changes that need to be made to the National Society's development plan and related measures and promote continuous learning and improvement within the organisation.
What are the different types of diagnostics?
What are the different types of diagnostics?
The various diagnostic processes can be classified into three categories:
Strategic assessments (OCAC/BOCA)
Thematic assessments (PER/Safer Access)
Sectoral assessments (logistical capacity/digital transformation/project monitoring and planning assessment, etc.)
The results of the assessments will need to be consolidated and prioritised to inform the strategic plans mentioned above.
Strategic assessments enable the National Society to gain a comprehensive picture of its overall strengths and weaknesses by examining all aspects (both programmes and capacities) of the organisation. These assessments provide a high-level overview of the National Society.
Thematic assessments focus on one or more broad themes (such as disaster preparedness). Although they focus on a specific area of activity, the assessments cover all the different elements related to that issue.
Specialised assessments focus on a specific topic, allowing for an in-depth analysis of that topic. The resulting recommendations may highlight systemic challenges that are also found in other areas of activity and therefore require broader analysis through a strategic or thematic diagnostic process.
I find out what partners are doing to ensure complementarity
I find out what partners are doing to ensure complementarity
Why?
Why?
In the context of an SDSN action, it is essential to respect each other's roles and to work in a complementary manner with other partners.
What role do the different partners play?
What role do the different partners play?
The roles of the different NSD partners within the Movement, as defined in the NSD Compact, are as follows:
IFRC: The IFRC has a central role in the NSD. It is to:
- promote a common approach to the NSD and develop tools/approaches at the global level,
- help its members identify their needs, define their priorities and plan their action,
- coordinate partners,
- encourage peer-to-peer learning,
- promote learning and share knowledge.
ICRC: The ICRC has a statutory role in strengthening the capacity of NSs to prepare for and respond to armed conflict, as well as a statutory responsibility to protect and strengthen principled humanitarian action at all times.
> IFRC and ICRC work together to strengthen the legal and statutory basis of NSs through joint commissions.
PNSs: they can contribute to the efforts of the IFRC and ICRC in supporting PNS in terms of NSs. They may have or develop specific expertise in areas of organisational development.
Useful information:
Useful information:
IFRC: In each IFRC cluster, there is a person in charge of NSD (called ‘membership services’) and in some clusters there are specialised positions in organisational development areas (e.g. in charge of volunteering and branch development).
You can see where the Federation's clusters are located below:
ICRC: In each ICRC delegation (country or regional), there is a person in charge of cooperation with the Movement called the ‘cooperation officer’. In general, the ICRC has an annual or multi-year operational agreement with the NS that defines the content of its partnership. The ICRC also conducts due diligence each year to define its procedures for transferring funds to the NS.
PNSs: PNSs do not necessarily have a person in charge of NSD in the field (by country or region). They may have specialised positions by thematic area (e.g. in charge of branch development or financial management strengthening) within their delegations or within the IFRC/ICRC.
A mapping of PNSs defining their expertise in NSD and their geographical priorities is available at the NSD department level.
I assess the quality of the FRC's existing partnership with the HNS
I assess the quality of the FRC's existing partnership with the HNS
In order to undertake an NSD initiative, a fair and healthy partnership with the HNS is an essential prerequisite. It is necessary to have a transparent basis for communication, a willingness to collaborate and an explicit request for support from the partner.
What is a partnership workshop?
What is a partnership workshop?
The partnership workshop measures the quality of the partnership between the HNS and the FRC and builds/strengthens a shared vision.
The assessment focuses on capacity, progress, performance and joint learning, with the aim of:
strengthening understanding of the complex issues associated with a partnership;
defining the strengths and weaknesses of the partnership based on performance indicators defined within the framework of certain principles;
recommending ways to improve the effectiveness of the partnership in the form of an action plan.
The partnership workshop can be combined with an SDSN workshop to align the needs of an NS with the FRC's capacity-building capabilities and identify a joint action plan, complementing the work of other actors in the Movement. This makes it possible to define the FRC's contribution to the implementation of the HNS strategy and to feed into the unified plan.
How to set up a partnership workshop?
How to set up a partnership workshop?
It is advisable to hold a partnership workshop annually or every two years.
Those responsible for the partnership workshop are:
FRC: HOD/desk with support from Programme Coordinator, technical Coordinator and support staff.
HNS: General Secretary, chair with support from department heads (particularly those responsible for partnerships, O.D. and programmes) and, if relevant, those responsible for branches involved in the partnership with the FRC.
A methodology is currently being developed at the FRC. If you would like methodological advice on how to run a partnership workshop, please contact the NSD department directly.
If you would like to add essential resources or for further information, please contact the NSD department:
sdsn.doi@croix-rouge.fr
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