1 Long Term Planning Framework Guatemalan Red Cross Version 2 of Promotion of peace and non-violence with children at community level. Source: Guatemalan Red Cross 1. Who are we? The International Federation of Red Cross and Red Crescent Societies (IFRC) is guided by Strategy 2020 and serves the Guatemalan Red Cross (GRC) by providing support to ensure that the National Society becomes stronger, delivers sustainable programmes and is efficient in its key areas of expertise. It aims also to ensure that the National Society is able to improve and expand its humanitarian services throughout its 20 branches, and strengthen the capacity building of its 1,200 volunteers and 200 paid staff. IFRC s secretariat activities are managed by the Country Coordinator who leads on organizational development and through the processes identified within this Long Term Planning Framework (LTPF), giving special attention to: Increasing the quality of programme implementation in coordination with the National Society and Movement partners Providing support on capacity building particularly for the development of quality services and programmes of the National Society Facilitating the support of the IFRC to the National Society on its work in favour of the most vulnerable people, and its relationships with the Government and local authorities; Coordinating tracking and monitoring Country Support and Funding Plans. 2. Who are our stakeholders? In addition to the IFRC s secretariat, the Netherlands, Norwegian and Spanish Red Cross Societies have country offices based in Guatemala. The German and Italian Red Cross Societies provide bilateral support to the GRC. Since 1989, the International Committee of the Red Cross (ICRC) has been contributing to the cause of missing persons due to the consequences of the civil war in
2 Readiness for Response Community- Based DRM Livelihoods Road Safety IDRL CBHFA Prevention and harm reduction (drugs) Water and Sanitation Emergency Health Community Health HIV / AIDS Management / Administration Finance Volunteering/Youth Resource Mobilization Social Inclusion Principle and Values Violence Prevention Migration Gender Shelter International Federation of Red Cross and Red Crescent Societies 2 I Long Term Planning Framework Guatemala. The ICRC will continue developing programmes related to its mandate in the upcoming years. The Guatemalan Red Cross is well integrated into the National Coordination Body for Disaster Risk Reduction (CONRED, for its Spanish acronym, and has a place on all governmental cooperation and development forums linked to its humanitarian mandate. Additionally, Guatemalan Red Cross is a member of the United Nations Humanitarian Country Team, together with the IFRC, and maintains good technical cooperation relations with international and local NGOs. Given its history of good coordination during emergencies, the National Society is well positioned for emergency response and shelter coordination. Partners Bilateral partner National Societies through IFRC: German RC Italian RC Netherland s RC Norwegian RC Spanish RC ICRC Other multilateral partners through IFRC: DFID ECHO NORAD Emergency operations multilateral partners through IFRC: ECHO, OFDA/ USAID, OCHA, CHILEAN EMBASSY 3. Where have we come from and what have we done so far? Guatemala, with 14,361,666 inhabitants (of which 51.1 per cent are women and 48.9 per cent men), is the most populated country in Central America. The country continues to be predominantly rural with 53.9 per cent of the population living in rural areas compared with the 46.1 per cent in urban areas. Indigenous people make up 41 per cent of the population with the remaining 59 per cent being non-indigenous. Whilst 57 per cent of its population live in poverty, 21.5 per cent of this total live in extreme poverty, leaving them unable to cover their basic food (or minimum calorie) needs. Poverty predominantly affects the rural and/or indigenous population, as well as women and minors under 18 years of age. Thirty six per cent of the Central American population is concentrated in Guatemala. The regional figures indicate that 39 per cent of malnourished people in the Central American isthmus live in Guatemala. Many children die due to malnutrition-related illnesses. Guatemala has one of the highest figures of food insecurity in all of Latin America, thus ranking it high as one of the most vulnerable countries in the region. This vulnerability is caused by low wages, reduced capacity to
3 3 I Long Term Planning Framework produce food products, high levels of malnutrition, and elevated levels of vulnerability to climatic events. This ethnically diverse country is composed of four major groups: Maya, Garífunas, Xincas and Ladinos. All of the country s 23 languages, including Spanish, are considered official. Whilst 70 per cent of the Ladino (mestizo) population live in cities and towns, 70 per cent of the indigenous population live in villages, hamlets and plantations. The latter figures result from the traditional productive activities of each group; the indigenous population historically has worked in agricultural activities. Poverty more dramatically affects the country s children. Sixty per cent of the population between the ages of 0 and 14 years are poor, with 40 per cent of these classified as living in extreme poverty. Due to their conditions of poverty and extreme poverty, social marginalization, and limited access to fundamental rights, the majority indigenous regions have a high incidence of child labour. Poverty rates are higher for women with 51.5 per cent of women live in poverty versus 48.5 per cent of men. However, only 30.8 per cent of female-headed households are classified as poor versus 42.7 per cent of male-head households. The security and justice systems have shown significant progress since the signature of the Peace Accords, which put an end to the 36-year internal conflict in Guatemala. From this moment opportunities for capacity building and the development of national humanitarian coordination systems became a priority. Also in recent years government has passed new laws to strengthen the corresponding State institutions. Even though, the number of violent deaths remains in 17 per day. These deaths are the cause and the effect of the increase in organized youth violence (gangs), common crime, and other forms of violence resulting from drug trafficking. Due to its geographic location, Guatemala is affected by several threatening phenomena. The country is located in an inter-tropical convergence zone for the Cocos, Caribbean and North American tectonic plates. Guatemala also is situated in a volcanic belt in which 7 of its 37 volcanoes are active. The intense rains and drought associated with the La Niña and El Niño phenomenon have caused the crop production to diminish in recent years. This decline combined with rising prices for basic food products have unleashed a series of recurring food crises. Some progress has been made at the political level regarding the right to food; since 2005, the country has a food security law which protects this right. Precarious economic resources and the lack of job opportunities are behind the exodus of rural families to urban centres, particularly their migration to the capital city and the United States. The Central American Institute for Social and Development Studies (INCEDES) reports that migrants predominately are male heads of household of working age who have some family responsibility; they generally have reduced formal education (primary schooling) and come from rural communities. Recent studies, however, indicate that female migration is increasing and contributes to the flow of younger migrants between the ages of 14 and 16 years. According to the International Organization for Migration (IOM), 90 per cent of the 1.2 million Guatemalans outside of Guatemala live in the United States, where 60 per cent of this group are undocumented. Target groups and/or target populations The Guatemalan Red Cross focuses its work on the population in situations of vulnerability in urban and rural areas, prioritizing youth, children and elderly population, especially indigenous population. Background of the National Society s priorities The Guatemalan Red Cross is a private non-profit organization that fulfils a humanitarian mission at national and international levels. The GRC has legal status granted by the Guatemalan State as an autonomous, independent, volunteer relief institution, with its own patrimony, that is an auxiliary on humanitarian issues to public authorities. According to the National Society database, the GRC has 1,200 volunteers, 129 social members, and 125 paid staff that provide services in the national headquarters and 20 branches where the programmes and projects to address the population s vulnerability are implemented.
4 4 I Long Term Planning Framework The current strategic plan establishes three main strategic objectives: Save lives, protect livelihoods and support recovery from disaster and crisis through a national level disaster risk management programme, which provides special attention and transfers capacities to communities and branches as the first decision-makers and initial response during disasters or emergencies. Additionally the GRC provides attention to the problems caused by the effects of climate change in both urban and rural areas. Enable healthy and safe living, emphasizing health and community development, maternal and child care, water and sanitation, safe blood, psychosocial support, HIV and AIDS prevention, road safety and first aid. Promote social inclusion and a culture of peace, promoting the Fundamental Principles and Humanitarian Values, International Humanitarian Law, violence prevention, social inclusion and non-discrimination in the sectors that are the most vulnerable population With the international cooperation support and the diversification of its services, the National Society has been working more with the vulnerable population in the country from a development perspective, increasing its services and the credibility from the population, media, governmental institutions, international cooperation, the United Nations system and other key actors. At the beginning of 2011, the strengthening of the National Society was taken up again, through a capacity building project, which allowed for the development of a new strategic plan for a four-year period, and capacity development for its staff and volunteers. As a result of humanitarian diplomacy efforts, negotiations with the Government of the Guatemala took place in 2012 and resulted in an increase in the National Society s budget. This has allowed the National Society s 125 staff members, to provide support for 18 country specific programmes. As a result, the GRC, together with branches, has developed a work plan for This shows that there is a potential for the development of the National Society where the Movement and possible donors could play an extraordinary role in the sustainability of the GRC. In recent years, the GRC has worked on risk reduction, which has involved emergency response to floods, food security, volcanic eruptions, earthquakes, cold season and other events in the country. Additionally, health care, promotion of blood donation and HIV are part of its daily agenda. It is felt however that the National Society needs to continue expanding this services and build its capacities at headquarter and branches level, in order to respond to new humanitarian challenges, the demands of donors and to the challenges resulting from globalization. The main accomplishments of the Guatemalan Red Cross are: National Strategic Plan aligned with Strategic 2020 and the Inter-American Framework For Action Reorganization from the Government of Guatemala for the increase of the annual subvention 4. Americas Zone Mission The mission of the Americas Zone is to support Americas National Societies to increase humanitarian and development standards, helping them to remain relevant within their country and sustainable and accountable for their actions, guided by the implementation of Strategy National Society Mission The Guatemalan Red Cross (GRC) has the mission to: Fulfil our humanitarian mandate as an auxiliary to public authorities for the areas on which the Movement focuses by contributing to improve the lives of the most vulnerable people, mobilizing the power of humanity. 6. Where are we going and how we are going to get there? This revised Long Term Planning Framework (LTPF) for establishes the Federation s strategy for long-term support to the work of the Guatemalan Red Cross. This strategy aims to
5 5 I Long Term Planning Framework improve National Societies leadership and promote the recognition of the Red Cross as a humanitarian organization having an auxiliary role to government. It also aims to position the GRC network and prepare it to respond to: 1) the humanitarian implications that are observable in external trends, progress and challenges; 2) fundamental changes in the nature and structure of the humanitarian community; and 3) internal pressures and challenges. This strategy is created and implemented with a country approach that employs the Americas zone revised LTPF and the GRC s Strategic plan, which has been aligned with Strategy 2020 and the Inter-American Framework for Action. The Americas Zone will apply a complementary approach to strengthening National Society headquarters and territorial branch networks, while fostering greater specialization within key programme areas. This strategy introduces thematic focus areas for integrated programming, as well as strategic support areas that will contribute towards modernization of National Societies in their way of operating. The Americas Zone has identified the following core external trends, those areas recognized and relevant for the GRC in its National Strategic Plan are: Urban Risk Migration Violence prevention Climate change Non-communicable diseases Concurrently, in order to respond to external trends, the Guatemalan Red Cross needs to update and modernize their way of operating by addressing internal pressures related to the areas leadership, integrity, accountability, performance, volunteers and resource mobilization. Business Line I: RAISE HUMANITARIAN STANDARDS Uplifted thinking that inspires and underpins our services to maintain their relevance in a changing world, along with increased magnitude, quality, and impact. Areas of Concentration Humanitarian trends, Fundamental Principles and Values, Policy, Disaster Laws, Civil Military Relations, Capacity and Organizational Development, Research Studies, Education and Knowledge Management. National Society Approach The Guatemalan Red Cross, in close coordination with the secretariat, Partner National Societies (cooperating on-site and from abroad), the International Committee of the Red Cross (ICRC), other non-governmental and governmental actors, and international organizations, will focus on the study, dissemination and implementation of policies, strategies and regulations, stemming from Movement statutory bodies, legally binding resolutions and pertinent international and national laws. These actions will enable a varied and effective approach to key humanitarian trends in Guatemala such as comprehensive disaster and crisis risk management, adaptation to climate change and its effects, violence prevention and promoting a culture of peace, social inclusion, non-discrimination and respect for diversity, urban risk, and migration. The GRC additionally will focus its efforts on working with public authorities to pass a law that would give the National Society oversight and operational powers to improve its programmes and services in normal times and in crises and disasters. This law would be especially important to obtain international cooperation to provide humanitarian aid to people affected by disasters. The GRC also will engage in advocacy work and humanitarian diplomacy so that the Guatemalan government demonstrates its clear commitment to the issues debated at the 31st International Conference on international and national humanitarian law and to the auxiliary role of National Societies. Cooperation on matters of humanitarian standards should contribute to position the Guatemalan Red Cross before the government as an auxiliary on humanitarian issues, to civil society organizations as an organization known for its accountability, and to vulnerable communities. It also
6 6 I Long Term Planning Framework could be useful to strengthen the National Society s programmes and services through the provision of timely, efficient, reliable and secure access to the sectors of the population with which it works particularly the most vulnerable communities in normal times and in periods of disaster and crisis. These actions are implemented with full respect for the Fundamental Principles, especially those of Humanity, Impartiality, Neutrality and Independence. They are also strategically useful for the Federation s cooperation synergies taking into account the rights and obligations of the status agreement signed between the Federation and the Guatemalan government with the National Society, the government and Partner National Societies. Outcomes and Outputs Through the implementation of this Business Line, the Guatemalan Red Cross will: - Have a solid understanding of the Fundamental Principles and a better understanding of Movement doctrine - Have staff and volunteers well qualified to face humanitarian trends, in particular those related to migration and urban risk. - Have established new means of coordination with the civil-military and developed relationships according to the national context - Have reported annually its information in relation to the key proxy indicators into the Federation Databank and Reporting System (FDRS) - Have increased its capacities and achieve the OCAC, by developing and implementing organizational tools, at headquarter and branches level Efforts continue to be made to strengthen the National Society s capacity, through peer to peer support with other National Societies. Outcome: 1.1.: The Red Cross is better positioned to lead and demonstrate the Federationwide contribution to reducing vulnerability. Output : Humanitarian access is addressed through learning and action Output : External trends are better understood and promoted within National Societies Outcome: 1.2.: A collective understanding of the capacities, resources and services of the National Societies in the Americas has been improved. Output : Federation-wide Databank and Reporting System is established in the National Societies of Americas Outcome: 1.3.: National Societies in the Americas assess their own capacity and performance to provide better services Output : Organisational Capacity Assessment and certification (OCAC) process established Outcome: 1.4.: The professional qualifications and competencies of the Red Cross volunteers and staff are strengthened, enabling National Societies to take the lead in addressing new risks and vulnerabilities. Output : Educational and knowledge-sharing platforms are mainstreamed in the National Societies, increasing the learning opportunities for staff and volunteers Business Line II: GROW RED CROSS ANS RED CRESCENT SERVICES FOR VULNERABLE PEOPLE To increase the share of consistent and reliable Red Cross Red Crescent action in support of communities affected by disaster and crises
7 7 I Long Term Planning Framework Areas of Concentration Disaster and Crisis Readiness, Coordination, Information Management, Early Recovery and Livelihoods, Logistics, Emergency Assessments Response and Recovery, Relief, Emergency Health, Psychosocial Support, Water and Sanitation, Shelter, Food Security, Volunteering in Emergencies. National Society Approach According to this revised Long-Term Planning Framework, the secretariat will provide support to the National Society to improve its emergency response and recovery actions. This action will be undertaken through coordination with other actors and integrated work that considers the population s basic needs. It will provide essential services such as: health, food and nutrition, water and sanitation, and shelter, applying international standards in the response for disasters and crisis. The National Society will link its governance, management and operative bodies to the Movement s policies, strategies, and other regulations as well as design of tools and basic planning documents for disaster preparedness, emergency response and early recovery. GRC branch volunteers involvement and participation will be a key aspect in the assessment and planning processes related to disaster and crisis preparedness, response and early recovery. In order to increase national capacities, the Guatemalan Red Cross will employ mechanisms for monitoring, evaluation and systematization of disaster response performance, impact, and quality. Additionally, the equipment and logistics for emergency and disaster response will be a part of the actions, which will aim to strengthen institutional capacities. Outcomes and Outputs Through the implementation of this Business Line, the Guatemalan Red Cross will: - Develop its preparedness and response capacities based on the Well-Prepared National Society indicators. It will develop its branch response capacities, prioritizing those located in areas of high risk, by applying the Minimum Humanitarian Standards in Case of Disasters - Work together with communities to achieve a better understanding of the key humanitarian trends. - Implement an integrated disaster response plan, which will contribute to provide an appropriate response - Analyse of its existing level of logistic preparedness, and set out a strategy for strengthening its systems and staff specialized in this area. This will be undertaken in close collaboration with existing strategies related to the pre-positioning of emergency stock in the country - Increase its understanding and advocacy in relation to its auxiliary role to the public authorities. Outcome: 2.1.: National Societies, through their network of branches, adopt integrated sectoral approaches that strengthen essential Red Cross preparedness, response and recovery systems, and enable communities to better understand trends that increase the impact of disasters and crisis in their lives. Output : Community-based tools/ approaches to address emerging trends are adopted in disaster and crisis management Outcome: 2.2.: An efficient and effective regional Red Cross disaster and crisis management system in the Americas en route. Output : Humanitarian access is ensured as part of readiness for response and early action within a context of greater coordination, including increased activity by military forces and corporate interests Output: : The disaster and crisis response system in the Americas will be forward
8 8 I Long Term Planning Framework looking through innovation and by taking maximum advantage of the resource s trained and available throughout the Red Cross network Output : The Red Cross disaster and crisis management system in the Americas is able to address increased vulnerability associated with key humanitarian trends (urban risk, migration, violence and climate change). Business Line III: STRENGTHEN THE SPECIFIC RED CROSS AND RED CRESCENT CONTRIBUTION TO DEVELOPMENT Appropriate capacities built to address the upheavals created by global economic, social, and demographic transitions that create gaps and vulnerabilities, and challenge the values of our common humanity. Areas of Concentration National Society Development and Resilient Communities: Health, Violence Prevention, Migration Urban Risk, Disaster Risk Management, Volunteering, Youth, Shelter and Settlements, Food Security, Livelihoods, Early Warning, Water and Sanitation, Road Safety, Drug Addiction and Marginalized Populations (elderly, people living with disabilities). National Society Approach The Guatemalan Red Cross will reinforce its capacities to support communities to improve their resilience. The National Society will carry out this by implementing tools such as the Vulnerability and Capacity Assessment (VCA), Cost Benefit Analysis, among others, which will help in the promotion of local capacity building, primarily to strengthen mechanisms for integrated programme implementation at the municipal, departmental and regional levels. The National Society will promote the adaptation of practical measures to protect and guarantee essential community infrastructure in recurrent disaster areas. It will allow the link between the community early warning systems and timely measures to reduce and mitigate risks, thus with the objective to contribute in the protection of livelihoods and lives. As needed, the GRC emphasizes long-term strengthening of food security and nutrition by promoting livelihoods and increasing and diversifying food availability and acquisition for the most vulnerable populations. The National Society will increase community and academic knowledge to identify risks. It will allow pertinent reduction measures to promote a prevention and resilience culture, which emphasizes the consequences of climate change, risk in urban contexts, food security, among others. Outcomes and Outputs Through the implementation of this Business Line, the Guatemalan Red Cross will: - Increase its capacity to improve programme delivery at headquarters and branches levels, by having a better understanding of the key humanitarian trends. - Use new technologies and tools to increase its accountability to the beneficiaries of its programmes - Integrate the community based approach in the development and delivery of programs and projects - Strengthen the capacity of Branches in planning, monitoring evaluation and reporting (PMER) on projects carried out in their regions. - Have support for the update of its Strategic Development Plan, ensuring a participatory approach with involvement at all levels. - Update of the database and develop a national strategy for the retention of volunteers, promoting the identification and participation of youth and social volunteers as a priority.
9 9 I Long Term Planning Framework Outcome: 3.1.: National Societies, through their network of branches, demonstrate leadership in promoting the Red Cross Red Crescent model of sustainable development. Output : National Society leadership and institutional capacity for partnership exist in order to improve integrated programme delivery. Output 3.1.2: The IFRC and the National Societies in the Americas actively use beneficiary communications to increase beneficiary accountability under our humanitarian mandate. Output : The key humanitarian trends (urban risk, climate change, migration and violence prevention) are integrated into National Society programming Outcome 3.2.: Red Cross National Societies, through their network of branches, have enabled communities to better understand trends that impact their lives and take action to improve their health, safety, environmental and socioeconomic conditions Output : The key humanitarian trends (urban risk, climate change, migration and violence prevention) are integrated into community-based development programme Outcome 3.3.: Red Cross National Societies have forward thinking leadership with the skills and capacity to deliver services to vulnerable people in a sustainable manner. Output : Red Cross leadership is recognized by government and other key stakeholders Output : National Society leadership and managerial skills are improved. Outcome 3.4.: Volunteers of National Societies, representing all sectors and ages and involved in all aspects of National Society life from decision making to programme implementation, are key actors in demonstrating the added value of the work done by the Red Cross network and in expanding National Society humanitarian access. Output: National Societies have improved their voluntary service, formalizing the status, rights and duties of volunteers within their statutes and constitutions, and strengthening and diversifying their volunteer base. Outcome 3.5.: Youth, as agents for change of the Red Cross network, are a leading voice for joint actions with different sectors of society for inclusion, peace and innovation. Output: : Red Cross Youth will be provided opportunities to learn, innovate and develop leadership skills, contributing to generational change within the Red Cross network. Business Line IV: HIEGHTEN RED CROSS AND RED CRESCENT INFLUENCE AND SUPPORT OUR WORK Evidence-based humanitarian diplomacy conducted to draw attention to the causes and consequences of vulnerability, giving voice to vulnerable people, and demonstrating the value of Red Cross Red Crescent humanitarian work and leadership. Areas of Concentration Communications (Red Cross positioning and networking), Strategic Relationships, Movement Cooperation, Civil Military Relations, Resource Mobilisation, Humanitarian Access and Auxiliary Role. National Society Approach The Guatemalan Red Cross conducts advocacy and humanitarian diplomacy so that the Guatemalan government expresses concrete commitments regarding the issues discussed in the 31st International Conference on International Disaster Response Law, legislation on risk reduction and shelter, and on the understanding and strengthening of the National Society s auxiliary role.
10 10 I Long Term Planning Framework Outcomes and Outputs Through the implementation of this Business Line, the Guatemalan Red Cross will: - Develop a humanitarian diplomacy strategy that suits the adoption of a solid communications strategy, which helps to the strengthening of corporate image and encourages partnerships with the media, donors, and governmental authorities. - Establish a round table on humanitarian diplomacy for advocacy and awareness-raising purposes, under the leadership of the National Society, which brings together the principal national and international bodies involved in humanitarian affairs. - Develop a resource mobilization strategy, improve its partnerships with the private sector, and increase the revenue generation and sustainable development of financial resources. Outcome 4.1.: National Society Leadership capacities are enhanced to use their auxiliary role to influence public policies and ensure they are seen as a credible and preferred source of information on humanitarian issues by the general public, media and other actors. Output 4.1.1: National Societies become a source of reference information for humanitarian issues and vulnerability reduction Output 4.1.2: The secretariat and the National Societies actively use social network capacities. Outcome 4.2.: Strong links are fostered with governments, the public (especially opinion leaders), academia, private sector, and other partners of the Red Cross who work at local and national levels. Including representation in key forums to address humanitarian challenges and trends. Output 4.2.1: National Societies have a higher profile as auxiliary to government. Output 4.2.2: The Federation plays an influential role in inter-agency and inter-governmental bodies and fora. Outcome 4.3.: National Societies and donors invest in increasing financial and human resources to improve National Societies abilities to deliver services and programmes. Output : Resource mobilization and accountability capacities of the National Societies are enhanced to attract more reliable contributions to the Red Cross Red Crescent in an effort to ensure a higher level of sustainability. Business Line V: EFFECTIVE JOINT WORKING AND ACCOUNTABILITY More effective work among National Societies through modernised cooperation mechanisms and tools, and a greater sense of belonging, ownership, and trust in the International Federation Areas of Concentration Knowledge-sharing, Strategic Planning, Information Technology, Gender, Reporting, Evaluation, Policies, Safety and Human Resources. National Society Approach The improvement of the financial system, accountability and the modernization of digital tools are a fundamental part of organizational development. The National Society has understood that modernizing these areas is an important part of its efforts in organizational development, particularly as it relates to transparency and accountability to donors, the media and other key actors that will allow for the receipt of financial support. The Country Coordinator will support the service units, and will work with the National Society to promote peer to peer cooperation in order to improve its capacities through training, internships, case studies, dissemination of policies and best practices, using the Learning Platform, FedNet and other information-sharing platforms and tools. It will also explore alliances with external partners to improve the collective capacities in all support services.