Long Term Planning Framework Guatemalan Red Cross 2012-2015

Long Term Planning Framework Guatemalan Red Cross 2012-2015 Version 2 of 01.02.2014 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

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 2012-2015 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 I Long Term Planning Framework 2012-2015 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 I Long Term Planning Framework 2012-2015 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 2013-2016. 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 2013-216 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 2020. 5. 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 2012 2015 establishes the Federation s strategy for long-term support to the work of the Guatemalan Red Cross. This strategy aims to

5 I Long Term Planning Framework 2012-2015 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 2013 2016 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 2013-2016 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 I Long Term Planning Framework 2012-2015 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 1.1.1.: Humanitarian access is addressed through learning and action Output 1.1.2.: 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 1.2.1.: 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 1.3.1.: 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 1.4.1.: Educational and knowledge-sharing platforms are mainstreamed in the National Societies, increasing the learning opportunities for staff and volunteers Business Line II: 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 I Long Term Planning Framework 2012-2015 Areas of Concentration Disaster and Crisis Readiness, Coordination, Information Management, Early Recovery and Livelihoods, Logistics, Emergency Assessments Response and Recovery, Relief, Emergency Health, Psychosocial Support, Water and Sanitation, Shelter, Food Security, Volunteering in Emergencies. National Society Approach 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 2.1.1.: 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 2.2.1.: Humanitarian access is ensured as part of readiness for response and early action within a context of greater coordination, including increased activity by military forces and corporate interests Output: 2.2.2.: The disaster and crisis response system in the Americas will be forward

8 I Long Term Planning Framework 2012-2015 looking through innovation and by taking maximum advantage of the resource s trained and available throughout the Red Cross network Output 2.2.3.: 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 I Long Term Planning Framework 2012-2015 Outcome: 3.1.: National Societies, through their network of branches, demonstrate leadership in promoting the Red Cross Red Crescent model of sustainable development. Output 3.1.1.: National Society leadership and institutional capacity for partnership exist in order to improve integrated programme delivery. Output 3.1.2: The IFRC and the National Societies in the Americas actively use beneficiary communications to increase beneficiary accountability under our humanitarian mandate. Output 3.1.3.: The key humanitarian trends (urban risk, climate change, migration and violence prevention) are integrated into National Society programming Outcome 3.2.: 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 3.2.1.: The key humanitarian trends (urban risk, climate change, migration and violence prevention) are integrated into community-based development programme Outcome 3.3.: Red Cross National Societies have forward thinking leadership with the skills and capacity to deliver services to vulnerable people in a sustainable manner. Output 3.3.1.: Red Cross leadership is recognized by government and other key stakeholders Output 3.3.2.: 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: 3.4.1 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: 3.5.1.: 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 I Long Term Planning Framework 2012-2015 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 4.3.1.: 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.

11 I Long Term Planning Framework 2012-2015 The mechanisms identified to work as a Federation will be promoted to transfer responsibilities to the National Society, allowing it to improve the service areas, as well as methodologies of horizontal cooperation between National Societies. Outcomes and Outputs Through the implementation of this Business Line, the Guatemalan Red Cross will: - Have a set of minimum standards, manuals and procedures, including a system for planning, monitoring, evaluation and reporting (PMER). - Identify the training needs of volunteers and staff, capitalize on previous learning, and provide training using Movement tools and by creating new strategic alliances - Participate and contribute in the progress and evaluation process of international resolutions in order to achieve its commitment as a part of the Movement. Outcome 5.1.: Movement components have strengthened relationships, common aims and improved access to knowledge and shared learning. Output 5.1.1.: Red Cross National Societies facilitate greater peer-to-peer support, horizontal initiatives, regional exchange, and shared learning. Output 5.1.2.: The National Societies in the Americas and the Secretariat successfully organised the XIX Inter-American Conference to define our key priorities and strategic orientations for the Americas over the next four years and follow up the outcomes Outcome 5.3.: Federation policies and best practices on support services are increasingly adopted and implemented by National Societies. Output 5.3.1.: International Federation policies on cooperation and services (finance, administration, human resources, resource mobilization and accountability, information technology) are disseminated among National Societies. A full results matrix can be found under Annex 4 7. What are some of the key risks/assumptions? The Guatemalan Red Cross works in one of the region s most vulnerable countries due to the effects of climate change, threats such as earthquakes, volcanoes, cold season, food insecurity, and floods. These factors combined with the human development indicators and the impact of violence makes Guatemala a country with relevant challenges and opportunities to develop the Red Cross humanitarian mission. At the same time, they make it necessary to maintain a margin of flexibility in implementation of the current plan, which often could be modified by complex and frequent disasters especially during the hurricane season (May - November), time that a major attention and mobilization of resources for the humanitarian imperative are demanded. The challenges of the GRC are: To consolidate its new structure and its sustainability To diversify and expand the generation and resource mobilization To improve its strategic alliances with public and private sector To develop a volunteering management system 8. Promoting Diversity

12 I Long Term Planning Framework 2012-2015 The GRC has identified violence and lack of respect for diversity as two key challenges, and in order to respond to the pledge promoted by the IFRC at the XXXI International Conference and the Inter- American Framework for Action, the National Society is actively engaged in programmes focusing on preventing violence and discrimination that continue to deny individuals rights to safety, health and human dignity. 9. How much will it cost? Annex 3 provides a more detailed four-year outlook of funding for the plan. 10. Results Matrix Annex 4 includes a Results Matrix comprising the objectives of the plan, indicators to track their achievement and targets for the four years period covered by the plan. How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent Movement and Non-Governmental Organizations (NGO s) in Disaster Relief and the Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering assistance to the most vulnerable. The IFRC s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in the world. The IFRC s work is guided by Strategy 2020 which puts forward three strategic aims: 1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises. 2. Enable healthy and safe living. 3. Promote social inclusion and a culture of nonviolence and peace. Find out more on www.ifrc.org Contact information For further information specifically related to this report, please contact: In the Guatemalan Red Cross Annabella Folgar de Rocca, President; email: presidencia@guatemala.cruzroja.org; telephone and fax: + 502 2281 6565. In the Country Coordination Office Marissa Soberanis, Country Coordinator for Guatemala and El Salvador, email: marissa.soberanis@ifrc.org ; phone: +502 2381-6538

13 I Long Term Planning Framework 2012-2015 In the Americas Zone Xavier Castellanos, Head of Zone; email: xavier.castellanos@ifrc.org ; phone: +507 317 3050; and fax: +507 317 1304 Resource Mobilization Team in the Americas Zone; email: zonem.americas@ifrc.org ; phone: +507 317 3050; and fax: +507 317 1304 Annex 1 Core External Trends EXTERNAL TRENDS URBAN RISK: By 2020 the region comprising Latin America and the Caribbean will be 82 per cent urban. Unregulated low-income districts dominate the landscape of most Latin American cities. Poverty, inequality, political instability and lack of access to land are all contributing factors to this shift. Consequently, this shift is creating new trends in vulnerabilities such as urban violence, traffic accidents, and a diversity of environmental hazards, including poor sanitation, pollution of rivers and streams, and deforestation. 1 VIOLENCE: The Pan American Health Organization called violence in Latin America "the social pandemic of the 21st century." 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. 4 MIGRATION: The Americas are home to 27 per cent of the World s migrants 2. According to the International Organisation for Migration, issues such as natural disasters and climate change contribute to increased population movement with one in five migrants being a child or adolescent. 3 Migrants who are forced to settle elsewhere are frequently subject to discrimination and lack of access to social services. It is also vital to take into account the impact that migrants have on their communities of origin as well as host communities. CLIMATE CHANGE: Trends in climate change will continue to heavily impact Latin America and the Caribbean magnifying issues such as environmental degradation, migration pressures, food security, livelihoods and conflicts over scarce natural resources, particularly water, in addition to increased frequency and intensity of disasters and crisis. 1 Environmental Implications of Peri-urban Sprawl and the Urbanization of Secondary Cities in Latin America. Haroldo da Gama Torres; Inter-American Development Bank; Technical Notes No. IDB-TN-237. 2 UN DESA, Population Division (2009). Trends in International Migrant Stock: The 2008 Revision (United Nations database,pop/db/mig/stock/rev.2008); IOM, World Migration Report 2010 3 UN ECLAC with UNICEF,Children and International Migration in LAC, 2010 4 Inter-American Development Bank) Research Department Working Paper #613: Social Exclusion and Violence in Latin America and the Caribbean Heather Berkman October 2007

14 I Long Term Planning Framework 2012-2015 Annex 2 Internal Pressures INTERNAL PRESSURES Leadership is recognized by government authorities, civil society, the corporate sector and the Red Cross constituency as a result of evidence-based information, identifying the National Societies as relevant actors in addressing vulnerabilities and needs. The leadership guides, influences and ensures better understanding of issues affecting those most in need, enabling relevant strategic decision-making, thus bringing attention to rights, needs and vulnerabilities of communities and associated underlying factors. Furthermore, leaders must guarantee that the National Society assumes its auxiliary role to the government and differentiates between the functions of governance and management. Integrity Some National Societies require support on their internal systems to ensure that activities are being carried out in accordance with the Federation s standards and procedures as well as in a transparent and accountable manner. This also requires the capacity to develop early actions to anticipate external factors that might put at risk the image and identity of the Red Cross. Accountability Entails active compliance with the IFRC s policies and procedures, as well as working in line with the Fundamental Principles and Values and setting and following standards so as to become a role model. It also relates to meaningful beneficiary participation, effective and efficient use of resources and transparent reporting, monitoring and evaluation practices. Performance Capacity building of National Societies in the areas of Administration, Finance, Planning, Monitoring Evaluation and Reporting, Human Resources, Information Systems, Resource Mobilization and Logistics (especially procurement) takes into account that National Societies in the region are at different phases of development requiring different levels of support and enabling the Federation to foster peer-to-peer support and horizontal cooperation. Volunteering Strong commitment is needed to support National Societies to scale-up and prioritize their volunteering development efforts. By increasing the participation of volunteers in the National Societies decision-making and institutional life, volunteers will become more engaged. Resource mobilization Most National Societies are working in middle-income countries and, as such, benefit less from international cooperation, which tends to focus on countries, which are classified as low-income. Nevertheless, they work in increasingly complex and challenging contexts that require attention and reflection to find new ways of mobilizing resources. National Societies must reduce financial dependency on external donors and develop core funding that guarantees that they will always be active in their own county and will act independently from donor pressures and interests.

Annex 3 IFRC Secretariat Business group/unit: Guatemalan Red Cross Long-term Planning Framework 2012-2015 Four-year outlook of funding required (all amounts in CHF) Date: Version: 2 01/02/201 4 1 2 Business Line Raise humanitarian standards Grow RC/RC services for vulnerable people Subsector code Sub-sector 2012 * 2013* 2014 2015 1NSPD National Society performance development 40,000 56255 5177 1NSLK Learning and knowledge development 4,000 2,500 2DMDM Disaster management 2DMDR Disaster response 2DMEP Emergency preparedness 5,000 5,000 2DMFS Food security 2DMIL International Disaster Response Law 4349142 1077868 4,000 3,000 2DMLG Logistics 5,000 5,000 2DMRC 2DMSS Recovery Shelter

16 I Long Term Planning Framework 2012-2015 3DMRR Disaster risk reduction 35,000 3HSBD Voluntary non-remunerated blood donation 5,000 5,000 3HSFA Community-based health and first aid 4,000 4,000 3HSHA HIV and AIDS 6,000 5,000 3HSHL 3HSIP 3HSMA Health Avian and human influenza pandemic Malaria 3HSMC Maternal, new-born and child health 12,000 3HSNT Nutrition 3 Strengthen RC/RC contribution to development 3HSPM Measles and polio 3HSPS Psychosocial support 8,000 6,000 4486956 1204051 3HSRS Road safety 4,000 3,500 3HSSS Social services 3HSTB Tuberculosis 3HSWS Water and sanitation 20,000 10,000 3NSBD National Society branch development 10,000 6,000 3NSFD National Society financial development 3NSFS National Society financial sustainability 10,000 5,000 3NSLD National Society leadership development 3,000 3,000 3NSOD Organizational development 6,000 5,000 3NSVD Volunteering development 5,000 3,000 3NSYD Youth development 5,000 3,000

17 I Long Term Planning Framework 2012-2015 3PVMG Migration 12,000 6,000 4COCO 4COIR Communications International relations 4,000 Heighten influence and 4CORM Resource mobilisation 5,000 1,000 4 support for RC/RC 4PVAD Anti-discrimination 134906 77463 work 4PVGD Gender 4PVPV Humanitarian principles and values 2,500 2,500 4PVVP Violence prevention and reduction 6,000 6,000 5COAD Administration 5COAR Audit and risk management 5COCC Cooperation and coordination 2,000 2,000 5COFM Finance management 5 Joint working and accountability 5COGM General management 8,000 5,000 5COGV Governance 4,000 3,000 5COHR Human resource s 645694 491690 2,000 2,000 5COIT Information technology 2,500 3,000 5COLS Legal services 5COPM Planning, monitoring and evaluation 1,500 1,500 5COSC Security 5NSIC ICT Capacity Building 4,000 1,500 TOTAL 9672953 2856249 169,500 182,500 * For 2012 and 2013, a consolidated outlook for funding was developed for the Americas Zone per Business Lines, therefore, no disaggregated outlook for funding figures are available per country LTPFs for 2012 and 2013.

18 I Long Term Planning Framework 2012-2015 Annex 4 Results Matrix Business Line 1: Raise humanitarian standards Outcome: Uplifted thinking that inspires and underpins our services to maintain their relevance in a changing world, along with increased magnitude, quality, and impact. Outputs (specific SG objectives) Measurement AZ Outcome AZ Output Indicators BL 2012 2015 Targets The GRC has improved its auxiliary role 1 1 1.1 A contemporary interpretation of the Fundamental Principles consistently demonstrated through action by all Movement partners. 1.1.: The Red Cross is better positioned to lead and demonstrate the Federation-wide contribution to reducing vulnerability. Output 1.1.1.: Humanitarian access is addressed through learning and action Output 1.1.2.: External trends are better understood and promoted within National Societies GRC has adopted new law procedures on disaster law 0 1 The GRC has received support through regional and sub-regional initiatives related to disaster law. The GRC has participated in regional or national platforms in relation to key trends and emerging health challenges. The GRC has incorporated at least 2 key humanitarian trend in their plans 0 1 0 3 0 2 1.2 A Federation-wide databank and reporting system of factual National Society information is established and maintained. Outcome 1.2.: A collective understanding of the capacities, resources and services of the National Societies in the Americas has been improved. Output 1.2.1.: Federationwide Databank and Reporting System is established in the National Societies of Americas The GRC provides updated data on all 7 key proxy indicators in the FDRS annually 0 7 indicators updated annually

19 I Long Term Planning Framework 2012-2015 1.3. An organisational capacity assessment and certification process is established. (OCAC) 1.3.: National Societies in the Americas assess their own capacity and performance to provide better services 1.3.1.: Organisational Capacity Assessment and certification (OCAC) process established The GRC has finalized the OCAC process 0 1 1.4 A learning, research and knowledge sharing network to strengthen the professional qualifications and competences of staff and volunteers is established. 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. 1.4.1.: Educational and knowledge-sharing platforms are mainstreamed in the National Societies, increasing the learning opportunities for staff and volunteers # courses taken on the e-learning platform. 3 40 # courses completed vs. courses initiated 0 20 # courses/events/activities that incorporate the learning platform as a tool 0 1 (annually) Business Line 2: Grow Red Cross Red Crescent services for vulnerable people Outcome: Increased share of consistent and reliable Red Cross Red Crescent action in support of communities affected by disasters and crises. Outputs (specific SG objectives) 2.1 Robust essential preparedness, response and recovery systems are built in National Societies. Measurement AZ Outcome AZ Output Indicators BL 2012 2015 Targets 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 2.1.1.: Community-based tools/ approaches to address emerging trends are adopted in disaster and crisis management # of response and recovery programmes implemented by the GRC that take into account the relevant key trends. The GRC has its contingency plan in place, with respective protocols and are validated at national level 1 4 1 1

20 I Long Term Planning Framework 2012-2015 Output 2.2.1.: Humanitarian access is ensured as part of readiness for response and early action within a context of greater coordination, including increased activity by military forces and corporate interests # of spaces for coordination and peer-to-peer/horizontal learning on readiness for response and early action where the GRC participates. 1 3 2.2 The Red Cross Red Crescent global disaster management system is further developed Outcome 2.2.: An efficient and effective regional Red Cross disaster and crisis management system in the Americas en route. Output 2.2.2.: The disaster and crisis response system in the Americas will be forward looking through innovation and by taking maximum advantage of the resource s trained and available throughout the Red Cross network The GRC uses innovative tools for disaster response (SMS, MEGA V, among others). 1 3 The GRC has operations supported by DREF. 1 4 Output 2.2.3.: 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). The GRC integrates news trends into their plans of action with an integrated planning focus. 4 4

21 I Long Term Planning Framework 2012-2015 Business Line 3: Strengthen the specific Red Cross Red Crescent contribution to development Outcome: Appropriate capacities built to address the upheavals created by global economic, social, and demographic transitions that create gaps and vulnerabilities, and challenge the values of our common humanity. Outputs (specific SG objectives) Measurement AZ Outcome AZ Output Indicators BL 2012 2015 Targets Output 3.1.1.: National Society leadership and institutional capacity for partnership exist in order to improve integrated programme delivery. The GRC participates in peer-to-peer/horizontal cooperation exchanges that contribute to the improvement of internal systems and capacity for community-based development programming. 1 2 3.1 Increased and improved Red Cross Red Crescent action for longer-term sustainable development. Outcome 3.1.: National Societies, through their network of branches, demonstrate leadership in promoting the Red Cross Red Crescent model of sustainable development. Output 3.1.2: The IFRC and the NS in the Americas actively use beneficiary communications to increase beneficiary accountability under our humanitarian mandate. Output 3.1.3.: The key humanitarian trends (urban risk, climate change, migration and violence prevention) are integrated into National Society programming The GRC uses a beneficiary communication approach. 0 1 The GRC has included urban risk and community resilience in their strategic and operational plans. The GRC works in the most vulnerable communities most affected by the key humanitarian trends. 1 1 1 5 3.2 Initiatives established that aim to heal divisions within communities Outcome 3.2.: Red Cross National Societies, through their network of Output 3.2.1.: The key humanitarian trends (urban risk, climate change, migration and # Of branches of the GRC implementing integrating community development programming and projects in cooperation with other key stakeholders that address key humanitarian trends. 0 5

22 I Long Term Planning Framework 2012-2015 branches, have enabled communities to better understand trends that impact their lives and take action to improve their health, safety, environmental and socioeconomic conditions violence prevention) are integrated into community-based development programme # Of branches of the GRC working with community and government authorities on integrated violence prevention. 1 2 3.3 National Societies strengthen their capacities to provide sustainable services to vulnerable people, thereby contributing towards the strengths of the IFRC and civil society. 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 3.3.1.: Red Cross leadership is recognized by government and other key stakeholders Output 3.3.2.: National Society leadership and managerial skills are improved. The GRC participates in national platforms. 3 6 The GRC participates in leadership/management trainings. 1 4 Leaders of the GRC are trained in integration aspects. 0 2 3.4 The Red Cress Red Crescent share of volunteering among all ages is expanded. 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 Output: 3.4.1 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. The GRC has revised the volunteering policy 0 1 The GRC has insurance for its volunteers. 100 volunteers 200 volunteers

23 I Long Term Planning Framework 2012-2015 Cross network and in expanding National Society humanitarian access. The GRC has an effective volunteer management system in place. 0 1 3.5 Involvement of young people at all levels and in all services in National Societies increased. 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 3.5.1.: Red Cross Youth will be provided opportunities to learn, innovate and develop leadership skills, contributing to generational change within the Red Cross network. GRC promotes youth participation in peer-to-peer/horizontal exchanges and with sister National Societies 0 10 GRC has its youth policy, strategies and operational plans in place. 1 1 Business Line 4: Heighten Red Cross Red Crescent influence and support for our work Outcome: Evidence-based humanitarian diplomacy conducted to draw attention to the causes and consequences of vulnerability, giving voice to vulnerable people, and demonstrating the value of Red Cross Red Crescent humanitarian work and leadership. Outputs (specific SG objectives) Measurement AZ Outcome AZ Output Indicators BL 2012 2015 Targets 4.1 Advocacy effectively used to promote a strong and positive RCRC image, brand and message. Outcome 4.1.: National Society Leadership capacities are enhanced to use their auxiliary role to influence public policies and ensure Output 4.1.1. National Societies become a source of reference information for humanitarian issues and vulnerability reduction The GRC launches the World Disaster Report 1 3 (1 per year)

24 I Long Term Planning Framework 2012-2015 they are seen as a credible and preferred source of information on humanitarian issues by the general public, media and other actors. The GRC strengthens alliances with the media 0 1 Output 4.1.2. The secretariat and the National Societies actively use social network capacities. The GRC uses different types of social media. 0 5 The GRC is actively participating in the Americas communicators network through the communities of practice. 0 3 1. 4.2 Auxiliary partnership role of National Societies is promoted and supported 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 Output 4.2.1.: National Societies have a higher profile as auxiliary to government. The GRC receives direct support for enhancing or leveraging their auxiliary role. 0 2 The GRC has initiatives with parliamentarians. 0 3 The GRC follow-up on International Conference Resolutions through letters, meetings, etc. 0 2

25 I Long Term Planning Framework 2012-2015 representation in key forums to address humanitarian challenges and trends. Output 4.2.2: The Federation plays an influential role in interagency and intergovernmental bodies and fora. # of international fora/platforms where the GRC participates yearly 0 2 4. 3 Resource mobilisation capacities and efforts are scaled up to inspire more reliable contributions to the Red Cross Red Crescent Outcome 4.3.: National Societies and donors invest in increasing financial and human resources to improve National Societies abilities to deliver services and programmes. Output 4.3.1.: Resource mobilisation and accountability capacities of the National Societies are enhanced to attract more reliable contributions to the Red Cross Red Crescent in an effort to ensure a higher level of sustainability. The GRC actively engaged in the RM network through tailored support. 0 2 Business Line 5: Deepen our tradition of togetherness through joint working and accountability Outcome: More effective work among National Societies through modernised cooperation mechanisms and tools, and a greater sense of belonging, ownership, and trust in our International Federation. Outputs (specific SG objectives) Measurement AZ Outcome AZ Output Indicators BL 2012 2015 Targets 5.1 Capacities and resources are shared to improve coherence, alignment and accountability within the IFRC. Outcome 5.1.: Movement components have strengthened relationships, common aims and improved access to knowledge and shared learning. Output 5.1.1.: Red Cross National Societies facilitate greater peer-topeer support, horizontal initiatives, regional exchange, and shared learning. The GRC has a plan aligned with Strategy 2020 and IAFA. The GRC participates in the peer-to-peer / horizontal initiatives that have been carried out in the Americas Zone. The GRC participates in Federation Wide Resource Mobilisation Strategy knowledge sharing networks (Communities of Practice, regional RM networks, global skill share, peer exchanges, etc.) 0 1 0 TBC 0 TBC

26 I Long Term Planning Framework 2012-2015 Output 5.1.2.: The National Societies in the Americas and the Secretariat successfully organised the XIX Inter- American Conference to define our key priorities and strategic orientations for the Americas over the next four years and follow up the outcomes XIX Inter-American Conference resolutions have been completed. 1 0 The GRC monitors yearly its progress towards the IAFA commitments 0 2 GRC participated in the Think Tank sessions 1 3 5.3 The secretariat is seen as a competitive and well functioning organisation in support of IFRC governance and membership. Outcome 5.3.: Federation policies and best practices on support services are increasingly adopted and implemented by National Societies. Output 5.3.1.: International Federation policies on cooperation and services (finance, administration, human resources, resource mobilization and accountability, information technology) are disseminated among National Societies. The GRC participates in Communities of Practice, regional RM networks, global skill share, and peer exchanges. 0 3