Long Term Planning Framework Argentine Red Cross 2012-2015

Version 2 16 January 2014

150 Years Anniversary of the Red Cross

Buenos Aires, 2013. Source: Argentinian Red

Cross

1. Who are we?

The Country representation for Argentina and Uruguay is composed of a country representative and

a financial officer. Programme and service area technical support is received from the Zone office

located in Panama and the Andean Regional Representation located in Peru.

The Argentine Red Cross (ARC) is composed of 63 branches throughout the national territory with

12,613 partners (volunteers and members) and 1,891 employees of which 1,479 are employed in

the 37 nursing schools throughout the country. This National Society has updated statutes; a

strategic plan aligned with Strategy 2020 and The Inter-American Framework for Action and steadily

is incorporating external trends into its actions.

2. Who are our stakeholders? For ARC associated work is key to effectively fulfill its mission, in partnerships other actors share

common goals, resources and capabilities, enhancing the added value of each benefit of the

recipients. The coordination and support both IFRC and ICRC are constant. Other National

Societies with which ARC works are traditionally the Finnish Red Cross, Spanish Red Cross and

Italian Red Cross. At present, it has joined the cooperation with American Red Cross. Argentina Red

Cross has partnered with a large number of institutions at the international, national, regional,

provincial, local and basic shape in joint activities of the branches, mainly in areas of work such as

Community Health, HIV-AIDS, road safety and Emergency and Disaster Management. 63% of these

Long Term Planning Framework

Argentine Red Cross 2012-2015

International Federation of Red Cross and Red Crescent Societies

2 I Long Term Planning Framework 2012-2015

institutions in the public sector, maintaining strong synergy in relation to the state, 25% corresponds

to the work associated with other civil society organizations and private sector partners (12%),

establishing frameworks productive cooperation.

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Bilateral partner National Societies through IFRC:

Finnish RC

Italian RC

Spanish RC

American RC

Multilateral partner National Societies:

Swedish RC

Other multilateral partners through IFRC:

ECHO

NORAD

Corporate multilateral partners through IFRC:

ZURICH

Emergency operations multilateral partners through IFRC:

DG ECHO; Coca Cola Foundation; Canadian Red Cross; Canadian Red Cross/Govt

Other Bilateral partners are: PRIME; UNILEVER; PAU EDUCATION, Microsoft, The Global Fund to

Fight AIDS, Tuberculosis and Malaria, Vichy Laboratories

3. Where have we come from and what have we done so far?

The zone plan covers the period of 2012–2015.The country-level plans cover the period corresponding to the validity of the Argentine Red Cross Strategic Plan 2011–2015, which will be monitored annually. During a large part of the twentieth century, the Republic of Argentina was an egalitarian society

with considerable social mobility; free and good quality public health and education systems; a wide

range of job and investment opportunities, and a wide network of social security. This situation

started to deteriorate at the beginning of the 1970s, reaching a profound crisis in 2001 and 2002

when the country experienced dramatic social and economic deterioration. According to the

Economic Commission for Latin America and the Caribbean (ECLAC) poverty levels reached 45.4

per cent and extreme poverty 20.9 per cent. Once this situation returned to normalcy, human

development inequality has had the tendency to decline at the national and provincial levels, thanks

to accelerated economic growth and the implementation of wide reaching redistributive and social

policy measures.

At present a strong correlation has been registered between the human development level and the

inequality level: the provinces with a higher human development index are those which have lower

inequality levels, while the provinces with lower a human development index have greater inequality.



In recent decades in main urban centres across the country, private residences, known as

“countries” and closed neighbourhoods, as well as settlements and shantytowns have spread. In this

sense, the inhabitants segregate themselves so that the rich only interact with the rich and the poor

with the poor. This deepens social differences and reduces opportunities for the least favoured

groups, therefore increasing stigma and discriminatory practices amongst the population. Argentina

faces the challenge of consolidating economic growth and progressing in the areas of health and

education to find a balance that will reduce the existing inequality gaps.

Regarding health, Argentina registers life expectancy at 71.56 years for men and 79.06 years for

women; with infant mortality (under five) registered at 12.1 per cent1. There is a predominance of

non-communicable diseases (cardiovascular, cancer) in causes of mortality, which indicates that the

health situation of Argentina is similar to that of a developed country. However, given the levels of

maternal infant mortality and the presence of emerging and re-emerging diseases, this identifies

more with the health characteristics of a developing country. While the morbidity index for

leptospirosis or hanta virus has reduced compared to previous years, a high index of deaths caused

by tuberculosis and other prevalent diseases continue to be recorded, and the incidence rates

remain high. At the same time, chagas disease, yellow fever and dengue epidemic outbreaks

continue to occur as re-emerging diseases.

The health system reflects and feeds into socio-economic and jurisdictional inequalities, making it

difficult for those in vulnerable situations to access medical check-ups, medicine, immunization

plans, information for disease prevention and the development of healthy lifestyles. This is

compounded, in many cases, by inadequate diet and nutrition and the lack of knowledge on warning

signs and accident prevention advice, including road accidents.

During its history, different types of disasters have also affected Argentina. The most predominant,

due to the damage caused and the recurrence, are those linked to hazards of hydrometeorological

origin, and in particular, floods. In terms of recurrence those that follow, in decreasing order, are

those linked to hazards of entropic, geological and biological origins.

Finally, other factors must be considered that increase the risk and vulnerability of the most exposed

communities, such as: the consequences and effects of climate change; environmental degradation

and contamination; the poor management of natural resources; the growth of unplanned human

settlements; and chronic critical situations or structures that affected populations suffer, which

seriously compromise their development.

Target groups and/or target populations

The ARC focuses its work on populations in vulnerable situations living below the poverty line,

excluded from the labour market and from circles of social coverage, particularly children, youth and

elderly people, focusing on groups of people whose situation requires a specific approach,

considering their particular vulnerability.

The regional representation will focus its work on strengthening the technical personnel’s capacities,

both remunerated staff and volunteers in the headquarters and branches. It will also establish

cooperation relations with governmental and non-governmental institutions, the business and

academic sectors, and all those that strengthen the positioning and the role of the National Society.

1 National Institute for Statistics and Census (INDEC) and National Ministry of Health Argentina 2010



Context/Background of the National Society Priorities

Since the crisis that shook the nation at the beginning of 2001, the Argentine Red Cross has sought

to orientate its work towards the most vulnerable groups in the country; as a result it has made

efforts to be more professional and modern in its actions. This effort has positioned the National

Society in important areas at headquarters level, however this development did not reach the entire

country, something that continues to be a considerable challenge for the National Society. In the

past year, it has revised its statutes and approved a new strategic plan that will guide its actions in

the coming years.

The main accomplishments in the Argentinian Red Cross:

Has a good Strategic Plan: clear, measurable, realistic and aligned with the S2020 and

the Inter-American Framework for Action.

Has incorporated two external trends: urban risk, as the majority of the Argentine

population lives in cities and the National Society works with vulnerable populations in

urban and peri-urban areas; at the same time, the ARC has incorporated climate change

within the strategic area of emergency and disaster risk management.

In the area of violence, the National Society carries out actions focused on the

eradication of gender violence and promotion of social inclusion and diversity

Has professionals for management: programme areas, services and finance

Is improving its services: Home care for the elderly, educational services, first aid, etc.

Develops activities in two areas of action linked to specific needs of the country: Health

activities linked to the prevention of non-transmissible and/or chronic diseases focused

on promoting healthier lifestyles and improving the quality of lives of target groups. And,

the National Society works with elderly people, an age group that is growing as in other

countries in the region. The ARC implements a home tele-assistance programme in this

area of work.

Uses of new technologies and social networks

Is increasing its strategic alliances with public and private sector

Is increasing the diversification of its funding sources

4. Americas Zone Mission The mission of the Americas Zone is to support Americas National Societies to increase

humanitarian and development standards, helping them to remain relevant within their country and

sustainable and accountable for their actions, guided by the implementation of Strategy 2020.

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

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

The Americas Zone, through this LTPF and the support provided by the country representation, will

apply a complementary approach to strengthening the Argentine Red Cross Society headquarters

and territorial branch network, while fostering greater specialization within key programme areas.

This strategy introduces thematic focus areas for integrated programming, as well as strategic



support areas that will contribute towards modernization of the National Society in its way of

operating.

The Americas Zone has identified the following core external trends, although it is recognized that

these may not be relevant for all National Societies (Annex 1):

Urban Risk

Migration

Violence

Climate change

Concurrently, in order to respond to external trends, the ARC will need to update and modernize its

way of operating by addressing internal pressures related to the areas of National Society

leadership, integrity, accountability, performance, volunteers and resource mobilization

(Annex 2).

The LTPF is focused on the priorities considered by the Argentine Red Cross (ARC) in its Strategic

Plan 2011–2015 as follows:

Focus on community development and community risk reduction: understanding community

development as a dynamic process aimed at achieving equality and improving the lives of the

inhabitants of a community. In this way, the aim is to contribute to community development,

strengthening the resilience of communities through advocacy, the creation of capacities and

opportunities within the framework of the strategic objectives of the National Society.

Focus on transformation of organizational culture: understanding this as the collection of

perceptions, feelings, attitudes, habits, beliefs, values and traditions that legitimize ways of

interaction amongst members of the organization and with communities. The aim is to achieve

excellence and quality and an organizational development that is characterized by innovation,

integrity, responsibility, commitment and transparency.

Focus on youth. Youth as agents of social change that offer an innovative approach and propose

ideas and new perspectives. The participation of youth takes advantage of their qualities in order to

build a more dynamic, more creative and committed National Society, with greater adaptability to

change.

Focus on cooperation. Cooperation as joint work between people and organizations, as a shared

objective and mutually strengthening for the benefit of target populations. Establish alliances and

partnerships, external and internal, increasing effectiveness through coordination and the more

efficient use of resources. In this way, sustainable outcomes can be achieved in the long term as

well as broadening participation in the definition of public policies.

Focus on gender, respect for diversity and non-discrimination. This is based on the full

development of gender in all aspects of social life, distinguishing and recognizing the practical needs

and strategic interests of gender in equal opportunities and equity in access and control of goods,

services and resources. It considers the recognition of the diversity of cultural, ethnic, religious,

sexual, sexual orientation, gender identity and the equality of rights and dignity as people, respect

for differences and diversity and the full exercise of rights.



The Argentine Red Cross’ strategic plan is aligned with the Strategic 2020, the Inter American

Framework for Action and based upon local country need. This was identified by the National

Society’s country needs assessment and analysis of its vulnerable communities and through a

literature review of country documentation which included United Nations Development Programme

(UNDP) documents, information from the Ministry of Health, the Pan American Health Organization

(PAHO), amongst others.

With the implementation of this plan, the aim, through the LTPF, is to respond to vulnerable groups

and communities according to the needs identified. The Strategic Plan therefore lists the following

objectives, lines of action and areas of work.

Objective 1: Working for healthier and stronger communities.

Health promotion: Community health, HIV and AIDS, psychosocial support, road safety and

prevention and harm reduction linked to the use of psychoactive substances.

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

emergency and disaster management.

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

Objective 3: Becoming closer to people: Home tele-assistance, first aid services at events and

restoration of family links.

Objective 4: Working together more and better: territorial development, taking into account the

human factor, communication and financial resources.

Business Line I: HUMANITARIAN STANDARDS

Uplifted thinking that inspires and underpins our services to maintain their relevance in a changing

world, along with increased magnitude, quality, and impact.

Areas of Concentration

Humanitarian Trends, Fundamental Principles and Values, Policies, Disaster Laws, Civil Military

Relations, Capacity and Organisational Development, Research Studies, Education and Knowledge

Management

National Society Approach

The Argentine Red Cross understands that it has potential as a humanitarian institution that is well

recognized in the country. From that perspective, it can work well with other actors in society (from

both the public or private sectors), but to function adequately it must be well positioned. For this

reason, it is necessary to reinforce an understanding of the Fundamental Principles and

Humanitarian Values with the National Society’s teams and ensure that this is in line with the

changes that the country is experiencing. Such an exercise, first internally, will allow the National

Society to implement its activities with the population through advocacy and humanitarian diplomacy

in favour of Red Cross.



A good and updated positioning of the National Society will allow it to influence decision makers with

greater effectiveness, particularly in the design of laws and regulations that favour humanitarian

work.

Timely evaluations will be undertaken to ensure that the National Society enters into the

Organizational Capacity Assessment and Certification (OCAC) process during 2014. Also, ARC will

receive support to establish the Federation-wide Reporting System and the databank (FDRS) and

will report on seven indicators. In addition, the ARC will customize the Federation Learning Platform.

The capacity building courses of ARC will be able to perform on this platform.

Outcomes and Outputs

The Argentine Red Cross understands that it has potential as a humanitarian institution that is well

recognized in the country and from that perspective can act with other actors in society, from the

public or private sector, but for this it must be well positioned. A well-positioned Argentine National

Society will influence decision-makers with greater effectiveness, particularly in the design of laws

and regulations that favour humanitarian work. In of the area external trends, the National Society

has been working with the issue of urban risk (violence and road safety) and has begun to work with

climate change in risk management projects. Now, the ARC wants to incorporate livelihood within

their lines of work. As for the learning platform of the IFRC, the National Society seeks to "adopt". It

will promote knowledge sharing.

Outcome: 1.1.: The Red Cross is better positioned to lead and demonstrate the Federation-

wide contribution to reducing vulnerability.

Output 1.1.1.: Humanitarian access is addressed through learning and action

Output 1.1.2.: External trends are better understood and promoted within National Society

Outcome: 1.2.: A collective understanding of the capacities, resources and services of the

National Society has been improved.

Output 1.2.1.: Federation-wide Databank and Reporting System is established in the National

Society

Outcome: 1.3.: National Societies in the Americas assess their own capacity and

performance to provide better services

Output 1.3.1.: Organisational Capacity Assessment and certification (OCAC) process

established

Outcome: 1.4.: The professional qualifications and competencies of the ARC volunteers and

staff are strengthened, enabling National Societies to take the lead in addressing new risks

and vulnerabilities.

Output 1.4.1.: Educational and knowledge-sharing platforms are mainstreamed in the

National Societies, increasing the learning opportunities for staff and volunteers

Business Line II: DISASTER AND CRISIS MANAGEMENT

To increase the share of consistent and reliable Red Cross Red Crescent action in support of

communities affected by disaster and crises



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

In of the area external trends, the National Society has been working with the issue of urban risk

(violence and road safety) and has begun to work with climate change in risk management projects.

In the area of health in emergencies, support will continue through the implementation of

emergencies in health, volunteer training and community care. Another aspect is the implementation

and use of materials for epidemic control in health in emergencies projects, to face diseases such as

dengue, chagas and yellow fever which are recurrent in northern Argentina.

The ARC will train volunteers in the epidemic control module for volunteers and the psychosocial

support national intervention team module for health, with the progressive inclusion of the climate

change approach in different processes. Joint actions will be developed with UNICEF and other

organizations to increase actions in prevention and risk management in health.


Although disaster recurrence and variation is not very high in the country, the National Society

understands that better prepare accurate especially in relation to the management of risks and

response at the community level as well as in areas where there may be a good complement of civil

protection system in the country. It is also necessary to prepare your Emergency Plan and national

contingency plans branch level.

Outcome: 2.1.: National Societies, through its network of branches, adopt integrated sectoral

approaches that strengthen essential ARC preparedness, response and recovery systems, and

enable communities to better understand trends that increase the impact of disasters and crisis

in their lives.

Output 2.1.1.: Community-based tools/ approaches to address emerging trends are adopted

in disaster and crisis management

Output 2.1.3. Increase the logistics capacity to deliver logistics services for preparedness

and relief activities, connecting National Society assets where possible, and making it self-

sustaining through promoting the effective functioning of the Federation

Outcome: 2.2.: An efficient and effective regional Red Cross disaster and crisis management

system in the Americas en route.

Output 2.2.1.: Humanitarian access is ensured as part of readiness for response and early

action within a context of greater coordination, including increased activity by military

forces and corporate interests

Output: 2.2.2.: The disaster and crisis response system in the Americas will be forward

looking through innovation and by taking maximum advantage of the resources trained and

available throughout the ARC network

Output 2.2.3.: The ARC disaster and crisis management system in Argentina is able to address

increased vulnerability associated with key humanitarian trends (urban risk, migration, violence

and climate change).



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

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

NS

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

Business Line III: SUSTAINABLE DEVELOPMENT

Appropriate capacities built to address the upheavals created by global economic, social and

demographic transitions that create gaps and vulnerabilities, and challenge the values of our

common humanity.


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)


In its new Strategic Plan, the ARC has identified the need to continue internal development and

unification of the National Society. This means modernization, professionalization and sustainability

of the organization. In its own mission it clearly defines its aims. As a result, the development of

human and structural capacities will be an important part of work in the coming years. Its

development will be inspired by the Federation guidelines and particularly the document “Building

Stronger National Societies”.

Work in community health will focus on strengthening capacities in health through the Community-

Based Health and First Aid (CBHFA) methodology, which is being implemented in this area.

Resources will be sought for the progressive implementation at the national level.

A work plan for the Global Alliance on HIV will be developed for the coming years, strengthening the

areas of HIV/TB, harm reduction from substance abuse, and increasing the targets to include groups

such as people living in prison settings. The National Society has experience working in the area of

violence, in the area of human rights and non-discrimination, fields that will continue to be supported

through the Global Alliance.

Argentine Red Cross participated in the Behavioural Change workshop, and has considered

addressing this methodology in a cross-cutting way so that this approach can be applied in all of the

National Society’s community interventions, for which it will be necessary to support training at the

national level.

The Prevention and Harm Reduction project linked to the use of psychoactive substances (PAS)

that the Red Cross is implementing with support from the Italian Red Cross requires an exchange of

experiences with a National Society that works in this area. As well as contributing to resource

mobilization, internships will be sought with other National Societies, such as the Spanish Red

Cross so as to ensure that experiences and examples of good practice are disseminated.



For the area of road safety, information and tools will be shared for work with communities in order

for the National Society to integrate a joint national and regional action platform.

Finally, in the area of health-HIV the ARC has technical staff that contribute to cooperation amongst

National Societies and the scaling up of regional actions in the Americas; this is a reason to prioritize

its participation and strengthen capacities.


In its Strategic Plan, the ARC has identified the need to continue internal development and

unification of the National Society. This means modernization, professionalization and sustainability

of the organization. In its own mission it clearly defines its aims. As a result, the development of

human and structural capacities will be an important part of work in the coming years. Its

development will be inspired by the Federation guidelines and particularly the document “Building

Stronger National Societies”.

Outcome: 3.1.: The Nacional Society , through their network of branches, demonstrate

leadership in promoting the Red Cross Red Crescent model of sustainable development.

Output 3.1.1.: National Society leadership and institutional capacity for partnership exist in

order to improve integrated programme delivery.

Output 3.1.2: The IFRC and the ARC actively use beneficiary communications to increase

beneficiary accountability under our humanitarian mandate.

Output 3.1.3.: The key humanitarian trends (urban risk, climate change, migration and

violence prevention) are integrated into National Society programming

Outcome 3.2.: The NS, through their network of branches, has enabled communities to

better understand trends that impact their lives and take action to improve their health,

safety, environmental and socioeconomic conditions

Output 3.2.1.: The key humanitarian trends (urban risk, climate change, migration and

violence prevention) are integrated into community-based development programme

Outcome 3.3.: ARC has forward thinking leadership with the skills and capacity to deliver

services to vulnerable people in a sustainable manner.

Output 3.3.1.: Red Cross leadership is recognized by government and other key stakeholders

Output 3.3.2.: The National Society leadership and managerial skills are improved.

Output 3.3.3.: Red Cross leadership is regularly updated on key humanitarian and

development issues

Output 3.3.4.: The ARC will work towards a transition in Red Cross Society leadership at all

levels, seeking better diversity and representation in their membership.

Outcome 3.4.: Volunteers of ARC, representing all sectors and ages and involved in all

aspects of National Society life from decision making to programme implementation, are

key actors in demonstrating the added value of the work done by the Red Cross network

and in expanding National Society humanitarian access.

Output: 3.4.1 The ARC has improved its voluntary service, formalizing the status, rights and

duties of volunteers within their statutes and constitutions, and strengthening and diversifying

their volunteer base.

Business Line IV: HUMANITARIAN DIPLOMACY



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


Communications (Red Cross positioning and Networking), Strategic Relationships, Movement

Cooperation, Civil Military Relations, Resource Mobilisation, Humanitarian Access and Auxiliary

Role.


The ARC is aware that its possibilities to influence decision-makers are significant. It has carried out

advocacy in the past. The present provides opportunities to carry this out in a systematic way with

more concrete objectives, for which it must prepare itself better, with the clear objective of

influencing the country’s public agenda. At the same time, relations with the business world have

shown that this sector is not insensitive and it is therefore possible to achieve long-term alliances

with clear humanitarian objectives.

The National Society has also understood that maintaining and strengthening its image go hand-in-

hand with the possibility of mobilizing more resources for its work with the most vulnerable sectors of

the Argentine population. The big challenge that the ARC faces is ensuring economic sustainability

of its national projects.


The ARC is aware that its possibilities to influence decision-makers are significant. The present

provides opportunities to carry this out in a systematic way with more concrete objectives, for which

it must prepare itself better, with the clear objective of influencing the country’s public agenda. At the

same time, relations with the business world have shown that this sector is not insensitive and it is

therefore possible to achieve long-term alliances with clear humanitarian objectives. The National

Society has also understood that maintaining and strengthening its image go hand-in-hand with the

possibility of mobilizing more resources for its work with the most vulnerable sectors of the Argentine

population.

Outcome 4.1.: National Society Leadership capacities are enhanced to use their auxiliary

role to influence public policies and ensure they are seen as a credible and preferred source

of information on humanitarian issues by the general public, media and other actors.

Output 4.1.1. National Societies become a source of reference information for humanitarian

issues and vulnerability reduction

Output 4.1.2. The secretariat and the National Societies actively use social network

capacities.

Outcome 4.2.: Strong links are fostered with governments, the public (especially opinion

leaders), academia, private sector, and other partners of the ARC who work at local and

national levels. Including representation in key forums to address humanitarian challenges

and trends.

Output 4.2.1.: The National Society has a higher profile as auxiliary to government.

Output 4.2.2: The Federation plays an influential role in inter-agency and inter-governmental

bodies and fora.



Outcome 4.3.: National Societies and donors invest in increasing financial and human

resources to improve National Societies’ abilities to deliver services and programmes.

Output 4.3.1.: Resource mobilisation and accountability capacities of the National Society are

enhanced to attract more reliable contributions to the Red Cross Red Crescent in an effort to

ensure a higher level of sustainability.

Outcome 4.4. ARC humanitarian diplomacy capacities are enhanced to influence public

policies and an active humanitarian diplomacy network is established in the Americas Zone

Output 4.4.2. The ARC develop a more strategic approach to HD and advocacy

Outcome 4.5. The Federation in the Americas Zone is actively engaged in global and regional

humanitarian campaigns to address key issues affecting the region

Output 4.5.2. The National Society play an active role in regional and global campaigns

Business Line V: EFFECTIVE JOINT WORKING AND ACCOUNTABILITY

More effective work among National Societies through modernised cooperation mechanisms and

tools, and a greater sense of belonging, ownwership, and trust in the International Federation

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

The ARC would like to actively participate in initiatives being carried out by the Federation

secretariat at the global level. This is considered as an opportunity to strengthen new areas in the

National Society. In this context, the National Society values the possibility of working in

collaboration with sister Red Cross Societies as a way of cooperating amongst peers, which

strengthens the universal purpose of the Movement.

Equally important for the National Society to be able to improve communication channels and

accountability tools as it realizes that both are essential to maintain a good and transparent public

image and with this ensure the support and recognition of the population.


The ARC would like to actively participate in initiatives being carried out by the Federation

secretariat at the global level. This is considered as an opportunity to strengthen new areas in the

National Society. In this context, the National Society values the possibility of working in

collaboration with sister Red Cross Societies as a way of cooperating amongst peers, which

strengthens the universal purpose of the Movement. Equally important for the National Society to be

able to improve communication channels and accountability tools as it realizes that both are

essential to maintain a good and transparent public image and with this ensure the support and

recognition of the population. For the National Society is important to know the IFRC on cooperation

policies and services (finances, administration, human resources, resource mobilization and

accountability, IT)

Outcome 5.1.: Movement components have strengthened relationships, common aims and

improved access to knowledge and shared learning.

Output 5.1.1.: The National Society facilitates greater peer-to-peer support, horizontal



initiatives, regional exchange, and shared learning.

Output 5.1.2.: The National Societies in the Americas and the Secretariat successfully

organised the XIX Inter-American Conference to define our key priorities and strategic

orientations for the Americas over the next four years and follow up the outcomes

Outcome 5.3.: Federation policies and best practices on support services are increasingly

adopted and implemented by National Society

Output 5.3.1.: International Federation policies on cooperation and services (finance,

administration, human resources, resource mobilization and accountability) are

disseminated among National Societies.

A full results matrix can be found under Annex 1

3. What are some of the key risks/assumptions?

It is recognized that there are risks associated with the implementation of this LTPF. The ARC’s

national strategic plan is monitored regularly, has been designed to mitigate these risks over time

and reflects on the challenges and initiatives listed below.

The challenges in the ARC:

Improve its administrative procedures (have them written down and communicate them to

everybody)

Have better job descriptions and performance evaluations for its staff

Strengthen its branches (leadership development in government and management)

Unify administrative and accounting systems in all branches

Taking advantage to current good positioning with the media

Improve a positioning with the State

Increasing its resource mobilization

We propose giving support and providing continuous coaching for:

Diversifying its fund sources form programmes

Improving the Human Resources Area

Giving a stronger impulse to humanitarian diplomacy

4. Promoting Diversity This plan is aligned with the Strategic Plan of the ARC, where one of his approaches is gender,

respect for diversity and non-discrimination. This approach cuts across all activities of the National

Society. With the support of the Secretariat can perform specific workshops and promote the

strategic framework of the International Federation of gender and diversity. Similarly, we plan to

reflection groups on Fundamental Principles jointly with the ICRC (National Volunteer Meeting,

2013)

5. How much will it cost?

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



6. Results Matrix

See Annex 4 for the Results Matrix comprising the objectives of the plan, indicators to track their

achievement and targets for the period covered by the plan.

How we work All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and

Red Crescent Movement and Non-Governmental Organizations (NGO’s) in Disaster Relief and the

Humanitarian Charter and Minimum Standards in Disaster Response (Sphere) in delivering

assistance to the most vulnerable.

The IFRC’s vision is to inspire, encourage, facilitate and promote at all times all forms of

humanitarian activities by National Societies, with a view to preventing and alleviating human

suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in

the world.

The IFRC’s work is guided by Strategy 2020 which puts forward three strategic aims:

1. Save lives, protect livelihoods, and strengthen recovery from disaster and crises.

2. Enable healthy and safe living.

3. Promote social inclusion and a culture of nonviolence and peace.

Find out more on www.ifrc.org

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

In the Argentinian Red Cross

Maria Cecilia Villafane, Secretary General; email: [email protected]; phone

and Fax: + 54 11 4952 7200

In the Country Representation

Maria del Mar Rodríguez, Country Representative for Argentina and Uruguay; email:

[email protected] ; phone: +5411 4951 7420 and fax: + 5411 4952

7200

In the Americas Zone

Xavier Castellanos, Head of Zone; email: [email protected] ; phone: +507

317 3050; and fax: +507 317 1304

Resource Mobilization Team in the Zone; email: [email protected] ; phone:

+507 317 3050; and fax: +507 317 1304

http://www.ifrc.org/Docs/idrl/I259EN.pdf

http://www.ifrc.org/Docs/idrl/I259EN.pdf

http://www.sphereproject.org/

http://www.ifrc.org/en/who-we-are/vision-and-mission/strategy-2020/

mailto:[email protected]






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.

2

MIGRATION: The Americas are home to 27 per cent of the World’s migrants

3. 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.

4 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.

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.

5

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.

Annex 2 Internal Pressures

INTERNAL PRESSURES

Leadership is recognized by government authorities, civil society, the corporate sector and the

Red Cross constituency as a result of evidence-based information, identifying the National

Societies as relevant actors in addressing vulnerabilities and needs. The leadership guides,

influences and ensures better understanding of issues affecting those most in need, enabling

relevant strategic decision-making, thus bringing attention to rights, needs and vulnerabilities of

communities and associated underlying factors. Furthermore, leaders must guarantee that the

National Society assumes its auxiliary role to the government and differentiates between the

functions of governance and management.

Integrity Some National Societies require support on their internal systems to ensure that activities

are being carried out in accordance with the Federation’s standards and procedures as well as in a

transparent and accountable manner. This also requires the capacity to develop early actions to

anticipate external factors that might put at risk the image and identity of the Red Cross.

2 Environmental Implications of Peri-urban Sprawl and the Urbanization of Secondary Cities in Latin America. Haroldo da Gama Torres;

Inter-American Development Bank; Technical Notes No. IDB-TN-237.

3 UN DESA, Population Division (2009). Trends in International Migrant Stock: The 2008 Revision (United Nations

database,POP/DB/MIG/Stock/Rev.2008); IOM, World Migration Report 2010

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

5 Inter-American Development Bank) Research Department Working Paper #613: Social Exclusion and Violence in Latin America and the

Caribbean Heather Berkman October 2007

http://en.wikipedia.org/wiki/Pan_American_Health_Organization

http://en.wikipedia.org/wiki/Pandemic



Accountability Entails active compliance with the IFRC’s policies and procedures, as well as

working in line with the Fundamental Principles and Values and setting and following standards so

as to become a role model. It also relates to meaningful beneficiary participation, effective and

efficient use of resources and transparent reporting, monitoring and evaluation practices.

Performance Capacity building of National Societies in the areas of Administration, Finance,

Planning, Monitoring Evaluation and Reporting, Human Resources, Information Systems,

Resource Mobilization and Logistics (especially procurement) takes into account that National

Societies in the region are at different phases of development requiring different levels of support

and enabling the Federation to foster peer-to-peer support and horizontal cooperation.

Volunteering Strong commitment is needed to support National Societies to scale-up and prioritize

their volunteering development efforts. By increasing the participation of volunteers in the National

Societies’ decision-making and institutional life, volunteers will become more engaged.

Resource mobilization Most National Societies are working in middle-income countries and, as

such, benefit less from international cooperation which tends to focus on countries which are

classified as low-income. Nevertheless, they work in increasingly complex and challenging contexts

that require attention and reflection to find news ways of mobilizing resources. National Societies

must reduce financial dependency on external donors and develop core funding that guarantees

that they will always be active in their own county and will act independently from donor pressures

and interests.

Annex 3

IFRC Secretariat

Business group/unit: Argentinean Red Cross

Long-term Planning Framework 2012-2015

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

Version: 1

Business Line

Sub-sector code

Sub-sector 2012* 2013* 2014 2015

1 Raise humanitarian standards

1NSPD National Society performance development Not available

(N/A) N/A

1NSLK Learning and knowledge development

2 Grow RC/RC services for vulnerable people

2DMDM Disaster management

N/A N/A

2DMDR Disaster response

2DMEP Emergency preparedness

2DMFS Food security

2DMIL International Disaster Response Law

2DMLG Logistics

2DMRC Recovery

2DMSS Shelter

3 Strengthen RC/RC contribution to development

3DMRR Disaster risk reduction

N/A N/A

3HSBD Voluntary non-remunerated blood donation

3HSFA Community-based health and first aid

3HSHA HIV and AIDS

3HSHL Health

3HSIP Avian and human influenza pandemic

3HSMA Malaria



3HSMC Maternal, newborn and child health

3HSNT Nutrition

3HSPM Measles and polio

3HSPS Psychosocial support

3HSRS Road safety

3HSSS Social services

3HSTB Tuberculosis

3HSWS Water and sanitation

3NSBD National Society branch development

3NSFD National Society financial development

3NSFS National Society financial sustainability

3NSLD National Society leadership development

3NSOD Organizational development 63,374 44,000

3NSVD Volunteering development

3NSYD Youth development

3PVMG Migration

4 Heighten influence and support for RC/RC work

4COCO Communications

N/A N/A

4COIR International relations

4CORM Resource mobilisation

4PVAD Anti-discrimination

4PVGD Gender

4PVPV Humanitarian principles and values

4PVVP Violence prevention and reduction

5 Joint working and accountability

5COAD Administration

N/A N/A

5COAR Audit and risk management

5COCC Cooperation and coordination 106,800 106,800

5COFM Finance management

5COGM General management

5COGV Governance

5COHR Human resources



5COIT Information technology

5COLS Legal services

5COPM Planning, monitoring and evaluation

5COSC Security

5NSIC ICT Capacity Building

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

* For 2012 and 2013, a consolidated outlook for funding was developed for the Americas Zone per Business Lines, therefore, no dissagregated

outlook for funding figures are available per country LTPFs for 2012 and 2013.



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 Baseline

2012 2015 Targets

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

The ARC has received support for national legislation projects. 1 1

The ARC has received support through regional and sub-regional initiatives related to disaster law.

0 1

Output 1.1.2.: External trends are better understood and promoted within National Societies

The ARC has participated in regional or national platforms in related to key trends and emerging health challenges .

1 3

The ARC has incorporated at least 1 key humanitarian trend in their plans

2 3

The ARC is responding to affects of the trends in their countries. 2 3

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 Society has been improved.

Output 1.2.1.: Federation-wide Databank and Reporting System is established in the National Societies of Americas

The ARC provides one or more of the following through FDRS: strategic plans, financial statements, and annual reports

0 3

The ARC provides data on all seven FWRS indicators 0 7



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 ARC participated in OCAC self-assessment. 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 ARC 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

# Argentinian Red Cross personnel that are receiving advanced training through academic alliances.

0 2

# courses taken on the e-learning platform. 96 400

# courses completed vs. courses initiated 17 150

# courses/events/activities that incorporate the learning platform as a tool

0 3

Business Line 2: Grow Red Cross Red Crescent services for vulnerable people Outcome: Increased share of consistent and reliable Red Cross Red Crescent action in support of communities affected by disasters and crises.


Measurement


2012 2015 Targets

2.1 Robust essential preparedness, response and recovery systems are built in National Societies.

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

Output 2.1.1.: Community-based tools/ approaches to address emerging trends are adopted in disaster and crisis management

The ARC implements response and recovery programmes that take into account the relevant key trends.

1 3

The ARC has its contingency plan in place. 0 1



disasters and crisis in their lives.

Output 2.1.3. Increase the logistics capacity to deliver logictis services for preparedness and relief activities, connecting NS assets where possible, and making it self-sustaining through promoting the effective functioning of the Federation

The ARC has received support for increase the logistics capacities 0 1

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 2.2.1.: 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

The ARC participates in spaces for coordination and peer-to-peer/horizontal learning on readiness for response and early action.

0 3

Output 2.2.2.: The disaster and crisis response system in the Americas will be forward looking through innovation and by taking maximum advantage of the resources trained and available throughout the Red Cross network

The ARC uses innovative tools for disaster response (SMS, MEGA V).

0 2

The ARC has operations supported by DREF. 0 2

The ARC contributes with staff to FACT and ERU. 0 2



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 ARC incorporates the new trends into their plans of action with an integrated planning focus.

1 3

The ARC take into account GBV in disaster and crisis operations 0 3

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

There is a mapping of Red Cross logistics in Argentina. 0 1

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

0 1

Business Line 3: Strengthen the specific Red Cross Red Crescent contribution to development Outcome: Appropriate capacities built to address the upheavals created by global economic, social, and demographic transitions that create gaps and vulnerabilities, and challenge the values of our common humanity.


Measurement


2012 2015 Targets

3.1 Increased and improved Red Cross Red Crescent action for longer-term sustainable development.

Outcome 3.1.: National Society, through their network of branches, demonstrate leadership in promoting the Red Cross Red Crescent

Output 3.1.1.: National Society leadership and institutional capacity for partnership exist in order to improve integrated programme delivery.

The ARC participle in peer-to-peer/horizontal cooperation exchanges that contribute to the improvement of internal systems and capacity for community-based development programming.

0 2



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.

The ARC uses a beneficiary communication approach. 0

3 (ARC emergency operations using

beneficiary communications

approach)

Output 3.1.3.: The key humanitarian trends (urban risk, climate change, migration and violence prevention) are integrated into National Society programming

The ARC has included urban risk and community resilience in their strategic and operational plans.

5* 10

The ARC works in in the most vulnerable communities most affected by the key humanitarian trends.

5* 10

3.2 Initiatives established that aim to

heal divisions within communities

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

# branches of the ARC are implementing integrating community development programming and projects in cooperation with other key stakeholders that address key humanitarian trends.

30 60

# branches of the ARC are working with community and government authorities on integrated violence prevention.

30 60

3.3 National Societies strengthen their capacities to provide sustainable services to vulnerable people,

Outcome 3.3.: ARC forward thinking leadership with the skills and capacity to deliver services to

Output 3.3.1.: Red Cross leadership is recognized by government and other key stakeholders

The ARC participates in national platforms. 2 4



thereby contributing towards the strengths of the IFRC and civil society.

vulnerable people in a sustainable manner.

Output 3.3.2.: National Society leadership and managerial skills are improved.

The ARC participates in leadership/management trainings. 0 2

Leaders of the ARC are trained on the trends or fundamentals. 0 2

Output 3.3.3.: Red Cross leadership is regularly updated on key humanitarian and development issues

The ARC develops his "School of Leaders" 0 1

Output 3.3.4.: The NS will work towards a transition in Red Cross Society leadership at all levels, seeking better diversity and representation in their membership.

The ARC has its inclusion policy 0 1

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 The NS has improved its voluntary service, formalizing the status, rights and duties of volunteers within their statutes and constitutions, and strengthening and diversifying their volunteer base.

The ARC has a volunteering policy 0 1

The ARC has a insurance for their volunteers. 1 1



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

* 5 community projects

Business Line 4: Heighten Red Cross Red Crescent influence and support for our work Outcome: Evidence-based humanitarian diplomacy conducted to draw attention to the causes and consequences of vulnerability, giving voice to vulnerable people, and demonstrating the value of Red Cross Red Crescent humanitarian work and leadership.


Measurement


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 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

The ARC launches the World Disaster Report 0 3 (1 launch per year)

Output 4.1.2. The secretariat and the National Societies actively use social network capacities.

The ARC uses social media. 1 1



The ARC uses different types of social media. 2 4

The ARC is actively participating in the Americas communicators network through the communities of practice.

0 4 (online sessions

organized by secretariat)

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 representation in key forums to address humanitarian challenges and trends.

Output 4.2.1.: National Societies have a higher profile as auxiliary to government.

The ARC receives direct support for enhancing or leveraging their auxiliary role.

0 2

The ARC has initiatives with parliamentarians. 0 3

The ARC follow-up on International Conference Resolutions through letters, meetings, etc.

0 3

Output 4.2.2: The Federation plays an influential role in inter-agency and inter-governmental bodies and fora.

The ARC participates international fora/platforms. 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 Society are enhanced to attract more reliable contributions to the Red Cross Red Crescent in an effort to ensure a higher level of sustainability.

The ARC actively engaged in the RM network through tailored support.

0 1

4.4. A strong HD capacity and network is established

Outcome 4.4. ARC humanitarian diplomacy capacities are enhanced to influence public policies and an active humanitarian diplomacy network is established in the Americas Zone

Output 4.4.2. The Argentine Red Cross develop a more strategic approach to HD and Advocacy

The ARC develop a Humanitarian Diplomacy strategy 0 1

4.5. The HD agenda os aligned around annual and multi-year global HD campaings

Outcome 4.5. The Federation in the Americas Zone is actively engaged in global and regional humanitarian campaings to address key issues effecting the region

4.5.2. The NS play an active role in regional and global campaigne

The ARC participates in at least one campaign 0 1

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.




Measurement

AZ Outcome AZ Output Indicators Baeline

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-to-peer support, horizontal initiatives, regional exchange, and shared learning.

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

0 1

The ARC participates in the peer-to-peer / horizontal initiatives that have been carried out in the Americas Zone.

0 5

The ARC participates in Federation Wide Resource Mobilisation Strategy knowledge sharing networks (Communities of Practice, regional RM networks, global skill share, peer exchanges, etc.)

0 5

The ARC uses the IFRC Strategic Framework on Gender and Diversity Issues.

0 1

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 has been completed. 1 0

The ARC is monitoring their progress against the IAFA.

0 3

ARC participated in the thematic sessions (side-events) 1 0



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.

In 2014 the ARC receives support on cooperation policies and services.

0 3

Documents

Long Term Planning Framework Argentine Red Cross 2012-2015