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Making a difference by building capacities
Organizational Capacity Assessment and Certification (OCAC)Building the strengths and capacities of National Societies is at the core of the IFRC’s Strategy 2020. The Organizational Capacity Assessment and Certification, or OCAC process, plays a key role in helping National Societies develop and grow by identifying their own strengths and weaknesses. Launched in 2011, 48 National Societies have now completed phase 1 of the capacity self-assessment, and more are getting ready to do so.In Russia, the size of the country has meant that independent OCAC workshops were held in six regions, before a final countrywide self-assessment workshop. Assessments such as these not only allow participants to get a better picture of how the National Society works as a whole, but they foster greater collaboration and discussion between different components of the organization – between branches and headquarters, and between volunteers, staff, senior leaders and governance. They also lead to concrete follow-up actions as the process allows National Societies to focus on self-identified weaknesses, which can either feed into a development plan or can form part of the strategic planning process. The phase 2 methodologies for OCAC was developed towards the end of 2013, and it was piloted in two National Societies, Macedonia and Georgia in early 2014, both of which had successfully completed the requirements for phase 1. It is expected that these two National Societies will become the first two officially certified OCAC National Societies, pending the approval of the IFRC Governing Board. The success of the OCAC process has inspired the development of other assessment tools in the Movement, including the Branch Organizational Capacity Assessment (BOCA), which was developed by The Netherlands Red Cross, and the safer access assessment tool developed by ICRC. The Learning platformThe Red Cross Red Crescent network has a strong culture of learning and improving, and the Learning platform is a key component of enabling this for all its volunteers and staff. Recognizing that people are its most important asset, the IFRC developed the Learning platform, which offers everyone access to free and high-quality learning and training. The Learning platform is not just about training and courses, it’s also a space where creativity and new ideas are stimulated, and knowledge and expertise can be exchanged.There are more than 100 learning opportunities available, and the three most popular organizational training courses are ‘The World of Red Cross and Red Crescent’, ‘Stay Safe Personal Security’ and the ‘Volunteering Basic Course’ – in fact, volunteers remain the most active group of learners on the platform. The completion rate for training is 55 per cent, which exceeds the industry standard of 50 per cent. In 2013, the British Red Cross adopted and branded the platform. They joined the Swedish Red Cross and Australian Red Cross in integrating it into their National Societies’ learning and development processes. In the same year, the Mexican Red Cross and the British Red Cross reached a staggering 10,000 users. Around the world, a total of 11 National Societies had more than 1,000 users and 70 National Societies had more than 100. One of the reasons for the platform’s success around the world is the fact that resources are available in a range of languages, including English, Spanish, French, Arabic, Chinese and Russian as well as five other non-official languages. Many courses are available in as many as 13 different languages. Since it launched in 2009, the Learning platform has seen 88,000 online training courses delivered, with an estimated added value of over 17 million Swiss francs. In 2013 alone, more than 48,000 online training courses were delivered, with an estimated added value of more than 9.5 million Swiss francs. By the end of 2013, more than 100,000 learners from 189 countries had joined the learning community. The numbers trebled in 2013, an impressive achievement after the numbers had doubled in 2012. Advancements in logisticsRecognized for its excellence in logistics and supply chain coordination, the IFRC’s Global Logistics Service has a core mission to support Red Cross Red Crescent operations, but it also provides services on a non-profit basis to other humanitarian actors. Digital Divide InitiativeThe programme aims to assist 80 National Societies to strengthen their ICT capacities in order to deliver their programmes and services effectively, manage themselves efficiently and participate fully as members of the Red Cross Red Crescent network. By the end of 2013, 28 National Societies had completed ICT projects and a further 12 had prepared ICT development plans.Following the highly successful survey of National Societies’ ICT capacities in 2011, the exercise was repeated in 2013 to measure change over the past two years. The survey calculates an ICT capacity index to quantify National Societies’ capacities in relation to their needs. Strikingly, among the 59 National Societies identified as priorities for assistance, the score increased by an average of just 6.1 per cent over the two years; among the 28 National Societies that have undertaken the Digital Divide methodology, the score increased by an average of 31.5 per cent, which demonstrates the impact of programme. Despite this progress, there remains a stark digital divide within the Red Cross Red Crescent network. National Societies carrying out international programmes had an average ICT capacity index of 73.7 (on a scale of 100), while the National Societies with which they work had an average ICT capacity index of 35. The importance of the Digital Divide Initiative was emphasized once more when it was included as part of National Society capacity building framework approved at the General Assembly in 2013, but it needs urgent funding to continue and to build on the progress already made. Establishing a baseline to measure resultsAt the General Assembly in November 2009, 187 National Red Cross and Red Crescent Societies committed to reporting their results against common indicators measuring performance dimensions agreed within Strategy 2020. Over the last four years, the number of National Societies providing annual data through the Federation-wide Databank and Reporting System (FDRS) has grown steadily.During 2013, all National Red Cross and Red Crescent Societies provided data for one or more indicators, and 64 per cent of the National Societies provided data on all the identified indicators, establishing a Federation-wide baseline. The baseline will facilitate the task of tracking trends and measuring progress over the current decade of Strategy 2020 implementation and beyond. The data submitted by National Societies through the Federation-wide Databank and Reporting System has been visually presented through an interactive web application that has been developed and integrated into the public website. Go to: www.ifrc.org/data to access the platform. The Fundamental Principles: unchanged but under review The Fundamental Principles define the Red Cross and Red Crescent. As a whole, the Movement, works to ensure they are understood and relevant to everything it does. Although the Fundamental Principles remain unchanged for nearly half a century, it is crucial that they are re-examined in order to understand how they apply in a changing world and in different contexts. In 2013, the Red Cross Red Crescent completed the first phase of an initiative to examine the relevance and application of the principles. The initiative consisted of structured conversations and guided discussions across the Movement, involving 115 National Societies, as well as the IFRC and ICRC. This first phase culminated in a meeting at the Council of Delegates in Sydney, and a series of regional workshops will take place in phase 2. A new publication, available in five languages and entitled 7 4 7 (7 skills for 7 Fundamental Principles), is also designed to increase understanding and the application of the principles. Prioritizing gender, diversity and disabilityThe IFRC has been working to ensure the issues of gender, diversity and disability are prioritized throughout the Red Cross Red Crescent network. The IFRC has developed a Strategic Framework on Gender and Diversity Issues, which was endorsed by the Governing Board in May 2013.In November 2013, the Council of Delegates of the International Red Cross and Red Crescent Movement adopted a resolution affirming that the inclusion of people living with disabilities is a priority for the Movement. Co-sponsored by 35 National Societies, the resolution will lead to the development of a Movement-wide strategy by 2015. Youth as agents of behavioural change (YABC)In 2013, 240 peer educators were trained in 11 YABC training courses. This brings the total number of peer educators to 882 around the world, across 113 National Societies, the IFRC and ICRC, as well as six external organizations.The YABC toolkit was also finalized and presented during the Council of Delegates workshop on humanitarian education. It comprises 56 non-cognitive and experiential activities on the themes of a culture of non-violence and peace, and behavioural skills. جمعیتی کارآمدتر در سطح ملی و بین المللی با اجرای برنامه (OCAC)/ تلاش برای تطابق عملکرد جمعیت هلال احمر با استانداردهای جهانی شهاب الدین محمدی عراقی در مراسم افتتاحیه دوره آموزشی ۲ روزه (OCAC) ”ارزیابی و تایید ظرفیت سازمانی فدراسیون بین المللی صلیب سرخ و هلال احمر” با اشاره به اینکه این برنامه بیش از ۲ سال است که در سطح فدراسیون بین المللی صلیب سرخ و هلال احمر به طور جدی تعقیب می شود، گفت: از تمامی جمعیت های ملی دعوت شده تا با پیوستن به این برنامه، عملکرد جمعیت خود را ارزیابی کنند. منبع:دانشگران هلال برچسب‌ها:
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