Resumen de este trabajo

Key Success Factors

Strategic Orientations

Reinforce the ICRC's scope of action Strengthen the ICRC's contextual-_{ised, multidisciplinary response}

Shape the debate on legal and policy issues

related to the ICRC's mission

Optimise the ICRC's performance

Relevance

BREADTH AND DEPTH OF RESPONSE

By June 2014, the ICRC will have reinforced its scope of ac- tion to ensure its relevance and effectiveness in all situations where it is active.

 It will have enhanced its access to vulnerable populations in contexts of armed conflict (including in the early re- covery phase) and improved the quality of its response to their needs.

 It will have more systematically and effectively brought the humanitarian costs of other situations of violence (OSV) within its scope of action, capitalising on its global reach, ability to adapt, capacity to partner, and skills.  It will have deepened its understanding of and response to

the impact of "megatrends" such as

natural disasters, environmental degradation, migration, pandemics, and rampant urbanisation on populations af- fected by armed conflict and other situations of violence

QUALITY OF RESPONSE

By June 2014, the ICRC will have improved and systematised its ability to place the needs of affected popula- tions firmly at the centre of its hu- manitarian response.

 It will have strengthened its ability to address the vulner- abilities and build on the resil- ience of populations in

need and will have ensured the improved involvement of benefi- ciaries in identifying their own needs and formulating adequate responses, to ensure quality and relevance.

 It will have confirmed its mul- tidisciplinary approach, en- compassing integrated plan- ning,

FOCUS ON RESULTS

By June 2014, the ICRC will manage its perform- ance to maximise results, using resources efficiently and effectively and improv- ing functioning within and across groups, based on clear definitions of roles and responsibilities as well as individual and joint ac- countability.

Key Success Factors

Strategic Orientations

Reinforce the ICRC's scope of action Strengthen the ICRC's contextual-_{ised, multidisciplinary response}

Shape the debate on legal and policy issues

related to the ICRC's mission

Optimise the ICRC's performance

implementation, monitoring, and evaluation.

PARTNERSHIPS

By June 2014, the ICRC will have established a portfolio of quality operational or thematic (e.g., logistics, emergency response, capacity-building) part- nerships with selected National Societies and/or other key stakeholders that have contributed to:

 enhancing the speed, quality, and relevance of responses (e.g., ICRC, National Society, joint) to identified needs:  improving working relationships with National Societies on issues of mutual interest;

 more firmly anchoring the ICRC in specific contexts.

ONS RESPONSE CAPACITIES

By June 2014, the ICRC will have contributed to reinforcing the response capacities of selected Operating National Societies, including through joint ICRC – Participating National Society actions, in areas where the ICRC has an important operational presence.

Access

SECURITY MANAGEMENT

By June 2014, the ICRC will have consolidated its security strategy, confirming that accep- tance-building and decentralised management are its primary features. It will have success- fully adapted its modus operandi (e.g., forms of presence, forms of operation management, types of partnerships, team composition, nature of networks) to the requirements of each context.

RELATIONSHIPS WITH ACTORS OF INFLUENCE

By June 2014, the ICRC will have improved its access and strengthened the effectiveness of its response by developing relationships with a range of new actors of influence (e.g., mayors of mega-cities, non-state actors, trans-national identity based networks, gangs, etc.)

Acceptance and Reputation

SUPPORT FROM STATES

By June 2014, the ICRC will be considered as a leading humanitarian player by states of emerging influence (e.g., China, Brazil, Iran), as evidenced by their increased political, legal, operational, and financial support. At the same time, it will have maintained its traditional support base.

Key Success Factors

Strategic Orientations

Reinforce the ICRC's scope of action Strengthen the ICRC's contextual-_{ised, multidisciplinary response}

Shape the debate on legal and policy issues

related to the ICRC's mission

Optimise the ICRC's performance MOBILISATION OF KEY STAKEHOLDERS

By June 2014, the ICRC will have successfully mobilised political authorities, arms carri- ers and other important stakeholders in order to foster an environment conducive to respect for life and dignity and for the ICRC's work.

Organisation and Processes

INFORMATION MANAGEMENT By June 2014, the ICRC will imple-

ment efficient and effective informa- tion management processes, which contribute to sound decision-making, communication, and accountability and permit the efficient retrieval of information.

USE OF NEW TECHNOLOGIES

By June 2014, the ICRC will have capitalised on the use of new technologies and vectors to enhance its ability to communicate with stakeholders and improve the effectiveness of its response.

HR Capacity and Mobility

PEOPLE LEADERSHIP

By June 2014, ICRC staff will have integrated the four People Leadership and Management principles (self-awareness, conducive environment, decision- making, and feed-back) into the organisation’s way of working, and adjusted individual and team behaviour accordingly.

IMPLEMENTATION OF PEOPLE MANAGEMENT VISION AND STRATEGY

By June 2014, the ICRC will have implemented a comprehensive people management vision and strategy based on competences and responsibilities, to con- tinue to attract, retain, and develop people with the skills needed to ensure its relevance and efficiency in response to changes in its operating environment. It effectively manages internationally- and locally-hired staff under a common framework.

Competitive Posi-

LEADERSHIP IN KEY DOMAINS

By June 2014, the ICRC will have driven the agenda on developing and clarifying IHL, and influenced the debate on

Key Success Factors

Strategic Orientations

Reinforce the ICRC's scope of action Strengthen the ICRC's contextual-_{ised, multidisciplinary response}

Shape the debate on legal and policy issues

related to the ICRC's mission

Optimise the ICRC's performance

tioning the human costs of or-

ganised armed violence, the future of humanitar- ian action and principles, and other emerging is- sues, in order to strengthen respect for life and dignity and for the ICRC's work on the ground.

DIVERSIFIED, QUALITY FUNDING

By June 2014, the ICRC will have sustained its activities and supported selected partnerships by securing the basis for continuing, quality financial re- sources, among both traditional and new funding sources.