national society self-assessment 2001 · 2005. 3. 29. · fig. a2: additional ... national...

National SocietySelf-Assessment2001Strategy 2010: TowardsWell-Functioning National Societies

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2001International Federation of Red Cross and Red Crescent SocietiesPO Box 372CH-1211 Geneva 19SwitzerlandTelephone: +41 (22) 730 4222Telefax: +41 (22) 733 0395Telex: 412 133 FRC CHE-mail: [email protected] site: www.ifrc.org

© International Federation of Red Cross and Red Crescent Societies

Any part of this report may be cited, copied, translated into other languages or adapted to meet local needs without prior permission from theInternational Federation of Red Cross and Red Crescent Societies, provided that the source is clearly stated.

Cover photos: Christopher Black/Federation, Viet Than/Federation

Prepared byMonitoring and Evaluation Division, International Federation of Red Cross and Red Crescent Societies

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ContentsExecutive Summary _______________________________________ 4

Introduction and Objectives _______________________________ 8

1. Legal Base ______________________________________________ 91.1 Recognition ___________________________________________________________ 91.2 Emblem Protection _____________________________________________________ 101.3 Statutes ______________________________________________________________ 11

2. Governance ____________________________________________ 122.1 General Assembly _____________________________________________________ 122.1.1 Frequency ____________________________________________________________ 122.1.2 Composition __________________________________________________________ 132.2 Governing Board ______________________________________________________ 142.2.1 Election of Governing Board Members ___________________________________ 142.2.2 Composition of Governing Board ________________________________________ 142.2.3 Separation between Governance and Management ________________________ 15

3. Human Resources ______________________________________ 163.1 Volunteer Base ________________________________________________________ 163.1.1 Composition __________________________________________________________ 173.1.2 Trends _______________________________________________________________ 173.1.3 Volunteering Development ______________________________________________ 173.2 Staff _________________________________________________________________ 193.2.1 Localisation ___________________________________________________________ 193.2.2 Gender ______________________________________________________________ 20

4. Financial Resources ____________________________________ 214.1 Income Diversification __________________________________________________ 214.2 Income Management and Accountability __________________________________ 22

5. Self-Monitoring _________________________________________ 235.1 Integrity ______________________________________________________________ 235.1.1 Problems Experienced __________________________________________________ 235.1.2 Corrective Measures ___________________________________________________ 245.1.3 Mechanisms for Monitoring Integrity _____________________________________ 245.2 Image ________________________________________________________________ 255.2.1 Problems and Corrective Measures _______________________________________ 26

6. Branch Monitoring _____________________________________ 27

7. Plans and Programmes ________________________________ 297.1 Development Plan _____________________________________________________ 297.2 Programmes __________________________________________________________ 297.2.1 Vulnerability Assessment ________________________________________________ 307.2.2 Priorities under Strategy 2010 ___________________________________________ 307.2.3 Discontinued Programmes ______________________________________________ 317.2.4 Advocacy ____________________________________________________________ 31

Strategy 2010: Towards well-functioning National Societies 1

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8. Performance and Review ______________________________ 338.1 Progress Reports _______________________________________________________ 338.2 Achievements _________________________________________________________ 338.3 Disaster Victims Assisted ________________________________________________ 338.4 Quality of Service Delivery _____________________________________________ 348.5 Review against Strategy 2010 __________________________________________ 35

9. Working Together Effectively ___________________________ 369.1 Agreements with the Ministry of Health ___________________________________ 369.2 Disaster Preparedness __________________________________________________ 379.3 Key Partnerships _______________________________________________________ 379.3.1 National Partnerships __________________________________________________ 389.3.2 International Partnerships _______________________________________________ 389.4 Rating of services received from the Federation Secretariat, the ICRC and PNS _ 29

Conclusions _______________________________________________ 40

Annex 1: Methodology _____________________________________________________ 41

Annex 2: Framework for National Society Self-Assessment _______________________ 46

Annex 3:List of National Societies which participated to the Well-Functionning National Societies Self-Assessment Questionnaire in 20018.

1. National Societies that are included in the analysis of the present report _______ 472. National Societies that have received the questionnaire and not yet responded _ 47

Annex 4: Well-Functioning National Society Self-Assessment Questionnaire ________ 48

International Federation of Red Cross and Red Crescent Societies2


FiguresFig. 1: Instruments for Recognition of National Societies____________________________ 9Fig. 2: Revision of Recognition Instrument ________________________________________ 9Fig. 3: Emblem Law ___________________________________________________________ 10Fig. 4: Revision of Emblem Law _________________________________________________ 10Fig. 5: Enforcement of Emblem Law _____________________________________________ 10Fig. 6: Revision of Statutes _____________________________________________________ 11Fig. 7: Frequency of General Assembly According to Statutes _______________________ 12Fig. 8: Branch Representation at the Last General Assembly ________________________ 13Fig. 9: Election of Governing Board Members ____________________________________ 14Fig.10: Guidelines on Separation of Governance and Management__________________ 15Fig.11: Volunteers per Country Population ________________________________________ 16Fig.12: Volunteering Development and Trends _____________________________________ 17Fig.13: Types of Training for Volunteers___________________________________________ 19Fig.14: Proportion of Volunteers Trained in 2000 __________________________________ 19Fig.15: Proportion of Staff at Headquarters _______________________________________ 19Fig.16: Proportion of Female Staff _______________________________________________ 20Fig.17: Dominant Source of Income______________________________________________ 21Fig.18: Private Donations and Fundraising in the Country ___________________________ 21Fig.19: Reporting and Auditing of Finances _______________________________________ 22Fig.20: Types of Integrity Problems_______________________________________________ 23Fig.21: Monitoring of Integrity __________________________________________________ 24Fig.22: Media Coverage and Communications Plan________________________________ 25Fig.23: Image Problems ________________________________________________________ 26Fig.24: Adequacy of Mechanisms for Branch Monitoring ___________________________ 27Fig.25: Types of Mechanisms for Branch Monitoring _______________________________ 27Fig.26: Vulnerability Assessment_________________________________________________ 30Fig.27: Annual Reports_________________________________________________________ 33Fig.28: Monitoring of Service Quality ____________________________________________ 34Fig.29: Review against Strategy 2010 ___________________________________________ 35Fig.30: Disaster Preparedness Plans______________________________________________ 37Fig.31: Key National Partnerships _______________________________________________ 38Fig.32: Partnerships with International Organisations _______________________________ 38Fig.33: Partnerships within the Red Cross/Red Crescent Movement___________________ 39Fig. A1: Questionnaire Responses by Region_______________________________________ 42Fig. A2: Additional Documentation _______________________________________________ 42



Executive summary1. This Report constructs a profile of the Federation members governance and programme activities.The analysis in the report uses the ‘Characteristics of a Well-Functioning National Society’ as thebenchmark and where possible compares the findings to the expected results outlined in Strategy 2010. Itconcludes with the identification of opportunities and challenges faced by the Federation and itsmembers. As such it marks an important contribution to the development of an information basefor: a) monitoring of the Federation’s progress over time, (b) identifying areas of governance andprogramme activities which require support from other members of the network, (c) highlightinggood practices which will enable sharing of knowledge and experience, and (d) supporting policyformulation by indicating emerging trends.

2. The need for an assessment system for the Federation was identified in Strategy 2010 (approvedby the 1999 General Assembly). The Strategy 2010 states (section 7.1) that new mechanisms will beestablished to ensure that Governance, supported by the Secretariat, will actively monitor andprovide timely support to National Societies towards achieving the characteristics of a well-functioning National Society. In support of this priority, the Governing Board studied the results ofa pilot self-assessment exercise and resolved to adopt the self-assessment as an institutional tool formonitoring National Society performance and directed the Secretariat to report annually to theGoverning Board.

3. Forty National Societies were requested to participate in the first phase of the self-assessmentprogramme. The analysis in this report is limited to the 26 Societies who responded to the selfassessment questionnaire. Questionnaires which were not received at the time of writing this reportwill be included in the next annual report. The information in the report is based on self-reportingby the Societies and has not undergone independent validation.

Key Findings4. A well-functioning National Society has up-to-date and relevant Statutes. Itis seen that majority of the societies had revised their existing Statutes oradopted new Statutes in the past 10 years. Good governance of Societiesrequires that a General Assembly be held at regular intervals in compliance withprovisions in the Statutes. In most of the cases, the analysis showed that theGeneral Assemblies were held in compliance with the requirements in the

Statutes. Many Societies reported that the General Assemblies reflected the composition of thecountry’s population in terms of gender, ethnicity and religion. All Societies indicated that theirStatutes required regular meeting of the Governing Board. It is to be noted that all but one of theSociety indicated that these requirements were being met. The average female representation on theNational Society’s Board is approximately 25 percent (one Society did not respond to this question).It is interesting to note that in a third of the Societies the majority of the Board members were notelected. The analysis indicates that most Societies were meeting formal criteria of good governance.

5. Adequate legal provision governing the use of the emblem is crucial for allcountries in which National Societies are based. The issue of emblemprotection is closely related to protecting the Red Cross and Red CrescentMovement’s brand and image. The responses show that there is no national lawgoverning the use of Red Cross and Red Crescent emblem in 10 of thecountries out of the 26 responses received. In the 16 countries where a law onemblem exists, a majority among them reported that the enforcement of the


Most of the National Societies haveadequate procedures for good governance.

The challenge is to ensure theimplementation of the procedures.

Majority of the Societies reportedenforcement of emblem law as

unsatisfactory in their respective countriesand more than a third of the countries inthe sample do not have an emblem law.


emblem law is unsatisfactory. It is observed that at least two Societies indicated problems affectingtheir image in the past 5 years stemming from emblem misuse in the country.

6. The analysis of the response indicated that about 50 percent of the Societies had a mechanism formonitoring their integrity. Examples of mechanisms for self monitoring which were mentionedinclude: screening of applicants for membership and nominees for office, setting clear administrativeand programme guidelines and ensuring compliance at all levels, and holding special meetings toreview integrity-related issues. One-fourth of the Societies indicated that they had experienced oneor more types of integrity problems.

7. As many as 30 percent of the Societies indicated that they had experiencedproblems relating to, or affecting their image in recent years. However, it isencouraging to note from the responses that all of the Societies which indicatedproblems to their image have taken corrective steps to rectify their image.Examples of problems regarding image are varied and include: mismanagementof funds, lack of ability to pay staff salaries, slanderous articles in newspapers orthe Society being viewed as too close to the government.

8. Most of the Societies indicated that they have a communications plan. Themajority of these plans included such areas as media relations,photojournalism, fund-raising and advocacy. It is equally encouraging to notethat almost all the Societies indicated that they produce a newsletter orinformation bulletin. Technological advances in the past decade have addedfurther dimensions to the communication possibilities of National Societies. Itis encouraging to note that more than 50 percent of the Societies indicate theyhave a website.

9. Branch monitoring is important as it relates to the effectiveness of theSociety’s programmes at the local level and bears on the integrity and image ofthe Society. The majority of the Societies indicated that they had a mechanismfor branch monitoring. However, about 50 percent of the Societies indicatedthat the mechanism in place was insufficient. The most common form ofbranch monitoring is through regular reports from branches. In only 17 of the26 cases the Society headquarters received financial statements from branches.

10. Almost all the Societies have an updated Development Plan. All but one of these Societies witha Development Plan indicated that their existing plan incorporated the strategic directions and fourcore areas of Strategy 2010. All Societies indicated that Strategy 2010 was an important basis fortaking decisions on the formulation of programmes.

11. Almost all of the Societies indicated that new programmes have beeninitiated in relation to or since the adoption of Strategy 2010. The analysis ofthe new programmes shows that most of them fall within the four core areas ofStrategy 2010 and include new programmes relating to dissemination offundamental principles and humanitarian values. An expected result fromStrategy 2010 is that National Society programmes are not only established,continued but also discontinued on the basis of local vulnerability. Only 7 ofthe 26 societies indicated that programmes have been discontinued or are in theprocess of being discontinued due to the adoption of Strategy 2010.


Issues of integrity and image still weighon many National Societies.

Almost all the Societies produce anewsletter or information bulletin.

Effective monitoring of branch operationand activities is one of the key challengesfacing National Societies.

Strategy 2010 has become an importantbasis for formulation of National SocietyDevelopment Plan and for takingdecisions on the formulation ofprogrammes.


12. One of the steps to make National Society programmes more responsive isto conduct vulnerably assessments and to identify local capacities. However,only 50 percent of the Societies indicated that they had conducted such avulnerability assessment during the last 3 years.

13. An expected result in Strategy 2010 is that the Red Cross/Red Crescentmobilises people and influences decisions through active advocacy on the basisof core areas. Majority of the Societies indicated they had an active advocacyprogramme. Issues taken up for advocacy by National Societies include:HIV/AIDS, International Humanitarian Law implementation, and disasterpreparedness.

14. An expected result in Strategy 2010 is that National Societies have a morediversified and sustainable financial resource base. Diversification of sources offunding helps to reduce risks and ensure income stability, as well as to protectits independence. Local fund-raising/private donations make up only a smallpart of the income for the majority of National Societies. As many as half of the

Societies received less than 20% of their income from fund-raising and private donations in thecountry last year. Indeed, analysis of the data provided in the questionnaire indicates that fund-raising and private donations make up less than 1% of income last year for a fifth of the NationalSocieties.

15. A well-functioning Society prepares regular progress reports and keeps theFederation, members, its donors and public regularly informed about itsactivities, finance and developments. A third of the Societies do not publish anannual report. Many of the Societies have not published financial statementsfor the last financial year (2 Societies did not respond to the question).

16. A well-defined disaster preparedness plan is critical for effective emergencyresponse. Almost all Societies indicated that there is a national disasterpreparedness plan in their country. All except one further indicated that theyhad a formal role in the national disaster preparedness plan. In one case neitherthe government nor the National Society had a disaster preparedness plan.

17. Analysis clearly indicates the predominance of national governmentministries as privileged partners of National Societies. 21 of the 26 Societieslisted one or more government agency/ministry as key national partner. Mostof the Societies also have formal agreement with the Ministry of Healthcovering a wide range of public health issues. The analysis shows that some co-operation takes place between National Societies, the civil society and privatesector, however, there is certainly space for further development of thesepartnerships. For most National Societies the key international partnerships are

with the agencies of the Red Cross/Red Crescent Movement. However, agencies such as UNHCR,UNICEF and ECHO are the other important international partners that were mentioned.

Conclusion18. The Strategy 2010 defines a set of expected results and provides a framework to help measureprogress. The report was able to compare the findings to some of the expected results of Strategy2010. The findings suggest that that the Federation members are progressing, albeit slowly, towardsachieving some of the expected results of Strategy 2010. An important finding in this report is that


Majority of Societies have an activeadvocacy programme.

Publication of annual reports do not eemto be the norm.

Almost all National Societies have aformal role in national disaster response

plan of the governments.

Key partners of the National Societies aretheir national government ministries and

components of the Red Cross/Red CrescentMovement. The Challenge for the Societies

would be to further develop partnershipwith civil society and private sector.

Local fund-raising/private donationsmake up only a small part of the income

for the majority of National Societies.

Only 50 percent of the Societies haveconducted a vulnerability assessment

during the last 3 years.


all Societies regard Strategy 2010 as an important basis for taking decisions on the formulation oftheir programmes.

19. The implicit assumption in the report is that the capability and capacity of national and localRed Cross network is an important determinant of the scope and quality of the service provided tothe most vulnerable. Therefore, ultimately the operational value of the information provided by theassessment system will depend on the ability of the Federation network to provide practical supportto the members which require assistance. To this end individual assessment reports are beingprepared for all Societies. Based on the assessment and further discussions, each Society identifiesand agrees on points of action to improve National Society functioning. A report on progress madeon the action points will be included in the next annual report.



Introductionand ObjectivesThe need for an assessment system for the Federation was identified in Strategy 2010 (approved bythe 1999 General Assembly). The Strategy 2010 states (section 7.1) that new mechanisms will beestablished to ensure that Governance, supported by the Secretariat, will actively monitor andprovide timely support to National Societies towards achieving the characteristics of a well-functioning National Society.

A major initiative towards this end is the National Society Self-Assessment Programme. In thisrespect, a pilot tool for the self-assessment of National Societies was developed in the form of aquestionnaire (Self-Assessment Against Strategy 2010) in 2000. This system was piloted on theSocieties of 15 Board members of the Federation. The result of the pilot phase was conveyed to theFederation Board on 10-12 November 2000 through a report titled Self-Assessment Against Strategy2010. After reviewing the results of the pilot phase of self-assessments, the Board adopted thedecision to consolidate and sustain the nascent efforts of the pilot phase by requesting the Secretariatto: (a) administer the self-assessment questionnaire to all member Societies in a phased manner overa period of three years; and (b) to institutionalise reporting of the situation and progress of memberSocieties to the Federation governance.

The main instrument for the self-assessment was the Well-functioning National Society Self-AssessmentQuestionnaire. This new questionnaire contains indicators to measure the Societies’ performanceagainst the Characteristics of a Well-functioning National Society within the framework of Strategy2010, and incorporates experience and feedback from the pilot exercise. It has also undergone anextensive consultation process to ensure its relevance and utility across the spectrum of NationalSocieties Federation-wide. The methodology of the self-assessment process is described in Annex 1.

Forty Societies from the five regions were invited to participate in the self-assessment programmethis year (See Annex 3 for full list). The sample was based on recommendations from the SecretariatRegional Departments and parameters of regional representation. By the end of July, 26 responses(65%) were received. These Societies are also listed in Annex 3.

Based on the responses from the National Societies to the self-assessment questionnaire, a dataanalysis was conducted. The results of the analysis is contained in the following report. It highlightstrends emerging from the Societies’ responses, and is divided into the following main sections:

1 Legal Base2 Governance3 Human Resources4 Financial Resources5 Self-Monitoring6 Branch Monitoring7 Plans and Programmes8 Performance and Review9 Working Together Effectively



1. Legal BaseIn order to be recognised by the International Movement of the Red Cross and Red Crescent andadmitted to the Federation, a National Society must fulfil a certain number of legal conditions. Thisincludes recognition by its government as the only Red Cross/Red Crescent Society in the country;formal adherence to the Movement’s Fundamental Principles expressed in mission statement andStatutes; using title and emblem of the Red Cross or Red Crescent in conformity with the GenevaConventions and the relevant regulations. Since the environment in which the Societies operatechanges over time, it is crucial that the legal instruments be regularly reviewed, and, whereappropriate, adapted to these changes. The following section looks into the legal foundations of theNational Societies, and analyses in particular the type and adequacy of the recognition instrument,the issue of emblem protection, and the revision of Societies’ Statutes.

1.1 RecognitionAccording to the Characteristics of aWell-functioning National Society(referred to in this report as the“Characteristics”), a National Societyshould ensure that the law or decreeunder which it is recognised by itsgovernment is up-to-date andrelevant. The pie chart in Fig. 1 showsthe instruments that govern therecognition of the National Societiesby the national government in theircountry. It is seen that the majority(15) of the Societies are recognised bydecree, while 8 Societies arerecognised by national law. ThreeSocieties indicated other instruments(e.g. parliamentary resolution).

Fig. 2 shows the last revision of thelegal instrument for recognition of theNational Societies, and whether theSocieties view further revision to thisinstrument as necessary. From thegraph, it is seen that the instrumentfor recognition of 9 Societies have notbeen revised for more than 20 years.Of these Societies, 4 view revision asnecessary, while 5 view revision asunnecessary. 5 Societies did notrespond to this particularsection/question in the questionnaire.


Other

11.5%

Law

30.8%Decree

57.7%

Total National Societies displayed: 26Source: Well-functioning National Society self-assessment,2001.

Fig. 1: Instruments for Recognition of National Societies

Total National Societies displayed: 21; not available: 5Source: Well-functioning National Society self-assessment,2001.

Fig. 2: Revision of Recognition Instrument

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2

4

6

8

10

12

No.

of N

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0 -10 years 11-20 years more than 20 years

Period of adoption/last modification of recognition instrument

4

65

11

4

Instrumentrevision

’needed‘

’not needed’


1.2 Emblem Protection

It is crucial for there to be adequate legalprovisions governing the use of the emblem of theRed Cross/Red Crescent in the country in whichthe National Society is based. Furthermore, theseprovisions have to be effectively enforced toprevent and remedy any misuse of the emblem.

Fig. 3 shows the number of Societies whichindicated in the questionnaire that there is anational law governing the use of the Red Crossand Red Crescent emblem in their country. 16 ofthe 26 Societies indicated that there is an emblemlaw in their country, among which 11 indicatedthat the emblem law is separate from thelaw/decree recognising the National Society. Ofthe 10 Societies which indicated that there was noemblem law, one Society qualified that a lawcovering the protection of the emblem has beensubmitted to the National Council for approval.

Fig. 4 shows when the emblem law was lastupdated in these countries. It is seen that theemblem law in 5 cases have not been revised formore than 20 years. The Societies were asked atthe same time whether they deemed revision ofthe emblem law necessary. Among the abovementioned 5 Societies, 4 view revision asnecessary, and 1 viewed revision as unnecessary.Two Societies did not respond to this particularsection/question in the questionnaire.

Fig. 5 shows whether the Societies consider theenforcement of the emblem law intheir country to be adequate/satisfactory. Only the Societies whichindicated that there is a national lawprotecting the emblem in the countryare included in this graph. It isnotable that enforcement isconsidered to be unsatisfactory in amajority of cases. Fig. 5 furtherindicates whether the Society itselfhas a process for handling reports onemblem misuse. 5 of the 11 Societieswhich responded that emblemenforcement was unsatisfactory,indicated that they had a process forkeeping track of reports on misuse.



Fig. 3: Emblem Law

0

4

8

12

16

20

No.

of N

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ocie

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No law Law exists

Emblem protection law

10

16

Only countries with an emblem law are displayedTotal National Societies displayed: 14; not available: 2Source: Well-functioning National Society self-assessment,2001.

Fig. 4: Revision of Emblem Law

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1

2

3

4

5

6

7

8

No.

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Adoption/last modification of emblem law0 -10 years 11-20 years more than 20 years

7

5

2

Only countries with an emblem law are displayedTotal National Societies displayed: 16Source: Well-functioning National Society self-assessment,2001.

Fig.5: Enforcement of Emblem Law

0123456789

101112

No.

of N

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ocie

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Emblem enforcementsatisfactory unsatisfactory

3

26

5

Misusehandling

procedure exists

no procedure


The above observations deal with the adequacy of the emblem law, and the enforcement of the lawin the country against third parties for emblem misuse. It should be qualified that emblem misusemay sometimes result from the actions of members/volunteers of the National Societies themselves.In this respect, the Characteristics further emphasise that a National Society itself should use the titleand emblem of the Red Cross or Red Crescent in conformity with the Geneva Conventions and therelevant regulations.

The issue of emblem protection is closely related to that of the protection of the Society’s image inthe country. In this respect, it is observed that at least two National Societies indicated problemsaffecting their image in the past 5 years stemming from emblem misuse in the country. Thecorrective actions taken by the Societies to address the problems is dealt with briefly in Section 5.2.1below, which relate to image monitoring.

1.3 StatutesThe Characteristics state that a well-functioning Society has up-to-date and relevant Statutes,modified only after concurrence of the ICRC and the Federation. Fig. 6 on the revision of Statutesshow when the 26 Societies’ Statutes were last modified and whether the Societies considered furtherrevision as necessary.

It is seen that a majority of Societies(21 out of 26) had revised theirexisting Statutes or adopted newStatutes in the past 10 years. Amongthese 21 Societies, 16 had revisedtheir Statutes within the past 5 years.

It is notable from Fig. 6 that 5Societies had not revised theirStatutes for more than 10 years. Ofthese, 2 Societies had not revisedtheir Statutes for more than 15 years.Altogether, 18 Societies consideredfurther revision of their Statutes to benecessary. It is observed that 2 of theSocieties which have not revised theirStatutes for more than 10 yearsindicated that further revision wasnot necessary.

A number of Societies indicated that revision of the Statutes is underway. One Society indicated thatthe Statutes had been amended in 1999, but were still awaiting approval by the government andpublication in government gazette. Another Society indicated that amendments to their Statutes aremade every five years.

Some Societies have additional Statutes/by-laws for branches/chapters. Among the 26 Societies, 6indicated that branches/chapters had their own Statutes/by-laws in addition to the Society’s Statutes.



Fig. 6: Revision of Statutes

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5

10

15

20

No.

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Last modification adoption of statutes

0-5 years

4

12

6-10 years2

3

11-15 years12

more than15 years

11

Amendment

’needed‘

’not needed’


2. GovernanceAs emphasised in the National Society Governance Guidelines, governance is one of the mostimportant issues facing Red Cross and Red Crescent Societies today. Good governance is central toa National Society’s ability to adapt to change and respond to needs and challenges. This sectionlooks at the trends relating to governance issues among the National Societies which participated inthe self-assessment this year. It looks particularly at the frequency and nature of the GeneralAssemblies of the National Societies; the composition and election requirements for the GoverningBoards; and the separation of roles between governance and management.

2.1 General Assembly2.1.1 FrequencyGood governance requires that the General Assembly be held at regular intervals, in compliancewith provisions in the Societies’ Statutes. This is stressed in the National Society GovernanceGuidelines. If statutory provisions are lacking in this respect, they should be revised as appropriate,and reference could be made to the Guidance for Societies Statutes which provides possible models.The Guidance suggests that a recommendable standard for all National Societies is to convene itsGeneral Assembly every year. While noting that many Societies are under the legal obligation to doso, the Guidance recognises however that it may not always be practically possible for all Societies toconvene a General Assembly once a year.

What is an appropriate interval for General Assemblies to be held thus varies with the particularcontext within which the National Society operates. The Guidance emphasises, however, that aGeneral Assembly must be convened at least once every four years.

In their questionnaire responses, all 26 Societies indicated, that there are provisions in theirrespective Statutes requiring the regular convening of the General Assembly. Fig. 7 shows thefrequency for the convening of General Assemblies as required in the Societies’ Statutes accordingto the questionnaire responses. It is encouraging to note that the majority (21) of Societies haverequirements for the Assembly to be convened at least once every four years. In the case of the other5 Societies, the requirement is once every five years.

The Societies were asked to provide the dates of their last 3 Assemblies in their questionnaireresponse. In the majority of cases, theanalysis suggests that Assemblies wereheld in compliance with therequirements in the Statutes. In someof these cases the Assemblies wereheld more frequently than prescribed.In other cases, the convening ofAssemblies were at irregular intervals.In one case, no Assembly was held fora period of 12 years (1982-1994), butthe most recent Assembly was heldwithin a four year interval. In anothercase, the General Assembly has notbeen held since 1999, although theStatutes are said to provide forAssemblies to be held annually.


Every year

23.1%

Every two years

19.2%

Every three years

3.8%

Every five years

19.2%

Every four years

34.6%


Fig. 7: Frequency of General Assembly According to Statutes

1

5

65

9


2.1.2 CompositionThe Characteristics require thatdecision-making in the NationalSociety be widely-shared. In thequestionnaire, the Societies wereasked to indicate the composition oftheir General Assembly, and inparticular the extent to whichmembers representing branchesparticipate with voting rights at theAssembly.

Fig. 8 shows the percentage of votingparticipants at the Societies’ lastGeneral Assembly who weremembers representing branches. Inthe majority of cases (18 Societies),above 50% of participants at the last General Assembly were branch representatives. In 12 of thesecases, branch representatives made up more than 75% of the Assembly. In the case of 5 Societies,branch representatives made up less than 50% of the participants at the last General Assembly. Onlyin one case was there less than 25% participation from members representing branches. Theinformation was not available for 3 Societies.

The Characteristics also call for volunteers to have access to the decision-making process in theSociety. In this respect, an attempt was made in the questionnaire to gauge the representation ofvolunteers at the General Assembly. It was seen from the responses that statistics are not readilyavailable on this level of representation. Indeed, any comparisons of statistics provided areproblematic, since Societies may adopt varying rules vis-a-vis eligibility to attend the GeneralAssembly and often different definitions of members and volunteers. In the case of many Societies,access to the General Assembly is restricted to members, who may or may not be volunteers at thesame time. In a few cases, members are automatically referred to as volunteers in the Society, so thatrepresentation of volunteers at the General Assembly is technically 100%.

The Societies were further asked whether their General Assembly reflects the composition of thecountry’s population in terms of gender, ethnicity and religion. 16 Societies indicated that genderdiversity in the population is reflected in its General Assembly; 15 Societies indicated that the ethniccomposition is reflected; and 17 Societies indicated that the religious diversity is reflected. 11 ofthese Societies indicated that the make-up of the country’s population is reflected in the GeneralAssembly in terms of all three considerations, while 3 Societies indicated that the GeneralAssemblies do not reflect the population breakdown in any of the above.



Fig. 8: Branch Representation at the Last General Assembly

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12

14

No.

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Proportion of Branch Representatives0-25% 26-50% 51-75% 76-100%

1

6

12

4


2.2 Governing Board

All 26 Societies indicated that their Statutes required the regular meeting of the Governing Board.It is encouraging to note that all but one of the Societies confirmed that these requirements are beingrespected.

2.2.1 Election of Governing Board MembersAll Societies except one, indicated that their Statutes set out clear election requirements for the

members of the Board. Of these, 22 Societiesindicated that they comply ‘fully’ to theirrespective election requirements, while 4 Societiesindicated they comply ‘mostly’ to theserequirements.

The Societies were requested to indicate the totalnumber of members on their Board, as well as thenumber of elected members. Fig. 9 shows theproportion of elected members on the Board. It isseen, that this proportion is above 50% in themajority of cases (17), with 9 cases of Societieswhere more than 75% of Board members havebeen elected. In contrast, among the 9 NationalSocieties with a minority of elected Boardmembers, there are five cases where less than 25%of the members were chosen by an electionprocedure.

2.2.2 Composition of Governing BoardThe Societies were requested to indicate the number of branch representatives on their GoverningBoard. In 14 cases, at least half the Board members are representing branches. In 4 of these cases,branch representatives make up 90% or more of the Governing Board. In contrast, in 7 cases branchrepresentatives make up less than 50% of Board members. Of these, there are four Societies forwhich less than 25% of Governing Board members are branch representatives. The information wasnot available for 5 of the Societies.

Both Strategy 2010 and the Characteristics emphasise the need for greater gender balance in NationalSocieties in terms of leadership opportunities and decision-making. In this regard, 15 Societiesindicated in the questionnaire that the gender breakdown of the country’s population is reflected ontheir Governing Board.

The Societies were further requested to indicate the number of females on their Governing Board.It is notable that in the case of only 2 Societies, females constituted 50% or more of the Boardmembers. Considering the Governing Boards of the 25 Societies having responded to this section,it is notable that the average female representation on the Board is only 28%. One Society did notrespond to the section.

As emphasised in Strategy 2010, the International Federation collectively must show a measuredimprovement in the way that decision-making positions reflect the make-up of the population.Regarding ethnicity and religion, 14 of the Societies confirmed in the questionnaire that the ethniccomposition of the population is reflected on the Board, while 15 Societies indicated that thereligious diversity is reflected. 3 Societies reported that diversity is not reflected in terms of any ofthe above.



Fig. 9: Election of Governing Board Members

0

2

4

6

8

10

No.

of N

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ocie

ties

Proportion of Elected Governing Board Members0-25% 26-50% 51-75% 76-100%

5

89

4


2.2.3 Separation between governance and managementGiven the demands for transparency and accountability, it is important for roles to be well-definedfor the General Assembly, the Governing Board or Central Committee, and for all levels ofmanagement. As emphasised in the National Society Governance Guidelines, it is particularlyimportant to ensure a clear separation of roles between governance and management.

The Societies were asked whether they have clear regulations/guidelines on the separation of rolesand responsibilities of governanceand management. As seen from Fig. 10, 19 of the 26 Societies indi-cated that such regulations/guidelinesexist in their Society. It is notable,that 7 Societies do not have such reg-ulations/guidelines.

Fig. 10 also shows how these Societiesrate their compliance level to their reg-ulations/guidelines on the separationof governance and management.Among the 19 Societies which haveregulations/guidelines, 11 Societiesindicated that they comply ‘fully’ withthe guidelines; 6 comply ‘mostly’; and2 only comply ‘occasionally’.



Fig.10: Guidelines on Separation of Governance

and Management

0

5

10

15

20N

o. o

f Nat

iona

l Soc

ietie

s

Clear Guidelines on Separation of Governance and Management exist

Yes No

11

2

6

7

Guideline Compliance

occasionally complies

mostly complies

fully complies


3. Human ResourcesAccording to the Characteristics, a well-functioning Society has explicit policies regarding therecruitment, training, appraisal and reward of staff and volunteers, and actively implements thesepolicies. In this respect, it is notable, that only 17 of the 26 Societies indicated that they haveadopted a human resource development strategy, and only 15 Societies said that they have a policyrelating to volunteers. The following section contains the responses to the questionnaire vis-a-vis thevolunteer and staff base of the Societies in the sample.

3.1 Volunteer Base The Societies were asked to providethe total number of their volunteers.This ranged from 1,000 to 250,000.Since the population size varies forthe countries in which the Societiesoperate, the number of volunteershas been calculated per 100,000people for the 23 Societies displayedin Fig. 11.

As seen from the chart, the numberof volunteers corresponding to100,000 people, ranges from 19 to862. It has to be borne in mind whencomparing these volunteer figuresthat the situation among NationalSocieties varies not only in terms of

population size, but also in terms of the availability of an updated database on volunteers, the systemof classification between members and volunteers, the geographical and economic situation of thecountry, the incidence of natural disasters, etc.

It is notable that only 16 out of 26 of the National Societies indicated that they have a database ontheir volunteers, and only 14 of these indicated that their database is updated annually.

As mentioned above, the difficulty of meaningful comparison of volunteer levels between Societiesis further compounded by the fact that in some Societies all members are automatically classified asvolunteers or vice versa, while in others, volunteers may or may not be members.

According to the Volunteering Review Project Trend Report 2000, the concepts of ‘membership’ and‘volunteering’ in the Red Cross/Crescent are frequently confused and unclear, the consequencebeing that National Society recruitment strategies and technical support from the FederationSecretariat can be at variance or even contradictory, because of conceptual and linguistic confusion.

In the Well-functioning National Society Self-Assessment questionnaire, an attempt was made toaddress this confusion by requesting the Society to indicate whether it has adopted clear definitionsdifferentiating between members and volunteers. In this respect, it is apparent that only 19 out ofthe 26 cases responded that such definitions exist in their Societies. To the extent that a significantnumber of Societies does not differentiate between members and volunteers, the above comparisonon volunteer levels should be treated with caution.


Total National Societies displayed: 23; not available: Sri Lanka, Poland, LibyaSource: Well-functioning National Society self-assessment, World Development Indicators (Population), 2001.

Fig. 11: Volunteers per Country Population

0

200

400

600

800

1000

Volu

ntee

rs p

er 1

00,0

00 p

eopl

e

National Society

Egyp

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Lithu

ania

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ania

Portu

gal

Kyrg

yzsta

n

Azer

baija

n

Ukra

ine

Spai

n

Chin

a

Bang

lade

sh

Cam

bodi

a

Indo

nesia

Boliv

ia

Ecua

rdo

Hond

uras

Cuba

Gha

na

Moz

ambi

que

Sene

gal

Zim

babw

e

Cam

eroo

n

Chad

Suda

n

862

297

191134

201

6028 26

407

7830 19

142 12788 71

42 27 3244 23 22

377


3.1.1 CompositionThe Societies were asked whether their volunteer base reflects the composition of their country’spopulation in terms of gender, ethnicity and religion. In the responses, 10 of the Societies pointedout that the composition was reflected in terms of all three considerations. 5 Societies indicated thatthe country’s composition was not reflected in terms of any of the above, while the rest of theSocieties answered that the population diversity was reflected in only one or two of these aspects. Itis notable that only one out of the 26 Societies indicated that statistics were available on the religiousand ethnic diversity among their volunteers. A reason for this may be that in some countries it isillegal for statistics to be requested on the ethnic or religious background of a potentialmember/volunteer.

In order to further gauge the composition of volunteers, the Societies were asked to provide thegender breakdown among volunteers. Only 16 Societies provided this breakdown, 6 did notrespond to the section, while 4 Societies indicated that the data was not available. Among theSocieties that did provide a gender breakdown for volunteers, there seems to be a fairly balanceddistribution, whereby local realities determine whether there is a majority of female or malevolunteers. Indeed, for 14 of the 16Societies the proportion of femalevolunteers lies between 30% and70% and only one Society has avolunteer distribution which isheavily skewed in terms of gender(85% male vs. 15% female).

3.1.2 TrendsFig.12 represents the trends in level ofvolunteers for the Societies over thepast 3 years. It is seen that for amajority of Societies, the volunteerlevels have increased over the period.Only 3 Societies registered a decreasein their volunteer base, while theremaining 8 Societies answered thatthe level has remained constant.

3.1.3 Volunteering DevelopmentAn important step in improving volunteering for the National Society, is the elaboration andadoption of a plan relating to volunteering development. The Societies were asked in thequestionnaire whether they had approved and implemented such a plan. It is notable that only 16out of the 26 Societies indicated that they have done so. This information is also displayed in Fig.12. It can be seen, for example, that among the 3 Societies which have experienced a decrease involunteer levels over the last 3 years, one has yet to adopt a volunteering development plan. But,even in those countries where volunteer levels have increased, there is a significant number ofSocieties (4 out of 8) which have not yet adopted or implemented a volunteering plan.

Problems in recruiting and retaining volunteersThe Societies were asked what problems they faced in recruiting and retaining volunteers. While aminority of Societies indicated that they did not face any such problems, the majority of Societiesprovided examples of problems faced. Some of these problems were linked to the strategic planningand institutional development of the National Society. This included problems such as the lack ofclear policy and plan in volunteer recruitment and retention; the absence of a volunteer sub-department or focal point for volunteers in the Society; the absence of an agreed criteria within the


Total National Societies displayed: 23; not available: 3Source: Well-functioning National Societies self-assessment,2001.

Fig.12: Volunteering Development and Trends

0

2

4

6

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10

12

14

No.

of N

atio

nal S

ocie

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Volunteer trends, last 3 yearsdecreased increasedconstant

1

24

8

2

6

VolunteeringDevelopment

plan exists

no plan


Society for the selection of volunteers; inadequate training support and refresher training forvolunteers; and the lack of programmes to utilise trained volunteers regularly.

Several Societies linked their problems to the economic crisis and unemployment in the country.One Society mentioned its difficulty in retaining its volunteers, who were mostly unemployedpersons from rural areas. Another Society explained that the socio-economic situation in theircountry drives individuals to look for a second job instead of allocating free time to humanitarianactivities.

Yet other Societies referred to problems in recruitment in terms of the lack of volunteering culturein the country, or the misunderstanding of Red Cross image among potential volunteers. SeveralSocieties cited challenges in retaining volunteers given the mobility of individuals and otheractivities competing for free time.

Activities to manage and retain volunteersIn many Societies, a major challenge apart from recruiting new volunteers lies in the effectivemanagement and retention of volunteers. In the self-assessment questionnaire, the Societies wereasked what activities they pursue to address this challenge. While most Societies listed someactivities they pursue in order to retain volunteers, only a few of them specifically addressed theimportant question of volunteer management. With respect to the latter, one Society mentioned theestablishment of a unit ‘as a focal point’ for volunteer management and co-ordination. Anotherindicated that it organises regular co-ordination meetings on volunteer management. Yet anotherSociety emphasised the development of leadership training, and the training of trainers/instructorsto systematically manage their volunteer activities.

The responses suggest that the Societies are resourceful in their efforts to retain volunteers. Stepstaken include:

■ adopting a clear policy on volunteering and volunteer services;■ encouraging and involving volunteers in decision-making and planning process;■ award system for experienced and outstanding volunteers;■ creating multifaceted involvement of volunteers in the National Society’s programmes;■ organising first-aid competitions to motivate volunteers;■ planning conferences for volunteers as well as social activities to strengthen identity and

bond among volunteers.

It is encouraging to note that certain initiatives are taken by National Societies to co-operate withnational and other partners in activities to improve volunteering. In this respect, one Societymentioned a 2-year programme conducted in co-operation with their ‘National Centre forVolunteerism’ and the International Federation’s Regional Delegation. This included survey andworkshops for National Society Board and staff at all levels on volunteer recruitment and retention,with workshop trainers provided by the National Centre of Volunteerism.

Most Societies emphasised training as an important activity to retain volunteers both at theheadquarters and provincial level. In some cases, certificates or job references are provided tovolunteers after training as an incentive and reward. The types of training offered to volunteers aredealt with in greater detail in the section below.

Volunteer training The Societies were asked in the questionnaire what form of training were given to volunteers, andwhat proportion of their volunteers were trained last year. Fig. 13 shows the different types oftraining activities provided to volunteers:



It is noted that the majority of the Societiesprovide training for volunteers in such key areas asfirst aid, disaster preparedness, fundamentalprinciples, international humanitarian law, andhealth-related training including HIV/AIDScontrol and prevention. It is positive to note thatas many as 23 Societies provide training related tothe latter. The Societies mentioned tracing andmailing service, water and sanitation, youthtraining, blood donor programme anddevelopment and education in the category ‘other’of the Fig. 13.

Fig. 14 shows the proportion of volunteers whoreceived training last year. It is seen from thefigure that for 10 Societies, more than half of theirvolunteers participated in at least one trainingcourse last year. Among these Societies, 4provided training to more than 75% ofvolunteers. 13 Societies provided training last yearfor less than 50% of their volunteers, whereby theratio of volunteers who received training is below25% for 5 of the Societies.

3.2 StaffSocieties were asked to provide their total numberof staff. As might be expected, the variousSocieties differ greatly in size: staff levels rangefrom 16 paid staff members to 8304.

3.2.1 Localisation

An important issue for effective programmedelivery is the localisation of staff. In order toreach the most vulnerable people, staff should notbe concentrated at the Societies’ headquartersalone; instead, regional and local branches shouldalso be adequately staffed. Fig. 15 shows thebreakdown of Societies in terms of the proportionof staff based at headquarters.

It is noted from the chart that in the majority ofSocieties paid staff is based mainly outsideheadquarters. In 15 Societies, 25% or less of paidstaff is based at headquarters. While in most cases,non-headquarters staff is localised at the level ofRed Cross branches or chapters, there are a smallnumber of cases where the majority of staff isbased elsewhere, e.g. as nurses in hospitals.


Total National Societies displayed: 26Source: Well-functioning National Society self-assessment, 2001.

Fig. 13: Types of Training for Volunteers

0

5

10

15

20

25

30

No.

of S

ocie

ties

Offe

ring

Trai

ning

Types of Training Activities for Volunteers

26 25 24 23 2219

1614

20

Oth

er Tr

aini

ng

Mal

aria

Cont

rol/

Prev

e

Volun

teer

Lead

ersh

ip

Socia

l Car

e

IHL

HIV

Cont

rol/

Prev

e

Fund

amen

tal

Prin

ciple

Disa

ster P

&R

First

Aid


Fig. 14: Proportion of Volunteers Trained in 2000

0

2

4

6

8

10

No.

of N

atio

nal S

ocie

ties

Proportion of Volunteers Trained0-25% 26-50% 51-75% 76-100%

56

4

8


Fig. 15: Proportion of Staff at Headquarters

0

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10

15

20

No.

of N

atio

nal S

ocie

ties

Proportion of Staff at Headquarters (%)0-25% 26-50% 51-75% 76-100%

15

34

3


3.2.2 Gender Strategy 2010 reminds about the need for sensitisation in National Societies to gender issues, bothin terms of their programmes and their human resource policies. Fig. 16 shows the proportion offemale staff for the different National Societies.

As seen from the chart, the proportion of female staff ranges from 16% to 92%. The average amongthe 24 Societies in the sample forwhich the data is available is 47 %female staff. However, it is notablethat in 8 cases the proportion offemale staff is 30% or below. Eventhough the gender breakdownpresented above has to be understoodwithin the local context in whicheach National Society operates -including the social, ethnic andreligious backdrop of the country - itis important that a National Societystrives in its recruitment policies toensure fairness, equality and lack ofdiscrimination. This is stressed inStrategy 2010, as a further step inensuring that the Societies’ actionsand activities have the greatestrelevance and positive impact on thecountry’s population.


Total National Societies displayed: 24; not available: Libya, IndonesiaSource: Well-functioning National Society self-assessment, World Development Indicators (Population), 2001.

Fig. 16: Proportion of Female Staff

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100

Prop

ortio

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Staf

f (%

)

National Society

Egyp

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nd

Spai

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Kyrg

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anka

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a

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Boliv

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Cam

eroo

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Suda

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babw

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Sene

gal

59 57

30 2925 25 25

68

5350

42 44

28 27

16

9288

7067

62 60

50

3740


4. Financial Resources4.1 Income Diversification It is an expected result of Strategy 2010 that National Societies have a diversified and sustainablefinancial resource base. This is further emphasised in the Characteristics, which states that a well-functioning National Society seeks to minimise dependence on foreign or government assistancethrough active local fund-raising combined with sound financial management.

The National Societies were requested in the self-assessment questionnaire to provide the level oftheir total income for the last financial year, alongwith a breakdown of that income in terms of threebroad sectors. These included the amountsreceived from national government funding; fromfund-raising/private donations in the country;and from international sources respectively.

Fig. 17 shows the number of National Societieswith a major proportion of their income (taken asmore than 50% here) obtained from one of thesegiven sources. It is notable that 11 Societiesreceived more than 50% of their income last yearfrom international sources. This suggests that avery significant number of Societies from thesample depend on international sources for thebulk of their income. Only one Society receivedmore than 50% of their income from nationalgovernment funding.

It should be qualified that the above chart only displays Societies with more than 50% funding fromone of the three given sources. Of the 11 Societies not displayed in the chart, 3 did not respond andone provided inconsistent data. The remaining Societies did not have majority funding from any ofthe sources in question, and aninference could be made that theirincome base is fairly diversified.

It is also apparent from Fig. 17 thatonly 3 of the 22 Societies whichprovided the information, managedto raise more than 50% of theirincome last year through privatedonations and fund-raising in thecountry. Since the Characteristicsemphasises that a well-functioningNational Society carries out localfund-raising on a systematic basis,seeking broad support within thepopulation, a closer look is given hereto the proportion of income raisedthrough private donations and fund-


Included only National Societies with Majority (>50%) funding from one sourceTotal National Societies displayed: 15; data unavailable or inconsistent: 4Source: Well-functioning National Society self-assessment,2001.

Fig. 17: Dominant Source of Income

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12N

o. o

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Type of FundsGovernment Private International

1

11

3


Fig. 18: Private Donations and Fundraising in the Country

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8

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12

14

No.

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Private Donations and Fundraising as Proportion of Total Budget0-20% 20-40% 40-60% 60-80%

14

12

5


raising by the National Societies. Fig. 18 provides a breakdown of the Societies in terms of theproportion of income obtained through private donations and fund-raising in the country.Information was unavailable for 4 Societies so that only 22 Societies are displayed in the chart.

It is notable that local fund-raising/private donations make up only a small part of the income forthe majority of National Societies. As seen from the chart, as many as 14 Societies received less than20% of their income from fund-raising and private donations in the country last year. Indeed,analysis of the data provided in the questionnaire indicates that fund-raising and private donationsmake up less than 1% of income last year for 5 of the National Societies.

Increased efforts by National Societies to raise income from these private sources in a systematic wayis important to ensure income diversification and stability, while avoiding excessive dependence oninternational sources. An area that could be explored further in future self-assessments is the rangeof activities which the Societies pursue for fund-raising in the country. A qualitative question couldbe added to capture this information in the questionnaire.

4.2 Income management and accountabilityAccording to Strategy 2010, responsible financial management and accountability are key toachieving and sustaining a growing, less volatile funding base. It is added here that a fundamentalrequirement of sound financial management is transparency in terms of publishing clear financialstatements and conducting regular external audits.

Fig. 19 indicates the number of Societies whichhave or have not published financial statementsfor the last financial year. It is notable from thechart that as many as 13 Societies indicated thatthey have not published financial statements forthe year in question. It has to be qualified that asthe financial year varies among countries, it maybe that some of the Societies which publishannual financial statements are still in the processof finalising statements for their last financialyear.

Given the particular importance of transparencyand accountability in the area of finance, it is ofconcern that almost half (10) of the Societies whichanswered this section do not have arrangements foran external audit of their accounts.



Fig. 19: Reporting and Auditing of Finances

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15

No.

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Published Financial StatementYes No

3

8

7

6external audit performed annually

no external audit


5. Self-MonitoringAn essential component in the well-functioning of a National Society is the existence of adequatemechanisms for self-monitoring. The questionnaire dealt with self-monitoring in two broad andclosely-related areas which are featured in the section: Integrity and Image. Mechanisms for themonitoring of branches is addressed separately in Section 6.

5.1 IntegrityAs emphasised in Strategy 2010, integrity problems in one Society have an impact on the whole RedCross/Red Crescent Movement. Strategy 2010 provided that new mechanisms will be established toensure that Federation governance, supported by the Secretariat, provide active monitoring andtimely support in the situations of integrity problems.

According to a review presented to the General Assembly in 19971, problems/issues relating tointegrity may include or stem from one or a combination of the following: government interferencewith the Society’s affairs; violation of Fundamental Principles through the Society’s own action orinaction; non-respect of Society’s Statutes; content of Society’s Statutes not reflecting theFundamental Principles; problems of leadership or unbalanced relationship between Society’sgoverning bodies and management; problems of financial management and accounting; andproblems of individual integrity. The above examples are non-exhaustive and often overlap.Frequently, problems of integrity have multiple underlying causes and embrace a combination ofsuch issues.

5.1.1 Problems ExperiencedIn the questionnaire, the Societies were askedwhether they faced integrity problems during thelast 5 years. While the majority of Societiesindicated that they had not encountered anyproblems relating to integrity, it should bementioned that 7 Societies indicated that theyhad experienced one or more problems. Fig. 20shows the types of problems experienced and theirfrequency.

As seen from the chart, 5 Societies cited problemsrelating to the personal integrity of Boardmembers or staff, while 4 Societies pointed toproblems of financial mismanagement. Violationsof Fundamental Principles and Statutesrespectively were each mentioned twice. Only oneSociety mentioned government interference withSociety’s affairs among the experienced problems.

It is important to note that the various integrity problems are interrelated and indeed several of theabove Societies listed more than one problem at a time. In particular, one Society answered that theyhad experienced all of the above problems during the last five years. The transparency within whichthese Societies have addressed the challenges related to integrity in the self-assessment iscommendable and this shows essential progress towards resolving these problems.


1. The protection of theintegrity of memberSocieties, AG/17/1,General Assembly11th Session, 1997


Fig. 20: Types of Intergrity Problems

0

1

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3

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6

No.

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expe

rienc

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Prob

lem

Problems Relating to Integrity

Inte

grity

Indi

vidua

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Viol

atio

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Stat

ute

Prin

ciples

Fund

.

Inte

rfere

nce

Gov

t.

-nage

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Fin. M

isma-

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5.1.2 Corrective MeasuresIn the self-assessment questionnaire, the Societies were further asked to describe what concretecorrective measures had been taken to deal with any problems experienced relating to integrity. Thefollowing are some examples of the corrective measures mentioned:

■ One Society which described its problems in terms of misuse of funds by workers for pri-vate objectives indicated that disciplinary action and expulsion in all cases of the work-er(s) involved.

■ One Society indicated corrective measures including: adoption of new financial andadministrative procedures; disciplinary inquiries and punishment; awareness training;appointment of an internal auditor; and auditing of Society’s accounts regularly.

■ For two Societies corrective measures involved the revision of their Statutes.■ One Society which indicated problems of Statutes violation by branches and mismanage-

ment of finances also by the branches indicated corrective actions including checking thesituation, sanctions and dismissal decided by the Board of the branch directors.

5.1.3 Mechanisms for MonitoringIntegrity

It is encouraging to note that all the Societieswhich indicated problems in integrity in theirquestionnaire response also listed seriousmeasures which had been taken to correct theseproblems. In order to prevent future problems ofintegrity, however, active self-monitoring of theNational Societies is necessary. The preventionand quick identification of issues related tointegrity call for mechanisms of self-monitoringwithin the National Societies. In this respect, it isnotable from the questionnaire responses thatonly 16 of the 26 Societies added that they had amechanism for monitoring their own integrity.This is shown in Fig. 21.

The following examples of mechanisms for self-monitoring were mentioned: ■ screening applicants for membership and nominees for office, and clear criteria for the

selection of leadership members;■ clear separation of management, governance; audit to ensure adherence to good gover-

nance and management practice;■ setting clear administrative and programming guidelines, rules and procedures, and ensur-

ing compliance at all levels;■ reference to local and international laws, regulations and agreements, and ensuring respect

for these laws and agreements;■ conducting regular consolidated audits; regular central committee meetings and regular

General Assemblies; ■ appreciation/scrutiny of the main organisations with whom Society collaborates;■ holding special meetings to review integrity-related issues.

The above examples are drawn from responses to the questionnaires and are not an exhaustive listof mechanisms for the self-monitoring of National Societies of their integrity. The examples alsoshow the close relationship between the monitoring of integrity and image-monitoring. The latteris dealt with in more detail in the section below.



Fig. 21: Monitoring of Integrity

0

5

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15

20

No.

of N

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ties

Integrity Monitoring

Mechanism exists No mechanism

1667%

833%


5.2 Image

According to the Characteristics, a well-functioning National Society enjoys a good reputation forthe quality of its work, both among the country’s leading opinion makers and the public at large.To help enhance its public image, such a Society keeps thepress well-informed about its activities. In the latterrespect, it is encouraging to note that 24 out of the 26Societies indicated that they produce a newsletter/otherregular information bulletin to members, volunteers or thepublic.

Technological advances in the past decade have addedfurther dimensions to the communications possibilities ofNational Societies. According to the questionnaireresponses, 16 out of the 26 Societies now have websites.One Society indicated that a web-site was underway.

In order to systematically promote and monitor its ownimage or reputation among the opinion makers and thepublic, however, it is essential that a National Societydevelops and follows a sound communications plan.Indeed, Strategy 2010 emphasises that communicationsmust be seen as a key element of capacity building. Itstresses the importance of integrating communications inthe structure of National Societies, and developingcoherent and long-term communications strategies.

The responses to the questionnaire indicate that 20 out ofthe 26 Societies have a communications plan. This isreflected in Fig. 22 along with whether the Societiesconsider the media coverage they enjoy to be satisfactoryas compared to other main humanitarian organisations inthe country. It is notable, for example, that among thoseSocieties which indicated that the media coverage isunsatisfactory, 2 do not yet have acommunications plan.

The majority of the communicationplans included such areas as mediarelations, photojournalism, fund-raising and advocacy. 11 of theSocieties indicated that theircommunications plans coveradvertising while 5 Societies furtherindicated direct marketing.

Importantly, 15 of the Societies saidtheir plan covers media monitoring.11 of the Societies further mentionedthat their plan covers image-research.These are both crucial elements forsuccessful image monitoring.


Projecting a good image to the wider public:Azerbaijan

Throughout the year 2000 the activity of theAzerbaijan Red Crescent Society (AzRCS) has beenregularly highlighted in the mass-media. More than220 articles were published in local newspapersand 35 accounts of the activity of the AzRCStransmitted on different TV channels. Twodocumentary films, “Making the world brighter” and“Let’s keep hope alive” have been produced andlater broadcasted on national TV stations. TheAzRCS has also established close co-operationrelationships with all radio channels operating inBaku and reports of the Society’s activities wereregularly aired by these stations. In connection withthe 80th birthday of the Azerbaijan Red Crescent,the first issue of the periodical magazine ‘Charity’has been released, while information on theSociety’s programmes has also been placed on‘AzerWeb.com’ a website dedicated tohumanitarian relief and development activities inAzerbaijan.

Source: Annual Report of Azerbaijan Red Crescent Society,2000.


Fig.22: Media coverage and Communications Plan

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No.

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Media Coverage compared to other NGOs in the Country

satisfactory unsatisfactory1

16

2

4

CommunicationsPlan

plan exists

no plan


5.2.1 Problems and Corrective Measures

Whereas communications plans are important forthe enhancement of the Society’s image in thelong run, it is also important that Societies reactswiftly in case any problems should arise. Fig. 23shows the number of Societies which indicatedthat they have encountered problems relating toor affecting its image in recent years. A many as 9out of the 26 Societies indicated that they hadexperienced such problems. However, it isencouraging to note that all of the Societies whichowned up to problems relating to their imagehave taken active steps to correct these problems.Below are presented some examples of problemscited along with corrective actions:

Case 1:One Society mentioned that image problems arose through its inability to pay salaries andindemnities to staff laid off during restructuring; the inability was due to financial problems whenexternal funding by the International Federation and ICRC was reduced drastically after the war wasover and a peace agreement reached. Corrective measures taken included restructuring; austeritymeasures; improving quality of activities; appeal within the Movement to pay debts andindemnities.

Case 2:One Society referred to image problems relating to integrity issues, including mismanagement offunds in the past and government interference. Corrective measures included constitutional revisionand the introduction of awareness programmes. Strict financial and administrative procedures werealso adopted; notably, auditing is now done both at national and district levels. Furthermore, aninformation unit was established at the National Society and further dialogue pursued withgovernment ministries.

Case 3: Yet another Society referred to the problem of being perceived as an obsolete organisation, toosubmissive under the previous (communist) system. Corrective measures involved internal changesand informing the public about the change process as well as Red Cross fundamental principles.

Case 4: One Society referred to image problems caused by the ex-president’s fraudulent use of exemptionrights. Corrective measures included the dismissal of the said president by the General Assembly;restructuring of the National Society; and an all-out awareness campaign.

Case 5: One Society referred to the misuse of the emblem and ‘slanderous’ articles in newspapers; correctivemeasures included campaigns against the misuse of the emblem, law suits against organisationswhich misuse the emblem, and denial articles in the newspapers. Another Society which mentionedproblems with emblem misuse referred to corrective actions including a joint Ministry ofDefence/Red Cross message and a letter was addressed to the Ministry of Public Health to protestagainst the misuse of the emblem.


Non response

3.8%

No: 16

61.5%Yes: 9

34.6%


Fig. 23: Image Problems


6. Branch MonitoringEffective monitoring of branchoperations and activities is one of thekey challenges facing NationalSocieties. Branch monitoring isimportant not only because it relatesto the overall effectiveness of aSociety’s operations and programmes,but also because it bears on theintegrity and image of the NationalSociety, as some of the examples inthe section above illustrate.

Mechanisms for branch monitoring,as well as their effectiveness, vary withthe socio-economic and geographicalconditions in which each Society isplaced. Fig. 24 shows the number ofSocieties which responded in thequestionnaire that they have mechanisms for monitoring the operations and activities of branchesor chapters. It further shows whether the Societies considered their mechanism(s) to be sufficientfor ensuring that branch activities are consistent with the Statutes and mission of the NationalSociety.

It is notable that while the majority indicated they had mechanisms for branch monitoring, only 15Societies indicated that these mechanisms were sufficient.

Fig. 25 shows the different types of activitiespursued by the National Societies for monitoringof branches. It is seen from the chart that the mostcommon form of branch monitoring is throughregular reports from branches. Regular visits andevaluations are also quite common. It is notablethat in only 17 cases, the Society headquartersreceived financial statements from branches.

9 Societies listed further mechanisms for branchmonitoring in the questionnaire. The variety ofother mechanisms included: voluntary controlcommissions (national, regional and local)charged with monitoring activities and financialmanagment; regular communication withbranches, e.g. through radio; special workinggroup to promote local activities; regular meetingsamong branch presidents and visits by them toheadquarters.



Fig. 24: Adequacy of Mechanisms for Branch Monitoring

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Fig. 25: Types of Mechanisms for Branch Monitoring

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Effective Branch Monitoring: Mozambique

During the year 2000 the Mozambique Red Cross Society (MRCS) has entrusted an external audit agency to conductfield visits to its branches. The main purpose of the assignment was ‘to ascertain whether field offices have adequateinternal control and accounting procedures to receive, disburse and fully account for MRCS funds’. The agency visitedthe 12 MRCS funded field offices, where detailed work was carried out. In particular it obtained an understanding ofthe operations, accounting system and internal control procedures of the offices, designed and performed walk-through tests in order to ascertain whether documented procedures were respected and reviewed the field officeaccounting records. On the basis of this review the agency made a set of recommendations, designed to improve theaccounting procedures at branch level and presented them to the MRCS management, as well as the FederationFinance Development Delegate.

Source: PriceWaterhouseCoopers, Executive Summary of the Report to Management Following the Review of Field Offices of theMozambique Red Cross Society, August 2000


7. Plans and Programmes7.1 Development PlanAccording to the Characteristics, a well-functioningSociety has an up-to-date, comprehensivedevelopment plan that brings together its mission,its specific objectives, its relief and developmentprograms, and its financing.

Furthermore, the existence of an up-to-datedevelopment plan is a precondition for elaborationof a Country Assistance Strategy. It is encouragingto note from the responses of the 26 Societies tothe Well-Functioning National Society Self-Assessment questionnaire that all but 2 had adoptedor updated their development plan within the last5 years, and that these plans were still operative. Inone case, the plan is currently being re-elaboratedto cover the strategic directions set by theFederation.

All but one of these Societies with currentdevelopment plans indicated that their existingplan incorporates the strategic directions and fourcore areas of Strategy 2010.

7.2 ProgrammesThe Well-Functioning National Society Self-Assessment questionnaire sought to discover to whichextent Strategy 2010 is being taken into account for the formulation of new programmes. In thisrespect, all the 26 Societies indicated the Strategy was an important basis for such decisions.

One of the three strategic directions in Strategy 2010 provides that National Society programmes beresponsive to local vulnerability and focused on the areas where they can add greatest value. It isacknowledged that ‘the challenge of reducing vulnerability and enhancing capacity requires anintimate knowledge and understanding of local reality’.

The Characteristics also emphasise that a well-functioning Society concentrates its activities on themost vulnerable, enhancing their capacity to help themselves.

7.2.1 Vulnerability AssessmentAccording to Strategy 2010, one of the steps to make National Societies programmes moreresponsive, is to use tools and abilities to understand vulnerability and to identify local capacities ona continuous basis. The need for a regular vulnerability and capacity assessment is furtheremphasised by the International Federation’s guideline document Vulnerability and CapacityAssessment.2


The Successful Adoption of aStrategic Workplan: Sudan

After an extensive decentralisation process, the Sudanese RedCrescent Society (SRCS) conducted in 1998 a review of itsorganisational change which included a strategic assessmentintended to examine, among others, the role, programmeorientation, objectives, as well as overall performance of theSociety. A wide range of issues related to the Society’s missionwere explored and a broad consultation carried out, includinggovernance, management as well as branch representatives ofthe SRCS. The findings of the report were subjected to furtherdiscussions, and in April 1999 a workshop on the Design andFormulation of the Five Year Strategic Plan was organised.Finally, a task force was appointed to draft a plan that wouldhelp the Society to focus on core programme areas anddevelop the capacities of the State Branches. In August 1999,the plan was approved by the Society’s Central Committee. Itcontains, in addition to a Mission and Vision statement, sixstrategic goals and will be subjected to an ongoing evaluation.

Source: Sudanese Red Crescent Society, Strategic Workplan 2000-2004.

22.. According to thelatter document, a vul-nerability and capacityassessment can sup-port programmedesign and capacitybuilding within aNational Society inthe following ways:contribute to effectivevulnerability mappingand updating targetingstrategies; realignexisting services tomeet the needs of vul-nerable groups; devel-opment of new pro-grammes to reach vul-nerable groups;rethinking relation-ships with governmentand other key stake-holders; using vulnera-bility and capacityassessment as a newmethod for monitor-ing change and evalua-tion of activities.


The questionnaire enquired whether Societieshad conducted a vulnerability assessment in thecountry during the last 3 years. The responses aredisplayed in Fig. 26.

As seen from the chart, only 15 Societiesindicated that they had conducted such anassessment in the last 3 years. Of the Societieswhich indicated that they had not conductedsuch an assessment recently, one indicated that itwas because such an assessment is beingconducted by an international organisation (inthis case the World Bank), and that extensiveinformation in this area has also been collectedfrom documentation available from the nationalgovernment and NGOs or other organisations.

7.2.2 Priorities under Strategy 2010 According to Strategy 2010, the collective focus of the International Federation in terms ofprogrammes will be on promoting the Movement’s Fundamental Principles and humanitarianvalues, disaster preparedness, disaster response, and health and care in the community. In the wordsof Strategy 2010, these ‘core areas’ are ‘common denominators’ which will constitute the backboneon which the International Federation will build its collective expertise and reputation.

According to the Strategy, all National Societies are expected to develop and contribute to the coreareas and can count on advice and support from the International Federation. This does not mean,however, that Societies are not free to pursue programmes outside the core areas. As acknowledgedin Strategy 2010 itself, local analysis of vulnerability and National Societies’ comparative advantagesmight lead to additional programme areas which vary from country to country. Strategy 2010 addsthat the diversity of National Society activities will have to be maintained to a large extent as itreflects how much vulnerability varies from one place to another.

In the questionnaire, the Societies were asked how many new programmes have been initiated inrelation to or since the adoption of Strategy 2010. All but 2 Societies indicated new programmes.Some examples of new programmes are:

■ disaster management and impact mitigation; ■ dissemination programmes for International Humanitarian Law;■ community based primary health care; ■ malaria and HIV/AIDS control and immunisation for polio and meningitis; ■ social welfare;■ food security; ■ water and sanitation; ■ communication and image enhancement.

A analysis of the responses suggests that most of the new programmes fall within the four core areasof the Strategy 2010, with a minority of exceptions.

All but two Societies further listed new programmes relating to the dissemination of fundamentalprinciples and humanitarian values. These programmes often involved information campaigns;broadcast and co-operation with mass media; workshops and training; and the dissemination ofInternational Humanitarian Law. The questionnaire responses further suggest that the dissemina-tion of fundamental principles and humanitarian values are often integrated into ongoing



Fig. 26: Vulnerability Assessment

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programmes such as youth pro-grammes, community developmentprogrammes, programmes againstpoverty, programmes for disabled/elderly, and programmes for ethnicminorities, etc.

The Characteristics also emphasisethat a well-functioning Society makesspecial efforts to attract and involvethe youth of the country. The self-assessment questionnaire askedwhether the Societies have specificprogrammes targeting youth. AllSocieties indicated that they hadprogrammes targeting youth.

A similar question was asked onwhether the Societies have specificprogrammes targeting women. It isnotable that only half (13) of theSocieties indicated that they havesuch programmes.

7.2.3 Discontinued ProgrammesAn expected result from Strategy 2010 is that National Society programmes are not only established,continued but also discontinued on the basis of local vulnerability, potential impact, the capacity ofother institutions and Red Cross/Red Crescent Comparative advantages.

In the questionnaire, the Societies were asked to indicate what programmes had been discontinuedor are in the process of being discontinued due to the adoption of Strategy 2010. 7 of the 26Societies indicated programmes that have been discontinued. This included such programmes as:reproductive health; ambulance service and hospital engineering project.

7.2.4 AdvocacyAn expected result is that the Red Cross/Red Crescent mobilises people and influences decisionsthrough active advocacy on the basis of core areas. The well-functioning National Societyquestionnaire addressed this by requesting the Societies to briefly describe the three advocacy issuespursued by the Society during the last two years, along with their principal targets. In this respect,it is notable that only 15 of the Societies indicated they had an advocacy programme. The followingare examples of areas of advocacy mentioned:

■ HIV/AIDS control and social assistance to people living with HIV/ AIDS; ■ food security;■ International Humanitarian Law implementation and dissemination to target groups

including members of the armed forces and state security;■ promotion of rights of the most vulnerable groups including internally displaced persons;■ health and development of the community; ■ emblem protection; and■ environmental protection.


Including a Gender Perspective into Red Cross Programmes: two examplesfrom Africa

The Zimbabwe Red Cross has noted that only 20% of trainees inCommunity Based Health Care are male. The Society has expressed thewish to encourage more participation by male trainees in those courses,so that there is shared responsibility within the community.

Source: Annual Report, June 1999 to June 2000.

The Chad Red Cross has recently (April 1999) created a division for ‘Womenand Development’. The Society points out that issues related to gender andfemale promotion need a special attention, for 77% of the women in Chadhave never been to school, according to the Demographic and SanitarySurvey, 1996-97. In particular, it is noted that an important part of thefemale population doesn’t have access or does not use maternity servicesand gives birth without any medical assistance, while the fertility rate is oneof the highest in the world (the average number of births per woman is 6.6).

Source: Three Year Development Plan of the Red Cross of Chad, 2000-2002.


It is positive to note that a majority of Societies with advocacy programmes have includedHIV/AIDS control as a key issue for advocacy, whether through public campaigns or specificadvocacy vis-a-vis private and public stakeholders.

Important areas for advocacy extend beyond HIV/AIDS to the creation of awareness vis-a-vis otherhealth hazards, minimum food security and disaster preparedness. It also embraces the promotionand assurance of respect for humanitarian values, through and beyond the dissemination of Red Cross fundamental principles. The promotion of international humanitarian law, and assuranceof respect for and implementation of these laws by local and international stakeholders is animportant corollary of this.



8. Performance and Review8.1 Progress ReportsAccording to the Characteristics, a well-functioning Societies prepares regular progressreports and keeps the Federation, its members, itsdonors and the public at large regularly informedabout its activities, finance and developments.

The publication and reporting of financialstatements has already been dealt with in Section4.2 above. Fig. 27 shows, in addition, the numberof Societies which published an annual report.

It is notable that as many as 8 Societies out of the26 did not publish an annual report last year.

8.2 AchievementsThe Societies were asked to highlight some of the main achievements in the past years. While asurvey of all the achievements is not possible in the limited space of these report, examplesmentioned include achievements in the improvement of legal base (e.g. revised Statutes andadoption of rules of procedure for implementation; progress in implementation of Red Cross law);improvements in planning (e.g. revision of strategic plan; elaboration of sectoral strategic plans withtheir respective operational plans); consolidation of finances (e.g. resource mobilisation throughproperty development; increase in self-financing of core cost); branch development (e.g. creation ofred cross structures all over the country and better organisation of activities developed by branches);strengthening human resources; better disaster preparedness and co-ordination; and enhancementof programmes in health and community development (e.g. HIV/AIDS, water and sanitation, re-socialisation of street children).

8.3 Disaster Victims AssistedThe Societies were asked in the questionnaire what percentage of disaster victims in their countryreceived their assistance last year. Of the 16 Societies which answered this section, the responsesvaried from 10% to 80%. It is qualified that a comparison among Societies of the figure isproblematic given varying factors such as population size, the incidence of disasters and the level ofvulnerability, as well as the provisions of services by alternative sources such as governmentauthorities and international organisations/ NGOs.

The Societies were asked whether the percentage of disaster victims in the country assisted by themhad increased, decreased or remained constant over the past 3 years. 16 Societies indicated that thepercentage had increased over the last 3 years; 5 Societies indicated that the percentage haddecreased; and 3 Societies indicated that it had remained constant.


No AnnualReport

30.8%

Annual Report Published

69.2%


Fig. 27: Annual Reports


As the explanation provided by the Societies suggest, variation of the percentage of victims assistedover the past 3 years may depend on a variety of factors. Some Societies which saw an increase inthis percentage indicated that this was due to such factors as improved capacity in community baseddisaster preparedness and emergency response; sufficient donor support based on improved image;efficiency and effectiveness of delivering services/ quality of service and increased focus in theSociety’s programmes; improved relationship with the government and clear role and responsibilitiesand co-ordinated action.

One of the Societies for which the percentage of disaster victims receiving assistance had decreasedover the period explained that this was because of the inability of the Society to stock relief itemsfor distribution to victims. Another two Societies indicated that their decrease was due to poorfinancial situation/lack of funds in the Society.

However, a decrease in this percentage does not always reflect a lower capacity or effectiveness indisaster response. As further qualifications to the questionnaire response suggest, factors such as thefrequency and type of disasters affecting a region, the comparative advantage and relative roles ofthe Red Cross vis-a-vis other institutions, also bear on the percentage of disaster victims assisted eachyear. At least three Societies indicated in this regard that their decrease is due to there not being anybig disasters on the national level in recent years.

A review of the impact on beneficiaries of the Societies’ programmes on all four core areas of Strategy2010 is outside the scope of this report.

8.4 Quality of Service Delivery

In the questionnaire, the Societies were askedwhether they have any mechanisms to monitor thequality of service delivery for their programmes.The responses are displayed in Fig. 28.

As seen in the chart, 20 of the Societies indicatedthat they had mechanisms to monitor the qualityof service delivery for their programmes. Theseincluded, for example: project appraisal andaudits; mid-term and annual reviews; setting uptask forces; field visits for monitoring;certification of programme quality using ISO9002 standard; and soliciting feedback from thepublic on services.



Fig. 28: Monitoring of Service Quality

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8.5 Review againstStrategy 2010

The Societies were further asked whether they hadconducted a review of their overall progressagainst the expected results of Strategy 2010. Asseen in Fig. 29 half of the Societies indicated theyhad conducted such a review. Of these, allconsidered their progress to be satisfactory.

It has to be qualified, however, that the expectedresults of Strategy 2010 relate to expectations notonly on Societies individually but globalexpectations of the International Federation as awhole. As such, not all of the expected results areamenable to review individually by a NationalSociety.

As seen from Strategy 2010, a number of expected results of the Strategy relate to co-operationstrategies and improvements in working relationships within the International Federation, the RedCross Movement and with stakeholders outside the Movement. This is dealt with more fully in thesection below relating to co-operation among the various components/stakeholders.



Fig. 29: Review against Strategy 2010

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Review performed No review

13 13


9. Working TogetherEffectivelyStrategy 2010 invites National Societies to increase collaboration on different levels within the RCMovement as well as to seek long term partnerships and funding in both the public and the privatesector. In particular, the Strategy hopes to improve programme effectiveness and efficiency throughbetter information sharing and knowledge development within the Movement and a better co-ordination with other actors such as governments, multilateral organisations and private businesses.This involves, among others, a further development of sub-regional co-operation, the adoption andimplementation of result-oriented co-operation strategies and a better linking of National Societies’experience in domestic programmes with that gained at the international level. It also implies betterand more consistent bilateral contacts between the National Societies and their respectivegovernments as well as alliances with civil society institutions, and building partnerships withinternational organisations such as the UN, the World Bank or Regional Development Banks.

The Well-Functioning National Society Self-Assessment questionnaire includes several sections on co-operation and partnerships. In particular, questions were asked regarding the Societies’ involvementin government disaster preparedness plans, their agreements with the National Ministries of Healthas well as their key partners on the national and international level. Societies were also asked to ratethe services they receive from other components of the Red Cross/Red Crescent Movement. Finally,a general question regarding co-operation strategies was asked, to see whether Societies havefollowed the aim of developing long term partnerships as suggested by Strategy 2010.

It is good to note that among the 26 Societies in the sample, 20 indicated that they have developedand implemented a co-operation strategy within the last five years, whereas only three Societies saidthat they have not. For the others, the information is not available.

9.1 Agreements with the Ministry of HealthIn the questionnaire, Societies were asked whether they have specific service agreements with theMinistry of Health in their country and if yes, to list the sectors covered by these agreements. 18 ofthe 26 Societies indicated that they have such agreements, whereas 8 have not. While answering ‘no’to the question, two Societies provided further observations on the issue: the first mentioned that itdoes co-operate in the main national programmes carried out by the Ministry of Public Health,whereas the second pointed out that the Ministry of Health is its ‘supervisory ministry’. In the lattercase, it should perhaps be further examined to which extent the Society is able to maintain itsindependence vis-a-vis the public authorities.

The sectors covered by above mentioned agreements cover a wide range of public health issues.Nevertheless, some patterns do arise. It is notable that 8 out the 18 Societies have service agreementson blood programmes; 6 mentioned HIV/AIDS Control and Prevention, Primary HealthCare/Community Health Care were indicated by 4 Societies. Other sectors, that were mentionedmore than once include TB control, eradication of Polio, drug addiction and first aid programmes,as well as technical assistance and training for health care workers and nurses.

Overall, in can be concluded from the responses, that the sectors covered by service agreements withthe national health ministries fall largely within the programme areas suggested by the Federation as



set out in its guideline document Improving health and care in the community. Nevertheless in a veryfew cases the focus of the agreements seems to be rather narrow or overly specialised.

In this context, it also interesting to note that almost half (12) of the Societies in the sample listedthe Ministry of Health as one of their ‘key national partners’. (see also section 9.3)

9.2 Disaster Preparedness According to Strategy 2010, it is critical to effective disaster response, that well-defined responseplans determine core responsibilities of all key players in this area (government, National Societies,NGOs). In particular, national and local disaster preparedness plans should describe the roles andresponsibilities of National Societies as auxiliaries to their governments.

Societies were asked to indicate whether the government of their country has a national disasterpreparedness plan, and whether the Society has a formal role in this plan. 23 out of the 26 Societiesindicated that there is a national disaster preparedness plan in their country, while 22 out of these23 Societies further indicated theyhad a formal role in the national plan.

Although co-ordination and co-operation with the government iscrucial for disaster preparedness, it isalso important that National Societiesbe able to respond autonomously,where necessary. Therefore, Societieswere also asked whether they have adisaster preparedness plan of theirown, covering both national and locallevels. 22 out of the 26 Societiesconfirmed that they have such a plan.This is displayed in Fig. 30, alongwith whether the government in thecountry has adopted a nationaldisaster preparedness plan.

As seen from the chart, 4 Societies have not adopted a disaster preparedness plan of their owncovering both national and local levels. Among these, it is notable, that there is one case whereneither the government nor the National Society have a plan.

9.3 Key PartnershipsThe Societies were asked in the questionnaire to list their (five) key national and internationalpartners. In a few cases the phrasing of the question led to a certain confusion, to the extent thatinternational partners (e.g.. international organisations, NGOs, etc.) with a ‘base’ in the country werelisted under national partners rather than international ones. The analysis below will nonethelessconsider these organisations under international partnerships. Furthermore, for analytical purposesthe partners were classified post hoc according to a reduced number of categories. Although theclassification of the partner organisations was most of the time straightforward (e.g.. various ministriesunder ‘National Government’ or UN agencies under ‘International Organisation’), some, especiallyon the national level, were difficult to classify due to the lack of information.



Fig.30: Disaster Preparedness Plans

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GovernmentDisaster Plan

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9.3.1 National PartnershipsNational partner organisations were classifiedinto six categories (government, sub-nationalauthorities, NGOs, community organisations,private sector companies, other). Whereas someSocieties mentioned exclusively governmentpartners, others seem to benefit from a wide rangeof alliances including, the public sector as well ascivil society organisations and private sectorcompanies. However, a very large majority ofSocieties (21 out of 26) indicate at least onenational government agency/ministry amongtheir key partners. For the 26 National Societiesan aggregate number of 95 partnerships wasrecorded (since each Society could indicate severalpartners). Figure 31 shows the distribution ofthese aggregate partnerships according to theabove mentioned categories.

Two thirds of these partnerships fall under the category ‘National Government’, whereas the rest ismore or less evenly split between the other five categories. Whereas this analysis clearly confirms thepredominance of national governments as privileged partners for National Societies, no assessmentcan be made about the qualitative nature of these partnerships. Strategy 2010 urges NationalSocieties to focus on ‘better and more consistent bilateral contacts with governments’, it mighttherefore be interesting for future analysis to try to gather more information on the evolution of co-operation between National Societies and their respective governments. Furthermore, the analysisalso shows that, although some co-operation takes place between National Societies, the civil societyand private sector enterprises, there is certainly space for further development and improvement ofthese partnerships. A somewhat surprising result coming out of the analysis above, is thecomparatively low incidence of sub-national authorities (regional and local governments) among thekey national partners.

9.3.2 International PartnershipsThe analysis of international partnerships is morestraightforward since the variation between thelistings by the Societies is much smaller. Partnershave been classified into four main categories,international organisations, foreign governments,NGOs, and RC Movement. The aggregatenumber of key international partnerships cited,amounts to 143, of which more than half (81)belong to the RC Movement, 43 fall into thecategory of international organisations, whereasforeign governments and NGOs make up for 10and 9 mentions respectively.

Thanks to the relative homogeneity of the listedorganisations a more detailed analysis is alsopossible. Fig. 32 shows the breakdown for themain international organisations listed as keypartners.


Total National Partnerships cited: 95Source: Well-functioning National Society self-assessment,2001.

Fig. 31: Key National Partnerships

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Total Partnerships with International Organisations cited: 43Source: Well-functioning National Society self-assessment,2001.

Fig. 32: Partnerships with International Organisations

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As can be seen UNHCR has been the most frequently mentioned ‘key partner’, for 10 out of 26Societies included her in the list. This is followed by UNICEF (8) and ECHO (6). Interestingly, theWorld Health Organisation has been cited only 4 times.

The breakdown for the RCmovement (Fig. 33) shows thenumber of mentions for the ICRC,the International Federation andNational Societies, insofar they werecited at least twice. As can be seen,almost half of the Societies in thesample (12 out of 26) mentioned theICRC as one of their keyinternational partners, whereas 10have done so for the InternationalFederation. It is also notable that allthose National Societies which werecited more than once as key partnersare PNS. As mentioned earlier,Strategy 2010 suggests to achieve animproved programme co-operationthrough a further development ofsub-regional partnerships andconferences. However, the results presented above suggest that until now, there has not been verymuch progress in that direction, for only one Society cited a regional Red Cross co-operation groupamong its main international partners.

Another issue raised by the analysis is that of bilateral assistance projects vs. more co-ordinated co-operation efforts within the Movement. It can be seen from the chart above, that the most widelycited PNS has received as many mentions as a ‘key partner’ as the International Federation. Thissuggests that bilateral assistance is still a very important co-operation tool for many NationalSocieties.

9.4 Rating of services received from the Federation Secretariat, the ICRC and PNS.

In the Well-functioning National Society Self-Assessment questionnaire, the Societies were asked to ratethe services they receive from different components of the Movement, namely the ICRC, PNS andthe Federation Secretariat.3 The ratings proposed are on a scale from 1 (extremely unsatisfied) to 5(extremely satisfied).

Of the 26 Societies in the sample, 24 agreed to rate the different organisations.4 As might have beenexpected, the variation of the PNS rating is the highest, ranging from 1 to 5 (rating 1 is given twiceand rating 5 four times). This is of course due to the fact that PNS are not a homogeneous group,so that the quality of services received from these Societies can vary widely across countries, theaverage rating being 3.78. The rating for the Federation falls within a slightly narrower band from2 (given twice) to 5 (given 6 times), but the overall average at 3.65, is below the one for the PNS.Finally, the ICRC was rated best by the National Societies in the sample. The minimum rating forthe Committee being 3, the maximum 5 and the average rating at 4.0. (Since the sample is small,the difference between the average ratings is not statistically significant.)


Total Partnerships with RC Organisations cited: 81Source: Well-functioning National Society self-assessment,2001.

Fig. 33: Partnerships within

the Red Cross/Red Crescent Movement

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3. In the case of therating for theSecretariat, it is notentirely clear how theSocieties interpretedthe question: some ofthem might have ratedonly the GenevaSecretariat services(the ‘Secretariat’ instrict sense), whereasothers could haveincluded regional orcountry delegations asthe representatives ofthe Secretariat.

4. 23 in the case ofthe FederationSecretariat and thePNS.


ConclusionsAssessment of the quality of National Societies requires analysis of legal and governance frameworksthat influence the performance, capacity, accountability, and nature of programmes. This reportsuggests that having adequate legal frameworks or procedures for good governance is not sufficient.The challenge for the majority of the National Societies is to ensure full implementation of the legalframeworks and procedures for good governance. This report also identifies other key challengesfaced by National Societies, such as effective monitoring of branch operations, diversification offunding base, and co-operation with civil society, etc. This report compares where possible thefindings to some of the expected results of Strategy 2010. The findings suggest that the Federationmembers are progressing, albeit slowly, towards achieving some of the expected results of Strategy2010. An important finding in this report is that the Societies regard Strategy 2010 as an importantbasis for taking decisions on the formulation of their programmes.

The implicit assumption in the report is that the capability and capacity of national and local RedCross networks are an important determinant of the scope and quality of the service provided to themost vulnerable. Therefore, ultimately the operational value of the information provided by theassessment system will depend on the ability of the Federation network to provide practical supportto the members which require assistance. To this end individual assessment reports are beingprepared for all the Societies. Based on the assessment and further discussions, each Societyidentifies and agrees on points of action to improve National Society functioning. A report onprogress made on the action points will be included in the next annual report.


Progress towards a well-functioning National Society:Cambodia.

After more than two decades of war, Cambodia emerged as one of the poorest countries in Asia. During thecivil war, each warring faction set up its own Red Cross Society and Cambodia’s seat at the InternationalFederation was left vacant. However, at the end of the war the National Society reunified in the early 1990sand was reinstated as a member of the International Federation. The new Cambodian Red Cross Society (CRC)has made rapid progress towards being a well-functioning National Society. Its achievements during the lastdecade are many. It is the largest humanitarian organisation in Cambodia. In December 1999, the CambodianRed Cross (CRC) started a process to revise it’s Statutes and prepare a new draft law for governmentrecognition and emblem protection. The new Statutes clearly define the roles and responsibilities of thegoverning and executive boards. The Society holds its Board and General Assembly meeting regularly. It hasnow embarked on a task to ensure that all provinces hold Provincial Assemblies as per the new Statutes. TheSociety raised more than 20 percent of its annual budget of about US Dollars 6 million through fund raisingfrom private sources from within the country. The Society carries out an external audit of its finances annually.The Society has established an extensive mechanism to monitor performance and integrity of itself and itsbranches. Co-operation activities have been established with a wide range of national and internationalpartners. Through its performance and activities the Society has cultivated a good image in and outsideCambodia.

Sources: - CRC, Five Year Development Plan, 2001-2005.- CRC, Summary Report 1998-1999.- Statutory Texts of the Cambodian Red Cross


Annex 1: MethodologyThis chapter discusses the operational framework and tool for the self-assessment programme. Thelatter programme has been developed to support Federation Governance in monitoring theperformance and integrity of National Societies, while assisting the Societies in adjusting themselvestowards the Characteristics of a Well-Functioning National Society. Given these objectives, the self-assessment framework and tool has been designed to provide value-added through two concurrentprocesses:

■ monitoring of trends across National Societies through analysis of responses received fromthe questionnaire;

■ follow-up on an individual basis with each Society participating in the self-assessment toidentify areas which require improvements.

1. Self-Assessment ToolThe core instrument for the self-assessment is a questionnaire called the ‘Well-functioning NationalSociety Self-Assessment’ questionnaire (see Annex 4). It contains indicators to measure the Societies’performance against the Characteristics of a Well-functioning National Society under Strategy 2010,and incorporates experience and feedback from the pilot exercise. In developing the questionnairereference was made to indicators contained in a range of Federation documents including:

■ Strategy 2010■ Characteristics of a Well-Functioning National Society■ National Society Governance Guidelines■ Guidance for National Societies Statutes■ Framework for National Society Capacity Building■ Monitoring and Compliance Solution Team Report■ Learning from the Nineties

The questionnaire was developed through an extensive consultation process to ensure its relevance andutility across the spectrum of National Societies Federation-wide. An attempt was made to cover issuesrelating to the three strategic directions under Strategy 2010. However, the self-assessment tool is notintended to contain all indicators relating to the four core areas of Strategy 2010; rather, it is recognisedthat these are all complex areas, and a Society’s self-assessment on progress in any of these wouldrequire indicators of greater detail. As seen from the Framework for National Society Self-Assessment(Annex 2), it is open to Secretariat departments and regional delegations to develop more detailedmodules relating to a particular sector or region, in consultation with the Evaluation Department.

2. Questionnaire Administration: Sample andResponse

Based on the recommendations of the Regional Departments, 40 National Societies were invited toparticipate in the self-assessment process in 2001 (see Annex 3 for full list). The sample was basedon parameters of regional representation, as well as practical considerations of the regions.6 Thequestionnaires were issued to the National Societies under a covering letter from the Monitoring andEvaluation Division with a copy to Regional Delegation and Regional Department. The NationalSocieties were given one month for completing the questionnaire. The respective RegionalDelegations were asked to follow up with the National Societies for questionnaire completion. Thefollowing is the time-frame for the administration and receipt of questionnaires in 2001:


6. In selecting partici-pants, the RegionalDepartments wereasked to consider suchindicators as: countrysocio-economic factorsand status of civil soci-ety; perceived level ofrisk from conflicts ornatural disasters, sizeof population at risk,and in-country capaci-ty to respond to disas-ter; National Societycommitment, trackrecord and capacity(organisational andother resources); andFederation expertiseand support system.


■ Total No. of questionnaires sent out to National Societies (20 April 2001) and copiedto Regional Delegations _____________ 40

■ Number of questionnaires received beforeofficial deadline (31 May) ____________ 13

■ Number of questionnaires received beforeextended deadline (31 July) ___________ 26

Responses to the self-assessment questionnairereceived before the extended deadline of 31 July2001 were analysed by the EvaluationDepartment for the trends report. Annex 4contains a list of Societies which submittedcompleted questionnaires by this date. Theresponse rate according to region is presented inFig. A1.

3. Documentation Solicited and Received

The Societies were requested to submit updateddocuments along with the completed ques-tionnaire. This included their most recent annualreport, development/strategic plan, Statutes,annual financial statement and external auditreport. Fig. A2 shows the number of Societies whichsubmitted the respective reports.

As the publication and sharing of reports isintegral to a transparent and in-depth self-assessment process, the efforts of these Societies insubmitting additional materials is mostcommendable. These materials will provide

complementary information to the Societies’ questionnaire responses, in the follow-up to the self-assessment through the Regional Delegation. Given that most of the Societies have yet to submitadditional documentation, however, the analysis contained in the present report will be limited toinformation provided in the questionnaire responses themselves.

4. Questionnaire Clarifications and Data AnalysisA comparative statistical analysis of the responses received by 30 July was carried out. Requests forclarifications were sent to the respective National Societies on unclear/incomplete sections in theirresponses, where applicable. Clarifications received by 15 August 2001 were updated into thedatabase and included in this analysis. Where clarifications had not been received by the EvaluationDepartment by this date, the unclear/incomplete sections were registered as non-responses.Clarifications received after 15 August 2001 will be used in the individual follow-up to each self-assessment.



Fig. A2: Additional Documentation

0

5

10

15

20

No.

of N

S th

at h

ave

sent

in

Requested Annexes

Repo

rt

Annu

al

Stat

emen

t

Finan

cial

Repo

rt

Audi

t

Stat

utes

Plan

Deve

lopm

ent

15

108

1716


Fig. A1: Questionnaire Responses by Region

0

2

4

6

8

10

No.

of N

atio

nal S

ocie

ties

RegionAfrica Americas Asia MENAEurope

787.5%

562.5%

8100%

225%

450%


Apart from the trends analysis, the self-assessment of individual National Societies will need to befurther analysed and followed-up by the Secretariat, Regional Delegation and Red Cross partners toensure co-ordinated actions to assist the Societies in addressing areas identified for improvement.The timing and respective roles/tasks in the follow-up is addressed in the draft Framework forNational Society Self-Assessment contained in Annex 2.

5. Follow-up on Pilot Self-AssessmentAs the questionnaires were administered to 40 National Societies in this year, follow-up actions weretaken vis-à-vis the self-assessment of 15 National Societies in the pilot phase last year. This providedan opportunity to test and refine the draft framework for follow-up.

Summaries of the findings from each of the 15 self-assessments were produced and communicatedto the National Societies for comments and actions. The findings were also circulated to theSecretariat Departments and Regional Delegations for comments and follow-up. These summarieswere based strictly on the self-assessment questionnaire response and additionalclarifications/documentation sent in by the Society, and contained indicators on the nature andadequacy of National Society functioning in various areas.7

Under the draft framework, the National Society is requested to provide written comments on thefindings of the self-assessment. This provides the National Society with a further opportunity toclarify issues raised in the self-assessment or provide further background on aspects of itsfunctioning. Based on the findings and the additional comments, the Society prepares an ‘ActionPlan’ with clear benchmarks, targets and time frame in consultation with the Regional Delegation(where one exists) and the Evaluation Department. Crucial to the success of follow-up to the self-assessment process is the National Society’s ownership of the self-assessment process and emergingaction plan.

According to the draft framework, a confidential report containing findings, additional commentsand action plan, will be produced for each Society participating in the self-assessment. The actionplan should further be included in the following review of the National Development/StrategicPlan, as well as any review of CAS/RAS. A report on progress in developing and implementingaction plans will be presented in next annual report on self-assessment.

6. Lessons learnt on the Methodology

(a) Questionnaire administration An improvement in the methodology since the pilot phase is the increased formal involvement ofregional delegations in the National Society self-assessment process. The Regional Delegations wereinformed of the administration of questionnaires to National Societies and requested to follow-upclosely on questionnaire completion and further clarifications.

In general, there has been active response from the Regional Delegations in the questionnaireadministration process. Experience from the 2001-phase of self-assessments suggests, nevertheless,that a small number of Regional Delegations/offices either did not follow-up with the request or didnot inform the Country Delegation/OD delegate to follow up on the request. Experience andfeedback suggests that in future:

■ there should be further information/instructions to Regional Delegations on the self-assessment process


7. This included suchareas as the legal baseof the NationalSociety and potentialreforms to SocietyStatutes and nationallaws; governancestructures and separa-tion of roles betweengovernance and man-agement; level ofhuman resources andchallenges in increas-ing and managing vol-unteers; mechanismsfor National Societyself-monitoring ofintegrity and image,and problems encoun-tered; as well as sys-tems for monitoringof branch network,operations andfinances.


■ where there is a Country Delegation to a National Society, the cover letter to the NationalSociety should be copied both to the Regional Delegation and the Country Delegationfor appropriate follow-up

These suggestions will be taken on board in the revision of the methodology for the 2002 phase ofNational Society self-assessments. Even in the process of the 2001 phase of self-assessments, themethodology has been adapted so that the requests for clarifications on self-assessments, as well asreminders on un-returned questionnaires, have been copied to the Country Delegation directlyfrom the Evaluation Department. While in future the country delegations will be kept in the loopby Evaluation Department on National Society self-assessment involving their remit, it is qualifiedthat the Regional Delegation should nevertheless remain as the line authority to CountryDelegations in terms of appropriate follow-up on the self assessment. In other words, RegionalDelegations should ensure that their Country Delegations are informed of the relevant processes andactive in the follow-up.

(b) Questionnaire CompletionAn important feedback from 2001-phase of questionnaire administration and the on-going follow-up to the pilot phase of self-assessment relates to the process in which the questionnaire is answeredby the National Society. Under the methodology used in 2001, the National Society was requestedto have the questionnaire completed by a person appointed by the Secretary General, or a BoardMember. While this served to ensure that the reply from the Society was by an authorised personnel,it did not address the issue of consultation among the departments of the National Society on thecompletion on particular sections (e.g. legal base, finance, human resources) relevant to thosedepartments.

It is encouraging to note from some responses that the questionnaire completion has undergone aprocess of consultation within the Society. This is a positive sign, as it ensures the full relevance andSociety’s complete ownership of findings from the self-assessment. In most cases, however, thequestionnaire has likely been answered by one person, without further internal consultation. In thePilot phase, this has resulted in one or two cases of Societies correcting information previouslycontained in their questionnaire response upon further internal consultation after preliminaryfindings from the self-assessment have been shared with the Society. To avoid similar situations infuture, it is suggested that the Societies participating in the next round of self-assessment be askedto ensure the accuracy and relevance of information contained in the questionnaire responsethrough prior consultation among their departments and personnel.

(c) Questionnaire ContentsFeedback suggests that questionnaire completion requires 3 - 5 hours on average. The need forconsultation within a National Society may increase the time taken, but as emphasised above, willalso ensure the relevance of information contained.

As the self-assessment programme is itself evolving, the Well-functioning National SocietyQuestionnaire will undergo further revision and fine-tuning before the next round of self-assessments. Observations have been made while processing the responses and clarifying oranalysing sections, on potential areas of improvement in terms of the clarity and relevance ofquestions. Some of these possible improvements are noted where relevant in the various sections ofthe trends analysis itself. This also includes feedback received and suggestions for improvement onthe contents of the questionnaire. Further suggestions are most welcome from National Societies,delegates and Secretariat Departments, and should be communicated to the EvaluationDepartment.



Annex 2: Framework for NationalSociety Self-AssessmentThe following framework for the administration and follow-up of the National Society self-assessment is based on feedback received and lessons learnt from the pilot self-assessment process.The framework is currently undergoing further in-house consultation and awaiting approval by theSteering Committee.

Purpose of Self Assessment:To support the Federation Governance to monitor the performance and integrity of NationalSocieties.

Operational Framework:■ The core instrument for the self-assessment is a questionnaire designed and updated by

the Evaluation Department in consultation with Secretariat Departments/RegionalDelegations. This core questionnaire (‘Well-functioning National Society Self-Assessment’) contains the key indicators to measure progress towards the characteristics ofa well-functioning National Society under Strategy 2010.

■ In addition to the above-mentioned core questionnaire, further questionnaire modulescontaining region/sector specific indicators may be proposed, developed and administeredby a Regional Delegation or Secretariat technical department in consultation with theEvaluation Department.

■ The administration of the core questionnaire to the 176 National Societies will be phasedto keep the operation manageable for the Secretariat. Questionnaires will be administeredto an appropriate number of National Societies each year. Once the questionnaire hasbeen administered to all 176 National Societies, the exercise will be repeated at appropri-ate intervals to capture time trends.

■ The list of countries to which the core questionnaire is to be administered each year isselected by the Regional Departments based on indicative criteria proposed by theEvaluation Department.

■ The core questionnaire is released to the National Society under a covering letter from theDirector, Monitoring and Evaluation Division, with a copy to the Regional Delegation(Country Delegation where applicable) and Regional Department.

■ The time provided to the National Society for completing the questionnaire is one month. ■ The Regional Delegation is responsible for adequate follow-up with the National Society

(and Country Delegation where applicable) for questionnaire completion, and co-opera-tion with the Evaluation Department for any further clarifications required from theNational Societies on the responses received.

■ The Evaluation Department analyses the overall responses received within the given timeframe and prepares a trends analysis on the National Societies for inclusion in its annualreport to the Federation Board, and biennial report to the General Assembly.



■ The questionnaire responses from each region are then communicated to the RegionalDelegation (and Country Delegation where applicable) for further analysis and com-ments. Based on the questionnaire responses, the Regional Delegation prepares a reporton each Society in their region containing key findings from the self-assessment, with theassistance of the Country Delegation where applicable. This report should be based onmodels/examples available with the Evaluation Department.

■ The individual report on findings should be generated and shared with the NationalSociety for further comments and discussion within two months of the RegionalDelegation’s receipt of questionnaire responses from the Evaluation Department. Thesummary should also be copied to the Regional Departments, Evaluation Departmentand relevant Secretariat technical departments for comments.

■ Based on the report on findings and comments on the report, the National Society iden-tifies and prioritises areas for potential action. These action points are communicated tothe Regional Delegation, Regional Department, Evaluation Department and other rele-vant Secretariat technical departments. The National Society then prepares an ‘ActionPlan’ with clear benchmarks, targets and time frame in agreement with the RegionalDelegation and Secretariat Departments.

■ The time provided for the drafting of the action plan is two months from the receipt ofthe findings report by the National Society.

■ The agreed action plan should be included in the formulation/update of the NationalSociety’s Development/Strategic Plan, and where applicable, the Regional AssistanceStrategy/Country Assistance Strategy.

■ The action plan and the progress in its implementation will be reported annually by theEvaluation Department to the Federation Board through the Secretariat management.



Annex 3:List of National Societies which participated to the Well-FunctionningNational Societies Self-AssessmentQuestionnaire in 20018.1. National Societies that are included in

the analysis of the present report

2. National Societies that have received the questionnaire and not yet responded


AfricaCameroonChadGhanaMozambiqueSenegalSudanZimbabwe

EuropeAzerbaijanKyrgyzstanLithuaniaPolandPortugalRomaniaSpainUkraine

AmericasBolivieCubaEcuadorHonduras

AfricaKenya

AmericasBelizeGrenadaMexicoPanama

Asia and PacificDPRK*MyanmarPapua New Guinea

Asia and PacificBangladeshCambodiaChinaIndonesiaSri Lanka

Middle East and North AfricaEgyptLibya

Middle East and North AfricaAlgeriaIranPalestineSaudi ArabiaSyriaYemen*

8. Only questionnairesreceived by 31 July2001 are reflected inthis list. It is furthernoted that twoSocieties which arereflected in the listhad submitted thepilot questionnaire(Self-AssessmentAgainst Strategy 2010)instead of the Well-Functionning SocietySelf-Assessment ques-tionnaire sent to themin April 2001. Effortsare being madethrough the countrydelegation to updatethe information pro-vided by theseNational Societies tothe correct question-naire for follow-up tothe self-assessment.Information providedin the pilot question-naire is not amenableto the trends analysis,and has not beenincluded in thisreport.

* Questionnaireresponses are beingupdated.


Questionnaire

48

Well-functioning NationalSociety Self-Assessment

Prepared by Monitoring and Evaluation Division

National Society:

______________________________________________________________________________

______________________________________________________________________________

Questionnaire completed by:

Name: _______________________________________________________________________________

Designation/Title: ______________________________________________________________________

______________________________________________________________________________

Contact details of above person:

Tel. number: __________________________________________________________________________

Fax number: __________________________________________________________________________

E-mail address: ________________________________________________________________________

Post Office Box: _______________________________________________________________________

Approved by:1

Name: _______________________________________________________________________________

Designation/Title: ______________________________________________________________________

______________________________________________________________________________

Date : ________________________________________________________________________________

1 - The completed Questionnaire should be approved by the Secretary General of the National Society or his/her authorised representativebefore it is returned.

Annex 4:


A. Mission

A.1. Has your Society formally adopted a mission statement? O Yes O NoIf yes,

A.1.1. Please indicate the year when this statement was: a) first adopted: ___________________ b) last amended: __________________

B. Legal Base

B.1. The Society is recognized by the National Government in your country by: O National law O DecreeO Other instrument (please specify):

B.1.1. Please indicate the year when this law/decree/other instrument was: a) first passed: ______________ b) last revised: _______________

B.1.2. Is there a need to revise the existing legal provisions for recognition? O Yes O No

B.2. Is there a national law governing the use of the Red Cross and Red Crescent emblem in your country? O Yes O No

If yes,

B.2.1. Please indicate the year when the emblem law was: a) first passed: _______________ b) last amended: _____________

B.2.2. Is this law separate from the law/decree recognising the National Society?

O Yes O No

B.2.3. How do you rate the enforcement of the emblem law in the country?O Satisfactory O Unsatisfactory

B.2.4. Does the Society have a process for handling reports of emblem misuse in the country?O Yes O No

B.2.5. Is there a need to revise or further revise the emblem law in your country? O Yes O No

B.3. Please indicate the year when the Society's Statutes were: a) first adopted: ______________ b) last amended: _____________

B.4. Are amendments or further amendments to the Statutes necessary? O Yes O No

C. General Assembly

C.1. Do the Society's Statutes require the regular convening of the General Assembly? O Yes O No

If yes,

C.1.2. How often must the General Assembly be held according to the Statutes? (Please tick) O once a year O once every two years

O once every three years O once every four years

Other-Please specify: ________________________________________

C.2. Please provide the dates of the last 3 meetings of the General Assembly:

49

Questionnaire - Well-functioning National Society Self-Assessment


C.3. Who are the stakeholders (persons) who attended the last General Assembly?% of total participants Voting rights?

a. ordinary members: ___________ % O Yes O Nob. members representing branches: ___________ % O Yes O Noc. volunteers: ___________ % O Yes O NoOthers: (Please specify stakeholders, % and whether they have voting rights):____________________________________________________________________________________________________________________________________________________________________________

C.4. Does your General Assembly reflect the composition of your country's population in terms of the following?

a) gender O Yes O Nob) ethnicity O Yes O Noc) religion O Yes O No

D. Governing Board

D.1. Do the Society's Statutes require the regular meeting of the Governing Board?2 O Yes O NoIf yes,

D.1.2. Is the Governing Board meeting as required in the Statutes? O Yes O No

D.2. Please provide the dates of the last 3 meetings of the Governing Board:

D.3. Do the Statutes lay down clear election requirements for the members of the Governing Board? O Yes O No

If yes,

D.3.1. Please rate the Society's compliance to these election requirements:

O Fully complies O Mostly complies O Occasionally complies

D.4. Please provide the following statistics on the Governing Board members: Total number of Board members: _________________________Number of elected members: ____________________________Number of appointed/nominated members: _______________Number of female members:_____________________________Number of members representing branches: _______________

D.5. Does the Governing Board reflect the composition of your country's population in terms of the following? a) gender O Yes O Nob) ethnicity O Yes O Noc) religion O Yes O No

D.6. Does the Society have clear regulations/guidelines on the separation of roles and responsibilities of governance and management? O Yes O No

If yes,

D.6.1. How do you rate the Society's compliance to these regulations/guidelines?

O Fully complies O Mostly complies O Occasionally complies

50


2 - Governing Board: The body that is the focal point for National Society governance. (Definition from National Society GovernanceGuidelines)


D.7. Please provide the information on the office-bearers3 on the Governing Board:


Title/Office Elected/Appointed/ Number The office-Nominated of years bearer

served in authorisescurrent financialposition expenditure

Where there are more than one office-bearers Please select one Yes / Nowith the same title, please list each) and specify where Ex. Officio

(Please attach separate sheet if necessary.)

3 - E.g. President, Vice-President, Chairperson, Vice-Chairperson, Secretary General, Deputy Secretary General, Treasurer, Deputy Treasurer, etc.

51


E. Human Resources

E.1. What is the total number of persons who are members and/or volunteers4 of the Society?Total: _________________ Male: _________________ Female: _________________

E.2. What is the total number of volunteers of the Society? Total: _________________ Male: _________________ Female: _________________

E.3. Does the Society have clear definitions differentiating members and volunteers? O Yes O No

E.4. Does your volunteer base reflect the composition of your country's population in terms of the following?a) gender O Yes O Nob) ethnicity O Yes O Noc) religion O Yes O No

E.4.1. Are statistics available on the religious and ethnic diversity among your volunteers? O Yes O No

E.5. Over the last 3 years, the total number of volunteers with the Society has:

O increased O decreased O remained constant

E.6. Do you have a database on your volunteers? O Yes O No

E.6.1. If yes, is this database updated every year? O Yes O No

E.7. Has the national society adopted a policy relating to volunteers? O Yes O No

E.8. Has the national society approved and implemented a plan relating to volunteering development? O Yes O No

E.9. What problems does the Society face: a) in recruiting new volunteers?

b) in retaining volunteers?

52


4 - Volunteering in the Red Cross and Red Crescent Movement is an activity that is motivated by the free will of the person volunteering, andnot by a desire for material or financial gain or by external social, economic or political pressure; is intended to benefit vulnerable peo-ple and their communities in accordance with the Fundamental Principles of the Red Cross and Red Crescent; and is organised by recog-nised representatives of a national Red Cross and Red Crescent Society. A Red Cross or Red Crescent Volunteer is a person who carriesout volunteering activities for a National Red Cross or Red Crescent Society, occasionally or regularly. (Definitions from FederationVolunteering Policy, 1999)


E.10. What different activities does the Society pursue:

a) to recruit new volunteers?

b) to manage and retain volunteers?

E.11. What types of training for volunteers were provided last year by the Society? (Please tick)

O Fundamental Principles O Disaster Preparedness and Response

O International Humanitarian Law O First Aid

O Volunteer Leadership/Management O HIV/AIDS Control/Prevention

O Social Care/Service O Malaria Control/Prevention Please list other training: 1.________________________________________________________________________2.________________________________________________________________________3.________________________________________________________________________(Attach additional sheet if necessary)

E.12. Please provide an estimation of the percentage of volunteers who have received one or more types of training organised by the Society last year: _________ %

E.13. Please provide the following statistics on the paid staff of the Society:Total number of paid staff: _______________________________________ Number of males: ______________________________________________Number of females: ____________________________________________Number working at National Headquarters: _______________________Number working at regional/district/branch level: __________________

E.14. Has the society adopted a human resource development strategy/policy?O Yes O No

53



F. Financial Resources

F.1. What was your total budget for the last financial year (2000)?: CHF._______________________Amount from national government funding: CHF._______________________Amount from fund-raising/private donations in the country: CHF._______________________Amount from international sources:

5CHF._______________________

F.2. Please indicate your total budget for the following financial years:a) 1998: CHF._______________________b) 1996: CHF._______________________

F.3. Has the Society published financial statements for the last financial year? O Yes O No(If yes, please attach a copy of the annual statement.)

F.4. Is an external audit carried out on the Society finances annually? O Yes O No(If yes, please attach a copy of the most recent audit report.)

F.5. Does the society enjoy tax-exempt status? O Yes O No

G. Branch Network

G.1. Does your branch network cover all regions6 in the country? O Yes O No

G.2. Do branches/chapters have their own statutes/by-laws in addition to the Society's Statutes? O Yes O No

G.3. Do you have mechanisms to monitor the operation and activities of branches/chapters? O Yes O NoIf yes, what mechanisms do you use? (Please tick)

O Regular reports from branches to Headquarters on operations/activities

O Financial statements of branches kept at Headquarters

O Regular visits by HQ staff to review branch operations and activities

O Task force set up occasionally to review issues concerning branches

O Evaluation reports on branch operations/activities by HQ staff/external consultantsOther: Please specify: 1.______________________________________________________________________________________2.______________________________________________________________________________________3.______________________________________________________________________________________

G.4. Are these mechanisms sufficient to ensure that branch activities are consistent with the Statutes and mission of the National Society? O Yes O No

H. Self-Monitoring

H.1. Has the Society encountered the following problems in the last 5 years relating to integrity?7

a) The Society's own action or inaction violating the Fundamental Principles O Yes O Nob) Government interference with the Society's affairs O Yes O Noc) Violation of the Society's Statutes O Yes O Nod) Mismanagement of finances O Yes O Noe) Problems of individual integrity from Governing Board members or

management personnel O Yes O No

54


5 - Including other National Societies/International Federation/ICRC; foreign governments; international /NGOs, etc.6 - i.e. the regional administrative structures in the country. 7 - Integrity: Keeping to the fundamental principles, honesty, commitment and independence (Definition from National Society Governance

Guidelines, 1997).


H.2. If there have been problems relating to any of the above, or a combination of the above, please describe the problems and corrective actions, if any, that have been taken:

H.3. Are there any mechanisms by which the Society monitors its own integrity? O Yes O NoIf yes, please explain the mechanism(s):

H.4. Has the Society faced any problems relating to/affecting its image in recent years? O Yes O No

If yes,

H.4.1. Please describe the problems that have been encountered:

H.4.2. Please describe the corrective measures, if any, that have been taken:

H.5. Does your Society have a communications plan? O Yes O No

H.5.1. If yes, please indicate whether the plan covers (please tick as appropriate):

O Advocacy O Media Monitoring O Fundraising

O Media relations O Photography O Advertising

O Marketing O Image/perception research O Direct marketing

O Other forms of communications: Please specify:1. _____________________________________________________________________________________2. _____________________________________________________________________________________3. _____________________________________________________________________________________

H.6. Please indicate whether your Society: (please tick)

O produces a newsletter/other regular information bulletin to members, volunteers or the public.

O maintains a website.

H.7. How do you rate the media coverage for your society as compared to the other main humanitarian organisations in your country?

O Satisfactory O Unsatisfactory

55



I. Plans and reviews

I.1. Has the Society adopted a Development/Strategic Plan or updated such a plan within the last 5 years? O Yes O No

If yes,

I.1.1. Please indicate:a) the date of adoption/last update of the Plan: _________________________b) the period covered by the Plan: _____________________________________

I.1.2. Does the Plan incorporate the strategic directions and four core areas of Strategy 2010? O Yes O No

I.2. What in your opinion are the main achievements of the Society in the last calendar year?1.______________________________________________________________________________________

______________________________________________________________________________________2.______________________________________________________________________________________

______________________________________________________________________________________3.______________________________________________________________________________________

______________________________________________________________________________________(Please attach additional sheet if necessary)

I.3. Does the Society publish an annual report on its operations and activities? O Yes O No(If yes, please attach the latest annual report.)

I.4. Has the Society conducted a review on its progress against the ten expected results of Strategy 2010? O Yes O No

If yes,

I.4.1. Please rate your Society's overall progress against the expected results of Strategy 2010:

O Satisfactory O Unsatisfactory

J. Programmes

J.1. Has the Society carried out a vulnerability assessment in the country during the last 3 years? O Yes O No

J.1.1. If yes, please indicate the year of assessment: _______________

J.2. Is Strategy 2010 an important basis for decisions in your Society on the formulation of new programmes? O Yes O No

J.3. Please list the new programmes, if any, that have been initiated in relation to or since the adoption of Strategy 2010:1.______________________________________________________________________________________

______________________________________________________________________________________2.______________________________________________________________________________________

______________________________________________________________________________________3.______________________________________________________________________________________

______________________________________________________________________________________4.______________________________________________________________________________________


56



J.4. Please list any programmes that have been discontinued or are in the process of being discontinued due to the adoption of Strategy 2010: 1.______________________________________________________________________________________

______________________________________________________________________________________2.______________________________________________________________________________________

______________________________________________________________________________________3.______________________________________________________________________________________

______________________________________________________________________________________4.______________________________________________________________________________________


J.5. Does your society have an advocacy programme? O Yes O NoIf yes, please briefly describe three advocacy issues pursued by your society during the last two years,and your principal targets: 1.______________________________________________________________________________________

______________________________________________________________________________________2.______________________________________________________________________________________

______________________________________________________________________________________3.______________________________________________________________________________________

______________________________________________________________________________________

J.6. Please indicate whether your Society has specific programmes targeting: (please tick)O women O youth

J.7. Do you have any mechanisms to monitor the quality of service delivery for your programmes? O Yes O NoIf yes, please describe the mechanism(s) briefly:

J.8. Please indicate the total number of beneficiaries who received your assistance in the last calendar year: _______________________

J.9. In terms of promoting Fundamental Principles and Humanitarian Values,8

what programmes has your society developed and implemented during the last two years?1.______________________________________________________________________________________2.______________________________________________________________________________________3.______________________________________________________________________________________(Please attach additional sheet if necessary)

J.10. Does the government of your country have a national disaster preparedness plan?O Yes O No

If yes,

J.10.1. Does the Society have a formal role in this Plan? O Yes O No

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4 - Humanitarian values: The values which shape humanitarian action. Values based on the Fundamental Principles of the Red Cross/ RedCrescent Movement, which include the protection of life, health and human dignity, respect for others and the acceptance of responsibilityto help others without discrimination based on nationality, race, gender, religious beliefs, class or political opinions. (Definition fromStrategy 2010, 1999)


J.11. Does the Society have a disaster preparedness plan covering both national and local levels? O Yes O No

J.12. Please indicate the percentage of disaster victims in your country who received your assistance last year: ________ %

J.13. Over the past 3 years, the percentage of disaster victims receiving your assistance has:

O increased O decreased O remained constantPlease indicate reason(s):

J.14. Does the Society have specific service agreements with the ministry of health in your country? O Yes O NoIf yes, please list the sectors covered by the agreements:1.______________________________________________________________________________________2.______________________________________________________________________________________3.______________________________________________________________________________________(Please attach additional sheet if necessary)

J.15. Is the Society involved in providing water and sanitation services? O Yes O No

K. Cooperation and Partnerships

K.1. Has the Society developed and implemented a cooperation strategy in the last 5 years? O Yes O No

K.2. Please list your key national partners:9

1.______________________________________________________________________________________2.______________________________________________________________________________________3.______________________________________________________________________________________4.______________________________________________________________________________________5.______________________________________________________________________________________

K.3. Please list your key international partners:10

1.______________________________________________________________________________________2.______________________________________________________________________________________3.______________________________________________________________________________________4.______________________________________________________________________________________5.______________________________________________________________________________________

K.4. Is your Society receiving any services from the Federation Secretariat? O Yes O NoIf yes,

K.4.1. Please specify the service(s) you receive:1.______________________________________________________________________________________2.______________________________________________________________________________________3.______________________________________________________________________________________4.______________________________________________________________________________________5.______________________________________________________________________________________

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9 - Including government agencies; NGOs or other organisations/ associations based in the country; and private sector groups/entities.10 - Including foreign governments; international organisations/ NGOs; private sector groups or other entities with whom the Society

cooperates internationally.


K.4.2. How do you rate the service(s) you receive from the following: (Please tick appropriate rating)a. Federation secretariat:

b. Participating National Societies:

c. ICRC:

Annex

DocumentsThe following documents have been requested in the self-assessment questionnaire. Please confirm whether the documents have been attached.

1. Most recent Annual Report O Yes O No2. Most recent Development Plan O Yes O No3. Most recent Society's Statutes O Yes O No4. Most recent annual financial statement O Yes O No5. Most recent external audit report O Yes O No

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Extremelyunsatisfied 1 2 3 4 5 Extremely

satisfied


satisfied


satisfied


The International Federation of Red Cross and Red CrescentSocieties promotes thehumanitarian activities of National Societies amongvulnerable people.

By coordinating international disaster relief and encouragingdevelopment support it seeks to prevent and alleviate human suffering.

The Federation, the NationalSocieties and the InternationalCommittee of the Red Crosstogether constitute the International Red Cross and Red CrescentMovement.

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