The “Strategy for the Movement” was created to strengthen the relationship between components of the Movement and to facilitate their working together – individually and collectively. A common strategy is important to make the Movement function efficiently. Working well together is an obligation towards the victims of conflict and disaster. Collective action has greater impact than individual. Combining the knowledge and expertise of the components leads to better service delivery. Building on the capacities of many increases the speed of response. Respecting one another’s competences allows flexibility and precision in targeting support.
For these reasons, the Strategy for the Movement is important to all: National Societies, the ICRC and the International Federation. There is another reason, too: the Red Cross and Red Crescent Movement represents a vast humanitarian force because of its massive ability to mobilize at the grassroots level. A shared strategy is a key instrument in activating that force.
The Strategy for the Movement was first agreed in 2001 and has now been updated. Since it was adopted, much has happened both within the Movement and in the wider world. The Council of Delegates in 2001 took place shortly after the events of 11 September. Many other events – earthquakes in several countries, hurricanes in the Caribbean, the conflicts in Afghanistan and Iraq, the Tsunami in late 2004 – have since occurred and presented sometimes complex challenges to the Movement.
Each has called for action by the Movement. On these occasions, components of the Movement have worked together and found ways to reach the victims and assist the National Society of the affected country. Despite the often dramatic nature of the events that require Red Cross and Red Crescent action, the basic mission of the Movement remains: to prevent and alleviate human suffering wherever it may be found.
The Strategy for the Movement has helped accomplish that mission. It has made the capacity building efforts of components of the Movement more coherent. It has encouraged knowledge sharing and leadership development. More attention has been given to the importance of good Statutes, maintenance and defence of integrity and more effective decision-making. The Movement is better placed to make its voice heard and its visibility improved.
In an ever-changing world, the Red Cross and Red Crescent must be fl exible and innovative to meet challenges – internal as well as external. Much work remains to be done in all areas in the Strategy. Capacity building is an ongoing process in all National Societies, in the ICRC and in the International Federation. Co-ordination of emergency operations and programming can – and will – be improved when all components approach the issues with the victims in mind and in a spirit of solidarity with one another.
The International Red Cross and Red Crescent Movement is a significant humanitarian actor at all levels. It is not the only actor. By improving the way in which we work together we create the basis for working with others. In this way, the Strategy is not only a tool for the components of the Movement but also in the effort to enlist others – UN organisations, NGOs, the private sector, government agencies – in the efforts to protect life and health and
ensure respect for the human being.
Dr. Mohammed Al-Hadid
Chairman of the Standing Commission
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