Annual report

 Dominican Red Cross
continued 
working to enhance the humanitarian corridor 
for 
Hispaniola
and 
Cuba
(financed by DG-ECHO 
and USAID/BHA).
In 
Cambodia
, the IFRC delegation provided its 
technical and coordination support with the 
Finnish Red Cross
, in relation to the ECHO PPP 
proposal. The proposal focused on preparing 
for epidemics and pandemics, disaster risk man-
agement, risk communication and community 
engagement and accountability.
Additional examples of operational coordination 
in crises are 
Syria
, 
Yemen
and 
Afghanistan
, 
where, collectively, the Movement in the country 
(ICRC and other partners) established coordi-
nation and cooperation mechanisms anchored 
under the Movement Cooperation Agreement. 
The 
Yemen Red Crescent Society
finalized its 
Strategic Plan 2023–2027 with the IFRC support, 
and in coordination with WHO and UNICEF to 
support community-based activities and empha-
size the integration approach to reach the most 
vulnerable groups.
In 
Syria
, the IFRC Country Delegation brought 
together the membership in direction and 
also action, including sharing lessons learned 
and best practices with other IFRC delegations 
in MENA. The shared leadership mechanism 
among IFRC members present in the country 
was promoted where applicable.
Enabling Functions
| Strategic and operational coordination 
151

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SPOTLIGHT
NEW WAY OF WORKING
The New Way of Working is an improved 
mechanism to work together in international 
cooperation at country level over multiple years 
to instil a thorough change management in 
membership coordination that boosts localiza-
tion in line with the IFRC’s Agenda for Renewal.
This includes prioritizing effective coordination, 
connections, and efficiencies for much greater 
gains, and optimizing the power of working as 
one IFRC by sharing resources, learning, and 
common standards to achieve greater impact.
The initiative is being piloted in 14 countries over 
a period of two years (2022-2023).
The New Way of Working puts a strong focus on 
the strategic and operational priorities of the 
National Society of the country experiencing a 
disaster or crisis, and achieving stronger, and 
more effective membership coordination in 
supporting its strategic plan.
It will also contribute to scaling up interventions, 
increasing quality, and generating greater donor 
trust contributing to wider benefits to the com-
munities that the National Society serves.
Its objectives are to:
•
Deliver improved ways of working together to 
strengthen the auxiliary role of the National 
Societies, support the achievement of their 
strategic outcomes and deliver greater 
impact for people and communities through 
an efficient operating model.
•
Identify, propose and test new ways of work-
ing together as a distributed network towards 
a common plan, common programmatic 
approaches, and a collective accountability 
framework including risk management.
•
Scale up impact for people and communities 
with quality, and relevant services and a more 
predictable funding forecast that positions 
the IFRC network to explore multi-year large 
funding envelopes.
•
Build on existing Federation-wide tools and 
better leverage the IFRC network’s expertise, 
technical capacities, and revenue generation 
capabilities in support of a common country 
cooperation strategy.
2022 began with an extensive five-round consul-
tation process with more than 300 participants 
from the IFRC, National Societies and the ICRC.
At the same time, it was agreed while there was 
a need for overall guidance, the process should 
be country-led, and the team in-country should 
have the flexibility to adapt the process to what 
fits best to their context. The outcome of the 
consultation process was a guidance document 
that was translated into the official languages 
and shared with the National Societies that are