Resource mobilization • Funding through the IFRC wide funding tools,
such as Emergency Appeals and DREF.
• Supply Chain, negotiating and supplying on
behalf of the collective.
Ensure human capital • Investing in IFRC leadership at all levels and
providing technical capacity through rapid
response where needed.
Provide data and learning • Information Management to ensure the
provision of data, analysis, evidence for
decision making.
Coordinate externally on behalf of the
collective
• Coordination with external actors to maxi-
mize impact and response capacity.
Strategic coordination takes place in con-
centric circles of action from the IFRC at the
centre expanding outward to the IFRC Network
of National Societies, then to Movement compo-
nents with the addition of the ICRC and finally
to Strategic Coordination with external actors.
The success at each level will depend to a large
extent on the quality of the coordination in levels
or circles below.
Membership coordination relates specifically
to coordination of the IFRC and the 192-member
National Societies, bringing together the mem-
bership in direction and action. The need for
strategic, operational, and technical coordination
is most evident during humanitarian operations
where consistency of action ensures efficiencies
as a network, to deliver humanitarian services in
an effective manner. Membership Coordination
plays a role in the times of development and
peace to enable the conditions to support
National Societies’ development priorities and
prepare the ground for humanitarian action.
Movement cooperation follows the Movement
Statutes and Movement policies, strategies and
decisions, including the Seville Agreement 2.0 as
well as the processes to Strengthen Movement
Coordination and Cooperation (SMCC). It includes
all components of the Movement – National
Societies, the IFRC and the ICRC. Effective mem-
bership coordination engages with ICRC to scale
up services through complementarity.
