Palestine Red Crescent Society

Strategy

Strategic Goals

Strategic goal 1: Strengthen Humanitarian values, respect for human dignity and knowledge about International Humanitarian Law in the Palestinian society.

“All human beings are born free and equal in dignity and rights. They are endowed with reason and conscience and should act towards one another in a spirit of brotherhood.” Universal Declaration of Human Rights, article 1
Peace and freedom, humanity, tolerance and respect for human dignity are universal values. Basic human rights have been agreed upon by the international community since the Universal Declaration of Human Rights was adopted and proclaimed in the United Nations General Assembly in 1948. Still, the values embedded in the declaration are continuously challenged. There is a need to strengthen the commitment to the Universal Declaration on Human Rights and to pay special attention to ensure equitable rights of women to health, education and to participation in political decisions.

Attending to victims of war and armed conflicts are part of the daily work of the PRCS. In order to avoid unnecessary suffering, conduct of war must be subject to legal rules. This is the basis of International Humanitarian Law (IHL). The PRCS and the RCRC Movement rely on the parties in a conflict to respect IHL and the protective emblems used by the Movement in order to ensure protection for emergency transports and humanitarian operations.
The fundamental principles of the Red Cross and Red Crescent Movement guide the work of the PRCS and all member societies. The Palestinian society is highly politicised and it is a major undertaking to improve the understanding of and respect for neutral humanitarian action. To be able to act, the PRCS relies on being perceived by all parties and groups as an independent and neutral humanitarian organisation. To strengthen the independence and neutrality of the organisation is a continued priority for the PRCS.

Objective 1.1
The independence and the neutrality of the PRCS are ensured and protected.

Objective 1.2
Knowledge and awareness of humanitarian values, International humanitarian Law and Human rights among the general public and specific target groups have increased.

Objective 1.3
The protection of the PRCS medical teams and the RCRC Movements operations has improved through building respect for the protective emblems and providing documentation and follow up of violations.

Objective 1.4
Staff and volunteers are familiar with the principles of the RCRC Movement, IHL and the PRCS code of conduct.

Objective 1.5
Regional and international awareness about the Palestinian humanitarian situation, health and social development, has increased.

Expected Results 2010:
The PRCS are respected by all groups and parties in the Palestinian society as an independent, neutral and impartial humanitarian organisation.
PRCS mission, the Movement Principles and international humanitarian law have been disseminated to all levels of the PRCS organisation.
The number of breaches of respect for the emblems has been recorded and the PRCS profile has improved locally and internationally as PRCS steps up its campaign for respect for the protective emblems, IHL and humanitarian values among volunteers and staff, local health providers, PNA security forces, school children and the public at large.
Awareness of the humanitarian situation of Palestinians has been raised as information to regional and international partners and audiences are made available on a regular basis.

Strategic Goal 2: Strengthen risk reduction concept and increase the PRCS ability to respond to disasters

Disaster preparedness and disaster response are core functions of all national societies in the RCRC Movement. The frequency and impact of disasters are expected to increase world-wide. The climate changes will lead to more unsettled weather, more floods and more droughts. There have been studies suggesting that a major earthquake may be expected in the Middle-East, causing damage and casualties particularly in the West Bank. Toxic waste, water pollution, explosions and other man-made disasters can affect local communities anywhere. In disaster situations the poorer part of the population will always suffer the most.

The national mid-term development plan for 2005-2007 stressed the interconnectedness between emergency and development and the necessity to tackle emergency needs within the overall development context. The PRCS is a national society with a duty to contribute to risk reduction and disaster mitigation, be ready to respond and to build local capacity. Strong local branches can mobilise people that contribute to saving lives when a disaster strikes. At national level well-functioning and coordinated national disaster management is crucial to ensure that resources are dispatched timely, efficiently and effectively. In situations where a disaster surpasses the national capabilities, the PRCS can call on its Movement partners to help scale up the response and mobilise support from the international community.

Objective 2.1
Provision of emergency health services, water and sanitation, shelter and non-food items in times of disasters and its aftermath, has contributed to saving lives and mitigating loss.

Objective 2.2
The disaster management system of the PRCS has been strengthened and the PRCS has contributed to the formation of a national disaster response coordination body.

Objective 2.3
Resilience and knowledge of risk reduction in local communities and among the population at large has increased.

Expected Results 2010:
Branches are well equipped and can be mobilised on short notice to respond in any disaster or emergency situation.
A comprehensive disaster management system has been implemented within the PRCS.
The PRCS has contributed to the formation of a national disaster response coordination body to ensure effective and efficient distribution of services.
The readiness and preparedness to respond to any consequences of an earthquake has increased at all levels of the organisation.
Local communities have strengthened their coping mechanisms in emergencies with members trained in community based risk reduction.

Strategic goal 3: Contribute to better health among the Palestinian population

However, the political changes in 2006, the deterioration of donor relationship and the subsequent economic crisis have had a negative impact on public health. In the Gaza Strip the humanitarian situation is severe, following recurring closures, international donor boycott and heavy bombardments from Israel during 2008/09.

The PRCS has since its establishment had health as a main focus. Hospital and primary health facilities, ambulance service and blood transfusion services have for many years been key health activities. In Palestine, as in other countries, the national society is spearheading humanitarian activities. As the national authorities grow stronger in service delivery, tasks might be transferred from the national society to the national authorities. The PRCS focuses on pre-hospital emergency services and on gap filling – reaching out to marginalized groups and to communities that are underserved - leveraging inaccessibility to health care.
Objective 3.1
High quality pre-hospital emergency medical services are provided at all times and under all circumstances.

Objective 3.2
Quality secondary and tertiary health services are provided and made affordable and accessible.

Objective 3.3
Public health in the communities, among marginalized groups and among people in vulnerable situations has been improved.

Objective 3.4
Safe blood from healthy voluntary donors, are available when and where needed.

Objective 3.5
Updated and reliable health information is accessible though a centralized system.

Objective 3.6
The Emergency Education Centre has been upgraded and the training programmes have been strengthened.

Expected Results 2010:

Emergency needs have been met through provision of high quality emergency medical services, based on standardised procedures and protocols of the Emergency Medical Services (EMS).
Highly qualified pre-hospital emergency medical staff has been trained at the Emergency Education Centre and the role of the volunteers in EMS has been strengthened.
The PRCS has taken an initiative to contribute to the formulation of a blood transfusion law and the negotiations on the agreement with the Ministry of Health on blood transfusion services have been implemented.
Public health is improved among underserved and vulnerable groups through improved access to primary community-based clinical, diagnostic and preventive health services and community based programmes.
Good quality hospital care is accessible and affordable for marginalised groups and people in vulnerable situations in Palestine and Diaspora.
A centralized health information system has been developed and implementation has started.

Strategic Goal 4: The PRCS contribute to social development to improve quality of life

As in any society, Palestinians suffer from physical disabilities, psychological disorders and mental illnesses. A number of psychological disorders have been noticed among children, youth, women and previous detainees. Although statistics are scarce, there are no doubt many Palestinian children suffering from anxiety disorders and traumatic experiences. There is a need to increase special education programmes, where students with different disabilities can receive education and develop their abilities rather than feeling neglected.
The deterioration of the economic conditions and the high unemployment rate leave many families struggling. In the Gaza Strip the average household size is 6,5 and the number of households living beneath the national poverty line is 79%. This tells us that most families face hardship and have trouble making ends meet. The Palestinian people are in need of an improved welfare system. And equally important - each and everyone are in need of hope and prospects of a better future.
Family support is the most important coping mechanism people have in time of hardship. Therefore, PRCS strives to assist separated families reestablishing and maintaining contacts in line with "restoring family Links Strategy for the International Red Cross and Red Crescent Movement 2008-2018.
Membership and voluntary work are core elements of the PRCS organisation. Programmes depend on volunteers who support the PRCS’ mission.

Objective 4.1
The PRCS role in integrating persons with disabilities in their local communities, developing their abilities and facilitating their lives through rehabilitation, therapeutic services and special education programmes, has been strengthened.

Objective 4.2
Voluntary work with focus on community development, youth engagement and recreational activities for children, has been scaled up.

Objective 4.3
Psycho-social services, social development programmes, mine risk education and drug awareness have been strengthened.

Objective 4.4
Vulnerable groups such as children, women and elderly have received support through social welfare services.

Objective 4.5
Families separated due to conflict, migration, disaster or other situations, have found their relatives.

Expected Results 2010:

PRCS has provided social support and organised cultural and environmental activities in local communities, improving lives, developing abilities and promoting integration of persons with disabilities in their local communities.
Mine Risk education and drug awareness programmes are up and running and the vocational training programmes have been expanded.
PRCS has developed rehabilitation outreach programmes, community-based special education and centres for persons with disabilities.
The psycho-social activities have expanded and the tracing programme has been reinforced as PRCS have developed well functioning Tracing Service with a well trained staff and volunteers network within Palestine, with the support of ICRC.
The kindergartens and the Ability Development College have been upgraded and the Expressive Therapy Centre has been strengthened.
The number of activities involving youth and volunteers have increased.

Strategic Goal 5: Improve and develop the organisational Capacity of the PRCS.
The PRCS is a strong humanitarian organisation which enjoys a high level of respect among the Palestinian population and has good relations with the Palestinian National Authorities.
The PRCS runs a number of institutions and owns several properties. The trend is that PRCS gradually moves form rented property towards property ownership. Properties may serve humanitarian purposes as well as being a source of income generation. Securing predictable funding is a challenge due to the unstable political environment. Monitoring income and expenditure is crucial to ensure that operations can be sustained even if the financial situation fluctuates.
PRCS has 34 branches and sub-branches. Much of the activities are run by the branches and PRCS is in a process of exploring how the role of the local branches can be strengthened. Issues such as community development, increased local ownership, good governance, transparency, accountability, volunteer development and decentralisation of programmes are topics which are being discussed and explored.
Human resources are the main asset of the PRCS. Only through well trained and dedicated staff and volunteers can the PRCS fulfil its mission. The PRCS recruits qualified and engaged volunteers and staff from Palestine, and work closely with international staff from the Movement.
Is the PRCS utilising its resources the best way? Do the programmes bring the expected results? Are activities well planned and coordinated? To answer these questions and to ensure accountability and transparency, the PRCS seeks to further develop good planning-, monitoring- and evaluation systems.

Objective 5.1
Branch development has received renewed attention focusing on efficient management and good governance.

Objective 5.2
Quality of services and service delivery have been standardised and unified across the organisation.

Objective 5.3
Investment in the development of human resources, both staff and volunteers has increased.

Objective 5.4
The financial and administrative management systems have been improved in branches and headquarters, PRCS institutions and hospitals.

Objective 5.5
A culture of transparency and accountability has been promoted at all levels of the organisation and routines for monitoring, reporting and evaluation have been reviewed and further developed.

Objective 5.6
Sustainable and predictable funds have been secured through income generating initiatives, government support, private sector fundraising and Movement collaboration.

Expected Results 2010:
Together branches and headquarter have taken measures to improve the financial and administrative systems and to increase awareness of good governance and improving cost containment at branch- and central level.
Measures have been taken to develop and implement unified quality assurance systems for decentralised services and activities.
PRCS has increased its focus on and investments in staff and volunteer recruitment, training, safety and benefit schemes.
The Fundraising strategy is implemented, securing sustainable funding and reducing the dependency on ad hoc funding.
Routines for monitoring, reporting and evaluating programmes and services have been revisited, updated and disseminated to the organisation fostering a culture of accountability and transparency.

STRATEGIC GOAL 6: Strengthen relations with partners at national, regional and international level.

Since its establishment, PRCS has managed to build strong relationships within Red Cross Red Crescent Movement, with international organisations, non-governmental organisations, local Palestinian communities and with the Palestinian National Authorities. These relationships have provided PRCS good financial, logistical, technical, and legal support and given the PRCS strength and capability to provide services, in conflict and peace times.
The PRCS are auxiliary to the Palestinian National Authorities in delivering services in health, social development and emergency response. The PRCS has concluded cooperation agreements with the Ministry of Health and other relevant government bodies. In a country with ever-present security problems, volatile political situations and fluctuating support from external donors, a strong national base is critical to succeed in maintaining activities in times of change.
PRCS enjoys the support of national and international partners and sponsors. Sponsors are different to partners in that they are not involved in programmes or service provision, but contribute financial or in-kind support to the PRCS and its activities.
In 2006 the PRCS became a full member of the Red Cross and Red Crescent Movement and of the International Federation of Red Cross and Red Crescent National Societies (IFRC). As a member of the IFRC the PRCS enjoys support and have over the past two years worked to develop partnerships using “operational alliances” as one of the cooperation and coordination mechanisms with partner national societies.

Objective 6.1
The international cooperation has been enhanced and the PRCS has developed its role and contribution within the Movement.

Objective 6.2
The PRCS is an active partner society internationally and within the MENA region.

Objective 6.3
Functional cooperation with the Palestinian National Authorities and relevant national organisations has strengthen PRCS’ service delivery in accordance with its mandate and the Movement’s principles.

Expected Results 2010
Improved communication and increased information sharing with international partners.
Cooperation on all levels has been strengthened as responsibilities of each partner have been defined and coordination mechanisms have been enhanced.
PRCS has broadened its participation in regional and international Movement cooperation.
Cooperation with national partners and authorities are transparent and provides effective and efficient models for local and national service delivery.

Monitoring the Strategy

The Strategy 2005 – 2010 has been revised and adopted by the General Assembly in March 2009 in order to meet the changes that have taken place in the Palestinian society. However the main direction remains unchanged. The strategy is guiding the PRCS in its work at all levels of the organisation and is put into practise through detailed action plans.
The implementation of the strategy is monitored by the Administrative Council, which receives reports on activities. Branches and Headquarters take stock of progress regularly, in board meetings and senior management meetings.
Many of the programmes under the strategic objectives in this strategy are carried out in partnership with Movement partners. These programmes may have special requirements regarding indicators for monitoring, reporting and evaluation which will be followed according to what is agreed for the individual programme.
A status report on activities and results achieved will be presented through the PRCS annual report which will be made publicly available. Financial statements and audit of expenditure will be included in the annual report. The annual reports will present a broad overview of the progress made during the period of this strategy.

PRCS will be the leading humanitarian organisation responding to the needs of the Palestinian population including the Diaspora, delivering quality humanitarian services and disseminating the Movement’s Principles and International Humanitarian Law, with continued commitment to leveraging inaccessibility and inequality to health and social services, supporting the rights of vulnerable groups.

Priority Areas
Based on its mission and vision, and its role as a National Society, the PRCS has six strategic areas:
1. Humanitarian values

2. Risk reduction, disaster preparedness and response

3. Health and emergency

4. Social development

5. Organizational Development

6. Partnership

Strategic Goals

Strategic goal 1: Strengthen Humanitarian values, respect for human dignity and knowledge about International Humanitarian Law in the Palestinian society.

“All human beings are born free and equal in dignity and rights. They are endowed with reason and conscience and should act towards one another in a spirit of brotherhood.” Universal Declaration of Human Rights, article 1
Peace and freedom, humanity, tolerance and respect for human dignity are universal values. Basic human rights have been agreed upon by the international community since the Universal Declaration of Human Rights was adopted and proclaimed in the United Nations General Assembly in 1948. Still, the values embedded in the declaration are continuously challenged. There is a need to strengthen the commitment to the Universal Declaration on Human Rights and to pay special attention to ensure equitable rights of women to health, education and to participation in political decisions.

Attending to victims of war and armed conflicts are part of the daily work of the PRCS. In order to avoid unnecessary suffering, conduct of war must be subject to legal rules. This is the basis of International Humanitarian Law (IHL). The PRCS and the RCRC Movement rely on the parties in a conflict to respect IHL and the protective emblems used by the Movement in order to ensure protection for emergency transports and humanitarian operations.
The fundamental principles of the Red Cross and Red Crescent Movement guide the work of the PRCS and all member societies. The Palestinian society is highly politicised and it is a major undertaking to improve the understanding of and respect for neutral humanitarian action. To be able to act, the PRCS relies on being perceived by all parties and groups as an independent and neutral humanitarian organisation. To strengthen the independence and neutrality of the organisation is a continued priority for the PRCS.

Objective 1.1
The independence and the neutrality of the PRCS are ensured and protected.

Objective 1.2
Knowledge and awareness of humanitarian values, International humanitarian Law and Human rights among the general public and specific target groups have increased.

Objective 1.3
The protection of the PRCS medical teams and the RCRC Movements operations has improved through building respect for the protective emblems and providing documentation and follow up of violations.

Objective 1.4
Staff and volunteers are familiar with the principles of the RCRC Movement, IHL and the PRCS code of conduct.

Objective 1.5
Regional and international awareness about the Palestinian humanitarian situation, health and social development, has increased.

Expected Results 2010:
The PRCS are respected by all groups and parties in the Palestinian society as an independent, neutral and impartial humanitarian organisation.
PRCS mission, the Movement Principles and international humanitarian law have been disseminated to all levels of the PRCS organisation.
The number of breaches of respect for the emblems has been recorded and the PRCS profile has improved locally and internationally as PRCS steps up its campaign for respect for the protective emblems, IHL and humanitarian values among volunteers and staff, local health providers, PNA security forces, school children and the public at large.
Awareness of the humanitarian situation of Palestinians has been raised as information to regional and international partners and audiences are made available on a regular basis.

Strategic Goal 2: Strengthen risk reduction concept and increase the PRCS ability to respond to disasters
Disaster preparedness and disaster response are core functions of all national societies in the RCRC Movement. The frequency and impact of disasters are expected to increase world-wide. The climate changes will lead to more unsettled weather, more floods and more droughts. There have been studies suggesting that a major earthquake may be expected in the Middle-East, causing damage and casualties particularly in the West Bank. Toxic waste, water pollution, explosions and other man-made disasters can affect local communities anywhere. In disaster situations the poorer part of the population will always suffer the most.

The national mid-term development plan for 2005-2007 stressed the interconnectedness between emergency and development and the necessity to tackle emergency needs within the overall development context. The PRCS is a national society with a duty to contribute to risk reduction and disaster mitigation, be ready to respond and to build local capacity. Strong local branches can mobilise people that contribute to saving lives when a disaster strikes. At national level well-functioning and coordinated national disaster management is crucial to ensure that resources are dispatched timely, efficiently and effectively. In situations where a disaster surpasses the national capabilities, the PRCS can call on its Movement partners to help scale up the response and mobilise support from the international community.
Objective 2.1
Provision of emergency health services, water and sanitation, shelter and non-food items in times of disasters and its aftermath, has contributed to saving lives and mitigating loss.

Objective 2.2
The disaster management system of the PRCS has been strengthened and the PRCS has contributed to the formation of a national disaster response coordination body.

Objective 2.3
Resilience and knowledge of risk reduction in local communities and among the population at large has increased.

Expected Results 2010:
Branches are well equipped and can be mobilised on short notice to respond in any disaster or emergency situation.
A comprehensive disaster management system has been implemented within the PRCS.
The PRCS has contributed to the formation of a national disaster response coordination body to ensure effective and efficient distribution of services.
The readiness and preparedness to respond to any consequences of an earthquake has increased at all levels of the organisation.
Local communities have strengthened their coping mechanisms in emergencies with members trained in community based risk reduction.

Strategic goal 3: Contribute to better health among the Palestinian population

The Palestinian health system is complex, with several health service providers; governmental, private, NGOs and UNRWA. The diversity and multitude of service providers make services sometime overlap while gaps may not always be filled. Over the past decade health services has expanded and the Ministry of Health has strengthened its role in service provision with a particular focus on curative medicine and hospital care. In 2008 the Ministry of Health approved a new National Strategic Health Plan 2008-2010, which may serve as a basis for improved coordination and alignment. The plan reaffirms the role of the PRCS in health provision.

However, the political changes in 2006, the deterioration of donor relationship and the subsequent economic crisis have had a negative impact on public health. In the Gaza Strip the humanitarian situation is severe, following recurring closures, international donor boycott and heavy bombardments from Israel during 2008/09.
The PRCS has since its establishment had health as a main focus. Hospital and primary health facilities, ambulance service and blood transfusion services have for many years been key health activities. In Palestine, as in other countries, the national society is spearheading humanitarian activities. As the national authorities grow stronger in service delivery, tasks might be transferred from the national society to the national authorities. The PRCS focuses on pre-hospital emergency services and on gap filling – reaching out to marginalized groups and to communities that are underserved - leveraging inaccessibility to health care.
Objective 3.1
High quality pre-hospital emergency medical services are provided at all times and under all circumstances.

Objective 3.2
Quality secondary and tertiary health services are provided and made affordable and accessible.

Objective 3.3
Public health in the communities, among marginalized groups and among people in vulnerable situations has been improved.

Objective 3.4
Safe blood from healthy voluntary donors, are available when and where needed.

Objective 3.5
Updated and reliable health information is accessible though a centralized system.

Objective 3.6
The Emergency Education Centre has been upgraded and the training programmes have been strengthened.

Expected Results 2010:

Emergency needs have been met through provision of high quality emergency medical services, based on standardised procedures and protocols of the Emergency Medical Services (EMS).
Highly qualified pre-hospital emergency medical staff has been trained at the Emergency Education Centre and the role of the volunteers in EMS has been strengthened.
The PRCS has taken an initiative to contribute to the formulation of a blood transfusion law and the negotiations on the agreement with the Ministry of Health on blood transfusion services have been implemented.
Public health is improved among underserved and vulnerable groups through improved access to primary community-based clinical, diagnostic and preventive health services and community based programmes.
Good quality hospital care is accessible and affordable for marginalised groups and people in vulnerable situations in Palestine and Diaspora.
A centralized health information system has been developed and implementation has started.

Strategic Goal 4: The PRCS contribute to social development to improve quality of life

As in any society, Palestinians suffer from physical disabilities, psychological disorders and mental illnesses. A number of psychological disorders have been noticed among children, youth, women and previous detainees. Although statistics are scarce, there are no doubt many Palestinian children suffering from anxiety disorders and traumatic experiences. There is a need to increase special education programmes, where students with different disabilities can receive education and develop their abilities rather than feeling neglected.
The deterioration of the economic conditions and the high unemployment rate leave many families struggling. In the Gaza Strip the average household size is 6,5 and the number of households living beneath the national poverty line is 79%. This tells us that most families face hardship and have trouble making ends meet. The Palestinian people are in need of an improved welfare system. And equally important - each and everyone are in need of hope and prospects of a better future.
Family support is the most important coping mechanism people have in time of hardship. Therefore, PRCS strives to assist separated families reestablishing and maintaining contacts in line with "restoring family Links Strategy for the International Red Cross and Red Crescent Movement 2008-2018.
Membership and voluntary work are core elements of the PRCS organisation. Programmes depend on volunteers who support the PRCS’ mission.

Objective 4.1
The PRCS role in integrating persons with disabilities in their local communities, developing their abilities and facilitating their lives through rehabilitation, therapeutic services and special education programmes, has been strengthened.

Objective 4.2
Voluntary work with focus on community development, youth engagement and recreational activities for children, has been scaled up.

Objective 4.3
Psycho-social services, social development programmes, mine risk education and drug awareness have been strengthened.

Objective 4.4
Vulnerable groups such as children, women and elderly have received support through social welfare services.

Objective 4.5
Families separated due to conflict, migration, disaster or other situations, have found their relatives.

Expected Results 2010:

PRCS has provided social support and organised cultural and environmental activities in local communities, improving lives, developing abilities and promoting integration of persons with disabilities in their local communities.
Mine Risk education and drug awareness programmes are up and running and the vocational training programmes have been expanded.
PRCS has developed rehabilitation outreach programmes, community-based special education and centres for persons with disabilities.
The psycho-social activities have expanded and the tracing programme has been reinforced as PRCS have developed well functioning Tracing Service with a well trained staff and volunteers network within Palestine, with the support of ICRC.
The kindergartens and the Ability Development College have been upgraded and the Expressive Therapy Centre has been strengthened.
The number of activities involving youth and volunteers have increased.
Strategic Goal 5: Improve and develop the organisational Capacity of the PRCS.
The PRCS is a strong humanitarian organisation which enjoys a high level of respect among the Palestinian population and has good relations with the Palestinian National Authorities.
The PRCS runs a number of institutions and owns several properties. The trend is that PRCS gradually moves form rented property towards property ownership. Properties may serve humanitarian purposes as well as being a source of income generation. Securing predictable funding is a challenge due to the unstable political environment. Monitoring income and expenditure is crucial to ensure that operations can be sustained even if the financial situation fluctuates.
PRCS has 34 branches and sub-branches. Much of the activities are run by the branches and PRCS is in a process of exploring how the role of the local branches can be strengthened. Issues such as community development, increased local ownership, good governance, transparency, accountability, volunteer development and decentralisation of programmes are topics which are being discussed and explored.
Human resources are the main asset of the PRCS. Only through well trained and dedicated staff and volunteers can the PRCS fulfil its mission. The PRCS recruits qualified and engaged volunteers and staff from Palestine, and work closely with international staff from the Movement.
Is the PRCS utilising its resources the best way? Do the programmes bring the expected results? Are activities well planned and coordinated? To answer these questions and to ensure accountability and transparency, the PRCS seeks to further develop good planning-, monitoring- and evaluation systems.

Objective 5.1
Branch development has received renewed attention focusing on efficient management and good governance.

Objective 5.2
Quality of services and service delivery have been standardised and unified across the organisation.

Objective 5.3
Investment in the development of human resources, both staff and volunteers has increased.

Objective 5.4
The financial and administrative management systems have been improved in branches and headquarters, PRCS institutions and hospitals.

Objective 5.5
A culture of transparency and accountability has been promoted at all levels of the organisation and routines for monitoring, reporting and evaluation have been reviewed and further developed.

Objective 5.6
Sustainable and predictable funds have been secured through income generating initiatives, government support, private sector fundraising and Movement collaboration.

Expected Results 2010:
Together branches and headquarter have taken measures to improve the financial and administrative systems and to increase awareness of good governance and improving cost containment at branch- and central level.
Measures have been taken to develop and implement unified quality assurance systems for decentralised services and activities.
PRCS has increased its focus on and investments in staff and volunteer recruitment, training, safety and benefit schemes.
The Fundraising strategy is implemented, securing sustainable funding and reducing the dependency on ad hoc funding.
Routines for monitoring, reporting and evaluating programmes and services have been revisited, updated and disseminated to the organisation fostering a culture of accountability and transparency.

STRATEGIC GOAL 6: Strengthen relations with partners at national, regional and international level.

Since its establishment, PRCS has managed to build strong relationships within Red Cross Red Crescent Movement, with international organisations, non-governmental organisations, local Palestinian communities and with the Palestinian National Authorities. These relationships have provided PRCS good financial, logistical, technical, and legal support and given the PRCS strength and capability to provide services, in conflict and peace times.
The PRCS are auxiliary to the Palestinian National Authorities in delivering services in health, social development and emergency response. The PRCS has concluded cooperation agreements with the Ministry of Health and other relevant government bodies. In a country with ever-present security problems, volatile political situations and fluctuating support from external donors, a strong national base is critical to succeed in maintaining activities in times of change.
PRCS enjoys the support of national and international partners and sponsors. Sponsors are different to partners in that they are not involved in programmes or service provision, but contribute financial or in-kind support to the PRCS and its activities.
In 2006 the PRCS became a full member of the Red Cross and Red Crescent Movement and of the International Federation of Red Cross and Red Crescent National Societies (IFRC). As a member of the IFRC the PRCS enjoys support and have over the past two years worked to develop partnerships using “operational alliances” as one of the cooperation and coordination mechanisms with partner national societies.

Objective 6.1
The international cooperation has been enhanced and the PRCS has developed its role and contribution within the Movement.

Objective 6.2
The PRCS is an active partner society internationally and within the MENA region.

Objective 6.3
Functional cooperation with the Palestinian National Authorities and relevant national organisations has strengthen PRCS’ service delivery in accordance with its mandate and the Movement’s principles.

Expected Results 2010
Improved communication and increased information sharing with international partners.
Cooperation on all levels has been strengthened as responsibilities of each partner have been defined and coordination mechanisms have been enhanced.
PRCS has broadened its participation in regional and international Movement cooperation.
Cooperation with national partners and authorities are transparent and provides effective and efficient models for local and national service delivery.

Monitoring the Strategy

The Strategy 2005 – 2010 has been revised and adopted by the General Assembly in March 2009 in order to meet the changes that have taken place in the Palestinian society. However the main direction remains unchanged. The strategy is guiding the PRCS in its work at all levels of the organisation and is put into practise through detailed action plans.
The implementation of the strategy is monitored by the Administrative Council, which receives reports on activities. Branches and Headquarters take stock of progress regularly, in board meetings and senior management meetings.
Many of the programmes under the strategic objectives in this strategy are carried out in partnership with Movement partners. These programmes may have special requirements regarding indicators for monitoring, reporting and evaluation which will be followed according to what is agreed for the individual programme.
A status report on activities and results achieved will be presented through the PRCS annual report which will be made publicly available. Financial statements and audit of expenditure will be included in the annual report. The annual reports will present a broad overview of the progress made during the period of this strategy.