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Rationale
Gender equality is critical for the ongoing progressive development of humanity it is a
fundamental human right. This goal is not only applicable to organizations, communities and
societies but is also essential for all member National Societies and the Secretariat of the
International Federation of Red Cross and Red Crescent Societies (IFRC). The basis for the IFRCs
gender and diversity work is its humanitarian mandate to prevent and alleviate human suffering
without discrimination and to protect human dignity.

Gender inequality remains a global challenge that negatively impacts human development and
economic growth. It contributes to discrimination and exclusion from access to resources, public
services, education, health care services and employment, and to gender-based violence.
Gender inequality takes many forms and is rooted in unequal power relations.

Gender is often incorrectly used as a synonym to refer to issues exclusively related to women.
However, men can also suffer from gender discrimination and gender-based violence. The IFRC
Strategic Framework on Gender and Diversity Issues is inclusive and takes into account "all those
who are vulnerable to inequality, harm and loss of basic rights" because of their gender. Thus,
gender refers to the social differences between males and females throughout their life cycles.
Although deeply rooted in every culture, these social differences between females and males are
changeable over time and are different both within and between cultures. 'Gender' determines
the roles, power and resources for females and males in any culture.

For the IFRC, diversity means acceptance and respect for all forms of difference. This includes,
but is not limited to, differences in: gender, sexual orientation, age, disability, HIV status, socio-
economic status, religion, nationality, and ethnic origin (including minority and migrant groups).
Gender interacts with other aspects of diversity as there is an important interrelationship
between discrimination on the basis of gender and discrimination on the basis of other forms of
diversity.

There is substantial evidence worldwide of the negative impacts on women, girls, boys and men
when humanitarian assistance is not adequately sensitive to gender or diversity considerations.
However, when gender equality is actively promoted, it can positively transform and enhance
individual lives as well as societies as a whole. By advancing gender equality and embracing
diversity, the impact of many other humanitarian problems can be reduced including violence,
inequitable healthcare, and the negative consequences of disasters.

The IFRC Strategic Framework on Gender and Diversity Issues is aligned with Strategy 2020 and
builds on the 1999 Gender Policy, including the recommendations of its 2007 review. The
strategic framework is the result of a participatory drafting process carried out by the IFRC
Secretariat (Principles and Values department) and a network of 46 National Societies
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.

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The following National Societies participated in the development of the IFRC Strategic Framework on Gender and Diversity Issues: American Red
Cross, Argentine Red Cross, Australian Red Cross, Austrian Red Cross, Belize Red Cross Society, British Red Cross, Canadian Red Cross Society,
Chilean Red Cross, Colombian Red Cross, Costa Rica Red Cross, Cuban Red Cross, Red Cross of the Democratic Republic of Congo, Dominican Red

IFRC Strategic Framework on Gender and Diversity Issues
2013-2020

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The IFRC Strategic Framework on Gender and Diversity Issues is firmly embedded in the
Fundamental Principles of the Red Cross and Red Crescent Movement. We cannot remain true to
our fundamental principles unless we are able to reach all vulnerable people effectively and in a
fair, non-discriminatory and equitable manner and to ensure we are enabling - not
disadvantaging - women, men, boys or girls from every background in society to contribute
towards building the resilience and potential of individuals, their families and wider
communities.

The purpose of the IFRC Strategic Framework on Gender and Diversity Issues 20132020 is to
provide specific strategic direction to the IFRC to ensure that its actions are non-discriminatory
towards women, girls, boys and men and to promote gender equality and respect for diversity
throughout all of its work. The strategic framework applies to the IFRC Secretariat and all Red
Cross and Red Crescent National Societies. It complements the IFRC Strategy on Violence
Prevention, Mitigation and Response 20102020, adopted by the IFRC Governing Board in April
2011.

Three overall gender outcomes form the basis for operationalising the IFRC Strategic Framework
on Gender and Diversity Issues. They are as such further detailed in the operational guide,
respectively for the IFRC Secretariat and for National Societies
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:

Outcome 1: Systematic incorporation of gender and diversity in all programmes, services
and tools (covering the full management cycle from assessment to planning, monitoring,
evaluation and reporting).

Outcome 2: Improved gender and diversity composition at all levels (governance,
management, staff and volunteers).

Outcome 3: Reduced gender inequality, gender discrimination and gender-based violence
(GBV) through the active promotion of fundamental principles and humanitarian values.


A Gender and Diversity Toolkit is available on FedNet, as well as a detailed explanatory note providing
information on: the basis of this strategic framework, its conceptual frame and why gender and diversity
are important for the IFRCs work, at https://fednet.ifrc.org/en/resources/principles-and-values---
global/gender-issues/

Cross, Ecuadorian Red Cross, Egyptian Red Crescent Society , Ethiopian Red Cross Society, Finnish Red Cross, Georgia Red Cross Society,
Guatemalan Red Cross, Honduran Red Cross, Red Crescent Society of the Islamic Republic of Iran, Iraqi Red Crescent Society, Irish Red Cross
Society, Italian Red Cross, Jamaica Red Cross, Jordan National Red Crescent Society, Kenya Red Cross Society, Lebanese Red Cross, Malawi Red
Cross Society, Mexican Red Cross, Moroccan Red Crescent, Nepal Red Cross Society, Nicaraguan Red Cross, Norwegian Red Cross, Pakistan Red
Crescent Society, Palestine Red Crescent, Red Cross Society of Panama, Peruvian Red Cross, Philippine National Red Cross, Salvadorian Red Cross,
Solomon Islands Red Cross, Spanish Red Cross, Swedish Red Cross, Trinidad and Tobago Red Cross Society, Uruguayan Red Cross, Yemen Red
Crescent Society as well as the ICRC under the leadership of Canadian Red Cross Society, Irish Red Cross Society, Jordan National Red Crescent
Society, Norwegian Red Cross, Palestine Red Crescent and Swedish Red Cross.
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The IFRC Strategic Framework on Gender and Diversity Issues Operational guide for the IFRC Secretariat and National Societies, respectively on
page 5 and 6 is closely aligned to the IFRC Gender Pledge submitted to the 31
st
International Conference of the Red Cross and Red Crescent in
2011. The 2011 IFRC pledge integrates as evaluation criteria : signature of the pledge by at least 60 per cent of National Societies and
implementation of the IFRC Strategic Framework on Gender and Diversity Issues by at least 50 per cent of them. A mid-term review of progress
on the implementation of the Gender and diversity strategic framework will be conducted in line with the evaluation criteria of the Gender
Pledge.
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1. Vision
In line with Strategy 2020 and our fundamental principles and humanitarian values, the IFRC
strives for a world transformed by respect for gender equality and other forms of diversity.

2. Goal
The IFRC and its member National Societies meet the needs and basic rights and build on the
capacities and resilience of vulnerable women, girls, men and boys, without any discrimination
and with respect for diversity.

3. Gender and diversity directions and enabling actions in line with Strategy
2020

Strategy
2020
Strategic
Aim 1
Save lives, protect livelihoods, and strengthen recovery from disasters
and crises

1. Potential and actual issues of gender-based and diversity-based discrimination, as well as
opportunities to promote equality, are identified and acted upon through all programmes, services
and tools (covering the full management cycle from assessment to planning, monitoring, evaluation
and reporting) of disaster/crisis preparedness, response and recovery programming.

2. Specific mechanisms and actions to reduce the incidence and impact of gender-based and diversity-
based violence are systematically built into disaster/crisis preparedness, response and recovery
programming. Risk factors and protective measures are highlighted in communications campaigns,
beneficiary communication mechanisms and humanitarian diplomacy.

Strategy
2020
Strategic
Aim 2
Enable healthy and safe living

3. Access to primary healthcare services is improved for vulnerable women, men and girls and boys
especially those related to sexual and reproductive health, HIV/AIDS, and maternal and newborn
childrens health.

4. Obstacles to, and opportunities for, building the resilience of women, men and diverse groups are
identified and incorporated into the assessment, planning, implementation, and monitoring and
evaluation stages of disaster risk reduction and climate change adaptation programming (e.g.
community-based disaster preparedness, mitigation activities, livelihoods or other activities).

Strategy
2020
Strategic
Aim 3
Promote social inclusion and a culture of non-violence and peace

5. Opportunities are created within communities, both specific and as an element of broader
developmental programmes and humanitarian operations, for learning and dialogue to promote
gender equality and respect for diversity and to prevent gender-based discrimination. This includes
engagement with community, indigenous or religious leaders to build support for actions to
transform gender relations and promote equality.

6. Programmes are implemented to promote non-stereotypical (open-minded) attitudes towards
gender and diversity and to develop interpersonal skills such as critical thinking, non-violent
communication and mediation.

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7. Opportunities are created to promote the equal sharing of power and participation in political,
economic and other decision-making processes for women, girls, men, boys, and those from other
diverse backgrounds.

Strategy
2020
Enabling
Action 1
Build strong National Red Cross and Red Crescent Societies

8. National Society gender focal points are in place and IFRC regional gender networks are created.

9. The different needs, constraints and motivations for volunteering among women and men are
analysed and actions identified to ensure gender and diversity balance among volunteers, and equal
access to opportunities.

10. Gender- and diversity-sensitive approaches and learning materials are included in all staff and
volunteer capacity-building initiatives at national, branch and community level.

Strategy 2020 Enabling Action 2 Pursue humanitarian diplomacy to prevent and reduce
vulnerability in a globalized world

11. Decision-makers and opinion-leaders are persuaded through proactive engagement and dialogue by
IFRC Secretariat and National Society leaders to act, at all times, in the interests of vulnerable
people by protecting their equal rights and ensuring their equal access to humanitarian services. This
includes addressing the specific needs of women, girls, men, boys, people who are lesbian, gay
bisexual or transsexual (LGTB) and those from other diverse backgrounds.

12. Public policies and practices that exclude and alienate groups based on gender and other forms of
diversity are identified, and policies and legislation that address gender-based stigma, discrimination
and violence are advocated and promoted.

Strategy 2020 ENABLING ACTION 3 Function effectively as the IFRC

13. Accountability mechanisms are put in place in relation to gender and diversity issues within the IFRC.
In particular, it is intended for key elements of this strategic framework, including standards for
addressing discrimination and gender-based violence in humanitarian action, to be incorporated into
the development of any future IFRC accountability framework.

14. A coordinated approach throughout the IFRC to carry out resource mobilization for gender activities
exists. Funds are allocated to support the gender- and diversity-specific assessment, planning,
implementation, reporting and evaluation initiatives within programmes.

15. The IFRC and National Societies statutes and internal regulations are updated in accordance with the
evaluation criteria of the IFRC Pledge 2093 on Gender of the 31
st
International Conference of the Red
Cross and Red Crescent (2011).


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IFRC Strategic Framework on Gender and Diversity Issues - Operational guide for the IFRC Secretariat
OUTCOMES Performance INDICATORS aligned with the evaluation criteria of Pledge 2093 The IFRC Secretary General will report to the Governing Board on
the Implementation of the Strategic Framework on an annual basis.




Outcome 1:
Gender and diversity are
systematically incorporated in
IFRC Secretariat programmes,
services and tools.
1.1. The IFRC Secretariat has a gender and diversity strategic framework and implementation plan in place
1.2. The IFRC Secretariat has a gender focal point in place
1.3. A gender perspective is integrated in new IFRC policies
1.4. The percentage of IFRC Secretariat staff who have completed the online Staff Code of Conduct training on the IFRC learning pl atform has
increased against a chosen benchmark
1.5. Mechanisms for IFRC Secretariat staff to safely file allegations of potential harassment, discrimination and violence are in place and
operational
1.6. A: The number of IFRC Secretariat offices that are reported to have hosted a gender and diversity training has increased against a set
benchmark
B: The percentage of IFRC Secretariat staff who have taken a gender and diversity training has increased against a chosen benchmark
1.7. The percentage of IFRC Secretariat LTPF annual reports that include gender-disaggregated data has increased against a chosen benchmark
1.8. The Federation-Wide Databank and Reporting System (FDRS) allows gender-disaggregated staff, volunteers and people reached entries
Outcome 2:
The gender and diversity
composition of the IFRC
Secretariat has improved at all
levels (management and staff).
2.1. IFRC Staff Regulations have a paragraph specifying that gender and geographic distribution are diversity criteria, and a decisive factor in the
recruitment and/or assignment of IFRC Secretariat staff, after the fulfilment of the competence criteria
2.2. IFRC Staff Rules, to be revised, to mention gender and geographic distribution, as part of the principle of diversity, and as decisive factors in
recruitment and/or assignment of IFRC Secretariat staff, after the fulfilment of the competence criteria
2.3. The ratio of women to men in senior and middle management positions in the IFRC Secretariat is changing in favour of the underrepresented
gender in these positions against a chosen benchmark
2.4. IFRC Secretariat has policies or practices in place to ensure:
gender and diversity are taken into consideration in recruitment and assignment decisions
the degree to which managers are taking gender and diversity considerations into account in addition to competence criteria is reflected
in the appraisal of their performance
a system of monitoring career progress of talented but under-represented, in particular female staff, will be put into place
workplace support for specific needs of staff with parental responsibilities
an adjustable work environment to staff with disability
2.5. The percentage of IFRC Secretariat emergency response teams that have at least 30 per cent female members has increased against a chosen
benchmark
Outcome 3:
The IFRC Secretariat has
contributed to reducing gender
inequality, gender
discrimination and gender-
based violence through the
active promotion of
fundamental principles and
humanitarian values.
3.1. IFRC Secretariat engages in Humanitarian Diplomacy/advocacy tackling stigma, discrimination and violence on the basis of gender and
promoting gender equality and respect for diversity
3.2. The percentage of IFRC Secretariat staff trained on the 7 skills for 7 Principles - skills-based application of the Fundamental Principles
(challenging stereotypes and socially/culturally imposed norms/practices of inequality based on the Youth as Agents of Behavioural Change
(YABC) initiative) has increased against a chosen benchmark
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IFRC Strategic Framework on Gender and Diversity Issues - Operational guide for National Societies
OUTCOMES Performance INDICATORS aligned with the evaluation criteria of Pledge 2093. National Societies will report on the progress made in the
implementation of the Strategic Framework through the Federation-wide databank and reporting system and to the General Assembly, when required

Outcome 1:
Gender and diversity are
systematically incorporated in
National Society
programmes, services and
tools.
1.1 The National Society has a gender and diversity policy and implementation plan in place
1.2 The National Society has a gender focal point in place
1.3 A gender perspective is integrated into new National Society policies
1.4 The number of National Society governance, staff and volunteers who have completed relevant Code of Conduct trainings applicable for the
National Society has increased against a chosen benchmark
1.5 Mechanisms for staff and volunteers to safely file allegations of potential harassment, discrimination and violence are in place and operational
1.6 A: the number of gender and diversity trainings that the National Society reports to have run has increased against a set benchmark
B: the percentage of National Society staff who have taken a gender and diversity training has increased against a set benchmark
1.7 The National Societys entries of number of people reached in the FDRS is gender-disaggregated
Outcome 2:
The gender and diversity
composition of National
Societies has improved at all
levels (governance,
management, staff and
volunteers).
2.1. The National Societys statutes and/or internal regulations have a paragraph specifying that gender and geographic distributi on are diversity
criteria, and a decisive factor in the recruitment and promotion of staff and appointment of governance, after the fulfilment of the competence
criteria
2.2. The ratio of women to men in senior and middle management positions in the National Society is changing in favour of the underrepresented
gender in these positions against a chosen benchmark
2.3. The ratio of women to men, and youth to adults in National Society representation in statutory bodies and meetings has improved against a
chosen benchmark
2.4. The National Society has policies or practices in place to ensure:
gender and diversity are taken into consideration in recruitment and promotion decisions
the degree to which managers are taking gender and diversity considerations into account in addition to competence criteria is reflected in
the appraisal of their performance
equal pay and benefits for women and men
a system of monitoring career progress of talented but under-represented, in particular female staff, will be put into place
workplace support for specific needs of staff with parental responsibilities
an adjustable work environment to staff with disability
2.5. The National Societys emergency response teams have at least 30 per cent female members
2.6. The National Societys Staff entries in the FDRS are gender-disaggregated
2.7. The National Societys Volunteers entries in the FDRS are gender-disaggregated
Outcome 3:
The National Society has
contributed to reducing
gender inequality, gender
discrimination and gender-
based violence through the
active promotion of
fundamental principles and
humanitarian values.
3.1. The National Society engages in Humanitarian Diplomacy/advocacy tackling stigma, discrimination and violence on the basis of gender and
promoting gender equality and respect for diversity
3.2. The numbers of National Society peer educators respectively trained in, and implementing, the Youth as Agents of Behavioural Change
(YABC) initiative (challenging stereotypes and socially/culturally imposed norms/practices of inequality) has increased against a chosen
benchmark