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A TURKISH RED CRESCENT that takes its strength from the society, promotes community based risk prevention, shapes its

services according to local needs, takes effective roles in the Red Crescent - Red Cross Movement and regenerates itself.

Turkish Red Crescent 2010 - 2015 Strategic Plan 7

CONTENTS

THE HISTORY OF THE TURKISH RED CRESCENT AND THE INTERNATIONAL RED CROSS – RED CRESCENT MOVEMENT 10

STRUCTURE OF THE TURKISH RED CRESCENT 11

LEGISLATION ANALYSIS 12

APPLIED METHOD AND PLANNING PROCESS 13

OUR MISSION 15

OUR VISION 15

OUR FUNDAMENTAL PRINCIPLES AND VALUES 16

THE TURKISH RED CRESCENT 2015 OBJECTIVE 18

THE TURKISH RED CRESCENT 2010-2015 BASIC STRATEGIES 20

GOALS AND OBJECTIVES 23

TURKISH RED CRESCENT STRATEGIC MANAGEMENT SYSTEM 62

DEFINITIONS 63


INTRODUCTION

Today, the main objective of aid organizations is to accomplish their ideal by developing strategies and methods that will provide the best service in the most efficient and effective way. Accomplishment of such goals is possible if they have a vision that can accom-modate to the changes in the rapidly-changing world and if they determine the necessary strategies and put them into practice.

The Turkish Red Crescent has decided to prepare the Strategic Plan in order to increase the efficiency of its duties specified with national and international legis-lation, enable the Headquarters and Branches to act as a whole, and ensure that the budget is prepared in line with the goals and objectives, resource allocation is based on priorities and accountability is performed.

Within the scope of the analysis, first of all the overall study of Turkish Red Crescent was conducted, and the current situation was put forward by examining the history of the Turkish Red Crescent and the Interna-tional Red Cross and Red Crescent Movement and the ideal, vision, policies, legal foundations and activi-ties of the Turkish Red Crescent.

Internal and external stakeholders and beneficiaries, who constitute a basis for the development of the plan, were encouraged to participate in the process,

and all phases involve their opinions. In order to en-courage the participation of in-house stakeholders, working teams were organized, questionnaires and meetings were conducted and all employees contrib-uted. A comprehensive questionnaire and focus group meetings were conducted for external stakeholders.

“The Turkish Red Crescent 2015 General Objective” was determined as a result of analysis studies; and ba-sic strategies, strategic goals, objectives, sub-objectives and strategic indicators that will get us to this objec-tive were specified within the scope of models devel-oped by the project team.

An approach concerning the strategic plan, its imple-mentation and monitoring – evaluation system was developed. The priority of the year 2010 to achieve the objectives will be to develop and activating this system. In brief, being more than a document, our Strategic Plan is a roadmap which will direct all activi-ties of our organization and be the means of imple-mentation.

I here by mention the endeavour and competence, which the red crescent showed to provide aid ın earthquake and drought areas, with many thanks before the whole nation

10 Turkish Red Crescent 2010 - 2015 Strategic Plan

“Protecting human dignity,” constituting the basic philosophy of the International Red Cross and Red Crescent Movement, turned into a collective structure with the establishment of the International Federation of Red Cross and Red Crescent Societies; having com-menced its activities under the leadership of 5 founder National Societies, the organization today continues its humanitarian aid activities in the world in a totally neutral platform, with a history of almost a century and 186 member National Societies. Having adopted respect and aid for humanity as a principle by its na-ture, religion, culture and history, the Turkish Nation, is one of the countries to join International Red Cross and Red Crescent Movement, whose main goal of establishment is to provide aid to sick and wounded soldiers.

International Committee of the Red Cross, the first component of the Movement, held its first meeting in Geneva in 1863, and Geneva Convention was signed on 28 August 1864 with the participation of several European countries. The signatory countries to the Geneva Conventions – which include the provisions that the wounded soldiers and health officers respon-sible to look after them shall be considered neutral

by the battling parties, a common symbol shall be accepted in order to enable the recognition of the sanitary staff in armies, and an area shall be accepted neutral in the event that this symbol is raised up to the flagpole – committed to establish a Red Cross Society in their countries. Ottoman Empire became a party to the Geneva Convention on 5 July 1865 and estab-lished “Society in Aid of Ill and Wounded Ottoman Soldiers” in 1868.

The first National Society to bear the Red Crescent name and use the Red Crescent emblem within the Movement is the Turkish Red Crescent. The founder of our Republic, our Great Leader Mustafa Kemal Atatürk granted the name “Turkish Red Crescent” to the society, which took on important tasks with the support of the nation during the War of Inde-pendence. Today the Turkish Red Crescent provides service in the fields of Disaster Management, Social Services, Youth Services, Blood Services and Diagno-sis- Treatment Services. Taking its strength from its volunteers, members and donators, The Turkish Red Crescent has achieved important successes at national and international level.

I would note my appreciation to Red Crescent’s valuable endeavour for sheltering the exchanged immigrants, for providing them food and clothes and health services; besides, for intervening the catastrophes and disaster the country has faced.

THE HISTORY OF THE TURKISH RED CRESCENT AND THE INTERNATIONAL RED CROSS – RED CRESCENT MOVEMENT


STRUCTURE OF THE TURKISH RED CRESCENT

As illustrated in the figure, the Headquarters Bodies of the Turkish Red Crescent are the General Assem-bly, Executive Committee, Inspection Committee, Auditing Committee and the Directory General. The Turkish Red Crescent Directory General is the execu-tive body of the Headquarters; and it coordinates and performs the Headquarters services in line with the objectives and principles of the Turkish Red Crescent and in accordance with the relevant legislation and the Governing Board’s decisions.

Our Branches are autonomous structures that provide service within the scope of the International Red Cross and Red Crescent Movement and the Turkish Red Crescent, by deploying the power and resources of the people in their region, with members, volunteers and donations at a local level.

The Directory General carries out its activities subject to the Governing Board and President.

The Directory General consists of Monitoring- Evalu-ation Group, Management Services Group, Corporate Services Group and Systems Management Group.

In its fields of activity, the Systems Management Group has extensions in the form of directories or units. The key feature of this group is to implement the standards related to the fulfilment of the functions to the Turk-ish Red Crescent entirely, from the Directory General main structure to the fields of activity and the Branch-es that form the basis of the Turkish Red Crescent.

The fields of activity affiliated to the Directory General are structures that put forward and spread the stan-dards of the Turkish Red Crescent services and operate together with the branches.


LEGISLATION ANALYSIS

The Turkish Red Crescent is a society that works for public benefit within the framework of the Constitu-tion of Turkish Republic, Civil Law and Societies Act, as well as the International legislation (1949 Geneva Conventions, Statute of the International Red Cres-cent- Red Cross Movement and Humanitarian Law) that shapes the International Red Crescent- Red Cross Movement, which it is a part of. Pursuant to Addi-tional Clause 27/A of Law no 5832 on Amendments in Societies Act no. 5253; “According to the qualities and circumstances defined by international treaties, the Turkish Red Crescent is organized and governed as specified in its statute, provided that it constitutes a general assembly, executive committee and audit-ing committee in its headquarters. The Turkish Red Crescent’s practices and transactions are performed according to the duties and authorities assigned by law, its statute and regulations adopted by its execu-tive committee.”

The desire to “have a neutral and independent vol-untary organization that will provide aid to sick and wounded soldiers in state of war,” which underlies the establishment of the International Red Crescent- Red Cross Movement, directed the establishment of the Turkish Red Crescent.

Pursuant to the Statute of the International Red Cres-cent- Red Cross Movement and according to Geneva Conventions, National Societies are volunteer organi-zations that are recognized by laws of their State and that “help public authorities in their humanitarian services;” and they have the “autonomy” that enable them act upon the Fundamental Principles of the Red Crescent- Red Cross.

The Turkish Red Crescent continues its activities in international and national battles with its “neutral” and “independent” quality and the defined authori-ties, within the framework given to it by the Geneva Conventions dated 12 August 1949 and adhering to the 7 fundamental principles acknowledged with the decision of International Conference of the Red Cross and Red Crescent in Vienna in 1965.

Needs arising from disasters that occur in Turkey and in the world and cause loss of life and property since the Turkish Red Crescent’s establishment in 1868 have expanded its area of activity to include preparedness and response to man-made (war, refugee commotion, technological disasters etc.) and also natural (earth-quake, flood, avalanche etc.) disasters. On the other hand, since ‘90s, social problems such as minimizing the risks encountered by vulnerable individuals and groups and arising awareness against such risks have increasingly entered into the agenda of the Red Cres-cent- Red Cross Movement and directed the Turkish Red Crescent towards using initiative in these fields.

The objective of the Turkish Red Crescent is detailed in Article 6, and duties in Article 7, of the Statute of the Turkish Red Crescent that entered into force by being published in the Official Gazette no. 27146 on 19.02.2009.

Strategic Planning studies of the Turkish Red Crescent consist of the following steps:

Preliminary studies and trainings,Analyses,Determining the strategies and setting the strategic plan.

PRELIMINARY STUDIES and TRAININGSIn this phase, the project team* to carry out the studies was organized, and necessary trainings were provided to the team in order to enhance their technical competence. Models and tools were prepared in order to be used in analyses within the scope of the plan. After the project is completed, Strategic Planning studies that require continuity are carried out by the Strategic Management Department**.

ANALYSIS PHASE In the analysis phase, the history, corporate trends and activities of the Turkish Red Crescent were reviewed; and the way it is perceived by its members, volunteers, staff, stakeholder institutions and public was determined. Questionnaire studies, literature and legislation reviews, analysis of activities of previous years, one-to-one inter-views and focus group meetings were carried out within the scope of this phase.

Questionnaire StudiesStaff Perception Questionnaire (Organizational Depth Analysis): The employees’ perception of the Turkish Red Crescent and their opinions on the future of our Institution was determined with this questionnaire.

Branch Member and Volunteer Questionnaires: With this questionnaire, the members’ and volunteers’ percep-tion of the Turkish Red Crescent and their opinions on the future of our Institution were determined.

Branch Feedbacks: Opinions of Branch Chairpersons were received in written.

Citizen Questionnaires: A total of 11.015 citizens were surveyed with this questionnaire.


APPLIED METHOD AND PLANNING PROCESS

Ömer TAŞLI : Project Sponsor Özge AKGÜN : Head of DepartmentMustafa KAPLAN : Project General Coordinator Tuğba YÜRÜR : Head of UnitKaan SANER : Project Coordinator Suat ÇITLAK : Head of UnitDilek KOÇAK : Project Manager Pınar ÖZKURT : Head of UnitTuğba YÜRÜR : Project Member Serkan DÜĞER : Head of UnitTolga KAYHAN : Project Member Tolga KAYHAN : ExecutiveSerkan DÜĞER : Project Member Sertaç ROTA : ExecutiveAhmet DOĞAN : Project Member Ali ERKAN : Assistant ExecutiveSertaç AÇICI : Project Member Çağatay EMEKSİZ : Volunteer

PROJECT TEAM STRATEGIC MANAGEMENT DEPARTMENT* **


APPLIED METHOD AND PLANNING PROCESS

Legislation, literature and activity reviewsInternet reviews: Legislations, literature and information regarding national / international institutions / orga-nizations that carry out similar activities were reviewed.170 articles that were globally accepted and published in academic journals were reviewed.

Internal data: All data regarding the activities carried out since 2000 were collected from all departments, and our organizational activities were put forward as a whole. Planned/actual budgets since 2000 were reviewed as well.

Legislation review: National and international legislation regarding the Red Crescent- Red Cross Movement and the Turkish Red Crescent were reviewed.

One-to-one interviewsInterviews with Executive Committee Members: One-to-one interviews with our President and Executive Committee Members were conducted.

Interviews with Branch Chairpersons: One-to-one interviews with 66 Branch Chairpersons were conducted.

Focus Group MeetingsMeetings with Staff and Managers: Meetings were held with all departments of our organization, in order to collect data and exchange information on the phases of strategic planning studies.

Meetings with NGOs, Public Institutions/Organizations, International Organizations and Private Corpo-rations (Holdings): Meetings and interviews conducted in Ankara, Istanbul and Izmir with a total of 73 repre-sentatives from 62 organizations enabled exchange of ideas.

A situation assessment for the Turkish Red Crescent was carried out as a consequence of all these studies. Models developed and 2015 general objective set with SWOT, problem and purpose analyses and as a result of internal and external environment analyses, have provided the basis of the strategies, strategic goals, objective and sub-objectives of the Turkish Red Crescent.


OUR MISSION

OUR VISION

“To be a humanitarian aid organization that embraces and is embraced by the whole nation, and ceaselessly enhances its reputation and service quality at national and international level.”

“To provide aid to the vulnerable person in need, and to support the enhancement of the nation’s capacity to fight against disasters, under all circumstances, everywhere and at all times, in line with the protection of human dignity, by deploying the power and resources of the society.”


OUR FUNDAMENTAL PRINCIPLES AND VALUES

Humanity; The Red Crescent, born of a desire to bring assistance without discrimination to the wounded on the battlefield, endeavors, in its international and national capacity, to prevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health of and to ensure respect for the human being. It promotes mutual understanding, friendship, cooperation, and lasting peace among all peoples.

Impartiality; The Red Crescent makes no discrimination as to nationality, race, religious beliefs, class, or politi-cal opinions. It endeavours to relieve the suffering of individuals, being guided solely by their needs, and to give priority to the most urgent cases of distress.

Neutrality; In order to continue to maintain the confidence of all parties, the Red Crescent may not take sides in hostilities or engage at any time in controversies of a political, racial, religious, or ideological nature.

Independence; The Red Crescent is an independent organization. While an auxiliary in the humanitarian services of The Republic of Turkey and subject to the laws of Turkey, it always maintains its autonomy so that it may be able at all times to act in accordance with the fundamental principles of the International Red Crescent-Red Cross.

Voluntary Service; The Red Crescent is a voluntary relief movement not prompted in any manner by desire for gain.

Unity; Only one society can be established in Turkey under the name “Red Crescent.” It is open to all. It carries on its humanitarian work throughout its territory.

Universality; The Red Crescent is a worldwide organization and has equal status with all foreign National Societ-ies and shares equal responsibilities and duties in helping each other with them.

The Turkish Red Crescent continues its activities in accordance with the 7 fundamental principles of the movement, which it is a part of.


OUR FUNDAMENTAL PRINCIPLES AND VALUES

Transparency; The Turkish Red Crescent declares sufficient, accurate and comparable information on financial, real and economical issues regarding the institution on time and in a tangible and comprehensible way.

Accountability; The Turkish Red Crescent clearly defines its rules and responsibilities regarding the management and gives account to its members, donators, stakeholders that it works with and to the public, within the frame-work of such responsibilities.

Responsibilities; The Turkish Red Crescent ensures the conformity of its activities and services to the funda-mental principles of the movement, which it is a member of, to relevant national and international legislation, corporate regulations, and social and ethical values.

Justice and Equality; The Turkish Red Crescent Management adopts an equal and unprejudiced approach to-wards third parties in all its activities.

As well as the below mentioned management principles, pursuant to the principle of “administrative unity,” corporate legislation in the Turkish Red Crescent – consisting of statutes, regulations and directives – is binding for elected boards, members, volunteers and all professionals. Pursuant to the principle of “unity in practices and transactions,” the same standards and procedures are applicable to the whole organization, for the way the Turk-ish Red Crescent performs its activities and provides services.

The Turkish Red Crescent provides service, adhering to the 7 fundamental principles as well as the below mentioned corporate management principles:


THE TURKISH RED CRESCENT 2015 OBJECTIVE

“The Turkish Red Crescent’s 2015 Objective” was determined as a result of the analyses conducted, considering internal and external dynamics, and with the participation of many staff and managers.

The Turkish Red Crescent’s general objective for the year 2015 is illustrated below:

In the figure, coloured plates located on the Headquarters represent the fields of activities, whose approaches and standards are set and developed by the Headquarters, and the Turkish Red Crescent culture. The Turkish Red Crescent culture constitutes the base of our branches, located everywhere in our country. Our Branches will carry out the activities and projects regarding their fields of activity, in line with local requirements, at a local level, in accordance with the standards and by using local resources. The Headquarters will set the approaches and stan-dards, realize nation-wide projects and activities– which exceed the capacity of the Branches – together with the branches, and be responsible for the accomplishment of international activities.

A common perception of the Turkish Red Crescent will be created with all activities and projects carried out by the Headquarters and Branches within the body of the Turkish Red Crescent.

“A TURKISH RED CRESCENT that takes its strength from the society, promotes community based risk prevention, shapes its services according to local needs, takes effective roles in the Red Crescent - Red Cross Movement and regenerates itself.”


THE TURKISH RED CRESCENT 2015 OBJECTIVE

In order to reach the 2015 objective, a model was developed in the light of the data obtained from the analyses. This model, named Corporate Interaction Model, served as a guide in determining the strategic goals and objec-tives of the Turkish Red Crescent.

Model for Maintaining the Existence of the Turkish Red Crescent, developed by the project team during the preparatory studies, constitutes the basis of the Corporate Interaction Model. The assumption that the existence of the Turkish Red Crescent can only be maintained by its members, volunteers and donors was developed in the above mentioned model. In addition, the factors that direct persons and institutions as members, volunteers and donors to the Turkish Red Crescent were studied in detail. Persons and institutions are directed towards the Turkish Red Crescent by being affected from individual, environmental or organizational factors. The relation between the above mentioned factors and the influence of such relation on the Turkish Red Crescent is put forth in the Corporate Interaction Model, developed as a consequence of analyses.

Corporate internal dynamics are the basic factors which can be directly interfered with in order to enhance the society’s and individuals’ positive perception of the Turkish Red Crescent and to reach the aim of satisfying the expectations.

By systematically putting forth the problems in corporate internal dynamics, problem analysis and purpose analy-sis for the solution of such problems were carried out.

2015 PERSPECTIVE OF TURKISH RED CRESCENT


The basic strategies to be pursued in the process of planning and implementing all activities of the Turkish Red Crescent are;

STRATEGY OF PRODUCING RESOURCES

The ideal of the movement adopts the principle “to encourage voluntary service and always being ready for aid, and to activate a universal sense of solidarity for everyone who needs the aid and support of the movement.”

The ideal of the Turkish Red Crescent is build on the basis of “protecting human dignity by deploying the strength and resources of the society.” As it is understood from the ideals of the movement and of the Turkish Red Crescent, we see “the Turkish Red Crescent carrying out its social activities by deploying the strength and resources of the society” as a fundamental strategy.

The Turkish Red Crescent shall carry out its social activities

by deploying the strength and resources of the society.

THE TURKISH RED CRESCENT 2010-2015 BASIC STRATEGIES


STRATEGY OF OFFERING SERVICES

The Turkish Red Crescent adopted “decentralization” approach within the framework of restructuring studies. In this context, first of all, the Headquarters established a capacity for service on a local basis, and ensured that this approach was adopted. As of 2010, it will be possible to provide services by Branches in accordance with local requirements.

SERVICES

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For the Turkish Red Crescent to reach its 2015 objective and provide services keeping up with the date, research and development studies regarding the activities will be conducted.

Within the scope of the research and development studies, it is aimed to improve processes and tools regarding the services, enable the utilization of sources, keep up with national and international improvements and there-fore enhance the service quality.

Humanitarian diplomacy is concerned with persuading decision-makers and opinion leaders to act, at all times, in the interest of vulnerable people and with full respect for our fundamental principles. The auxiliary role pro-vides a neutral environment to serve vulnerable people, an opportunity to voice Humanitarian problems, and a privileged function in decision-making process. Turkish Red Crescent is determined to make use of its Hu-manitarian diplomacy capabilities to reduce vulnerability to the lowest in national and international areas. These activities include the efforts to prevent and reduce possible vulnerabilities in the future.

“Continuous development studies in the Turkish Red Crescent shall be an integral part of the activities.”

Turkish Red Crescent shall pursue humanitarian diplomacy to prevent and reduce vulnerability


GOALS AND OBJECTIVES

The goal, objective and strategies that have established the main structure of the strategic planning have been taken form as the result of the detailed and comprehensive situation analysis. By taking into the current situation, the goal, objective and the strategies have been designated to provide maximum response to the expectations of the shareholders. The performance indicators that we could follow goals, objectives and sub-objectives to reach the overall objectives of 2015 in the direction of the mission and vision of the Turkish Red Crescent shall be reviewed in this section.

The data regarding the current situation is not available for some performance indicators that will be used to observe the level of attaining the objective. The reason for this is that the measurement has not been carried out yet and some approaches have been already emerged along with the Strategic Plan. The first subject that shall be discussed in the next period will be supposed to collect the data regarding the indicators and in the direction of these data, the objectives will be revised.

All objectives that have been discussed and reviewed as follows are the whole of process to enable the Turkish Red Crescent to reach 2015 objectives. While the strategic planning has been building, all systems and activities that shall be handled under the structure of the Turkish Red Crescent will be developed in interaction with each other so that the objectived achievement shall be reached.

All objectives that have been discussed and reviewed as follows are the whole of process to enable the Turkish Red Crescent to reach 2015 objectives.



STRATEGIC OBJECTIVE 1

By strengthening the Red Crescent culture in the organization and society; development of stakeholding and participating

STRATEGIC GOAL 1

DEVELOPING AND IMPLEMENTING THE RED CRESCENT CULTURE




Increasing the corporate governance capacity


In addition to promote internationally accepted principles in the nation, taking an active part in humanitarian diplomacy by fostering global culture together with local values and models generated by Turkish Red Crescent


By covering the local needs of the Branches, to develop the governance, resource funding as well as service providing and to reach the well functioning Branches

STRATEGIC GOAL 2

BRINGING THE ORGANIZATIONAL PROCESS AND INTERACTIVITY TO PERFECTION IN NATIONAL AND INTERNATIONAL LEVEL




Implementing the preventive effective and community based Disaster Management in local, national and international level


By identifying the needs and problems of the vulnerable groups, developing and implementing the social service understanding that provides solutions for humanitarian and social development


By mobilizing the solidarity and unity feeling of the Turkish Youth, providing contribution to grow up the conscious, powerful and self sufficient generations


Supplying the need for blood and blood components of the country

STRATEGIC GOAL 3

FOCUSING ON THE SERVICES TO PERFORM THE ACTIVITIES OF RED CRESCENT EFFECTIVELY AND EFFICIENTLY




Through the effective management of the real estates, Increasing the rate of the revenue from the real estates


Afyon Mineral Water Enterprises to reach 21% of annual market share

STRATEGIC OBJECTIVE 3Covering all organizational needs of the Temporary Settlement System Production Management and performing the activities towards foreign market regarding defined production range, selling amount and profit rate objectives under the direction of 2010 feasibility activities


Increasing the service quality and providing sustainable development of our hospitals and medical centres

STRATEGIC GOAL 4

BY IMPLEMENTING AND ACTIVATING THE INCOME-GENERATING AND SUPPORTIVE ACTIVITIES COMPATIBLE WITH THE MISSION, PROVIDING SUPPORT TO THE SUSTAINABLE HUMANITARIAN ACTIVITIES OF THE TURKISH RED CRESCENT


GOAL 1 DEVELOPING AND DISSEMINATING THE RED CRESCENT CULTURE

The Turkish Red Crescent has established a distinctive organizational culture by taking into the consideration of “Red Crescent-Red Cross Movement” and the values belonged to its geography. The concept of organizational culture has been including all staff, members and volunteers as well as rules and principles of the organization indeed.

Due to the fact that Turkish Red Crescent has an old and great history, it is an expected result to adapt the social changing and to have response capacity to the changing situations as well. The most important thing is to be-come aware of influencing and response process and to manage this process systematically. For this reason, it is adapted that the Red Crescent culture that contributes to the society and its components should be defined and developed as well as these should be disseminated to the community accordingly.

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By strengthening the Red Crescent culture in the organization and society; development of stakeholding and participating

OBJECTIVEGOAL1 1The Turkish Red Crescent has carrying out its activities throughout the country by its headquarters and branches in various activity areas. In spite of the differences in the geography and activity areas, it is essential for the Turk-ish Red Crescent to act in complying with the same value and principles and to be perceived right by the society and to have sustainable development. In order to perform this sub-objective, the steps that will be taken as follows:

The intangible (fundamental principles, code of conducts etc) and concrete (use of emblem, logo and slogan etc) elements that have established the Red Crescent Culture will be put in writing.

The methods and tools for disseminating the Red Crescent Culture in the community and institution will be developed, implemented and sustained. The Red Crescent value and components will be included in moni-toring and evaluation as well as performance management system.

To integrate with the public; first of all the culture of Red Crescent must be adopted in the organization and must be indispensible part of all activities, afterwards, the Red Crescent culture could be adopted by the society through the services provided, implemented projects and accomplished activities.

In order to disseminate the Red Crescent Culture in the social level, our branches that have been always contacted with the society will undertake the most important role.


GOAL 2 BRINGING THE ORGANIZATIONAL PROCESS AND INTERACTION TO PERFECTION IN LOCAL, NATIONAL AND INTERNATIONAL LEVEL

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Increasing the corporate governance capacityOBJECTIVEGOAL2 1All improvement and dissemination activities of the Institution regarding the managerial process have been as-sessed within the scope of this objective.

The strategic management expresses the developing the effective strategies, planning, implementing and control-ling of them in order to achieve the organization’s objective. By approving the strategic planning of the Turkish Red Crescent, the first step has been taken in the transition way to the strategic management. Strategic Planning reveals the medium and long term purposes of the institution, fundamental principles and policies as well as its objectives and priorities by analyzing the internal and external environment in conformity with the mission and vision of the institution and in order to reach these aims, it also reveals the methods and procedures accordingly. In addition, strategic planning develops the efficiency, propriety, participation and transparency in the planning and implementing activities and it gives insight for collecting the systematic data and analyzing the results.

As of this step, the most critical subject is to handle the strategic management process as a sustainable system and to continuous evaluate the dynamic environment and intra-organizational conditions and to identify the perfor-mance indicators towards the goal, objective and sub-objective as well as to assess the variations and to develop consistently the Turkish Red Crescent through the curative activities.

It may be possible to bring the institutions into the perceived points by carrying out the identified purpose and activities. Within the scope of this sub-objective; in order to accomplish our objective, the systems regarding planning, implementing and recovery process shall be defined, developed and shall gain continuity and the coor-dination of the organizational functions shall be provided by carrying out the implementations in this direction.

Improving the strategic planning and implementing tools, disseminating as well as enhancing the management and coordination steps of the relevant processes 1SUB-OBJECTIVE


Increasing the corporate governance capacityOBJECTIVEGOAL2 1Establishing a system that supports the top management in decision making process by evaluating and monitoring the activities and transactions of the activity fields and administrative units 2SUB-OBJECTIVE

The main goal of this sub-objective is to establish specific monitoring and evaluating sytems for the activity fields in order to enable effective and efficient working and ensure all the activities comply with the legal regulations and the codes of the society. In that scope; periodic reviews and analyses will be made. In order to provide the effective implementation of the information management system, efforts started by the board of management through strategic information software will ensure the proper flow of the reports and a total perception of infor-mation management system at all levels. In addition, society’s works processes and projects will be monitored in terms of compliance.


Increasing the corporate governance capacityOBJECTIVEGOAL2 1Improving and implementing the systems that shall increase and perpetuate the human resources’ capacity, effectiveness and satisfactions 3SUB-OBJECTIVE

The role of the Human Resources Management within our institution could not be ignored in the field of estab-lishing common acceptances and values as well as adopting and disseminating these values. By the aforesaid goal; it is intended to recover all human resources process of the institution.

The Performance Management is multi-directional process that supports the sourcing effectively and staff development as well as head towards the maximum contribution by taking into the consideration of organi-zational goals and provides the monitoring of the results of the monitoring and reporting, data collectivity regularly and systematically. In order to fulfill the objectives of the Performance Management System, it will be reached to all staff through web based application.

The purpose of the Recruitment Management is to engage the individuals who could accommodate fast, creative, versatile, participant, develops themselves and their environment continuously to the institution. By this apprehension, the recruitment process shall be re-organized and reviewed and it will be provided to adopt this understanding within the institution. Within this scope, the “Applicant Evaluation Center” shall be accomplished.

By establishing the “Red Crescent Academy” which will conduct the Turkish Red Crescent as a permanent development center and support the lifelong development, it will be accomplished to provide training to the staff in complying with their terms of reference that will contribute to their self-improvement in the same standard and under one single roof and on the other hand it will be contributed to the e-learning process and to provide input for development planning process, performance and salary management systems, to increase the interaction, sharing and synergy among the staff as well as it shall be provided for staff to take further responsibility in their personal developments.

It is objectived to plan the short and long term human resource, to establish comprehensive development plans for the staff, to organize the leaders and experts of the future accordingly. The greatest purpose is that the internal recruitment process shall be served for this goal within the scope of Capacity Management that shall be integrated into the Sustainable Development Management in 2010 and it will be also aimed to re-cruit our current staff to these vacancies..


Increasing the corporate governance capacityOBJECTIVEGOAL2 1Institutionalizing the Red Crescent that could be managed by the technology 4SUB-OBJECTIVE

Nowadays, one of the most important criteria that determine the development level of a country is the informa-tion produced and the capacity to check this information. The technology factor that has the important place within the information management system has been com-posed of software and hardware, communication systems, intranet, internet, ERP, database, discussion platform. The main duties for establishing and running of these technological factors is to set up database that will be worked efficiently and effectively, to establish the network and to use the proper hardware and software. Not only should the computer and communication technologies be used for storing the information, but also should be used for the access to the information as well as organization and security. Within this goal; by reviewing the technological innovations both in national and international level, the continuity of the research and develop-ment activities shall be provided in conformity with our own structure.

By this means, it is objectived to perform the effective, transparent and accountable implementation process which has exercise power in the field of decision making, programming, resource allocation, implementation, co-ordination and auditing. The Enterprise Resource Planning Systems shall accelerate the transformation process of the information and establishing the organizational memory.


Increasing the corporate governance capacityOBJECTIVEGOAL2 1Establishing the training development system and disseminating this system that could increase the efficiency of the trainings that shall be provided by the Red Crescent 5SUB-OBJECTIVE

The training activities in the Turkish Red Crescent is to increase the capacity towards the profession of the staff, member and volunteers, to disseminate the business information in the activity field (information-experience-method) and have been used as an effective tool to implement the mitigation and raising awareness programs in the community.

Within the framework of this sub-objective;

The processes of training development, dissemination and evaluation shall be defined in detail.

Within the common standards, principles and values, the training activities will be implemented entirely in the institution and the policies shall be developed and disseminated accordingly.

The training module development and implementation capacity shall be established by the activity fields and the technical support shall be provided in the fields of establishing training modules, determining the context, implementation methods in the local area as well as training of trainers.

The approval of the training programs and implementation of the certification from the common point shall be provided in the Turkish Red Crescent.

The capacity shall be built to improve the trainings in the branches as well as to implement the programs accordingly.


Increasing the corporate governance capacityOBJECTIVEGOAL2 1Passing into the Quality Management System that shall provide the excellence of all process from the management to the operation by means of increasing the organizational efficiency and effectiveness 6SUB-OBJECTIVE

In order to cover the needs and expectations of the community on due time with the minimum resources and finest quality though the services and activities carried out by the Turkish Red Crescent and to raise the participa-tion of the community to our activities by increasing the satisfaction of the community regarding our services, it is objectived to implement the Quality Management System.

Within this scope, principally, by designating the Organizational Quality Policy, it will become focal point of our each activity. In addition, the sustainable development and effectiveness shall be part of our organi-zational culture by developing the quality awareness of our staff. Hence, the job satisfaction of the staff that is admired and renders quality service will increase, the dialog among the functions will be developed, the participation of the staff to the decision mechanism shall raise and the service quality shall also increase con-siderably through working groups.

Our business process shall be developed to cover the needs of the society efficiently and effectively in com-plying with our mission. Thus, our entire services shall be reached to the beneficiaries in the same quality standards and our activity fields and Branches shall come to the fore and show flexibility towards the different needs and expectations of the society.

The satisfaction of all society consisting of members and volunteers, our beneficiaries, donors and stakehold-ers shall be regularly assessed and the needs and expectations shall be determined as well. As a result of the said activities, the sustainable development of our business process and rehabilitation services will be provid-ed and thus, the awareness of the community regarding the quality and the participation of the community to the activities of the Red Crescent shall be increased accordingly.

By implementing the Quality Management System, the developed standards and by taking into the account of current service quality, Turkish Red Crescent will be a model in national and international area.


Increasing the corporate governance capacityOBJECTIVEGOAL2 1In complying with the principles of transparency and accountability against the stakeholders, developing the methods and tools that shall increase the donations and number of donors accordingly 7SUB-OBJECTIVE

The donation is the most important source of income of the Turkish Red Crescent. Donation recruitment will be provided by the Branches and activity areas; by this sub-objective, the relations among donors and the Turkish Red Crescent will be organized and the system will be configured to perpetuate the donation and dissemination activities shall be performed to the activity area and Branches. By this purpose, the donation recruitment system shall be completely reviewed and developed accordingly.

The Donor and Donations Management System has been composed of establishing the systematic approaches and establishing the monitoring and evaluation systems towards achieving continuity of the donation channels of the Turkish Red Crescent by determining the policy, standard and strategies concerning the donor relations.

Within the scope of this system;

General Donation- Donor Relations Management: this will provide the donation tools that have not imple-mented continuously however have not been defined for any concrete activates of the Turkish Red Crescent,

Service Based Donation Management: it shall be configured to provide the donation campaigns that have been carried out to perform certain project and programs.

Real Estate Donation Management: It shall be configured to increase the real-estate donations by keeping the database of current and potential donors and by strengthening the relations.,


Increasing the corporate governance capacityOBJECTIVEGOAL2 1Developing and implementing the effective corporate communication for the visibility and sustainability of the image, reputation and trademark in each activity 8SUB-OBJECTIVE

The Communication Management in the Turkish Red Crescent has been defined as sustainable and systematic activities that have been carried out to gain understanding, sympathy and support of the persons who have been contacted or shall be contacted.

The communication method is composed of identifying the communication and promotion policies, directing the institution in this way and providing information flow between the society and the Turkish Red Crescent to have a good stand in with society and to reinforce this by emphasizing its entire structure.

The main steps that shall be taken to reach this objective;

Determining the standard, principle and policies regarding all communication methods and applications of the Turkish Red Crescent,

Developing the communication capacity of the Headquarter and Branches,

Providing technical support to the activates carried out by the activity fields and Branches,

Developing the communication programs towards entire organization in national levels, implementing and disseminating these programs to the activity fields and Branches,

Establishing the monitoring and evaluation approaches of the activities.


In addition to promote internationally accepted principles in the nation, taking an active part in humanitarian diplomacy by fostering global culture together with local values and models generated by Turkish Red Crescent

OBJECTIVEGOAL2 2Turkish Red Crescent as the first national society who is one of the first members of the International Red Cross and Red Crescent Movement and was given name of the Red Crescent was brought in the Red Crescent emblem to the Movement in 1876. The specific and active position of the Turkish Red Crescent that has inspired from deep-rooted history and fundamental principles has been very well known, followed and admired by the public opinion within the geography that lies from Balkans to Middle East to the Asia

Without making any concessions to the humanitarian values, there is no doubt that the humanitarian position, approach and efforts of the Turkish Red Crescent who always advocate protecting human dignity and indepen-dent from all political, religious, cultural and social conflict and party to the equity, justice, right and tolerance have been in needed very much in the regional and global level. Within this framework; the effectiveness and activity in the international relations are very important for the Turkish Red Crescent.

The main components of this goal;

Playing an effective role in the decision mechanism of Red Crescent Red Cross Movement,

Using effectively of humanitarian diplomacy and its tools within the Movement or out of the Movement in official and unofficial platforms to persuade decision-makers and opinion leaders,

Disseminating the universal values, norms and policies of the Red Crescent Red Cross Movement based on humanity before our stakeholders and strengthening the bilateral and multilateral relations and regional and cross border consultations with the Governmental and Intergovernmental bodies as well as Non Governmen-tal Organizations,

Extending the international policy and strategies in the organization and accommodating itself as informa-tion and reporting center,



OBJECTIVEGOAL2 3The main point that has been emphasized by the strategic planning of the Turkish Red Crescent is the sustain-able capacity building of the Building and by this means, the services could be performed “on place” namely by “Branches”. In order to be perceived well, to cover the needs in the country and to mobilize the local capacity, the Turkish Red Crescent should always keep in contact with the community.

The responsibilities of the Headquarter are given below to provide the development of the Branches and to cover the local needs through the Branches;

Establishing and applying the tools that shall provide the capacity development of our Branches,

Infusing the organizational values and components into our Branches,

Transferring the programs belonged to our activity area to the Branches and providing sustainability of the programs,

Transferring the systems that have been composed and developed by the Headquarter to the Branches (Hu-man Resources System, Financial Affairs System etc),

Developing the communication and coordination among the branches,

Monitoring and evaluation of the Branches by our Governing Board.

The activities regarding the development of the branches capacities shall be performed by the headquarter in the field of experience-information-method sharing.

While considering our Branch Network in the strategic planning and the overall philosophy of the Movement, it seems to be impossible for the Headquarter to undertake all process of the branch development. For this reason, it is one of the most important activities within the scope of this purpose to develop the communication, interac-tion and coordination between the Headquarter –Branch and interbranches.

By mobilizing the local resources and through the capacity building within 81 provincial branches, in order to transfer the Red Crescent services to the community and to reach the well functioning Branch structure, the “Organizational Development and Dissemination Program” (ODDP) that has started its activities in 2008 has implemented its activities in pilot branches as of second half of 2010 so that;

The administrative and financial management capacity of our branches has increased,

The branches with the updated and disseminated membership base,

The branches that have active volunteers who take the duties and responsibilities,

The branches that have high level communal communication, participation and support,

The branches who produce effective service by playing active role to perform their duties stated in the strate-gic planning of the Turkish Red Crescent,

The branches who give support to other branches in their regions and provide coordination,

The branches who could analyze and determine the local needs and by using the local resources who develop and implement the distinctive programs.



OBJECTIVEGOAL2 3


GOAL 3 FOCUSING ON THE SERVICES TO PERFORM THE ACTIVITIES OF RED CRESCENT EFFEC-TIVELY AND EFFICIENTLY

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GOAL 3 FOCUSING ON THE SERVICES TO PERFORM THE ACTIVITIES OF RED CRESCENT EFFEC-TIVELY AND EFFICIENTLY

In order to perform the most appropriate activates effectively through the current resources of our organization, it is the strategic purpose to focus on the services indeed.

One of the most important methods that enable us to mobilize the community power and resources according to our expectations is to become apparent of the activity fields and focus on the activities in the organizational level. Otherwise, the organizational power shall consume within its structure and this will also cause the loss of integral perception in the social level.

The activity fields of the Turkish Red Crescent have been defined in accordance with the national and interna-tional legislations. In addition, by taking into the consideration of role and responsibilities of the Turkish Red Crescent and auxiliary role to the Government, it will also designed according to the density of the vulnerable and needy groups accordingly.

By reviewing the subject to legislation of Turkish Red Crescent, the activities of the similar organizations, the expectations and needs of the community, the activity fields that the Turkish Red Crescent must be focused on has been defined and the roles and sub-objevtives in these fields have been clarified. The said activity fields have given below:

Disaster ManagementSocial ServicesYouth ServicesBlood Services


Implementing the preventive, effective and community based disaster management in the local, national and international level

OBJECTIVEGOAL3 1Since its foundation, the Turkish Red Crescent has playing very important roles as auxiliary to the Government in terms of disaster management within the national and international legislation.

Our institution has acquired important experience and information in the field of disaster response through its operations in national and international level since 2000. In order to benefit from these information and experi-ences efficiently and effectively, these must be handled by integrated and systematic approach. The primary trend in the current disaster management approach has been improving towards preventive response by focusing on the risk reduction. In addition, after the major disasters, it is essential to carry out the emergency activities. By using the local resources in an efficient way, the advocacy for developing the disaster response capacity is also important duty of the Turkish Red Crescent. Thus, the contribution shall be provided to develop the national disaster man-agement system as well. In this framework, focusing on loss reduction and Emergency and Advocacy has been also determined as strategic trends of the Turkish Red Crescent’s Disaster Services Management.

In order to raise the effectiveness of the Turkish Red Crescent Disaster Management, it will be focused on the international programs and national operations that exceed the branch capacity by disseminating the relevant approaches and standards. On the other hand, within the framework of approaches and systems developed by the Turkish Red Crescent, the local needs shall be covered by our branches. For this reason, improving the disaster management capacity of the branches is among the main element of this objective.

As of 2010, the Turkish Red Crescent has providing its services through 10 Regional Disaster Management Cen-ter and 23 Local Disaster Management Center.



OBJECTIVEGOAL3 1Increasing the disaster preparedness capacity of the Turkish Red Crescent Society and increasing the capacity of community to cope with the disasters 1SUB-OBJECTIVE

The activities to increase the disaster preparedness capacity of the Turkish Red Crescent Society and the capacity of community to cope with the disasters shall be handled in this sub-objevtive.

The steps that shall be taken for this sub-objective is given below;

By organizing the training and drills to response quickly to the national and international disasters, to raise the manpower capacity.

By raising the social awareness and by implementing the activities to eliminate the negative effects of the disasters on the community, in order to increase the capacity of the society to cope with disasters and to increase the effectiveness of these programs, the development of policy, strategy, approach, standards and dissemination of these.



OBJECTIVEGOAL3 1Improving the National and International Operational Preparedness and Response Methods, Tools and Equipments 2SUB-OBJECTIVE

In the emergency response periods of the disasters, all preparedness and response activates to reach more people and to response quickly by limited resources shall be handled in this sub-objevtive.

The steps that shall be taken for this sub-objective is given below;

By increasing the quality of current relief material and by performing the research, development activities, to provide best service to the people in the emergency response activities and to provide modern materials to the invertors.

Organizing the number of the Regional and Local Disaster Management Centers on due time to reach entire country.



OBJECTIVEGOAL3 1Supporting the capacity of disaster preparedness, response, recovery and reconstruction of the communities and stakeholders in international level and decreasing of the vulnerabilities 3SUB-OBJECTIVE

Within the scope of this goal, during the rehabilitation and reconstruction period after disaster in international area and the standards of all activities performed to mitigate the social vulnerabilities shall be assigned and the development and implementation of the international programs towards these standards shall be carried out. The main activities that shall be performed within the scope of this sub-objective are as follows;

Supporting the rehabilitation programs that will be carried out after the emergency response activates regard-ing the disasters occurred in abroad,

Supporting the economical and physical infrastructure of the country by the rehabilitation programs and increasing the capacity to cope with disasters,

Developing and implementing the programs to decrease the vulnerability and to improve the capacity for the affected people in abroad.

Developing the programs for risk management to decrease the vulnerabilities in cooperation with the mem-bers of the Movement.


Defining the requirements and problems of the vulnerable and needy groups, developing and implementing the social service concept that provides solution to support the humanitarian and communal development.

OBJECTIVEGOAL3 2When the statute, mission and history of the Turkish Red Crescent has been reviewing and when the activities of the Turkish Red Crescent has been considered, there is no doubt that one of the most important activity area of the Turkish Red Crescent is the social services.

In order to increase the efficiency in the social services, the Social Services Management Directorate has been established in 2009 with the intention of handling the activities systematically and integrally.

Within this scope, the standards and strategies shall be defined in the Headquarter level and these shall be dis-seminated to our Branches. In the direction of these developed standard and strategies, our branches shall imple-ment the social service activities and the Turkish Red Crescent shall contribute the sustainable development of social service activities.

The main goals of the sub-objectives are as follows:

Delivering the social relief in cash and in kind to the vulnerable,

Providing the organizational social services towards our donors in the centers of the intuitions that render social service such as soup kitchen, hostels, kindergartens and daily homecare services, centers for family consulting, rest homes,

Providing the standards of social welfare programs such as first aid services, implementing these activities systematically and implementing the developed approached in local.



OBJECTIVEGOAL3 2Increasing the efficiency and effectiveness of the services delivered to the social service institutions and our donors 1SUB-OBJECTIVE

Social Services Institutions that have been established according to the local needs such as soup kitchen, centers for family consulting, rest rooms, kindergartens, and clothing assistance shop that give services under the roof of our branches are available in the Turkish Red Crescent.

Designing the provided services in complying with the local requirements is one of the most important element in the development of social service concept. In addition, the principles, rules and procedures of the instructions which implement the said services must be standard in terms of intuitionalism principle. By this sub-objective, the standardization shall be provided in the social services institutions and services provided to our donors.



OBJECTIVEGOAL3 2Mobilizing the community resources in local, regional and national level and improving and implementing the social welfare by providing the community participation 2SUB-OBJECTIVE

By disseminating the systematic and integrated social service concept, it is objectived to reach more people through the social welfare programs implemented by our branches toward the local needs.

The effective programs regarding the raising awareness of the community, increasing the capacity for struggling with the social vulnerabilities and contributing to the social development has been underlying this goal indeed.

Within this scope, the project and programs shall be developed to solve the problems that prevent the physical and mental development of individual, family and groups as well as social life and to solve the relevant problems regarding the social structure and these programs and projects shall be implemented by our branches.



OBJECTIVEGOAL3 2Identifying the social relief activities and logistic processes, implementing, developing and dissemination by the purpose of raising the social solidarity and social self sufficiency 3SUB-OBJECTIVE

By emphasizing the social solidarity concept, it is objectived to combine the vulnerable people and relevant sources, to develop the integral and systematic social relief application, to disseminate the said applications on the branches level as well as to support the current application through effective logistic management system.

When the social services activities that have been carried out by our branches by mobilizing the local resources reach to the vulnerable, the priority of the sub-objective shall be realized.


By mobilizing the solidarity and unity feelings of Turkish youth, contributing to the growing of the generations who are conscious, powerful and self sufficient

OBJECTIVEGOAL3 3In spite of the fact that the youth is the fragile in terms of vulnerability and the youth is very important to ad-vocate the Red Crescent and humanitarian values in the future, the implementation of the youth services have been defined as a strategic objective to adopt them the values and principles of the Red Crescent, to develop their physical and mental capacities and to decrease their vulnerabilities accordingly.

The strategic trend in the youth services of the Red Crescent as well as other services of the Turkish Red Crescent is to activate the system developed in the Headquarter and to disseminate the system that will be implemented in our branches in the regional scope. In the central level, the policy, strategy and standards will be developed and disseminated as well as evaluated and the activities in national level will be performed. Our branches are the fundamental units that will contact our youth directly in the direction of the developed system.

The said objective has two main components;

Defining the vulnerabilities and risks of the youth in national and local level, developing the capacity of youth to cope with the vulnerabilities, to disseminate the values and components of the Red Crescent among the young people and increasing the awareness and development level of the youth by implementing the programs towards young people.

Identifying and developing the contact points and communication methods with the youth, recruiting vol-unteers through the youth clubs, Red Crescent Clubs, Red Crescent Sibling Clubs, Red Crescent branches in schools and youth camps as well as communicating with youth regarding the activities in the direction of annual youth agenda.


Supplying the need for blood and blood components of the countryOBJECTIVEGOAL3 4

Through the project of “Safe Blood Recruitment” initiated by the Turkish Red Crescent in 2005”, the important step has been taken regarding the blood services. By this program, the Turkish Red Crescent that encourages the volunteer blood donation has been directed all national stakeholders regarding the safe blood recruitment. Ap-proximately 50% of the blood needs have been covered by the Turkish Red Crescent throughout the country.

The most important difference between the Turkish Red Crescent and other instructions who have been working in the blood sector, The Turkish Red Crescent has providing blood voluntarily. The Turkish Red Crescent, who has been taking very important role to cover the blood needs in the social level since 1957, has been developing its blood activates, its services and service quality consistently.

The aim of the Turkish Red Crescent is to cover the blood and blood components of the country by increasing the number of regular, safe and volunteer donors within the scope of quality standards.

As of 2010, the Turkish Red Crescent has been carrying out its activities with 15 regional blood centers and 62 blood donation centers in 73 provinces.



Strengthening the blood service organization and implementing the services effectively 1SUB-OBJECTIVE

This sub-objective includes the activities that aim at the restructuring of the effective decision making mechanism of the Blood Services Activity Area and providing the best service throughout the country.

The important steps of this sub-objective;

In order to cover the regional blood and blood products needs fast and safe, establishing and developing; establishment and development of the system including the procurement the medical and consumables ma-terials, storing and transferring process,

In order to carry out all kinds of blood banking activities and data processing in central level and to perform the automation activities between the Turkish Red Crescent and hospital, completing and updating the rel-evant software.



By means of 60% regular blood donation, collecting the 1.800.000 unit’s blood 2SUB-OBJECTIVE

In order to cover the country-wide blood needs, at first the awareness of blood donation must be generalized in the society. Not only should the number of blood donor’s increase, but also but also should provide the safe and regular blood donations by raising awareness of the blood donors. The Turkish Red Crescent shall develop and implement the programs by the systematic approach to gain the blood donors. The said sub-objective shall be developed in complying with this purpose and the programs, campaigns and projects will include the branches accordingly.



Providing contribution to the Blood Services that could give modern and qualified service 3SUB-OBJECTIVE

In order to provide development of the process and tools that the blood products will be produced safe and fast, all kinds of research and development activities have been taking part within the scope of this sub-objective.

The important steps within the scope of this sub-objective are as follows;

Developing and disseminating the quality approach that has been carried out in blood service activity field,

Implementing the activities which minimize the faults in the blood service and increase the quality and de-veloping and tracking the activities consistently,

Performing the activities that will contribute the literature by medical and social researches,

Following the changing expectations continuously and in this direction, developing the technology and products accordingly,

Structuring the role of the Turkish Red Crescent regarding the plasma fractioning in the direction of the strategy that will be defined by the Ministry of Health.


GOAL 4BY IMPLEMENTING AND ACTIVATING THE INCOME-GENERATING AND SUPPORTIVE ACTIVITIES COMPATIBLE WITH THE MISSION, PROVIDING SUPPORT TO THE SUSTAINABLE HUMANITARIAN ACTIVITIES OF THE TURKISH RED CRESCENT

In order to carry out its mission, the Turkish Red Crescent must manage its current resources effectively and ef-ficiently and must mobilize the power and resources of the community as well. By this way, the incomes gener-ated from the resources could be reached to the more people by means of donation and funds of the community.

One of the most important purposes of the Strategic Planning is to utilize the organizational resources efficiently. When the resources of the Turkish Red Crescent have been increasing, the number of the service could be in-creased for the people in need.

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Through the effective management of the real estates, Increasing the rate of the revenue from the real estates

OBJECTIVEGOAL4 1One of the most essential resources that provide support to carry out the humanitarian activities of the Turkish Red Crescent is the revenue generated from the running the real estate’s donated. For this reason, our real estate’s must be managed by the reduced risk and high income approach.

This objective includes that the evaluation of available real estate’s effectively, performing the each kinds of acts and process in complying with the legislation and information regarding the property as well as establishing and developing the systems that direct the property as well.

The main steps that shall be taken for effective management of the Real Estates are as follows:

Establishing the operation criterion (leasing, utilization in accordance with the Red Crescent’s purpose, built-operate-transfer etc), identifying the process about the management types, effective evaluation analysis and according to the analysis results, project production, risk analysis in the projects and defining the process about the presentation and evaluation methods along with the feasibility reports.

By establishing the short, middle and long term evaluation strategies, establishing the decision systems to-wards the procurement, purchasing and construction decisions.


Afyon Mineral Water Enterprises to reach 21% of annual market shareOBJECTIVEGOAL4 2

One of the most important areas that feed the humanitarian activities of the Turkish Red Crescent is Afyon Min-eral Water Enterprises. The enterprise that was given to the Turkish Red Crescent in 1926 by our great leader, Ataturk to gain income for the humanitarian activities has been developed in accordance with today’s require-ment.

Nowadays, Red Crescent Mineral Water Enterprise is the biggest Mineral Water Enterprise by the filling capacity of 110.000 bottles/hours not only in our country but also in the Middle East and Balkans.

In the plant that is the first modern mineral water factory of the Turkish Republic, the mineral waters have been producing for 82 years and selling throughout the country and the mineral waters have been also sold for 8 years in abroad. The income surplus has also contributed mostly to the relief funds and disaster services of the Turkish Red Crescent. In order to be able to reach to the most vulnerable people, all activities regarding the income gener-ating and efficient and effective operation of this enterprise have been handled in the scope of this sub-objective.


Covering all organizational needs of the Temporary Settlement System Production Management and performing the activities towards foreign market regarding defined production range, selling amount and profit rate objectives under the direction of 2010 feasibility activities

OBJECTIVEGOAL4 3One of the most important duties of the Turkish Red Crescent who has auxiliary role to the Government is to support the shelter services in emergency stated in the national legislation. For this reason, the Turkish Red Cres-cent had started to tent production in 1954 as Tent Manufacturing Workshop and nowadays, the Turkish Red Crescent has carrying out its services by semi-permanent housing and different kinds of tents.

The main purpose of the Settlement Systems Manufacturing Enterprise is to research the settlement tools, de-velop and manufacture them accordingly. In addition, in order to strength its availability and power of the Turkish Red Crescent, the enterprise has carrying out the marketing and selling activities. The enterprise has reconstructed with its Research and Development activities as well as Marketing and selling units in 2010 and it will identify its strategies to be available in the foreign market.

All at the activates to cover the needs of the settlement systems that are the main disaster relief materials and to increase its revenue in the foreign market have been discussed within the scope of this objective.


Increasing the service quality and providing sustainable development of our hospitals and medical centres

OBJECTIVEGOAL4 4In the direction of further development of national health system, the Turkish Red Crescent has canalized to give effective and quality service rather than the extensive services throughout the country in the diagnosis and treatment services.

As of 2010, the Turkish Red Crescent has been implementing its activates by Altıntepe, Kartal, Kadıköy, Erz-incan, Ali Mete, Niyazi Mete Medical Centers and Özel Türkiye Textile İşverenleri Sendikası (Private Turkish Textiles Employers Union) and Red Crescent, Union of Chamber and Commodity Exchanges Red Crescent Konya hospitals.

In order enable the Turkish Red Crescent to carry out its quality services in the fields of diagnosis and treatment, its current activities must be handles by a professional approach in complying with the today’s conditions and qualified management philosophy indeed.

The main steps that will be taken in this scope are as follows:

With the establishment of the Turkish Red Crescent Health Group; a group shall be formed to implement the principles, model and techniques systematically regarding the functions of planning, organization, imple-mentation, coordination and auditing.

By transforming the medical centers to the hospitals; it will be provided to give all second line health services to the patients who applied for our hospitals in the same direction with the policies of Ministry of Health and Social Security Institution.

By standardizing the software systems; the effectiveness could be provided in planning, implementation and sourcing.

By establishing the supply system and standardizing the laboratory and radiology system; it will be provided to standardize and the manage resources effectively and efficiently.

Through the in-service-training; the sense of belonging of the staff shall be increased by covering their train-ing needs, the adaptation shall be provided towards the developments and innovations as well as the quantity and qualification of the service provided by acquiring the expected efficiency from human resources shall be also obtained in this direction.


TURKISH RED CRESCENT STRATEGIC MANAGEMENT SYSTEM

The strategic management that is the indispensable necessity of the modern world is a science and art to enable the organizations to reach their goal and to objective the reviewing, preparing and implementing the multilateral decisions. The Strategic Management intends to succeed of the organization by operating all functions of the institution accordantly.

The strategic management is a process to organize the relations of the instructions with their environment and to plan, organize, implement, coordinate and control the activates to be implemented for the future direction.

The three main steps are available in the strategic management process; development of the strategies and Strate-gic Planning, Implementing, Monitoring and Evaluation. Our institution has defined the 1st Step of the Strategic Management “Development of the Strategies and Strategic Planning Step”. As from this point, the most critical subject is to handle the strategic management steps of the institution as a sustainable system, evaluate the dynamic environmental conditions and in house conditions as well as deviation reasons and to develop the Turkish Red Crescent consistently with the recovery precautions.

In complying with the capacity and needs of the institution, implementation, monitoring and evaluation of the tools are discussed as sub-objective in the strategic planning. By these said sub-objectives; the implementation and monitoring- development of the tools and formats regarding the evaluation process, dissemination activities in the institution and coordination of all relevant organizational functions shall be provided.


DEFINITIONS

Mission It is the reason of state for an institution. It is a declaration and commitment presented to its environment that legitimate the institution in the world.

VisionIt is a commitment to the components that generates the institution. Vision is a announcement to have position in the world in the future.

Strategic Goal The goals is a expression that the institution objectives to reach the results in a period of time.

Strategic ObjectiveIt is the expression as quantity and qualification of the output and results that is foreseen to reach in a defined period of time .

Sub-objectiveIt is the main step that has been defined towards the accomplishment of the objectives.

Strategic IndicatorsSome of the reference values must be determined to monitor and evaluate if the objectives have been reached or not. These reference values are called as indicator in the language of the strategic management system and that has the first degree importance and available in the Strategic plan is called as strategic indicator.

MemberMembers are the real and legal entities who adopts the principles and values of the institution, its goals, objectives and working principles and who do not have any legal barrier to become a member to the societies.

VolunteersThe volunteers are the real persons who use their information, time, qualification, experience and resources with-out looking after their benefits by their free wills in complying with the establishment purpose of a Non Govern-mental Organization and who participate in the Turkish Red Crescent activates by registering to the Branches in accordance with the volunteerism.

Red Crescent-Red Cross MovementWithout making any discrimination of occupation, religion, belief, language, race, social class or political view, it is an international humanitarian movement to protect the human life and health and to respect the human dignity as well as to alleviate the human suffering.

FederationInternational Red Cross and Red Crescent Societies (IFRC)

Organizational Development and Dissemination Program (OGYAP) It is a program that has been implemented by the Headquarter to increase the capacity for covering the local needs in the branches.

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