Services
Every engagement follows the same workflow, and every engagement is led by the National Society.
Work starts only after a request or formal consent, and the National Society leads the work in its own country. The National Society sets the objectives, co-designs the plan and approves recommendations through its leadership and board.
Advisers coach rather than execute. Every adviser works with a named counterpart inside the National Society who shadows the work, and implementation stays with the National Society. That is a constraint on how fast an engagement can move, and it is deliberate: work delivered to a National Society leaves when the adviser does.
Support proceeds only where the National Society has requested it or given formal endorsement. The National Society sets the objectives, co-designs the plan and approves the recommendations. The Centre's advisers coach; implementation stays with the National Society.
02/The engagement workflow
You describe the problem. No service codes needed.
20 minutesThe Centre assesses eligibility, risk and priority against demand.
A named lead runs the work with your staff shadowing every adviser.
Varies by serviceOutputs get peer reviewed against IFRS, ISA and COSO.
Built into deliveryYou get a close-out report and the engagement feeds network KPIs.
At closeA concept note, a risk assessment across security, fiduciary, operational and reputational risk, and validation that the National Society's leadership is committed.
An evidence-based diagnostic, with independent external validation where donor confidence is critical, producing a report and a plan of action approved by the National Society's leadership.
Scope, timeline, finances, governance and reporting, signed by all parties. No adviser travels before it is signed.
A named project lead, counterpart staff shadowing every adviser, and weekly progress updates to the National Society. Outputs are peer reviewed before they reach the National Society, not after.
A close-out report, a satisfaction survey, a case study where the National Society agrees to one, lessons captured for the network, and follow-up until the indicators stay green.
Quality assurance
That is the structural difference between the Centre and a single consultant.
Work is assessed against IFRS, ISA and COSO, the internal control framework most auditors test against, rather than against the Centre's own house view. Where a National Society reports under a national framework, the assessment states both.
Every engagement opens with a risk assessment across security, fiduciary, operational and reputational risk. It is part of the pre-engagement assessment, not an afterthought.
Outputs are reviewed by a specialist who did not produce them, before they reach the National Society. Review costs delivery time and is funded from core contributions, which is why it survives when a schedule slips.
The Centre works alongside IFRC regional structures, ICRC and in-country network partners rather than around them.
Where another actor is already there, the Centre coordinates rather than duplicates. Sometimes that means the Centre does not take the work.
