Strategic Plan 2018 - 2021

STRATEGIC PLAN 2018 - 2021 SRI LANKA RED CROSS SOCIETY ACKNOWLEDGEMENT The strategic plan 2018-21 of SLRCS is developed through a rigorous consultative process involved by various key stakeholders. The leaderships of SLRCS has provided their visionary guidance at the inception and have followed-up the plan throughout the process. The consultations and strategic plan development process is managed by the strategic plan development working committee under the chairmanship of Mr. S. H. Nimal Kumar - National Secretary - SLRCS under the auspices of the Organizational Development sub commitee and the central goverining board. Moreover, all other subcommittees, central governing board members, management staff, SLRCS branches and partners have contributed through their knowladge and experience with their inputs. The contributions in terms of SLRCS management in overall; the administrative and operational directions given by the Director General, Deputy Director General and the technical supports given by the technical programme focal person and managers attached to all the depatrments have to be commended for bringing out result oriented outcomes in this whole exercie. The technical expertise received from both Mr. Haritha Wedathathirige - Consultant for strategic planning process and Mr. Sujith Shiroman the Organizational Development focal person of the SLRCS were instrumental to bring about a very much context relevant plan in the overall process. The International Fedaration of the Redcross and Red cresent Societies and the International Commitee of the Red Cross at country deligations have provided enormous support in terms of encouragements, technical and funding assistance etc. At the tail end of the process, an invaluable support extended by Ms. Judith Fernando with professional language edits and English proof reading being a volunteer. STRATEGIC PLAN 2018 - 2021 3 Message from the President of SLRCS 2018 is a year which brings lot of changes to SLRCS. After electing grass root level and branch level governance committees, a new central governing board was elected in January 2018 for next 04-year period. The strategic plan development that was initiated in last quarter of 2017 was revisited by the newly appointed CGB and the subcommittees and further contributed to those drafted strategies. Thus, strategies that are appearing in this strategic plan have grater ownership to internal parties who involved in the process and valid for up coming four years. Together with the strategic plan the management information system (MIS) of SLRCS is being developed. The performance management system with its Key Performance Indicators (KPIs) are imbedded into the MIS. Hence, a user-friendly reporting and performance management tool going to be implemented at the inception of this new strategic plan and also to assess individual and collective performance of all concerned. As one SLRCS that represent the county, all our collective efforts should bring together to realize the vison of SLRCS. To ensure that our organizational strategy in this plan should be an impelling force which facilitates the implementation mechanism governed by our mission and it should be able strengthen and sustain through mobilizing all sources of resources the SLRCS and other stakeholders. I hope all our members, volunteers and staff will offer their fullest cooperation to our shared and collective vision. Jagath Abeysinghe President - SLRCS 4 | STRATEGIC PLAN 2018 - 2021 ABBREVIATIONS CGB Central Governing Board CKD Chronic Kidney Disease DG Director General DM Disaster Management FYDP Five Year Development Plan GDP Gross Domestic Production GIS Geographical Information System ICRC International Committee of Red Cross ICT Information Communication Technology ICT Information and Communication Technology ICTA Information and Communication Technology Authority IFRC International Federation of Red Cross and Red Crescent Societies INGOs International Non-Governmental Organizations MDGs Millennium Development Goals NGOs Non-Governmental Organizations NFRI Non Food Relief Items OCCA Overall Cross-Cutting Areas OD Organizational Development PNS Partner National Societies PTSD Post-Traumatic Stress Disorder SAFE Self-Assessment for Excellence SLRCS Sri Lanka Red Cross Society UN United Nations UNDP United Nations Development Programme VAT Value Added Tax WF – BRE Way forwards – Beyond Re-engineering STRATEGIC PLAN 2018 - 2021 5 Table of Contents Executive Summary 7 1. Introduction 10 2. Brief History of SLRCS 11 3. Legal status and recognition of SLRCS 13 4. Context Analysis 14 4.1 External Context 14 4.2 Internal Operational Context of SLRCS 19 5. Institutional Linkages 22 6. Strategic Framework of SLRCS: 2018-2021 25 6.1 SLRCS Vision 25 6.2 SLRCS Mission 25 6.3 Fundarmental Priciples Core Values 26 6.4 Strategic Aims and Enabling Actions 26 6.5 Implementation Strategy consisted with overall cross cutting areas 29 7. Implimentation Monitoring and Evaluation Mechanism 32 8. How our strategic plan contributes or link with other local, global plans and frameworks: 34 9. Conclusions and Way Forward 35 10. Reference Annex 01: Process followed in developing the strategic plan 2018-21 37 Annex 02: The Seven Fundamental Principles of RC/RC Movement in detailed manner 38 Annex 03: Intervention Framework with impact indicators and main activities 39 6 | STRATEGIC PLAN 2018 - 2021 Executive Summary The Sri Lanka Red Cross Society has been in operation, since 1936, for over eighty decades, in order to respond to humanitarian needs in Sri Lanka. During the last decade or so, SLRCS has mostly been involved in areas of recovery and development. Moreover, a huge focus has been placed on offering emergency response action to affected communities to help them recover, with special emphasis on community resilience. In order to be able to effectively address the humanitarian needs of vulnerable communities over the years, SLRCS felt the need to improve upon its strategic directions, to suit the contexts of current socio-political and socio-economic development scenarios faced. Accordingly, the Central Governing Board of SLRCS unanimously acknowledged the process for the development of a new strategic plan for the years 2018-2021. A lengthy consultation process was undertaken along with comprehensive technical reviews under the guidance of the Strategic Plan Development Technical Working Group (SPDTWG) appointed under the OD Subcommittee. Sri Lanka is a country with a volatile political situation, following its transition from major conflict scenarios in the past. Due to a rather difficult transition process from its conflict ridden past, the country now faces many challenges, such as its people having different views, opinions and political ideology related to diverse stakeholder groups, which makes it extremely difficult for them to come into a common agreement or understanding. However, it is important to take into account that the country’s economy grew during the period of 2010-2016, reflecting a progressive peace dividend. The present government’s attention focuses on reforms in the areas of public finance, competitiveness, governance and in the education sector. A significant improvement in Sri Lanka’s national and global statistical index has been reported, meaning that the country is making an improvement in the context of achieving its socio-economic and human development related goals. Sri Lanka’s social indicators are ranked among the highest in South Asia, and it is at a favorable level, compared to those in middle-income countries. However, despite the socio-economic development seen in the country, extreme poverty is still seen in certain geographical pockets of the country. Moreover, the country is still facing other challenges such STRATEGIC PLAN 2018 - 2021 7 as high rates of malnutrition, low rates of female labor force participation, and a rapid increase in its ageing population. Furthermore, the country is still struggling with issues related to the redistribution of income, social disparity and application of social justice, in addition to tackling undernutrition in the plantation sector, heavy traffic congestion on road networks, an increase in road accidents and decrease in human safety. Issues pertaining to gender, diversity, sexual orientation that is associated with stigma and discrimination, disability seen in children, women and elderly population, problems with mental health management (Trauma and PTDS) and prevention of communicable diseases, as well as non-communicable diseases such as CKD, Cancer, Diabetics, Hypertension are also reasons behind the challenges faced by the country in its social – economic development. The information and communication technology industry being one of the fastest growing industries in Sri Lanka has led to there being a substantial number of internet users in the country, a majority of them being the youth and young adult population of Sri Lanka. Rapid development of applications and immense technological innovations in Information and Communications Technology (ICT) has rapidly infiltrated among internet users in Sri Lanka. Due to such rapid development in the technology industry, there is an increase in the challenges faced by the economy, such as through cybercrime, and the wrong use of social networking sites such as Facebook. Although such technological advances has greatly helped in improving both the national, as well as global development perspectives of the country, improper use of these applications, mostly by

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