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 the younger generation has aided in establishing a continually growing gap among different generations, and has also resulted in diminishing many of Sri Lanka’s rich moral values.
On a different note, it is true that Sri Lanka is vulnerable to recurring natural disasters. Floods and landslides have greatly affected communities of people in many different parts of Sri Lanka in the recent past. The increased frequency, severity and economic impact of natural disasters implies that Sri Lanka should increase its physical resilience to reduce impact of disasters and increase its financial resilience to deal with the impact when disaster strikes.
Despite the various external challenges faced by Sri Lanka, institutional linkages and stakeholder relationships offered by SLRCS remains strong. SLRCS has a well-
8 | STRATEGIC PLAN 2018 - 2021 established island wide network of functional branches, divisions, and units with many active members and volunteers. SLRCS is able to coordinate strong response mechanisms and can afford to have surge capacities to withstand any immerging natural disaster situation during an emergency. Moreover, SLRCS currently has effective management policies, guidelines, tools, procedures, and organizational performance management systems (SAFE), together with the required storage capacities (for NFRIs). However, SLRCS should think of further strengthening its physical capacities, staff and volunteer resource management systems in order to retain them sustainably.
This strategic framework is set for a period of 04 years, spanning from 2018 to 2021. Having considered all external and internal challenges, the contextual changes proposed here would enable SLRCS to move forward strategically, with a clear idea on how to achieve its organizational goals by means of responding to the humanitarian needs of vulnerable communities throughout the island. This strategic plan provides a platform for SLRCS to base its prioritization on, in order to address the needs of vulnerable, diverse communities in need of help. This strategic framework broadly covers organizational momentum operating through main three strategic aims: i) Build resilience among vulnerable communities to cope with disasters and emergencies, ii) Reduce risks of morbidity and mortality during health emergencies and promote healthy lifestyles amongst communities and iii) Reduce stigma and discrimination in the society through improved community behaviours and increase social acceptance whilst upholding human dignity, working with different vulnerable disadvantaged groups.
Implementation of strategies are in place, with more focus placed on specific areas SLRCS should intervene. Under each strategic aim, specific objectives have been set with milestones, which can be achieved through enabling certain actions to take place. In order to operationalize the strategic plan of the SLRCS towards achieving its overall goals and milestones, the framework is equipped with an operational implementation framework, to deliver result based outcomes through various strategies, such as: organizational monitoring and evaluation mechanism of the core programs, financial plan, performance management system and indicators etc… in order to enable transparent and accountable implementation by measuring outcomes and impacts.
STRATEGIC PLAN 2018 - 2021 9 1. Introduction
Due to the coverage period of the existing plan ending in December 2017, Sri Lanka Red Cross Society (SLRCS) has decided to develop a new strategic plan for the years 2018- 21, mainly due to internal and external context being changed quite drastically over the years. The central governing board (CGB) of SLRCS has approved the development of a new strategic plan to be effective from 2018-21, following a rigorous consultative planning process. Moreover, SLRCS has been very keen on: (a) Developing, and securing a unique identity for SLRCS, as an auxiliary to government humanitarian actions: that is, different from other NGOs and INGOs, (b) Building better focussed programmes through narrowing programming areas specifically as required and (c) Strengthening organizational capacities and capabilities.
Several consultation meetings and workshops were carried out to develop the new strategic plan for 2018-2021. The technical team had large numbers of review meetings with the senior management, and Board of Governance during the process, for their guidance and directions. A comprehensive context analysis was performed to derive the strategic plan for 2018-2021. The precise process adopted in development of this strategic plan can be found in annexure 1.
The SLRCS’ strategic plan spanning from 2018-2021 consists of following sections. The first section describes the brief history and legal status of SLRCS. In next section, the external environment and internal environment, where SLRCS operations are in place, are contextually analyzed. This section is focused on political, economic, social, technological, environmental and legal perspectives in the current external environment. It is followed by analysis on institutional linkages and stakeholder relationships of SLRCS. Thereafter, the next section describes the Strategic Framework of SLRCS: from 2018-2021, followed by sections on monitoring and evaluation mechanism, financial projections for 2018-21, concluding with final comments, and the way forward.
10 | STRATEGIC PLAN 2018 - 2021 2. Brief History of SLRCS
The Sri Lanka Red Cross Society has been serving to respond to humanitarian needs of its people over the last eight decades. In the most recent past, the SLRCS has been engaged in providing rapid responses to disaster affected communities during emergencies and undertaking recovery and development interventions to recover/ restore the lives of the affected. The tragic Asian Tsunami of 2004 made unprecedented damages to lives and properties, the SLRCS was able to effectively respond to the crisis with the support and assistance of volunteers and the partners of the RC/RC movement.
Following are a glimpse of services extended by SLRCS in terms of Tsunami recovery: construction of 35,000 houses in Tsunami affected areas across the country, reconstruction, rehabilitation and refurbishment of 70 government health facilities, 26 water and sanitation projects: by providing improved water sources for 216,000 people, 20 school facility improvement projects including school building reconstructions, a Nurse Training School construction project in Ampara and many more...
Once the internal conflict, which lasted for 30 years, ended in year 2009, SLRCS engaged in resettlement and reconciliation programs targeting North and East bordering districts, as well as in other parts of the country. We were able to make these programs a success, due to the immense funding support mainly received from government of India and from RC/RC movement partners. Under this partnership, the SLRCS was able to construct 23,000 houses in North to resettle affected communities together with livelihood support, water and sanitation facilities etc… SLRCS also undertook social reconciliation program targeting 410 families being the most vulnerable. At present SLRCS is constructing 4,500 houses for estate sector workers in the hill country.
Highlights of SLRCS’s interventions in the recent past include; community resilience capacity building projects for 75 communities in 18 districts, various disaster risk reduction and capacity building interventions, community-based health and first aid projects, awareness programs on climate change adaptation, services on restoring family links, youth and volunteer development initiatives, dengue prevention campaigns, and responding to floods and droughts. The above mentioned examples are considered as being a testimony of SLRCS’s capacity, as well as its services to the community during the recent past.
The SLRCS, through its years of service, has recognized that being prepared if a certain disaster strikes, as well as knowing what to do in these situations, therefore reducing the risk, are key during humanitarian intervention of our society, during pre-disaster situations, as well as when providing services in times of emergencies and disasters. The SLRCS has confirmed its commitment towards humanitarian service and community resilience building, in order to mainly achieve the sustainable development goals (SDGs, declared by the UN), as stated in the Sendai Framework for
STRATEGIC PLAN 2018 - 2021 11 action. However, the current organizational capacity of SLRCS in disaster preparedness requires improvement, in order to meet impending disaster situations in the future.
The SLRCS embarked on a re-engineering process in 2009 for organizational restructuring, and the society was able to effectively and efficiently bring about organizational transformation. Strategic plan and FYDP 2009-13 developed in late 2008 and early 2009 paved way for the re-engineering process. The SLRCS is now at an important juncture to take forward vitally important reforms it has implemented since the launch of the re-engineering process in August 2009. In 2012, SLRCS launched an innovative concept “The Way forwards – Beyond Re-engineering” (WF - BRE) as the organization performance management system. “WF-BRE” was implemented during the period 2013 – 2015, which provided a strategic guide to take the organization to the next level, that is, becoming a self-sustainable Humanitarian Service Provider in Sri Lanka. At the end of strategic plan 2009-13, the strategic plan 2015-17 was developed by SLRCS once again through a comprehensive consultative planning process.
In 2016, the WF-BRE was transformed into Self-Assessment for Excellence (SAFE), the new form of SLRCS organization performance management system which had many improved and customized features to branch and local context. Further, through the SAFE, a performance management system was introduced for the SLRCS headquarters as well, but there had been certain lapses on the part of the implementation of this system and the system was not put into action as planned. Moreover, the key performance indicators (KPIs) of this initial SAFE system had a mis-match with key strategic indicators of strategic plan 2015-17 as revealed in the final evaluation of implementation of strategic plan 2015-17.
SLRCS commenced the strategic plan 2018-21 development process in line with current socio- economic, political trends and reorganizing the internal organizational structures and mechanisms with a strong emphasis on a clear implementation framework in terms of its operations. Another parallel process was initiated to revamp the SAFE system to align with strategic aims and indicators in the strategic plan. The new SAFE system is to be developed as a part and parcel of the management information system (MIS database) and the KPIs of new SAFE system will be derived from the key strategic indicators of this new strategic plan 2018-21 of SLRCS.
12 | STRATEGIC PLAN 2018 - 2021 3. Legal status and recognition of SLRCS
Sri Lanka, a State Party to the Geneva Conventions of 1949, together with other state parties to the Geneva Conventions has accepted the presence and role of a Red Cross/ Red Crescent (RC/RC) National Society. This is further authenticated by United Nations Resolution 55 (1) of November 1946.
Sri Lanka Red Cross Society (SLRCS) is the National Society of the Red Cross in Sri Lanka and is recognized as an auxiliary to the government in humanitarian activities with a right to act upon the fundamental principles of the Red Cross/ Red Crescent Movement.
The SLRCS was initially formed in 1936 as the Ceylon Central Council Branch of the British Red Cross Society and subsequently constituted and incorporated as the Ceylon Red Cross Society under the Royal Charter of 1951. The Ceylon Red Cross Society was re-named as Sri Lanka Red Cross Society in 1972.
The Constitutions of Sri Lanka in 1972 and 1978 have authenticated the continuity of all past operation of laws in force, prior to the constitutions to continue in force, therefore to be deemed valid for all purposes. As such, both constitutions recognized the validity of the Ceylon Red Cross Society under the Royal Charter of 1951.
Geneva Conventions Act 4 of 2006, has prohibited the use of the Emblem of the Red Cross by unauthorized parties. Only the SLRCS, has been authorized the use of the Emblem of the Red Cross, while the designation ‘Red Cross’ in terms of the Geneva Conventions Act 4 of 2006, acts as the sole National Red Cross Society on the territory of the Democratic Socialist Republic of Sri Lanka.
STRATEGIC PLAN 2018 - 2021 13 4. Context Analysis
4.1 External context
The civil conflict which dragged for over 30 years ended in 2009, and resulted in reinstating peace and harmony amongst communities in the country, especially among people living in the North and East. Due to the prevailing progressive reconciliation and development scenarios that we are witnessing today, the country is going through immensely progressive transitional changes, such as political domain of transition to democracy, social peace and co-existence. On the other hand, the transition is a progression from a corrupt and illiberal governance, to a much accountable and citizen-friendly governance in the country. Moral approach in post–war reconciliation debates; search for truth, justice, forgiveness and healing plays a crucial role in the current political context. The present government is tackling accountability issues for violations of international humanitarian and human rights laws. However, a complex coalition political environment and institutional constraints are key challenges in government policy implementation. Different views, opinions and political ideology within the coalition government has been creating a volatile political environment, in terms of coming into common agreements and understandings. It is also led to conflict of interest among the political coalition. This has exacerbated the situation of the current political environment in terms of political ideologies of the parties and groups who tend to see the problems from their different angles, political view points and agendas. This situation causes a tendency to mislead communities in society. Thus, it is a rather difficult task to work towards a common solution to ensure the wellbeing all individuals in society. Therefore, there is the need to settle for an alternative form of dialogue, focusing on peace, reconciliation and development challenges. The main critiques among the different political parties and groups in the contemporary political environment are on 20th Amendment of the constitution and political solutions for long lasting peace building process in Sri Lanka. In this political context, the country requires a strong direction on economic, social and environmental development towards achieving the sustainable development goals.
14 | STRATEGIC PLAN 2018 - 2021 Sri Lanka is facing a volatile political context at present, when considering its transition and reconciliation process. However, the growth of global economy is at a stable state, which contributes greatly in building confidence whilst on our way forward. Global growth is projected to be accelerating from a mere 2.4 percent in 2016, to 2.7 percent in 2017. It is projected that 2.9 percent of global growth would be seen between 2018 and 2019. Despite the capacity of such growth, commodity prices have continued to rise moderately in the global economy. Growth in the context of South Asia region is forecasted to have accelerated to 6.8 percent in 2017 and is predicted to accelerate further to 7.1 percent in 2018. India is expected to pick up to 6.8 percent in 2017 and accelerate up to 7.1 percent in 2018. The growth is anticipated to be accelerating in Bhutan, Pakistan, Bangladesh, Nepal and Sri Lanka over the coming years. This situation has been projected, mainly due to an expected upturn in private investment, increased energy supply and improved security and peace (World Bank, 2017).
Sri Lanka is a Lower Middle-Income country with a total population of 21.2 million people and GDP per capita of USD 3,835 in 2016. Sri Lanka’s economy grew at an average 6 percent during 2010-2016, reflecting a peace dividend. The economy of Sri Lanka has been transitioning from a previously predominantly rural-based economy towards a more urbanized economy, oriented around manufacturing and services. The present government focuses on reforms in the areas of public finance, competitiveness, governance and education sectors. The contribution of the construction sector to growth has been on the rise in recent years (World Bank, 2017). Exports still account to 60% apparel and tea (plantation) , and worker remittances remain a major source of foreign currency earnings (Asian Development Bank, 2017). The tourism industry is marked as one of the fastest growing and dynamic industries in the country with a remarkable recovery since end of the civil war in May 2009 (Fernando et al., 2017). The tourism industry can play a catalytic role in integrating other sectors, such as agriculture, transportation, retailing and manufacturing together, for economic development. However, adverse weather conditions (impact of floods and prolong droughts) in 2016 and 2017 turned the agriculture sector’s contribution to growth into a negative while impacting related industry and service sectors. In fact, inflation in the country has been rising from the second half of 2016. A combination of factors including crop losses due to adverse weather conditions, past currency depreciation and increased indirect taxes have contributed to a rise in inflation since the second half of 2016 compared to year 2015. In addition to food inflation, the rise in prices of health and education services with an increase in the VAT rate has been largely contributed to current high rate of inflation (World Bank, 2017).
Sri Lanka has significantly progressed in its socio-economic and human development aspects. Social indicators rank among the highest in South Asia and compare favorably with those in middle-income countries. In addition, Sri Lanka has comfortably achieved most of the MDG targets set for 2015 and was ranked 73rd in Human Development Index in 2015 (World Bank, 2017). Nonetheless, the labor market trends have been fluctuating during the past year. Agriculture employment keeps on falling (from 30.2 to 27.1 percent between 2013 and 2016) while boosting productivity and
STRATEGIC PLAN 2018 - 2021 15 contributing to continued declines in poverty. During this period, unemployment remained constant at a manageable 4.4 percent. In addition, participation of female labor forces stays low.
The economic growth seen in Sri Lanka has translated into shared prosperity with national poverty headcount ratio declining from 15.3 percent in 2006 and 2007 to 6.7 percent in 2012/13.However, extreme poverty has persisted in some geographical pockets: The North, East, Estate Sector and Moneragala district where equality of opportunities in terms of access to services and linkages to the labor market is weaker. On one hand, a relatively large share of the population lives a little above the extreme poverty line. In addition, moderate poverty in the country remains high, being nearly 15 percent of the population in 2012 and 2013. A quarter of the Estate sector lived on less than $3.10 a day (World Bank, 2017). However, the country is still facing other challenges such as high rates of malnutrition, low rates of female labor force participation, and a rapidly aging population. Furthermore, the country faces challenges in terms of issues related to the redistribution of income, social disparity and social justice. In addition, tackling malnutrition on Sri Lanka’s plantations, traffic congestions on road networks, road accidents and road safety, issues of gender inequality, discrimination and sexual orientations, disability with children, women and elderly population, mental health (Trauma and PTSD) and prevention of non-communicable diseases such as CKD, Cancer, Diabetics, Hypertension are other challenges behind the lack of social – economic development of the country at present.
On the other hand, the rapid advancement in technology has been an enormous influence on any society. Information and communications Technology (ICT) is an increasingly powerful tool for participating in global markets, promoting political accountability, improving the delivery of basic services and enhancing local development opportunities. Telecommunication is one of the fastest growing technological sectors in Sri Lanka. There are a substantial number of internet users in the population. The majority of internet-users are youths and young adults. New development application and technological innovations in Information and Communications Technology (ICT) rapidly infiltrated among the users in Sri Lanka. Furthermore, Geographical information system (GIS) and remote sensing applications (RS) have gone through a substantial development, with regards to its use in disaster preparedness, mapping and database applications for operational planning, quick and effective decision making, and rapid response. In addition, the development of applications on social media influences the organizational and business context for the people of Sri Lanka and its impacts on youth engagement. However, there is a rapidly evolving challenge, such as cybercrime and the unlawful engagement of youth, through facebook and other social media platforms, that has come along with the new development in ICT. Hence, the national ICT policy initiatives of ICTA should be a key consideration when moving forward, towards E-governance.
Besides ICT development, positive policy level movements could be observed on
16 | STRATEGIC PLAN 2018 - 2021 green technological applications taken onboard by the government. However, there are still gaps in the application of green management to the public, private and other organizations, which leads to a low ecological footprint towards addressing sustainability, thus, minimizing the impact of climate change and negative consequences of natural disasters and environmental degradation. Impacts of climate change are threatening over every conceivable level; global, regional, national and local, and this calls for multi-level action. The level of vulnerability for risk of disaster has been increased globally over the past period. In global response to this situation, Sendai framework for Disasters Risk Reduction for the years 2015-2030 was developed by UNISDR.
Sri Lanka, a tropical country, is highly vulnerable to adverse impacts of climate change. Consequences of climate change such as temperature rise, rainfall variability and sea level rise are critically affecting almost all economic sectors of the country. Emerging evidence from various sources suggest that climate change could alter natural systems connected to water cycle, eco systems and bio-diversity of the country (Eriyagama et al., 2010; Marambe et al., 2012; ME, 2012; Weerahewa et al., 2012). This could lead to the decline of various ecosystem services that are indispensable for the welfare of human population. Impacts of climate change appear to have significant repercussions on health of citizens and human settlements of the country too (ME, 2010 b and c). Occurrences of natural disasters due to extreme weather conditions such as prolonged droughts, flash floods and landslides deprive lives and livelihoods of people.
Sri Lanka is vulnerable to recurring natural disasters with a significant economic, fiscal and social impact. Sri Lanka underwent two severe weather events in 2016: floods and landslides in the spring of 2016 and a severe drought in the fall of 2016. The floods and landslides largely affected more urban areas. The most severely affected were Colombo and Gampaha districts, which are less poor than the national average. However, their high population density makes these districts the home to majority of the poor and as well as the bottom 40 percent of the poor community. The population affected in these two districts was 302,874, which is more than 50 percent of the total population affected by the floods. The 2016-2017 droughts, which followed the floods, was one of the worst in Sri Lanka, and caused around 227,000 households to become insecure of food in the affected areas. It is expected that the deterioration of the food security status will continue until the harvest in March 2018. For example, the May 2016 floods and landslides had a total estimated impact of a loss of LKR 100 billion. The damage was mainly to the private sector (housing, industry and commerce) and the public-sector damage was mainly in infrastructure and the transport sector. Furthermore, floods and landslides in late May 2017 have affected districts in the South-West, affecting more than half a million people and causing 213 deaths and the disappearance of 77 people. This disaster destroyed over 3000 houses and partially damaged more than 20,000 houses (World Bank, 2017). The increased frequency, severity and economic impact of natural disasters means that Sri Lanka should increase its physical resilience to reduce impact of disasters and increase its financial resilience to deal with the impact when disaster strikes.
STRATEGIC PLAN 2018 - 2021 17 A relatively small group of health conditions is responsible for a large part of the disease burden in Sri Lanka; non-communicable diseases (NCDs). Current evidence indicates that the impact of five types of NCDs (i.e. cardiovascular diseases, cancers, diabetes, chronic respiratory diseases and mental disorders) are alarming. According to WHO noncommunicable diseases (NCDs) cause more than three quarters of all deaths and nearly 1 in 5 people die prematurely from a NCD. This is fuelled by tobacco use, unhealthy diet, harmful use of alcohol and physical inactivity. NCDs are a leading threat to health and development. Yet, these diseases are preventable. By eliminating shared risk factors such as tobacco use, unhealthy diet, physical inactivity and the harmful use of alcohol, almost 80% of heart diseases, stroke and type 2 diabetes and over a third of all cancers could be prevented. In addition, improved disease management can reduce morbidity, disability and death and contribute to better health outcomes. Overall, proven cost-effective strategies do exist to prevent and control this growing burden.
A major demographic transition is taking place in Sri Lanka, the number of older people is increasing considerably. Decreasing fertility rates and increasing longevity will lead to the continued ageing of Sri Lankan population. This demographic change confronts with complex challenges and raises questions concerning the active role of older people within the social system, their participation in society, their quality of life, well-being, their autonomy, as well as the inter-dependence and communication between generations. Being old is one reason for increased risk of poor health, social and economic uncertainty, social isolation and limited access to affordable, high- quality health and social services.
In addition, legal reforms support the implementation of good governance with related policy changes in Sri Lanka. In a landmark improvement of transparency and governance, the Government passed the Right to Information Act in 2016. Furthermore, a proposed Audit Bill will provide for greater administrative and financial independence. The present government’s decision on drafting a comprehensive Public Finance Act will provide clarity on roles and responsibilities in the management of public assets and improve budget credibility for the country to move forward. These, legal reforms provide a platform address corruption issues with improvement of
18 | STRATEGIC PLAN 2018 - 2021 transparency and governance in the country. In conclusion, the external context at present reflects a mixed volatile environment which is the same operational context in which the SLRCS should operate. Perhaps, this could be changed over time. However, the comprehensive consideration of these critical issues and reviews is crucial to formulate sound strategic directions for SLRCS.
4.2 Internal Operational Context of SLRCS
Sri Lanka Red Cross Society (SLRCS) is a reputed humanitarian organization, its headquarters located in Colombo with the island wide network of functional 25 branches which are currently dedicated to each district with a diverse active membership of around 240,000 and 6,500 volunteers. Apart from branches in each district there are divisions and grassroot level unit structures in function further down the line under the constituency of the branches. Under the policy directives of SLRCS and the statutory mandated bodies (CGB and Branches), humanitarian operations of the SLRCS are managed and implemented through the staff available with headquarters and branches. In addition to this, those divisions and units are at functional state through volunteers up to the grassroot level. There are well trained and reasonably experienced staff and volunteers dedicated towards the operation of SLRCS under designated projects and programs. We consider them the back bone and the key assets of SLRCS available at all times to deliver our humanitarian mandates and undertakings. The strong affiliation with the international components of RC/RC movement and its partners has greatly influenced SLRCS to gain global recognition for its services and has created an identity for SLRCS, that being an auxiliary to the government of Sri Lanka. Moreover, SLRCS also has a strong brand name as the recognized National Society as per Geneva convention mandates and under the principle of unity. Nevertheless, the positive image for SLRCS among the donors and public as a leading humanitarian organization has laid a solid foundation for the organization to carry out day-to-day humanitarian work. Besides the above-mentioned strengths and capacities, with years of exposure in the field, SLRCS maintains a good relationship with its diverse stakeholder groups. The SLRCS is equipped with strong response mechanisms within its operational framework, in case of an emergency.
In an organizational perspective, SLRCS is fairly equipped with effective organizational policies, guidelines, procedures, performance management system (SAFE) etc… together with other tools, mechanisms and manuals to steer the organization towards achieving result-oriented goals and outcomes in all humanitarian endeavors, to give relief and mitigate sufferings of the vulnerable. However, with the onset of any form of impending/ emerging adverse situations beyond our capacities, the SLRCS must further strengthen its surge capacities, its staff and volunteer management structures, to retain any operations that may go above threshold sustainably.
Capacity enhancement is not adequate in some branches, and a limited number of staff cannot cope up with necessary obligations. In addition, there are some lapses on
STRATEGIC PLAN 2018 - 2021 19 the part of the management system to improve its quality of work, improve the use of human resources that may be lying idle, make improvements to policies, guidelines and tools of finance and logistics management etc… and in certain instances improve its approach in service delivery especially during times of an emergency attack. The resource mobilization capacity and policy level guidance for resource generation is not at its peak, which is much visible at the headquarters, especially in its support service delivery. Lack of proper fund management/allocations policies and principles in place, may lead to issues pertaining to transparency and accountability. Considerably, different branches are comparatively at various statuses, in terms of income generation aspects, and they, therefore, sustain themselves with branch led programs, without the support of the SLRCS headquarters, even in a scenario of a zero-project funding situation. The branches are now encouraged to give back funding support to headquarters to secure and sustain the national structure during its passage of transition to transforming the organization to another level. However the success story of SLRCS is being evident in terms of resource mobilization, the current legal status of SLRCS has created legal barriers towards the income generation, both at headquarters and branches, which is an area of preference to be addressed immediately. Policy/ guideline implementation, monitoring towards adherence to policies and maintaining quality standards of services remain as challenges to address in core service programs and in support services as well.
Technical caliber of key programmatic focal positions in headquarters must be upgraded as per internal human resources capacity analysis. Moreover, the team spirt needed for integrated programming among department/ units and inter sectoral coordination are the pivotal factors that needs to be addressed to achieve organizational structural excellence.
In addition, there is a huge competition among many, in the external environment for limited resources and humanitarian space to precede with humanitarian actions in the current context. For example, ambulance services, elderly care, first aid training and services are highly competitive. Amongst the diminished donor support towards Sri Lanka and increased number of local actors operating in country, the SLRCS must operate in a tough and competitive environment where capitalizing on competitive
20 | STRATEGIC PLAN 2018 - 2021 advantages have become a must for achieving success. For example, public and private media play a role on influencing humanitarian actions and programs. Many external organizations have been adapting cash-based incentive systems to enhance their organizational performance, even though there is a lack of such a system with SLRCS. However, SLRCS has a unique identity on its First Aid services, disaster response and recovery interventions and that could be capitalized in entering partnerships and collaborating with competitors to minimize affecting SLRCS humanitarian intervention.
Although it is quite challenging, there are good opportunities which have highly potential to be capitalized by SLRCS. The current political environment is favorable for organizational operations in humanitarian actions. SLRCS was established by the Royal Charter during the British period. Hence, there is an opportunity for SLRCS to upgrade its legal status through advocating the government to pass the SLRCS Act. In addition, training and development opportunities for the staff and volunteers are continuously available at International RC/RC movements. These opportunities should be taped by SLRCS to further strengthen the capacity of staff and volunteers in humanitarian actions and emergency responses. Moreover, there is an opportunity for SLRCS to mobilize local resources through its branch network. A nationally recognized First Aid curriculum of SLRCS can be promoted among the stakeholders and community for humanitarian response. Furthermore, well trained and established preparedness and surge capacity to response in emergencies/ disaster can be used as the strength of SLRCS for its positioning among public.
STRATEGIC PLAN 2018 - 2021 21 5. Institutional Linkages
Institutional linkages and stakeholder relationships of SLRCS remain strong. At both national and district level, the organizations relationship with the government is very good. Ministry of Health, public health authorities, blood bank and grass root level health officials (MOH, DMO) do engage with SLRCS in various public health promo- tions. However, this relationship with the ministry must be further emphasized, since it is a continuous process and the government authorities must recognize the man- dated auxiliary role of SLRCS. At present, most government authorities and officials are not aware of the auxiliary role that SLRCS plays as the RC/RC national society of Sri Lanka as per the Geneva conventions ratified and accepted by Government of Sri Lanka on 06th September 1952. In addition, SLRCS has been recognized by Disaster Management Centre (DMC) in its disaster management national road map as a key player in assisting the government in its national disaster management plan, espe- cially in disaster response, preparedness and risk reduction initiatives. Nevertheless, the SLRCS has taken some initiatives with Ministry of Environment and Natural Re- sources to promote adaptive mitigation measures on climate change, leaving space to incorporate more into the country’s action plan.
Besides, SLRCS has paved a path for partnerships in joint humanitarian interventions with some UN agencies, INGOs and local NGOs. The partnership between SLRCS with UNDP and UNICEF; small and medium grant program, is evident by the climate change adaptation measures, water catchment area protection, water and sanitation, Nutrition projects implemented with the above mentioned organizations, respectively in the recent past. Moreover, OXFAM Australia, Plan International, Rhythm Foundation have partnered with SLRCS in several water and sanitation, livelihood development and disaster risk reduction projects. The support received from Government of India for Northern housing construction projects for returnee families after the civil war (23,000 house in North) and ongoing estate housing construction project in hill country (4,500 houses) are some of SLRCS’s great achievements.
The family empowerment, water & sanitation projects implemented with Corporate Social Responsibility (CSR) support of John Keels (Pvt) Ltd, health camps conducted for recent flood affected communities with ZHONTIAN CONSTRUCTION GROUP (Chinese Company), Hiru TV, ITN and Derana TV are several successful collaborations of SLRCS for its endeavors. Moreover, several branches also have successful in implementing CSR projects. For example, school safety program conducted by the Gampaha branch, in collaboration with Toyota Lanka is an example of a branch level successful program. However, within this highly competitive environment, there are plenty of opportunities to build partnerships with private sector organizations in the current context. Careful selection is a must within a sound partnership strategy.
On the other hand, cooperation among Red Cross movement partners (IFRC, ICRC and other Partner National Societies - PNSs) could be considered as an additional strengthening factor for SLRCS, because, whilst enhancing transparency,
22 | STRATEGIC PLAN 2018 - 2021 accountability and capacity building supports can be received from the movement partners. The roles of Red Cross/Red Crescent movement partners and an analysis of current partnership status is mentioned below with the idea to have an improved relationship towards the implementation of this strategic plan.
The Federation (IFRC) assist national societies for disaster response, recovery and reconstruction to assist victims of disasters, and combines this with development work to strengthen the capacities of its member National Societies. In exercising its roles and responsibilities, IFRC has a network of country offices, country cluster officers, zonal offices and the main secretariat in Geneva. The Federation is the overall mandated regulatory body of all national societies operating all over the globe, therefore, it must closely supervise and support the national society’s statutory and operational technical functions. Besides, it needs to modify the enhancements of its approach, and grant its support towards the technical and other support service functions of the national society (SLRCS), in fulfilling its obligation in terms of providing membership services in a more systematical and coherent manner in the direction of organization development and capacity building initiatives.
Furthermore, in terms of the Federation roles and functions in its monitoring and evaluation aspects, it has to devise clear tools and mechanisms to monitor the adherence of global and national level policies and related matters, legal base, management/operational technical aspects as well as overall accountability obligations of the society at large, both at governance and management level. Therefore, internal analysis of the SLRCS look for the federation’s enhanced role to consolidate its position at country level by strengthening its presence, having established its solid structure/ human resources in a more productive and cost-efficient manner to maximize its technical support service towards SLRCS. The Federation national structure in Sri Lanka was strengthened in order to seek its support to lobby in joint hand with the SLRCS in its efforts of fundraising/ resource mobilization and capacity building etc…,by strengthening coordination amongst partner national societies and external donor institutions to extract opportunities and support for humanitarian needs.
The International Committee of the Red Cross (ICRC) began working in Sri Lanka in 1989, providing humanitarian assistance to people affected by the uprising of the
STRATEGIC PLAN 2018 - 2021 23 Janatha Vimukthi Peramuna and the armed conflict between the government and the Liberation Tigers of Tamil Eelam. Today, the ICRC focuses on addressing the remaining humanitarian needs of the population affected by the past conflicts, notably in the field of Missing and Detention. Moreover, the ICRC promotes and strengthens knowledge of international humanitarian law among armed forces, the authorities, civil society, academic circles and trained armed forces to apply international legal standards in search, arrest and detention procedures. It also works closely with the Ministry of Health and the domestic forensic community to ensure that the remains of victims of conflict/violence and disasters are handled with dignity and are professionally managed. Currently, ICRC Sri Lanka Delegation works closely with the SLRCS and provides its support in the realization of its work, such as in restoring family links, dissemination/promotion of the universal humanitarian principles, first aid, emergency preparedness and response capacity building of SLRCS including first aid and the integration of the Safer Access Framework.
During Tsunami operations there were 23 partner national societies (PNSs) assisting SLRCS’s operations, and all of those have left the country after completing their projects. Currently, several PNSs such as: the Chinese Red Cross, Singapore Red Cross, Qatar Red Crescent, Kuwait Red Crescent, German Embassy, Chinese Embassy are having bilateral projects with SLRCS to serve affected communities during the recent floods. However, SLRCS has enormous potential to strengthen ties with other PNSs who assisted SLRCS during the Tsunami for future operation through promotion of partnership principles. Furthermore, SLRCS has recognized that strong partnerships at international, national and local levels are vital to acquire thorough understanding of the situations where successful delivery of humanitarian assistance is required.
24 | STRATEGIC PLAN 2018 - 2021 6. Strategic Framework of SLRCS: 2018-2021
The strategic plan 2018-2021 provides strategic direction for SLRCS to deliberately move forward with clear guidance to achieve organizational goals through addressing needs of communities. Also, the plan will guide the society to address challenges revealed with analysis of the external environment and contextual changes within the next four years through its strong enabling actions. Furthermore, the plan provides a platform to prioritize and address prevalent local needs and vulnerabilities of diverse communities, to create safe living, and to help them reconcile, bringing harmony and peaceful co-existence among the different communities. Thus, this plan is brought forward with the intention to contribute to the socio - political and economic transformation in Sri Lanka as stated within the core values and mandate of SLRCS. 6.1 SLRCS Vision
“Communities vulnerable to risks and hazards are resilient and treated with respect and dignity”
6.2 SLRCS Mission “Enhance volunteer actions, maximize capacities and mobilize resources to build community resilience and create a safer environment for those exposed to disas- ters, emergencies and social exclusions”
Moreover, the leaders of SLRCS has decided to work towards the following: a) Developing and securing a unique identity for SLRCS as an auxiliary to government humanitarian actions: different from other NGOs, INGOs, b) Better focussed programmes through narrowing down program areas with c) Strengthened organizational capacities aligned with development strategies. Accordingly, the overall organizational development strategy explained below has been carefully focused on the criteria stated above.
STRATEGIC PLAN 2018 - 2021 25 6.3 Fundamental Principles and Core Values
There are seven fundamental principles and six core values in the RC/RC movement which are recognized as a movement within all three components (IFRC, ICRC, PNSs). The aforesaid fundamental principles: Humanity, Impartiality, Neutrality, Independence, Voluntary service, Unity and Universality can be found in much detail within annexure 02.
The core values of the Federation and the national societies are given below:
People: We build the capacities of people and communities to work in solidarity, in order to find sustainable solutions for their most pressing needs and vulnerabilities.
Integrity: We work in accordance with our Fundamental Principles in a transparent and accountable manner.
Partnership: As members of the International Red Cross and Red Crescent Movement, guided by its statutes, we cooperate with governments, and with other organizations in line with the Fundamental Principles, without compromising our emblems and the independence, impartiality and neutrality that they represent.
Diversity: We respect the diversity of the communities we work with and of our volunteers, members and staff, based on non-discrimination and our principles of impartiality, unity and universality.
Leadership: We show leadership and strive for excellence in our work, drawing attention to the rights, needs and vulnerabilities of communities and the factors that underline them.
Innovation: We draw inspiration from our shared history and tradition, but are equally committed to finding creative, sustainable solutions to problems that threaten human well-being and dignity in a changing world. (Source: Strategy 2020)
6.4 Strategic Aims and Enabling Actions
These strategic aims focus on the overwhelming and continuity of the mandate of the SLRCS as a leading organization responding to humanitarian needs in Sri Lanka. Hence, a three principle strategic aim has been formulated with a view to build resilient communities against risks and vulnerabilities, in order to have an effective response to public health emergencies, reducing stigma and discrimination in the civil society. These strategic aims hope to reduce and prevent the underlying causes of vulnerabilities in communities. Hence, aligning with each strategic aim, enabling actions are identified to facilitate response actions and address capacity building/ institutional development to realize positive changes in the community at large. These enabling actions are more focused on enhancing program delivery capacities in the areas of disaster management, healthcare and social inclusion etc…
26 | STRATEGIC PLAN 2018 - 2021 6.4.1 Strategic Aim1:
“Build resilience among vulnerable communities to cope with disasters and emergencies”
Indicator: SA1
Targeted communities are strengthened in all seven resilience characters to cope up disasters and emergencies
Enabling actions for Strategic Aim1: 1. Review/Update SLRCS DM policy in line with National DM policy, plan and design program framework focusing on designated interventional areas. 2. Build capacities of SLRCS staff, volunteers, other actors working for di- sasters and communities on disaster management with special empha- sis on climate change adaptations (CCA). 3. Maintain updated disaster information/data with having close counter- part relationship with the governmental and non-governmental stake- holders and network with grassroot level structures. 4. Advocating on our global position in disasters, securing SLRCS’s role in the national DM plan.
This strategic aim and enabling actions are focused on disaster management aspects to build preparedness and response capacity, by strengthening its organizational structure, developing various working tools and training material, building competencies of staff and volunteers and acquiring adequate infrastructure facilities and equipment for a fast and efficient response for natural and manmade disasters. It is also focused on promoting an early recovery, mitigation activities on Disaster Risk Reduction, making people aware and taking actions on Climate Change Adaptation.
6.4.2 Strategic Aim 2:
Reduce risks of morbidity and mortality during health emergencies and promote healthy lifestyles amongst communities.
Indicator: SA2 Morbidity and mortality rates during emergencies are reduced compare to pre- vious incidents Healthy life style has become and essential component in social life of individu- als in the society
Enabling actions for Strategic Aim 2 1. Review/update health policy in line with National health policy, plan and design program framework focusing on prioritized interventional
STRATEGIC PLAN 2018 - 2021 27 areas based on SLRCS policy. 2. Build capacities of staff, volunteers and community health workers, and deploy them upon request of the health authorities during emer- gencies in line with SLRCS policy 3. Endeavour to raise funds to offer technical support and make available health related need-based infrastructure facilities to communities and health institutions wherever possible
Strategic aim 2 and enabling actions focused on health and care aspects. The SLRCS takes the health and care aspects into consideration, when considering changes in the demographic, environmental and epidemiological transition of the country. First Aid, Psychological First Aid and Community-Based First Aid and Health (CBHFA) programs will remain as higher priority areas for the health program within SLRCS. Occupational health promotion is also a priority area for future actions within SLRCS. In addition, areas such as prevention and control of non-communicable diseases, promotion of healthy life style and care of the elderly are the other key interventional areas. In addition to outbreak preparedness, responding to vector-borne diseases such as Dengue call for priority actions.
6.4.3 Strategic Aim 3:
Reduce stigma and discrimination in the society through improved community behaviors and increase social acceptance whilst upholding human dignity, working with different vulnerable disadvantaged groups.
Indicator: SA1
The society has less dishonor discrimination and demonstrate features of happiness in all dealings
Enabling actions for Strategic Aim 3 1. Develop SLRCS policy on social inclusion with a greater focus on gender and diversity, differently able (disability), children, youth, elderly in line with National policies, as well as to suit the cultural, traditional and social context. 2. Consolidation of institutional knowledge, skills and expertise to build capacities of staff and volunteers to promote actions in social inclusion wherever gaps exist.
Social integration stands for achieving a “society for all” in which every individual, each with rights and responsibilities, has an active role to play. The SLRCS focus on providing an equal opportunity for all, irrespective of race, sex, class, age, ethnicity, caste, cultural background, political affiliation or religious belief. It promotes social inclusion through all activities and services in its mandatory context, and promotes behavioral skills to communicate, mediate and diffuse tensions in a peaceful manner. Hence, strategic aim three (03) of this plan strives for equality at all levels in our
28 | STRATEGIC PLAN 2018 - 2021 organization and in all our work, ensuring that there is no gender-based or other discrimination in the allocation of resources and benefits, nor in participation and access to services and decision-making roles.
6.5 Implementation Strategy consisted with Overall cross cutting areas
It is important to consider, that the cross cutting overall enabling actions are determinants, and pivotal factors to roll out each strategic aim to correspond with the respective enabling actions. Therefore, implementation strategies are primarily required to address these overall cross cutting enabling actions which has an influential effect throughout the organization. Thus, the organization development and capacity building program portfolio has immerged to address organizational capacity requirements, institutional issues and organizational system improvements within SLRCS to deliver aforesaid strategic aims, to realize the SLRCS vision.
The overall objective of organization development and capacity building is that, the SLRCS has developed its capacities and systems to realize its vision of “Communities vulnerable to risks and hazards are resilient and treated with respect and dignity” which reflect through SLRCS NHQ and other branch program actions.
Indicator: for overall cross cutting strategic aims (12 areas)
SLRCS has obtained at least silver level certification OCAC and BOCA Certification process undertaken by IFRC
To facilitate the achievement of the above objective, SLRCS has identified twelve strategies under four thematic sectors. They are; institutional development, human resource development, financial resource management and coordination, in an effective and efficient execution of services at operational and ground level. Moreover, the twelve organizational and capacity building strategies are articulated referring to organizational analysis and identified strengths, weaknesses, opportunities and threats for SLRCS. The Overall Cross-Cutting Enabling areas for successful implementation of the SLRCS core programs are: 1. Strengthen and reinforce the legal base of the SLRCS through strong
STRATEGIC PLAN 2018 - 2021 29 advocacy and collective action. 2. Strict adherence to governing constitution, rules of procedures, policies and management tools. 3. Implement with stronger emphasis “youth by-law”, and rules of proce- dures developed, in order to revamp youth programs as per the SLRCS updated youth policy. 4. Accordingly, the next four year youth actions at SLRCS will be focused on; (a) environmental conservation with special attention on mangrove cultivation, safe waste disposal and initiatives for green energy, (b) so- cial inclusion programs for people of the north, east and south where peer educators of YABC system and humanitarian values promotion program tools will be the main program delivery means, (c) addressing community development needs, identified at local level by mobilizing youth capacities and raising funds by youths at grass root level. 5. Put in place core HR/ management structure of the SLRCS to suit to the strategic plan and improve HR tools and mechanisms. 6. Strengthen independence of financial reporting and define the clear role of finance department in terms of accountability to both DG and to CGB/through Finance Commission. 7. Review/Develop policies, monitoring and accountability framework with a strong emphasis on program policy audits (for compliance) to strengthen coherence between the management and subcommittees/ commissions/CGB. 8. Develop and strengthen resource mobilization/ resource pooling/ re- source allocation policies, strategies, operational mechanism and relat- ed framework of actions. 9. Develop and strengthen management guides, tools and mechanisms to reinforce overall (program and financial) transparency and account- ability aspects. 10. Stronger emphasis on periodical performance reviews/appraisals at both organizational (SAFE) and individual level on the implementation of the strategic plan and annual plans both at national and branch lev- el. 11. Revamp and strengthen SLRCS communication and image building, to advocate and create awareness of SLRCS actions, promote volunteer- ism, safer access and resource mobilization. 12. Introduce prudent systems, tools and mechanisms to strengthen vol- unteer recruitment and retention.
30 | STRATEGIC PLAN 2018 - 2021 The above mentioned twelve implementation strategies are considered as overall cross-cutting areas (OCCA), which are the focus areas for organization development and capacity building initiatives of SLRCS for the upcoming four-year period. However, it is prudent to reach the objectives of the above implementation strategies within the first two-year period in a systemic manner as that will provide enough time to achieve the set indicators of the respective strategic aims with those enhanced organizational capacities. Therefore, rolling out the above 12 implementation strategies will have to be done through annual operational plans with the projected financial plans both at national and branch level. Moreover, the operational plans should be included the short term, medium term and long-term objectives for 2018-21 period.
STRATEGIC PLAN 2018 - 2021 31 7. Implementation, Monitoring and Evaluation Mechanism
The strategic plan for 2018-21 will be implemented through four annual operational plans that will be developed for 2018, 2019, 2020 and 2021. The overall targets within strategic aims will be split into 4 annual operational plans coupled with progressive actions to be reflected in those plans. In this regard, all branches, headquarter departments/ units, special projects (both core and non-core areas) are supposed to be submitted through annual operational plans within the given time frame and the headquarters has to arrange the consolidated national annual operational plans and budgets covering specific projects, support service recovery (SSR) and the general.
The consolidated annual budget of SLRCS, annual budget for departments/ units/ special projects and branches should be available with clear indications on hard pledges and funding gap for program operations for each year annual plan. Moreover, it is the responsibility of headquarters, each department/ unit/ special projects and branches to come-up with budget proposals to meet the funding gap in their budgets (if there is any funding gap) and all parties must develop respective resource mobilization plans in a coordinated manner, to take proactive measures to raise funds through diversified resource mobilization actions within the resource mobilization framework and guidance introduced by SLRCS headquarters. To facilitate the resource mobilization efforts of SLRCS, a special planning and resource mobilization unit will be established under the supervision of Director General, and will be monitored under the auspices of the Organization Development subcommittee and Finance Commission of the SLRCS, accountable to the CGB.
The implementation of annual operational plans of all levels (headquarter departments, special projects, branches) will be regularly monitored through SLRCS organization performance management system, which is known as Self-Assessment for Excellence (SAFE). To ensure that strategic aims in this strategic plan 2018-21 are implemented through the annual operational plans, all levels must be guided in each year to align and focus action plans to the strategic aims that is split into the four-year period. Moreover, the upgraded SAFE system of SLRCS is developed as a management information system (MIS) with key performance indicators (KPI) assigned for each headquarter department/ unit/ special project and branch, along with key milestones set for each year to monitor their progress against the relevant indicators throughout the year. The performance of all the levels will be assessed against the customized and approved criteria set for KPIs. All headquarter departments, units, special projects and branches must report to SAFE KPI indicators within given timeframes, and results of their performance assessments will be released by SAFE MIS of SLRCS. In addition, staff annual individual performance review process run by HR department is embedded into the SAFE system, thus both team performance and individual performance will be assessed against objectives. Staff and volunteers, training and development plans, appreciation actions and if possible, rewarding initiatives will be implemented based on these SAFE outcomes.
32 | STRATEGIC PLAN 2018 - 2021 To achieve the set strategic objectives, there must be certain capacities within staff, volunteers, governance members (improved HR capacity) and upgraded system support and policy/ guideline etc… The enabling actions in the strategic plan and relevant actions in the annual operation plans must be fulfilled by identifying the essential capacity gaps of SLRCS. The right sizing is an important element that must be undertaken in order to implement the strategic plan under the overall implementation framework. In that process, the ideal HR structure for SLRCS needs to be identified in a scenario of zero external funding, as well as in a situation of enhanced HR structures with external funding supports. Furthermore, the other important elements in an overall implementation framework are; the policies, technical tools and mechanisms, administrative and financial guides, performance management systems and processes, disciplinary proceedings, code of conduct, monitoring and evaluation tools and mechanism etc…which need to be improved, aligned or mainstreamed to suit the implementation of the strategic plan for 2018- 21. All of the prerequisites above, need to be developed or improved, which would make the strategic plan development process acknowledged by the CGB successful.
The implementation of this 2018-21 strategic plan through annual operational schemes will be evaluated with annual evaluations carried out by internal resource person from SLRCS HQ, by using the MIS. Nevertheless, an end term evaluation will be conducted through deploying an external professional body appointed by CGB with the recommendation of the relevant subcommittee/ commission. In this evaluation process, the partner representatives have to be part of the evaluation with their technical inputs. SLRCS welcome technical inputs and involvement of IFRC, ICRC and other key partners in this end term evaluation exercise. This end term evaluation report of the implementation of 2018-21 strategic plan will be submitted to the next general assembly of SLRCS for the understanding of its membership.
STRATEGIC PLAN 2018 - 2021 33 8. How our strategic plan contributes or link with other local, global plans and frameworks:
Our strategic vision is focused on vulnerable communities, as to how we as the national society together with all stakeholders build their resilience capacities to cope with disasters and emergencies. Strategic aim 01 in our strategic plan is concentrated on disaster risk reduction, response, recovery aspects and resilience capacity building of communities as a theme. Strategic aim 02, in our plan, on the other hand, covers health related resilience of communities during health emergencies and modifications of healthy life styles thematically. Strategic aim 03 elaborates our strategy towards social inclusion and promotion of humanitarian values.
The enabling actions that come under each strategic aim and organizational strategies of all cross-cutting areas contribute towards capacity development, that is required in operationalizing towards the respective strategic aims and ultimately to realize the vision. Thus, our strategic vision and associated strategic aims contribute to the collective efforts of the vision and strategic aims of below mentioned national and global agendas, strategic frameworks and strategic plans: (1) Strategic Plan for Health Sector Disaster/ Emergency Preparedness 2015 of Sri Lanka of Ministry of Health (2) Sri Lanka Comprehensive Disaster Management Program (SLCDMP) of Ministry of Disaster Management, Sri Lanka, (3) Strategy 2020 of IFRC and (4) Sendai Framework for Disaster Risk Reduction (SFDRR). In addition, strategies in our plan comprehend relevant Sustainable Development Goals (SDGs) for the 2030 Sustainable Development Agenda of the United Nations.
For instance, our actions in the plan link with following SDGs: (1) Goal No.01; No poverty, (2) Goal No. 02; Zero hunger, (3) Goal No. 3; Good health and well-being, (4) Goal No.05; Gender equity, (5) Goal No.06; Clean water and sanitation, (6) Goal No.10; Reduced inequalities, (7) Goal No. 11; Sustainable cities and communities and (8) Goal No. 13; Climate action.
Therefore, the progress that we make and our achievements against the strategic aims of our strategic plan contributes to all national and global agendas and milestones.
34 | STRATEGIC PLAN 2018 - 2021
9. Conclusions and Way Forward
The comprehensive consultative process was executed to develop this strategic plan for 2018 -2021. An extensive analysis of the external environment in terms of political, economic, social, technological, environmental and legal perspectives, provided key challenges and opportunities in achieving the goals of SLRCS. The strategic framework of this plan has been more focused on these challenges and opportunities through three strategic aims and their enabling actions on building resilient communities towards risk and vulnerability, effective response for public health emergencies and reducing stigma and discrimination within societies. However, cross cutting areas for the organizational development process is imperative to address, when achieving strategic aims through execution of enabling actions. Hence, implementation strategies are required to carry out all cross-cutting issues, in order to move forward for efficient and effective service delivery of the SLRCS. In this circumstance, a monitoring and evaluation mechanism of the core program, financial plan and an organizational performance management system should be in place for sound implementation, measuring the outcomes and impacts, in order to achieve the goals of this strategic plan. Thus, simultaneous actions based on monitoring and evaluation, finance management and performance management are necessary, together with implementation strategies to execute strategic aims and enabling actions successfully.
STRATEGIC PLAN 2018 - 2021 35 10. Reference
Asian Development Bank, (2017). Country Partnership Strategy: Sri Lanka, 2018–2022 -Transition to Upper Middle-Income Country Status.
Eriyagama, N., V. Smakhtin., L. Chandrapala and K. Fernando (2010) Impacts of climate change on water resources and agriculture in Sri Lanka: a review and preliminary vulnerability mapping. Colombo, Sri Lanka: International Water Management Institute: 51pp. (IWMI Research Report 135). [doi:10.5337/2010.211]
Fernando, S., Bandara, J. S., & Smith, C. (2017). Tourism in Sri Lanka. In M. C. Hall & S. J. Page (Eds.), The Routledge Handbook of Tourism in Asia (pp. 251-264). Abingdon, Oxon, UK: Routledge.
Jayadeva Uyangoda,(2016). Post-War Reconciliation in Sri Lanka: Complexities and Possibilities. International Conference on Peace, Reconciliation & Development Challenges, Faculty of Humanities and Socail science, University of Ruhuna, Matara, Sri Lanka.
Marambe, B., G. Pushpakumara and P. Silva (2012) Biodiversity and Argo-biodiversity in Sri Lanka: A case in Village Tank Systems. In: S-I Nakano, T. Yahara, and T. Nakashizuka (eds) Biodiversity Observation Network in the Asia-Pacific Region: Towards Further Development of Monitoring. Springer, Japan. pp 403-430
ME (2010 a) Sector Vulnerability Profile: Agriculture and Fisheries. Ministry of Environment, Colombo, Sri Lanka.
ME (2010 b) Sector Vulnerability Profile: Urban Development, Human Settlements and Infrastructure. Ministry of Environment, Colombo, Sri Lanka
ME (2012). The National Climate Change Policy of Sri Lanka. Ministry of Environment, Colombo, Sri Lanka.
Online source: Retrieved from http://www.sachdevajk.in/2016/12/19/pestel-analysis- of-srilanka/
Strategic Plan 2014-2017, (2014). Sri Lanka Red Cross Society. Colombo, Sri Lanka.
Weerahewa, J., Pushpakumara, G., Silva, P., Daulagala, C., Punyawardena, R., Premalal, S.,Miah, G., Roy, J., Jana, S. and Marambe, B. (2012): Are Homegarden Ecosystems Resilient to Climate Change? An Analysis of the adaptation strategies of homegardeners in Sri Lanka. APN Science Bulletin 2: 22-27
World Bank, (2017). Sri Lanka Development Update. Retrieved from http://www. worldbank.org/en/country/srilanka
36 | STRATEGIC PLAN 2018 - 2021 Annexure 1
Process followed in developing the strategic plan 2018-21: 1. OD sub-committee meeting held on 6th May 2017 appoints Strategic Plan Development Working Committee (SPDWC); 2. First meeting of SPDWC meeting on 30 June appoints a task-force to seek feedback on SLRCS Strategic Plan 2015-2017; 3. Questionnaire developed by task-force and feedback from branches and HQ departments secured between August and September; 4. SLRCS recruits an OD Programme officer and an external Consultant is hired by SLRCS to support the process; 5. 1st Consultation meeting with selected branches and HQ departments on 25th September 2017; 6. Outcomes presented at the BEO meeting in September; 7. SPDWC meeting with Chairpersons of all SLRCS sub committees on 11th December 2017; 8. 2nd Consultation meeting for HQ and all branches 15-16 December; 9. Draft Aims and Strategies shared with delegates at the General Assem- bly in January 2018; 10. Further consultations with SPDWC and program teams to develop indi- cators and come-up with final version 11. Referd the final draft version of the strategic plan to the OD sub comit- tee and sought recomendation with their inputs 12. The central goverinig board approved the draft strategic plan on 19th August 2018. and given its clearance for printing and distribution.
STRATEGIC PLAN 2018 - 2021 37 Annexure 2:
The Seven Fundamental Principles of RC/RC Movement in detailed manner:
Humanity
The International Red Cross and Red Crescent Movement, 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 and to ensure respect for the human being. It promotes mutual understanding, friendship, cooperation and lasting peace amongst all people.
Impartiality
It makes no discrimination as to nationality, race, religious beliefs, class or political opinions. It endeavors 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 enjoy the confidence of all, the Movement may not take sides in hostilities or engage in controversies of a political, racial, religious or ideological nature.
Independence
The Movement is independent. The National Societies, while auxiliaries in the humanitarian services of their governments and subject to the laws of their respective countries, must always maintain their autonomy so that they may be able at all times to act in accordance with the principles of the Movement.
Voluntary Service
It is a voluntary relief movement not prompted in any manner by desire for gain.
Unity
There can be only one Red Cross or Red Crescent Society in any one country. It must be open to all. It must carry on its humanitarian work throughout its territory.
Universality
The International Red Cross and Red Crescent Movement, in which all societies have equal status and share equal responsibilities and duties in helping each other, is worldwide.
38 | STRATEGIC PLAN 2018 - 2021 Annexure 3: Intervention Framework with impact indicators and main activities
SLRCS Strategic Plan 2018-21: Strategy Framework
VISION Communities vulnerable to risks and hazards are resilient and treated with respect and dignity
MISSION Enhance volunteer actions, maximize capacities and mobilize resources to build community resilience and create a safer environment for those exposed to disasters, emergencies and social exclusions
STRATEGIC AIMS & ENABLING ACTIONS for SAs
SA1: Build resilience among SA2: Reduce risks of morbidity and SA3: Reduce stigma and discrimina- vulnerable communities to cope with mortality during health emergencies tion in the society through improved disasters and emergencies and promote healthy lifestyles community behaviors and increase Enabling actions for SA1 (DM) amongst communities social acceptance whilst upholding Enabling actions for SA2 (Health): human dignity, working with 1. Review/Update SLRCS DM policy in different vulnerable disadvantaged line with National DM policy, plan 1. Review/update health policy in line groups and design program framework with National health policy, plan focusing on designated interven- and design program framework Enabling actions for SA 3 (Social tional areas focusing on prioritized interven- Inclusion): 2. Build capacities of SLRCS staff, tional areas based on SLRCS policy. 1. Develop SLRCS policy on social volunteers, other actors working 2. Build capacities of staff, volunteers inclusion with the focus on gender for disasters and communities on and community health workers, and diversity, disability, children, disaster management with special and deploy them upon request of youth, elderly in line with National emphasis on climate change the health authorities during policies and to suit to cultural, adaptations (CCA) emergencies in line with SLRCS traditional and social context. 3. Maintain updated disaster policy 2. Consolidation of institutional information/data with having close 3. Endeavour to raise funds to offer knowledge, skills and expertise to counterpart relationship with the technical support and make build capacities of staff and governmental and non-govern- available health related need based volunteers whilst ensuring their mental stakeholders and network infrastructure facilities to safety and security to promote with grassroot level structures communities and health institu- actions in social inclusion wherever gaps exist. 4. Advocating on our global position tions where ever possible in disasters, securing SLRCS’s role in the national DM plan
OVERALL CROSS CUTTING ENABLING STRATEGIES: In order to SLRCS develop its capacities and systems to realize its vision 12. Introduce prudent systems, tools and mechanisms to strengthen volunteer recruitment and retention 11. Revamp and strengthen SLRCS communication and image building to advocate and create awareness on SLRCS actions, promote volunteerism, safer access and resource mobilization 10. Stronger emphasis on periodical performance reviews/appraisals at both organizational (SAFE) and individual level on the implementation of the strategic plan and annual plans 9. Develop and strengthen management guides, tools and mechanisms to reinforce overall (program and nancial) transparency and accountability aspects 8. Develop and strengthen resource mobilization/ resource pooling/ resource allocation policies, strategies, operation mechanism and related framework of actions 7. Review/Develop policies, monitoring and accountability framework with strong emphasis on program policy audits (for compli- ance) to strengthen the coherence between the management and subcommittees/ commissions/CGB 6. Strengthen independence of nancial reporting and de ne the clear role of nance department in terms of accountability to both DG and to CGB/through Finance Commission 5. Put in place core HR/ management structure of the SLRCS to suit to the strategic plan and improve HR tools and mechanisms 4. Revamp SLRCS youth program with actions focused on a) environmental conservation, b) social inclusion and c) community development 3. Implement with stronger emphasis the youth By-Law and rules of procedures and redevelop SLRCS youth system 2. Strict adherence to governing constitution, rules of procedures, policies and management tools 1. Strengthen and reinforce the legal base of the SLRCS through strong advocacy and collective action NOTES
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