The Maldivian Red Crescent’s Strategic Plan 2019-2030 is its third Strategic Plan. In the past, planning cycles took place every four years. This Strategic Plan aims to set a long term direction for the organisation to consolidate its organisational mandate and identity in the Maldives. This 12 year plan includes broader objective statements that are set against the year 2030 with the intention of aligning with the Sustainable Development Goals (SDGs) Agenda. Complementing the objective statements are four year results frameworks, with the current one planned from January 2019 to December 2022. This results framework will allow for evaluating and reviewing the organisations performance regularly, and shall be updated every four years to meet the stated 2030 goals.

The planning process was commenced in July 2018 and was concluded in April 2019. The Strategic Plan 2019 – 2030 was developed by an external consultant, together with the MRC’s governance, volunteers, and staff. A Steering Committee was formed at the very beginning to provide quality assurance to the process.

Secondary sources of information for the desk review include MRC’s internal documentation, relevant national policies and plans, and global best practices relevant to areas of work of the MRC. Primary data collection included a range of interviews, focus group discussions, and workshops involving internal and external stakeholders. Consultation meetings and an event to gather sectoral experts for technical insight contributed to the building of the results framework from 2019-2022. The draft plan was reviewed by MRC’s governance and management, the Steering Committee, and was shared and discussed with key partners and experts across relevant sectors.

The final step of the strategic planning process was to get a final draft approved by the Governing Board of the MRC, after which the Strategic Plan 2019 – 2022 was officially adopted in the 10th General Assembly on April 27 2019. This MRC Strategic Plan 2019-2030 centres on the concept of resilience. It advocates a shift in thinking and practice, recognising the need for better coherence in the areas of disaster management, climate change, and development work. This approach aims to increase effectiveness of MRC’s humanitarian role and work done in Disaster Risk Management. 

This shift is also better aligned with the IFRC’s work on resilience and the emphasis on better integrated approaches for roles in Disaster Risk Reduction. This thinking is further reflected in the alignment with other key global development agendas such as the SDGs, Sendai Framework for Disaster Risk Reduction, and the Paris Agreement. To achieve national and island resilience, this plan outlines six strategic priorities for the MRC.