Strategy 2030

A Platform for Change

Here is the final draft of the Strategy 2030, approved by the Governing Board and sent for the General Assembly 2019

Strategy 2030 stands for

Strategy 2030 proposes an urgent shift of leadership and decision making to the most local level – placing communities at the very centre of change. It prioritizes thinking beyond the borders of the Red Cross and Red Crescent and engagement with many partners and actors to support positive change throughout the world.

Continue reading

Thought pieces from around the network

Latest pieces

IF EVERYONE IS MOVING FORWARD TOGETHER, THEN SUCCESS TAKES CARE OF ITSELF

 

A quiet revolution is happening in how partner Red Cross and Red Crescent societies are collaborating.  It is not happening everywhere, not everyone is on board and there continue to be bumps in the road.  But it is involving ever more National Societies (NS) and millions of CHF.

Is this the first “National Manager for Climate Change” in a National Society?

 

Shirley Blackshaw is a leader at the Costa Rican Red Cross who is orchestrating efforts to counter climate change. The IFRC innovation and futures team had an exclusive interview with Shirley, who outlined her experiences as a leader and the activities she carries out as the National Manager for Climate Change for her National Society.

100 ideas from youth competition

From the 6th – 9th of September

As the IFRC celebrates its 100 years, we look back at 100 years of service and, at the same time look into the future where Strategy 2030 envisages a network that embraces young people as idea generators, innovators and mobilisers for humanitarian causes. The IFRC is organizing the 100 Ideas Challenge to celebrate the new ideas of the coming century and the role of young people in driving social change. We are asking young people to submit their ideas for innovative projects that could make a difference in their community and world.

HOW THE FRENCH RED CROSS IS TRANSFORMING ITSELF TO BE MORE FIT FOR FUTURE CHALLENGES

By Grégoire Ducret, Director of Strategy and Innovation, French Red Cross

Our transformation starts with adopting an agile culture of organization, to be able to act “anywhere and anytime”, strengthening the positive social impact of the French Red Cross. This requires building a strong common culture and ensuring workplace well-being, giving the means to each volunteer and employee to adapt to change, to give a contemporary meaning to the mission and to the historical values ​​of the association, to promote cooperation and to allow everyone to learn and engage.

Most popular pieces

MONEY MATTERS: DELIVERING CASH TO PEOPLE IN CRISIS

By David Peppiatt, Director of Humanitarian Cash, British Red Cross

Much has been said about cash aid (I use this as a far from perfect shorthand for delivering cash and voucher assistance). Is it really a game changer for the humanitarian system or just hype? Will humanitarian aid in 2030 be marked by a shift away from delivery of relief in-kind to digital transfers of money?

Climate change and small island states

By Ms. Fine TU’ITUPOU ARNOLD, Secretary General of Cook Islands Red Cross Society

As someone born, raised, educated and living in small island developing states (SIDS) in the Pacific, I am very familiar with the challenges we face.  We are collections of tiny countries, far from anywhere – the islands that make up our countries are often, themselves, strung out over vast distances.

RETHINKING THE FUTURE OF VOLUNTEERING?

By Shaun Hazeldine, IFRC 

Volunteering is not only critical to the organisational model, affording a direct and intimate link with communities all over the world and enabling social, development and humanitarian action on a scale that would be impossible otherwise, but volunteering itself can, if managed well, deliver enormous benefits for individuals, of social inclusion, building self-confidence, skills and promoting social engagement enabling a more active, enlightened and compassionate citizenry.