National Societies need to have a stronger role in setting its own priorities and in being involved in the decision-making about operations in its territory. This translates to National Societies having clear strategies and plans in place that articulate their priorities, choose where and how they need support, and they have a seat at the table for decision making in terms of resource allocation and investments. This aims to ensure that decisions and actions are led by National Societies in their own spaces, and by the people and communities they have at the centre of their organisation.

The broader RCRC network will experiment with greater coordination and coalition mechanisms to reduce bureaucracy, streamlining reporting and administration, and multiple competing pressures imposed on local organisations.

National Societies and the global network will seek to transform themselves to be more anticipatory and adjust to the rapid and significant changes occurring throughout the world. They will focus on building more foresight and agility in their systems and more investment into innovation. To achieve this requires dismantling rigid bureaucracies, overt hierarchies, vertical programming, control and competition.

It will involve more inclusive decision-making – recognizing the crucial contributions of volunteers, staff and communities to generate ideas and drive change It requires us to become more accessible and to better integrate different viewpoints and experiences.

National Societies will also value the role that organisational culture plays in promoting these changes, by demonstrating visionary leadership that inspires all, encourages creativity, is relational and prioritises adaptive capacity. Leadership that fosters safe, inclusive cultures.