Strategic insights of how we work

Some clear areas of focus are beginning to emerge for Strategy 2030. While there is still some distance to go before the consultations are completed in mid-2019, fresh insights are representing both tensions and opportunities for the future Red Cross Red Crescent network. They emerged from the nine trends and transformations impacting the world and how the network operates.

The following topics represent the most common issues raised in the consultations so far. They will be further developed as the consultation process goes on until the Strategy is presented in early 2019.

Promoting Financial Sustainability Through Diversified Funding and Partnerships

The majority of Financing in the IFRC network of National Societies comes from Government sources to deliver services and programs. National Societies have concerns that this hinders the independence of their effort and doesn’t allow for investment in strengthening their institutions, there are also concerns that these sources are stagnating.

Reimagining Volunteering

While volunteer numbers appear to be stagnating or even declining in the Red Cross and Red Crescent, volunteerism in wider society is still hugely popular and in many instances is growing. Volunteering patterns are also changing: Globally, it is estimated that only about 30% of volunteers do so formally through institutions. Which means the majority of citizens volunteering are doing so through grassroots mechanisms, often enabled by digital technologies.

Enhancing Trust and Integrity

There is a measurable decline amongst the public in trust in institutions of most kinds: however there has been a marked decline in the trust in NGOs and the social/charitable sector. Trust in our organization influences everything from donations to partnerships, access and volunteering. Greater demands for transparency in accountability, efficiency and impact has put a strong spotlight on the work of the humanitarian/development sectors.

A digitally transformed network

As an unprecedented digital and technological revolution unfolds around us, transformative opportunities are emerging in all aspects of our work, including; the potential for data to open up new insights for our programs and communities; for technological advances to drive new approaches in volunteering, disaster response, forecasting and other program areas and; for stronger learning approaches through more dynamic and connected networks.

Future Organizational Model and Culture

Participants in the consultation have expressed concerns that the organisation can be overly bureaucratic, slow to change and not as efficient as it could be.  The fast changing world requires greater focus on foresight (being able to anticipate change) and agility. The capacity to be opportunistic and to pivot quickly will be increasingly important as the pace of change externally continues to quicken and to transform.

What's missing?

Write below in the comments what other strategic area(s) is missing. 

What actions can we begin immediately to address the challenges we are currently facing?

What future focused actions can we start to experiment with to address emerging trends that are likely to impact on us in the next 10 years?

What is the value of us taking this action?

What are the barriers that exist for us to tackle this issue?

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