These priorities are based on the characteristics of a well-functioning National Society, namely: Foundation (Mission, Legal base constituency), Capacity (Leadership, Resources, and Organization), and Performance (activities, relevance and effectiveness)

To develop capacity in the administration and leadership structures by:
Developing and implementing capacity building programmes, for Secretariat staff, branches staff and leaders at all levels;
Undertaking exchange programmes with likeminded national, regional and international organizations;
Revise and implement human resources policies that will help attract, develop, empower, retain and optimally  utilize the human resources of the organization;
Implementing reward systems that are better than the average of Local NGOs;
Establish training programmes for leadership and management training for members and staff;
Establish library facilities at all branches and headquarters;

To streamline organizational structures to ensure that it is cost-effective by:
Review the organizational structure to accommodate the current service;
To ensure that operations are effective by:
Developing operating policies;
Developing businesses processes and procedures;

Benchmarking service delivery with local organizations and regional best practices;
To ensure that governance is effective by:
Developing and implementing governance policy and board  procedures that complies with principles of good corporate governance as contained as the best practice;
Developing and implementing code of ethics and conduct for volunteers and members.
To strengthen the legal aspects and processes of the NS.
Ensuring that meetings of the governing  organs at all levels are regularly held in accordance with the constitution  and that key functions of the organs such as elections, approval of policies, plans, budget and audits are carried  out.

To extend and strengthen activities of the NS in the country.
Establishing and strengthening a focal point for organizational and divisional development at the Headquarters.
Defining and implementing a comprehensive national and divisional development strategy, with emphasis on strengthening:
LEADERSHIP – governance.  RESOURCES – Human – (staff, membership and volunteers.  Financial and material resources.  ORGANISATION – Administrative and Management systems and procedures and INFORMATION AND DISSEMINATION.

Promoting and supporting decentralization of activity planning and Implementation to district levels as a way of capacity building and sustaining programmes.
Starting and promoting Red Cross Youth links and activities in and outside schools with the aim of creating a vibrant society.
Establishing networks and collaborations with other agencies (governmental and non-governmental) working in the same areas;
Massive volunteer recruitment and development
To improve leadership effectiveness at all levels.
Defining and enforcing the application of bench marks in terms of education levels, managerial skills and experiences for all leadership positions.
Broadening leadership opportunities and decision making  processes;
Conducting leadership and volunteers/members induction and training programme

To strengthen human resource capacity 
Review and implementing a comprehensive Human resources policy
Review Implementing a comprehensive volunteer/member recruitment and management policy as part of division development strategy.
To increase financial and material resources of the NS.
Establishing and strengthening a focal point at the Headquarters with the responsibility for fundraising.
To strengthen the legal aspects and processes of the NS.
Developing and implementing a sound, comprehensive and sustainable long term self-financing strategy
To regularly improve the organizational structure, administrative and management systems and procedures of the society.
Carrying out a review of the organizational structure and job evaluation.
Review and implementing standardized administrative and financial management procedures for all the NS.
Implement the user friendly software and mapping it to other department and Divisions.
Training finance management personnel at HQs and Divisional offices.
Conduct job evaluation and performance management process
Institute standard planning, monitoring, evaluation and reporting (PMER)