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In a governance reset, this 112-year-old organisation moved from a large and unwieldy member-based board to a smaller, skills-based model.
Planning for a structured, comprehensive change at the Red Cross started when the need for a new approach was recognised in 2019, building on initial reforms implemented in 2010. Then-president, Ross Pinney said while the Red Cross was effective in delivering local services, there was “significant room for improvement, via a fit-for-purpose governance model to unlock the organisation’s capacity to respond at greater scale to disasters and maximise its impact in the community”.
Traditionally grounded in its federated model, half the members of the board were unilaterally appointed by each state and territory. There were three elected positions and only three roles could be leveraged by the board to manage its collective skills and experience.
The organisation’s deep roots in the community meant the change process needed thoughtful care. By firstly recognising the scale of the transition in governance might cause unease among stakeholders, the leadership showed it would move at a pace that ensured transparency and inclusion.
To begin the process, Red Cross undertook consultation with its governance members. An experienced board recruitment house also assisted with reaching people outside the immediate Red Cross network, which provided strong support in attracting a competitive shortlist.
After extensive interviews and benchmarking of other governance models across Australian member-based organisations and other Red Cross National Societies, the new structure began on 1 July 2025.
Fit for purpose
To attract a strong board, the Red Cross recognised the need to transform both its underlying operations and historical governance framework. Reforming the governance of the organisation was no small task. It included moving from a board of 16 to a skills-based board of eight to 10 people, appointed in an open, competitive process.
Former Australian Sex Discrimination Commissioner Kate Jenkins AO GAICD was elected president, the restructured governance splitting this traditional role from the chair. This created a dedicated ambassadorial and ceremonial leader elected by the National Council. The role includes public speaking engagements and relationship building.
“Nothing surpasses the opportunity to champion the work of this remarkable organisation out in the community and to witness the commitment that drives our compassionate Australian Red Cross employees, volunteers and members in service of humanity,” says Jenkins.
Four board roles are reserved for anyone who meets the skills and experience requirements, and has been a member for at least 12 months. This is to ensure the board continues to have a strong understanding of the membership. The governance structure was also updated so board members could no longer sit on the National Council, in order to prevent any conflict.
Claire Rogers FAICD joined the board as a director in July 2025 and was appointed chair five months later.
Other new directors included Mike Ferraro, a former Alumina CEO; Chris Kwong, who had worked at Red Cross in roles including executive adviser to the CEO; Andrea Sutton GAICD, who serves on corporate and government boards; Kul Kargil, REA Group chief customer and commercial officer; and Louise McCosker, who had worked for 20 years with the International Red Cross and Red Crescent Movement. The staggered leadership transition over a five-month period enabled smooth succession and the continuity of organisational knowledge. The new board brings depth and breadth of experience, and a clear strategic lens to their work, says former CEO Andrew Colvin AO APM.
Keys to governance reform success
→ Sponsorship from the top: It was essential to have clear alignment from the board on the need for a fit-for-purpose governance model.
→ Issues-led approach: Governance reform is inherently complex. A structured, issues-led process kept everything focused, enabling clearer discussion and better decision making.
→ Resist early drafting: Formal drafts can create confusion if introduced before a consensus is reached on the issues.
→ Engagement takes time: Reform at this scale required broad and meaningful consultation. Ensuring space for open debate improved the quality of decisions and built the support needed for approval.
→ Rigorous independent selection process: An experienced board recruiter assisted with reaching people outside the immediate Red Cross network – which facilitated strong support in attracting a highly competitive shortlist for recruitment.
→ Bespoke governance materials: Avoiding precedent documents ensured drafts reflected the agreed principles, which streamlined approvals, strengthening organisational ownership.
→ Staggered transition arrangements: Transition was carefully designed to ensure smooth leadership succession and continuity of organisational knowledge.
Steady process, steady progress
Under the new leadership, the board “has already reinforced the direction and ambition of Australian Red Cross for increased humanitarian impact across Australia and internationally”, says Colvin.
Rogers adds that the board’s focus is “firmly grounded in setting strategy” to guide Australian Red Cross, including its Lifeblood plasma and blood donation division.
What comes next?
In the future, leadership positions will be filled through an open, advertised and competitive recruitment process. Roles will be defined by skills and experience, rather than representation. The comprehensive review of Red Cross governance arrangements has built a contemporary structure that aligns the Australian organisation with the requirements of the International Red Cross and the Red Crescent Movement. At a time of increasing and changing humanitarian needs, Red Cross hopes this updated governance structure will help it to be more agile and resilient.
For other boards undergoing radical change, there are lessons to learn from the path Red Cross took.
“Reform at this scale requires broad and meaningful consultation,” says Rogers. “Ensuring space for open debate improved the quality of decisions and built the support needed for approval. This strategy is strong and focused on our organisational strengths.”
“I’m proud of what we’ve begun together and confident in the organisation’s future,” says Colvin.
This article first appeared as ‘The board reborn: Australian Red Cross’ in the Aug/Sep 2026 Issue of Company Director Magazine.
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