Annual report

50
Annual Report 
2022

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Externally, there is growing demand from donors 
and policymakers for greater accountability and 
the IFRC is recognized as a thought leader in this 
area at global and regional levels, as evidenced 
by its co-leadership of the IASC Task Force on 
Accountability to Affected People and the Risk 
Communication and Community Engagement 
Collective Service.
In 2022, the IFRC supported dedicated initia-
tives to strengthen community engagement 
and accountability approaches in 77 National 
Societies. Initiatives spanned from strength-
ening trust in COVID-19 vaccines to supporting 
community health systems (through a 15 million 
US dollar grant from USAID BHA) and human-
itarian emergencies, while contributing to 
institutionalization of Movement Commitments 
on Community Engagement and Accountability 
within the network.
Released in 2022, the 
Community Feedback kit
has supported the IFRC and National Societies 
in setting up systematic feedback systems 
(
85 feedback mechanisms
were active as of 
December 2022). The unit also launched a pro-
cess to establish a “Community Trust Index”, a 
tool to measure how people and communities 
trust the IFRC network, and what influences trust 
in humanitarian action.
Digitalization and
Information Technology 
In virtually all countries, people increasingly rely 
on and expect a diverse range of digital services 
(e.g., through their mobile devices) to interact 
with local government, companies, and com-
munity organizations and services. This trend is 
already happening to humanitarian assistance. 
Yet, the Digital Divide remains a persistent 
and significant challenge at both national and 
local levels. 
The need for a successful and large-scale 
digital transformation is urgent. And Digitally 
Transforming the IFRC and its 192 members is 
a complex process which requires collaborative 
action and support across the membership. 
Therefore, the IFRC recently developed a Digital 
Transformation Strategy which was approved by 
the IFRC Governing Board in May 2021.
Effective digital transformation will position the 
IFRC more effectively in today’s interconnected 
world, and boost the digital and data capacities 
of National Societies.
The IFRC works to implement its digital transfor-
mation strategy, to provide digital tools, advice 
and support to Red Cross and Red Crescent 
personnel worldwide, and to encourage greater 
use of the network’s collective data. 
It also provides visionary leadership to the IFRC 
network, encouraging a culture of humanitarian 
agility and innovation, drawing on digital services, 
data-enabled decision-making, and other oppor-
tunities for digital transformation in support of 
Strategy 2030
. 
In addition, it is responsible for the development 
and implementation of business transforma-
tion, information technology and digitalization 
services throughout the IFRC, thereby support-
ing the same transformation in 192 National 
Societies, setting the vision, and drawing stake-
holders together on this digital journey.
To this end, the IFRC takes a collaborative 
cross-disciplinary and multi-organization Digital 
Accelerator approach to increase performance 
effectiveness, technical effectiveness, social 
effectiveness, and resourcing through coordi-
nated and interoperable digital and data services. 
It also champions the sustained development of 
digital capacities across the network, including 
IT foundational capacities, digital and data liter-
acy, skills development, risk management and 
change management.
In 2022, the Digital Transformation Department 
started the co-creation of the IFRC Digital 
Transformation Impact Platform with National 
Societies and technology partners. The Platform 
is a collective vehicle for change, to generate 
sustained critical mass among tech partners 
and other interested parties, and to mobilize 
financial, technical, and material resources to 
uplift the digital maturity of the 80 least digitally 
mature National Societies. The digital maturity