Annual report

Annual Overview 
| About the IFRC 
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work) and identify trends that contribute to 
organizational decision-making processes. 
For the knowledge portfolio, the foundations 
and strategic framework were designed in 2022. 
Learning stemming from the operations of the 
three National Society development funding 
mechanisms was consolidated, analysed which 
will become instrumental in the National Society 
peer-to-peer learning processes. 
The IFRC Innovation team’s Limitless programme 
engaged 1,000 young people across 72 coun-
tries who received training, funding, coaching 
and mentoring to design and implement inno-
vative approaches to addressing the impacts 
of COVID-19 in their communities. More than 
300,000 community members were reached 
through these initiatives, and videos of their pro-
jects have been viewed more than 250,000 times. 
Disasters, Climate and Crises 
Operations coordination 
Operations coordination supports the IFRC net-
work with the development and maintenance 
of the local to global IFRC disaster management 
system, to ensure speedy, high quality, coherent 
and well-coordinated operations. Through this 
work, the IFRC ensures operational and pro-
grammatical quality and accountability through 
leadership and knowledge sharing across 
relevant technical areas (in support of National 
Societies, regional office and delegation roles for 
management of operations and programmes); 
global representation and policy positioning. 
The IFRC takes a continuum approach to 
operations and programmes that facilitates 
coordination and support, and strengthens 
community preparedness, response, recovery, 
and resilience across all strategic priorities in 
the plan and budget 2021–2025. This includes 
provision of quality assurance of operations, sup-
porting National Society capacity development, 
and global level networking in close coordination 
with other functions across the IFRC and with 
external partners.
Throughout 2022, direct coordination and 
support were provided to IFRC Regional Offices 
to strengthen operations coordination and 
management, as well as the development of 
clear guidelines for launching new operations. 
This included overall operational coordination, 
support and improvement to the timeliness and 
quality of Emergency Appeals and DREFs, with 
a focus on a clear strategy to operationalize the 
proposed response and ensure that National 
Societies will have a positive impact on the peo-
ple in need of support. 
A focus on operational Movement coordination 
allowed for smooth strategic relations and oper-
ational coordination between the IFRC, National 
Societies and the International Committee of the 
Red Cross in the spirit of Movement principles 
and joint initiatives agreed between the different 
Movement components, such as Strengthening 
Movement Cooperation and Coordination. The 
team also supervises the coordination of Red 
Cross and Red Crescent Reference Centres 
worldwide. 
The IFRC also hosts several projects under its 
legal status in Geneva, including the Global 
Road Safety Partnership, the Risk-Informed 
Early Action Partnership (REAP) and the Steering 
Committee for Humanitarian Response. 
National Societies were provided with strategic 
direction and guidance to support their prepar-
edness, response policies, strategies, and plans; 
to engage in risk analysis and planning, assess-
ments, and to strengthen their operational 
capacity to manage disasters and crises, while 
ensuring coordination at all levels and effective 
operational support functions. 
The IFRC worked throughout 2022 to keep track 
of the overall ambition of National Society pre-
paredness and response capacity, that enables 
National Societies to fulfil their auxiliary role, by 
strengthening local preparedness and response 
capacities, to ensure timely and effective 
humanitarian assistance to prevent and alleviate 
human suffering. Guidance was also provided to 
facilitate the operationalization of preparedness 
and response capacity, specifically through 
the Preparedness for Effective Response 
(PER) approach.