Annual report

38
Annual Report 
2022

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Additionally, the unit has been actively involved 
with the Climate Centre/Climate team in their 
youth action plan on climate and with the 
mental health team/Psychosocial Support 
Centre in the development of the youth mental 
health manifesto. The unit provides technical 
support to National Societies, regional offices, 
and country delegations in implementing the 
education framework. 
Externally, the IFRC engages in partnerships 
with various organizations and initiatives. This 
includes collaboration with the African Union 
Youth Envoy, the Big 6, the Commonwealth 
Secretariat for the Commonwealth Alliance on 
Quality Youth Leadership, the UN Foundation for 
the Unlock the Future Coalition, the International 
Association of Volunteer Efforts, and partici-
pation in the Global Education Cluster. These 
external partnerships enable IFRC representa-
tion at events like the Commonwealth Heads of 
Government Meeting and the UN’s Transforming 
Education Summit, among others.
In 2022, a new Volunteer policy was endorsed 
at the General Assembly. This involved extensive 
consultation with National Societies to gather 
input and feedback. Externally, the IFRC took part 
in the YABC football project in collaboration with 
the Qatar World Cup 2022 organizers. Coaching 
was provided to 16 international trainers who, 
trained 186 youth as YABC and F4D (Football 
for Development) facilitators. These facilitators 
accompanied 1,252 children, adolescents, and 
young adults. Through the implementation of 
72 community-based Micro-Projects, more than 
22,000 people were directly reached across the 
four countries involved. 
Coordination and Knowledge Development
Careful management of three National Society 
development funds, which are aimed at fuelling 
the transformations of National Societies; ensur-
ing that knowledge drives the development of 
National Societies and improve organizational 
performance, and providing coordination is 
essential.
Two of the Funds are Movement mechanisms 
jointly managed by IFRC and ICRC (National 
Society Investment Fund and the Empress 
Shôken Fund). The third (Capacity Building Fund) 
is managed by IFRC. These are demand-driven 
funds which provide resources in the form of 
grants to National Societies, based on priorities 
identified by them. 
The funds work in complementarity, each offering 
a dedicated value proposition. The CBF is open 
to all National Societies at any time and provides 
smaller injections promoting National Society 
transformation in a phasal approach. The NSIA 
is open only to National Societies operating in 
fragile settings and provides much larger and 
longer-term investments for sustainable devel-
opment. The Empress Shôken Fund supports 
innovation in National Societies. The work is 
done in very close collaboration with headquar-
ters and country-level partners and applicant 
National Societies of both organizations (where 
applicable). 
The IFRC’s re-engineered Capacity Building Fund 
disbursed 4.8 million Swiss francs between 
August 2021-December 2022 to support 
addressing the needs of 93 National Societies 
through different types of funding assistance. 
By December 2022, 23 National Societies had 
successfully completed their initiatives, and 
reported on their achievements. 
The National Society Investment Alliance (NSIA) 
launched its fourth round of applications in May 
2022, with 24 applications received (nine accel-
erators and 16 bridges). In September 2022, the 
NSIA steering committee approved a total of 20 
projects (six accelerators and 14 bridges), worth 
5.4 million Swiss francs. (For more information 
on IFRC funds and how they help National 
Societies, please see Funds section.)
The IFRC created a Knowledge Hub to develop 
the strategic framework for institutional learn-
ing and knowledge management that underpin 
transformational processes for National 
Societies, anchored in 
Strategy 2030
and the 
Agenda for Renewal. It also designs systems and 
tools to support learning activities, to consolidate 
learning (from operational and development