This report covers the period 1 January to 31 December 2013.
The Ethiopian Red Cross Society (ERCS) continues implementing its Change Plan. This plan was originally scheduled to complete by mid-2014. however it is clear that key initiatives will extend beyond this timeframe.
As we are all aware, organisational change is not linear nor is it quick in nature. Change in ERCS will take time. The Secretary general and her Board and senior management are committed to addressing the key tasks laid out in the Change plan and adjust the plan accordingly.
The Change Plan aims to address key areas of concern emanating from the OCAC process and to spearhead a longer term development process that seeks to strengthen systems and improve the quality of service delivery. As articulated in the National Society Development Framework, the ERCS Change Plan also aims to develop and diversify partnerships in the domestic sphere, and expand funding sources beyond the traditional PNS arrangement. By establishing strong nation-wide resilience and emergency response programmes as well as transforming core services such as blood donor recruitment, ambulances, First Aid and pharmacies, ERCS is committed to improving the life of vulnerable communities in Ethiopia.
The IFRC Country Office supports a diversity of programming in Ethiopia. 2013 witnessed the completion of the drought emergency programme funded by a variety of partners such as PNS, embassies, and government bodies. Long term development programmes have been predominantly supported by the Swedish RC.
The Tigray Food Security Project had remarkable successes as the Income generation loans were excellently targeted at the most vulnerable women and landless men and fostered real and likely sustained food security among the community members in the targeted areas.
Ethiopia Red Cross’ 2013 funded organisational development plan focusing on strengthening the organisational capacities of ERCS structures to ensure effective service delivery as well as working towards ERCS becoming a financially self-reliant national society. In the first 6 months of the year the national society conducted induction training for newly elected board members, conducted PMER training and carried out a PMER gap capacity assessment.
The Federation Country Representation office continued to work closely with ERCS to support coordination and capacity building efforts in 2013. This includes delivering technical assistance to support the implementation of the drought emergency appeal which ended in September, as well as support the long-term development programmes as outlined in the DOP. IFRC has continued to lead coordination efforts for Movement partners (PNS, ERCS, IFRC and ICRC) and with external partners including UN agencies, GoE, international partners and donors.