By Benadeta Mwaura - Reporter
Kenya, August 6, 2026 - As humanitarian organisations across Africa grapple with declining foreign aid, the Ethiopian Red Cross Society is emerging as an example of how locally driven financing and transformative leadership could redefine the future of humanitarian work on the continent.
Speaking during the African National Red Cross and Red Crescent Societies Consultative Meeting of Presidents and Secretaries-General in Nairobi, Ethiopian Red Cross National President Ato Abera Tola outlined how the organisation has gradually reduced its dependence on foreign donors while significantly expanding its reach and financial capacity.
The discussions, which focused on domestic resource mobilisation, volunteer management and financial sustainability, highlighted Ethiopia's ambitious plan to fund most of its humanitarian operations through locally generated resources.
For decades, many African humanitarian organisations have relied heavily on international donors to finance their operations. However, shrinking foreign aid budgets, changing donor priorities and increasing humanitarian crises have exposed the risks associated with overreliance on external funding.
Ethiopia has chosen a different path.
According to Ato Abera Tola, the Ethiopian Red Cross has established an ambitious target of generating approximately 80% of its resources domestically by the time the organisation marks its centenary in nine years.
"We must gradually reduce our dependence on foreign funding and strengthen local resource mobilisation mechanisms," he said during the meeting.
That transformation has already begun to yield remarkable results.
Officials revealed that local resource mobilisation efforts have grown from approximately $4 million in 2022 to $10 million today, driven by a combination of digital fundraising initiatives, membership contributions, public-private partnerships and commercial ventures.
The organisation has also embraced digital transformation by introducing digital resource mapping systems, strengthening asset management processes and expanding technology-based fundraising platforms.
According to the President, these reforms have significantly improved transparency while enhancing the organisation's ability to attract support from local communities and businesses.
One of the most striking elements of Ethiopia's strategy is its decision to invest in income-generating ventures designed to support humanitarian activities while continuing to serve communities.
‘’The Ethiopian Red Cross has established a pharmacy network that provides affordable medicines while simultaneously generating revenue for the organisation.’’ Ato Abera said
Adding that the programme has expanded dramatically over the years, increasing from 30 pharmacists to 93.
The organisation has also explored partnerships in sectors such as food production, manufacturing and other social enterprises capable of generating long-term revenue streams.
The model reflects a broader shift across Africa as humanitarian organisations increasingly seek to diversify their sources of income.
Beyond the financial reforms, the Ethiopian experience has also been presented as a lesson in organisational leadership.
Ato Abera Tola explained that the organisation deliberately shifted from traditional management structures towards a more transformative leadership model focused on long-term vision, innovation and accountability.
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‘’The organisation increased the number of active projects from 15 to 40 while simultaneously expanding its programme budget from approximately 10 million Swiss francs to 30 million Swiss francs.’’ He emphasized
As a result, the number of beneficiaries reached by the organisation has grown to nearly three million people.
The reforms were guided by several key principles, including integrity, strategic thinking, empathy, adaptability and continuous improvement.
Participants acknowledged that implementing such changes was not always easy.
Resistance to change, financial pressures and the complexities of organisational restructuring all presented significant challenges along the way.
The Ethiopian experience was presented alongside examples from other African countries, including Uganda and Guinea.
Uganda's Red Cross Society reported the successful establishment of a humanitarian fund managed by an independent board of trustees. The initiative raised approximately 10 million Swiss francs within a single year through support from corporations and private donors.
Meanwhile, representatives from Guinea highlighted alternative revenue sources, including agricultural projects, vehicle leasing services and first-aid training programmes.
Together, the experiences reflected a broader effort among African humanitarian organisations to build stronger local support systems.
The discussions also focused heavily on volunteerism, which remains the backbone of humanitarian work across the continent.
Delegates emphasised the importance of improving the welfare of volunteers while expanding opportunities for specialised volunteers with technical skills in medicine, engineering, logistics and information technology.
Participants also revisited commitments adopted during the 2025 Cairo meeting, where African societies agreed to strengthen domestic fundraising efforts through investments, membership fees, partnerships and commercial activities.
Throughout the discussions, one message remained consistent: sustainable humanitarian action will increasingly depend on local solutions.
For Ethiopia, the transformation of its Red Cross Society represents more than a financial strategy. It is an attempt to redefine how humanitarian organisations operate by ensuring that communities become active partners in solving their own challenges rather than passive recipients of assistance.
If successful, the Ethiopian model could provide a blueprint for humanitarian organisations across Africa as they seek to navigate an increasingly uncertain funding environment.