Dramatic shifts in power in Afghanistan and Myanmar in 2021 put the Asia Pacific region at the forefront of humanitarian attention.
Since then, crises in Europe, Africa and the Middle East have moved Asia Pacific from the spotlight. Still, any humanitarian involved in the region will have their work cut out in 2024. Here are some of the top issues we’ll be focusing on in IFRC.
Maycol Alonso Morales Pita, National Executive from Costa Rican Red Cross, reflects on how ‘human talent’, the digital transformation, and mental health of staff and volunteers became key themes for the National Society’s capacity for innovation and resilience.
Liana Ghukasyan focuses on three IFRC priorities that have changed the way humanitarian assistance is delivered and will be instrumental in shaping the humanitarian future.
The humanitarian and private sectors may appear to be at opposite ends of the spectrum, but closer collaboration could yield solutions to the world’s biggest problems. I believe it’s possible to move toward a shared ownership approach, whereby both the private sector and humanitarian partners align their objectives, including financial returns.
The global picture is quite grim – pandemic, protracted conflicts, impacts of climate crisis, growing inequalities and polarisation, increases in gender-based violence and drastic worsening of mental health. In addition, the crisis in Ukraine has brought another layer of uncertainty, complexity and heart-breaking human suffering with global implications.
Being fit for the future. As we are entering the new year, we are excited to present some of their thinking on the areas that we need to focus on in 2022 if we are going to be able to handle the high levels of uncertainty.
Inspiring and mobilising volunteerism – is one of the transformations in the IFRC Strategy 2030, which we have together committed to achieve in the coming years. But what does this actually entail, and where do we begin?
Mrs Terez Curry, the President of the Bahamas Red Cross, shares her thoughts about the pivotal role of transformational leadership for the Red Cross Red Crescent National Societies around the world.
The GCBC team are joined by Mike Adamson, CEO of the British Red Cross. Mike discusses the charity’s role in responding to Covid, how he’s planning to manage a significant deficit in BRC’s income over the coming years, and what the pandemic has revealed about volunteering. Good Charity, Bad Charity is presented by Keith Davis, Camilla McGibbon and David Prest. It is produced by Dan Hardoon at…
The COVID-19 pandemic and its indirect economic impacts provide an X-ray of our strengths and our vulnerability to shocks. Strong community structures, good public health policies, and comprehensive social protection are paying off like never before. While humanitarians are called upon everywhere to support the response, the need is especially acute in places where those systems are weaker. By responding to those humanitarian needs, humanitarians are gaining a first-hand insight into where regular systems lack the capacity to cope with today’s compound risks.
We are used to intervening in very vertical emergencies, which usually affect a specific territory, a certain number of people or specific groups. This crisis, however, affects the whole territory, the entire population and particularly the vulnerable groups we serve.
We are used to supporting people during disasters – whether conflict, floods, fires or earthquakes – but an unprecedented crisis like Covid-19 creates a whole host of new and untested challenges. How do you decide how best to respond and deploy your resources when an emergency is at such scale, and the needs so complex, compared to any emergency you’ve dealt with before?