Strategy 2020 DELIVERING IN THE LAST MILE

Canadian Red Cross International Operations 2016 - 2020

Canadian Red Cross | Strategy 2020 1 OUR FUNDAMENTAL PRINCIPLES

HUMANITY

IMPARTIALITY

NEUTRALITY

INDEPENDENCE VOLUNTARY SERVICE UNITY

UNIVERSALITY

2 Thank You

Many people make the international programs of the Canadian Red Cross possible.

It is important to recognize the dedication of our International Operations staff in and around the world, our sister National Societies, academic institutions, and other organizations that help us meet critical needs.

In particular, we appreciate the consistent financial support from the Canadian public, the Government of Canada, and other levels of government in Canada. Their support is vital to our international crisis response and recovery efforts, and long-term development program outcomes.

Canadian Red Cross | Strategy 2020 “IMPROVING MATERNAL, NEWBORN AND CHILD HEALTH” KOULIKORO AND SIKASSO, MALI (2012-2015) A PARTNERSHIP BETWEEN THE CANADIAN RED CROSS AND FUNDED BY THE GOVERNMENT OF CANADA

4 TABLE OF CONTENTS

Looking Forward 2

Who We Are 4 Our Fundamental Principles Our Mission Our Cross Cutting Themes Our Presence

Our Approach 8 Last Mile One Red Cross Capacity Strengthening (Local to Global) Partnership and Collaboration Innovation

Strategy 2020 18

Program Profiles 22 Strategic Outcome 1: Improved health and survival of women, children and adolescents Strategic Outcome 2: Improved Red Cross Red Crescent Movement actions in disaster and emergency preparedness, response and recovery

Strategy 2020 Summary 33

COVER PHOTO CREDIT: DAN DECKELBAUM

Canadian Red Cross | Strategy 2020 1 Looking Forward The humanitarian landscape is in a constant state of change—spurred by continuous political, economic and social disruptors around the world. To respond to these changes, the Canadian Red Cross must think and act with greater agility.

Applied across all levels of the organization, a As we embark on the next five years (to 2020), Canadian Red Cross International Operations flexible mindset is necessary for our ability to we will build on these strong foundations Strategy 2020 has two Strategic Outcomes: reach people and communities in need both to further strengthen and focus our abilities during times of crises and stability. in health and disaster management. We are 1. Improved health and survival of women, committed to meeting the most urgent needs children and adolescents. From 2010 to 2015 we committed to improving of people impacted by crises, and will support the disaster response capacities of ourselves and and accompany our partners at the forefront of 2. Improved Red Cross and Red Crescent the Movement. We are now a global contributor response. Movement actions in disaster and emergency to the International Federation of Red Cross preparedness, response and recovery. and Red Crescent Societies’ (IFRC) emergency Our challenges are great and are rooted in response system through our 80-bed emergency causes such as climate change, economic crises, We believe that delivering on these two goals field hospital and surgical care unit—which is chronic poverty and conflict. These include will require: focus; commitment to innovation; deployable globally within 48 hours. epidemics, natural disasters, forced migration, agility; and openness to partnership and and rapid urbanization—each impacting millions collaboration both within the Movement and During this same period, we worked with partner of people, particularly those most marginalized. with non-traditional actors. Most importantly, National Societies to strengthen their capacity our Strategy 2020 will require an intensified in disaster management, and at a regional level Agility and flexibility in our collective approach commitment to serving the most vulnerable as to improve response systems and leadership. and response will be imperative to help us identified in our Last Mile approach and building Through these efforts, we are now recognized as effectively address inequalities around the local capacities so that communities can serve a global leader in capacity-building in disaster world—particularly as we work to help hard- as their own primary responders. management and leadership training. to-reach populations who have been made vulnerable due to geography or conflict, and Hossam Elsharkawi economic or social exclusion. Vice President International Operations

Canadian Red Cross | Strategy 2020 3 Who We Are

4 As members of the International Red Cross and Red Crescent Movement, the Canadian Red Cross is part of the largest humanitarian network in the world.

Within our Movement, we work with the We believe that the men, women and GENDER EQUALITY International Committee of the Red Cross children we serve must be at the centre of (ICRC), the International Federation of Red our engagement. We must leave their lives Cross and Red Crescent Societies (IFRC) and and their communities stronger than when we its 190 members to provide neutral, impartial arrived, with greater confidence in their own and principled humanitarian services to capacities to face future challenges. millions of people in Canada and around the world. To deliver on our commitments, Canadian Red Cross will work with its partners to OUR GOAL support communities in their efforts to: The Canadian Red Cross saves lives, • Actively participate in decisions that alleviates suffering and maintains human affect their lives, dignity in communities affected by crises • Care for the environment, Effective humanitarian action through principled humanitarian action. requires that we strive for equality • Strive for equality among men, women, among men, women, boys and girls. OUR CROSS-CUTTING THEMES boys and girls, and

The Canadian Red Cross International • Prevent and address violence. Operations team leads our international activities. We are committed to neutral, impartial and independent humanitarian action, adhering to the principles of “Do No Harm,” and to global standards for the delivery of humanitarian assistance.

TYPHOON HAIYAN | ORMOC, PHILIPPINES (2013) SHORTLY AFTER THE DEVASTATING TYPHOON MADE LANDFALL, THE CANADIAN RED CROSS DEPLOYED ITS EMERGENCY FIELD 5 HOSPITAL ALONG WITH 28 HIGHLY-TRAINED PERSONNEL. THE FIELD HOSPITAL WAS SET UP IN FRONT OF THE LOCAL DISTRICT Canadian Red Cross | Strategy 2020 HOSPITAL THAT WAS ONLY OPERATING AT 20 PER CENT CAPACITY AFTER IT WAS BADLY DAMAGED BY THE TYPHOON. WITHIN 48-HOURS OF ARRIVAL RED CROSS STAFF BEGAN TREATING PATIENTS. OUR PRESENCE

The Canadian Red Cross responds to humanitarian needs in times of conflict and natural disasters, wherever and whenever they occur.

WHERE WE’RE PROVIDING HELP AROUND THE WORLD

EUROPE

MENA ASIA

AMERICAS AFRICA

6 The unpredictable nature of our work requires Africa Middle East and North Africa that we are flexible and agile in our response to both global and regional needs. To The Canadian Red Cross has long The Middle East and North Africa (MENA) ensure our reach and effectiveness, we work established relationships with many sister region has faced multiple and complex closely with Red Cross and Red Crescent National Societies to address the impact emergencies on an unprecedented scale—a Movement partners around the world, other of devastating poverty, protracted conflicts, situation that is likely to continue in coming humanitarian groups, and a wide spectrum of silent and forgotten emergencies, and slow years. The region is also a place of origin, a agencies as needed. onset disasters. destination, and transit area for and migrants traveling to neighbouring countries The following five global regions shape the We will continue to strengthen and expand and Canada. We will expand humanitarian focus of our programming: our partnerships reflecting the priorities programming to meet the needs of increasing of our partners and their experience. The numbers of people affected by crises in this The Americas; Africa; Asia; Middle East and Canadian Red Cross will support local region. North Africa; and Europe. National Societies to further strengthen their capacities in emergency response and as well Europe The Americas as their capacities to deliver health services Historically, the Canadian Red Cross has Motivated by our geographic position, as to women and children in fragile and remote settings. helped European National Societies in well as our long-standing efforts to support addressing humanitarian crises in their Movement programming throughout Asia countries. Early examples of our work in the Americas, our focus will remain on Europe extend to post Second World War developing the local capacities of selected In Asia, high numbers of people continue humanitarian needs across Hungary, Austria National Societies in disaster management; to be affected by natural disasters, extreme and the Netherlands in the 1950s and post- health in emergencies; and, in Women’s, poverty and conflict. At the same time, the conflict support in Bosnia and Serbia during Adolescents’ and Children’s Health region continues to strengthen its knowledge the 1990s. More recently, we have provided 1 (RMNCAH) . of and experience in crisis response. We support and are in close coordination with will continue to support National Societies European National Societies providing We have committed to working for at least a with capacity-strengthening to support their decade on Haiti’s development and recovery, assistance to refugees and migrants from the efforts in disaster management, health in Middle East and North Africa region. including their recovery from the 2010 emergencies, and women’s and children’s earthquake, and will continue to support health. programming in the country and throughout the region through innovative, long-term relationships with a broad range of Red Cross partners in Central and South America, and the Caribbean.

1. This refers to a comprehensive approach to reproductive, maternal, newborn and child health.

Canadian Red Cross | Strategy 2020 7 Our Approach

1. LAST MILE 2. ONE RED CROSS 3. CAPACITY STRENGTHENING (LOCAL TO GLOBAL) 4. PARTNERSHIP AND COLLABORATION 5. INNOVATION 1. THE LAST MILE

When we assess potential international emergency and health projects, we purposefully choose those where people are most vulnerable and most marginalized. If they’re somewhere others can’t get to – they become an even higher priority.

- Hossam Elsharkawi, Vice President International Operations

It is clear that the current and emerging • The socio-political landscape is fragile, In many such contexts, crises become global humanitarian context provides complex, continually shifting and fraught neglected and forgotten, where millions are both opportunities and challenges for our with risk, often presenting enormous emerging from a decade or more of living Movement to continue to deliver timely and barriers to relief support. through protracted armed conflict. Further, relevant assistance and support to people and after years without access to schools, health communities. • People may be struggling to cope with care or livelihoods, survivors often lack the lack of and/or no access to minimum life skills and support needed to independently We are compelled to act in the face of the saving goods and services. rebuild their communities and countries. enormous suffering we have witnessed in recent years—the needs are great and we • Communities face barriers to access have the skills and experience to provide including remote locations, social essential services and save lives. These exclusion, economics, insecurity and crisis contexts are typically complex and conflict. characterized as situations where:

Canadian Red Cross | Strategy 2020 9 Our Focus and Priorities

Grounded in an understanding of the complex in remote and fragile settings, and will new partnerships, more innovative ways and unpredictable global context in which continue to enhance our operational and of working, and commitments to neutral, we operate, we will continue to enhance the risk management modalities. We will work impartial and independent humanitarian Canadian Red Cross’ focus and approach together to further grow our capacities in the action. in reaching difficult to access populations areas illustrated below. affected by disasters, protracted conflict, The next five years will further challenge us extreme poverty, exclusion—often in some In these realms, we need to think differently to explore what additional skills, systems and of the world’s most remote regions. We are about our approach—constantly rethinking partners we will need to realize our impact expanding our activities for communities and adjusting our methodologies to reach in this critical Last Mile of a transitional and those who have no access. This requires dynamic world.

WE WILL WORK TOGETHER TO FURTHER GROW OUR CAPACITIES

ADAPTABILITY AND COMPASSION AND TRAINING AND SYNERGISTIC FLEXIBILITY UNDERSTANDING AGILITY LEADERSHIP

Rooted in solid, yet flexible Delivered by teams that fully Delivered by teams that have Are overseen by management plans that prioritize reaching understand the implications the necessary skills and the with clear criteria for communities in the Last Mile. and minimum requirements agility to operate programs decision-making (related to of working in such fragile and and manage risks ensuring uncertainty and related levels unstable environments. continuity and timeliness. of risk) and tailor our systems and processes to highly complex field operations.

10 The Last Mile signifies the final stretch of any human endeavour to accomplish that which is most difficult. For the Canadian Red Cross, it’s also a calling to assist those who are most in need of help.

Canadian Red Cross | Strategy 2020 11 “IMPROVING MATERNAL, NEWBORN AND CHILD HEALTH” POKOT, KENYA (2012 - 2015) A PARTNERSHIP BETWEEN THE CANADIAN RED CROSS, KENYA RED CROSS AND ACTED. FUNDED BY THE GOVERNMENT OF CANADA 2. ONE RED CROSS

The concept of One Red Cross is multifaceted, combining several layers of interoperability and alignment.

One Red Cross speaks to our need to our international and domestic operations capitalize on internal strengths (domestic and will draw on one another’s strengths to international) across the organization. It also create opportunities for improvement and refers to our alignment with and in support of innovation. the Movement at global and local levels. Working holistically and contributing to The commitment to leverage expertise global response mechanisms offered by the found throughout our organization is a core Movement is a priority. Our field hospitals, for component of our vision for the next five example, are a global tool designed to build years. Movement capacity both during and after a crisis—once a disaster’s relief operations Aligned with organization-wide initiatives, we concludes we transfer these hospitals to will maximize our efficiency by streamlining CHILE EARTHQUAKE our sister National Societies and local CHILE (2014) and standardizing our processes that extend communities for their continued use. Efforts REGIONAL RESPONSE UNIT our use of technology, eliminate duplication such as these reflect our commitment to the and enhance our ability to deliver services in vision of One Red Cross through the sharing a timely and effective manner. of resources, knowledge, and capacity. We will collaborate, coordinate and ensure We believe that One Red Cross (locally Because together, that all organizational structures are designed and globally) will strengthen both to build greater connectivity. our contributions to neutral impartial we are one Red Cross. The Canadian Red Cross is a respected independent humanitarian action (NIIHA) and trusted leader in disaster response. To and allow us to reach more people needing increase our disaster response capacity, assistance.

Canadian Red Cross | Strategy 2020 13 3. CAPACITY STRENGTHENING (LOCAL TO GLOBAL)

The Red Cross and Red Crescent Movement is grounded within local communities, organized through our National Societies.

Dedicated National Society staff and To achieve our goals over the next five years, volunteers are the true first responders in we commit to supporting our sister National an emergency and often the only support Societies in strengthening their: available in remote communities. We recognize that the service delivery ability of • Role as auxiliary to government; National Societies is the main strength of the • Ability to sustain and manage skilled Movement. volunteer resources;

While each National Society is primarily • Ability to forge effective linkages to the responsible for its own development, we global Movement; and, believe that supporting the capacity and resources of our sister National Societies is • Ability to carry out their core mandate of “IMPROVING MATERNAL, NEWBORN AND CHILD HEALTH” a shared responsibility within the Movement. responding effectively in emergencies. KOULIKORO AND SIKASSO, MALI (2012-2015) We are committed to building up individual A PARTNERSHIP BETWEEN THE CANADIAN RED CROSS and combined capacities “to do more, to do AND MALI RED CROSS better, and to reach further” as envisioned by FUNDED BY THE GOVERNMENT OF CANADA the IFRC’s Strategy 2020.

14 4. PARTNERSHIP AND COLLABORATION

Partnerships and collaboration are at the core of our work. We will seek partners who are guided by our shared vision, and come equipped with a unique value proposition.

The Canadian Red Cross will offer a platform Our partnerships are not exclusive to sister to broker Canadian expertise in humanitarian National Societies and Movement actors. and international assistance. We will also seek private sector and public partnerships which strengthen our ability to We recognize that effective partnerships are reach the most vulnerable. By drawing on critical to achieving the strategic outcomes the depth of knowledge and expertise found defined in the International Operations in academia, public institutions and private Strategy 2020 – thus such partnerships corporations, we aim to build relationships must be approached thoughtfully with clear that will complement our knowledge and offer and measurable objectives. Our philosophy opportunities for innovation. of together in the Last Mile is based on the belief that partnerships are joint ventures, “INTEGRATED HEALTH PROGRAM” HAITI (2011 - 2016) where we both learn, improve and deliver. PARTNERSHIP WITH THE HAITIAN RED CROSS, THE Our partnerships are based on mutual respect , THE HAITIAN MINISTRY OF HEALTH, THE SAINTE-JUSTINE UNIVERSITY HOSPITAL and understanding that together we can CENTRE, THE PUBLIC HEALTH DEPARTMENT OF reach further. THE MONTREAL HEALTH AGENCY AND SOCIAL SERVICES AGENCY AND THE INTERNATIONAL HEALTH UNIT AT THE UNIVERSITY OF MONTREAL.

Canadian Red Cross | Strategy 2020 15 HUMANITARIAN USE OF NEW TECHNOLOGY TO BETTER RESPOND TO THE NEEDS OF AFFECTED POPULATIONS IS NOT WITHOUT RISKS, SUCH AS DATA INSECURITY AND CYBER-ATTACKS. THE DIGITAL DIVIDE ALSO POSES A REAL PROBLEM TO PROMOTING INNOVATIVE SOLUTIONS IN MORE COMPLEX ENVIRONMENTS. SOLAR CHARGING STATIONS, SUCH AS THIS ONE IN LIBERIA, HELP OVERCOME SUCH A DIVIDE BY ENABLING PEOPLE TO USE TECHNOLOGY EVEN IN REMOTE LOCATIONS. 5. INNOVATION

Both internal and external factors are driving innovation in development and humanitarian interventions.

Stakeholder demands for better efficiency this means becoming increasingly open- and effectiveness and greater availability of minded, strategic, and proactive in how to INNOVATE potentially useful technologies are examples of improve our work. For innovation to happen, what is driving innovation today. creating safe spaces for experimentation and mechanisms to promote “honourable By 2020, it is expected that as many as risks” within the organization and broader six billion people will use mobile phones. institutional framework are necessary. This Globally, 3.2 billion people are using the shift will require greater opportunities for internet, of which two billion are from information sharing, collaboration and learning developing countries. As the world continues among agencies, as well as partnership with to become more digitally reliant, it will the private sector. Whether the focus is on invention become necessary to employ technological or adaptation, humanitarian strategies that provide seamless support to We are working with partners to explore, innovation seeks to develop people in need. pilot and integrate relevant innovation into products, processes, positions and/ systems and operations at home and abroad or paradigms that are different from We must create and innovate in order to be to bring higher relevance, effectiveness and those currently in use. relevant, effective and efficient in contexts in efficiencies. which we operate. At an organizational level,

Canadian Red Cross | Strategy 2020 17 Strategy 2020

SECTION CONTENTS:

1. CANADIAN RED CROSS INTERNATIONAL OPERATIONS STRATEGY 2020 2. PROGRAM PROFILES: • ENSURING HUMANITARIAN ASSISTANCE IN RESPONSE TO THE SYRIA CRISIS • IMPROVING MATERNAL, NEWBORN AND CHILD HEALTH • DISASTER RESPONSE CAPACITY DEVELOPMENT • STRENGTHENING GLOBAL EMERGENCY RESPONSE • EMERGENCY HEALTH CANADIAN RED CROSS INTERNATIONAL OPERATIONS STRATEGY 2020 To save lives, alleviate suffering and maintain human dignity in communities affected by crises through principled humanitarian action.

Strategy 2020 aims to achieve two key outcomes:

STRATEGIC OUTCOME 1: Improved health and survival of women, children and adolescents • Increased access to and use of RMNCAH services in times of stability and crisis. • Improved quality of RMNCAH services in stability and crisis.

STRATEGIC OUTCOME 2: Improved Red Cross and Red Crescent Movement actions in disaster and emergency preparedness, response and recovery • Enhanced Canadian Red Cross contributions to disaster and emergency response and recovery with a particular focus on emergency health. • Strengthened Movement, regional and global disaster, and emergency response systems. • Strengthened National Societies and community preparedness for, response to and recovery from, disasters and emergencies.

Canadian Red Cross | Strategy 2020 19 SAVE LIVES, ALLEVIATE SUFFERING AND MAINTAIN HUMAN DIGNITY IN COMMUNITIES PILLARS Strategic Outcome 1 Last Mile Improved health and survival of women, children and adolescents.

Innovation Strategic Outcome 2 Improved RCRC Movement actions in disaster and emergency preparedness, response and recovery. Partnership Institutional Outcome 1 One Red Cross More effective engagement with the RCRC Movement components in relation to humanitarian action.

Capacity Building Institutional Outcome 2 Stronger CRC contributions to RCRC through multifaceted and mutually beneficial relationships with external stakeholders.

ICRC 2018 Institutional Outcome 3 Stronger CRC contributions to the RCRC through multifaceted IFRC 2020 and mutually benefical relationships with the people and Government of Canada.

CRC Strategy 2020 Internal Capacity 1 Every Woman, Modernized and scaled up organizational capacity to support agility, effectiveness, efficiency, and rapid response. Every Child

Principles and Rules for Humanitarian Internal Capacity 2 Strengthened accountability, program quality and risk management capacity. Assistance

Fundamental Principles Internal Capacity 3 Demonstrated “One Red Cross” through enhanced alignment between IO units, national and international FOUNDATIONS operations, and support services.

20 AFFECTED BY CRISES THROUGH PRINCIPLED HUMANITARIAN ACTION.

• Increased access to and use of RMNCAH services in times of stability and crisis. • Improved quality of RMNCAH services in stability and crisis.

• Enhanced CRC contributions to disaster and emergency response and recovery with a particular focus on emergency health. • Strengthened RCRC regional and global disaster and emergency response systems. • Strengthened NS and community preparedness for, response to and recovery from disasters and emergencies.

• Targeted partnership approach with NS with clear criteria for engagement. • Increased operational collaboration with ICRC including with MNCH. • Targeted support to IFRC on specific elements of core mandate.

• Targeted partnership approach with the private sector and academia with clear criteria for engagement.

• Enhanced collaboration and increased support from governments in Canada to priorities of the CRC. • Strengthened dialogue with government on humanitarian action, principles and challenges. • Increased engagement with the Canadian public on principled humanitarian action.

• Strengthened information and knowledge management and supporting systems in finance, HR, logistics and project management including ensuring IO requirements are met in the One Red Cross Architecture. • Strengthened ability to attract, prepare, develop and retain highly skilled and diverse professionals ready to be deployed in the various operational contexts in which the Movement operates. • Strengthened ability to seize, analyze and respond to opportunities across IO.

• Strengthened expertise to contribute to RCRC actions in emergency response. • Increased integration of cross cutting issues in programs and systems. • Improved generation and consolidation of results and best practices. • Increased resources for engaging in global policy forums. • Improved ability to implement and integrate robust risk management.

• Improved coordinated approach to NS relationship management for key countries and thematic areas. Internal Capacity 3 • Improved interoperability across IO including enhanced collaboration, mobility of resources and strengthened systems. Demonstrated “One Red Cross” through enhanced alignment between IO units, national and international • Strengthened interoperability and sharing of expertise and resources between Domestic and IO Disaster Management. operations, and support services. • Supported and strengthened alignment of support services between IO and Domestic.

Canadian Red Cross | Strategy 2020 21 STRATEGIC OUTCOME 1: Improved health and survival of women, children and adolescents.

PROGRAM PROFILE: ENSURING HUMANITARIAN ASSISTANCE IN RESPONSE TO THE SYRIA CRISIS For more than six years, the crisis in Syria has affected millions of lives. Families have lost their homes, children have stopped going to school, health care has deteriorated to unprecedented levels and daily survival has become an immense challenge.

For those displaced inside Syria or those who and medical supplies are available to have fled to other countries, the Red Cross displaced populations and in enhancing SYRIA: THE SITUATION TODAY and Red Crescent has been providing life- medical logistics. Further, five Syrian saving assistance to people who have lost Arab Red Crescent nutrition centres are almost everything. operational, ensuring the provision of MORE THAN nutrition supplements and care. The nutrition Certainly, for Syrians trying to survive in programs supported are vital to provide the 13.5 million their country, the necessary assistance for expecting mothers Syrians still require urgent has been a life-line. With unparalleled and for children. For example, in November humanitarian assistance. access across Syria, the Red Crescent 2015 over 4,000 children (0 to 59 months) provides medical treatment, food, clean and 340 pregnant and breastfeeding women water and other aid in affected were screened in two of these nutrition NEARLY neighbourhoods and hard to reach areas. centres. Without this essential assistance 5 million With funding from and the from the Syrian Arab Red Crescent, many of these people would be without options. Have risked their lives attempting to find Government of Canada, the Canadian Red acceptance and opportunity elsewhere. Cross is currently supporting the Syrian Arab Red Crescent in ensuring medicines 8.7 million Remain displaced within Syrian borders.

Canadian Red Cross | Strategy 2020 23 ENSURING HUMANITARIAN ASSISTANCE IN RESPONSE TO THE SYRIA CRISIS (CONTINUED)

For those who have fled Syria to other countries, the Red Cross and Red Crescent Movement is also actively assisting.

WHERE WE’RE PROVIDING HELP TO SYRIA’S NEIGHBOURING COUNTRIES

HUNGARY GERMANY

CROATIA SERBIA

SLOVENIA

MACEDONIA ITALY SYRIA GREECE

24 24 In Lebanon, for example, the Canadian Red Cross is providing support in health, including the provision of medicines, mobile medical units, and technical health expertise to the as they assist the most vulnerable. Further, support to the Palestine Red Crescent Society in Lebanon allows for treatment costs of patients at local hospitals and the provision of essential medicines and medical supplies.

In Turkey, the operates community centres for Syrians and host communities, in addition to the support provided in camps. The chain of assistance extends across Europe with emergency relief offered to refugees traveling through Greece, Serbia, Macedonia, Hungary, Italy, Croatia and Slovenia. In the fall of 2015, the Canadian Red Cross sent more than 30 Canadian aid workers, 10,000 cots and other supplies to transit camps in Germany that were receiving hundreds of refugees and migrants every day.

Recently in Canada, the Canadian Red Cross’ strong network of staff and volunteers, stretching from coast-to-coast, helped welcome 25,000 refugees, and continues to support families as they settle into their new homes.

Finally, it is the Canadian Red Cross’ longstanding partnership with various levels of government and community groups, along with generous donations from the public and corporate supporters that make Red Cross work possible until a political solution can be found for this crisis.

Canadian Red Cross | Strategy 2020 25 STRATEGIC OUTCOME 1: Improved health and survival of women, children and adolescents.

PROGRAM PROFILE: IMPROVING MATERNAL, NEWBORN AND CHILD HEALTH

26 More than 50% of all maternal and child deaths occur in countries affected by conflict and disaster.

The Red Cross and Red Crescent Movement To date, we have trained: Like all volunteers trained by the Red Cross, implements projects in regions where Lamine and Kadia are from the village they instability is at its most extreme and • 1,100 Red Cross volunteers who work in. They know the families and know health services are largely absent. We have significantly increased antenatal and how to support them with the right skills and unparalleled access in countries such as postnatal care, the number of children tools. Afghanistan, Liberia, Mali, and South Sudan. receiving measles vaccinations, and the use of safe sanitation practices. Today, their determination is paying off as From 2006 to 2016, we and our sister more mothers and babies are surviving and National Societies, have been committed • 274 community health workers who have children are growing up healthier than ever to the health of mothers and children in 29 assessed, treated or referred more than before. “The greatest pleasure is to see countries, the majority of which are affected 85,000 children for malaria, diarrhea and improvements in the health and quality of life by reoccurring crises. pneumonia. for people in my community,” says Kadia.

Through these efforts we have been able to Kadia and Lamine are two of the more than directly reach over 13 million people across 1,000 Red Cross volunteers trained through the Americas, Africa, Asia, and the Middle the project in Mali. East. We will continue to focus on improving Every day, they tirelessly meet with families the health conditions for this vulnerable in the village of Dabougou to talk about population through high-quality Women’s, the health issues that put women and their Adolescents’ and Children’s Health programs. children at risk. GLOBALLY, 1 WOMAN DIES EVERY From 2012 to 2016, the Canadian Red In rural Mali, the number of children under 2 MINUTES DUE TO Cross, in partnership with the Mali Red five who die from preventable illnesses is COMPLICATIONS DURING PREGNANCY OR CHILDBIRTH. Cross and the Ministry of Health, have particularly high. One of the principal causes implemented a project that has made is poor access to health care—but that is not MORE THAN 8 CHILDREN DIE considerable improvements to mother and the only factor. EVERY MINUTE FROM ILLNESSES child health in this fragile environment. LIKE PNEUMONIA, DIARRHEA, “People don’t always understand that simple, AND MALARIA. basic, everyday practices can save the lives of mothers and their children,” says Kadia. MOST OF THESE DEATHS ARE PREVENTABLE.

KADIA AND LAMINE, VOLUNTEERS “IMPROVING MATERNAL, NEWBORN AND CHILD HEALTH” KOULIKORO AND SIKASSO, MALI (2012-2015) A PARTNERSHIP BETWEEN THE CANADIAN RED CROSS AND MALI RED CROSS Canadian Red Cross | Strategy 2020 27 FUNDED BY THE GOVERNMENT OF CANADA STRATEGIC OUTCOME 2: Improved Red Cross and Red Crescent Movement actions in disaster and emergency preparedness, response and recovery.

PROGRAM PROFILE: DISASTER RESPONSE CAPACITY DEVELOPMENT

28 Our sister National Societies face some of the world’s most significant humanitarian crises.

Many of the communities in these countries This core component of our work focuses on represent the last mile that the Red Cross enhancing the level of National Societies’ and Red Crescent Movement is trying to emergency preparedness and response by reach through its humanitarian work. strengthening their: STRENGTHEN CAPACITY In this context, strong Red Cross and Red • Disaster response mechanisms and Crescent Societies, working effectively and systems; reliably as auxiliaries to their respective governments, are critical to protect human • Leadership in emergency response; and, dignity, health and lives. All National • Ability to mobilize and manage their Societies need to be prepared to respond resources from government, the private to a wide range of potential emergencies, sector, international organizations and including floods, epidemics, conflict, food citizens for emergency response. insecurity and terrorism, and to help meet the needs of internally-displaced people and At the same time, the initiative addresses I am better prepared to refugees. the cross-cutting issues of gender equality, handle disaster situations now. The simulation exercise beneficiary accountability, violence has taught me about first The Disaster Response Capacity Development prevention, environmental sustainability and initiative of the Canadian Red Cross aims aid, search and rescue and governance. all the steps we need to take to support sister National Societies in if a disaster strikes us. The strengthening their emergency response program has helped me —enabling them to save lives, alleviate become more confident and suffering, and maintain human dignity. the Red Cross volunteers are very helpful, so I know that during a disaster they will guide us at every step.”

- Community Member, India

Canadian Red Cross | Strategy 2020 29 STRATEGIC OUTCOME 2: Improved Red Cross and Red Crescent Movement actions in disaster and emergency preparedness, response and recovery.

PROGRAM PROFILE: STRENGTHENING GLOBAL EMERGENCY RESPONSE

30 In times of emergency, it is often the local Red Cross and Red Crescent responders who are first to provide assistance to those most affected by the disaster.

Depending on the scale of the crises and the Through the Strengthening Global Emergency vulnerabilities of the affected populations, Response project, the Canadian Red Cross in the needs of the community may exceed the partnership with the Government of Canada, capacity of the National Society’s ability to is investing in enhancing the internal response respond quickly and effectively. It is in such mechanisms within the Canadian Red Cross situations, when the local and national levels and the greater Red Cross Movement that of response do not suffice, that international support capacity strengthening assistance. (regional and global) Red Cross and Red The Canadian Red Cross and the Movement Crescent Movement surge support will augment are working closely to provide scalable surge I delivered my baby boy the response. support grounded in strong operational right after the typhoon. We leadership and with an emphasis on delivered in a tent, and I felt The Canadian Red Cross is committed to coordination. This project focuses on investing safe because the Red Cross strengthening and building the capacity and in versatile, multilingual emergency responders was there. Thank you.” resiliency of people, National Societies and able to support complex operations and manage communities affected by crises. The aim is for all aspects of a response to small or medium - Community Member, Philippines” local actors to better prepare for, respond to scale disasters. and recover from crises situations in order to build their internal capacity to lead their own This project also allows for the Canadian Red humanitarian response efforts. This is done Cross to increase its investment in the ICRC with the common understanding that responses and IFRC. Such investments allow for timely should remain as local as possible and as and efficient emergency response operations international as necessary. When international while also strengthening the regional and global assistance is required, the Canadian Red Cross emergency response systems. complements the efforts of the local actors through contributions of cash, stocks and personnel.

NEPAL EARTHQUAKE NEPAL (2015) NURSE PATRICK RAYMOND FROM THE CANADIAN RED CROSS ERU UNIT LOADING THE HELICOPTER AT KATHMANDU AIRPORT TO GET THE FIELD Canadian Red Cross | Strategy 2020 31 HOSPITAL TO DHUNCHE VILLAGE. STRATEGIC OUTCOME 2: Improved Red Cross and Red Crescent Movement actions in disaster and emergency preparedness, response and recovery.

PROGRAM PROFILE: EMERGENCY HEALTH

32 Emergencies take many forms, from natural disasters to silent emergencies to prolonged states of conflict.

The Canadian Red Cross has strong assistance. This requires flexible ERU people fled Burundi for camps in Tanzania, capacities to meet the emergency health assistance that may take different shapes. we responded to assessments performed needs of populations in crisis contexts Equally, medium and small size emergencies, by the IFRC and provided much-needed through the deployment of our health warranting external assistance that can be emergency health support through the emergency response unit (ERU)1. We have provided by using ERU capacities may mean deployment of specific health modules that ensured that the services delivered meet a modular approach without deploying a best suited the requirements in the field. international standards of emergency health standard and full blown ERU. care by aligning our services with the World The quality of our emergency health response Health Organization (WHO) minimum The Canadian Red Cross has incorporated is due to the expertise, knowledge and skill standards for Emergency Health Teams. this flexibility in our approach to emergency demonstrated by the delegates that serve on health by re-configuring the ERU to be our roster. Through training in emergency Lessons learned regarding the evolution of modular, and therefore more agile, as health response within an ERU, leadership National Societies following natural disasters demonstrated in our recent emergency health and management skills training, and building in their own countries have indicated the responses. Following the Nepal earthquake in capacity in field assessments and planning, need for a shift in how ERUs respond. April 2015, the Canadian Red Cross deployed to name a few, Canadian Red Cross delegates the full ERU, including surgical services, are at the forefront of delivering emergency A growing number of National Societies to support the international response to health services in times of emergency. By that have been recipients of international this disaster. In April 2016, we supported combining these skills with the increased assistance have not only increased their a regional emergency response within the flexibility of a modularized ERU, the capacities to respond to events domestically Americas by deploying a Regional Response Canadian Red Cross will continue to be a but have also become contributors to cross- Unit (RRU) following the earthquake in leader in emergency health response. border emergency operations themselves. Ecuador, in which we worked collaboratively As a result of this increased capacity, these with the Ecuadoran, Columbian and Mexican National Societies, when again faced with Red Cross Societies to support the Ministry a major disaster in their own country, will of Health to continue to deliver health care cover a considerable part of the national services after the health infrastructure had response operation using their own resources been damaged. And in March 2016, in our while possibly requiring limited international response to mass population movements as

1. An Emergency Response Unit (ERU) is a standardized package of trained personnel and modules of equipment, ready to be deployed at short notice. The units are fully self-sufficient for one month and can be deployed for up to four months. Canadian Red Cross | Strategy 2020 33 Strategy 2020 Summary We look toward 2020 with the perspective of our collective efforts and experience to date, determined to bring our learning to the challenges faced by a troubled and unpredictable world.

Our International Operations Strategy is There are many challenges ahead. It grounded in the foundations we built to is clear that the current and emerging realize the objectives of Strategy 2015. global humanitarian context provides both opportunities and challenges for the Guided by these objectives, we commit to Canadian Red Cross to continue to deliver building expertise and capacity for delivery timely and relevant assistance and support to of health in emergencies—our expertise people and communities. Moving ahead, we and capacity will improve quality, access will further empower our teams and systems and use of Women’s, Adolescents’ and to prepare, respond and recover better and Children’s Health services in times of faster. We will work with our current and crisis and stability. With the support of our new partners, National Societies, academic strategic partner in disaster management, institutions, private sector and others to the Government of Canada, our aim is harness the power of the humanity to help to ensure disaster management capacity enhance the resilience of people in need. building is continuous at local, national and global levels. We will become global leaders, focused and agile, offering expertise in Women’s, Adolescents’ and Children’s Health and disaster management capacity building.

Canadian Red Cross | Strategy 2020 35 CANADIAN RED CROSS

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