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Early action in Yemen: How Red Crescent volunteers protected families from the floods

When heavy rains swept across Abs district in Yemen’s Hajjah governorate last August, thousands of internally displaced families - uprooted by conflict and living in fragile shelters - found themselves exposed within minutes.Tents collapsed, roofs made of lightweight materials disintegrated, and families woke up surrounded by mud and rising water with nowhere to go.For many, the night felt endless. For some, it was life-threatening."It was very intense and very frightening." — A father’s night of fearHadi Mohammed Shaer Al-Aslami recounts the fear:"The rain was heavy and frightening. From 9 at night until 3 in the morning, it didn’t stop. It felt like a hurricane, extremely scary. I was holding onto the door with my young son next to me, crying. My mother’s shelter collapsed completely over her head. We never know how strong the rains will be each year, but this year, they were very intense and very frightening."Early preparedness supported by IFRC-DREFIn the days before the heaviest rains, Yemen Red Crescent Society (YRCS) teams had already been monitoring alerts, identifying at-risk areas, and encouraging families to move away from flood channels.These steps - supported by IFRC’s Disaster Response Emergency Fund (IFRC-DREF) - helped position teams and materials closer to high-risk communities.Dr. Ahmed Abdulkarim Nassar, Executive Director of YRCS in Hajjah, explains: "We were able to anticipate the disaster. We prepared our teams and identified the communities most at risk. We didn’t wait, we acted early."A race against rising waterWhen the rain intensified overnight, volunteers moved immediately. Thanks in part to the DREF allocation, YRCS teams reached displacement sites within the first hour, while the flooding was still unfolding."The response was quick and humane. Our teams were distributing relief items, providing first aid, and setting up temporary shelter," Dr. Ahmed recalls.Across the district, the destruction was severe.Volunteer Nasser Al-Adba'i describes: "Homes were destroyed and many families had nothing left. People were in the open, without shelter or food."YRCS was the only actor able to reach the sites in time."We were the only ones in the field at the right moment. We assessed the needs and started distributions right away," he says.Volunteers standing by familiesPreparedness measures taken days earlier, including awareness sessions, simple protective barriers to divert floodwater, and helping families move away from dangerous flood paths, reduced the impact in several high-risk areas."These early steps really helped," Nasser says.Volunteer Jaradah Abdullah recalls how a small protective barrier built earlier prevented an entire displacement site from being swept away: "Without it, we could have lost lives, not just homes."Shelter, cash, and relief for families who lost everythingYRCS volunteers worked around the clock to provide emergency shelter materials, transitional tents, mattresses, blankets, and cash assistance to help affected families buy food and essential items.Volunteer Lina Mohjib says: "The damage was huge, but the support gave people hope again. Without shelter and cash assistance, many would have had to leave the area completely."Volunteer Khaled Sultan also recalls families sleeping in the open, waiting for help: "People were outside with no shelter and no food. We were able to provide transitional shelters during those first days to protect them from the ongoing rains."Local action, strengthened by timely supportThe August floods in Abs highlighted the importance of local presence, early preparedness, and fast mobilization. Volunteers - many from the same communities affected - moved quickly to reach those in greatest danger.As Dr. Ahmed reflects: "This response strengthened our confidence in our ability to protect people early, before the situation becomes a tragedy."Preparedness and early action like this save lives.To see how the IFRC and its member National Societies help communities act before hazards turn into disasters, explore:• Early warning, early action at IFRC• How the IFRC-DREF supports rapid local response

Cape Verde: Red Cross helps flood-affected communities recover and rebuild

Four months ago, the islands of São Vicente and Santo Antão in Cape Verde were hit by torrential rains brought by Tropical Storm Erin. Within hours, streets turned into raging torrents, sweeping away everything in their path.Thousands of homes and critical infrastructure were destroyed or severely damaged. Without strong national and international solidarity, and a rapid, coordinated response, many affected families would not have been able to cope with the impact.In Bela Vista, one of the hardest-hit neighbourhoods of Covada de Bruxa in São Vicente, the visible signs of the floods have slowly faded, but the invisible scars remain.Beyond the appearance of a return to normalcy, thousands of families continue to grapple with the long-term impacts of the disaster, struggling each day to rebuild their lives and restore their dignity.“When the flooding began, I wasn’t at home,” recalls Vera Lucia Andrade, a mother of six and a street vendor. “I ran back to try to save my child, who had stayed behind, and a few belongings, but the water was already everywhere.”A vital emergency responseIn the immediate aftermath of the floods, the Cape Verde Red Cross, supported by the IFRC, sprang into action. Hundreds of volunteers worked alongside local authorities to assist affected communities.The IFRC launched anemergency appeal for 3 million Swiss francs and mobilized 565,000 Swiss francs from its Disaster Response Emergency Fund (DREF) to support the Cape Verde Red Cross in assisting those affected. Specialized teams, including Emergency Response Units (ERUs), were also deployed to strengthen the response.So far, more than 1,000 families have received assistance, including food kits and essential household items, while over 470 families have benefited from health support. Hygiene promotion activities have also reached more than 8,400 people, helping communities safeguard their health and well-being.Supporting the recovery of the most vulnerable familiesAs the emergency phase gradually transitions to recovery, efforts are now focused on restoring livelihoods. Some 580 households in São Vicente and Santo Antão have begun receiving cash assistance of 26,000 Cape Verdean escudos (CVE), or 235 euros, to help meet their basic needs.For Vera Lucia, head of household, this support is vital.“I truly appreciate the support from the Red Cross,”she says. “As a street vendor, I had not been able to work since the floods. With the money I received, I will be able to restart and expand my small business and provide for my family. I also hope later to build a protective wall behind my house to better withstand future floods.”Beyond cash assistance, the Cape Verde Red Cross, with support from the IFRC, is also helping to rehabilitate community water supply systems severely damaged by the floods in Santo Antão. Restoring these infrastructures is essential to prevent the risk of waterborne diseases and strengthen community resilience.“Here in Ribeira Da Cruz, people rely for potable water from the spring water catchment which has hardly affected,”says Vincenzo Buccheri, Team Leader of the ERU Water Supply Rehabilitation. “Thanks to our Cash for Work program, the community is rehabilitating infrastructure without the need for external contractors,”“We provide the materials, while residents, 50 per cent men and 50 per cent women, carry out the work themselves. This approach not only strengthens community resilience but also ensures sustainable ownership of the infrastructure.”Maintaining the momentum of solidarityFor Julio Mondlane, IFRC Operations Manager in Cape Verde, transitioning from emergency response to recovery requires sustained commitment.“The emergency response met the immediate needs of many communities,”he says. “Now, our priority is to help families recover sustainably and restore their livelihoods, while strengthening the Country Early Warning Early Actions Systems. This takes time, resources, and continued support from donors and partners. Without it, the most vulnerable communities risk remaining trapped in the crisis.”

Large-scale power disruptions in and around Kyiv leave 200,000 people without heating

Kyiv/Budapest/Geneva, 14 January – Ongoing attacks on Ukraine’s energy infrastructure and the resulting damage to heating and electricity networks have left large parts of Kyiv and nearby districts without essential services at the height of winter.Around 800 residential buildings in Kyiv City are without heating and electricity, affecting around 200,000 people. Other hard-hit regions include Bucha, Irpin, and Hostomel, where heating systems are almost completely down.The Ukrainian Red Cross, supported by IFRC and other partners, is scaling up its emergency response to support people who have been left in the dark and cold. Red Cross teams, in close coordination with the State Emergency Service, serve hot meals and warm drinks and provide phone charging stations in heating points across the capital and its suburbs, serving around 700 people daily. Psychosocial support is also available, with 10 psychologists and several trained volunteers deployed to assist people.Emergency repairs to energy systems are ongoing, but further attacks on energy infrastructure are likely, meaning humanitarian support will continue to be critical.Spokespeople from IFRC and the Ukrainian Red Cross based in Kyiv are available for interviews. For more information or to set up an interview, please contact: [email protected] Budapest: Nora Peter, +36 70 265 4020In Geneva: India Roberts-Smillie, +41 76 372 6251

IFRC Secretary General at United Nations: Humanitarian ‘reset’ requires the sector to be ‘as local as possible, as international as necessary’

Under discussion was what the humanitarian sector should do to reform at a time of deep cuts in humanitarian funding and mounting needs. [A video of the session can be found here, with remarks from the IFRC Secretary General appearingat about 1 hour 30 minutes into the video]."Thank you, Madam Vice Chair. Thank you, Tom [Fletcher,Under-Secretary-General for Humanitarian Affairs and Emergency Relief Coordinator at the UN’s Office for the Coordination of Humanitarian Affairs], for that great introduction and wonderful speech earlier.On your question [from the moderator, “What do you hope will be key elements of the approach to humanitarian work after the reset?] of course, you heard a lot on the sort of collective reset that Tom had been talking about in the morning, and just now. I would like to share a perspective from IFRC.ListeningAlready late last year, we had initiated the process of listening even before the current funding crisis became so prominent. Because what we believe is that it's extremely important for the organizations to have that humility on a regular basis, to have that check, that whether we are up to date or not. It's not about being good or bad.I think as the Red Cross, I believe we have always been very good, but there are always opportunities to gain efficiency, cost-effectiveness and [extend the] reach of our program.And as part of that process, we listened to more than 2,000 voices, more than half of them from the local communities. And there are a few ideas emerging which very much align with the Reset process we have been discussing, more broadly as a humanitarian sector.Deepen localization and accountabilityOne of the first things that came out from that is that the humanitarian system after the reset would be very local, but it is local with accountability, and the accountability, not in the sense of just pushing the risks to the local actors, for sharing the risk, but delivering in an accountable manner.And it's really about the decision-making at the local level. And I think the colleague from Afghanistan [a previous speaker], what she said is that you don't need to push us from abroad. We're already there. And somehow, we have this notion that we need to put the local actor in the front. No, they're already there. We need to follow them. And I think we need to have the courage to follow the local actors who are already there.And also, we do need, you know, as IFRC, we have been championing the localization, we also believe that the global solidarity is needed in many places. But when we do that global solidarity, I think it's really, really important that now we walk the talk: both the donors' community and us as the international organization.We [donors and agencies of Grand Bargain] committed 25 per cent of the internationally mobilized funding that goes to the local actors — we have received only 2 per cent collectively.That must not be good enough for us. Otherwise, we'll keep on talking. So, this is in our hands to change that, nobody is stopping us to make that happen. So, let's make that happen. And just to share with you, colleagues, that in the IFRC we are going to step up that target to 75 per cent. We will not be satisfied with 25 per cent. That's the push we want to make.Sharpen humanitarian focus and collaborationNow, the second message that is coming is, I think, the humanitarian system and as an organization, I think we've got to have more collaboration, as you said Tom, no silos, no egos.But at the same time, we also need to be much more conscious about our own mission creeps. Sometimes we establish complicated coordination mechanisms. And maybe those were not needed if we are not doing the mission creep ourselves.We do mission creeps, and it becomes complicated. We overlap each other, then we create a complicated mechanism to say that: “Oh, actually we should not be doing the mission creeps.”So, I think we need that focus, humanitarian focus. Humanitarian focus and really, really be the discipline… ourselves, so that the Tom’s life becomes very easy and maybe not needed. I think, I think if we can make jobs — Tom's job redundant — we would have succeeded! And we do need to diversify our financing approaches and models. And I think in IFRC, we are taking some really innovative financing modalities, but we have to take it to scale.Redouble humanitarian diplomacy efforts to influence humanitarian causesThird one is the real issue around management diplomacy: around how we preserve, how we preserve our medical space? How do we protect our humanitarian workers? How do we uphold our principles and the international norms? And I think collectively, again, we have to push for this. So, our call to the government, to the states: I think you really have to uphold your friends accountable, as much as you do to your foes.In the current system, the system jumps very much to hold your foes accountable, not always your friends accountable. And for me, until and unless we have the courage to held our friends accountable, we will not overcome the sense of impunity that we are seeing around the world. And I think the discipline that we need from the humanitarian workers is that we should not pretend to be the placing responsibility of the states.Most of the crisis that we are seeing now and the pressure on the humanitarian organizations is growing because there haven’t been many political solutions to many of the crises we are dealing with now. Until and unless there are political solutions to these crises, the humanitarians even if we get 200 billion, we will not be able to address those issues. There must be political solutions.Accelerate digital transformation and ethical adoption of AINow the fourth is we are also living in a digital age. So, I think we as an organization, as a humanitarian system, we also have to adapt to digitalization and ethical adoption of artificial intelligence. And this my son asked me to put that in – he is an artificial intelligence student!An organization that delivers more effectively and efficiently with a culture for transformationAnd then finally… Finally, I think it’s extremely important that we as an organization have the capacity and the culture of transformation. The days of 5 years plans, and 10 years plans are gone. Things are changing so rapidly, even the 1-year plans are no longer relevant.You have to update your plan already less than 6 months. And we can address that only because the reset humanitarian system has both culture and capacity of transformation, and that humility I talked about before. Changing or accepting the weakness is not the wrong thing. It’s not weakness, it’s strength. Only strong people, strong organization, has the ability to do that.True Reset = LocalSo, colleagues, we are here with different rules, experiences, and perspectives, but with only one shared interest.Tom, I am repeating you: how we can work together to better serve our humanity. If we are serious about transforming the humanitarian response, then we must be serious about shifting power, resources, and responsibility - closer to the people we aim to serve. That means local.Local. Local and Local.But local with global solidarity. As local as possible, as international as necessary. So, a true humanitarian reset, from the perspective of IFRC, is threefold: leading with humanity, acting with foresight, and delivering with accountability. All that comes best with local at the core. Thank you so much."

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From response to recovery: IFRC President honors Jamaica Red Cross volunteers and youth

St. Catherine, Jamaica, 21 January 2026 - The Jamaica Red Cross last week welcomed President of the International Federation of Red Cross and Red Crescent Societies (IFRC), Mrs. Kate Forbes, whose visit placed a powerful spotlight on recovery, resilience and the efforts of volunteers driving Jamaica’s humanitarian response, three months after Hurricane Melissa struck the country.At the Jamaica Red Cross national headquarters, in St. Catherine, volunteers and Red Cross Youth filled the room with songs, poetry and messages of unity, courage and humanity, a vibrant reflection of the compassion that has sustained communities through loss and rebuilding. Volunteers were formally recognised for their extraordinary dedication in the aftermath of the hurricane, even when many were personally impacted themselves.“Recovery is often the most overlooked phase of a disaster, yet it is where dignity is restored and futures are rebuilt,” said IFRC President Kate Forbes. “What I have seen in Jamaica is the true heart of humanitarian action: local volunteers, especially young people, leading with courage, creativity and care for their communities.”Jamaica Red Cross was active in communities before Hurricane Melissa made landfall, taking early action, supporting alerts and evacuations, and positioning relief for the most at-risk families. Since Hurricane Melissa hit the island, the Jamaica Red Cross has supported more than 28,000 people with shelter materials, clean water, health services, psychosocial support, and cash assistance to meet their most urgent needs.During her visit, President Forbes visited mobile health clinics in Darliston and Savanna-la-Mar, made possible through the leadership of Jamaica Red Cross volunteers and staff, in partnership with the Ministry of Health and Wellness and the Canadian Red Cross. These mobile clinics are strengthening primary healthcare access in communities which are still navigating the long road to recovery.Jamaican Red Cross President, Ms. Allasandra Chung, underscored the significance of the visit and the volunteers it honoured. “This visit affirms that recovery is not just about rebuilding structures, but restoring hope,” Chung said. "The service of our volunteers is priceless, and this recognition belongs to every volunteer and youth member who chose humanity in the face of hardship.”President Forbes’ visit reinforces the IFRC’s long-term commitment to supporting Jamaica’s recovery from Hurricane Melissa, and the vital role of volunteers in rebuilding stronger, more resilient communities.For more information or to request an interview, please contact: [email protected] Jamaica: Chloe Govindasamy, [email protected] Geneva: India Roberts-Smillie, +41 763 726 251

Statement: IFRC mourns the killing of Sudanese Red Crescent volunteer

The IFRC is deeply saddened by the death of Sudanese Red Crescent Society (SRCS) volunteer, Iman Abbas. On 1 February, she was killed while participating in a SRCS cleaning campaign at the Sabreen open market in Omdurman, which was struck by artillery shelling. The IFRC sends its deepest condolences to Iman's family, her SRCS colleagues and loved ones. In 2024, 32 of our IFRC network volunteers and staff died or were killed while performing their humanitarian duties. Iman is the first colleague we’ve lost this year. Any attack on humanitarian personnel weakens entire communities and compromises our ability to help the people who need it most. We strongly reiterate our call for unwavering respect for the Red Cross, Red Crescent and Red Crystal emblems and the crucial humanitarian services they represent.  For more information or to request an interview, please contact: [email protected]    

Beyond limits: Part 2 in Red Vest podcast's series for the International Year of Volunteers. Opening doors, revealing pathways and testing the limits of the possible.

Part 2 in Red Vest podcast's series for the International Year of Volunteers. In this episode Red Vest podcast takes you around the world, from Switzerland to Venezuela and Myanmar, to explore the many ways volunteering opens up new pathways and opportunities even as it pushes people beyond their comfort zone. We share these stories because too often they go untold, despite the fact that locally based volunteers are absolutely critical, not only to every emergencies, but to providing local responses to very complex social challenges.

Double disaster duty: Three months ago, a devastating typhoon hit a part of the Philippines that had just suffered a catastrophic earthquake. As always, volunteers in hard-hit communities played a critical role.

IOM and IFRC Assume Co-Leadership of Global Shelter, Land and Site Coordination Cluster

Geneva, 19 February 2026 – The International Organization for Migration (IOM) and the International Federation of Red Cross and Red Crescent Societies (IFRC) have assumed joint leadership of the new Global Shelter, Land and Site Coordination Cluster, marking a major step forward in delivering faster, fairer, and more effective humanitarian assistance worldwide.“This is about putting people at the centre of humanitarian response,” said IOM's Director General Amy Pope. “When shelter, land and site coordination work together, families are safer, communities are more stable, and recovery can begin sooner. It gives people not just support in a crisis, but a stronger foundation to rebuild their lives with dignity.”The new approach brings together shelter assistance, site coordination, and housing, land and property support under a single, integrated framework. It is a critical outcome of both the Humanitarian Reset – the system-wide effort to simplify humanitarian coordination, reduce duplication, and make responses faster, more accountable, and closer to the needs of people affected by crises and displacement – and IFRC’s Renewal, the organization’s strategic reorientation to focus on where and how it can have the most impact at the local level.Building on their long-standing collaboration, IOM and IFRC will share responsibility for global coordination in both conflict and disaster settings. The Norwegian Refugee Council (NRC) will continue to lead coordination on housing, land and property issues, ensuring continuity and strong technical leadership.The new global platform reflects the realities of how people in crisis live, whether in camps, informal sites, host communities, and urban neighbourhoods and rural areas. It recognizes the broader impact of shelter, not just in providing safety and stability, but also as a critical enabler of other humanitarian outcomes, such as health or education, and will serve as a key platform for coordination across different sectors in displacement settings. It also considers how climate change and environmental pressures shape where and how people live, and places a strong emphasis on community engagement and locally led responses. By involving communities directly in decisions that affect their lives, it supports solutions to displacement that are led by communities themselves and built to last.“This new cluster represents a shift in mindset to a truly place-based, people-centred approach. Its remit starts with where people actually live - their homes, neighbourhoods and communities - and organises support around that. And we shift leadership closer to those contexts, enabling national and local actors to lead coordination wherever possible, with international partners supporting rather than substituting local capacity,” said Jagan Chapagain, Secretary General and CEO of the IFRC.The impact of this closer collaboration is already visible. During the recent floods in Sri Lanka, IOM and IFRC worked side by side to support affected communities, combining emergency shelter assistance with site coordination and longer-term recovery planning, demonstrating how integrated coordination can accelerate support and improve outcomes for families.IOM and IFRC also thank UNHCR, the UN Refugee Agency, as well as UN-Habitat and NRC for their close collaboration throughout the transition and for their continued partnership as this new global approach moves forward.For more information, please visit IOM’s Media Centre and IFRC Media Hub, or email [email protected]

The Colombian Red Cross has assisted in the return of over 5,300 people so far in 2025 as part of its National Migration Strategy

Today, on International Migrants Day, we honour the journeys, dignity and resilience of those who move, as well as the humanity behind every act of welcome.The Colombian Red Cross demonstrates this commitment every week in its auxiliary role, when its staff and volunteers support Colombians returning on flights from the United States.What started as an unexpected request has evolved into a well-organised, compassionate and deeply humane response centred on protection, active listening and adaptability.As of 16 December 2025, the Colombian Red Cross has assisted 5,334 people arriving on 47 flights operated by the Colombian Air Force to El Dorado Airport, thanks to support from the International Federation of Red Cross and Red Crescent Societies' Disaster Response Emergency Fund (IFRC-DREF).The first step: facing the unknownElizabeth Becerra, leader of the Colombian Red Cross migration team, recalls the chaos of those first few hours:“When we received the call from the Foreign Ministry the night before the flight arrived, we immediately activated the preparation process together with the different mission areas of our National Society,” she recalls. “Although we were facing an unknown scenario, our staff and volunteers arrived with a clear mission: to assist our fellow citizens with compassion and dedication. Some accompanied children, while others provided psychosocial support, shared a hot meal or provided primary healthcare, once again demonstrating the humanitarian commitment that characterises us.”That first night marked the start of a learning journey that has led to a response grounded in the principles of humanity, impartiality, and profound respect for people's rights.As the flights continued, support increased. Volunteers brought colours, plasticine and open hearts to welcome those returning home.Then, at the request of the Foreign Ministry, teams began accompanying people on their journey home and providing care during the flight. They listened to stories for over five hours, bearing witness to moments of catharsis and relief, and adapted each service to meet people's individual needs.“The children told us about events they had experienced months earlier. For them, it was reassuring to be on a plane that would take them home,” explains Elizabeth.As they got to know and understand the needs and preferences of the migrants, the team adapted their response. A hot empanada or a ponimalta became more than just food — they were a symbol of a warm welcome home.“The faces are etched in your memory when you give someone an empanada, they look at it, look at you, and start crying. It's strange for you because it's just an empanada, but for someone who has gone through this process, it's a psychosocial empanada; it's food that makes them feel at home,” says Fabiana Parra, Project Officer at the Colombian Red Cross.Expanding the scope: support from IFRC-DREF“We then realised that we needed both an air and a ground response. So we started looking for resources and deployed even more,”Elizabeth explains.That's when the support of the IFRC network came into play. Thanks to the Disaster Response Emergency Fund (IFRC-DREF), the Colombian Red Cross was able to increase its on-the-ground assistance, providing hydration, food, legal guidance, psychosocial support, personalised care, safe shelter and the simple yet powerful gesture of asking, "Would you like some coffee? How would you like it?” Because dignity begins with choice."It's impossible not to be moved when you see their faces as they enter the accommodation service. After so much uncertainty and exhaustion, it's almost unimaginable for many to be able to rest in a clean bed in a quiet room with privacy and choose from a buffet breakfast,” says Elizabeth. “In those small gestures, they feel they can finally breathe. For them, it's like touching the sky.”“This humanitarian response has transformed the way we understand our daily work. We have witnessed hugs that had been years in the making, parents and children being reunited after long periods of silence” Elizabeth continues.“We have accompanied families who arrive at the airport on flight after flight, clinging to the hope of hearing news from their loved ones, with our hearts in our hands. Amidst all these stories, we have also felt how love can bridge distances through a simple phone call, bringing comfort, relief and dignity to those who need it most.”National Migration Strategy 2024–2030The immediate response work at El Dorado Airport is just one visible sign of a deeper commitment.In line with the Red Cross Red Crescent Movement's Global Migration Strategy, the Colombian Red Cross formalised its National Migration Strategy 2024–2030 in 2024. This long-term, rights-based framework recognises migration as a human right, committing the institution to providing multisectoral, humane and inclusive support throughout the country.The strategy strengthens protection pathways, expands access to healthcare, integrates legal and psychosocial support, promotes social inclusion and reinforces humanitarian diplomacy and coordination with local, national and international authorities."Everyone has been involved in this process, from our managers to those who support us in administrative areas and the mission teams,” explains Elizabeth. “It has been deeply meaningful to see how, even from behind a desk, humanity can be transformed into a concrete response for our fellow citizens. That is priceless.”Every Thursday over the past year, as the flights arrive, Red Cross teams have encountered people who are exhausted and emotionally drained. The following morning, after resting, showering and eating a hot meal, the teams see renewed faces, reunited families and people who feel at home again.

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