Zaida Bastos, Kehkashan Basu and Développement international Desjardins (DID) win the 2020 Cooperation Canada Awards

Zaida Bastos, Kehkashan Basu and Développement international Desjardins (DID) win the 2020 Cooperation Canada Awards

February 11, 2021, OTTAWA – Cooperation Canada announced the recipients of the 2020 Cooperation Canada Awards at its awards ceremony tonight: Zaida Bastos, Kehkashan Basu and Développement international Desjardins (DID). 

 

The Karen Takacs Award 

Cooperation Canada presented Zaida Bastos, former Development Partnerships Program Director for the Primate’s World Relief and Development Fund (PWRDF), with the Karen Takacs Award for Women’s Leadership in International Development 

Zaida began working with PWRDF in 1998 and, over the years, served in several capacities, including as Africa Program Coordinator and External Funding Program Manager. Over the span of her career, she has worked for the Working Group on Refugee Resettlement, UNESCO in Paris and the United Nations Development Program in Angola. Zaida’s expertise focuses on community development, gender equality and organizational development and has worked to support effective training and the integration of prevention of sexual exploitation and abuse policies. 

“In our experience on the frontlines of community-based health and develop work in Burundi, we can think of no one who better embodies the dual focus of collaborative leadership and advancing women’s equality, empowerment and voices,” said Cathryn Christensen, Clinical Partnerships Director for Village Health Works and a colleague of Zaida’s. 

Zaida Bastos (left) in Tanzania. 

 

“Zaida’s peers and colleagues at PWRDF and representatives of the many development agencies and community partner organizations have benefited from her support, knowledge and passion over her many years of work in women’s leadership in international development,” said Will Postma, Executive Director for PWRDF. 

 

About the Karen Takacs Award 

Karen Takacs was a celebrated and cherished leader of the Canadian international community. For over 20 years, Karen worked tirelessly to improve the lives and advance the rights of women and girls locally, nationally, and internationally. Karen was a catalyst for collaboration in the Canadian international sector. Throughout her life, Karen was admired for motivating and bringing people together around a common cause. By way of encouragement, generosity, and humour, Karen led by mobilizing and supporting others. Following Karen’s passing in 2015, Cooperation Canada (then the Canadian Council for International Cooperation) created an award to honour her invaluable contribution to the fight for social and economic justice, and to celebrate the unique collaborative leadership she demonstrated throughout her career, including her time as Chair of the Board of Cooperation Canada. For the Canadian global development community, The Karen Takacs Award is a symbol of feminism, collaboration, advocacy, mentorship and resilience. 

 

The Innovation and Impact Awards

Kehkashan Basu (Founder and President of the Green Hope Foundationand Développement international Desjardins (DID) are the recipients of the 2020 Innovation and Impact Awards in Honour of Lewis Perinbam, presented by Cooperation Canada and World University Service of Canada (WUSC), in collaboration with the Trustees of the Lewis Perinbam Award. 

A youth leader, global influencer, environmentalist, and champion of women and children’s rights, Kehkashan Basu is described by her peers as a trailblazer who has been challenging the status quo and breaking social strictures and taboos that impede the progress and rights of future generations. She is the Founder and President of global social innovation enterprise the Green Hope Foundation, which works at a grassroots level in 16 countries, empowering young people, especially those from vulnerable communities – amongst them, Syrian refugees, Rohingya refugees, children of prisoners in Nepal and Kenya, and Covid affected communities in Bangladesh and Liberia. 

“With COVID and all the other ongoing crises facing humanity, it is so easy and tempting to get discouraged and to retreat into our bubbles,” said Jean-Marc Mangin, Chair of the Trustees of the Lewis Perinbam Award. “Defeatism was never in the DNA of Lewis Perinbam. This year’s winner of the Impact Award in honour of Lewis Perinbam, Kehkashan Basu, embodies fully his courage of the imagination and his can-do attitude that our age requires.” 

 Kehkashan Basu speaking at the United Nations on 2019 International Day of Peace (New York).

 

Cooperation Canada and WUSC awarded Développement international Desjardins (DID) with the Innovation and Impact Awards (organization prize) for its transformative approach in increasing the economic power of farmers in Colombia. The organization used innovative and impactful means through its design of the DECISION mobile applicationwhich facilitates the process of analyzing credit applications on the spot and promotes the secure financial inclusion of farmersBy the end of the project, 136,000 agricultural credits had been granted to 80,000 farmers; 15,000 farmers had received financial education (57% of whom were women), and these figures continue to increase. 

With its initiative, Développement international Desjardins (DID) helped make Colombia’s agricultural financial sector more inclusive, efficient, and secure for farmers. 

 

“Kehkashan Basu and Développement international Desjardins (DID) are leaders who embody the values and principles of these awards,” said Nicolas Moyer, CEO for Cooperation Canada. “They have both demonstrated dedication to being innovative in their approaches to their work, for which the impact will be felt for many years.” 

 

About the Innovation and Impact Awards 

Annually, Cooperation Canada and the Trustees of the Lewis Perinbam celebrate and recognize Canadian individuals and civil society organizations (CSOs) that are doing impactful and innovative work. Cooperation Canada defines an Innovative Practice as a new or more impactful means of, or approach to, addressing development challenges and improving the lives of the world’s most vulnerable. An innovative practice can take many forms, it can be an innovation that is new to a particular context, but tried and true elsewhere.  In addition, the innovative practice could be an approach, technology, business model, policy practice, partnership and more. To achieve impact through innovation, an Innovative Practice should align with The Whistler Principles to Accelerate Innovation for Development Impact. 

 

Honouring Lewis Perinbam 

Lewis Perinbam, O.C, (1925-2007) was a pioneer in building the international development sector in Canada. He was the founding Executive Director of CUSO, the first full time Secretary General of the Canadian National Commission of UNESCO and the Executive Director of World University Service of Canada (WUSC). He joined a fledging Canadian International Development Agency in 1969 and became the founding director general of the NGO division. He later became the Vice-President of the Canadian Partnership Program where he launched several programs that made Canada a leader in civil society-government collaboration. He led the 2000 Task Force on the Participation of Visible Minorities in the Public Service which generated deep change throughout Government. The awards recognize his outstanding contributions and provide a reminder and a call for action that ambitious system-wide innovation is always possible. 

 

Media Contact 

Kat Guerin
Communications Manager, Cooperation Canada
[email protected] or 613-222-3009 

 

Stephanie Leclair
Director, Communications and Digital Transformation, WUSC
[email protected] or 613-761-3714 

How KAIROS’ Partners are Responding to the Double Pandemic

How KAIROS’ Partners are Responding to the Double Pandemic

Through its Women of Courage: Women, Peace and Security program, KAIROS has been working very closely with partners to learn more about the impacts of COVID-19 on their work and their responses to these challenges. As women peacebuilders in protracted conflicts, these partners are no strangers to crises and, as such, have modeled resilient, creative and courageous approaches that serve as excellent examples for us all.

In addition to dealing with public health concerns and measures, partners are also responding to what has been termed the “shadow pandemic” or the “double pandemic,” terms that refer to the substantial increase in gender-based and domestic violence that has resulted from the pandemic and associated lockdowns. The pandemic is having this effect all over the world, including in Canada where gender-based violence and domestic abuse rates are increasing by an estimated 20 and 30 per cent in parts of the country. However, countries with militaristic responses to the crisis and autocratic and repressive governance styles have only exacerbated violence and the need for psychosocial and legal support for women in all parts of the world.

Despite the challenges posed by physical distancing requirements, KAIROS’ partners have responded to the crisis to support women experiencing violence in their communities. The Organización Femenina Popular (OFP) in Colombia, for example, has used social media to form online support groups for women. They are providing psychosocial services online and via phone to provide much-needed support to women who are facing gender-based violence or domestic abuse. Similarly, Wi’am: Palestinian Centre for Conflict Transformation in the West Bank is responding to the increase in gender-based violence with conflict mediation and transformation initiatives. The Centre also plans to hire two psychologists and has set up a 24-hour hotline to provide frontline support to women and others experiencing gender-based violence.

KAIROS’ partners have also been adapting workshops and training for women leaders to respond to COVID-19 in their communities. This training includes equipping leaders with tools and resources to respond to the psychosocial impacts of the pandemic and the increase in gender-based violence.

Gender-based violence and domestic violence were a global pandemic long before COVID-19. However, around the world, the protective measures put in place to limit the spread of COVID-19 are putting women at an increased risk. KAIROS’ partners have been on the frontline of the response in their communities to ensure that while public health measures are followed, those who are the most at risk have the support they need as they seek to protect themselves and their families from the double pandemic.

Héritiers de la Justice in Democratic Republic of Congo is continuing with the production and hosting of the local weekly radio program “Tuitete Haki,” Swahili for rights, pivoting to address the COVID-19 pandemic public health directives and raise awareness about gender-based violence. The South Sudan Council of Churches’ radio talk shows discuss COVID-19, gender justice, trauma healing as well as peace messaging.

As COVID-19 completely transforms the world, we cannot lose sight of the world’s most vulnerable. Women peacebuilders are leading a feminist response that addresses the disproportionate impacts of this global crisis on women and girls and brings this pandemic of violence out of the shadows. We have much to learn from them. Their strong networks and relations with women community leaders and groups, as well as their experience in psychosocial support and trauma healing, allow them to reach marginalized women and ensure their voices and concerns are heard even in the context of the COVID-19 storm.

Women peacebuilders provide us with a glimmer of hope – a way forward when the world emerges from this crisis, one that is based on the wellbeing, health, safely and peace for all.

To read more about KAIROS’ partners’ response you can read their blog here.

Photo: South Sudan Council of Churches meets with women and youth to raise awareness about gender-based violence, domestic violence and teen pregnancies during COVID-19 lockdown.

Promote, improve, inspire: WaterAid Canada’s response to COVID-19

Promote, improve, inspire: WaterAid Canada’s response to COVID-19

While water and soap are considered basic household items in Canada, for many around the world it is normal to live without them. Data shows that 40% of households worldwide do not have handwashing facilities. As a result, handwashing is not a widespread practice, which heightens the risk of spreading illnesses, including COVID-19. Although recent figures show that the pandemic has not yet affected low and middle-income countries to the extent that it has affected high-income countries, concern is growing about the effects of the pandemic in countries that have fewer resources to tackle the crisis. Low and middle-income countries often have restricted access to water, sanitation and hygiene (WASH) services, and many healthcare facilities are ill-equipped to deal with the scale of COVID-19. Limiting the spread of COVID-19 in these countries, and preventing its devastating impacts, has never been as urgent.

To support the urgent need for WASH, CCIC member WaterAid Canada has channelled its expertise and knowledge to scale up efforts to promote hygiene, improve WASH facilities and inspire lasting behaviour changes to fight the pandemic.

“WASH, a no regrets intervention”

WaterAid Canada in the time of COVID-19

WaterAid Canada has always promoted good handwashing practices as part of its ongoing WASH programming. While COVID-19 has not changed the organization’s priorities, its impact objectives have expanded significantly. WaterAid Canada’s work is centered around four main objectives to reflect the urgency of the pandemic:

  1. Access to water for basic handwashing and cleanliness – providing essentials like soap, hand sanitizer and disinfectant to the most vulnerable people;
  2. Support for service providers – ensuring service maintenance with minimal disruptions;
  3. Reduction of COVID-19 transmission at communal water facilities – installation of handwashing stations in healthcare facilities, densely populated public areas and in rural locations; and
  4. Advocacy – campaigning to governments and authorities for continued, sustained and inclusive delivery of water and hygiene services, during and after the pandemic.

With its 37 years of experience and as a global leader in hygiene promotion, WaterAid Canada is working to support national governments and local civil society organizations to promote hygiene behaviours that will prevent the spread of the virus. WaterAid Canada teams are observing restrictions and assisting partners to ensure that their work does not endanger anyone or contribute to the spread of the virus. In many cases, the organization connects with other WASH agencies to coordinate joint efforts aligned with World Health Organization WASH recommendations. Currently, work is underway in urban and peri-urban areas, with the goal of reaching rural areas soon. The organization is also assisting in the design of hygiene promotion materials that will be disseminated through large media campaigns and amplified in areas that are more at risk than others. Materials intend to familiarize at-risk populations with WHO recommended practices that will prevent the spread of COVID-19.

WaterAid Canada understands tackling an invisible enemy, like COVID-19, is not an overnight endeavour. In an effort to scale-up its day-to-day operations to respond to the threat, it has developed a two-phase response that includes curbing the spread of the virus through hygiene promotion, and support for governments and key decision-makers followed by a reassessment and long-term planning. Limiting the spread of COVID-19 is not an endeavour WaterAid Canada can confront alone – a pandemic of this sort requires prevention, protection and curative interventions from all WASH sector agencies. As such, WaterAid has put together a comprehensive list of 11 contributions the WASH sector can make in responding to the pandemic, in addition to response dos and don’ts for the sector.

Fatoumata Sogoba whashes her hands after she came to the Diaramana Health Centre for an antenatal consultation, Mali.

Fatoumata Sogoba washes her hands after visiting the health centre for an antenatal consultation, at Diaramana Health Centre, Cercle de Bla, Segou Region, Mali. April 2018. (WaterAid/ Guilhem Alandry)

A well-equipped sector is a sustainable sector

It has become apparent that the impacts of COVID-19 will be long and profound, and the reality that awaits us, and more importantly, the most marginalized, is unknown. Safe access to clean water, appropriate sanitation, good hygiene and basic healthcare during a pandemic is crucial. WaterAid Canada has harnessed its expertise, shifted operations, and widened its reach to take on this crisis.

The need for proper WASH practice and facilities in this crisis is vital but the sector also requires long term solutions. WaterAid Canada is committed to protecting the most marginalized from the immediate crisis, while also equipping the WASH sector with human rights-based solutions that will have long-term impacts. Having the resources to prevent future outbreaks and support basic human dignity should be normal, for everyone, everywhere.

*By Arianna Abdelnaiem, Research Assistant at the Canadian Council for International Co-operation (CCIC).

* This blog is the fourth in a new series by CCIC that showcases leadership and innovation in Canada’s international development and humanitarian sector to the COVID-19 pandemic. CCIC will continue to showcase the stories of solidarity, resilience and innovation from our sector in the coming weeks. We may be physically distant, but our members are more connected than ever in their efforts to combat the impacts of our shared global challenge with strength, humility and grace.

Featured photo: Sashi, a Chikankari worker is pictured washing her hands before she cooks meals for her family in Sadamau, on the outskirts of Lucknow, Uttar Pradesh, India on 20 December 2019. (WaterAid/ Anindito Mukherjee)

Call to localization in the time of COVID-19

Call to localization in the time of COVID-19

Now in its 100th year of service, with experience in more than 50 countries during times of calm and crisis, Mennonite Central Committee (MCC) has learned again and again the value of working with local partners to shape and customize programs. Standardized best practices and multilateral coordination are essential in times of complex global crisis, but they are not sufficient to ensure an effective response.

In the case of COVID-19, we are all facing the same microbe impacting the same basic human biology. On one level, this is a medical problem, with likely universal technical solutions. Highly standardized programming may seem to be the most effective and efficient approach to reach the most people.

Unfortunately, our world is too complex for one-size-fits-all approaches, even when we are all facing the same virus. A key lesson of MCC’s century of experience is that standardized responses are damaging and counterproductive if they are not balanced with deep localization of the work. When programs are imposed without local ownership, they are frequently ineffective and even resisted. When local priorities are ignored, project activities and resources are often redirected and subverted. When people’s values and culture are not respected, communities are unlikely to engage let alone change deeply ingrained behaviours.

As MCC and our local partners around the world respond to COVID-19, we are striving to to be a bridge between the global and the local, the academic and the practical, international “best practices’” and what is wanted and needed on the ground. The reality is that COVID-19 will not have the same impact around the world or between groups, and neither should it have the same response. Factors such as income level, displacement, citizenship, age, gender, social inclusion, and access to health care that made communities and individuals vulnerable before the pandemic will be there during the virus’ outbreak

While it often means smaller, more customized projects, MCC has tried to prioritize this understanding in our response to the pandemic. For example, in Mwenezi, Zimbabwe, the community asked that the COVID-19 response be built in a way that would leave the community better positioned to also deal with cholera and other waterborne diseases they struggled with before the pandemic. In Assosa and Bambasi, Ethiopia, farmers asked us to work with them and the government to develop strategies that would also protect the harvest and safeguard the gains that were so painstakingly won over years of community agriculture work. In Nikopol, Ukraine, the local priority was to protect those without homes and the frontline staff who cared for them. In Haiti, while some partners safely scaled back community-facing work, others like our sexual and gender-based violence response partner in Bomon had to sustain and expand work that was made more difficult, yet more necessary, by the pandemic.

Effective, cost efficient programming requires deep local knowledge, adaptation and ownership as well as international best practices and coordination. As Canadian NGOs, we are well positioned to be this bridge and help facilitate sustainable, contextually informed and evidence-based work around the world through our local partners. As a sector, our learnings about the importance of localization cannot be put aside in this time of crisis. It is needed now more than ever.

 

Photo caption: Emma Themistoc, head of MCC partner SOFA (Solidarity with Haitian Women by its in initials in Haitian Kreyol) in Beaumont, Haiti. These rural offices, called Daybreak Centers, support women who have suffered gender-based violence by accompanying them through legal and medical processes, providing microcredit, and offering psychological and social support. Emma has been a key voice advocating for sustaining and increasing this work during the pandemic, despite the increased challenges COVID-19 poses, recognizing the need to respond to increasing incidents of gender-based violence. (MCC photo/ Annalee Giesbrecht)

 

* This blog is the third in a new series by CCIC that showcases leadership and innovation in Canada’s international development and humanitarian sector to the COVID-19 pandemic.

Keeping an eye on COVID-19: Operation Eyesight’s approach to leveraging its network in times of crisis

Keeping an eye on COVID-19: Operation Eyesight’s approach to leveraging its network in times of crisis

COVID-19 is a health crisis whose impacts will devastate economies and increase inequality around the world. In addition to concerns here at home, there is also a striking and urgent realization that health systems in developing countries are not equipped with the means necessary to cope with the current and rapidly evolving impact of the pandemic. Recent figures outline a rise in numbers of cases throughout Latin America, Africa and South Asia, and, give way to fears of subsequent waves of pandemic peaks, particularly as China battles a second resurgence in COVID-19 cases. Many of Canada’s civil society partners operate in countries around the world where health systems need support and have the ability to respond quickly and with flexibility. With partners overseas working at reduced capacity in the face of the pandemic, Canadian partners are playing a much-needed role in preventing the spread of COVID-19 and reducing the negative socio-economic impacts of the virus on communities and vulnerable populations. 

 

In this context, CCIC member, Operation Eyesight, is pivoting its work, that typically focuses on eye health, to leverage its network of partner hospitals around the world to support effective, community led responses to the pandemic. 

 

Flattening the curve 

Operation Eyesight is harnessing its relations with government and partner hospitals in Sub-Saharan Africa and South Asia to help “flatten the curve.” Operation Eyesight, with program teams already located in partner countries around the world, is in a unique position to maintain its commitment to sustainability and empower communities on a larger scale.  On April 13th, the organization launched its COVID-19 response that will leverage local resources and expertise, easing the delivery of service for those in need. Kenyan staff are helping Kenyan citizens, working in ways that are locally grounded, and as such, effective. 

Operation Eyesight’s response is also focused on addressing the increased challenges women and girls face as the primary caretakers in most families. With good hygiene and handwashing as the first line of defence against COVID-19, Operation Eyesight continues to focus programming on clean water, safe hygiene promotion and sanitation through access to hand washing stations, soap and hygiene kits. Shortages of medical supplies are also a significant challenge – in Canada – but also in other parts of the world. Operation Eyesight is ensuring essential supplies such as sanitizers, soap and medication for eye infections remain accessible. Finally, as a novel virus that is rapidly evolving and with new research emerging daily on the impacts of and measure to prevent COVID-19, healthcare workers and frontline staff need access to the most up-to-date information at all times. Operation Eyesight has begun educating front line health workers on infection, prevention and control measures. It is also supporting the distribution of educational materials related to COVID-19 to keep front line health workers and the most vulnerable informed.  

 

Hospital partners have improved capacities to respond 

Operation Eyesight works with 55 partner hospitals in 6 countries to train frontline workers, nurses and community health workers on prevention, infection and control measures for Covid-19.  The organization plans to reach 600 000 individuals in Kenya, Ghana, Ethiopia, India, Zambia and Nepal through their health awareness and educational activities with a focus on women, girls and persons with disabilities. They are also ensuring Vision centres and hospitals are implementing strict sterilization protocols to make them COVID-19 free. 

 

Supporting the prevention of community transmission  

Through door-to-door distribution of health materials in local languages as well as hygiene kits, Operation Eyesight and its partners are working to prevent community transmission of the virus. In addition, they plan to install hand washing stations at water points, schools and vision centres across Kenya, Ethiopia, Ghana, India and Nepal. These will not only help families in need but also serve as demonstration units for the broader community to build their own. In Zambia, they plan to rehabilitate 60 boreholes to bring a clean source of water to rural areas.  

 

A community health worker distributes hygiene materials in India.

 

Empowering communities to become leaders    

In communities across 6 countries, Operation Eyesight will provide training to over 1500 community health workers to educate communities, with a particular emphasis on women, girls and people with disabilities. Village level water, sanitation and hygiene committees will be formed to train members to adopt appropriate hand washing and social distancing practices critical for the prevention of COVID-19. This approach aims to empower communities in their own response to the pandemic and prevent hospitals and health systems from being overwhelmed.  

Canada’s international development and humanitarian sector is quickly pivoting to meet new demands. Organizations like Operation Eyesight are demonstrating Canadians’ commitment to assisting those in need around the world. Quick and determined action and shifting operations are not only helping the most vulnerable abroad but act as a symbol of Canada’s response to a challenge that is faceless and knows no borders. Canadian civil society organizations are key to the global response to COVID-19. Their ability to quickly shift gears, leverage relationships and openness embody the innovation required to address the current climate and ensure that we recover better going forward.  

 

 

 

*By Arianna Abdelnaiem, Research Assistant at the Canadian Council for International Co-operation (CCIC). 

 

* This blog is the second in a new series by CCIC that showcases leadership and innovation in Canada’s international development and humanitarian sector to the COVID-19 pandemic. 

 

Save the Children’s COVID-19 learning pathway: Resources for everyone and anyone

Save the Children’s COVID-19 learning pathway: Resources for everyone and anyone

Canada’s international cooperation sector, like others, is part of the frontline response to the COVID-19 pandemic. Daily operations are changing. Events have been cancelled. Schools, businesses and government buildings are closed unless essential. Physical distancing is a part of our functioning and the main tool to help control the spread of the virus. And as we all adapt to this new reality, Canada’s international development and humanitarian sector is innovating to support local communities in Canada and abroad, to hold fast hard won sustainable development gains and help Canada and the world emerge stronger, more connected and resilient than ever.   

  

At the Canadian Council for International Co-operation, we are committed to sharing stories of solidarity and innovation as Canada’s international development and humanitarian sector responds to the crisis. The first in this series, we are excited to share four ways our member Save the Children is supporting the most vulnerable communities here at home and communities abroad. 

 

  1. An action agenda to protect hard won gains for children 

The organization’s 5 point Agenda for Action to Protect a Generation from COVID-19 seeks to encourage Canada to come together with the international community at-large in global solidarity to deliver the following actions to protect a generation of children’s rights: 

 

  • Disease containment and mitigation 
  • Global financing 
  • Support for family finances 
  • Education and learning 
  • Children’s safety and protection 

 

  1. Adapting to new realities

In response to COVID-19, the organization has quickly developed a COVID-19 Program Adaptation Framework and Guidance tool, in order to provide a steer guidance for its 120 Country Offices to  identify appropriate adaptations based on context and phasing of the crisis ((Preparedness, Initial Response, Large-scale response, Recovery), recognizing that communities and programs will move through different phases at different times and through different waves of an outbreak throughout an entire 12 – 18 month (or more) period. .  The guide can also be used by other CSOs or national responders.  This effort is meant to guide Save the Children Country Offices to help to mitigate the impact of COVID-19 and to the extent possible, preserve children’s rights to survive, learn and be protected.  

 

  1. Helping to keep children’s education on track

In an effort to fight COVID-19, schools across Canada have closed to control the spread of the virus. Valuable instruction and learning time for children is being lost as a result. Save the Children’s commitment to helping children and families in uncertain times is no different in the context of this pandemic. The organization has developed highly accessible and innovative resources to support and keep children’s health, mental well being and learning on track during this time, and beyond. Resources include a how-to talk to children about coronavirus, suggestions for relaxation and family learning activities, tips on incorporating reading, math and numeracy skills in daily routines, and even tips for grandparents staying connected to grandchildren during separation. 

 

  1. Educating diverse stakeholders on COVID-19

In collaboration with Humanitarian Leadership Academy, Save the Children has also set up a COVID-19 learning pathway, on Kaya, a global learning platform. This resource focuses on capacity strengthening of its audience through up to date tools, resources, training and educational videos that enable quick, informed and efficient responses to COVID-19 for the international development and humanitarian sectors, and beyond. The pathway contains e-learning programmes for support to humanitarian responses, soft skills and remote working capacity strengthening, a library of downloadable resources related to work and operations in the context of a pandemic, and key sector guidelines and policies, to name a few. Resources, courses and videos cover a range of critical topics such as public health, child protection, education, gender, leadership and management, wellbeing and resilience. The user-friendly platform, accessible on mobile, computer and in a variety of languages, is tailored for just about anyone seeking to improve their skills and knowledge to better prepare and respond to crises overall, not just COVID-19. Since its launch in mid-March, the platform has been accessed by over 3000 people from partners all over Canada. 

  

Like other members of our sector, Save the Children is showing its commitment to innovate and support families and children during times of uncertainty – whether it be in the field or through online learning opportunities such as COVID-19 learning pathway.  Confined to our homes, Save the Children is harnessing e-learning to make the most of this difficult time through platforms accessible to all.  

 

This is the kind of leadership and innovation that Canadians have come to expect from Canada’s international cooperation community. In the coming weeks, CCIC will showcase the stories of solidarity, resilience and innovation from our sector. We may be physically distant, but our members are more connected than ever in their efforts to combat the impacts of our shared global challenge with strength, humility and grace.  

 

 

 

*By Arianna Abdelnaiem, Research Assistant at the Canadian Council for International Co-operation (CCIC). 

 

* This blog is the first in a new series by CCIC that showcases leadership and innovation in Canada’s international development and humanitarian sector to the COVID-19 pandemic.