Disaster and Crisis Management (DCM) Mid-Year Update

Transcription

1 1 I I Disaster and Crisis Management mid-year update Disaster and Crisis Management (DCM) Mid-Year Update MAA00040 August 2012 Period covered: January to June 2012 South Sudan Red Cross volunteers at work in Kapuri Transit Camp, South Sudan, carrying out nutrition screening and distributing non-food items and constructing tents. Tamara Leigh/IFRC Overview Working within a four-year strategic plan 1, the Federation Secretariat s Disaster and Crisis Management (DCM) programme is making solid progress in building a more robust and flexible Federation-wide disaster management system that is aligned to the strategic aims and enabling actions of Strategy The 2012 DCM plan is aligned to the IFRC s Secretary General s objectives and priorities (5 business lines) and includes targets based on the Secretariat s Plan and Budget. Working closely with the other disaster management-related departments in the Secretariat, the global disaster management team in Zones, regions and countries, and National Societies, DCM has achieved the following over the first six months of 2012: Operations support (Emergency Appeals, DREF global surge): Successful recruitment and start-up for the Heads of Operations (HEOps) with three HEOps pool members appointed on 16 April, 2012, and available for immediate deployment globally to provide strategic leadership to IFRC-led operations for up to three months. Effective backstopping support to Africa Zone DM in the form of deployments, capacity reinforcement on an as needed basis, etc. Two HEOps deployments between May and July 2012 to the Sahel food insecurity operation and the Syria civil unrest operation. Two FACT deployments during the reporting period, both in February, the first to support the flood operations in Mozambique and the second to support the food security operations in the Sahel region. Three deployments of the Federation s Early Recovery Surge Team (FERST), through the British RC Household Economic Security (HES) roster. Livelihoods experts were deployed to work with the Philippines RC to support the livelihoods recovery needs of populations affected by typhoon Nesat 1 Disaster and Crisis Management Long Term Planning Framework available on

2 2 I I Disaster and Crisis Management mid-year update and Nalgae through in kind and cash-based mechanisms and to the Sahel as a livelihoods and food security FACT team member, to provide analysis and inform resulting emergency appeals for NSs in the region. Support to various partner ERU training events and the annual technical ERU meetings and FACT/ ERU working group meeting in Geneva (28 May 1 June) involving over 70 participants from 18 NSs who support FACT and ERUs. Also, preparations for the piloting of th enew Team Leader training. Support to Zones for disaster response operations - 18 Emergency Appeals launched during this period for a total of some CHF 81m to deliver assistance to a total of 2,272,052 people. 73 DREF allocations were also made for a total of CHF 11.8 million for 4.1 million beneficiaries 2. Programming, tools and procedures development: Development and distribution of Earthquake Guidelines (with support from Japanese Red Cross) to establish the basic principles of earthquake preparedness, response and recovery for front-line humanitarian staff and volunteers Development of terms of reference to review the RC/RC Movement s role in camp and collective centre management activities with a view to informing future policy and practice. Terms of reference were also developed for a needs assessment operational guidance tool aligned with the IASC operational guidance from the Needs Assessment Taskforce. This will provide guidance on what kind of information is required from IFRC assessments at what level and by when. Also a potential partnershp with the Assessment Capacities Project (ACAPS) has been discussed around training, situational and response analysis and operational support and a draft MOU prepared. A proposal from a consortia of EU National Societies entitled next generation damage and post-crisis needs assessment tool(s) for reconstruction and recovery planning has been developed and approved by the EU. The IFRC role in the proposal is likely to cover providing technical support, innovative content development and dissemination. Development of the Global Disaster Response Standard Operating Procedures (DR SoP s) to be agreed by the Global Senior Management Team (GSMT). These reflect the new operating model of the Secretariat and will improve timeliness and accountability in decision making. Development of a first draft of cash-based programming SoPs for the IFRC Secretariat, developed by programming, logistics, security, finance, audit & risk management and legal functions at Geneva level. These are being consulted upon within each functional area at Zonal level and with key stakeholders for approval in The IFRC successfully renewed its partnership with British Red Cross, the Cash Learning Partnership (CaLP) and ECHO for a further duration of two years and a total value of over CHF 2m. This supports the IFRCs strategic positioning to become a global leader in cash based programming (CBP) in emergencies. The partnership provides resources to build institutional capacity and awareness in CBP, to pilot embedding CBP into prepardness and contingency planning and to share Movement experience in CBP. Recovery programming guidance for NS with an accompanying modular training package was developed in 2011 and 2012 including a common organisational position on recovery for the IFRC secretariat and a how to guide on applying the recovery approach at the operational strategy level and the community level. The successful development and launch of the Contingency Planning Guide in June 2012 after extensive consultation, feedback and field testing with NS. A Global Response Preparedness Workshop in January 2012 attended by Zone DMCs, regional/country DM coordinators and senior DM practitoners from the National Socities. The workshop discussed longer term contingency planning, a Federation-wide simulation approach, NS response preparedness, and early warning / early action. A joint response preparedness work plan was developed and is being followed up at various level. 2 DREF Mid Year Update report available on in September

3 3 I I Disaster and Crisis Management mid-year update The WPNS phase III ( ) survey was completed including updated country profiles, regional analysis, and phase-wise comparative analysis. A broad framework to undertake the WPNS revision has been developed and is expected to completed before end of this year. A concept note on a Federation-wide simulation approach has been developed as guidelines for conducting simulation exercises based on current needs and learning from exercises carried out over the past years. It is envisaged to develop a global/regional pool of simulation managers who will train NS staff and help in national and regional level simulation exercises. Continued work on modifying, field testing, and synthesizing the emergency Plan of Action (PoA) tool, including adjustments and linkages to the Emergency Appeal and reporting formats, the DM information management (IM) project, financial / budgeting considerations, and all related guidance. Policy and strategy: The start of the global National Society consultation process for the revision of the Principles and Rules for Red Cross and Red Crescent for Disaster Relief. As of 30 June, 155 people from 69 National Societies had actively participated in 5 National Society consultation meetings in four Zones. Drafting of a Secretariat DM Strategic Operational Framework (DM SOF) to guide the Federation Secretariat global DM team in implementing Strategy 2020 with global coherence and consistency. Further development of Movement guidance on working internationally with civil protection agencies. Representation and coordination: Effective hosting of the Sphere Project office and representation on the Board of the Sphere Project, contributing to the proposed Joint Standards Initiative for greater coherence between the various quality and accountability initiatives. Effective engagement in the Steering Committee for Humanitarian Response (SCHR) Principals and Working Group meetings, contributing to the development of inter-agency positions and work on key initiatives including a humanitarian certification system. Facilitation of the Global DM coordinators meeting, Geneva January 2012 (see stakeholder participation and feedback below). Support to the Disaster Management Working Group (DMWG) meeting in Tokyo from 30 May 1 June and participation in the DMWG Organising Committee (see stakeholder participation and feedback below). Representation to the International Recovery Platform (IRP), Cluster Working Group on Early Recovery (CWGER), IASC Needs Assessment Task Force (NATF), IASC Sub Working Group on Prepardness and the linked headquarters technical team. Leadership, coordination and accountability in humanitarian response The IFRC recognizes the need to ensure that our disaster and crises response systems are broadly compatible with those of other agencies. To this end, the IFRC continues to develop systems and tools that strengthen our capacity to respond and complement the IASC Transformative Agenda. The Head of Emergency Operations (HEOPs) pool provides strengthened operational leadership and coordination capacities, and improved strategic planning. The continued improvement of our global surge capacity including FACT, ERU, RDRT/RIT and FERST - strengthens NS assessment, coordination and implementation capacity The Secretariat Global Disaster Response SOP s will ensure a rapid and unified response and enable strengthened accountability through defined disaster levels / categories and operational decision making framework; Strengthened capacity for needs assessments with the development of new tools and guidance for integrated relief to recovery programming. Through collaboration with ACAPS the Secretariat will ensure that future tools are compatible with key inter-agency multi-sectoral needs assessments methods.

4 4 I I Disaster and Crisis Management mid-year update Information management: Operations-at-a-glance communication tool developed to provide National Societies and international disaster management staff with a regular (monthly) snapshot of IFRC operations together with access (via hyperlinks) to more detailed information. The Disaster Management Information System is being migrated to the new FedNet platform for improved access and user-friendliness. Maps were produced for all Emergency Appeals and a process established to clarify the status of territories (according to the IFRC) to enable proper operational coding and mapping. Early warning messages and seasonal forecasts were shared in a timely way with relevant stakeholders in the field. Number of people reached In the first half of 2012 some 5.4 million people benefited directly or indirectly from Secretariat DREF and Emergency Appeal-supported and National Society-managed operations 3 Geographic breakdown of disasters in 2012 (source: DMIS; figures as of 18 May 2012). Europe 16% Asia & Pacific 29% Americas 16% Africa 36% Middle East & North Africa 3% Geographic breakdown of those assisted in 2012 (source: DMIS; figures as of 18 May 2012). Africa 4,359,359 Americas 87,988 Asia & Pacific 844,882 Europe 97,593 Middle East & North Africa 14,954 Working in partnership The key strategic partnerships established or nurtured in the course of 2010 and 2011 were maintained, reinforced, and expanded in 2011, prioritizing cooperation with our own National Societies and ICRC complemented with reinforcing existing external relationships (SCHR; Sphere; CaLP) and exploring several potential new partnerships. More specifically, the IFRC continued to closely coordinate responses to major disasters with the UN Office for the Coordination of Humanitarian Affairs (OCHA), and actively participated in regular disaster response briefings as a member of the Inter-Agency Steering Committee (IASC). In addition to ongoing collaborative approaches, the IFRC is engaged with the IASC transformative agenda and is actively searching for appropriate linkages to improve disaster response. 3 Although Africa had 35% of disasters, the number of people affected is proportionately high due to the number of epidemics with high numbers of population affected

5 5 I I Disaster and Crisis Management mid-year update Financial situation and analysis The total 2012 budget is CHF 5,392,985 of which CHF 1,465,583 is unrestricted (core) funding and CHF 3,927,402 is restricted (programme) funding. At the beginning of the year, the opening balance for DCM was CHF855,776 comprising largely of funding for the HEOps pool (CHF500,000) and the Recovery programme (CHF313,185). Income in the first half of 2012 totalled CHF1,693,572, which comprised largely funding from ECHO for the new two year cash based programming partnership with British RC (CHF 1,999,166) and limited funding for the global disaster response tools DMIS (CHF 65,056), ERU (CHF 51,522) and FACT(CHF 138,058). As of the end of June 2012, total funding was CHF 3,270,655 (60% of budget). Whilst expenditure against the unrestricted budget was high (97%), expenditure against the restricted budget was low (32%) as funds received are earmarked against specific longer-term projects (Cash based programming and HEOps). Several key projects were approaching or already in deficit by the end of June (ERU, FACT and Disaster Preparedness). Priority projects requiring additional support in 2012 are listed in the table below. DCM 2012 budget breakdown DCM budget analysis as of June

6 6 I I Disaster and Crisis Management mid-year update Priority DCM projects that require additional support Project Activity / rationale Needs (CHF) G00157 DM Capacity Building Senior Officer Operations Quality Assurance salary and shared costs (partial cover for 2 positions) Global Disaster Response SOPs: additional travel and consultancy fees, plus roll-out workshop with 5 Zone commencing in Q Disaster Management Induction Course e-learning module development and publication 180,000 40,000 60,000 G00159 Relief G00160 Recovery G00191 ERU- Emergency Response Units G00192 FACT - Field Assessment Coordination Team G00193 DMIS Disaster Management Information System G00194 Disaster Preparedness G00233 HEOps Head of Emergency Operations G00243 Cash Programmes G00255 Principles and Rules for Disaster Relief - Revision Disaster Management Information System review and redesign Movement Guidance on Camp and Collective Centre Management Operational Guidance for Multi-Sectoral Needs Assessment. Alignment of the Recovery Surge Team data with other global disaster response tools and systems Senior Officer Global Surge Capacity salary and shared costs Senior Officer Global Surge Capacity salary and shared costs FACT refresher curricula development and planning costs Senior Officer Disaster Management Information System (DMIS) and Early Warning Early Action (EWEA) salary and shared costs 50,000 50,000(a) 50,000(b) 25,000 90,000 90,000 30,000(c) 90,000 Global RDRT/RIT focal points workshop system review 30,000 All key activities covered All key activities covered Senior Advisor DM Policy shared costs 10,000(d) Intern allowances and shared costs 10,000 NS consultations (5 Zones) 100,000 Travel and communications 25,000 MAA00010 G00077 DREF DREF Officer position (Africa Zone) salary and shared costs. 100,000(e) a) Soft pledges received from Canadian RC, Iranian RC and Netherlands RC (ref DMWG) b) Soft pledge received from Norwegian RC c) Additional requirement to funds already pledged/provided by British RC d) Staff salary fully funded by Finnish RC e) Thisis a new position proposed and agreed with the DREF Advisory Group to support the high flow of DREF applications for Africa. Indicative costing for 12 months from Q based in Nairobi

7 7 I I Disaster and Crisis Management mid-year update Progress towards outcomes Business Line 1: Raise humanitarian standards. Outcome and outputs Indicators (targets) for 2012 Progress, achievements, constraints Outcome: Uplifted thinking that inspires and underpins our services to maintain their relevance in a changing world, along with increased magnitude, quality, and impact. Output 1.1: Promotion and dissemination of Sphere minimum standards for humanitarian response. Strengthen references to Sphere minimum standards in humanitarian response in key IFRC policy and strategy documents. (Target references in P&R, DM policy and DM SOF). Strengthen references to Sphere in DREF and EA documents including related training in activity and budget lines. (Target all EA documents reference Sphere). Sphere minimum standards in humanitarian response are referenced in the draft DM Strategic Operational Framework document prepared in Q1 and Q Drafting for other key policy and strategy documents will take place in Q3 and Q Sphere standards are referenced in all Emergency Appeal documents. Federation Secretariat and NS colleagues responsible for drafting DREF proposals and EA documents are routinely encouraged to consider the inclusion of Sphere training, technical assistance and handbook dissemination in their planning and budgeting. Business Line 2: Grow Red Cross Red Crescent services for vulnerable people. Outcomes and outputs Indicator (targets) for 2012 Progress, achievements, constraints Outcome: Increased share of consistent and reliable Red Cross Red Crescent action in support of communities affected by disasters and crises. Output 2.1: Guidance on the implementation of Strategy 2020 through disaster and crises management position papers and the DM Strategic Operational Framework (DM SOF). Feedback on the DM SOF discussion paper received and discussed with key Secretariat DM stakeholders. (Target completion in Q1) The DM SOF drafted and submitted for management approval in Considerable progress has been made on the DM SOF. A discussion paper was developed in late 2011 and shared with the global DM team for comments and discussion during the annual Disaster Managers Coordination meeting held in Geneva in January On the basis of the positive feedback received a draft DM SOF document was developed during Q1 and Q and will be presented for internal discussions in Q3, and finalized when the new USG Programme Services is in position.

8 8 I I Disaster and Crisis Management mid-year update Business Line 2: Grow Red Cross Red Crescent services for vulnerable people. Outcomes and outputs Indicator (targets) for 2012 Progress, achievements, constraints Output 2.2: Maintain and strengthen the existing FACT and ERU global disaster response tools and review and renew global RDRT guidance and regional management procedures. Two Senior Officer positions (global surge capacity) filled and funded. Deliver one FACT induction training for 20+ participants and one FACT refresher training for 20+ participants in Support selective ERU training as opportunities present. Support timely FACT and ERU deployments as required. Revise ERU standard operating procedures (SOPs) and disseminate to ERU hosting NS. Review global RDRT guidance and regional management procedures (Target completion by Q4) A FACT Induction training was planned and successfully delivered in Liberia (supported by the British RC) in February 2012 for 35 participants from 18 National Societies. A FACT refresher training is planned in a European location in October for 20 participants. Based on feedback from the FACT and ERU Working Groups, a team has reviewed the content of the Team Leader Training. The new training content will piloted in the Team Leader training in September and will focus more on the emotional intelligence and soft skills of field leadership, such as inter-personal effectiveness, communications, strategic and operational leadership, and leadership styles. There were two FACT deployments during the reporting period, both in February, the first to support the flood operations in Mozambique and the second to support the food security operations in the Sahel region. DCM provided direct support to the following 5 selective ERU training events with technical assistance and representation: an ERU Induction training for Health, Logs, IT and Telecom and Relief in Tampere Finland (Jan 27-29), a hospital and clinic training in Norway in a field-simulation setting focusing on site-selection, mass casualty and triage work, surgery, mobile clinics and community health (supported also by IFRC s Water, Sanitation and Emergency Health Unit); WatSan - a refresher in two ERU modules and an induction in the Basic Health Care ERU organized by the Spanish Red Cross between April; a logistics and mass sanitation ERU induction organised by the British Red Cross between April; and a hospital and clinic ERU training in Canada from May supported by PADRU. The annual technical ERU meetings and the FACT/ERU working group meeting all took place in Geneva during one week May June 1; the first time this was ever done in direct sequence. Over 70 participants from 18 National Societies, maintaining and supporting FACT and ERUs, alongside IFRC Zonal and Geneva-based staff participated in and contributed to technical meetings on Health and WatSan, Logistics and Relief, IT6 Telecom and Base Camp. The ERU SOPs were revised in Q1 and Q2 and disseminated to ERU hosting National Societies.

9 9 I I Disaster and Crisis Management mid-year update Business Line 2: Grow Red Cross Red Crescent services for vulnerable people. Outcomes and outputs Indicator (targets) for 2012 Progress, achievements, constraints Output 2.3: Extend and diversify the base of global surge capacity including the piloting of the Head of Emergency Operations (HEOps) pool / roster and the further development of the Federation Early Recovery Surge Team (FERST). Output 2.4: Improved global disaster response operational procedures (SOPs) and systems including performance benchmarks and triggers, revised emergency appeals, DREFs and plans of action templates, and revised emergency assessment guidance (needs assessment). HEOps pool established (Target recruitment and induction of 3 pool members by Q2) HEOps roster concept and mentoring approach developed (Target by Q4) Recovery Surge Team aligned with global disaster response tools rosters / database (Targey by Q4) Global Disaster Response SOPs developed in a consultative manner and endorsed / approved by GSMT (Target by Q4). Cash based programming SoPs developed in a consultative manner and approved by functional departments at the Geneva level for operational use and piloting (Target approved in 2012) Emergency Appeal and DREF guidance reviewed and revised as necessary (Target by Q4) Plan of Action templates and accompanying guidance for Emergency Appeals piloted, finalised and disseminated (Target by Q4) The review of global RDRT/RIT systems, guidance and procedures will commence in Q4 conditional upon the mobilization of adequate resources. The pool of three Heads of Emergency Operations (HEOps) were successfully recruited and inducted in early From 16 th April, the HEOps were available for immediate deployment globally to provide strategic leadership to IFRC-led operations for up to three months. (See separate HEOps progress report 4 ). The HEOps will work to develop the system for nurturing, mentoring and coaching the next generation of IFRC emergency response leaders and will develop the HEOps roster concept during Q3 and Q4 of Work on the alignment of the Recovery Surge Team data with other global disaster response tools is planned for Q4 of 2012 The Global Disaster Response SOPs were drafted in Q1 and Q2 and disseminated to key stakeholders in the five Zones for comments. The DR SOPs will be further revised on the basis of Zone feedback during Q3 and then shared with a broader IFRC audience (including DMWG members) for comments and final revisions ahead of being presented to the GSMT for endorsement/approval in Q A first draft of cash based programming SoPs for the IFRC Secretariat has been developed by a working group consisting of programming, logistics, security, finance, audit and risk management and legal functions at the Geneva level. The draft is currently being circulated for comments from Zone colleagues and key Movement stakeholders. A final draft should be approved by the end of 2012 ready for zonal level adaptation as necessary and piloting through future operations in The EA and DREF guidance has been reviewed and updated in 2012 and a DREF monitoring and evaluation framework developed. The PoA templates and guidance were further developed in Q1 and Q2 and will be finalised and disseminated by Q4. 4 HEOps Progress Report April to July 2012 available via

10 10 I I Disaster and Crisis Management mid-year update Business Line 2: Grow Red Cross Red Crescent services for vulnerable people. Outcomes and outputs Indicator (targets) for 2012 Progress, achievements, constraints Output 2.5: Effective disaster and crises management programming support team (response preparedness, relief, recovery) is in place and providing quality coaching and technical advice, tools and guidance to Zones and National Societies and operational teams. Three Senior Officer programming positions (response preparedness, relief, recovery) filled and funded Global contingency planning guidelines finalized and disseminated to NS (Target Q2 2012) Earthquake guidelines finalized and disseminated to NS (Target Q1 2012) Emergency Assessment training and guidance further developed (Target 1 training event supported, 1 tool developed / revised) New Cash Transfer Programming project agreed with partners (ECHO, CaLP and British RC) for implementation from Q Recovery programming guidance is finalised and disseminated to NS (Target Q4 2012) and livelihoods programming guidelines are dissemianted to NS (Target Q4 2012) Three Senior Officer programming positions (response preparedness, relief, recovery) filled. The global contingency planning guide was launched in June after extensive consultation and following the Global Response Preparedness meeting in February. The IFRC Earthquake Guidelines were finalized and disseminated to NS in Q The guidelines cover basic principles of earthquake preparedness, response and recovery and include relevant case studies, checklists, reminders, warnings and resources for front-line IFRC staff and volunteers. One emergency assessment training was conducted in cooperation with the AP Zone and ACAPs on the Multi-cluster Rapid Initial Assessment (MIRA) tool. A terms of reference were prepared for the development of Operational Guidance on Multi- Sectoral Needs Assessment and pledges received to enable this work to commence in Q The IFRC renewed its partnership with British RC, the Cash Learning Partnership (CaLP) and ECHO for a further duration of two years and a total value of over CHF 2m, highlighting the leadership role that ECHO sees for IFRC in cash based programming. The project is supporting the development of capacities to deliver scalable combinations of in-kind and cash based assistance to meet relief and early recovery needs. This renewed partnership will support NSs to obtain the knowledge, skills and experience and institutional capability to be able to deliver scalable and rapid combinations of in-kind and cash based assistance to meet relief and early recovery needs. Recovery programming gudiance was developed in 2011 with broad participation from within the Movement. In 2012 this guidance has been re-worked to reduce its volume and simplify its language, and a modular training package has also been developed and piloted with the Thai RC in June Printing and dissemination of the guidance will start in the middle of 2012 into 2013 funds permitting. Livelihoods programming guidance was finalised in 2011, and will be printed and disseminated with funding support from the Norwegian RC in Q4.

11 11 I I Disaster and Crisis Management mid-year update Business Line 2: Grow Red Cross Red Crescent services for vulnerable people. Outcomes and outputs Indicator (targets) for 2012 Progress, achievements, constraints Output 2.6: Quality assure and facilitate timely approval for all Emergency Appeals, and all DREF grants and loans. DCM technical appraisal of all DREF grant and loan proposals and feedback given within 24 hours of receipt Facilitate the technical appraisal of all Emergency Appeals through the Emergency Support Group ESG - (in conjunction with technical focal points in each Zone) and feedback given within 24 hours of receipt Facilitate timely approval of all Emergency Appeals and DREF grants and loans over CHF250,000 by IFRC Secretary General and/or USG Programme Services A total of 18 Emergency Appeals were launched during this period for CHF 81m to deliver assistance to a total of some 2,272,052 people, and 73 DREF allocations were made for a total of CHF 11.8 million for 4.1 million beneficiaries. Emergency Appeals 5 : Africa: 14 Appeals were launched for a total of CHF 51.6m to assist 1,801,852 beneficiaries. Americas: 1 Appeal was launched for CHF 503,659 to assist 10,000 people; Asia & Pacific: 2 appeals were launched for a total of CHF 1,954,289 to assist 210,200 people; MENA: 1 appeal was launched (6 July) for CHF 27.5m to assist 250,000 people and all benefited from DCM support and quality assurance. DREF (both DREF grants and for start-up funds for emergency appeals): in summary, 73 allocations were made for a total of CHF 11.8 million for 4.1 million beneficiaries. Africa: 34 allocations for a total of CHF 6m to assist 3.6 million people. Americas: 9 allocations for a total of CHF 1.6m to assist a total of 119,195 people; Asia & Pacific: 4 allocations for a total of CHF 528,465 to assist 262,700 people. MENA: 4 allocations for a total of CHF 660,563 to assist 30,900 people. Europe: 22 allocations for a total of CHF 2,907,368 to assist 86,278 people. DREF ended the second quarter with a balance of CHF 8.2 million. DREF grants: 61 allocations were made for CHF9,385,303 for 3,504,306 people (80%) DREF loans for EA start-up: 12 allocations were made for CHF 2,395,142 for 639,440 people (20%) Output 2.7: Systematic evaluations of all major disasters are carried out All major disaster response operations are evaluated based on real-time evaluation (RTE) criteria. A DREF Officer position has been identified for Africa to support the high level of DREF requests and we will seek a way to support this in Q3 and 4. DCM will also be on stand by to provide further surge capacity to operations in Zones as required. The Sahel Food Insecurity Operation (7 EA s for sone CHF 19.9 million supporting 1,070,408 beneficiaries) was considered for RTE but an evaluation was not launched due to priority being given to direct operational support. 5 Details of all appeals launched are available at

12 12 I I Disaster and Crisis Management mid-year update Business Line 2: Grow Red Cross Red Crescent services for vulnerable people. Outcomes and outputs Indicator (targets) for 2012 Progress, achievements, constraints and recommendations addressed through management response follow-up actions. Output 2.8: Disaster and crises management training curricula are harmonised with S2020 and consolidated for greater coherence and consistency - including through the development of e-learning modules on disaster and crises management. Output 2.9: Timely and relevant disaster management information is accessed by an increased number of DM practitioners. Output 2.10: Innovative and good practice approaches to DM programming are developed, piloted and promoted for scale-up The DM induction e-learning module is updated and finalized for publication on the IFRC learning platform in DMIS is updated and migrated to the new FedNet platform in Operation specific DMIS pages are established within 12 hours of request GIS map information is provided for all Emergency Appeals within 24 hours of request Operations-at-a-glance tool is further developed and widely disseminated (Target 12 monthly issues in 2012) A monitoring and evaluation framework for DREF is established and piloted throughout 2012 The emergency Plan of Action (PoA) tool is finalized and disseminated (with A real-time evaluation of the Syria Complex Emergency Operation will be proposed for Q No progress on the DM induction course to date due to lack of available funding. Work on the migration of DMIS to the new FedNet platform was ongoing in Q1 and Q2 with a view towards completion in Q A thorough review of DM information management systems and resources including the updating of DMIS - did not commence due to the unavailability of funds. Four operation-specific DMIS pages were established during the period, and maps were produced in support of all Emergency Appeals launched and DREFs allocated, as well as for reporting and various other mapping requests. Successful development, launch, and refinement of the Ops-at-a-glance communication tool, intended to provide NS and DM staff with a regular brief snapshot of IFRC operations and access to more detailed information. Monthly bulletins commenced in January A draft monitoring and evaluation framework for DREF was developed in Q2 and is now being piloted. The framework was based on feedback from the Zones and the DREF Advisory Group and will be accompanied by targeted monitoring missions. The PoA tool was further amended and modified based on internal discussions and field testing during Q1 and Q2 and will be finalised by the end of 2012 (with

13 13 I I Disaster and Crisis Management mid-year update Business Line 2: Grow Red Cross Red Crescent services for vulnerable people. Outcomes and outputs Indicator (targets) for 2012 Progress, achievements, constraints where appropriate - with a focus on the expanded use of cash in emergencies, market assessment methodologies, contingency planning, simulation, and use of needs assessment software. accompanying templates and guidance) for use in selective disaster response operations 2012 Information management functions and tools in disaster response operations are clearly conceptualized for piloting with the global disaster response tools in 2012 Movement guidance on camp and collective centre management is developed in 2012 accompanying guidance) for broader dissemination. A significant improvement to the tool is the inclusion of a drop-down menu for standard outcomes and indicators to make the tool more user-friendly and practical for end-users. Related to this, was the commencement of work on developing a simplified DREF PoA template and guidance for piloting by the end of 2012 and this will be linked to discussions on related changes to emergency appeals and reports in Q3 and 4. Work commenced in Q2 on the DM information management initiative (with support from American Red Cross) with an analysis of functions and tools. Progress was presented at the FACT and ERU working group meetings in May in Geneva, and based on the feedback, the outcomes will be incorporated into the team leader training curricula in Q3 taking place in Nynas, Finland. Feedback on the draft ToRs for Movement guidance on camp management was received in Q2 and funding pledges identified to enable work to commence on the mapping of Movement experience and development of key Movement messages/positions in Q3. Business Line 3: Strengthen the specific Red Cross Red Crescent contribution to development. Outcomes and outputs Indicators (targets) for 2012 Progress, achievements, constraints Outcome: Appropriate capacities built to address the upheavals created by global economic, social, and demographic transitions that create gaps and vulnerabilities, and challenge the values of our common humanity. Output 3.1: National Societies receive support to increase their capacity and responsive as an integral part of the global IFRC disaster response system. DCM re-creates a global RDRT focal point (Target - within existing position by Q3) and provides technical support to Zones in ensuring globally coherent tools, training, standards, and procedures. Volunteer insurance is included in 100% The roles and responsibilities of the Senior Officer Response Preparedness were reviewed in Q1 and a revised job description incorporating key global RDRT/RIT support functions prepared in Q2. Work on reviewing the global RDRT/RIT system will commence in Q if funds are available. To date, 100% of DREF proposals and EA s have considered and/or included volunteer insurance in narrative and budget.

14 14 I I Disaster and Crisis Management mid-year update of DREF proposals and Emergency Appeals in Field training for NS in Africa on DREF processes by DREF manager and wider PMER skills planned for Q4. National Societies receive direct assistance for building their capacities to manage DREF grant operations (Target 1 NS level training in 2012) Business Line 4: Heighten Red Cross Red Crescent influence and support for our work. Outcome and outputs Targets for 2012 Progress, achievements, constraints Outcome: Evidence-based humanitarian diplomacy conducted to draw attention to the causes and consequences of vulnerability, giving voice to vulnerable people, and demonstrating the value of Red Cross Red Crescent humanitarian work and leadership. Output 4.1: Successful hosting of, and representation with, interagency initiatives including the Sphere Project and SCHR. Output 4.2: Effective global representations to Movement and non-movement humanitarian stakeholders including governments, donors, media, IASC, DMWG, DREF Advisory Group. Effective representation on the Sphere Project Board throughout 2012 Effective participation in the SCHR Working Group throughout 2012 Support to the facilitation of DMWG meetings through representation on the organizing committee (Target 1 meeting in 2012) Provision of timely and appropriate briefing for IASC related meetings throughout 2012 In Q1 and Q2 of 2012 IFRC continued to be represented on the Board of the Sphere Project, in the process contributing to: i) Sphere positioning regarding the proposed Joint Standards Initiative for greater coherence between the various quality and accountability initiatives; ii) decisions on the hosting arrangements between the Federation Secretariat and the Sphere project and the identification of new hosting arrangements for 2013; and ii) oversight of the professional management of the Sphere Project. The IFRC continued to be represented in the Steering Committee for Humanitarian Response (SCHR) Principals and Working Group meetings and contributed to the development of inter-agency positions and work on: i) principled humanitarian action: ii) supporting greater coherence between the various quality and accountability initiatives (particularly The Sphere Project, HAP and People in Aid); iii) initial scoping work on a certification system; and iv) SCHR positioning on the IASC Transformative Agenda. The Disaster Management Working Group (DMWG) met in Tokyo Japan from 30 May 1 June. The DMWG has established a standing agenda around DM roles and responsibilities (policy and procedures); operational leadership (including surge capacity): relief to recovery programming; and response preparedness and fed into the agenda of the ICG. The 2012 meeting also proposed the establishment of a subgroup to advance IFRC wide work on environmentally sustainable approaches to disaster response. (Key outcomes are listed under stakeholder participation and feedback below).

15 15 I I Disaster and Crisis Management mid-year update Facilitation of DREF Advisory Group meeting (Target 1 meeting in 2012) and DREF donor meeting (Target 1 meeting in 2012) Facilitation of the Civil Protection Working Group and finalization of the CP guidance for EU NS (Target by Q2 of 2012) Representation to governments, UN, donors, media and other stakeholders as requested by SMT DCM team provided timely and appropriate briefing and representation to numerous IASC ad hoc and regular meetings on operations and on the IASC transformative agenda throughout the reporting period. The DREF Advisory Group (DAG) met in Budapest from March Some of the key outcomes and recommendations of the meeting were: i) support for the further development of the DREF position paper; ii) support for the further development of a DREF monitoring and evaluation framework and a commitment from AG members to support M&E field visits; iii) request for the Secretariat to provide more timely information on cases of suspected misuse of DREF funds; iv) support for the idea of creating a DREF Officer position for the Africa Zone; v) Secretariat to propose NS reimburse DREF funds when a National Appeal is launched and well funded. The annual DREF donor meeting is being planned for October in Geneva with a possible theme around the resurgence of cholera in Africa. The Civil Protection Working Group continued its agenda from 2010 to advance Movement thinking on engagement with civil protection actors and to produce operational guidance on National Society and Federation Secretariat relations with European Union Civil protection actors. The guidance was not finalized by Q2 as planned, but should be finalised in Q3 if appropriate resources can be identified / mobilised. DCM team provided timely and appropriate briefing and representation to government, donor, media and other stakeholders throughout the reporting period. Business Line 5: Deepen our tradition of togetherness through joint working and accountability. Outcomes and outputs Indicators (targets) for 2012 Progress, achievements, constraints Outcome: More effective work among National Societies through modernised cooperation mechanisms and tools, and a greater sense of belonging, ownership, and trust in our International Federation. Output 5.1: Support governance to deliver appropriate disaster and crises management policy Commencement of National Society consultation process for the revision of the Principles and Rules for Disaster Relief. (Target to consult The National Society consultations for the revision of the Principles and Rules for Disaster Relief commenced in May As of 30 th June, 155 people from 69 National Societies had actively participated in 5 National Society consultation meetings in four Zones. A number of additional consultations are planned throughout the remainder of

16 16 I I Disaster and Crisis Management mid-year update guidance (including revised Principles and Rules for Disaster Relief). 100 NS across 5 Zones) Development of a draft revised Principles and Rules document and circulation for feedback within the Movement. (Target Q or Q1 2013) Development of a DM policy framework which is endorsed by the Advisory Body (Target April 2012) and a first draft holistic DM policy for feedback (Target September 2012) and the targets are expected to be reached. A Secretariat Working Group has been established to oversee the drafting of the revised P&R document which will commence in Q3 of The plan is to disseminate a first draft to all NS for comments at the end of 2012 or early 2013 dependent upon the date of completion of the NS and expert groups consultations. DCM in its role as Secretariat to the Disaster and Crisis Management Advisory Body (DCMAB) has also developed a draft DM policy framework that was endorsed in April 2012 and is proceeding with the development of a first draft holistic DM policy (consolidating and aligning the current DM related policies) for presentation to the DCMAB meeting in September 2012.

17 17 I I Disaster and Crisis Management mid-year update Key risks and assumptions Key Risks and assumptions (external and internal) Inadequate funds to support DCM positions and key programme priorities The revised Principles and Rules for Disaster Relief are not endorsed by key stakeholders including the Governing Board Limited adoption and implementation of global DM systems, strategies, tools and guidance across the five Zones Global disaster response tools / global surge capacities are underutilised DREF and Emergency Appeal quality and timeliness does not meet expectations of donors ICRC is not supportive of activities requiring a Movement position or approach (Some DREF and EAs, some tools and guidance, P&R, etc) Priority High High Medium Medium Medium Medium Recommended Action Develop proposals to donors for unrestricted (non-earmarked) funding in conjunction with resource mobilisation department The revision process is well managed and based on broad NS consultation and thorough revision against the objectives agreed with the GB. Develop global systems, strategies, tools and guidance in a participatory manner and mobilize adequate resources for dissemination and training Raising awareness and acceptance of global tools in Zones and NS through all means including dissemination by HEOps Provide timely feedback and technical support to Zones (including training and back-stopping functions) to meet minimum global standards Seek ICRC policy inputs as appropriate and maintain clear communication channels (regular meetings) for operations, tools and guidance. Lessons learned and looking ahead DCM will continue to align its work in accordance with the priorities outlined in the Secretary General s objectives, Strategy 2020, and the IFRC Plan and Budget. More specifically, over the remainder of 2012 and into 2013, disaster and crisis management will be improved in the following areas related to key disaster preparedness, response, and recovery initiatives: Finalisation of a draft Disaster Management Strategic Operational Framework to provide forward looking guidance to the Federation Secretariat DM team on a globally coherent approach to disaster and crisis management. The DM SOF will fill a key gap in the IFRC policy and strategy framework, define key terms and approaches, and respond to key changes in the external humanitarian system. Supporting the greater sharing of human resources capacity between the various DM teams in Geneva and the Zones and providing surge support across the team as required. DCM strategies and procedures will be aligned with and informed by key DM policy related work (being overseen by the Disaster and Crises Management Advisory Body) including the revisions to the Principles and Rules for Red Cross Red Crescent Disaster Relief and the development of one holistic DM policy for the IFRC. One of the key recommendations from recent operational evaluations has been the need to clearly articulate disaster response standard operating procedures particularly as they relate to the changed roles and responsibilities for disaster response between the Secretariat in Geneva and the Zones under the decentralised operating model. Work on the draft global DR SOPs will be finalised in Q3 of 2012 and a broad consultation with stakeholders will seek to further refine the draft ahead of presenting the final SOPs to the Global Senior Management Team in Q for endorsement of a month trial and review period. In the remainder of 2012, priority will also be given to strengthening global response preparedness, response and recovery including reviewing the global RDRT/RIT system, support to follow up on the contingency planning guidelines and the roll out of standard approaches to simulation exercises, the development of Movement guidance on camp and

18 18 I I Disaster and Crisis Management mid-year update collective centre management, operational guidance for needs assessment and piloting the Plan of Action, and further investments in strengthening IFRC capacity in the use of cash based programming in emergencies. The priority investment in the HEOPs tool will continue with a focus on developing HEOPs SOPs, planning for the establishment of the HEOPs roster and mentoring system and disseminating information on the global disaster response tools to Zone and NS colleagues. Support for improved DM information management and steps to find financial support for the review of the Disaster Management Information System In complement to the work on Movement relations with external actors, relationships with key external partners will be strengthened through disseminating a clear IFRC position on the IASC transformative agenda and signing MOUs and agreements where appropriate. After more than 10 years of hosting the Sphere project, the office will move from the Federation Secretariat at the end of 2012 and will be hosted by ICVA. The move supports the Joint Standards Initiative which seeks to encourage the various inter-agency humanitarian standards organizations to move towards co-location and greater coherence including a potential merger in the coming years. The IFRC has benefited enormously from its association with this leading inter-agency initiative, and will continue to support the Sphere project and to disseminate the humanitarian standards to National Societies. Stakeholder participation and feedback The key stakeholders in the development of the DCM plan and budget are the Secretariat global DM team (particularly DM coordinators in the Zones) and the National Societies represented through the Disaster Management Working Group (DMWG). In the first half of 2012, meetings were held with both the DM Coordinators (in Geneva in January) and with the DMWG (in Tokyo in May). The key points of feedback relevant to DCM planning in 2012 and into 2013 were as follows: With a focus on working together as a global DM team, the DM Coordinators meeting identified some priorities for DCM including: Finalisation and implementation of the global disaster response SOPs as a priority with a strong message to ensure that operational decision making lines (between field, Zone and Geneva) are clear and short. A request to continue work on the development of global standards for needs assessment. Strategic endorsement of the key issues to be addressed in the DM SOF with an emphasis on an integrated (multi-sectoral) DM model / approach. A request for a greater global investment (and coordination) of DM information management including the (re-)development of a global platform. A request for improvements in joint planning and resource sharing (Secretariat wide). The key outcomes of the DMWG meeting, relevant to DCM plans were as follows: Support for the revision of the Principles and Rules and to encourage all NS to be engaged in the process. DMWG would continue its engagement as an expert group (especially on the emerging operating modalities objective). Review of global DR SOPs and the need for these to be finalised as a matter of urgency. They stressed the importance of short, clear decision-making and accountability lines and asked for the opportunity to comment on the next draft (following GSMT endorsement of key concepts). Mapping what is and what isn t considered by the Secretariat as DM core funding. DMWG said it would take this up with the ICG as follow-up to the discussions held during the Statutory Meetings in Prioritise development of HEOps roster and development of the coaching / mentoring model by the HEOps pool in Support Federation revision of the Team Leader training curriculum with an emphasis on soft skills / management competencies.