INTERNATIONAL FEDERATION OF RED CROSS AND RED CRESCENT SOCIETIES - - PowerPoint PPT Presentation

INTERNATIONAL FEDERATION OF RED CROSS AND RED CRESCENT SOCIETIES

190 National Red Cross and Red Crescent Societies Leaving no one behind.

May 2017

WHO WE ARE

DISASTER & CRISIS SURGE OPTIMISATION

Global Tools Review and related Activities

• history
• findings
• related activities

The evolution of Surge

• Operational

Excellence

• Guidance
• Key functionalities
• Surge Principles

Surge Optimisation – the process

• Assumptions
• Plan of Action
• milestones
• Key optimisations
• Resources

Select chapter!

• IFRC and NS have developed capacities at all levels to

respond to the needs of vulnerable populations affected by all kind of disasters and crisis.

• A range of tools contributes to the strengths of the Red

Cross Red Crescent Movement’s international Surge response to crisis and disaster.

• Systematic review (including the ‘Global Tools Review’,

surge related working groups, and initiatives on regional level) has also demonstrated deficiencies.

• A comprehensive ‘Surge Optimisation’ process has

started to improve performance and accountability in emergency operations, aiming to reach ‘Operational Excellence’.

Surge Optimisation - Introduction

Regional and Global Movement Surge tools include:

• Emergency Response Units (ERU)
• Field Assessment and Coordination Teams (FACT)
• Regional Disaster Response Teams (RDRT) /

Regional Intervention Teams (RIT)

• Head of Emergency, Operations (HEOps) and

Developing (D-HEOps)

• Surge Information Management System (SIMS)
• Household Economic Security roster (HES)
• Shelter Technical (STT) and Cluster Coordination

(SCT) Teams

• Cash Transfer Programming (CTP) roster
• Federation Early Recovery Surge Team (FERST)
• ICRC Rapid Deployment Mechanism (RDM)

Movement Surge tools

GLOBAL TOOLS REVIEW AND RELATED ACTIVITIES (review)

• history
• findings
• related activities

• Review commissioned by a group of National societies and the

IFRC secretariat and endorsed by the Disaster Management sub- working group at the 2013 General Assembly

• Initial attempt in 2014 did not provide the required results
• Phase I (Interim Gap analysis report) completed in November

2015, Phase II (Final review report) completed in November 2016

• Analysis based on 161 interviews with 59 NS, IFRC, ICRC and

external entities

2013 2014 2015 2016 2017

GTR INITIATED AAKO ENGAGED GSWG NAIROBI INTERIM REPORT GSWG HONG KONG FINAL REPORT ISSUED 1st REVIEW ATTEMPT

GTR – history

GTR – findings

1. Leadership & Coordination 2. Competency framework and sup. Services 3. Assessment 4. Transition planning, slow onset, protracted crises and recovery 5. Cross-cutting issues 6. Regional response

GTR – related activities

Based

• n

the interim findings

• f

the GTR, working groups were installed at the Global Surge Working Group Meeting 2015 (Nairobi) … and adapted to the prospective final report

• f

the GTR at the Global Surge Working Group Meeting 2016 (Hong Kong)

1. Accountability and compliance with the P&R 2. Increased assessment capacity 3. Leadership capacity 4. Financing of global tools 5. Human resources 6. SOPs and RDRT/ERU/FACT interoperability

• A. Competency framework
• B. HR procedures and database
• C. Leadership development
• D. Financing of global tools

THE EVOLUTION OF SURGE

• Operational Excellence
• Guidance
• Key functionalities
• Surge Principles

Key challenges identified: Strengthen Movement Coordination Clarify roles and responsibilities Trend and situation data and analysis Timely and relevant Emergency Appeals Timely and inclusive national, regional and global surge response Timely and effective resource mobilisation Effective transition to recovery Solutions in progress: SMCC and Shared Leadership Emergency Response Framework Emergency Operation Centre / GO Platform Emergency Appeals review Global tools review / Surge Optimisation Resource Mobilisation Strategy review Scaled-up use of Cash in Emergencies capacity

Operational Excellence in disaster management

guidance shaping the operational framework of Surge:

RCRC – Surge guidance

• Principles and Rules for Red

Cross and Red Crescent Humanitarian Assistance (2013)

• IFRC Secretariat Emergency

Response Framework - Roles and Responsibilities (‘global SOPs’) draft!

Country, region and Geneva – roles and responsibilities: (according to Emergency Response Framework)

• NS - lead actor in preparing for and responding to emergencies
• Country offices / country cluster support teams (CO/CCST) -

support NS in planning and coordinating and (where requested) delivering IFRC support during response. Head of CO/CCST responsible for overall delivery of appropriate support to the NS

• Regional Offices - lead in setting and maintaining the overall

strategic direction of the operation and in requesting and coordinating international support for all operations in their region

• Geneva secretariat - provide overarching strategic direction for all
• perations worldwide, and ensure global coherence, compliance

with global policies / standards and provide technical expertise or advice and surge capacity or funds as required.

Regional Offices accountable in emergency response operations

• Surge Optimisation is linked to other Movement processes, such as

Strengthening Movement Coordination and Cooperation (SMCC), reviews of the Emergency Appeals and DREF, Forecast-based Financing initiative, cash scale-up, development of the GO platform.

• Surge is embedded in a developing humanitarian environment,

taking into account global trends, such as

urbanisation, climate change, an increasing number of protracted crises, and the need for more innovative response.

• Movement Commitments are shaping the broader framework:

the Sustainable Development Goals, the Urban Agenda, the ‘Grand Bargain’ the Sendai Framework and the Core Humanitarian Standards.

• Operational Excellence in Surge requires increased coordination with

external actors, such as

the UN, Governments and sub-regional systems, NGOs, the private sector, and donors.

Surge – part of a wider response system

The Surge Mechanism supports the RCRC network’s local-to-global Emergency Response system with the development and implementation of

• effective regional and global Surge capacity,
• system and procedures, policy and guidance,
• coordination and networking,
• learning and human resources

Key functionalities of Surge

Surge Optimisation harmonizes current regional and global

• tools. It is guided by five overarching Surge Principles:

1) The Surge mechanism is part of a wider response system.

It is accountable, fit for purpose, able to deploy the right people and services to the right place at the right time, as local as possible, as global as necessary.

2) Staff and volunteers have equal access to joining Surge

• networks. Members of Surge networks have equal access to

deployment based on competences and availability. There are equitable opportunities for progression within the Surge mechanism, based on merit.

• verarching Surge Principles

Surge Optimisation harmonizes current regional and global

• tools. It is guided by five overarching Surge Principles:

3) Roles, responsibilities and procedures are clear,

transparent, known, held in common and adhered to.

4) The Surge mechanism contributes to capacity building and

support existing disaster preparedness initiatives.

5) Stakeholders commit to working together towards operational

excellence where not achieved. The Surge mechanism will monitor quality, learn and optimise.

• verarching Surge Principles

SURGE OPTIMISATION – THE PROCESS

• Assumptions / Preconditions
• Plan of Action
• Milestones
• Key optimisations
• Resources

• Surge Optimisation will be successful, if we all work together

towards the goal.

• Stakeholders are adequately informed and actively contributing

to the process.

• All stakeholders interact, cooperate and keep timelines, avoiding

‚silo‘ work and delays.

• We deal with findings and optimisations in a comprehensive way -

having a general overhaul of the Surge ‘vehicle’, not only changing some spare parts.

• The process is inclusive, yet not delayed by overly participatory

consultations.

• HR and financial resources to implement all process activities

are available. External funding sources are explored on their potential to contribute to funding.

Assumptions / Preconditions

The Plan of Action is integrating seven thematic work streams, complemented by coordinating activities:

1)

Leadership and Coordination

2)

Competence Framework and Support Services

3)

Assessment and Planning

4)

Transitional planning and recovery, slow onset and protracted disasters and crises

5)

Cross cutting issues – Community Engagement and Accountability, Gender and Diversity, Do no harm / Protection, Green response

6)

Integrated Regional and Global Response

7)

Learning and Development

Plan of action

includes…

• Reference groups / sub-groups / tasks and activities
• Succession of activities
• Responsibilities
• Coordination / interaction between actors
• Timelines & Milestones
• Key stakeholders
• Contributed and required resources

…in three layers of ‚complexity‘

• ‘simplified’ version (xls) - for standard users
• ‘advanced’ version (expandable xls) - more details for

profound understanding

• ‘full’ version (MS Projects) - for process coordination

Plan of action

PoA per work stream (simplified)

PoA per work stream – Gantt chart

Selected milestones (by Reference Group)

Ref Group date milestone RG 1 29/03/2018 increased leadership availability model and supporting tools widely available 30/06/2018 intensified participation in external coordination fora RG 2 31/12/2017 HR toolkit 'lite' training module developed 31/01/2018 competency framework completed 01/01/2019 Emergency HR pool established and trained RG 3 31/12/2017 revised approach for Movement Assessment and Planning agreed and disseminated 30/04/2018 Services, roles and tools of 'Assessment and Planning team / unit' finalized. Team members available to deploy one full Assessment & Planning Team. RG 4 30/06/2017 set of roles, contexts and technical competencies for surge in slow-onset / protracted crisis defined 30/09/2017 Roles and Competencies for early recovery / transition available 29/03/2018 HNS-briefing pack available & communicated RG 5 30/06/2018 CEA and PGI incorporated in all assessment, planning and implementation tools for Surge operations 30/06/2019 pool of CEA and PGI experts for Surge operations established RG 6 29/03/2018 Global Programme for deployment-funding established 30/06/2018 Revised Surge SOPs agreed by all stakeholders 30/06/2018 model(s) to ensure increased availability shared RG 7 30/06/2018 role-profiles, learning and development paths and technical curricula available for all defined Surge roles 30/06/2018 training / learning facilitators-pool established RG 0 30/06/2018 Development and description of services / roles / teams / units completed 31/07/2018 Competency Framework, interoperable Database, competency-based Learning & Development, harmonized SOPs, description of role-profiles / teams / units / services in place, communicated and accepted by all stakeholders 31/12/2019 Surge Optimisation Process finalized (all Surge roles moved to competency-based learning & development, HR-pools established / increased; all optimisations implemented)

Competency Framework, interoperable database, harmonized SOPs, competency-based Learning & Development, description of role- profiles / teams / units / services in place Process finalized all Surge roles moved to competency-based learning & development, HR-pools established / increased all optimisations implemented revised approach for Movement Assessment and Planning agreed and disseminated competency framework completed model(s) to ensure increased availability shared Roles and Competencies for early recovery / transition and slow-

• nset / protracted

crisis available 06/17 12/17 06/18 12/18 06/19 12/19

Selected milestones

02/17

Key optimisations - framework

Remarks:

• SOPs integrating ‘regional’ and

‘global’ tools.

• Accompanied by a standardized

set of Surge Services, units (including modularized ERUs) / teams and role-profiles (w required competences).

• Supported by revised funding

mechanisms for immediate deployments.

Key optimisations - personnel

Remarks:

• 3 tiers of competences (technical,

managerial, leadership) replacing current ‘hierarchy’-model.

• Core and technical competences

included in competency framework.

• Learning and development,

recruiting and deployments, performance measurement based

• n competencies, technically

reflected in a revised database.

• Additional HR-capacities

(especially for ‚new‘ and chronically understaffed roles) built.

Key optimisations - tools

Remarks:

• Funding mechanisms allowing for

deployment of the best fitting profiles instead preference of those with funding availabilities.

Resources

• Total resources (beyond workforce of reference

group members and work time of stakeholders) amount to approx. 1,45m CHF.

Budget (CHF) 2017 2018 2019 total (2017-2019) Total 755,750 562,100 125,400 1,443,750 thereof contributed 388,500 65,000 454,000 thereof required 367,250 497,100 125,400 989,750

As per 27 May 2017

Resources breakdown ( /Reference Group /year)

Budget (CHF) 2017 2018 2019 total (2017-2019) total budget contributed required contributed required contributed required contributed required Reference Group 1 - Leadership & Coordination 20,000 20,000 20,000 Reference Group 2 - Competency Framework and Support Services in Emergencies 117,000 89,000 206,000 206,000 Reference Group 3 - Assessment & Planning 148,500 3,000 50,000 42,500 198,500 45,500 244,000 Reference Group 4 - Transitional planning and recovery, slow onset and protracted disasters and crises Reference Group 5 - Cross cutting issues: CEA, Gender and Diversity, Do no harm/ Protection, Green response 12,500 103,550 102,200 36,000 12,500 241,750 254,250 Reference Group 6 - Integrated Global & Regional Response 90,000 85,000 15,000 119,000 105,000 204,000 309,000 Reference Group 7 - Learning & Development 37,500 7,450 89,400 89,400 37,500 186,250 223,750 Complementing Activities / Process Management 80,000 51,250 55,000 80,000 106,250 186,250

As per 27 May 2017