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

DISASTER & CRISIS WHO SURGE OPTIMISATION WE ARE Surge Optimisation – The evolution of Global Tools Review Surge the process and related Activities • history • Operational • Assumptions • findings Excellence • Plan of Action • Guidance • related activities • milestones • Key functionalities • Key optimisations • Surge Principles • Resources Select chapter!

Surge Optimisation - Introduction  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’.

Movement Surge tools 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)

GLOBAL TOOLS REVIEW AND RELATED ACTIVITIES (review) • history • findings • related activities

GTR – history 2013 2014 2015 2016 2017 GTR INITIATED AAKO INTERIM FINAL REPORT ENGAGED REPORT ISSUED GSWG 1 st REVIEW GSWG HONG KONG NAIROBI ATTEMPT  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

GTR – findings

GTR – related activities 1. Accountability and compliance with the P&R Based on the interim 2. Increased assessment capacity findings of the GTR, 3. Leadership capacity working groups were 4. Financing of global tools installed at the Global 5. Human resources 6. SOPs and RDRT/ERU/FACT interoperability Surge Working Group Meeting 2015 (Nairobi) A. Competency framework B. HR procedures and database C. Leadership development D. Financing of global tools … and adapted to the 1. Leadership & Coordination 2. Competency framework and sup. Services prospective final report 3. Assessment of the GTR at the 4. Transition planning, slow onset, protracted Global Surge Working crises and recovery 5. Cross-cutting issues Group Meeting 2016 6. Regional response (Hong Kong)

THE EVOLUTION OF SURGE • Operational Excellence • Guidance • Key functionalities • Surge Principles

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

RCRC – Surge guidance guidance shaping the operational framework of Surge:  Principles and Rules for Red Cross and Red Crescent Humanitarian Assistance (2013)  IFRC Secretariat Emergency Response Framework - Roles and Responsibilities (‘global SOPs’) draft!

Regional Offices accountable in emergency response operations 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 operations worldwide, and ensure global coherence, compliance with global policies / standards and provide technical expertise or advice and surge capacity or funds as required.

Surge – part of a wider response system  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.

Key functionalities of Surge 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

overarching Surge Principles 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 .

overarching 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 .

SURGE OPTIMISATION – THE PROCESS • Assumptions / Preconditions • Plan of Action • Milestones • Key optimisations • Resources

Assumptions / Preconditions  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.

Plan of action The Plan of Action is integrating seven thematic work streams, complemented by coordinating activities: Leadership and Coordination 1) Competence Framework and Support Services 2) Assessment and Planning 3) Transitional planning and recovery, slow onset and 4) protracted disasters and crises Cross cutting issues – Community Engagement and 5) Accountability, Gender and Diversity, Do no harm / Protection, Green response Integrated Regional and Global Response 6) Learning and Development 7)