Planning Framework: Disaster and Crisis Management 1

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1 Planning Framework: Disaster and Crisis Management 1 1. WHO ARE WE? The Disaster and Crisis Management (DCM) function at the IFRC Secretariat in Geneva is comprised of a multidisciplinary team supporting Federation Secretariat and National Societies to prepare for and respond to the growing numbers of small, medium and large scale disasters and crisis globally. Guided by Strategy 2020, the DCM function seeks to focus on Strategic Aim 1 to save lives, protect livelihoods, and strengthen recovery from disasters and crises. The DCM function contributes to the work of the global disaster management team across six key areas: i) humanitarian policy, strategy, standards and leadership; ii) disaster management information and training; iii) disaster programming technical assistance, tools and guidance; iv) operations quality assurance; v) global disaster response tools and surge capacity; and vi) disaster relief emergency fund (DREF). The Geneva based team is supported by three field based Heads of Emergency Operations (commencing in Q2 2012) a shared position based in the Europe Zone, and a staff-on-loan position for cash transfer programming (commencing Q2 2012). The function also benefits from the support of the Senior DM Policy Adviser in the Office of the Under Secretary General, PSD. The team maintains close links with counterparts in the five zone offices and works collaboratively with three other disaster management related departments in the Programmes and Services Division (PSD) overseeing what is collectively referred to as the global DM team. 2. WHO ARE OUR STAKEHOLDERS? Our stakeholders are people who are vulnerable to disasters and crises and who benefit from the life saving and life restoring assistance provided by the IFRC and its network of staff and volunteers to whom we are ultimately accountable. National Societies: Those utilising the global disaster and crises management policies, standards, tools, training, guidance and information systems Those supported for disaster response through Emergency Appeals, Disaster Relief Emergency Fund (DREF), and / or the deployment of DCM technical support staff Those contributing to or benefiting from the development and deployment of global disaster response tools including Heads of Operations (HeOps), Emergency Response Units (ERUs), Field Assessment and Coordination Teams (FACT), Regional Disaster Response Teams (RDRTs) and Recovery teams 1 The Disaster Services Department (DSD) has changed its name to Disaster and Crises Management (DCM) Department, effective 1 January The new name better reflects the priorities within S2020 and gives emphasis to the important programming functions of the department. 1

2 Page 2 The members of the Disaster and Crises Management Advisory Body (DCMAB) and Disaster Management Working Group (DMWG) Secretariat staff: The global Secretariat DM team formed by the network of DM staff and delegates at country, region and Zone locations Technical and support departments involved in operations support through the emergency appeal process and the global disaster response tools collectively known as the Emergency Support Group (ESG) Those involved in disaster and crises management planning, monitoring, evaluation and reporting in Geneva (cross division) and field offices The Global Senior Management Team (GSMT) members involved in decision making around major disaster response operations International Committee of the Red Cross (ICRC) Technical and support departments involved in disaster and crises operations, programming, policy and movement / external coordination Hosted programmes, reference centres and inter-agency partners: The staff and member agencies of the Sphere Project and Steering Committee for Humanitarian Response (SCHR) Inter-Agency Standing Committee (IASC) partners and UN agencies collaborating in disaster and crises management including UN OCHA The members of the Cash Learning Partnership (CaLP) IFRC Reference and Resources Centres Other important stakeholder include those who provide financial and in-kind support including institutional donors such as DfID and DG ECHO, National Societies and their governments, corporate and private sector contributors. 3. WHERE HAVE WE COME FROM AND WHAT HAVE WE DONE SO FAR? The Disaster and Crisis Management team is the architect of the IFRC global disaster management system providing the necessary standards, tools and guidance for globally coherent and consistent institutional preparedness, response and recovery operations and programming for National Societies and for Federation field structures and functions. Over the last two years ( ) the DCM team has helped to deliver: 53 Emergency Appeals with a collective budget of CHF 683 million for 56 million beneficiaries, and improved the Emergency Appeals system and templates for greater timeliness and quality. 248 Disaster Relief Emergency Fund (DREF) grants and loans with a collective budget of CHF 41 million for 29 million beneficiaries and strengthened the management, perfomance, transparency and accountability of the fund through the creation of a DREF Advisory Group and annual DREF Donors Meetings 12 FACT and 43 ERU deployments of 983 trained and experienced personnel from 20 National Societies to 13 disaster and crises operations 3 Recovery Team deployments of 34 experienced personnel from 10 National Societies to 2 major disasters (Haiti Earthquake and Pakistan Floods) 1,514 DMIS field reports, 12 operation specific DMIS web pages, over 500 operation maps, and regular operation statistical analysis for Movement and external partners 4 real-time evaluations (RTE s) of major disaster response operations in partnership with Planning and Evaluation Department (PED) and contributing National Societies 2

3 Page 3 Over 200 person days of technical assistance and in-country support to Secretariat and NS staff in Zone, region and country offices on disaster management programming (preparedness, relief and recovery). 5 disaster and crises management tools and guidance materials for the membership, including (the Mission Assistant CD, Relief ERU manual, draft Livelihoods Guidelines, draft Recovery Guidelines, and draft Contingency Planning Guidelines) DCM leads Federation-wide efforts to build a more robust disaster management system providing a coherent global perspective on disaster and crises policy (including revision of the Principles and Rules for Disaster Relief), position papers and strategic operational frameworks, standard operating procedures, technical and programmatic guidance. DCM provides the conceptual leadership and technical content on disaster and crisis management to assist other services and initiatives within the Secretariat to deliver against their objectives including: humanitarian diplomacy; communications; volunteering; the RC/RC academic network; IDRL; and logistics. DCM also services senior management and governance through briefing and representation with Movement and external actors; providing Secretariat support to the Disaster and Crises Advisory Body (DCMAB) and the Disaster Management Working Group (DMWG); and representation and support to Federation hosted inter-agency initiatives and global level inter-agency initiatives (including IASC working groups). DCM has also delivered innovation and leadership in disaster and crises management that benefits the Movement and the humanitarian sector as a whole including our work on hazard early warning, contingency planning, needs assessment, cash transfer programming, humanitarian standards and accountability (including our hosting of the Sphere Project and SCHR), working with external actors (including civil protection), disaster management information systems and mapping, and operational real-time evaluation. Our 24/7 on-call service to the membership includes management of the Emergency Appeal system, management of the DREF fund, and deployment and management of the global disaster response tools, as well as day-to-day coaching and support to IFRC staff in Zone and regional offices. These services are essential to developing time-critical plans for coordinated and scaled-up Federation-wide mobilisation of capacities and resources to assist the preparedness, relief and recovery efforts of National Societies. A key challenge remains maintaining adequate support and resources to build a more robust disaster and crises management system that can keep pace with a rapidly evolving humanitarian sector and the increasing number, complexity and scale of disasters and crises. 4. WHAT IS OUR MISSION? The mission of the Disaster and Crisis Management function is to ensure that a well functioning, relevant global disaster management system is in place to address the needs of communities who are vulnerable to, or affected by, disasters and crises. The global disaster management system is focussed upon disaster response response preparedness, relief and recovery but is intrinsically linked to the disaster risk reduction and to sustainable development work of the Secretariat under an overall programming framework that seeks to strengthen community resilience. 3

4 Page 4 The global disaster management system encompasses our coordination with Movement and non-movement partners and our efforts to lead and influence our stakeholders. 5. WHERE ARE WE GOING AND HOW ARE WE GOING TO GET THERE? Over the four year period , DCM will seek to build a more robust Federation-wide disaster management system, well aligned to the strategic aims and enabling actions of Strategy 2020, and in compliance with the priorities described in the Secretary General s Objectives. This work will be led by DCM working in consortia with the three other disaster management related departments in the Programme Services Division, and will be implemented with and by the global disaster management team in Zone, region and country locations and with the support and cooperation of National Societies. The priorities of DCM over the next four years (driven by on the Secretary General s objectives and related business lines) are organized under three broad areas of focus (see below). Many of the related outcomes and outputs are relevant to, or integrated with, the work of other Federation Secretariat departments and other business activity lines these are cross referenced where appropriate. Each of these outcomes reflect functions within the global disaster management system that are most efficiently and effectively performed at the global level. 1. Conceptual leadership and global representation on disaster and crises management: DCM will provide conceptual leadership for the development of the global disaster management system. This will include the development of global disaster and crisis management policies, strategies and programming approaches particularly through the revision of the Principles and Rules for Disaster Relief and a new Global DM Strategic Operational Framework to reflect the changing humanitarian environment and the growing capacities of National Societies to coordinate and deliver humanitarian assistance. Key non-movement stakeholders increasingly look to the Federation to provide thought leadership and good practice models for disaster and crises management. DCM will provide valuable content to support Federation Secretariat led humanitarian diplomacy (particularly on forgotten / neglected disasters) and to knowledge development. DCM establishes and maintains important global DM partnerships (with Movement and non-movement partners), and works collaboratively to develop guidance for new programming areas (food security, livelihoods, adapting tools to urban disaster contexts, etc), new disaster programming methods (cash and voucher transfer systems, market assessment, needs assessment software, etc) and mainstreaming cross-cutting issues (gender, environment, protection, etc). With the changing nature of humanitarian space more actors are seeking to learn from, or partner with, the IFRC in disaster and crises management. 2. Global coherence and quality assurance for disaster and crises operations: In accordance with the Federation Secretariat mandate to organize, coordinate and direct international relief actions in accordance with the Principles and Rules adopted by the International Conference (Statutes, Article 6) and in accordance with the business practices framework for designating roles and responsibilities (GSMT, 3 November 2010) DCM will manage the global functions within the disaster and crises management system. Whilst operations will be managed as close to the affected population as possible, some key operations support functions are most effectively serviced at the global level in Geneva particularly those related to the quality assurance and approval of Emergency Appeals, DREF grants and loans, the deployment and management of the global disaster response 4

5 Page 5 tools, some coordination, information management systems and evaluation functions (including RTE). The decentralised operating environment requires strong leadership to ensure global coherence in disaster and crises management across the five Zones and performance that meets or exceeds minimum standards. DCM is accordingly mandated to develop and disseminate global disaster and crises management technical standards and tools and to act as a technical reference and support line to DM practitioners in Federation Secretariat country, regional and Zone offices. DCM promotes a coherent and consistent approach to integrated disaster and crises management programming which links disaster preparedness (particularly response preparedness, early warning and contingency planning) with disaster relief, recovery and NS longer term development programming. 3. Effective global surge capacity and disaster response tools: The increasing number, complexity and scale of disasters worldwide requires the Federation to build a more robust disaster and crises management system that supports both National Society capacity building and the mobilisation of global surge capacity when necessary. Global surge capacity includes all human resources and related equipment mobilised in response to a disaster or crises from outside of the affected country. This includes the mobilisation of existing response tools such as RDRT, FACT and ERUs, as well as the deployment of additional Federation Secretariat staff, staff from participating NS, the deployment of high level missions, joint assessment and monitoring missions, recovery assessment and planning teams, etc. For global surge capacity to be efficient and effective, it requires flexibility combined with global coordination and coherence in standards, procedures, guidance, training as well as performance measurement and accountability. Major disaster response operations require leaders with high level diplomacy skills as well as solid operational management experience to function effectively within a complex interagency coordination environment. An investment in new response tools including the Head of Emergency Operations pool and roster (to be piloted in ) - responds to existing gaps in operational leadership and will also increase capacity for coaching and mentoring a new generation of IFRC operational leaders. Global outputs: Derived from the specific objectives of the Secretary General as approved by the 21st Session of the Governing Board on May 2010, and in line with the business lines outcomes, DCM s specific outputs are: Business Line 1: Raise humanitarian standards Outcome 1 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 Support governance to deliver appropriate disaster and crises management policy guidance (including revised Principles and Rules for Disaster Relief) Output 1.2 Promotion and dissemination of Sphere minimum standards for humanitarian response Business Line 2: Grow Red Cross Red Crescent services for vulnerable people Outcome 2: 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 a four-year DM Strategic Operational Framework 5

6 Page 6 Output 2.2 Maintain, improve, and strengthen the existing FACT and ERU global disaster response tools (including coordination, performance management and procedures; and introducing systems for formal coaching and mentoring), and review and renew global RDRT guidance and regional management procedures Output 2.3 Extend and diversify the base of global surge capacity including development of a global Recovery Surge Team resource and the piloting of the Head of Operations pool / roster Output 2.4 Improved global disaster response operational procedures (SOPs) and systems including performance benchmarks and triggers, revised emergency appeal, DREF and plans of action templates, and revised emergency assessment guidance (needs assessment) Output 2.5 Effective disaster and crises management programming support team (response preparedness, relief, recovery) in place and providing quality coaching and technical advice, tools and guidance to Zones and National Societies and operational teams Output 2.6 Quality assure and facilitate timely approval for all Emergency Appeals, and all DREF grants and loans Output 2.7 Systematic evaluations of all major disasters are carried out 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 (induction), gender, cash transfer programming, livelihoods and recovery Output 2.9 Timely and relevant DMIS and GIS map information is accessed by an increased number of DM practitioners Output 2.10 Innovative approaches to DM programming are developed, piloted and promoted for scale-up where appropriate - with a focus on the expanded use of cash in emergencies, market assessment methodologies, and use of needs assessment software Business Line 3: Strengthen the specific Red Cross Red Crescent contribution to development Outcome 3: 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 Society RDRT s receive support to increase capacity and responsive as an integral part of the global IFRC surge response approach and tools Business Line 4: Heighten Red Cross Red Crescent influence and support for our work Outcome 4: 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, inter-agency initiatives including the Sphere Project and SCHR 6

7 Page 7 Output 4.2 Effective global representation to Movement and non-movement humanitarian stakeholders including governments, donors, media, IASC, DMWG, DREF Advisory Group Business Line 5: Deepen our tradition of togetherness through joint working and accountability Outcome 5: 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 Revised Principles and Rules for Disaster Relief effectively increase coherence. 6. WHAT ARE SOME OF THE KEY INDICATORS, AND RISKS/ASSUMPTIONS? Key indicators Completion of the revision process for the Principles and Rules for Disaster Relief by September 2013 Four year DM Strategic Operational Framework completed and submitted for management approval in 2012 # of innovative approaches to DM programming developed with Movement and non- Movement partners over the four years, reflected in new operational tools, guidance or procedures. Global disaster response procedures, Emergency Appeal and DREF guidance in place, annually reviewed / revised, and effectively utilized by global DM team over the four years # of Emergency Appeals and levels of funding realised (% coverage) # of DREF supported operations and % increase in contributions to the fund # of days of DCM Department expert technical assistance and in-country programme management support to Secretariat and NS disaster and crises management staff in Zone, region and country offices # of NS staff and volunteers using / benefiting from DM information systems and training resources # and timeliness of successful global surge and disaster response tools deployments # of days of DCM Department expert technical assistance and in-country programme management support to Secretariat and NS disaster and crises management staff in Zone, region and country offices Key risks / assumptions The key assumption upon which success will depend is the IFRC s commitment to the statutes of the Movement and the Principles and Rules for Disaster Relief which give the Federation Secretariat a mandate to lead and direct international assistance. The revision of the Principles and Rules for Disaster Relief during the period of this plan, may alter the Federation Secretariat s mandate in disaster and crisis management. It is assumed that the increasing frequency and severity of disasters witnessed in recent years will continue as a function of population growth, urbanisation, land degradation and a rise in extreme weather events (evidence of climate change). In the face of the growing complexity of disasters and challenges to coordination posed by the emergence of new humanitarian actors, DCM will continue to develop or adapt relevant standards, tools and guidance to help position NS to expand and improve their services for disaster and crisis affected people. 7

8 Page 8 It is assumed that Federation Secretariat DM staff in Zone, regional and country offices will increasingly function as an effective global DM team and benefit from improved capacity over the duration of this plan. This should enable DCM to support an increased number of disasters and to perform its vital programming technical assistance and operational quality assurance roles without significantly increasing the number of staff positions in Geneva. It is assumed that the Federation Secretariat will continue to prioritise support for the functions of the department (ensure business continuity) and find the means to support staff and service costs in the face of diminishing opportunities to access programme funds (with the decentralisation of operational functions to the Zones). It is assumed that commitments made by IFRC governance and the Secretary General (both within the Movement and with external partners) will be honoured with the appropriate allocation of resources to perform the work. 7. HOW MUCH WILL IT COST? DCM (excluding DREF) TOTAL Business line 1 225, , , , ,000 Business line 2 4,675,000 4,675,000 4,675,000 4,675,000 18,700,000 Business line 3 225, , , , ,000 Business line 4 225, , , , ,000 Business line Total DCM 5,350,000 5,350,000 5,350,000 5,350,000 21,400,000 DREF (Business line 2) Total DREF 17,500,000 19,000,000 22,000,000 24,000,000 82,500,000 TOTAL Total unrestricted funding expected Total voluntary funding required 1,500,000 1,500,000 1,500,000 1,500,000 6,000,000 21,350,000 22,850,000 25,850,000 27,850,000 97,900,000 8

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