EMERGENCY RESPONSE Standard operating protocol of ACF International

Transcription

1 EMERGENCY RESPONSE Standard operating protocol of ACF International Collective work including the contribution of : ACF Operation Directors, Heads of emergency team, the IASD, the IEC members

2 Preamble Between , 5 major humanitarian crises (earthquakes in Iran and Pakistan, conflict in Darfur, tsunami in South East Asia, and drought in Niger) led the organisation to structure its international response in order to improve its readiness should a similar rapid onset crises occurs. The EMT (Emergency management team) was one of the documents issued at the time as well as accompanying relevant standard documents. Years later, ACF s capacity to answer to a humanitarian crisis has drastically evolved: 2 HQ have a dedicated emergency team, some have emergency stocks, and private funds are available for quick response projects. However, those capacities if well known in some HQ are not used to their full potential. In addition, some of the rules had been added along, set up as reactive to events. The revision of the document appears then as a necessity. As the International Executive Committee stated in February 2011, Emergencies are a challenge and an opportunity to strengthen ACF : Major emergencies provide a unique opportunity for the ACF network: to fulfil its humanitarian mandate by bringing aid to endangered population to promote confidence & acknowledge ACF Capacities, and to boost its sense of ownership to increase the network integration and efficiency to increase private and public funding to increase non financial access to new resources to benefit from the social mobilization and donors response that crisis usually stimulate But Our current system could be improved to bring more opportunities to operational and non operational HQs: need to increase ACF market share in major emergencies as other NGOs are boosting their response capacity need to improve ACF presence in the media in every HQ location to target both ACF current donors and potential ones need to optimize opportunities for every HQ being either managing or supporting the crisis - in order to increase resources EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

3 1 CONCEPTS 1.1 Definition By emergency, we are generally referring to the rapid onset of a man-made conflict or a natural disaster such as hurricanes & earthquake. However the nature of humanitarian emergencies is covering a wider spectrum. Catastrophic, sudden-onset events like tropical storms, earthquakes and tsunamis are likely to increase in the next decade but many more humanitarian crisis emerge over time based on a combination of circumstances. A slow-onset emergency could be defined as : one that does not emerge from a single, distinct event but one that emerges gradually over time, often based on a confluence of different events. 1 The lines between types of emergencies are often blurred. Drought is a common example of a slowonset emergency while flooding is normally categorised as rapid-onset, yet it may take a month for heavy rains upstream to flow into rivers and flood downstream communities. By definition, there is more time to plan and implement an appropriate response in a slow-onset disaster such as drought. Nevertheless the humanitarian system often does not intervene until the crisis stage and then launch the same type of emergency response and projects as in a rapid onset. 1.2 Who intervenes New Country If an emergency arises in a country where none of the members of the ACF International network is present, the IEC has the full authority to designate the HQ whom will manage the answer to the crisis, supporting the decision on a rota system. To allow quick deployment, operational HQs should express an initial interest to the IEC and the IEC should follow up with a decision through a phone call within the first 12 to 24 hours. When an HQ intervenes on a crisis in a country where it is already present, this intervention does NOT count in the rota system. 1 OCHA and Slow onset emergencies april 2011 EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

4 Rota system ACF International network is run by a set of managing principles among them the Unity principle. This principle stipulates there will always be only ONE ACF HQ present in a country where the organisation is working. In order to fulfil its mandate, the organisation applies a complementary principle: the sharing of human resources, financial resources and equipment whenever it is possible. As for today, ACF France, ACF Spain and ACF USA are the three HQ with the responsibility of managing field operations, hence called operational HQs. When an emergency occurs in a country where none of those three HQ are present (or had been present in the recent past), the IEC expects one operational HQ to take the lead on the humanitarian response according to a rota system. It can be considered that from the moment an emergency response has been implemented, then the managing HQ has used its turn. However the sole launch of an evaluation of the needs with no further implementation does not count in the rota system. If the pre-defined HQ acknowledges to the IEC its inability to run the operations due to a lack of capacities and/or because of its involvement in another emergency occurring simultaneously, a role reversal can occur with the next HQ in line. In December 2005, The rota system had been set up by the IEC as follow 1st- ACF Spain 2nd- ACF France 3rd- ACF USA Since December 2005, the following emergencies occurred in countries where ACF Int was not already working: : Pakistan, earthquake ACF USA ran the emergency response : Lebanon, conflict ACF Spain ran the emergency response : Bangladesh, Cyclone & floods ACF France ran the emergency response : Kyrgyzstan / Uzbekistan ACF Spain did an exploratory mission followed by a quick impact operation : Libya, conflict ACF Spain ran the emergency response, with the agreement of ACF France and ACF USA, As of writing, the next emergency should be in charge of ACF USA, unless this HQ decline. Remarks : Deployment of an emergency pool is not a presumption of managing the operation. In a country where one of the HQ is already present The HQ already working in a country hit by a crisis is the one responsible to respond to the humanitarian needs and to activate ACF-International if required to support the design of an appropriate answer. The managing HQ controls at every moment the strategy and the implementation of the emergency response (ER) and keeps the absolute leadership in conducting the intervention. It might however need to call for support some or all the members of the network. The supporting HQ either operational or non-operational - will decide to do it in a timely manner. If it decides to participate, it will commit financial and/or non-financial resources and accepts to take its corresponding share of the potential risks. An HQ can decide to not participate if it is already in charge of a large and acute crisis demanding a lot of its resources and time. EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

5 2 PRINCIPLES OF INTERVENTION Many emergencies occur following a series of related or unrelated events. Even when there is a distinct shock that prompts a humanitarian response, the resulting emergency humanitarian situation is indeed the result of the vulnerability of the population, which may have been increasing for some time prior, and for a variety of reasons among which the capacity of preparedness and response of the country. In any case, the level of emergency must be qualified as soon as possible with objectives criteria of vulnerability, recognised throughout the network Awareness of a coming emergency & subsequent planning 3 The success of the organisation response to an emergency relies on The earliness of the detection of such crisis to come, or the scope of damages & needs. The preparedness emergency plan in place if ACF was already present in the country The information delivered on that issue to the network, prior to the launch of an emergency appeal. In both cases of conflict and drought it is likely that a crisis will have regional repercussions. The operations directors have hence the responsibility to share information & analysis on the most risky situations at their regular international operation meeting. If they are sharing a common perception that a situation is worsening they or their team will establish possible scenarios of evolution of the crisis and active the preparedness & emergency plans already developed. Each will inform his/her executive director by mail and request all HQs to include the potential coming needs in the workload of their support teams (HR, logistic, Fundraising, Communication...) Emergency preparedness and response planning allows ACF missions, in tandem with head office, to define ACF s catastrophe scenarios and intervention thresholds, the resources available and the decision as to whether pre-positioning of contingency supplies is required or not. The aim is to predict and anticipate the human, financial, technical and logistical needs of various different scenarios and to implement the necessary procedures before an emergency occurs. In addition, a large part of the effectiveness of the process depends on the training given to national staff and local partners prior to an emergency, which is of course highly time-consuming. 2 ACF severity level of need ACF Spain & Canal Urgence ACF France 3 EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

6 2.2 The Emergency Management System Each HQ has developed its own management tools to mobilize resources when an emergency occurs. A plea for help directed to the other HQs of the network could be, however, a decisive element in the design of our capacity to respond to the needs. This system is an alternative to the management of an emergency by the sole management HQ. It doesn t suggest that the management system chosen in the coming emergencies will be always this one. The choice remains in the hand of the managing HQ and the IEC. The system is based on an international appeal that the managing HQ releases in the days following an emerging crisis. The appeal pledge is aiming at adding resources from supporting HQs. Assisting the managing HQ is the rule, withholding should be an exception. State of Emergency A State of Emergency is declared by the IEC, following a request of the operation director of the managing HQ. The launching of an ACF State of Emergency may come with the deployment of one or more press officer(s) to the field of intervention in order to expose ACF views & analysis to the journalist present in the field, to increase media coverage on ACF activities, and to update the HQ Communication & Fundraising Departments with field information (programmes & humanitarian issues), pictures, video, beneficiaries stories & profiles. Managing HQ may deploy its media person depending on magnitude of crisis, capacity existing at the mission level, etc.. Other HQs may be authorized by the managing HQ to send their own media/press officer(s) in order to improve news coverage. The managing HQ has a strong commitment to facilitate the deployment of press officer from other HQ member whenever possible. In that case, Supporting HQs press officer(s) will be under the supervision of the Managing HQ media person. In case the Managing HQ doesn t have the means, time or interest to organise the communication, another HQ can take the lead with the approval of the Managing HQ. All personnel in the field remain under the ultimate management of the country director. Press Officers are hierarchically attached to the mission but provide all HQ with regular and updated information. Facilitating the field visit of journalists or organizing press trips could be done by a Supporting HQ after the validation of the Managing HQ and with the prior agreement of the Press Officer. Managing HQ has the responsibility to lead the communication and produce the core messages to the other HQs, especially in complex emergencies/contexts (core messages, topics to avoid, etc.). The other HQs have to follow this line (ie. no possibility to change the content of a press release). Supporting HQs will not communicate directly with the country office (including their own expats). All communication is to be from operation desk/director to operation director/desk, as well as from communication officer to communication officer EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

7 Principles of the EMS EMS aims at a better coordination between ACF international HQ s in the first phase of an emergency. The main objective of the EMS is to follow 4 specific areas of interest: the appropriate response to the needs ( the operations ), the mobilisation of required resources (HR, finance and equipment), the communication and the fundraising (public and private donors). The EMS is activated by the IEC, following the launching of a «State of Emergency AND the reception of an emergency appeal detailing the needs of the managing HQ. Some HQs will position themselves as potential supporters (Supporting HQ) of the managing HQ (MHQ). This EMS is then constituted of the HQ s who wish to contribute to the answer. An ACF International Network Appeal will be then sent by the managing HQs to all Executive Directors of the HQs concerned. The offer of support by each supporting HQ is sent in parallel to their usual counterpart in the managing HQ, according to the nature of the support (financial, HR, logistics, communication) and to the focal point designed in their own HQ (please see 4.1 for details). All the offers are consolidated through a crisis cell in the managing HQ by the head of the crisis cell, traditionally the Operations Director or the Desk Officer in charge of the area. The EMS ends by decision of the IEC, possibly 2 to 3 months after the beginning of the crisis. EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

8 ACFIN Emergency Appeal System Phase 1 HR Managing HQ Defined Intervention Short term Strategic Plan Log-Stocks Cash Emergency Intervention ACFIN Appeal Ops capacity Comm Define Resources Committed Other support Supporting HQ Resources Plan Decision of sending Press Officer Comm & fundraising 3 Roles and Responsibilities of each HQ Supporting HQ 1. Pledge means to respond to intervention strategy 2. Commit to support appeal and strategy 3. Assume its share of the financial and operational risks related with the intervention ER Pool Expert Reassignment IN/EXT Roster Emergency Fund Access new funds New donors Media Presence and expertise Press officer Log capacity ER Stocks Managing HQ 1. Define intervention strategy including communication 2. Formalize international appeal in a timely manner 3. Facilitate Supporting HQ participation and field presence Operational Capacity Media and Com. Human Resources Public Fundraising Private Fundraising Expected Results Increase ACF Participation and Visibility in the Intervention Stakeholders Recognition New target Groups Interest Teams Motivation And Pride EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

9 3.1 Focal Point in the Supporting HQ A focal point is designated in each supporting HQ, according to the key areas of the support whom will be provided. This focal point is responsible to coordinate within his/her HQ the flow of information (from and to) of each service implicated in the response. The purpose of such organisation is to prevent the loss of information, the multiplication of unnecessary requests to the emergency cell. The focal point represents the «interest» of the supporting HQ within the EMS. If a focal point believes the managing HQ is not operating effectively they have to IMMEDIATELY inform his/her Operations Director and Executive Director with detailed information/facts in order for those person/s to contact their counterpart in the managing HQ and solve the issue. If the situation endures, the IEC will be call on as referee. The nature of our work implies that people logically in charge in a time of a crisis could be unavailable for that specific emergency response. The supporting HQ will designate Duty officers to cover for absence & deal with the requests. The FP sends to the managing HQ the ad-hoc listing of the people in charge, by name, sphere of expertise and area of responsibilities. This listing will be update as often as a change occurs The Focal Point in the Managing HQ It is mandatory that a Focal Point Leader (FPL), by default the operation director, has to be formally appointed and be known. The FPL has the duty of optimising the ACF response in the emergency phase, using the overall ACF resources at it best. He holds the balance between the humanitarian priorities in the field and the ACF means proposed by each HQ. He defines the pace of the exchange of information and consultation (mainly by phone) with the focal point(s) of the supporting HQ(s). The FPL circulates in an the combined ad-hoc listing of the people in charge, by name and sphere of expertise and area of responsibilities. This listing will be updated as often as a change is occurring Focus on HR Management & Emergency pools Each HQ has at its disposal some HR available for emergencies (emergency pools, HQ & field staff roster, volunteers ). Following the ACF Network Appeal that will determine the type of position/s needed, the Supporting HQ will inform the Managing HQ of the list of its staff available, both immediately and for the longer term. The priority of posting is decided by the FPL of the managing HQ, according to the operational needs. Availability of the Emergency Pools : Both ACF France & ACF Spain have an emergency team The procedures and principles regarding their mobilisation give the priority to the emergency assistance, even if it means to take away the staff from an on-going tasks or field project, if this project is not part of an emergency response. Two limits have however to be stated: the involvement of those teams on an ongoing emergency and the actual unavailability of the members of the teams. If there is a dispute on that last point, the Operation Director & Executive Director to whom the emergency team is attached will take the final decision. Both emergency teams are made available for an emergency up to 2 months as a maximum. EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

10 Thus the replacement of the emergency team by other field staff need to be planned as soon as possible and should take place within that timeframe. The Emergency Pool and all other HR resources deployed to the field of operations are under the supervision and the authority of the Head of Mission, and have to abide by the rules established locally by ACF. Specificity of the Spanish pool: if an operational HQ wishes to benefit from the Spanish pool but need this pool to be financed by AECI, then the prior agreement of AECI is needed. Hence a delayed departure could be expected / should be taken into consideration. 4 Financial Flow As the Emergency appeal includes all ACF HQs in the emergency response, it is ethical to transfer funds from one HQ to another one. There are several kinds of funds with different considerations: a) Donations raised from the public by each HQ that are designated for the emergency situation: Reports on progress on raising funds should be made to the managing HQ within 2 weeks of the emergency appeal and every two weeks thereafter until the appeals are no longer active. These funds shall be sent to the managing HQ in accordance with the agreement made in on July 2010 which pertained to a single HQ managing a crisis. In case of more than one HQ involved (such as was the case in the Horn of Africa drought emergency in july 2011), separate rules shall be established at the IEC level at the beginning of the crisis on a case-by-case basis, but in the same spirit as the following: It is agreed that each headquarter will donate the proceeds of fundraising efforts designated for specific emergency crises according to the following formula. Net donation = Gross 10% Overheads Fundraising real costs (including relevant salaries if properly documented) In order to maximize the contribution going directly to the crisis response, all ACF HQs' morally commit to keeping fundraising costs as low as possible. Each HQ will do its utmost for real costs and overheads combined not to exceed 20% of the total funds raised. However, ACF HQs acknowledge that exceptional situations could arise regarding the level of real costs. In such cases the donating HQ could be asked to justify itself with pertinent accounting backup. b) Restricted private grants raised by supporting HQs for activities in the country (excluding use of HQ own resources) which involve a specific proposal defining the activities and reports to the donor. Before any such grant shall be accepted by a HQ on behalf of the managing HQ, all the terms and conditions (e.g., any matching requirements, field visits expected) shall be conveyed to the managing HQ who will then decide if they can accept the grant. It is also understood that the process of securing such a grant generally will involve the managing HQ in providing timely proposals and reports. The Supporting HQ shall maintain the primary contact with the donor but the managing HQ shall produce the required reports as stipulated by the grant. EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

11 The Supporting HQ may retain up to 70% of the overhead on these grants, passing on 30% to the managing HQ. Other costs associated with the grant (such as a grant writer or travel costs) can be charged to the donor on the grant if acceptable to the supporting and managing HQ and the donor. c) Restricted public grants raised by supporting HQs for activities in the country (excluding private restricted donations covered above in other sections herein) Before any such grant shall be accepted by a HQ on behalf of the managing HQ, all the terms and conditions (e.g., any matching requirements) shall be conveyed to the managing HQ who will then decide if they can accept the grant. It is also understood that the process of securing such a grant generally will involve the managing HQ in defining their own needs and responding to requests for proposals in a timely way. For overheads, the same rules as apply to non-emergency funds in our various sub-agreements between HQs shall apply. d) Grants made by one HQ s to another: ACF-Fr in particular may be in a position to make a specific grant to support program activities or capacity building in the emergency country or a related function. This is made at their discretion and in accordance with their stipulations. A managing HQ other than France may make a request for such support at any time during the crisis. e) Cash Advance from ACF-Fr: Upon request,acf France will advance emergency funds up to 200,000 Euros to be reimbursed through emergency-related fundraising (private or institutional fundraising) to support other operational HQs without an immediate response capacity. f) Emergency funds from ACF-US: From 2011 to 2013, ACF USA can channel emergency funds through a partnership with Tyco International, up to 150 K$ per year for wash emergency programs, requesting $50K at a time. 5 Indicative Roadmap when a crisis occurs 5.1 In case of a rapid onset emergency Time Frame 12 hours 24 hours Managing HQ (MHQ) Activate pre-identified scenarios based on preliminary information, focusing on live-saving activities Launches (or not) an ACF International network appeal based on global needs, defining requested resources for a proposed response, within the next two months, allowing the others HQs to design the assistance that they can give. Supporting HQ (SHQ) Gathers information on the crisis (Ops and Communication/fundraising department) and expects Managing HQ decision to intervene If and when possible, send warning to HR & Logistics and prepare list of information to be sent to managing HQ Ops department mobilizes pool and/or emergency experts Executive Directors receive, agree on and distribute within their HQ the appeal ED ensures that all department are informed of the various requests and make sure that the appointed focal point is aware of his/her duties EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

12 24 hours INITIAL SITREP (quick informative one, no format to be followed) sent to all focal point within the network Commit to send detailed Sitrep at least once a week the first month or more frequently if requested by needs (to be discussed between focal point) Departments pledges (or not) financial and operational resources for operational supports for phase 1 and give their answer to the focal point Log & HR department send feed-back on initial requests and provide information on their potential capacities for the future Commits to accept other HQ press officers if the context allows it 24 Donors pledge for initial phase hours 5 days Defines a short term (1 month) strategic plan focusing on operational intervention Send the information to other HQs with request 7 days Facilitates HQ participation in the ER emergency response (press officer, emergency pools, expatriate recruited by other HQ, emergency funds ). Comm & Fundraising departments : Identify Press officers in addition to the emergency pool s communication officer, and prepare them to be under the coordination of the MHQ press officer and send them in the field that day if possible Operations relay of the letter of intent and request a support to the national donors Comm & fundraising department : Define a strategy for national private fundraising based on funding needs from MHQ and first days response of the private donors Assumes some of the financial and operational risks related with the intervention Adapt to the constraints of the MHQ. 7 days Donors pledge for short term strategic plan of action Relay of strategic plan of action to donors 15 days Define public donors contribution Finalize budget proposal and negotiation with its national public donors 2 months Define a medium term (6 month) mission strategic plan and funding needs Accepts or not to pursue its contribution to the intervention Define a strategy for national private fundraising based on funding needs from MHQ and opportunity 5.2 In case of a slow-onset emergency In case of a slow onset emergency fixing a timeframe will make no sense. However the organisation commits to promote the need of information sharing and common analysis between HQs. Managing HQ (MHQ) Starting the Awareness process Supporting HQ (SHQ) Technical or Operation team activate the managing operation director regarding a potential crisis (Early Warning System, Fewsnet, others NGO reports..) Operation Director of Managing HQ share the concern with others operation directors and define if the crisis is likely to be national or regional The ops director inform the executive directors He/she collect complementary information on the crisis and start an awareness campaign of HR, Log and Comm & Fundraising departments HR & Logistics : updated list of information to be sent to managing HQ regarding potential HR support, stocks EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

13 Start to work with the field team on pre-identified scenarios based on preliminary information, focusing on live-saving activities Ops department to contact Donors for initial feedback on their thinking & positioning Sending an stating the status of the potential crisis : same as last month, situation worsening but still low case load, etc.. Ops department pre-mobilizes pool and/or emergency experts Ops department to contact national donors for initial feed-back on their thinking & positioning He/she collect complementary information on the crisis and continue his/her awareness campaign of HR, Log and Comm & Fundraising departments of one of the ops director to his/her colleague stating that the crisis is confirmed and ACF wants to intervene. Ops directors request an emergency phone conference to confirm the state of emergency and to agree on the national versus regional aspect of the crisis and on a concomitant response. Ops Director to request the Executive Director of its HQs to call an IEC meeting to officially declare the state of emergency. Activate pre-identified scenarios based on preliminary information Launches (or not) an ACF International network appeal based on global needs, defining requested resources for a proposed response, within the next two months, allowing the others HQs to design the assistance that they can give. Ops department mobilizes pool and/or emergency experts Executive Directors receive, agree on and distribute within their HQ the appeal ED ensure that all department are informed of the various requests ED make sure that a focal point is appointed and aware of his/her duties Commit to send detailed Sitrep at least once a week the first month or more frequently if requested by needs (to be discussed between focal point) Departments pledges (or not) financial and operational resources for operational supports for phase 1 and give their answer to the focal point Log & HR department send feed-back on initial requests and provide information on their potential capacities for the future Commits to accept other HQ press officers if the context allows it Defines a short term (1 month) focusing on operational intervention strategic plan Send the information to others HQs with request Comm & Fundraising departments : Identify Press officers in addition to the emergency pool s communication officer, and prepare them to be under the coordination of the MHQ press officer and send them in the field that day if possible Comm & fundraising department : Define a strategy for national private fundraising based on funding needs from MHQ and first days response of the private donors EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

14 6. Evaluation of ACF Emergency Responses ACF is committed to evaluating and learning from its emergency responses. Building on the experiences from ACF responses to the Asian Tsunami (2004), Haiti Earthquake (2010), Pakistan Floods (2010) and the Horn of Africa Emergency (2011), all ACF rapid and slow-onset emergencies in which the EMS is activated must be reviewed within 6 months of the start of operations. The reviews should be carried out through two distinct but complementary mechanisms Emergency Response Review Mechanisms Real-Time Evaluation (RTE) A Real-Time Evaluation (RTE) should be carried out by approximately four (4) weeks of the start of emergency operations whenever logistically or administratively possible, as determined by the managing HQ. The RTE will be carried out internally either by field staff, members of the emergency pool or ACF s Evaluation, Learning & Accountability (ELA) Unit. The RTE will last no longer than seven (7) days and will follow the standardised format outlined by ACF s Evaluation team. The RTE will provide simple, practical analysis and recommendations to strengthen the on-going response. The findings of the RTE will be shared with the ACF field staff, Operations Directors and Executive Directors in the Managing and Supporting HQs as well as the IEC. The overall objective but to provide to the Emergency pool or the operations management of an emergency and the decision makers with a fair assessment of the situation and to recommend actions based on known best practices that could be taken to improve the quality and the scale of ACF response. It should help ACF s senior management to take decisions that can have immediate effects on the response evaluated Final Review Process The Final review Process provides lessons learned for the next crisis response. A Final Review Process should be carried out within six (6) months from the start of emergency operations. The review process will be carried out in two stages. a) An initial After Action Review (AAR) will be carried out by ACF s Evaluations, Learning & Accountability (ELA) Unit. The AAR will provide an internal forum to discuss and document the strengths and weaknesses of the response and the implementation of the EMS. The AAR will collect information from the Focal Points and the Focal Point Leader (FPL) involved in the response. The AAR will last no longer than five (5) days and will be carried out mostly through face-to-face and phone interviews. The findings of the AAR will be shared with Operations Directors and Executive Directors in the Managing and Supporting HQs and the IEC. b) A Joint Final Evaluation will be carried out and within approximately six (6) months of the start of emergency operations and directly after the AAR. The Joint Evaluation will provide a comprehensive, holistic and external review of the response, at a local and global level. The Joint Final Evaluation will be carried out by External Consultants and the Focal Point Leader (FPL) of the Managing HQ. The Joint Final Evaluation will last no longer than twenty (20) days EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

15 and will involve no less than ten (10) days of field travel (if conditions allow). The findings of the Joint Final Evaluation will be shared with ACF field staff, Operations Directors and Executive Directors in the Managing and Supporting HQs as well as the IEC Funding The Evaluations, Learning & Accountability (ELA) Unit at ACF-UK will be responsible for the launching, planning, implementation, coordination, documentation and dissemination of information resulting from all three mechanisms outlined above. For the Emergency Response Learning process to be effective it will require a sufficient budget of will be allocated by the Managing HQ or Managing HQs to that process and planned from the early stages of the responses. EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

16 ANNEX 1 ACF-IN (Country) EMERGENCY NETWORK APPEAL From: To: Date: Director of Operations ACF XXXXX xx/xx/xx ACF International IEC + Director of Operations I. SUMMARY SHEET 1.1 Title: 1.2 Duration: 1.3 Starting Date: 1.4 Total Budget Requested: 1.5 Narrative summary of the proposed intervention (max. 1 paragraph) II. Description 2.1 Background info (Emergency description and info) 2.2 Main needs identified (List any assessment undertaken or refer to any documents compiled by the UN or other sources) 2.3 MAP 2.4 Specific Objectives 2.5 Expected Results 2.6 Beneficiaries (Total number, Indirect, Direct and disaggregate by gender if possible) 2.7 Security (Brief description of Security situation. Indicate if normal SOPs are in place and if specific security procedures are foreseen for this intervention) EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

17 2.8 Coordination (Clusters, Humanitarian Community, UN, National Authorities, etc) 2.9 Cross cutting issues (Gender, Environment, etc) III. FINANCIAL INFORMATION A. Budget details Description Total (Specify Currency) 1. Personnel 2. Nutrition Intervention 3. WaSH Intervention 4. FSL Intervention 5. Other 6. Support costs 7. Indirect costs IV. URGENT HUMAN RESOURCES NEEDED 4.1 ACF FR & ACF Spain Emergency Pool (Please list the position here below and fill the appropriate form, see annex 2) Position Coordinator XXXX XXXX Location 4.3 Expected Field Staff needs Position Location Profile Covered by managing HQ To be cover Head of Mission XXXX XXXX 4.2 Extra assistance from Field Staff Roster (1 month deployment) Position Location Profile Covered by managing HQ To be cover XXXXX EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

18 XXXX 4.4 HQ Back-up staff needed Post Location Profile V. APPEAL FOR ACF INTERNATIONAL NETWORK ASSISTANCE (Other than HR needs) Sector Logistics Finance Support: cash flow Institutional Donor Supports Private Donors Support Technical Support (Please specify in which sector and what is requested) Communication Description VI. CONTACT PERSONS AND DETAILS (for Managing HQ) FOCAL POINT WITHIN THE OPERATION DEPARTMENT: name & position DESK OFFICER: (Name) Logistics: (Name) Human Resources: (Name) Finance: (Name) Communication: (Name) Office: + xx xxx xxx xxx mobile: + xx xxx xxx xxx mail: [email protected] Office: + xx xxx xxx xxx mobile: + xx xxx xxx xxx mail: [email protected] Office: + xx xxx xxx xxx mobile: + xx xxx xxx xxx mail: [email protected] Office: + xx xxx xxx xxx mobile: + xx xxx xxx xxx mail: [email protected] Office: + xx xxx xxx xxx mobile: + xx xxx xxx xxx mail: [email protected] Office: + xx xxx xxx xxx mobile: + xx xxx xxx xxx mail: [email protected] EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February

19 ANNEX 2 (fill only ONE form for all position requested) TO: Emergency pool coordinator of ACF FR & ACF Spain emergency pool CC Operation Director of ACF FR / ACF Spain DATE OF THE REQUEST:./.../2011 FROM: ACF XXXX Headquarter REQUEST FOR THE PROVISION OF AN EMERGENCY POOL MEMBER REQUESTED POSITION WASH Coordinator NUT/HEALTH Coordinator FSL Coordinator EMERGENCY POOL MANDATE Humanitarian emergency Exploratory mission Punctual technical support LOG Coordinator ADMIN Coordinator COMMUNICATION Coordinator Other: EMERGENCY POOL Coordinator Request validated by : DESK OFFICER or COUNTRY DIRECTOR Of the MANAGING HQ: Location of the assignment (country + base):. Beginning of the assignment: YES NO Duration of the assignment:.. days 2. OBJECTIVES AND EXPECTED RESULTS OF THIS ASSIGNMENT OBJECTIVES (max 2 to 3 objectives) EXPECTED RESULTS / REPORTS Budget line: Signatures On behalf of MHQ Desk Approval of the Approval of the supporting or ops director Emergency Pool coordinator Operation director EMERGENCY RESPONSE: Standard operating protocol of ACF International - 09 February