International disaster response tools

Transcription

1 International disaster response tools MAA April 2010 This report covers the period 1 January to 31 December Safe water for earthquake survivors in Haiti, provided by an Emergency Response Unit (ERU). IFRC In brief Programme purpose: To reduce the numbers of deaths, injuries and impact from disasters and health emergencies through the efficient use of global disaster response tools and response surge capacity. Programme summary: During 2009, activities were implemented to achieve this purpose by leveraging the strength and resources of National Societies globally (acting in their role as auxiliaries to the public authorities to provide relief to people affected by disasters). Depending on their capacity to respond, and to the scale of the disaster, National Societies call upon the secretariat 1 for international assistance. This so-called surge capacity 2 in times of disaster is organized through the IFRC s international disaster response tools Field Assessment and Coordination Teams (FACT), Regional Disaster Response Teams (RDRT) and Emergency Response Units (ERU). Financial surge capacity for disasters comes from the Disaster Relief Emergency Fund (DREF), in turn linked to the International Federation s emergency appeal tool (the DREF is reported on separately). The IFRC s web-based Disaster Management Information System (DMIS) platform continued to be a vital tool in information-sharing on disasters, disaster monitoring and early warning. In 2009, the secretariat focused on improving the efficiency of disaster response by further improving the quality of the tools. Surge capacity was adapted to meet the wide range and scale of needs, as 1 The secretariat acts in line with its mandate to direct and coordinate international disaster response in line with the IFRC s Global Agenda goals. 2 Additional human resources and technical, material and financial assistance provided to the sister society in the affected country.

2 well as services which are understood and valued more widely by the membership, and therefore more readily requested when needed. The activities undertaken in 2009 contributed to achieving the IFRC s disaster management (DM) strategic objectives for (in particular objective 3 and 4 of the DM operational strategy). Departments that provided integrated support for FACT and ERU were: logistics, relief and recovery, disaster preparedness and risk reduction, media services, information technology (IT) and telecommunications, water and sanitation (water and sanitation), emergency health, and organizational development. A general challenge for all the tools has been the ongoing transitional nature of the organization, with roles and responsibilities continuing to evolve and remaining relatively fluid. In this environment, the objectives of the disaster responses tools are being flexibly adapted and adjusted as the organization settles into a new operating model. Financial situation: The total 2009 budget was CHF 995,743 (USD 959,299 or EUR 669,317), of which CHF 1,036,730 (over 100 per cent) was covered (including an opening balance). Overall expenditure during the reporting period was CHF 906,192 (91 per cent) of the budget. Click here to go directly to the attached financial report. No. of people we have reached: Over 44.6 million people directly or indirectly benefited (or are currently being assisted) from secretariat supported disaster response interventions during the reporting period. Our partners: The IFRC relies on all Partner National Societies (both in the countries affected, as well as in those providing assistance and support). Externally, the IFRC works with a wide array of organizations to pursue effective disaster response and various non-governmental organizations (NGOs) to leverage respective organizational mandates. Context Based on recently available figures and statistics, the total number of people affected by disasters in 2009 was lower than in 2008, as were the number killed. The number of emergency appeals was lower than usual and the number of requests for DREF was slightly lower than in 2008, largely because of the lower number of requests for loans as start-up funding for emergency appeals. The major natural disasters events in 2009 occurred within a short time period in Asia Pacific. Cyclone Aila hit Bangladesh in June, a series of typhoons badly affected the Philippines and Vietnam in September, an earthquake and a tsunami hit the Samoa islands, and a destructive earthquake affected West Sumatra in October. All these operations led to emergency appeals supported by loans from the DREF. The statistics show that out of all the natural disasters in the last ten years, earthquakes have caused the most deaths. However, it is weather-related disasters including floods, droughts and storms which have affected the most number of people. In 2009, the Red Cross Red Crescent response and the type of operations supported by the response tools were primarily to weatherrelated events, especially in the case of DREF operations. The IFRC s response to epidemics led to emergency appeals being launched to support supplementary polio vaccination campaigns in Africa following a large number of cases of wild polio virus, and to support National Societies prepare and respond to the H1N1 pandemic.

3 Progress towards outcomes Programme component 1: Surge capacity Outcome: Requests from National Societies for disaster assessment, international coordination, technical resources and capacity are met by sister National Societies coordinated through the secretariat using the disaster response tools of FACT, RDRT and ERUs. Achievements The 17 th FACT induction successfully took place near Geneva from 7 to 20 June 2009, with 29 participants from 16 countries, covering shelter, early recovery, health, water and sanitation, logistics and relief. In line with the progression of the IFRC s disaster management strategic direction, and based on discussions with the FACT working group and the disaster management working group (DMWG), it was agreed that future FACT courses would be adjusted to a shorter and more targeted format. It is expected that there will be an increase in the use of simulationbased exercises to accurately capture and convey the realities, rigors, and challenges of the actual disaster situations in which the IFRC works. The 3 rd FACT Working Group meeting took place in February 2009 to: Advise the DMWG on matters related to FACT; Provide a mechanism for the collaboration and cooperation between National Societies, and the IFRC; and Act as the forum for the working groups to report back findings and make relevant recommendations. The meeting reaffirmed that ERU, FACT and RDRT lay at the core of Red Cross Red Crescent emergency response and surge capacity, with FACT acting as the critical lynchpin, connecting all aspects of the response. As such, FACT sets the tone for the response, and is a strong component of the National Society capacity-building efforts (disaster response). The success of FACT and RDRT depends on proactive, supportive, and effective decision-makers working within a robust and cohesive DM environment, in which gaps and limited capacity are identified and addressed in a timely way. The working group concluded that the following conditions must exist for maximum impact: Maximum complementarity between FACT, ERU and RDRT tools. Federation global tools that are well understood, accepted, and utilized by key decision makers and stakeholders at the national, regional and global levels. Operations led by experienced team leaders and implemented by technically sound members. Quality and accountability incorporated at all levels of response. FACT member s expert in assessment data analysis, information management and critical decision making. RDRT members experienced in assessment data collection and relief delivery. Knowledge sharing institutionalized throughout the organization. While discussions in 2009 also focused on planning the April 2009 FACT five-day refresher training in Geneva, a decision was taken to integrate the content into the November 2009 Field School that was carried out in Kenya. In terms of operational support, the following operations represent the type and range of FACT deployments in 2009: Samoa: Tsunami.

4 Senegal and Burkina Faso: Floods. Philippines: Cyclones. Indonesia (Padang): Earthquake. Vietnam: Floods. Ethiopia: Food insecurity. Related to ERU s, 2009 was characterized by an effective use of this tool as a targeted and flexible surge capacity to assist in reducing the numbers of deaths, injuries and impact from disasters and health emergencies. The year showed a mixture of ERUs being deployed to five operations, four of which took place in support of African National Societies, and one in South- East Asia, by continuous support to ERU National Society training and knowledge sharing, as well as by further technical development of the tool. In more detail: Seven ERUs, alerted and deployed in the first half of 2009, in accordance with the standard operating procedures to assist the Zimbabwe Red Cross Society in its nationwide cholera operation. The deploying National Societies were: British, Finnish, French, German, Japanese, Norwegian and Spanish Red Cross Societies, supported with staff from the Austrian, Australian, Canadian, Croatian and Hong Kong Red Cross Societies. One British mass sanitation ERU was deployed to assist the Namibia Red Cross in its floods operation in May 2009, with staff from the Austrian and Spanish Red Cross. This deployment to Namibia, in particular, portrayed the success of the mass sanitation ERU and its hygiene promotion component, in comparison to the deployment to Zimbabwe which highlighted the mobile basic health care (BHC) approach. Furthermore, two relief and logistics ERUs were sent to reinforce the floods operations in Burkina Faso and Senegal in late summer, with staff from American, Belgian, Danish, the Netherlands, Luxemburg and Swiss Red Cross Societies. One British logistics ERU was deployed to support the Palang Merah Indonesia (PMI) in their Indonesia earthquake operation in the autumn of In terms of development and innovation, at the annual joint water and sanitation and health ERU technical meeting agreement was reached to further increase the mobility and modularity of the existing basic health care ERU. This ERU module has been used the most (43 times since 1996), and remains a pillar in global emergency health support. The changes in the types of events and resulting emergencies demand an increased need to use the BHC ERUs, so that the IFRC can be as flexible as possible and prepared in times of floods, earthquakes, epidemics, as well as population movement situations. In addition, the Norwegian Red Cross piloted the first community health training in conjunction with six other National Societies, a further step towards increasing and diversifying the BHC ERU s potential. On the water and sanitation side, it was decided to link the mass sanitation module for 20,000 people (MSM20) ERU to Kit 2s (for 2,000 people) as an option, in order to add a household water treatment capacity to the unit and therefore increase its mobility. In the relief ERU, the outcomes of the 2008 Haiti review led to the decision to incorporate operational shelter and cash programming components, allowing for a diversification of aid delivery systems. A memorandum of understanding (MoU) was signed between the Italian Red Cross and the IFRC to establish a second base camp ERU, in addition to the one maintained by the Danish Red Cross, providing the IFRC with greater flexibility in deploying this asset in situations where living conditions for Red Cross Red Crescent demand additional support. The ERU desk co-facilitated 15 ERU training courses. One particularly noteworthy one was the French Red Cross BHC training, organized in Cameroon, with the active support of the Cameroon Red Cross Society, the Federation s zonal and country offices, including health staff and volunteers from the region, alongside French Red Cross ERU

5 members. Noteworthy too was an extra ERU day during the 2009 FACT induction course used to increase awareness on ERU assessment skills. A major breakthrough was the first ever expanded Field School exercise in Kenya, where the Kenya Red Cross Society, RDRT, FACT and six ERUs worked with local communities in a joint simulation exercise for three weeks. Closer ties were created with the International Committee of the Red Cross (ICRC) rapid deployment unit so as to better coordinate the Movement s calls for ERUs. Programme component 2: Disaster information management and early warning Outcome: National Society and disaster operations staff have improved disaster awareness and response through the effective use of disaster management information and early warning provided on the DMIS extra-net. Achievements: Despite the nature of disaster response in 2009 (characterized by small to mid-scale disaster events that required a flexible use of the IFRC s disaster response tools), support was provided for the following emergency appeals (representing a range of disaster response operations, but a non-exhaustive list): Senegal: Floods; launched on 9 September 2009 for CHF 2.1m to assist 25,000 Burkina-Faso: Floods; launched on 9 September 2009 for CHF 3.5 million to assist 40,000 Tanzania: Floods; launched on 4 January 2009 for CHF 1.6m to assist 23,000 Kenya: Drought; launched on 17 September 2009 for CHF 8.6 million to assist 1,692,428 Colombia: Floods; launched on 23 February 2009 for CHF 486,453 to assist 25,000 El Salvador: Floods; launched on 9 November 2009 for CHF 1.7m to assist 10,000 Samoa: Earthquake and Tsunami; launched on 30 September 2009 for CHF 2.4m to assist 5,000 Indonesia: West Sumatra Earthquakes; launched on 1 October 2009 for CHF 13.2m to assist 100,000 Philippines: Typhoons; launched on 28 September 2009 for CHF 16.2 million to assist 550,000 Syria: Drought; launched on 3 August 2009 for CHF 3.2 million to assist 260,000 DMIS: The new version of the IFRC s DMIS went online in March 2009, and further developments are anticipated with the launch of the IFRC s common platform (public web site, FedNet, and DMIS) anticipated in March The new DMIS includes the following enhancements: A more modern and updated look that is visually contemporary and compelling, logical, and easier to navigate. As a result, users (National Societies, partners, and secretariat staff) now have improved methods to track, classify and communicate upcoming disasters. These serve as the basis for effective and timely response action (conveyed as well via DMIS). The improved field report format is designed to promote more timely and effective monitoring of the IFRC s actions, supported by the appropriate use of tools.

6 The strong emphasis on disaster tracking and monitoring now includes customized tools developed by our partners in the scientific community (the International Research Institute (IRI), the National Aeronautics and Space Agency (NASA) etc.). These partners, as well as selected donors, have been granted with temporary access to DMIS. The updated version of DMIS also provides a significant opportunity to adopt a standard classification, allowing comparisons with other organizations. The various types of disasters are described in an in-depth explanation, including links to monitoring tools, together with explanations to help understand scientific reports. With these new features, the department anticipates an increase in Red Cross Red Crescent actions resulting from increasingly reliable early warnings. The three web sites (public web sites, FedNet and DMIS) will migrate in 2010 on a new common platform that will allow more functionalities. Due to this soon-to-be migration, all development of DMIS has been suspended in order not to generate extra costs. Over the course of 2009, 697 field reports were published (58 a month), with 36,645 visits to DMIS (102 per day). Maps are now systematically provided for all DREF and emergency appeals, and are also being provided upon request to Partner National Societies. Maps are also regularly produced for information bulletins. Over 269 maps (five a week) were produced during this reporting period. Operational statistics are vital for the IFRC, and the updated statistics available through DMIS are widely used not only in the secretariat, but also by partners such as the Climate Center. The draft Emergency Appeal and reporting process: procedures and guidelines was reviewed and updated, and made available on FedNet and DMIS. These procedures are intended to provide basic guidance to reinforce adherence to the IFRC's emergency response tools, and to clarify related issues and processes. The procedures serve to: Communicate the basics of standard emergency response tools (information bulletins, DREF operations Emergency Appeals, operations updates, and final reports); Respond to commonly asked questions; and Provide clarification and promote performance and coherence. The UN s Flash Appeal mechanism is an important platform to convey humanitarian needs and to coordinate efforts. UNOCHA encourages the IFRC to include an annex in the Flash Appeals for emergencies where the IFRC has a clear role and lead for the Red Cross and Red Crescent Movement. The IFRC continued its proactive involvement in the UN OCHA Flash Appeals. While the IFRC does not appeal through Flash Appeals (it has its own funding mechanisms), it is considered an important opportunity to articulate programmes and operations to a wider audience, thereby emphasizing assistance, collaboration and coordination efforts (on behalf of National Societies) to the humanitarian community at-large. Working in partnership The success of the FACT and ERU surge capacity systems continued to be based and rely on a vital collaborative relationship between the secretariat s global surge capacity team and the National Society members maintaining the vital resources (human resources, equipment, training and funding). The ERU system and partnerships increased with one new member, the Italian Red Cross. ERUs deployed to Zimbabwe and Namibia came from Finland, Japan and Norway (Health) and France, Germany, Spain and the United Kingdom (water and sanitation). ERU National Societies, when deployed, work closely in what are called joint deployments, whereby two or more National Societies jointly put together an ERU team for the maximum duration of a deployment (four months). In the field, ERUs work together with each other, as well as with staff and volunteers from the affected National Societies. They also work with relevant ministries, NGOs and other international humanitarian actors in the affected country.

7 Within the Movement, a total of 22 ERU partnerships and one with ICRC characterize the ERU desk s work. These are National Societies around the globe, with a majority based in Europe. In the field when operating as deployed ERUs, the deploying National Society strikes up partnerships with the National Society of the affected countries, UN agencies, ministries and NGOs. Related to FACT/RDRT, consultative meetings continued to take place across divisions and with a broad spectrum of Partner National Societies. Contributing to longer-term impact ERU and FACT/RDRT deployments are increasingly focused on, and effective at, strengthening the capacity of the Operating National Societies, support that is intended to ultimately assist the The surge capacity functions are increasingly building a gender focus that will result in a more equitable delivery of support and assistance, from the immediate emergency response phase to longer-term recovery and livelihoods. Looking ahead The standard FACT and ERU alert deployment modalities and follow-up continued to form the basis of the working approach in A high number of ERU training courses and exercises were organized in the ERU Partner National Societies, for which the secretariat lent its valued support. FACT provided surge capacity for a variety of disasters including food insecurity, earthquakes and cyclones. FACT and ERU desks (now unified in a surge capacity function) continue to be fully prepared to respond to both FACT and ERU deployment requests from all zone offices, relying on the DMIS system as a common tool to increase response timeliness, effectiveness, communications, and coherence. Key strategic priorities for the provision of disaster services in 2010 and 2011 include: Strengthening cooperation, coordination and support arrangements with Movement partners and other humanitarian actors in order to achieve the IFRC s strategic aims. Improving planning, performance management and accountability for Federation disaster services and disaster operations. Developing and maintaining harmonized operational procedures and systems to support disaster operations with a focus upon early warning/early action, contingency planning, assessment and analysis, revised appeal and budget templates, plans of action, and recovery frameworks. Building stronger Federation global response capacity on the three key issues of food security / livelihoods, disaster risk reduction and climate change adaptation. Increasing knowledge, skills and human resource base, to design, deliver, monitor and evaluate quality post-disaster recovery programmes that ensure cohesive transition from relief to recovery and longer-term development. Ensuring that effective tools and reliable surge capacities are always available for appropriate and timely response to disasters, in a seamless arrangement that connects local to global. Ensuring global coherence and consistent quality and accountability in operations by putting accountability principles into practice setting performance standards, monitoring compliance and coverage. Systematically evaluating operational performance against criteria, including efficiency, impact, standards (Sphere, Code of Conduct, etc.), cross-cutting issues (gender, etc.) and other accountability criteria.

8 Ensuring that a DM learning and accountability culture is formed within the secretariat. Keeping the secretariat senior management team informed of progress on major operations, and briefed on issues that may require their action. Establishing clear disaster services agreements with zones recognizing the different capacities and technical assistance needs of the different zones benchmarking performance on emergency appeal development and the implementation of quality standards. Reviewing how the IFRC conducts emergency relief with the objective of modernizing and adapting approaches for improved performance and impact; and to more effectively link relief, recovery and development. Reviewing the current DMIS with the objective of providing efficient access to quality data and analysis of evolving and potential disaster situations to zones and National Societies. Improved secretariat capacity to analyse external trends. Consolidating an approach to DM training harmonization of curricula, tools and guidance consistency. Supporting relevant commissions, implementation and monitoring of governance decisions. How we work The IFRC s activities are aligned with its Global Agenda, which sets out four broad goals to meet the IFRC's mission to "improve the lives of vulnerable people by mobilizing the power of humanity". Contact information For further information specifically related to this report, please contact: Global Agenda Goals: Reduce the numbers of deaths, injuries and impact from disasters. Reduce the number of deaths, illnesses and impact from diseases and public health emergencies. Increase local community, civil society and Red Cross Red Crescent capacity to address the most urgent situations of vulnerability. Reduce intolerance, discrimination and social exclusion and promote respect for diversity and human dignity. Simon Eccleshall, Head of Disaster Services department (DSD), Geneva; simon.eccleshall@ifrc.org; phone: ; and fax: