WELCOME to the CRS Emergency Preparedness Workshop

1. WELCOME to the CRS Emergency Preparedness Workshop

2. Expectations and Introductions • Please introduce yourself • Name • Position • One positive or funny experience related to emergency response

3. Workshop Objectives and Outputs Objective: To improve the capacity of CRS to respond effectively to humanitarian emergencies. Outputs: best practices for future emergency response. action points to ensure best practice in future emergencies.

4. Why Emergency Preparedness Planning? [ Prepare a brief overview of disaster risks in your CP and recent history of emergencies and emergency response programs.]

5. Why Emergency Preparedness Planning? The CRS Strategy for Emergency Preparedness and Response aims for CRS to be an innovative and effective emergency prevention, preparedness and response organization. I.R.1 in the Emergency Strategy Results Framework: CRS demonstrates a more dynamic and accountable rapid response capacity. Emergency preparedness planning is one way to achieve this.

6. EPP will contribute to achieving the planned Outputs in the 2007-2010 Strategy: CRS has strengthened relationships with identified emergency response partners. CRS and partner staff have increased capacity in emergency response and accountability. CRS has an improved human resource system to staff rapid onset emergencies. CRS has improved finance and resource management systems to support rapid onset emergencies. The agency has pre-positioned supplies and/or vendor agreements for rapid deployment in the event of an emergency. CRS has increased private reserves of flexible emergency funding.

7. Workshop Methodology Either: Analyze a recent emergency response and identify best practices and lessons learned. OR: Develop a scenario and identify best practices for emergency response based on that scenario. Then: Define actions that need to be taken now in order to be capable of implementing best practice in future emergency response.

8. Six workshop sessions correspond to the six outputs in the CRS Emergency Strategy. Strengthened relationships with identified emergency response partners. Staff capacity in emergency response and accountability. An improved human resource system to staff rapid onset emergencies. Improved finance and resource management systems. Pre-positioned supplies and/or vendor agreements for rapid deployment. Flexible emergency funding.

9. Who is involved? Emergency response involves everyone – so emergency preparedness planning involves everyone too. Share the results of this workshop with your colleagues Manage your supervisees throughout the preparedness process Work together to ensure everyone in CRS is ready to respond in the case of emergency.

10. 2. Setting the Scene 1. Think back to the most recent disaster: What happened? When? What were the immediate needs? What was the humanitarian response?

11. 2. Setting the Scene Draw a timeline and mark on it when the following decisions were taken: Where to work How to work (partners or operational) What to do Discuss how these decisions were made: What information was available? On what basis were decisions made?

12. 2. Setting the Scene If the disaster actually happens, describe the scenes you would expect to see: On Day 1 On Day 2 On Day 7

13. 2. Use IHD to imagine the disaster’s impact

14. Imagine the response and rehabilitation measures which need be taken. Note each idea on a card: (red) cards for Day 1 (blue) cards for Day 2 (green) cards for Day 7 2. Setting the Scene

15. 3. Partnership Participants present the following: Which partners were involved in the emergency response? How were they identified? What were their roles and responsibilities? What support were partners given?

16. 3. Partnership In groups: What are the three things that worked best? What were some of the difficulties encountered and how were they resolved?

17. 3. Partnership * Read the case study on partnership. Then, Based on the scenario of an imagined disaster, decide what steps should be taken to: identify partners establish good working relations Support them in the emergency response Write up to ten steps to be taken.

18. 3. Partnership In groups: Identify three best practices for ensuring strong relationships with emergency response partners.

19. 3. Partnership In groups: Imagine you are briefing a TDYer who will be seconded to a local Caritas where a major disaster has occurred. The Caritas is weak and overwhelmed by the scale of the disaster and the funds they are receiving. What 5 pieces of advice would you give this TDYer related to partnership and capacity building?

20. 3. Partnership Looking back at the best practices for partnership in emergencies: What actions do we need to take now to ensure future best practice? Write each action on a colored card.

21. 4. Staff Capacity in Emergency Response & Accountability What is accountability? What tools can be used to make emergency response programs more accountable?

22. Good Enough Guide The basic elements of accountability are: Providing public information to beneficiaries and other stakeholders Ongoing consultation with those assisted, exchanging information about beneficiary needs and aspirations and project plans. A systematic feedback mechanism. Using feedback to improve program quality.

23. Good Enough Guide The basic elements of impact measurement are: Identifying desired changes in negotiation with the affected people. Track project inputs and outputs against desired changes. Collect individual and community perspectives. Explain methodology and limitations to all stakeholders honestly, transparently and objectively. Use information to improve program quality.

24. Good Enough Guide Tools in the Good Enough Guide: Checklist on how to introduce your agency. How accountable are you? How to involve people throughout the project. How to assess initial needs. How to conduct an Individual interview How to conduct a Focus Group Discussion How to decide whether to do a survey.

25. Good Enough Guide Tools in the Good Enough Guide: 8. How to assess child protection needs. 9. How to observe. 10. How to start using indicators 11. How to hold a lessons learned meeting 12. How to set up a complaints mechanism 13. How to give a verbal report 14. How to say goodbye.

26. 4. Staff Capacity in Emergency Response & Accountability Groups A&B: How were Sphere standards used in each stage of the project cycle: i) assessment ii) project design iii) implementation iv) M&E? What problems were encountered and how were they overcome? What could be done better next time? Groups B&C: What tools or mechanisms were used to make the emergency response accountable to the people affected by the disaster? What problems were encountered and how were they overcome? What could be done better next time?

27. 4. Staff Capacity in Emergency Response & Accountability After reading the Pakistan Earthquake Case Study, and based on your own experience, think about applying Sphere in the disaster scenario response. What challenges will you face? How will you overcome them?

28. 4. Staff Capacity in Emergency Response & Accountability What actions do we need to take now to increase staff capacity for emergency response and accountability in future emergencies? Write each idea on a colored card.

29. 5C. Making a Staffing PlanSphere Standards on Staffing Common Standard 7:Aid worker competencies and responsibilities. Appropriate qualifications, attitudes and experience: - technical - knowledge of local custom and culture - human rights, humanitarian principles - potential tensions and sources of conflict - implications of humanitarian assistance - attention to vulnerable groups - able to recognise abusive, discriminatory or illegal activities).

30. 5.C Staffing Sphere Standards on Staffing Common Standard 8Supervision, management and support of personnel. Managers are accountable and ensure security, code of conduct compliance. Staff are provided with necessary training, resources and logs support Staff understand the purpose and method of activities and receive feedback. All staff have JDs, clear reporting lines and performance assessments. Orientation on health and safety issues Staff receive appropriate security training. Capacity building systems for staff are set up Capacity of national and local orgs is built up.

31. EPR Quality StatementsEmergency Staffing Vision: HR necessary for ER are identified & available. HR systems are in place to expedite action. Principles: partnership between field & HQ Operating Guidelines: - All appropriate recruiting avenues are accessed. - All systems are streamlined (paperwork, JD, SOW, salary scale). - Staff resources are more fully developed e.g. cross train staff and develop staff skills so they can cover for emergency TDYs. - A database of qualified staff is maintained. - CRS has a technical track for emergency staff.

32. EPR Quality StatementsStaff Care Vision: Systems in place to protect the life and dignity (physical & emotional) of all staff (international & national) Principles: principles of equity and parity in treatment of all staff across regions Operating Guidelines: - standard criteria are used to determine staff care package - provide avenues to ensure good physical and mental health (R&R, morale, teaming, leadership) - national staff are treated without bias and a common approach for benefits, evacuation, security ensures equitable treatment throughout CRS. - appropriate staffing levels to ensure capacity for TDYs, R&R, illness and training

33. EPR Quality StatementsOrientation, Training, Debriefing Vision: All people hired by CRS have the professional knowledge, skills and attitudes to carry out its mission Principles: orientation, training and debriefing are key components of EPR Operating Guidelines: - all new staff receive an orientation: mission, CST, justice lens, org structure, principles of ER, situation. - CRS has a training strategy for EPR - Commitment to developing staff for ER (TDYs, on the job, formal) - Emergency experience is required for promotion - Security briefing on arrival - Debrief includes stress management - Orientation, training and debriefing is monitored

34. 5C. Making a Staffing Plan Keeping in mind the best practices & lessons learned which we have just reviewed, Go through the list of tasks. Decide who in your Country Program is going to do what? Be as specific as you can. Who do you need from the region and elsewhere? If you need additional staff, decide what skill set you are looking for and rough numbers. Be sure to consider the three different phases of the response. You will be asked to present two things in plenary: an organizational chart of your emergency response a staffing plan showing who will be needed when. Prepare your presentation on flipchart.

35. 8. Fundraising Discuss your experiences of fundraising from these sources. Regional Reserve OverOps O’Neil Caritas Internationalis partners and their back donors OFDA ECHO UN agencies

36. 8. Fundraising & Communications Two groups work on fundraising, two groups work on media & communications. Answer the following questions: Groups A&B work on accessing public and private funding: What was done well? Identify 3+ best practices. What problems were encountered? Identify 3+ lessons learned. Groups B&C work on media and communications What problems were encountered and how were they overcome? What could be done better next time?

37. 9. Making an Action Plan Based on the weaknesses and action points prioritized, develop an action plan for the coming year. What needs to be done Who will do it By when.

38. 10. Making a Plan to Check Progress Propose a framework for checking on progress. What needs to be done Who will do it When.