Disaster Management Appeal No. 63/2002 Programme Update No. 01


This Programme Update is intended for reporting on Annual Appeals.
Appeal Target: CHF 2,373,587 (revised budget)
Programme Update No. 01;
Period covered. January to May 2002

"At a Glance"

Appeal coverage: 45.4%
Outstanding needs: CHF 1,222,194

Operational developments

In line with the over-all goal of this global programme, i.e. in order to further evolve current emergency response capacities, the Disaster Management and Coordination (DMC) division of the Federation Secretariat has taken further steps in interlinking preparedness and response activities including immediate support and coordination in sudden emergencies; engagement in slow onset and forgotten disasters; capacity building of the national societies and advocacy in favour of disaster preparedness. The highlights region-wise are:

The Americas region has been spared the kind of seismic disasters that struck during 2001. Minor flooding in some of the Southern Cone (Cono Sur) countries has been managed by national society response supported as needed by regional/country delegations and the Pan American Disaster Response Unit (PADRU). The DMC division concentrated on supporting the Americas department meeting the disaster preparedness and response recommendation spelled out in Strategy 2010, the Santo Domingo declaration and the Americas annual appeals.

In January 2002, a new head of PADRU was appointed from the Colombian Red Cross. This event completed the unit's pilot phase which was lead by the Federation secretariat Head of Operations for Americas/Pacific. The early part of the year was devoted to the hand over and consolidation of staffing and planning for 2002. The Federation will shortly conclude a status agreement with the Panama government providing considerable future benefits for disaster management initiatives from Panama.

The volcanic eruption in the Democratic Republic (DR) of Congo marked the beginning of the year in the region of Africa. A Federation mission which had been sent to the field to evaluate the capacities for redevelopment of the national society was transformed into a field assessment and coordination team (FACT) supporting the national societies of Rwanda and DR Congo in responding to the disaster which caused displacement of several hundred thousand people as well as in coordinating response from various partner national societies. This operation was carried out in close collaboration with the ICRC.

An assessment mission was deployed to Malawi, Zimbabwe and Zambia to support their respective national societies in defining a response to severe food security problems that affect a large part of the population in Southern Africa. The results of the mission have been summarised in the Southern Africa: Food Insecurity appeal 12/02 seeking assistance for 450,000 beneficiaries for 12 months.

In Asia, management of the Afghanistan Humanitarian Crisis operation was handed over to the Programme Coordination (PC) Division and its regional departments in line with the procedures stipulating a three month engagement period for DMC.

With participation of the respective regional departments, the DMC division was involved in the preparation and launch of all Federation emergency appeals as well as in the subsequent activities in a number of operations based on these appeals. The following particular actions were coordinated, managed or supported by DMC in the reporting period:

Emergency
Country
Emergency
appeal no.
DMC action
Volcano eruption DR of Congo and Rwanda 02/2002 FACT* and ERU** deployment and
coordination of the immediate response
Munitions depot explosion Nigeria 03/2002 DREF*** allocation
Ebola outbreak Gabon 04/2002 DREF allocation
Afyon earthquake Turkey 05/2002
Meningitis outbreak Ethiopia 06/2002 DREF allocation
Polio eradication DR of Congo, Republic of
Congo, Ethiopia, Nigeria,
Pakistan
07/2002
Social crisis Argentina 08/2002
Meningitis outbreak Burkina Faso 09/2002 DREF allocation
Nahrin earthquake Afghanistan 10/2002 FACT deployment
Earthquake Papua New Guinea 11/2002
Food insecurity Southern Africa 12/2002 DREF allocation, assessment mission
Recovery programme Palestine Red Crescent
Society
13/2002 DREF allocation
Floods Kenya 14/2002 DREF allocation
* Field Assessment and Coordination Team
** Emergency Response Unit
*** Disaster Relief Emergency Fund

The annual disaster management working group meeting (DMWG) was held in Athens on 11 and 12 April 2002. A broad agenda was covered and the key issues were summarised in a separate report covering recommendations on coordination, integration of the Federation disaster management tools and national society resources, training, organisational development in relief, improved assessment methodologies and improved transition from relief to recovery. Details will be posted in the disaster management information system (DMIS) after the completion of the review in the month of May.

Besides operational disaster management, a number of training workshops were organised and held in support of improved disaster management and in order to build regional disaster response teams (RDRT) working within the same system and using the same guidelines. The following workshops took place in the reporting period:

Emergency response unit (ERU)
Field assessment and coordination team (FACT)
Disaster management (DM)
Logistics ERU training*
Participants (25 persons): Spanish Red Cross

Basic Health Care ERU training*
Participants (45 persons): Finnish Red Cross

Logistics ERU training*
Participants (19 persons): British Red Cross
FACT workshop in Addis Ababa, Ethiopia
Participants (31 persons): National societies of Botswana, Chad, Ethiopia, Kenya, Nigeria, Rwanda, Seychelles, Sierra Leone, Sudan, Tanzania,
Uganda, Zambia, Zimbabwe. Federation delegates from Guinea-Conakry, Harare, Almaty, Guatemala as well as bilateral delegates from Finnish, German, Norwegian and Spanish Red Cross societies working in Africa as well as ICRC delegates.
DM workshop in Budapest, Hungary
Participants (37 persons ): National societies of Albania,
Austria, Bosnia and Herzegovina, Great Britain, Bulgaria, Czech
Republic, Croatia, Estonia, Finland, France, Hungary, India,
Latvia, Macedonia, Poland, Romania, Slovakia, Sweden,
USA, Yugoslavia.
ERU Team Leader workshop in Geneva
Participants (28 persons): National societies of Austria, Great Britain, Finland, France, Germany, India, Japan, Kenya, Malaysia, Norway, Spain, Sweden, Switzerland, United States. Federation delegates from Bangkok, DR, Congo, Harare delegations as well
as ICRC and Federation headquarters staff.

DM workshop in New Delhi, India
Participants (35 persons): National societies of Afghanistan,
Bangladesh , India, Kazakhstan, Nepal, Pakistan, Sri Lanka.


DM workshop in Issyk-kul, Kyrgyzstan
Participants (33 persons): National societies of Belarus,
Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan, Uzbekistan, Yugoslavia.
* Organised by the respective national societies and co-facilitated by the DMC ERU officer

Although the DM workshops in Americas were not funded through this appeal, the Federation Secretariat head of operations for that region actively participated in workshops organised in Bolivia and the Caribbean, in April and May, respectively.

The text below includes further details on involvement of each and every part of the DMC division in disaster preparedness and response activities. It should be kept in mind that all disaster management appeal projects are interrelated and that only an integrated approach to their implementation and further improvement can bring the standards of the overall disaster management efforts of the Federation Secretariat to a higher level.

An opportunity to focus on disaster preparedness in the first four months of the year is partially a result of a relatively peaceful beginning of the year in terms of natural disasters of large proportions. However, it is also a result of a planned and agreed direction which equally involved all managers and three heads of operations within the DMC division.

This programme update includes revised and consolidated disaster management objectives and budgets as original appeal budgets are prepared quite some time before the end of the current year for the following year. Therefore, adjustments at this point will further streamline the disaster management programme and consolidate financial requirements for the current year. For detailed information refer to project budgets as well as to the annexes to this update. The donors are requested to consider contributions to disaster management programme rather than to individual projects to enable additional flexibility and facilitate equal opportunities for all projects comprising the disaster management programme in its integrated approach.

Disaster preparedness and response

Objective 1 Emergency response units (ERUs) are effectively used as a tool for rapid response to disasters.

In the reporting period, the emphasis continued to be on the integration of ERU into the existing regional disaster management planning, support and training for national societies. These efforts included:

  • The British Red Cross logistics ERU deployment to Rwanda.

  • Presentation to the Swiss Red Cross on requirements for potential basic health care ERU.

  • In cooperation with the Federation Logistics department, evaluation with the Danish Red Cross of their first logistics ERU deployment to Algeria in 2001.

  • Review of current ERU guidelines.

  • The logistics ERU working group meeting with the participation of the ICRC where a general agreement was reached to revise the current ERU standard operating guidelines to include the ICRC operational context.

  • Facilitation at the first Spanish Red Cross logistics ERU training course as well as at the Finnish Red Cross Basic Health Care ERU and British Red Cross Logistics ERU training courses.

  • Organisation of an ERU team leader training course including further harmonisation of the contents with other DMC training courses.

  • Preparation of an updated ERU training module specifically for FACT workshops and its testing in Ethiopia.

  • Revision of the ERU section on the Federation web site to reflect the new ERU brochure published in the last quarter of 2001.

  • Establishment of a link in the ERU section of the Federation web site with the Disaster management information system (DMIS) facilitating further access to the information related to ERU for the Red Cross and Red Crescent members.

  • Around 950 hits on the DMIS ERU site.

There is a need, however, for even stronger integration of ERU into the disaster management system as a whole. The revised activities related to the above objective will continue to focus on training and standardisation and will include the following efforts:
  • Continue to provide technical support to ERU training courses organised by relevant national societies, including a review of contents and harmonisation of these courses.

  • Carry out regular evaluations of all ERU deployments and feed back to relevant working groups.

  • Contribute to the standardisation of the health ERU in the Red Cross Relief Items Catalogue which is under preparation by the Logistics department.

  • Review and analyse potential new types of ERUs as recommended by the DMWG.

  • Streamline the ERU operational guidelines with the overall DMC standard operating guidelines, especially with the FACT and regional disaster response teams guidelines and harmonise them with the ICRC deployment context to the extent possible.

  • Establish pre-agreements with national societies to facilitate timely and efficient disaster response including ERU deployment as its integral part and support and strengthen national societies in their auxiliary role by complementing national response and preparedness mechanisms.

  • Work-in-progress feasibility studies of other types of ERU including a relief and technical support unit.

In line with the interrelated nature of the efforts within the DMC division, a slight change in the activities is equally reflected in the project's revised budget. The initially available ERU balance was decreased through a reallocated to a project promoting the ERU concept, namely to DMIS.
ERU - Project no.
G 31110
Total
Appeal budget 2002
117,968
Opening balance
126,359
Income in 2002
0
Reallocation
-15,000
Expenditure
-52,680
Balance
58,678
Revised budget 2002
84,263
Outstanding needs
-

Objective 2 Field Assessment and Coordination Team concept is further expanded to ensure rapid and relevant response to disasters.

The focus in the period January-May 2002 was on assessment, coordination, planning, reinforcement of the existing structures, visibility and implementation. This inclusive concept with more than 220 people from more than 50 national societies on the roster, enabled the following:

  • The FACT missions deployments to the Democratic Republic of Congo and Afghanistan in the wake of the volcano eruption and Nahrin earthquake, respectively.

  • The FACT trained people have increasingly contributed to better preparedness at regional/national levels.

  • Involvement of field assessment and coordination teams contributed to the improved appeal coverage of operations.

  • The FACT workshop held in Addis Ababa, Ethiopia in January 2002, put the region of Africa on the FACT map.

In the forthcoming period, the focus will be on increased deployment of smaller FACT-trained teams, not exclusively to big disasters, improved information management, faster response and improved cooperation with regional mechanisms.

Further development of regional response mechanisms and their linkage with FACT is crucial for a coherent Federation disaster management approach. The intensified refresher training and support mechanisms for FACT team leaders have to be put in place to make the best possible use of the FACT roster and to increase the general mission availability.

In order to achieve the above mentioned in the remaining part of 2002, the planned activities have been slightly adjusted or further clarified and read as follows:

  • Conduct FACT refresher training to keep FACT members updated on the evolution of the methodology and identify lessons learned to take corrective action.

  • Conduct a FACT team leader workshop to improve management of FACT missions.

  • Based on experience from 2001, conduct two FACT workshops (Africa and Americas) to increase the pool of members available for FACT deployment.

  • Participate in the regional disaster management training for regional disaster response teams in order to promote the FACT concept and develop institutional links to regional initiatives contributing to an overall Federation disaster response mechanism.

  • Streamline the FACT operational guidelines with the overall DMC standard operating guidelines, especially with the ERU and regional disaster response teams guidelines and harmonise them with the ICRC deployment context to the extent possible.

  • Develop the standard equipment allowing FACT teams to be self sufficient for operations lasting up to four weeks.

  • Produce a FACT information brochure for dissemination to relevant audiences.

  • Establish pre-agreements with national societies to facilitate timely and efficient disaster response including FACT deployment as its integral part and support and strengthen national societies in their auxiliary role by complementing national response and preparedness mechanisms.

  • Review FACT deployments to ensure further development of the tool.

The decrease in this project budget was possible mainly due to adjustment of activities scheduled for the rest of 2002. Considerable funds are still sought in order to carry out the revised activities and cover the estimated cost. A total of CHF 15,000 has been reallocated from the balance to DMIS for further promotion of the FACT concept. The FACT team leader workshop is included in the revised budget as a new activity.
FACT - Project no.
G 31120
Total
Appeal budget 2002
585,344
Opening balance
180,664
Income in 2002
0
Reallocation
-15,000
Expenditure
-118,218
Balance
47,446
Revised budget 2002
489,846
Outstanding needs
309,182

Objective 3 Disaster Management Information System (DMIS) application is consolidated in order to ensure relevance in addressing the complexity of information exchange in the humanitarian community and contribute to strengthening efficient disaster preparedness and response.

DMIS focus in 2002 is on the creation of appropriate conditions for the effective use of DMIS at national society, delegation and headquarters levels. In the first five months of the year, the following has been achieved:

  • The first "live version" of DMIS web site has been in active use since its opening during the Red Cross and Red Crescent Movement General Assembly in November 2001. According to the statistics, registered users increased from 230 in January 2002 to 550 in April. The users include national societies (50%), delegations (25%) and the Federation secretariat staff (25%) based in 90 different countries, across all continents.

  • Interactive "ongoing operational traffic" sections were created at the time of the operation in DR Congo/Rwanda related to the volcano eruption in DR Congo.

  • Active collaboration has taken place with various departments in the Federation secretariat to create an improved health and reporting section.

  • The third DMIS working group meeting took place in Geneva in April with the participation of 25 persons from national societies, delegations and the Secretariat.

  • The official approval has been received from the Ericsson response programme to continue the IT voluntary work with the DMIS project team in 2002.

  • Three "special focus" areas have been developed parallel with the operations in Afghanistan, DR Congo and Turkey.

  • A section on operations evaluations was created.

  • The first of an annual "Atlantic Hurricane Season" focus page.

  • Relaunch of the "Western Pacific Cyclone" focus page.

  • New section on Security under DMIS Response section.

  • 133 "disaster trend reports" were shared through DMIS since January.

  • DMIS team participated in the highly recognised OCHA symposium on best practices in humanitarian information exchange which was held in Geneva in February.

  • Presentation on DMIS was organised in the British Red Cross as well as for the disaster management working group meeting in Athens.

There are some challenges which have to be taken into consideration in the continuation of work on this project. Very limited human resources are inadequate to respond to the increased needs and expectations, especially the expectations in the field. At the same time, the national societies, delegations and the management have to improve their engagement in the system and thus contribute to further development of this tool and its further institutionalisation within other Federation tools.

In the forthcoming period, the focus will continue to be on:

  • Development of the content and technical features of DMIS web site and applications through contributions and involvement of national societies.

  • The second working group meeting in September.

  • Two workshops for national societies and delegations personnel promoting the utilisation and facilitating the application of DMIS in the ongoing disaster management, including building the early warning capability and protocols.

  • Further promotion of DMIS through effective use of print and computer-based communications (CD ROM).

  • Maintenance of DMIS as an up-to-date platform for information on other disaster management tools such as FACT, ERU and DREF.

In search of the technical solutions which cannot be found internally, one additional staff member was planned for the DMIS team in 2002. Due to the budget constraints, this plan had to be put on hold. The revised budget reflects this decision. Potential donors are hereby encouraged to contribute to this project in order to facilitate unhampered development of the system.
DMIS - Project no.
G 31201
Total
Appeal budget 2002
367,385
Opening balance
56,986
Income in 2002
0
Reallocation
30,000
Expenditure
-47,799
Balance
39,187
Revised budget 2002
211,218
Outstanding needs
124,232

Objective 4 The security and safety of the Red Cross and Red Crescent operations field staff, volunteers and beneficiaries are improved through application and implementation of the security management system, staff training and increased monitoring of the security environment.

The following activities were carried out in the reporting period:

  • Best practices in security management were further disseminated in the total of six Federation delegations and national societies.

  • Four security assessment missions were conducted.

  • A total of 120 delegates were briefed within their briefing schedule in the Federation secretariat.

  • One FACT, one BTC and one ERU training courses were co-facilitated.

  • The field security infrastructure and rapid response capacity were further strengthened by deployment of one security officer from the Secretariat Security Unit to Turkey to cover Europe and Middle East and North Africa (MENA) regions in the capacity of the regional security officer.

  • Support has been continuously extended to delegations and national societies on relevant issues. Security officers are available 24 hours, 7 days a week.

  • Risk assessments and delegations security procedures were done for 15 delegations.

  • No operational relocations or medical evacuations were needed at the time of reporting.

The following is planned for the forthcoming period:
  • Twelve further security assessment missions.

  • Up to four security workshops (Turkey, Finland, Kenya and Jordan) with approximately 80 participants from delegations and national societies.

The difference in the original and revised budgets comes from the estimated higher costs for two regional security workshops than the cost budgeted in the original appeal as well as from the acknowledged need to engage an additional external facilitator for the workshops. As the balance on the project account is close to zero at the moment, reallocation of some funds earmarked for disaster management programme is foreseen in order to facilitate the immediate continuation of activities. However, a considerable contribution is needed to cover the projected essential expenditure related to the planned security workshops.
Security training- Project
no. G 31410
Total
Appeal budget 2002
150,549
Opening balance
5,528
Income in 2002
0
Expenditure
-4,403
Balance
1,125
Revised budget 2002
162,908
Outstanding needs
157,380

Objective 5 Consolidated logistics systems and supply chain management training contributed to the improved overall Federation emergency response capacity.

The focus in the first five months of 2002 was on the following:

  • Preparation of the draft vehicles fleet management manual which should be officially released by the end of July 2002 in the form of a book and on the CD ROM.

  • Preparation of the revised procurement manual on the CD ROM. Due to staff constraints, however, it is not certain that the manual will be finalised this year.

  • Development of the supply chain management software has started in collaboration with the Fritz Institute with the software design funded by the Institute. The project is called DAAN, which means disaster aid application network. This software will be a web-based system allowing better access to supply chains information all along the logistics chain from the launch of an appeal through in kind donations, purchasing, shipment, warehousing. It will allow tracking of goods in any situation. This software can be subsequently made available also to national societies. An initial implementation phase is planned for the beginning of 2003 with the world wide set up in place by the end of the same year.
  • Co-facilitation of several workshops including the Logistics ERU workshop in Spain, disaster management workshops in Hungary and India and FACT workshop in Geneva despite the lack of funding to organise any specific logistics training workshops.

The following is planned for the remaining period of the year:
  • Finalisation of procedures through the completion of the fleet and warehouse management manuals on CD ROM.

  • Further work on the preparation of the logistics manual on CD ROM which will include all logistics procedures, forms and training tools.

  • Organisation of one logistics training of trainers workshop in Geneva and release, on that occasion, of the above logistics manual CD ROM.

  • Assistance to delegations and national societies in the organisation of their logistics training courses.

  • Organisation of two to three regional logistics training workshops for national societies and Federation delegations in the Americas, Europe and possibly in the Middle East.

Logistics represents one of the most important support functions in every emergency and harmonised procedures, standards and training are considered essential. Due to no income, however, the activities in the first five months of the year had to be carried out on strict priority basis. A total of CHF 83,000 have been recently reallocated to this project from the disaster management, coordination and training budget and additional funds are sought to fully enable the implementation of the above plans.
Logistics Systems - Project
no. G 31310
Total
Appeal budget 2002
777,462
Opening balance
15,580
Income in 2002
0
Reallocation
83,000
Expenditure
-9,893
Balance
88,686
Revised budget 2002
411,201
Outstanding needs
312,621

Objective 6 The overall Federation emergency response capacity is improved through the completion of the Red Cross and Red Crescent Relief Items Catalogue.

In a joint project with ICRC, the Federation finalises the so-called Red Cross Relief Items Catalogue which lists generic technical specifications for each selected item. It includes administration, radio and telecom, engineering, water and sanitation, transport, housing, food, economic rehabilitation, medical kits, modules and sets, drugs, renewable medical items, equipment medical items, prosthetic technology, medical forms, ERUs. A decision was made to develop a version with the simplest search tools with a summary and an index and minimum maintenance for the first edition. It will be available in hard copy, on CD ROM and on the Federation and ICRC web sites. The release of the first edition is planned for the end of June 2002.

The following was completed in the reporting period:

  • Medical volume with last corrections of the relief items prior to proof-reading.

  • Harmonisation of items for the water and sanitation ERU.

  • Review of the content of the item sheets.

  • Photo collection for the Catalogue.

  • Review by legal departments of the Federation and the ICRC.

The second edition of the Catalogue was not foreseen in the original appeal. Realising that this project has been widely accepted as a possibility for further harmonisation of items, the work on its second edition is now planned to start in the month of September or October 2002 and will include a complete and standardised section on the health ERU.

The activities related to the second edition will, however, extend into 2003. In order to ensure the momentum, additional funds are sought for the last quarter of 2002 and the beginning of 2003.

Relief Items Catalogue -
Project no. G 31311
Total
Appeal budget 2002
100,000
Opening balance
52,977
Income in 2002
101,588
Expenditure
-70,515
Balance
84,049
Revised budget 2002
285,000
Outstanding needs
130,435

Objective 7 Disaster management including planning, management and implementation of relief activities of national societies as well as regional disaster management capacities are improved through training, promotion of standard operating guidelines and all inclusive policies, procedures and coordination mechanisms.

The following has been achieved in the reporting period:

  • Three disaster management workshops were held in Budapest, New Delhi and Issyk-kul (mentioned in the table on page 3 under Operational developments) in order to strengthen the internal disaster management capacity of national societies including the promotion of relief standards, hands-on skills and to start up regional disaster response teams. This in effect, should turn all national societies into donor national societies with human resources and technical support available in the form of regional disaster response teams for regional deployment as needed. So far, 34 national societies with 105 participants attended disaster management training courses in 2002.

  • An informal technical focal point group was organised in order to assist promotion of better coordination with organisational development, population movement, health, water/sanitation, disaster preparedness, relief and DMIS activities.

  • Further standardisation was made on the framework text of the relief agreement with the Programme Coordination and Legal Affairs departments. The use of this agreement was promoted in every relevant situation.

  • Technical support was extended to the Programme Coordination division as requested (Europe, Africa, Asia) including the support and promotion through practical relief activities.

  • Presentations on FACT, ERU, DMIS, Security, DREF, SPHERE and regional disaster response teams have been on the agenda of all disaster management workshops.

  • Information was compiled from all regions on approach and techniques in disaster management in preparation for the finalisation of the disaster management standard operating guidelines.

In the forthcoming period, the support to global disaster response will include:
  • Identification of people who could be integrated into the global disaster response system creating a link from national society response to regional and global response.

  • Support will continue to be extended to national societies in their role of complementing national response and preparedness mechanisms.

  • Regional i.e. cross border support will be further promoted for medium sized disasters which exceed an individual national society ability to fully respond as they would wish.

  • The initiative for better coordination of activities in different fields of disaster response, will be used to modify the response strategy of the Federation. The outcome of this development work will be reviewed in a meeting of all Federation regional disaster management delegates to discuss the possibilities for further integration of activities, standardisation of training, closer working relationships, stronger support to regional delegations technical delegates, review of the achieved results and plans. This would ensure a collective "Federation" approach.

  • Using the Pan American Disaster Response Unit (PADRU) model as a guide, plans in both Central Asia (five national societies) and South Asia (six national societies) are to: 1) increase the national societies disaster response capacity and capability, and 2) strengthen, specifically at the regional delegation level, the Federation's role as the disaster management coordination focal point for regional and international disaster response. This can be achieved by 1) building on the results of the first 2002 DM workshops by offering an additional workshop in each region for a further group of up to 35 participants to expand the pool of suitable RDRT national society staff and volunteers; 2) supporting in each region the compilation and management of a RDRT data-base which can eventually be integrated with a proposed Federation global internet data-base of regionally trained responders, and 3) assisting regional delegations with technical support to facilitate the signing of "pre-agreements for disaster response". This would include the mobilisation of RDRT, deployment of FACT and the use of ERU. To ensure that this system is able to function smoothly, a "regional disaster management delegate" will need to take the lead field responsibility for the co-ordination of this mechanism.

  • A pre-agreement is being drafted for disaster relief activities. The pre-agreement is supposed to facilitate a timely and efficient disaster response including use of disaster management tools like DREF, RDRT, FACT and ERUs to support and strengthen national societies in their auxiliary role by complementing the national response and preparedness mechanisms. National societies are invited to participate in the process of developing and testing the model agreement.

  • Closer links will be further developed with other services and departments with direct bearing on the implementation of relief activities, namely with the Better Programming Initiative, capacity building, disaster preparedness, DMIS, health, logistics, organisational development, population movement and water/sanitation.

  • The disaster management standard operating guidelines will be finalised and published in the DMIS by the end of November 2002.

  • Linkages between national, regional and global response capacities and international response tools will be consolidated on the basis of standard operating guidelines.

  • The regional disaster response teams (RDRT) operational guidelines will be streamlined with the overall DMC standard operating guidelines, especially with the ERU and FACT guidelines and harmonised with the ICRC deployment context to the extent possible.

The relief workshop, the meeting of the Federation regional disaster response delegates as well as the additional work to develop the mentioned regional national society and Federation disaster management focal points have not been incorporated in the original disaster management appeal. They represent an additional burden for the project budget but their added value justifies their cost. Donor national societies are encouraged to contribute towards fulfilling the above objective.
Disaster management, coordination and training - Project no. G 31320
Total
Appeal budget 2002
415,695
Opening balance
320,716
Income in 2002
151,496
Reallocation
17,208
Expenditure
-136,057
Balance
353,362
Revised budget 2002
729,152
Outstanding needs
239,732

Coordination and Management

As mentioned above, the coordination and management of emergencies is the key responsibility of the Federation disaster management and coordination division which continues to provide the following:

  • Support to regional departments and managers with technical and strategic advice; support to programmes in the start-up phase of the operation; guidance, evaluation and redirection in the implementation phase.

  • Support to regional delegations as requested with training for delegates and/or national society staff and volunteers in disaster management and regional disaster response team building.

Outstanding needs

With the revision of the appeal budget, the total requested decreased from CHF 2,671,692 to CHF 2,373,587. For details and comparison, refer to the attached budget annexes.

The revised budget reflects the adjustments and alignments made between the appeal objectives and the budget lines and indicates the reviewed immediate needs.

The cash carried forward from 2001 shown in the attached List of Contributions, has largely covered the expenditure in the first five months of 2002. Contributions have been received from the American Red Cross for the Standard Red Cross Relief Items Catalogue and from the British Red Cross/DFID for the disaster management training.

Additional funds have been pledged for the remainder of the year by the British Red Cross/DFID (CHF 100,000) for disaster management training and the Swedish Red Cross/SIDA for disaster management training (CHF 56,000), DMIS (CHF 16,000) and Logistics Systems (CHF 16,000).

National societies are further encouraged to contribute to global disaster management as additional funds are needed to enable the DMC to successfully reach the set objectives, carry out the activities and thus continue to build the capacity of the Federation and its members in disaster preparedness and response.

For further details please contact: Jasna Djordjevic; Fax: 4122 733 03 95; email: djordjev@ifrc.org

All International Federation Operations seek to adhere to the Code of Conduct and are committed to the Humanitarian Charter and Minimum Standards in Disaster Response (SPHERE Project) in delivering assistance to the most vulnerable.

For further information concerning Federation operations in this or other countries, please access the Federation website at http://www.ifrc.org.

John Horekens
Head
Relationship Management Department

Jean Ayoub
Director
Disaster Management and Coordination Division

(pdf* format)