Current status of ST Workshop participants were asked to discuss and classify the spectrum of current security needs by looking at a variety of countries around the world. The profiling that resulted from this activity was as follows: Red: locations with high security threat, intense requirement for staff check-in; Orange: locations with med-high security threat, high requirement for staff check-in; Yellow: locations with medium security threat, medium requirement for staff check-in; Green: locations with low-med security threat, low requirement for staff check-in. Two User Personas were defined for the profiles, including one Security User (any humanitarian staff), and one Security Responsible (Security staff). Participants mapped the User Journey for each profile , ranging from a routine day to a day where a security incident occurred, to understand the current ST process and solutions in use. User Journeys of the status quo per profile were then compared to the Ideal ST scenario, to identify current gaps.
Gaps between current & ideal ST Below are the key gaps that were seen across all profiles: We do not always know “who is where.” • ‒ where staff is at all times. ‒ especially clear in off-duty hours ‒ During movements, locating staff at present often focuses on following assets rather than the staff member themselves. Staff do not always have the capacity to call for help . • ‒ due to not having the necessary equipment with them at time of need (i.e. radio), ‒ not having tools functioning due to lack of maintenance (i.e. low battery), ‒ not knowing who/how to call for help (especially pertinent for traveling/visiting staff), or not having any security staff structured and organized to respond in off-duty hours. Inter-agency/intra-country communications exist in all profiles, but are not always seamless . • ‒ Often times the easiest way to get in touch with personnel (whether intra- or inter-agency) is via cell phone applications for highest chances of timely responses. Often breaks in the system due to user error , often triggered by cumbersome processes . • ‒ examples of users unable to maintain the current ST system. ‒ from regularly reading security updates, to regular radio check-ins, and having a radio on-person at all times.
Solutions for ST Over 120 solutions to enable the ideal ST scenario, ranging from technological and process-oriented solutions. Participants identified the most promising on a spectrum of “ quick win” solutions , “ incremental ” solutions, and “ revolutionary ” solutions : Quick Win: “Locate People Using Existing Devices”: locate staff using provided devices such as mobile phones and SIM cards, and eventually expand to all UN staff receiving a mobile phone or UN SIM card. Incremental: “24/7 UN Security Area Operations Centre”: UN Security Centres that process security information to make it actionable. Working in tandem with a UN- wide mobile phone application and “555 UN Hotline”, these Security Centres, will: ‒ Prepare actionable security situation report for crisis/emergency ‒ Prepare routine analytical security brief ‒ Broadcast targeted messages to targeted personnel (geographic or functional based) ‒ Trigger relevant Security reactions to “555 UN Hotline” calls ‒ Offer basic security advice ‒ Monitor all UN movements in area of responsibility Revolutionary: “Global Coverage”: to support to all UN staff, the provision of reliable connectivity for all UN Operations will support, strengthen and enhance any security operations : GSM/ISP reinforced with SAT & alternative connectivity
The proposed solution (1/2) Solution: REACH: a system by which personnel from For the time being, the solution is referred the UN and partner organizations are able to be to as REACH “ Reliable Emergency Access located and call for help anytime, anywhere, and can Connecting Humanitarians ”. be confident that someone will respond. Key Framework: Security Users are located, can communicate with, Problem statement: In today’s world, the and are supported by 24/7 UN Security Area Ops security situation can fluctuate and deteriorate Centres & “555 Hotline” using mobile devices/UN rapidly: our current systems and tools are not SIMs sufficient (less ideal/effective) to provide people with the level of support required. Global connectivity is guaranteed so that Security Users and Security Personnel are connected and accessible at all times.
The proposed solution (2/2) A cost-effective system that includes: Key features: Proactive security and risks alerts Allows to call for help Allows to locate people and assets Provide global coverage of UN operations Integrates systems used by different partners to make them practical for Security Response Automates routine security tasks Augment available connectivity when required for the effective functioning of the system Expected results: The integrated REACH system reduces risk exposure and facilitates support when help is needed.
The way forward : Business Case Effectiveness: REACH will fill the Security Telecommunications gaps that are present in today’s systems: We can always know who is where by utilizing the devices that are already on a person virtually • 100% of the time: mobile phones. Rather than require behaviour change, REACH is designed based on user natural behaviour and needs. Security support is always available to all. • All staff can call for help and get immediate responses. • Harmonized solution for various UN Security Needs. • All information for an area is compiled in one place- easily accessible. • Information is filtered to those who need it- easily digestible. • Efficiency: REACH will be more cost- effective than today’s systems: • One system (across UN) usage will decrease overall costs. • Capital expenditures and operational costs of REACH are lower than today’s. •
The key forward : Transition plan Detailed Next Steps: Things to happen in parallel: 1. ETC+IASMN buy in/for information. a. Creation of the Ops Centre (linked to the existing ops centres) or a regional 2. Funding sources identification & pilot communication coordination mechanism countries identified. between existing Security Operations 3. 1 st round of pilot countries results to Centers (SOCs) in each location. show, validate feature. b. Development of the app (research of 4. 2 nd pilot round roll out/funding existing tech) – Jan 2018 – June 2018. allocation revised (including c. Roll out of app and hotline system. pandemics/medical emergencies). d. Rationalization of SOCs. 5. HLCM (propose global roll out + phase out investments in existing technology – digital radio - when and where possible). 6. Policies revision.
THANKS ANKS TO ALL LL FO FOR THIS IS RESUL ULT 40
TOUR UR OF F THE E UNITED TED NATIO TIONS NS GLOB OBAL AL SE SERVIC VICE E CE CENT NTRE RE 13H15 15 – 14H15 15 ISMET ET TRALJIQ LJIQ
REF EFUGEE UGEE EM EMERGENCY ERGENCY TELECOMMUNICATIONS LECOMMUNICATIONS SE SECTOR CTOR (R (RETS) ETS) 14:15 – 14:45 Nizar Zeidan, ICT Emergency Coordinator, UNHCR
Refugee Emergency Telecoms Sector • Vital communications in refugee operations • Services for UNHCR partners & humanitarian community • Delivering with partners. w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
Collaborative Responses • Mixed operations with refugee & non-refugee populations • Emergency Telecoms responsibility agreed between UNHCR & ETC. w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
RETS Structure Chief, ICT Emergency Preparedness & Response Admin ICT Emergency RETS RETS RETS Communication RETS Surge Capacity Coordinator Coordinator Coordinator & Reporting Associate ICT Officer w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
ICT Preparedness • Training, Capacity Strengthening • Equipment, Services Providers Profiling • Partnership, Collaboration w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
RETS Uganda • Internet connectivity - Voucher system • 9 sites • Close collaboration with ETC members on the ground • Leveraging UNICEF agreement with ISP • 290+ users w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
RETS Angola • Internet connectivity • Dundo + Lovua • Satellite-based PTT security comms • Leveraging UNAIDS agreement with ISP w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
RETS Niger • Services for partners, through partners • ‘emergency.lu’ solution • Diffa town + Sayam Forage camp w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
Communication Products w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
ET ETC2 C2020 20 IM IMPL PLEM EMEN ENTATION TATION: : UP UPDA DATE TE AND ND OUT UTCO COME MES S OF F TH THE EVA E EVALUATION LUATION 14H45 45 – 15H45 45 VALUE UE FOR GOOD
Agenda: November 7 th 2017 Time Topic 14:45 -15:45 ETC2020 mid-term evaluation report Presentation of results & recommendations (25 min.) • Discussion of recommendations and key questions in • groups (20 min.) Report back to plenary (15 min.) • 15:45-16:00 Break 16:00 -17:30 Revised partnership model Introduction to the new model (25 min.) • Discussion of key questions in groups (35. min) • Report back to plenary (30 min.) • 53
Contents 1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward 4 The revised partnership model 54
Contents 1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward 4 The revised partnership model 55
ETC2020 mid-term evaluation 56
The ETC2020 strategy is mid-way through – time for a review… 2014 2015 2016 2017 2018 2019 PHASE I PHASE II PHASE III PHASE IV 2020 Initiation Transformati Realisation Operationalisation on • Initiation of • Implementatio • Learning from previous experiences discussions n of roadmap • Endorsement on the of strategy at • Adaptation of roadmap ETC2020 • Execution of plenary strategy first pilots • Mainstreaming of main activities and priorities • Detailing of • Definition of • Assessment of roadmap vision and first activities priorities & definition of next steps ETC2020 November 2017 plenary to discuss mid-term progress ETC Global leadership commissioned mid-term evaluation to assess: What has been achieved so far on the ETC2020 strategy Whether the strategy is going in the right direction to meet objectives How can some of the challenges be overcome 57
2 main aspects of the mid-term evaluation Evaluation of roadmap & progress monitoring along 4 pillars 1 Communications as aid Improved and decentralised response readiness Increased communications resilience to disasters Enhanced communications & energy Evaluation of performance of the cluster along 3 aspects 2 Management of Execution of Governance ETC2020 partners structure strategy 58
3 evaluation tools used in Sep. & Oct. to receive input Online survey Activity tracking sheet Deep dive interviews Receive feedback on status & Get status update on individual Receive in-depth information on management of roadmap activities of roadmap possible obstacles encountered • Created online questionnaire with • Created excel template with • Created deep-dive questions on 35 questions questions on roadmap main obstacles • Sent out to approx. 84 partners • Sent out to 12 selected • Interviewed select partners on deep- via Survey Monkey organisations that had clear roles dive questions and survey results in implementing the roadmap • Received 20 responses covering • Held 6 interviews with ETC and ca 60% of partners • Received 8 responses covering select partners 100% of initiatives N.B. Responses received serve as an indication of the general sentiment within ETC‘s partnership – as only a portion of members/partners participated, results are non-exhaustive 59
Contents 1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward 4 The revised partnership model 60
Large majority agrees on right direction of the strategy… General Results 83% think that activities are either 98% agree that activities set out in very relevant or relevant in roadmap are very feasible or feasible accomplishing priority 55% 43% 22% 61% Very feasible Very relevant Feasible Relevant Neither feasible nor not feasible Neither relevant nor not relevant Source: Online Survey; n= 20 Source: Online Survey; n= 20 “We have developed the ETC2020 “Well established ETC2020 strategy. strategy jointly and are still convinced Long term results will prove it.” that this is the right way to go.” 61
Execution of roadmap is in progress General 62% of all activities of the roadmap Only 34% agree that priorities have Results 2017/18 are in progress been accomplished to a certain degree 56% Completed 16% 30% (6) 22% 62% Not started 10% 4% (8) (23) 1% In Progress Strongly Agree Neither Disagree Strongly agree agree nor disagree disagree “ Good objectives but heavier “The right things are being discussed, but implementation required” actions in the field haven't changed too much.” “Not much progress in the last 12 months” Source; Activity Tracking Sheet; n= 8 Source: Online Survey; n= 20 62
ETC partners self-reported progress along 4 pillars... Improved & Increased Enhanced Communications decentralised communications communications as aid response resilience to and energy readiness disasters Position ETC as key • Implement ETC • Capture lessons • Establish services, player in provision preparedness learned from solutions and of communications measures in pilot projects agreement to services to affected identified high • Develop an ETC enable enhance population in risk countries country communications emergency • Improve ETC communications and energy operations operating model resilience framework 33% 67% 25% 75% 20% 80% Completed In progress Not started 63
Highlights reported on progress in communications as aid Activity Status First 3-day-training to be piloted in January Training 2018 in Dubai. Additional trainings planned module produced and towards 2018. piloted Deliver at least one Service for New S4C advisor Phyza Jameel is on board Communities (S4C) now and has started working on activity. training to ETC coordinators and Haiti and Iraq case study have been finalised. specialists Lessons learned for the Caribbean still to be Case studies produced done. from at least three Services for Communities projects from among the Haiti Radio partnership Rehabilitation Project lessons learned Haiti Radio Rehabilitation Project lessons learned Completed In progress Not started 64
Highlights reported on improved response readiness Activity Status Provide list The list was created by Global ETC and of preparedness shared with partnership for feedback. It’s a activities to be live document which is now managed by implemented in high- the ETC preparedness officer. risk countries Revise Local ICT Global ETC working on it: all former TOR will be aggregated into a single reference. Working Group Terms of Reference Roll out preparedness Collaboration between responsible activities in high risk partners has begun. Action plan to be countries ( 7 per year) defined during next plenary session . Complete Haiti project and provide A final report was published. lessons learned Completed In progress Not started 65 Sources: Online Survey; n= 20; Activity Tracking Sheet; n= 8
Highlights reported on communications & energy Activity Status The charter has been signed, and individual donating agreement is Finalize the Crisis ready with most providers. A pilot Connectivity and SOP for operationalising the Charter agreement charter is pending. with satellite companies that have signed the Charter A small working group was set- up in September. The discussion Define requirements is to be continued during the to enhance energy in ongoing Plenary Meeting. ETC operations Completed In progress Not started 66 Sources: Online Survey; n= 20; Activity Tracking Sheet; n= 8
Highlights of evaluation of the cluster along 3 aspects Besides monitoring the status of the ETC2020 roadmap activities, the online survey also asked more general questions regarding the ETC Management Execution of Governance of ETC2020 partners structure strategy 67
Partners shared positive feedback on Management … • Majority thinks that ETC2020 is the right “We have developed the strategy ETC2020 strategy jointly and are still convinced that this is • Most believe that the right way to go.” activities set out in roadmap are feasible or very feasible “Well established ETC2020 Management strategy. Long term results • Almost all agree on of ETC2020 will prove it.” relevance of activities in accomplishing priorities 68 Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6
However, partners also encountered obstacles Obstacles encountered with management of “There is need to work with deadlines” ETC2020 • Need for more clearly I feel sufficient implementation and milestone monitoring is taking place by the ETC Global defined activities, Lead to ensure we are on track to meet targets & KPIs for deadlines ETC2020 56% (9) 31% • More leadership & 0% 6% 6% (5) (0) coordination of (1) (1) ETC2020 activities Strongly Agree Neither Disagree Strongly Management agree agree nor disagree disagree • Insufficient of ETC2020 communication of progress on ETC2020 activities “I think monitoring is done, however, what happens when deadlines are not met?” Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6 69
Positive feedback on execution of partners was shared • Almost all partners My organisation plans to increase its support ETC2020 involvement with the ETC roadmap & participate 50% at ETC plenary (8) 31% (5) 19% • Group of long-term, 0% 0% (3) very committed & (0) (0) engaged partners Execution of Strongly Agree Neither Disagree Strongly Partners agree agree nor Disagee • 50% plan to increase disagree their involvement with the ETC “Overall, the partnership is going very well with a lot of trust on both sides. In the future, we plan to intensify our engagement further.” 70 Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6
Obstacles encountered with execution of partners “The buy -in from ETC partners is poor” I am very satisfied with the overall contribution to the implementation of the • Limited capacity by ETC2020 strategy by other ETC partners partners to fully participate in ETC2020 (funding, staff, expertise) 50% (8) 25% 19% 6% (4) (3) 0% (1) • Insufficient partner (0) buy-in in ETC2020 Execution of Neither Partners Strongly Strongly Agree Disagree agree nor agree disagree • Lack of responsibility disagree over assigned ETC2020 activities “Only very few partners taking initiative to support.” Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6 71
Positive feedback on overall governance of the ETC… “The speed of execution in • There is general times of emergency is great.” satisfaction with overall management/ governance of the ETC “ETC is our main partner and we are very satisfied with the • The majority feels collaboration.” their input is Governance considered by ETC Structure “Since WFP took over the • Leadership of WFP leadership of the ETC, things seen as positive have become much better.” 72 Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6
Partners shared some critical feedback on governance I feel the Global ETC is succeeding in attracting new partners • Need for more effective partnership model overall 56% (9) • Lack of resources of 25% ETC itself and need for (4) 6% 6% 6% clear funding model (1) (1) (1) for ETC2020 Governance Neither Agree Strongly Disagree Strongly Structure agree nor agree disagree • Insufficient delegation disagree of authority to engaged partners “I think as long as the partnership model is not clear, it is very difficult to attract new partners” Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6 73
Contents 1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward 4 The revised partnership model 74
ETC2020 Strategy Recommendations Obstacles Recommendations Need for more clearly defined • activities, targets & KPIs for ETC2020 Impr prov ove ETC partn rtners rshi hip p mode del to More leadership & coordination • 1 support ETC2020 of ETC2020 activities required Set-up improvements Mana nage gement nt Insufficient communication of • of ETC2 C2020 progress on ETC2020 activities Ensure ure commi mitment nt to to clear ETC2020 2 activitie ivities & targets Limited capacity by partners to • fully participate in ETC2020 Create incentives ntives for partne ners rs to (funding, staff, expertise) 3 engage on ETC2020 Insufficient member and partner • buy-in to ETC2020 Executio ution n of Secure ure more ore dedic dicated d resou ourc rces Operational improvements Low sense of responsibility over 4 • partne ners rs to ETC2020 assigned ETC2020 activities Need for more effective Increa rease commun unicatio ion n on • 5 partnership model overall ETC2020 progress and roadblocks Lack of resources of ETC itself • and need for clear funding Attract new partn rtners rs to support 6 model for ETC2020 ETC2020 specifically Governa rnance Insufficient delegation of • structure ure authority to engaged members 75
Improve ETC partnership model to support 1 Improv prove e ET ETC pa partner tnershi ship p model del to support ETC2020 ETC2020 Enable frequent Provide Allow for broad working level increased participation on interaction with delegation of ETC2020 via most engaged authority in plenary partners on support of ETC meetings ETC2020 2020 activities activities where effective
Ensure commitment to clear ETC2020 2 Ensure ure commi mitment ment to to clear ETC2020 activiti ivities es & targe gets ts activities & targets Partners to Partners & ETC ETC to get buy- Partners & ETC reconfirm to jointly set in of leadership to focus on commitment to realistic targets of partners to fewer key ETC2020 in view and KPIs for scale-up activities of mid-term each pillar & commitment evaluation priority of results and ETC2020 so that clarify activities, progress can be responsibilities tracked & timelines
Create incentives for partners to 3 Creat ate e incenti entives es for r pa partner ners to engage on ETC2020 engage on ETC2020 Access to More visible Make $ value Access to joint- recognition of contribution extra training fundraising partner to ETC2020 of & funding for ETC2020 accomplish- each partner etc. related to activities ments on transparent ETC2020 ETC2020 pillars
Secure more dedicated resources 4 Secure Se ure more e de dedi dica cated ed resources sources to ETC2020 to ETC2020 Clarify expected Where feasible, Ensure each Explore resources to be partners to ETC2020 pillar developing contributed by make additional has one ETC revenue partners for resources partner that is generating each ETC2020 available for responsible to formats with roadmap ETC2020 work develop & new/existing activity (staff, to ensure overview partners to equipment, enough support strategy, finance ETC2020 funding etc.) given to coordination activities activities and monitoring of activities
Increase communication on 5 Incre rease ase communic municat ation ion on ETC2020 progress and roadblocks ETC2020 progress and roadblocks Communicate regular status Convene dedicated sessions updates and deadlines on each with a small group of relevant ETC2020 activity, e.g. stakeholders to discuss and address obstacles Incorporate ETC2020 • progress in biweekly ETC Identify mitigating actions, • newsletter owners & timelines Embed ETC2020 updates in • other existing communication mechanisms
Attract new partners and revenue streams to 6 Attra ract ct new pa partner ners to support ETC2020 specifically support ETC2020 specifically Identify most relevant for each Make ETC funding model and ETC2020 pillar to gain on board ETC2020 financing needs as ETC partners across the transparent so that private, public and social sector new/potential partners know and target them with how best to support appropriate engagement activities
Break-Out Groups on Recommendations Group 1 to Group 5 are to discuss one of the below recommendations identified in the mid-term evaluation • and its key next steps Group 6 is to focus its discussion on any recommendations missing from the ones highlighted in the mid-term • evaluation Each group to spend 20 minutes to discuss their specific question and report back to plenary • *N.B. recommendation 1, the partnership model, will be discussed in the next session* Group 1 Ensure ure commitment nt to to clear ETC2020 activi ivitie ies & targets Group 2 Create incentives ntives for partne ners rs to engage on ETC2020 Group 3 Secure ure more ore dedic dicated d resou ourc rces to ETC2020 Group 4 Increa rease communi municatio ion n on ETC2020 progress and roadblocks Group 5 Attract new partn rtners rs to support ETC2020 specifically Group 6 Identif ntify any additio ditiona nal recomm ommend ndatio ions ns 82
Ensure commitment to clear ETC2020 activities & targets 1 STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : Identify person to report back for your group to the plenary. Partners to reconfirm Partners & ETC to ETC to get buy-in of Partners & ETC to Additional Key next steps Additional key next steps commitment to jointly set realistic leadership of focus on fewer key ETC2020 in view of targets and KPIs for partners to scale-up activities mid-term evaluation each pillar & priority commitment results and clarify of ETC2020 so that activities, progress can be responsibilities & tracked timelines Please place your stickers in space above.
Create incentives for partners to engage on ETC2020 2 STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : identify person to report back for your group to the plenary. Access to joint- More visible Make $ value Access to extra Additional Key next steps Additional key next steps fundraising for recognition of contribution to training & funding ETC2020 activities partner ETC2020 of each etc. related to accomplishments on partner transparent ETC2020 pillars ETC2020 via press releases, website, social media, etc. Please place your stickers in space above.
Secure more dedicated resources to ETC2020 3 STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : identify person to report back for your group to the plenary. Clarify expected Where feasible, Ensure each ETC2020 Explore developing Additional Key next steps Additional key next steps resources to be partners to make pillar has 1 ETC revenue generating contributed by additional resources partner responsible formats with partners for each available for to develop & new/existing ETC2020 roadmap ETC2020 work to overview strategy, partners to finance activity (staff, ensure enough coordination and ETC2020 activities equipment, funding support given to monitoring of etc.) activities activities Please place your stickers in space above.
Increase communication on ETC2020 progress & roadblocks 4 STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : identify person to report back for your group to the plenary. Communicate Convene dedicated Additional step (please fill in) Additional step (please fill in) Additional Key next steps Additional key next steps regular status sessions with a small updates and group of relevant deadlines on each stakeholders to ETC2020 activity discuss and address obstacles Please place your stickers in space above.
Attract new partners to support ETC2020 specifically 5 STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : identify person to report back for your group to the plenary. Identify most Make ETC funding Additional step (please fill in) Additional step (please fill in) Additional Key next steps Additional key next steps relevant partners for model and ETC2020 each ETC2020 pillar financing needs and target them transparent so that with appropriate new/potential engagement partners know how activities best to support Please place your stickers in space above.
Identify any additional recommendations missing 6 STEP 1: 20 MINUTE DISCUSSION OF ALL RECOMMENDATIONS TO IDENTIFY ANY MISSING ONES: Please list all recommendations that are currently missing and that need to be addressed to overcome obstacles. STEP 2: REPORT BACK: identify person to report back for your group to the plenary.
Contents 1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward 4 The revised partnership model 89
Objectives of the session on future partnership model Present the future ETC partnership model previously circulated Endorse the future ETC partnership model Moving to implementation 90
Background to new partnership model ETC partners expressed their desire to re-model and re-define the way that the ETC engages with its partners and its broader network. Events such “ETC Connect day” in spring 2016 supported revised partnership • engagement In fall 2016 , decision was made to put all gathered discussion & feedback together • Internal proposal was finalised in September 2017 • Final proposal sent out to partners in early October 2017 • 91
The traditional membership model 24 Partners Open to all Inter-Agency Standing • Committee (IASC) members Non-IASC may apply for partnership • Standing Invitees & Observers Collaborate with ETC through cash, in-kind donations and stand-by • capacity Invited to attend plenary meetings • Recognised on ETC website • No official decision-making rights • 92
The new partnership model allows for more inclusiveness Partnership Encompassing members, standing invitees & observers All partnerships are based on humanitarian principles and will not involve any commercial gains. Partners are expected to support the ETC, commit to engagements and participate actively. Supp pport ort Comm mmit Partici ticipat pate 1 2 3 Strengthening the ETC’s Recognizing each partners’ Supporting the emergency preparedness contribution in an appropriate implementation of and response activities and reflective manner the ETC2020 strategy 93
Key features of the new partnership model Partnership Encompassing members, standing invitees & observers Engagement platforms Governance New Partners Annual ETC plenary on ETC will continue to be ETC will seek new • • • progress of ETC2020, to led and chaired by WFP partners to meet specific introduce new partners & requirements, to fill gap Partners able to • strategic discussion in fulfilling cluster‘s contribute to strategic mandate Partners may invite guests discussions & decisions • to plenary meeting Private sector • Strategic or technical • engagement will be Additional meetings held working groups may be • encouraged by the ETC during year scheduled to proposed and will be strictly non- act on agreed commitment commercial 94
5 key implementation steps Global ETC & cluster partners, will list and publish the ETC areas of need for which partners are required Global ETC will engage with all existing partners to re-confirm commitment and role . Common objectives, targets and indicators will be set . ETC network will seek new partners to cover the gaps to fulfil its mandate and strategy. Partners & Global ETC, will be held accountable to successfully deliver activities. Annual revisions of engagement & contribution . 95
Endorsement of new partnership model 96
Wrap up Day 1 17:30 – 17:40 Enrica Porcari, Chief Information Officer & Chair of the ETC, WFP w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
Opening Day 2 09:00 – 09:15 Enrica Porcari, Chief Information Officer & Chair of the ETC, WFP w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
ETC Capacity Building, Preparedness & Resilience 09:15 – 10:45 Salma Farouque, Global ETC w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
Handouts • TOR for ETC preparedness & resilience steering group • WG SLOT 1: handout on training objectives • WG SLOT 2: a) handout on SDG and Sendai Framework resilience targets (UNISDR) . b) Revised activities list. w w w . E T C l u s t e r . o r g w w w . E T C l u s t e r . o r g
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