This section describes the actions that should be taken in the first month after a disaster. It explains what the member/country programme should do, as well as the support that should be provided by other parts of the organisation. This section summarises the key information and actions that are required, and contains references to the annexes where relevant templates and detailed guidance on each activity can be found. This section follows on from Section 3, which explains what should be done in the first 72 hours. Many of these activities will continue or overlap with activities in the first month. This section is designed as a practical guide for staff across the organisation who have a role in responding to disasters. It should ideally be read before an emergency, but can also be used as a resource to refer to during an emergency response.
The member/country programme will be supported by the federation through IHART to manage disaster response, information, fundraising, communications, management response and co-ordination.
The detailed needs assessment should be conducted from the perspective of people living in poverty and exclusion, particularly women affected by the disaster. Women lead the process with analysis capturing the restoration and rehabilitation needs, linking to longer-term change processes.
The detailed needs assessment requires planning and organising, forming an assessment team, conducting the assessment and community-led analysis and information sharing. This feeds into the Emergency Response and Resilience Building Plan (ERRP).
The Emergency Response and Resilience Building Plan guides the overall disaster response. The plan will cover the type of support and assistance to be provided; overall programme plan; scale of the programme; emergency response management structure; integrated communications plan; policy plan; co-ordination plan; accountability plan and fundraising plan.
Member/country programme should continue to implement the disaster response.
Key management processes for implementation include HR management; staff safety and security; financial management; contract management; logistics and administration plan and accountability measures.
All of ActionAid’s emergency response and resilience programmes will include an M&E plan. ActionAid’s approach includes regular monitoring, a real time evaluation (RTE), final evaluation and an impact study.
All ERRPs must develop a risk matrix, which should be updated regularly – the success of a response depends on how effectively we identify and manage risks.
Member/country programme to develop a fundraising plan based on the ERRP and budget, prioritising potential donors, with support from IHART and International Fundraising. Submit proposals to institutional donors, trusts and foundations.
Member/country programme to develop a communications plan to set out how ActionAid will communicate with external stakeholders as well as supporting policy work, fundraising, communicating with disaster-affected communities etc.
The following table summarises the key actions that should be taken in the first month. A fuller description of each activity is included in the text below. The RASCI matrix sets out in detail the roles that individuals and departments across the organisation are expected to play, and where accountability lies for each activity.Continue Reading…
Who does this: member/country programme, with support from IHART
The purpose of a needs assessment is to gather detailed information about the disaster and the impact on the communities that ActionAid works with. The needs assessment is different to the rapid assessment conducted in the first 72 hours after the disaster. The needs assessment collects more detailed information on the impact of the disaster and the needs of the affected communities. This usually begins from week one of the crisis and should be completed four weeks after the crisis has begun. It will determine the scale and type of ActionAid’s response to the disaster and will directly inform the Emergency Response and Resilience Building Plan. The needs assessment is also essential for developing credible funding proposals to donors.Continue Reading…
Who does this: members/country programme
HR is part of the programme and is included in the response plan. The HR plan should be developed based on prior analysis included in the HR section of the country level preparedness plan.
Staff should be deployed or recruited to meet all requirements of the programme to enable an effective response – national EFAST and volunteers should be included as part of the structure (see Section 2)
As a signatory to People in Aid, ActionAid will utilise the principles and guidelines outlined by People in Aid, specifically regarding fast-track recruitment, rest and recuperation, psychosocial support for staff and on-the-job coaching.
ActionAid has worked with a group of different INGOs to develop a Humanitarian Core Competencies Framework which describes the important competencies and behaviours required by humanitarian workers. This should be used when developing job descriptions, interview questions and assessing job performance.
Who does this: member/country programme, with support from IHART and International Fundraising
Based on the Emergency Programme Plan and budget showing funding gaps, the member/country programme will prepare a fundraising plan, with support from IHART and International Fundraising. The Hive contains a template for this fundraising plan. Based on this information, the member/country programme will prepare funding proposals with technical support from IHART and International Fundraising.Continue Reading…
Who does this: member/country programme, with support from International Communications Team
The communications plan should set out how ActionAid will communicate with external stakeholders as part of the emergency response. This should take into consideration the different purposes of communications to support the ERRP – policy work, fundraising, communicating with disaster-affected communities etc. It should identify key targets for communications, the messages that need to be communicated and the channels that will be used to reach each group. International Communications are available to support the development of this plan (see contacts Annex 4). Remember that communicating with disaster-affected communities is an essential component – see above in the ‘continue implementing disaster response’ section for further details.Continue Reading…