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Terms of Reference
Development of a 5-year Strategy
for the
Disaster Management Unit of the Lebanese
Red Cross
This document contains the Terms of Reference for an external consultancy to assist the Lebanese Red Cross in assessing its Disaster
Management Unit, developing an overall strategy for the Unit, as well as proposing a future organizational structure that would
facilitate the achievement of the strategic objectives
Table of ContentsPage 1 of 36
Section 1 - Statement of Purpose...........................................................3Section 2 - General Background information about LRC...........................3Brief Historical Overview..........................................................................................................................................3Current situation......................................................................................................................................................4
Mission.................................................................................................................................................................4Structure..............................................................................................................................................................4
Main departments/programmes.............................................................6Support Functions....................................................................................................................................................8LRC Priorities............................................................................................................................................................9
Section 3- Disaster Management Unit...................................................10Current Situation of the Disaster Management Unit..............................................................................................11DMU programmes and projects:............................................................................................................................12
Water Sanitation and Hygiene program (WASH)...............................................................................................12Basic Assistance:................................................................................................................................................14Restoring Family Links:.......................................................................................................................................16Psychosocial support project:.............................................................................................................................17Contingency Planning Project:............................................................................................................................17Disaster Risk Reduction program (DRR):............................................................................................................18Summary of the key figures of the Disaster Management unit in 2016.............................................................19
DMU Support functions:.........................................................................................................................................20DMU PMER:............................................................................................................................................................21Disaster Management branches:............................................................................................................................23
Case studies:......................................................................................................................................................26Main challenges.....................................................................................................................................................28Present Commitments of the DM Unit...................................................................................................................29Synergies................................................................................................................................................................31
Section 4 - Scope of consultancy services.............................................32Section 5 – Background documents......................................................35Section 6 - Deliverables.......................................................................36Timeline..................................................................................................................................................................36Methodology..........................................................................................................................................................36Proposal requirements...........................................................................................................................................37
PAGE 2 OF 36
Section 1 - Statement of PurposeThe purpose of this RFP is to solicit proposals from consultants qualified to develop a 5-year strategy for LRC’s Disaster Management Unit (DMU) with implementation tools and recommendations for an organizational design and structure that would allow DMU to fulfill its strategy.
We will consider proposals from single or multiple consultants. The ideal consultant will be an established local or international supplier with a recognized experience in supporting non-profit organizations and at least one team member with specific and significant expertise in community based work and/or disaster management programming. Consultants having similar prior experience with the LRC or with Red Cross/Red Crescent Movement national societies will be given preference.
Section 2 - General Background information about LRCBrief Historical Overview
The Lebanese Red Cross (LRC) is a humanitarian organization established on July 9, 1945 as an independent national society in Lebanon. In 1946, it was recognized by the state as a public non-profit organization and as an auxiliary team to the medical service of the Lebanese Army. In 1947, the Lebanese Red Cross joined the International Red Cross and Red Crescent Movement - which includes 190 national organizations worldwide - and became a member of the International Federation of the Red Cross and Red Crescent Societies (IFRC) ever since. Furthermore, it is a founding member of the Secretariat General of the Organization of the Arab Red Crescent and Red Cross Societies. Over the last 70 years, the Lebanese Red Cross has had a strong presence and a good reputation in the society of Lebanon providing various services to the people in need.
LRC’s reputation was mainly established during the Lebanese Civil War (1975-1990) and its services, especially its ambulance service, scaled up dramatically during that period. From 1990 to 2005, LRC entered a period of general stagnation and was affected by the political compromises and fragile equilibrium established at the end of the Civil War. Two successive military generals were appointed to lead the LRC during that period, and the position of Secretary General was left vacant. A change in statutes in late 2005 and the LRC’s highly visible actions during the July 2006 War with Israel led to a sustained effort to modernize and reform the Emergency Medical Services Department (EMS, ambulance services). Although this change did not immediately impact the rest of the LRC, the progress made in EMS demonstrated to the rest of the national society the benefits of a long-term approach of transparent collaboration with Movement and non-Movement partners. This laid the
foundation for a deeper, organization-wide change that started in late 2013 after a second revision of the Statutes and the appointment of the first Secretary General in more than two decades.
PAGE 3 OF 36
Current situation
Mission
The mission and the goal of the Lebanese Red Cross is to disseminate peace, serve the society, and alleviate human suffering with neutrality and without any racial, sexual, social, religious or political distinction. In accordance of its mission statement the Lebanese Red Cross carries out the following:
§ The Lebanese Red Cross acts as an auxiliary to the medical services of the Lebanese Army during armed conflicts, in all fields mentioned in the Geneva Conventions, and provides help for all the victims of war whether military or civilian. The Lebanese Red Cross is also involved in disaster preparedness and response and acts as an auxiliary to the public health services in all the fields mentioned in the Geneva conventions during peacetime,
§ Participates in efforts aiming at improving health, preventing disease and alleviating the suffering of all people through rehabilitation and solidarity programs that meet the needs on both national and local (community) levels,
§ Provides ambulance services to the population in Lebanon,
§ Provides blood services to the population in Lebanon,
§ Encourages the participation of children and youth in the Lebanese Red Cross activities, and
§ Disseminates the Fundamental Principals of the International Red Cross and Red Crescent Movement and the International Humanitarian Law in order to spread the spirit of peace, understanding and respect among the people, especially the youth and children.
Structure
The Lebanese Red Cross, as a volunteering organization, is based on 32 branches in the entire territory of Lebanon. It has more than 5,000 active volunteers, around 2000 inactive members and about 300 staff. The Lebanese Red Cross is the largest national humanitarian organization in Lebanon. The organization accomplishes its mission through 46 Emergency Medical Services centers, 4 Dispatch centers operating the national medical emergency hotline “140”, 36 medical social centers, 10 mobile medical units, 35 youth clubs, 13 blood transfusion centers, 6 nursing institutes and 14 Disaster Management units.
The Lebanese Red Cross consists of:
§ 32 local branches
§ 14 departments and units
§ The General Assembly with 132 members,
§ The Central Committee with 42 members,
§ The Executive Committee with 14 members, including the president and vice-president, and
§ The Secretary General who is the head of the management structure
In addition to the president and vice-president, the Executive Committee consists of the elected heads of each department.
The 32 branches, each with its individual services and structures, and its volunteers are represented and supported by a national headquarters located in Beirut. The headquarters consists of:
PAGE 4 OF 36
§ 5 Operational Departments:
Emergency Medical Services (EMS), Medical & Social Services, Disaster Management, Blood Transfusion Banks, Youth and
§ 10 Support Services Departments/Units:
Planning & Development, Human Resources, Volunteering, Accounting and Finance, Logistics, Procurement, Public Relations &Media, Internal Affairs, IT Services, Education (Nursing),
The Lebanese Red Cross has traditionally been severely underfunded since the end of the Civil War with less than 5.5 million USD of domestic budget. It relies mainly on the following financial resources:
§ Volunteers membership subscriptions,
§ Symbolic fees collected for medical services, blood transfusion, and preventive instructions and teaching programs,
§ Annual fundraising campaigns (contributions of the Lebanese community),
§ Donations, legacies and aids from individuals, firms and institutions,
§ Contracts with the public sector (particularly the Ministry of Public Health, Ministry of Social Affairs and the Ministry of the Displaced), and
§ Programs financed by the International Federation of the Red Cross and Red Crescent Societies, the International Committee of the Red Cross, and Partner National Societies, or other international institutions
Since 2013, the LRC has been receiving external support from its Movement and other partners to scale up its activities in response to the Syria crisis. Consequently, its annual operating budget for 2015 and 2016 was approximately 25 million USD.
PAGE 5 OF 36
Main departments/programmes
Department/Programme Current status (2017)Emergency Medical Services(Ambulance services)
Flagship department of LRC.The LRC is the main provider of ambulance services in Lebanon. 46 ambulance centers staffed by 3000+ well-trained volunteers use 260 ambulances to respond to fulfill more than 260,000 calls yearly at no cost to the beneficiary.EMS started evolving in 2008 with its first 5-year strategy and with the support of ICRC and several other Movement and non-Movement partners.In mid 2008, EMS established a training unit that took over first-aid training in LRC and is now providing courses to more than 17,000 persons yearly for the general public, EMS and the other departments inLRC.
Blood Transfusion Centers Traditionally the 2nd most known and requested service of LRC. Started undergoing major reforms from 2014 with the support of the Swiss Red Cross. Distributed in 2016 around 23,000 blood units to the public, which represents an estimated 16% of the national demand. 13 blood transfusion centers covering the entire territory.Service is provided at no cost to the beneficiary.
Medico-Social Services A once leading service of LRC that suffered from long year of neglect resulting in more than half of the 36 medico-social centers reaching very few beneficiaries. Support from several Movement partners since 2014 has resulted in significant improvements in the scope, scale and quality of work and in the creation of 9 mobile medical units which account today for most of the relevant services provided by that department.At the moment, the MSD department is undergoing a similar strategy development process to the one described in this RFP.
Disaster Management Unit subject of this RFPUnit present since 2006 as a concept but became activated in 2013 as a result of the Syria Crisis. 14 units covering the highest risk areas. Currently focuses on basic assistance (in-kind and cash transfer), WASH (Water and sanitation), Restoring Family Links (RFL) and DRR (Disaster Risk Reduction). The DM unit also participates actively in the cross cutting RP (Response Preparedness) and PSS (Psycho-social support) programmes.
Youth 35 centers and around 1400 volunteers. The Youth department represents the second large pool of volunteers in LRC and has traditionally offered social activities and activities linked to humanitarian values and principles as well as peace building. It was not integrated into the recent LRC reform efforts but the integration process has been initiated in August 2016.
Organisational Development Programme
Programme established following the OCAC Phase 1 (Organizational Capacity Assessment & Certification Process) result that was published in April 2014. Effectively started in January 2015 and aims at reforming the LRC’s support functions and providing the LRC and its operational departments with the required capacities in financial management, HR, Volunteering, Logistics, Fundraising, Communications, ICT, Training, PMER and quality improvement. The newly launched Branch Development project is a component of the OD Programme.
Psychosocial Support (PSS) New cross-cutting programme launched in late 2014. Currently jointly managed
PAGE 6 OF 36
by LRC and DRC with focal persons in each of EMS, MS and DM. The ambition of LRC is to integrate PSS components such as self-care, psychological first-aid and peer support into the entire organization, and to build a capacity to provide structured PSS to the population.
Response Preparedness New cross-cutting programme launched in 2014 aiming at improving theability of LRC to plan for and respond to crisis (major incidents ordisasters). Mainly managed by EMS and targeted primarily at EMS andDM but also integrating MSD, BTS and PSS.
Department / Programme Services provided in 2016
Emergency Medical Services (ambulance service) 262,039
Public First-Aid Training provided by EMS 17,363
Blood transfusion services 27,464
Medico-Social services 455,515
DM: Basic Assistance, water and sanitation and disaster risk reduction services
204,131
Awareness services provided by Youth department
106,657
Nursing students 127
Dissemination of Red Cross Red Crescent Movement Principles
1,964
Total 1,075,260
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Support Functions
Under the LRC statutes, a number of departments exist that are considered to be “support” departments. These departments, similarly to the operational departments have an elected “head” sitting in the Executive Committee and a director managing the department. Several of these departments are now undergoing major changes as part of LRC’s OD programme.
Department Current Status
Finance Major changes and restructuring in 2015 under the OD programme. Successfully completed handover from the external company that was brought in to manage the department following major challenges in 2014 and early 2015, to a renewed LRC team.
Human Resources In early 2016 consisted of basic and insufficient personnel administration only. Comprehensive assessment carried out by Deloitte under the OD programme and a team from Deloitte has been contracted since to establish a well-functioning HR. This effort has now been completed and the hand over to the LRC team took place in March 2017.
Logistics In charge of warehousing, fleet and procurement. In effect, fleet management is mainly done by EMS. Warehousing is done by each relevant department (EMS, DM, MS, Youth). Procurement function subject to major reforms under the OD programme with the support of the British Red Cross and was recently separated from the Logistics function to become an autonomous unit with LRC.
Public Relations and Information
One director and two assistants. Under-staffed and under-resourced. An external assessment of external communications has been completed in August 2017 and a project to establish a specialized modern external communications unit has been initiated.
Fundraising & Marketing Department
Recently established department. One full time employee to date with more under recruitment. Main purpose is to increase and diversify local, sustainable sources of revenue for LRC’s main services.
Information & Communication Technologies (ICT)
Under-staffed and under-resourced department. Multiple initiatives ongoing to introduce IT solutions to various elements of LRC’s work.
Volunteering Inactive department / Functions assumed by volunteering project team
PAGE 8 OF 36
Planning Inactive department / Functions assumed by Secretary General’s office
Internal Affairs (Legal) One director and one secretary. Organizes elections, reviews regulations and provides advice on all legal matters.
Education / Nursing Originally in charge of First-Aid training, became in effect the Nursing department following the transition of First-Aid Training to EMS in 2015
LRC Priorities
1. Strengthen the traditional core services of LRC:
a. Emergency Medical Services
b. Blood Transfusion Services
c. Primary Health Services
2. Strengthen the organizational capacities of the National Society – including Youth and Local Branches - to ensure its ability to sustainably provide its core services and to respond to this and future crisis
3. Scale up disaster management services to prevent, prepare and respond effectively to the risks and needs of refugees and vulnerable host communities
4. Leverage the access, volunteers and geographical presence of LRC to respond rapidly and effectively to crisis and disasters
PAGE 9 OF 36
Section 3- Disaster Management UnitAt the end of 2013, primarily in response to the Syria crisis which had resulted in Lebanon hosting the highest ratio of
refugees per capital in the world, LRC established its National Disaster Management Unit to increase its scope of LRC
services. These services included humanitarian response, institutional preparedness, and scaling up the Disaster Risk
Reduction program that had been mainly based in Tyr as a pilot area.
The DMU Vision and Mission statements were defined as follows during a workshop of the DM team with an external
consultant in 2015. They were never well disseminated and are no longer considered adequate by LRC /DM
management.
DMU Vision: LRC DMU seeks to be a sustainable and well- structured unit recognized by the community and institutions
as THE national actor for enhancing a culture of risk and minimizing the impact of disasters.
DMU Mission:
1. Support and empower vulnerable people before, during and after disaster
2. Work in a community based manner, taking into consideration the available local resources, and adding them to
ours.
3. Respond quickly to needs while maintaining high standards.
4. Work efficiently and effectively, coordinating with all stakeholders.
Embedded technical delegates from partner National Societies that work closely with sectoral and cross cutting teams
support the LRC DMU. In addition, DMU programmes are funded primarily by a large number of Movement Partners;
ICRC, IFRC, German Red Cross, Netherlands Red Cross, Swiss Red Cross, Norwegian Red Cross, British Red Cross, French
Red Cross, Danish Red Cross, and Austrian Red Cross .
From 2014, the LRC DMU scaled up dramatically in response to the Syria Crisis. The ambition of LRC is that the DMU will
maintain a core capacity even after the end of the Syria crisis and its related funding, in readiness for future natural and
man-made disasters and emergencies.
The main achievements between 2014 and mid 2017 are:
Scaling up from 8 centers and 141 volunteers and daily workers to 14 centers and 438 trained volunteers and
daily workers
Introducing and successfully piloting of the Cash Transfer Program with 1500 persons supported on a monthly
basis and a solid foundation established for future growth of the capacity
Providing basic assistance (food, non-food items, winterization assistance) to 137,000 persons
Introducing and scaling up the WASH (Water & Sanitation) Program reaching around 45,000 persons annually
Leveraging LRC’s access to focus on areas where other humanitarian agencies do not or cannot operate
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Leveraging LRC’s volunteer network and geographical presence to build a capacity to provide relief and basic
assistance to affected populations during the first hours of an emergency when other agencies are still
mobilizing.
Developing and partially implementing a comprehensive training programme
Participating actively in the cross-cutting volunteer management project to improve the recruitment and
retention of new volunteers
Initiating a Contingency Planning Process project to improve the capacity of the local DM teams to prepare for
disaster response and to integrate into LRC’s overall Response Preparedness programme
Introducing Psychosocial support elements to all DMU activities and testing a few stand-alone PSS activities
Current Situation of the Disaster Management UnitWith the support of an HR expert funded by the German Red Cross in mid-2015, a clear documented structure for the
DMU HQ was developed. Job descriptions and reporting lines were set. The current organogram should be revised
following the strategy development process.
Current DMU functional organisational chart:
The Disaster Risk Reduction management and team will be shifted by end of 2017 from DMU to EMS.
The Disaster Management Unit operates with three internal teams: Operations (Programmes and projects), PMER
(Planning, Monitoring, Evaluation, and Reporting), and Support services (including logistics, finance, HR, volunteer
management functions).
PAGE 11 OF 36
The Disaster Management Unit HQ has currently 32 staff across the teams and programs and 10 volunteers receiving
per-diems. The volunteers have different tasks depending on the position they fit in.
DMU programmes and projects:Below a short overview of the programs and projects implemented in 2016 in the Disaster Management Unit with a
summary of the main activities and services:
Water Sanitation and Hygiene program (WASH)The Water, Sanitation, and Hygiene program began in August 2014 in Zahle with the overall objective to increase the
resilience of targeted communities to water-borne diseases. The WASH program has four main outcomes: 1) Increase
hygiene awareness, 2) Improve the living conditions of the targeted communities, 3) provide access to safe water, and 4)
increase the capacity of the Lebanese Red Cross volunteers. Currently, the WASH program is being implemented in nine
DMU branches in coordination with different organization since the WASH activities are separated and divided between
NGOs based on cadastral.
The Austrian Red Cross supported the pilot project in 2014 and the French Red Cross targeting 700 beneficiaries with
small mitigation works to improve the living environment and hygiene promotion sessions, including emergency family
PAGE 12 OF 36
plans. Newly recruited DMU volunteers were trained on a hygiene promotion and soft WASH modules developed and
adapted to the context by the French Red Cross. Since the pilot project was successful, the LRC expanded the WASH
program to nine DMU branches reaching 10,219 beneficiaries in 2015, and 45,141 beneficiaries in 2016 with activities
related to access to safe water – including installation of latrines where needed, knowledge on hygiene practices, and
improving living conditions. Hygiene kits were initially distributed and reported under the Basic Assistance program until
2015 (since hygiene kits were distributed to families before the development of the WASH program). Since 2016, and
after the development of the first LRC WASH log frame, the hygiene kits were shifted to become under the responsibility
of the WASH program. This shift has helped increase the impact of the distributed kits since they are complementary to
the hygiene promotion sessions and other interventions under the WASH program.
In 2016, the program not only supported the Syrian refugees but also implemented several micro-projects in small
vulnerable villages and communities. The team will be also aiming to implement more sustainable interventions that will
benefit both Lebanese and Syrian families. For example, a project was completed in Tripoli with a community in “Khan
El Tamasil” where drinking water pipes were fixed, black and grey water managed, in addition to disseminating hygiene
sessions and initiation on recycling.
Moreover, along with the implementation of the WASH program, two manuals for LRC WASH standards were
developed: 1) Hygiene promotion implementation, 2) Water quality and Hard WASH implementation. 63 DMU
volunteers were trained on the two modules of the 81 volunteers implementing WASH activities on field level according
to the standards set.
The WASH program is also developing its strategy for the next three years, 2018 – 2020, as it will help defining the scope
work of the WASH program in line with the overall LRC DMU goals.
Services provided by the WASH program:
- Dissemination of hygiene promotion sessions for children and adults
- Implementation of PHAST cycles (participatory hygiene and sanitation transformation). Each cycle is comprised of 15
sessions following a process and the same logic
- Organization of community events. Example: World Water Day, Earth Day, etc.
- Distribution of hygiene kits and other non-food items such as water filters, net rolls for vector control jerry cans and
water tanks
- Conduction of water chemical and biological tests for water quality
- Installation and maintenance of latrines installation and desludging/ drainage
- Site improvements to mitigate risks such as water flooding and
Summary of partners supporting the WASH program per area and activity assessed in the beginning of 2017:
PAGE 13 OF 36
No. Funded by Total budget Branches implemented through Activity
1 Japanese Red Cross – JRC USD 399,178.5 Akkar and Hasbaya
Distribution of NFIsHard WASH
implementation
2 Centre De Crise – CDC USD 474,986.3 Akkar and Zahle
Distribution of NFIsHard WASH
implementation
3 Norwegian Red Cross – NRC USD 1,774,794.46
Hermel for Hard WASHHasbaya, Akkar, Zahle,
Hermel, Tripoli, Saida, Qob Elias, Baalbek, Rachaya for
soft WASH
Soft WASHDistribution of NFIs
Hard WASH implementationCapacity building
4 French Red Cross – FRC USD 1,723,829.98 Tripoli, Saida, Zahle
Distribution of NFIsHard WASH
implementationPilot project
5 ICRC USD 509,815.92 Qob Elias, Baalbek, Rachaya Hard WASH implementation
6Norwegian
Refugee Council – NRC
USD 290,034 BaalbekDistribution of NFIs
Hard WASH implementation
7 German Red Cross USD 227,910Hasbaya, Akkar, Zahle,
Hermel, Tripoli, Saida, Qob Elias, Baalbek, Rachaya
Distribution of Hygiene Kits
Basic Assistance:The Basic Assistance team currently uses two main modalities to assist targeted people access their basic needs; in-kind
and cash services. Until mid-2016, in-kind projects and cash projects were under different management aiming to reach
different goals. However, by the end of 2016, both projects were merged both projects under one “Basic Assistance”
program developing one common goal, log frame, and budget.
The in-kind program has been ongoing since 2014. All 12 branches (with the exception of the newer branches in Aley,
Jounieh, and Jbeil) have distributed food parcels to Syrian and Lebanese families. The food parcel is considered a
complementary item and does not fulfil all the nutritional requirements a person needs. However, the food parcel has
had its content amended twice to fit more the needs and preferences of the people receiving the parcel. Currently, the
food parcel program is down scaling and is limited to the distribution of 1,700 food parcels a months in Akkar and
Hermel – areas that are not easily accessible, and where NGOs are not implementing projects. The Basic Assistance team
also distributes winter items to families in need during the winter period (between November and February/March). The
items have varied over the years in coordination with UNHCR and other NGOs but are currently limited to fuel vouchers
in areas not accessible by other assistance initiatives or modalities.
On the other hand, the cash transfer pilot was conducted in Akkar in 2014, and supported households with
unconditional cash grants. The project ended in June 2015 and a review was conducted. The cash transfer program
expanded to 6 DMU branches supporting Lebanese (20%), and Syrian (80%) families. The unconditional cash modality
PAGE 14 OF 36
has varied over the years since it is defined by the Basic Assistance working group at national level (managed by
UNHCR). In addition, as part of the cash pilot, a hotline was developed to manage day-to-day card issues, and
complaints. The hotline was handed over in mid-2016 to the DM’s PMER team to improve the accountability towards
stakeholders, with a plan to introduce the complaint response mechanism to the other Disaster Management programs.
The number of volunteers trained on the implementation of cash and in-kind activities varies regularly. On average,
around 35 volunteers implementing the activities are trained.
On the other hand, the Modality Selection Framework has been developed for the Basic Assistance (BA) team for the
Syria Crisis, which allowed the LRC to justify through a documented and rigorous process the selection of the most
appropriate modality (cash, in-kind, services, or a combination) for delivering humanitarian assistance. The BA team is
currently using the framework to enhance the existing program – for example, some of the tools are being used as part
of the expansion of the multi-purpose cash program in Hermel.
The main services provided by the Basic Assistance team after assessments and verification to the targeted families:
In-kind program:
- Distribution of food parcels
- Distribution of fuel vouchers for 4 continuous months between December and March
Cash program:
- Distribution and loading – monthly of unconditional cash cards ($175) for 8 continuous months
- Loading of cash top-ups in winter ($75) for 4 continuous months between December and March
- Distribution and loading – monthly of fuel cards ($100) for 4 continuous months between December and March
Summary of partners supporting the Basic Assistance program per area and activity assessed in the beginning of 2017:
No. Funded by Total annual budget*
Branches implemented
throughActivity
1 Danish Red Cross USD 115,200 Tripoli
Assessment and verificationCards distributions
Cards loading for 8 months (Unconditional cash)Monitoring (Baseline & end line)
2 British Red USD 720,000 Tripoli, Kob Elias, Assessment and verification
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Cross Rachaya Cards distributions
Cards loading for 8 months (Unconditional cash)Monitoring (Baseline & end line)
3 German Red Cross USD 650,880 Tyre, Kob Elias
Assessment and verificationCards distributions
Cards loading for 8 months (Unconditional cash)Monitoring (Baseline & end line)
Possible winter loadings
4 Swiss Red Cross
PIPELINE USD 648,000 Akkar
Assessment and verificationCards distributions
Cards loading for 8 months (Unconditional cash)Monitoring (Baseline & end line)
5 Netherlands Red Cross USD 752,400 Akkar
AssessmentFood parcels distributions
Post-distribution monitoring
6 Swiss Red Cross USD 205,200 Hermel
AssessmentFood parcels distributions
Post-distribution monitoring
Restoring Family Links:RFL is the generic term given to a range of activities that aim to prevent separation and disappearance, restore and
maintain contact between family members and clarify the fate of persons reported missing. RFL had traditionally been,
and still is, led by ICRC as one of its core-mandated activities. LRC has attempted to participate in the RFP efforts since
2014 without much success. Although persons in seven DMU branches were trained in 2015 on tracing and RFL services,
the project never really took off and no tangible results have been achieved. In the beginning of 2017, in an effort to re-
start this project, a new RFL manager was recruited and trained by ICRC to provide RFL services to the people in need. In
addition, the PMER team is currently developing a database for the RFL team to ensure proper data protection and
archiving.
No. Funded by Total budget Branches implemented through Activity
1 ICRC USD 18,000 To be implemented in all branches
TracingRestoring contact
Referral of RFL cases
Psychosocial support project:As PSS is a crosscutting project for three main operational departments in LRC (EMS, MSD, and DMU) each of the key
outputs will have different approaches with the communities and the volunteers depending on whether it is integrated
with DMU programs, or working in-line with the other initiatives of the PSS project for LRC.
Under the DMU, the PSS project has three main outcomes and activities to: 1) Train DMU volunteers on guidelines and
minimum standards for child protection and gender diversity to ensure a quality approach in delivering services to the
people targeted. LRC’s PSS team is also developing a referral system to ensure continuity of care for those requiring
specialized mental health or protection services. 2) Implement non-structured PSS activities in refugee settlements and
schools. Non-structured activities are implemented via the WASH program in safe spaces, as the PSS team trains hygiene
promoters on facilitation skills to include child protection key messages for children and adolescents. Structured PSS
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activities have been put on hold for the time being. 3) The self-care and peer support system that has been developed
and is being piloted in EMS will be implemented for and with DMU volunteers starting in 2018. The project consists of a
comprehensive training package - developed by LRC - on self-care and reinforcing peer support systems. LRC has also
established a hotline and referral system for mental health services for volunteers and staff in need of specialized
support. The psychological first aid is currently delivered to the DMU volunteers as part of the training component.
The PSS project in DMU has provided in 2016, the Psychological First-Aid training to 185 DMU volunteers, trained 16
volunteers in Baalbek, Hermel, Qob Elias, Zahle, Rachaya, and Tripoli on community based psychosocial support and
child-to-child approaches, and trained 16 staff and volunteers on GBV core concepts.
In addition, non-structured PSS activities – used as energizers before the hygiene promotion, and key messages were
integrated with hygiene promotion sessions and disseminated to 163 child in Kob Elias, Rachaya, and Zahle.
No. Funded by Total budget Branches implemented through Activity
1Funded by Danish Red
cross
Managed by Danish Red
Cross
Rachaya, Qob Elias, Zahle, Tripoli, Tyre,
Saida, Hasbaya
Awareness sessionsCapacity building for staff and volunteers
PFA
Contingency Planning Project:In 2013, LRC initiated the Response Preparedness (RP) project with a primary focus on EMS and a secondary focus on
DM. In 2015, the DM national contingency plan could not be completed due to lack of expertise and information, and in
response, DMU solicited the support of the Swiss RC to develop local level contingency plans for the local DM units. The
output of this project will become an input for the overall RP (Response Preparedness) programme. Ultimately, the
objective is for LRC as a whole and DMU in particular, to be able to prepare for and respond to crisis and disasters
rapidly and effectively.
The pilot first started with building the capacity of two branches: Hermel and Tripoli. Currently, with the support of
these two branches and selected focal people, the project is duplicating the same process across the remaining DM
branches.
By setting up meetings and workshops with the DM branches, the aim is to:
Finalize the intervention plans on a branch level
Have a close coordination and communication with other operational departments
Provide branches with intervention equipment and contingency stock
Have SOPs for contingency planning and procedures
Most of the branches have finalized their intervention plans, but the work will continue until the remaining 4 branches
have finished the process.
Disaster Risk Reduction program (DRR):
The Disaster Risk Reduction program was first piloted in 2013 in Tyr under EMS management and was subsequently
transitioned to DM until mid-2017. The overall objective of the program has been to contribute to building community
PAGE 17 OF 36
resilience. This was achieved by 1) raising communities’ knowledge on risks through conducting Hazard, Vulnerability,
and Capacity assessments, and awareness sessions, 2)Building communities’ response capacities through trainings and
equipment distribution and establishing community emergency response teams, 3) in addition to linking the community
to major stakeholders and the government to support them on their resilience building.
In 2016, through a continuous process of development and learning, the program was able to revise its strategy and
develop a new Community Based Disaster Risk Management strategy. This strategy has been developed with the
support of the German Red Cross and an external DRR expert and after the consultation of different stakeholders and
governmental institutions. The purpose of this strategy is to guide the LRC on its community-based approach when it
comes to community resilience.
- Hazard Vulnerability Capacity assessment for committees, schools, and refugee settlements
- Awareness sessions: first aid, firefighting (in coordination with the Civil Defense), Basic Nutrition, Earthquake,
Emergency family plans
- Trainings: First aid, first responder (in coordination with the EMS and training department)
- Equipment distribution: first aid kits, equipment of schools, communities and settlements with exit signs,
firefighting equipment, equipment of ambulances for first responder teams
- Micro-projects as per need in communities
At the moment, the DRR team is being transitioned back to management by EMS in order to be implemented as a fully
crosscutting programme to which all departments contribute.
Summary of partners supporting the Disaster Risk Reduction program per area and activity assessed in the beginning of
2017:
No. Funded by Total budget Branches implemented through Activity
1 BMZ 1 296,758 EUR Tripoli, Tyr, Akkar School DRR activities
2 BMZ 2 1,200,000 EUR Tripoli, Tyr, Akkar, Saida, Bekaa
School DRR activitiesCommunity CBDRM strategy implementation (pilot
of 3 communities)
3 QRC USD 85,000 Tripoli, Akkar, Saida, Bekaa DRR measures with Syrian communities
4 ICRC Not approved yet Saida, Tripoli School DRR activities in Lebanese schools and Palestinian schools
5 MADAD Not approved yet TBD Community CBDRM strategy implementation with Lebanese and Syrian communities
6 ACTED Not approved yet TBD DRR activities with Lebanese communities (focused on CBOs)
Summary of the key figures of the Disaster Management unit in 2016DMU services for
2016Lebanese
beneficiariesSyrian
BeneficiariesTotal
WASH 2,433 42,708 45,141
PAGE 18 OF 36
Basic Assistance 28,716 109,120 137,836
DRR 32,061 9,781 41,842
PSS 248 163 411
The number of beneficiaries for the DMU has increased since 2014. In 2016, the numbers have decreased due to two main reasons. 1) the Basic Assistance – in-kind program decreased its activities especially distribution of items in winter. 2) double counting guidance was created by the PMER team thus numbers in 2016 are clean numbers where beneficiaries are not double counted.
2014 2015 20160
100,000
200,000
300,000
400,000
500,000
600,000
475,445 495,980
224,939
Number of beneficiaries per year
Year
Num
ber o
f ben
eficia
ries
DMU Support functions:In line with the current approach of the main operational departments in LRC (EMS, BTS and MSD), the DMU has
established a set of support functions for administration (budgeting, finance and procurement), PMER (planning,
monitoring, evaluation and reporting), logistics and volunteer management. The Finance and volunteer management
functions are closely coordinating with the corresponding national (organisation-wide functions). The training function is
closely integrated with the national training unit managed by EMS and all DM trainers are now trained according to the
new national standards.
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DMU Budget
2014 2015 2016 2017 $-
$2,000,000.00
$4,000,000.00
$6,000,000.00
$8,000,000.00
$10,000,000.00
$12,000,000.00
$3,140,490.50
$9,267,969.93 $10,348,561.73
$9,686,457.46
Budget evolution
Year
Tota
l bud
get
DMU PMER: In 2014 with the scaling-up of the Disaster Management Unit and expansion of projects, more Movement Partners were
interested in supporting the response for the Syria Crisis and the DMU programmes. LRC DMU had in 2014, 13 project
agreements signed bilaterally with eight different movement partners. Reporting procedures needed to be more
systematic and organized to manage all the donors and partners requirements as movement partners had different
requirements, deadlines, log frames and plans. This challenge resulted in the development of one reporting template for
LRC DMU and an informal process informing deadlines, commitments with partners.
In 2015, with more than 35 project agreements signed for DMU programme implementation, LRC needed to have more
ownership over the programmes implemented. Under this strategy, and as part of the PMER initiatives at HQ level with
PAGE 20 OF 36
the support of the Norwegian Red Cross, the Disaster Management Unit developed for the 2015 plan its first log frames
that combined both partners’ requirements and the DMU’s own standards for the main programmes. Log frames were
developed using a common “language”, targets were collected, collated, and one plan for DMU was presented to the
Movement Partners requesting their support.
Until now, DMU has signed 63 agreements with Movement Partners and external organizations some of them
supporting one programme at a time others crosscutting.
Partner Number of Projects since 2014
Austrian Red Cross 1Belgian Red Cross 1British Red Cross 7Centre De Crise - CDC 1Japanese Red Cross Society 2Danish Red Cross 3French Red Cross 6German Red Cross 8Norwegian Red Cross 4Netherlands Red Cross 4Swiss Red Cross 7Qatari Red Crescent 1International Rescue Committee - IRC 3IFRC 9ICRC 6
The PMER team as currently structured was established in April 2016. Previously made up of one staff member, it is
currently made up of three staff members, two part-timers, and a technical PMER delegate from the British Red Cross.
The focus of the PMER team has been the development work on improving the annual planning, output tracking, aspects
of accountability to beneficiaries, and making certain monitoring and reporting practices more consistent across
programmes. However, a lot of time is still allocated to internal and external reporting and planning and less time on
process development and quality and accountability. No current PMER or similar function exists at LRC level.
A greater focus should be placed on improving DMU’s capacity to conduct outcome level monitoring, demonstrating
programme impact, and establishing minimum standards for accountability. The main challenge is that the roles and
responsibilities of the PMER teams vs. the programme/project teams is still unclear and not easily defined especially
when it comes to reporting and monitoring.
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In addition, during the cash pilot in 2014, a complaints response mechanism (CRM) was developed to deal with the day-
to-day cards management, and facilitate communication with beneficiaries by receiving complaints and feedbacks. Since
the beginning of June 2016, the CRM was handed over to the PMER team in DM, who is now managing the calls and
referring requests to the relief-cash team as needed. Previously managed on excel sheets, the PMER team built an
access database facilitating the follow-up and internal referral of cases and external cases. The team is currently working
on a clear process for referral cases, complaints, and feedback keeping in mind the mandate of LRC.
The analysis of the CRM data in 2016 has also informed the process development, case categorization, and improved the
accountability of the Basic Assistance team towards the higher management, and people benefitting from their services.
Based on the CRM reports, 2,133 calls were received and answered in 2016, 52% of the calls were from beneficiaries
included in the cash programs asking details about payments dates or other inquiries about card management. 43% of
the calls were from non-beneficiaries requesting to be included in the program or targeted.
In June 2017, a PMER self-assessment was conducted with the DMU programme staff. Team members rated themselves
and their progress against a set group of indicators taken from the IFRC guide and adapted to LRC current situation. This
assessment will help inform the PMER team plans and tasks for 2018.
DM is currently looking into consultants to develop the PMEAL commitments for the DM. PMEAL commitments look into
improving the quality and accountability aspects in DM by putting them into context and in the project management
cycle.
Disaster Management branches:Since the beginning of 2014, DMU has gradually established 14 DM branches across Lebanon. The volunteers have
been trained to implement various activities in their region for each of the programs. The branches have Local Disaster
Management Coordinators (LDMCs), but focal people/ team leaders for each of the program report directly to DMU
HQ and are financially supported with per diems provided through projects sustained by Movement Partners.
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As DMU branches operate different projects and activities depending of the funding, branch capacity, and targeted
areas, some have been more active than others have in 2016. The four most active branches were Hermel, Akkar,
Zahle, Rachaya. Below is the list of branches with the most relevant details per branch.
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A structure for the DMU organization at branch level was developed at the beginning of 2014 and partially
implemented. It is currently being revised to include a structure in case of emergency. The below diagram shows the
general structure of a DMU branch, however, some branches have developed their own structure which includes team
leader for daily shifts, or added separate functions such as reporting which is general for all. Some branches have
instituted a shift system (for example, every volunteer has to come to the local DM unit on one day every couple of
weeks).
The structure of the branch varies and changes based on the programs being implemented. For example, if there is no
WASH program being implemented than there will be no focal person for WASH. In addition, most of the DMU
volunteers are trained to implement several activities.
Roles and responsibilities at branch level are also not clearly defined but in general, they can be framed as per the
below:
- LDMC
- Supervise all Disaster Management activities and services at branch level
- Activity prioritization and development of the monthly plan for the branch
- Management of volunteers; recruitment, follow-up and training (tasks are now split with the volunteer
management volunteer at branch level)
- Coordination internally between the focal people for programmes, and externally with municipalities,
local authorities and other organizations
- Administrative tasks
- Focal person
- Trained on implementation and management of the activities under each of the programmes (each
programme has usually a different focal person)
- Prepare plan for the activities to be implemented monthly
- Ensure good and safe implementation of the activities by the volunteers
- Ensure reports are written and being sent to HQ
- Attend planning and evaluation ,meetings set by HQ
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- DM Volunteer
- Perform activities according to capacities, availability and request of supervisor
- Store keeper: (Present in branches where a warehouse is located: Akkar, Aley, Hasbaya, Hermel, Saida, Tripoli,
Zahle)
- Manage and maintain items in the warehouse
- Provide items to programmes and branches based on requests
- Keep warehouse files updated monthly
- Report any defects or challenges to the Fleet and warehouse officer at HQ
Most DMU branches operate on a per-diem basis, meaning volunteers receive reimbursement for the activities
implemented. Almost 50% of DM volunteers receive per-diems as the DM response is mostly donor oriented and
works are funded by Movement Partners.
To limit the per-diems allocated for the activities implemented and to maintain the volunteer spirit at branch level, HQ
programs created systems by which volunteers receive per-diems if a certain number of “activity hours” are
completed. For example, a volunteer trained on and implementing WASH activities receives one per-diem
compensation (30USD) for one hygiene promotion session once he/she provides two hygiene promotion sessions on a
volunteer basis.
Case studies: Arsal Operation – 2017In the most recent Arsal, operation that took place in July 2017 DMU intervened in coordination with other LRC
departments. LRC DMU has to plan for the displacement and evacuation of people from Arsal based on the most
probable scenarios. EMS and DMU were coordinating with the operation room in the Bekaa, and DMU was assigned a
school in Arsal as DMU operations room. A temporary warehouse was created for the supplies and items in
preparation for the possible response. During the first 10 days, the main activity was to perform a stakeholder analysis
of the area, and prepare for the evacuation of the residents of Arsal. After negotiations took place, plans were changed
from evacuation from Arsal to evacuation from Lebanon to Syria. The DMU teams’ main role shifted to water, food,
and blankets provision to bus drivers, Lebanese army, and refugees. By the final day of the operation, around 4000
people had received food and water.
Haret El Tanak – 2016 - Hard WASH implementation:Haret El Tanak is a small zone in Mina, Tripoli. Approximately 280 houses are poorly and illegally constructed. The
DMU volunteers in Tripoli performed several assessments; people were found to be suffering from diarrhea and other
diseases mostly due to a lack of personal hygiene, no access to clean water, and absence of drainage systems. The
DMU decided to intervene providing relevant services and implementing several activities.
- Data collected by a surveyor accompanied by the DMU team in coordination with the municipality
- HVCA session: group of people to identify the weaknesses, the strengths and the existing problems
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- Hygiene promotion sessions and focus groups discussions were implemented and provided to more than 300
people (adults and children). The sessions aimed to raise awareness on pollution, garbage, personal hygiene,
and safe excreta disposal
- Improvement of roads conditions with drainage systems and construction of sidewalks to protect houses from
the flooding rain water
- Pits and pipes construction for the management of grey and black water
Activities and work were performed with the participation of the residents of the area.
Khan El Tamasil – 2016 - Crosscutting programmingOne other area in Tripoli living in strong poverty is Khan El Tamasil. The area is an old Ottoman style neighborhood
near Mina, Tripoli where 240 to 260 residents are living under poor conditions. The Khan has witnessed some
dangerous accidents such as house fires, children falling and being injured, and frequent electric short circuits.
Although the situation is alarming, not a lot has been done for the development of the community. Their water is at
risk, the housing conditions are bad, with the houses are stuck together and humid. The public spaces have sewage
and garbage running in them, the roads are broken, and the electric wires are unorganized and unsafe.
The DRR team contacted the community leader and allowed LRC to conduct an HVCA (Community based assessment)
with the community members to identify their needs, and solutions for interventions. As part of the action plan set
after the HVCA, the DRR team linked the community to other LRC department and the city’s Fire Brigade.
Interventions and services provided in Khan El Tamasil included:
- Area equipped with projectors that enabled night vision for the community members
- First Aid training provided to the community by the EMS training unit
- Fire Fighting training provided by the Fire Brigade and the area was equipped with fire extinguishers
- An awareness session on earthquake and how to prepare an emergency family plan was provided
- WASH assessment (soft and hard WASH components) conducted to identify key challenges faced by the
community
- Hygiene promotion awareness session provided to adults and children
- Composting kits provided along with training designated to solve the food waste problem. The
composts will be used for micro-gardening
- Community events held on Global Hand washing day, World toilet day, and world Environment Day
targeting children
- Manholes fixed
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Main challengesThe rapid scale up of the DMU since late 2013 and the major organizational reform efforts being undertaken in LRC in parallel have contributed to the accumulation of several challenges, foremost among which:
Challenge 1: Relevance. DMU was created mainly to respond to the Syria crisis and currently most of its activities are geared towards that crisis. A key challenge is to define a scope of work for DM outside the context of an immediate crisis and to determine ways to maintain the core capacities that have been developed as a result of the Syria crisis response. DMU should have one or two main activities or services that is specializes in and that leverage the LRC’s main competitive advantages (acceptance, presence throughout the country and volunteers).
Challenge 2: Human Resources. The majority of DM actions are being carried out by staff or “daily workers” (volunteers who are paid on a daily basis to perform activities). This is not a fully sustainable model for the future. DM needs to develop a set of activities that can be performed by volunteers with support from limited staff in HQ, and to define the minimum required staffing requirements for the future. DMU is also supposed to recruit mainly from within the national society. This was decided based on the current inability of DMU to provide a structured process for the “encadrement” and development of volunteers at the local level as compared to EMS and Youth. However, this has not always been fully applied and an appropriate model has to be developed for the future. An ambitious training path for DMU volunteers and daily workers has also been developed. However, implementation has been slow and complicated.
Challenge 3: Coordination. The complex and often dysfunctional structure of LRC has repercussions on the development of DMU. At the national level, DM does not have an elected governance member supervising its activities, therefore there are very clear lines of accountability. However, it is unclear how the local DM units coordinate with the branches (coordination has been minimal), and how DM coordinates with other departments at the national and local levels.
Challenge 4: Local Disaster Management Coordinators (LDMC). A key role within the DM structure is the LDMC. However, the appointment of LDMCs has been largely ad-hoc in the past, without a clear process or requirements, and there is no clear job description for the volunteer LDMCs. This results in areas where very strong LDMCs take charge and often initiate and/or implement activities without coordination with HQ, and in other areas very weak LDMCs who do not implement any activities.
Challenge 5: Organisational structure. An external consultant helped DM to develop its organizational structure in 2015. It is unclear if the current set-up is the most optimal one to manage the LDMCs effectively and ensure proper implementation of national projects at the local level.
Challenge 6: opening of new DM units. The selection of locations to open new DM units has been sometimes driven by needs and sometimes done on an ad-hoc basis. There is no clear plan for how to open or close local DM units and no assessment for how many will be needed in the longer term.
PAGE 27 OF 36
Present Commitments of the DM UnitAustrian Red Cross
- Basic Assistance – Cash transfer programming- August 2017 – November 2018- $897,290.63- Hermel area
250 households (70% Syrian Refugees, 30% Lebanese vulnerable families) 40 volunteers trained
- WASH- August 2017 – November 2018- $507,014.30- Baalbek area
120 Syrian refugee families 80 vulnerable host communities The municipal services of Haouch Er Rafqa, Baalbeck will be supported Capacity building for staff and volunteers
British Red Cross- Disaster Management Unit – technical support project (Cash and PMER functions)
- August 2016 – December 2017- $374,419.50
- Basic Assistance – Unconditional Cash transfers- April 2017 – November 2017- $805,539.00- Tripoli, Kob Elias, Rachaya
Danish Red Cross- Psychosocial support project (cross-cutting within LRC EMS, MSD, and DMU)
- February 2017 – February 2018- $19,512.20- Rachaya, Qob Elias, Zahle, Tripoli, Tyre, Saida, Hasbaya
- Basic Assistance – Unconditional Cash transfers - April 2017 – July 2017- $230,000.00- Tripoli
French Red Cross- WASH
- January 2017 – December 2017- $582,224.27- Tripoli, Saida, Zahle
German Red Cross- MOFA 7: Cross-cutting project; Basic Assistance – Cash transfer programming, WASH, capacity building
- December 2016 – December 2017- $1,349,391.66- WASH; Hasbaya, Akkar, Zahle, Hermel, Tripoli, Saida, Qob Elias, Baalbek, Rachaya- Basic Assistance – Cash transfer programming; Tyre, Kob Elias
- BMZ 1 (Disaster Risk Reduction project)- January 2017 – December 2017- $98,203.28- Tripoli, Tyr, Akkar
School DRR- BMZ2 (Disaster Risk Reduction project)
- January 2017 – December 2017
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- $470,846.86- Tripoli, Tyr, Akkar, Saida, Bekaa
School DRR Implementation of DRR project
ICRC- Restoring Family Links project
- January 2017 – December 2017- $18,000- To be implemented in all branches
- WATHAB (WASH)- January 2017 – December 2017- $69,815.92- Kob Elias, Baalbek, Rachaya, Akkar
- ECOSEC- January 2017 – December 2017- $298,811.17- Tripoli and Akkar
IFRC- WASH and Women Emergency Kits
- March 2017 – April 2018- $420,491.40- Hasbaya, Akkar, Zahle, Hermel, Tripoli, Saida, Qob Elias, Baalbek, Rachaya
Japanese Governement- WASH
- November 2016 – September 2017- $399,178.50- Akkar and Hasbaya
Netherlands Red Cross- Ploumen 4 project: Basic Assistance – in-kind items
- January 2017 – December 2018 - $953,669.83- Akkar; 1,100 food parcels monthly for 12 months
Norwegian Red Cross- WASH
- January 2017 – December 2017- $1,442,591.34- Hard WASH: Hermel- Soft WASH: Hasbaya, Akkar, Zahle, Hermel, Tripoli, Saida, Qob Elias, Baalbek, Rachaya
Swiss Red Cross- Basic Assistance – In-kind
- January 2017 – December 2017- $216,648.00- Hermel; 600 food parcels monthly for 12 months
- Contingency Planning project- February 2016 – December 2018- $301,503.07- All DMU branches
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Synergies
Branches: At the local level, the role of the branches is vital and the Branch Development Project which was initiated in June 2016 will help in redefining the role of the branch and in improving collaboration and coordination between the local and national levels and between the different LRC components/departments at the local level. This is especially relevant for MSD, Disaster Management and Youth which all perform community based activities with occasional overlaps.
MSD: there is potentially room for collaboration between MSD and DM. MSD is currently undergoing a strategy development process and the corresponding process in DM should be synchronized to ensure complementarity between the two departments.
Youth: with more than 1400 volunteers, the Youth Department has the second largest number of volunteers after EMS. It has 3 main programmes: Humanitarian values and principles, Youth & Health, Environment.
Currently the Youth department faces severe challenges and is not able to manage high impact projects at the national level, however some local Youth centers have good potential and are regularly organizing small scale local activities. The potential exists for Youth volunteers to be trained to perform some DM activities and to provide surge capacity in times of disaster.
Psychosocial Support (PSS): in partnership with the Danish Red Cross, the PSS project is cross-cutting and involves currently MSD, EMS and DM departments. In MSD, a lot of work has been done to build the capacities of the social workers to provide structured PSS services to the beneficiaries and in line with the community based approach build the capacity and engagement of community volunteers in supporting the PSS activities implemented through the MMUs. In DM, PSS is being integrated into the existing projects and the possibility for DM personnel to perform stand-alone PSS activities is being discussed.
Response Preparedness (RP): in partnership with the Netherlands Red Cross and previously with SDC, LRC has developed and rolled out since 2014 a national crisis response plan. This has been mainly focused on EMS response and secondarily on DM response. DM personnel has been trained on managing incidents at the tactical level, a more operational training for DM is currently under development and DM has participated in crisis response after action reviews in 2017, and in the development of a contingency plan for the Arsal crisis.
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Section 4 - Scope of consultancy servicesThe LRC is seeking to strengthen its Disaster Management Services and position it as a main actor in this field in selected
activities and services in Lebanon with a clear, well-communicated strategy and an organizational structure that allows it
to achieve that goal.
To achieve that, the consultancy should start with a revision of the current state assessment to clearly identify the
challenges and the opportunities for improvement. It is important to take into consideration that another consultant
has performed a current state assessment which is provided as annex to these ToRs.
The previous consultant had already conducted interviews with relevant stakeholders, but the provided document does
not reflect the cross-cutting areas, and the branch development project and how it fits with the strategy development.
The assessment is thus missing critical areas that will be need to be assessed and reviewed.
The current state assessment should take into consideration any relevant national policies and the work of other main
actors in the Disaster Management and humanitarian field. It should also build on the results produced over the last 3
years with the support of LRC’s Movement Partners.
The results should then be used to propose a new mission for LRC’s DM unit, specific, unequivocal and measurable
long-term objectives, a long-term strategy to achieve those objectives and the required support structure in DMU HQ
to enable the achievement of the objectives.
1. Perform a desk review of relevant existing documents, practices and needs
- Review of existing DMU documents, plans and reports
- Review of relevant national policies, standards and plans
- Identification of main providers of similar services in Lebanon
- Review of Lebanon’s most pressing needs
2. Perform a stakeholder assessment (subject to revision following phase 1 and review of existing assessment):
- LRC President
- LRC SG
- Interview head of DM unit
- Interview DMU delegates embedded in LRC
- Interview LRC main partners for DMU:
a) German Red Cross
b) British Red Cross
c) Danish Red Cross
d) Swiss Red Cross
e) Netherlands Red Cross
f) IFRC
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g) ICRC
- Interview relevant person in Ministry of Social Affairs
- Review of relevant national policies, standards and plans
- Interview key persons in at least 3 other international organizations providing the same/similar
services in Lebanon and/or working with DMU
- Interview key persons in at least 3 other local organizations providing the same/similar
services in Lebanon
- Relevant LRC support functions:
a) USG for development and support
b) Director of finance
c) Procurement manager
d) HR manager
e) Branch development coordinator
3. Assess the current capacities and practices of the DMU as well as the needs and priorities according to DMU
staff in the targeted areas
• Interview key stakeholders within the department including:
i. DMU management team; 4 board members
ii. DMU programme and project managers; 5 program/project managers, and 2 officers (1 WASH
officer and 1 BA officer)
iii. DMU HQ staff; 1 PMER member, 3 support officers (finance, IT, logistics)
• Interview branch level stakeholders:
i. At least 6 Local Disaster Management Coordinators
ii. At least 12 focal persons in charge of implementing DMU activities
• Perform mapping of the current activities of DMU
• Review job descriptions of existing staff
• Organize at least 4 focus groups for DMU beneficiaries
• Interview at least 20 beneficiaries of DMU in at least 3 separate locations to ensure that the beneficiary
point of view is taken into consideration
4. Produce an “as-is” report of the DMU department in LRC and present to LRC management for
feedback and comments before finalization
5. Support LRC in developing a vision, long-term objectives and an implementation roadmap for DMU
• Propose vision and mission statements for DMU
• Develop specific, measurable long-term objectives for DMU with a clear rationale including comparative
advantages and challenges of DMU
• Develop a 5-year strategy with clear priorities and associated plan of action to reach objectives
including recommended synergies and partnerships with other organizations
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• Propose an implementation plan for years 1 and 2 with specific and measurable objectives
• Based on strategic objectives and implementation plan, review whether DMU has the organizational
set-up/ is “fit for purpose” to implement the agreed strategy in terms of:
i. Working arrangements, organizational set-up and structure
ii. Technical capacities, gaps
iii. Systems and procedures
iv. Human and Financial Resources
v. Sustainability of resources
• Propose organizational structure for DMU based on developed plan, including staffing requirements
with matching job descriptions, and performance indicators for the department overall, local DM
units, and its individual staff functions.
• Propose linkages between MSD strategy and DMU strategy
6. Produce documents and facilitate workshops with relevant LRC stakeholders to communicate and discuss
the objectives, strategy and plan of action
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Section 5 – Background documentsConsidering that many efforts have been invested by LRC and its Movement Partners already over the past 3 years, LRC
shall provide a set of documents that should be thoroughly reviewed and assimilated by the selected consultant. The
documents will only be shared after shortlisting or selection of vendors.
List of provided documents:
# Document name Details1 DM overall reports A consolidated report summarizing the annual work of
the DM unit in 2016 DM infographics for the first quarter of 2017
2 DMU Current state assessment Report for assessment conducted by external consultant Claire Whiting in May 2017
3 DM budgets Existing DM budgets for ongoing projects 4 Sample programme/project
documentation Project proposals: 1) WASH in schools proposal for the Norwegian Red Cross 2) Soft WASH proposal for the Norwegian Red Cross 3) Basic Assistance Cash project in Hermel submitted by the Austrian Red Cross to their back donor – written by LRC DM and Austrian Red CrossProject reports: 1) WASH Midterm report – 2017 submitted to the Japanese Red Cross 2) Cash Final report submitted to the Swiss Red Cross 3) WASH Quarter 1 – 2017 report submitted to the French Red Cross
5 DMU PMER tools Indicator Tracking Table – Quarter 1 2017 – WASH Indicator Tracking Table guidelines Donor reporting guidelines Double counting guidance
6 DM HR Assessment Report of mission by GRC HR expert Sven Rosenhauer conducted in January 2016 and focused on improving the HR org. structure in the DM unit
7 DM job descriptions Current job descriptions for all DMU staff8 DM old Strategy development reports Reports by Consultant Astrid Kaarg following missions
and workshops with LRC in March 20159 DRR Transition document A document explaining the transition of DRR from the
DM unit to EMS and defining some case studies that illustrate the division of responsibilities for this cross-cutting project.
10 DRR Strategy presentation Document summarizing the overall community based disaster risk reduction approach of LRC
11 WASH strategy documents Reports of the workshops conducted with the WASH partners and WASH volunteers
12 CTP strategy documents Presentation about the current BA cash project and goal for 2018 – 2020
13 DMU PMER self-assessment document PMER Self-Assessment document conducted in July 2017 by the PMER team with the DM board and program/project managers
14 PSS Strategy documents and plans PSS overall strategy PSS training path summaryPSS sample reports PSS project evaluation (2015)
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15 Current National Disaster Response Plan Developed by the government in 2013, never fully approved, currently under revision.
16 LRC Crisis Response Plan Developed by LRC in 2014, scheduled for revision in Dec 2017 and Jan 2018
17 DM Training Plan for 2017 Document summarizing the services provided by the EMS Training Unit to DM in 2017. Document summarizing the trainings conducted by the DM HQ to the branches
18 Branch development project documents Initial project description (early 2016) for the branch development project. Role of the branch draft document (Arabic) Branch development project report for 2016 (covering first 6 months of implementation)
Section 6 - Deliverables• Detailed work plan for the consultancy subject to the approval of LRC Management, to be submitted a
maximum of 3 weeks after start of engagement.
• Before the start of the assessment phase: a summary of the consultant’s understanding of existing
documentation, which should be presented to and cross-checked with LRC’s working group (Management, key
DM staff and key partners)
• At the end of the assessment phase:
1. Complete As-is report including all components mentioned in Section 4
2. Summary As-is report for presentation to stakeholders in PPT format
• Document(s) containing specific recommendations for the elements listed in Section 4, paragraph 5
• Recommendations document on implementation road-map
• Summary report on recommendations for presentation to stakeholders in PPT format
• Organization of two workshops with relevant LRC stakeholder to present findings and recommendations
All deliverables should be tailor made to the LRC and should take into consideration the context and constraints of LRC
and the particularities of the Red Cross Red Crescent Movement.
TimelineThe consultant is expected to provide the above-mentioned deliverables within a period not exceeding 5 months
from the date the contract is signed.
MethodologyThe methodology of this review should be proposed by the consultant who will be responsible for using the
methodology that best delivers or extracts the desired results. Nevertheless, it is expected that some of the methods
used include:
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- Desk review of relevant documentation provided by LRC
- One on one Meetings with internal and external key stakeholders
- Focus groups
- Field visits
- Survey
- Meetings with LRC decision makers (DMU Director, President, Secretary General, Under-Secretary General, …)
- Meetings with external stakeholders
Proposal requirementsThe consultant is expected to:
- Provide details of similar projects conducted in the past and of projects conducted with LRC or RCRC
National Societies.
- Provide a high-level work implementation plan
- Provide a financial proposal that clearly links payments clearly to deliverables.
- Clearly indicate what commitments are required from LRC and its partners to ensure project success
- Provide a detailed profile of each of the team members that will be assigned to this project along with time
commitments of each member
- Guarantee that the team will include a recognized expert with significant experience in Disaster Management
and relevant programs and that this expert will allocate sufficient time to the project
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