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Self Report 2017

The self-report on WHS Commitments below is organized according to the 24 transformations of the Agenda for Humanity. It is based on commitments pledged at the time of report submission. Click on the 'Expand' symbol to expand each section and read the reporting inputs by transformation.

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2B
Ensure full access to and protection of the humanitarian and medical missions

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Johanniter reaffirms its commitment to the ICRC Code of Conduct, including the humanitarian principles.
  • Policy
  • Uphold the Norms that Safeguard Humanity
  • Johanniter commits to prioritizing the safety and integrity of staff and beneficiaries, through mitigating measures, training and contributing to the European Interagency Security Forum (EISF).
  • Operational
  • Uphold the Norms that Safeguard Humanity

  • What led your organization to make the commitment?

    Regarding the confirmation of our commitment to the ICRC Code of Conduct: As signatory to the Code we made it binding for all staff members. According to our Mission Statement we strive to serve people in need, regardless of religion, nationality and culture; our assistance is not governed by any political interests. In conflict settings we work in the most affected areas, independently of which armed group is controlling the area, and thus seek dialogue with all sides.

    Regarding safety and integrity: the commitment was made due to the growing risks and dangers for humanitarian workers, and knowing that safety & integrity is basic for all humanitarian action.

  • Achievements at a glance

    Regarding safety and integrity:
    - joining and living the Saving Lives Together Network
    - continuously training staff on safety and security awareness
    - extending duty of care measures to local and national staff
    - setting up a monitoring system for security incidents

  • How is your organization assessing progress

    Regarding safety and integrity:
    - lessons learned sessions and follow up after incidents
    - exchanging and proposing own procedures to those of other organizations
    - external assessment of own procedures

  • Challenges faced in implementation

    Regarding safety and integrity, challenges included a loss of awareness and problematic funding in between security incidents.

  • Next step to advance implementation in 2017

    Regarding safety and integrity, next steps include continued training, awareness initiatives.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Ensure full access to and protection of the humanitarian and medical missions', what would it be

    One cannot plan a serious humanitarian project without considering safety and security and thus foreseeing budgets for safety and security measures.

  • Cross cutting issues

    ☑Humanitarian principles

2D
Take concrete steps to improve compliance and accountability

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Johanniter commits to adopt the IASC statement on the Prevention of Sexual Exploitation and Abuse.
  • Policy
  • Uphold the Norms that Safeguard Humanity

  • What led your organization to make the commitment?

    We wanted to improve our strategic approach to PSEA and also improve systematic implementation at field level. We wanted to confirm our commitment to the ICRC Code of Conduct; as a signatory to the Code we made it binding for all staff members. According to our Mission Statement we strive to serve people in need, regardless of religion, nationality and culture; our assistance is not governed by any political interests. In conflict settings we work in the most affected areas, independently of which armed group is controlling the area, and thus seek dialogue with all sides.

  • Achievements at a glance

    All staff of Johanniter International Assistance (HQ, Expats, national staff) have to sign with their contract the “Johanniter Rules of Conduct as a Prevention Against Sexual Abuse within the Framework of Emergency Relief and Development Cooperation Projects”, which cover five of the six Core Principles of the Statement. Additionally, our National Staff Guideline treats sexual exploitation and abuse as act of gross misconduct and ground for termination of employment (Core Principle 1). The Johanniter Security Guidelines (+ Annex 1) as well as the Country Security Plans deal with the contents of the Core Principle 4 and Statement Commitments no. 4, 6, 8. The Johanniter Corruption Prevention Guidelines implicitly refers to Core Principle 3, 4 and 5 and Statement Commitments 4, 5 and 6.

  • How is your organization assessing progress

    We work on improving our strategic approach to PSEA and will report next time on progress.

  • Challenges faced in implementation

    We work on improving our strategic approach to PSEA and will report next time on challenges.

  • Next step to advance implementation in 2017

    We continuously strive to improve the implementation of the humanitarian principles in our policies, procedures and daily work in order to reach more impact for the affected populations.

  • Cross cutting issues

    ☑Humanitarian principles ☑ People-centred approach

3A
Reduce and address displacement

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Johanniter commits to promote and support safe, dignified and durable solutions for internally displaced persons and refugees in a coherent and measurable manner through well coordinated local programmes.
  • Operational
  • Leave No One Behind
  • Johanniter recognizes both the humanitarian and development challenges of displacement and commit to reduce vulnerability and improve the resilience, self-reliance and protection of refugees and IDPs.
  • Operational
  • Leave No One Behind
  • Regarding refugees in Germany, Johanniter is both committed to improve living conditions in refugees' home countries and to support their arrival and housing in Germany as well as their sustainable integration into German society. Johanniter respects the dignity of every single refugee, independent of his or her legal status, especially women, children, unaccompanied minors and other vulnerable persons amongst refugees. Johanniter defines integration as the equal participation in all economic, social and societal realms. It is a task for the whole of society to which it actively contributes in close partnership with the public sector, other social organizations, churches, civil society initiatives and the private sector. Johanniter commits to integrate refugees in Germany also by including them as staff and volunteers. Johanniter counters any form of intolerance, xenophobia and violence against refugees, Johanniter staff and volunteers. It strives for a peaceful togetherness of all people in Germany, based on mutual respect, and the respect of the constitution and societal values.
  • Operational
  • Leave No One Behind

  • What led your organization to make the commitment?

    IDPs are most vulnerable and their number is increasing worldwide, posing a big problem for host communities. The lack of adequate services has long lasting consequences (malnutrition, excess mortality and morbidity, traumata, homelessness, without papers etc.) . We wanted to promote a safe & thriving environment also for displaced children. In Germany, with the arrival of hundred thousands of refugees in 2016, we wanted to continue our support to their sustainable integration. While German legislation introduced nationality-based services to some refugees, we wanted to offer support to all arrivals, regardless of their legal status.

  • Achievements at a glance

    We provide holistic services to refugees and IDPs (medical, nutrition, psycho-social, legal support, vocational training, conflict management) to help those displaced to become active members of their new communities and develop their potential. We trained birth attendants + CHWs, local partners to support host communities and the displaced. We ensured gender equality among training participants, in discussions and planning; promoted specific women-to-women groups, women as multi-taskers in their communities (family health, hygiene, nutrition/food security, income generation, savings groups). We coordinated activities through clusters, joint assessments and surveys.

    In Germany we continue to operate almost 100 refugee accommodations, increasing standards for social assistance, offering language and orientation courses with a low-threshold for all refugees within our accommodations. We provide courses for women, targeting both women with migration background as well as refugee women. We have employed 20 integration managers in our accommodations to improve information exchange between local authorities and refugees.

  • How is your organization assessing progress

    - In all countries we have an M+E system in place, including outcome indicator monitoring.
    - Cluster reports, joint assessment reports, etc.
    - In some countries we monitor the number of successful job placements after vocational trainings, the degree of healing of traumatized children after animal supported therapy, taking into account their social behavior, school results, and mental health.
    - In our refugee accommodations in Germany we closely monitor the number of incoming refugees (assigned by authorities) to ensure adequate services at all times. We measure our progress regarding integration by the number of integration services offered to refugees (sports, language courses, mentoring).

  • Challenges faced in implementation

    - Constant increase of IDP numbers and needs, fluctuation/migration of IDPs within project cycle, cultural diversity among IDPs
    - Convincing men about women's empowerment, workload of women in their communities
    - Funding insecurity
    - Bureaucratic impediments delaying rapid response
    - Security, access constraints, continued fighting, corruption
    - Recruitment of qualified nationals.

    In Germany, with the decreasing number of newly arriving refugees, many emergency shelters and homes are being closed, others have to be tendered. Johanniter is facing rough competition; often authorities have a monetary focus and prefer low-cost providers to established NGOs who have a more defined support concept.

  • Next step to advance implementation in 2017

    - Internationally we will multiply the above mentioned best practice approaches and continue active participation in clusters.
    - In Germany we aim at operating 97 long-term accommodations, both general accommodations as well as specific housing for unaccompanied minors. We also strive to fill the existing a gap in “low-threshold” services in terms of language or orientation courses, particularly for those with learning-difficulties or who need support to attend a language course (e.g. offering childcare to enable mothers to attend courses etc).

  • Cross cutting issues

    ☑Gender ☑ IDPs ☑ People-centred approach ☑ Refugees ☑ Urban

  • Specific initiatives

    ☑Charter for Change ☑ The Inclusion Charter

  • Other related Agenda for Humanity transformations

    ☑3B - Address the vulnerabilities of migrants and provide more regular and lawful opportunities for migration ☑ 3D - Empower and protect women and girls

3D
Empower and protect women and girls

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Johanniter commits to ensure that its humanitarian programming is gender responsive.
  • Policy
  • Leave No One Behind
  • Johanniter commits to contribute to universal access to sexual and reproductive health and reproductive rights.
  • Operational
  • Leave No One Behind

Core Commitment

  • Commitment
  • Core Responsibility
  • Ensure that humanitarian programming is gender responsive.
  • Leave No One Behind

  • What led your organization to make the commitment?

    Johanniter wanted to include a dedicated commitment to gender equality in our work to draw much needed attention on this issue. We saw the need to reinforce our efforts to address existing gender gaps in our actions.

  • Achievements at a glance

    Johanniter has a focus on projects specifically in the health sector that address women in vulnerable situations (e.g. pregnant and lactating women). At the same time, we address the intersection between gender and disability in the context of our strong commitment to disability inclusion. In late 2016, we have adopted an inclusive approach as a cross-cutting strategic goal in our new strategy under which disability, age and gender will be equally addressed.

  • How is your organization assessing progress

    So far, gender-specific indicators are not mandatory in our projects, nor are gender analyses during assessments or planning processes systematically enforced. In the future, the assessment of gender equality in our work will be improved as part of the formulation of a set of indicators to monitor the implementation of our strategic goals on inclusion.

  • Challenges faced in implementation

    Staff overloaded with the number of commitments to be implemented (and other time consuming internal processes).

  • Next step to advance implementation in 2017

    Formulate gender-specific indicators; systematically include gender analysis in assessments and planning processes.

  • Cross cutting issues

    ☑Disability ☑ Gender ☑ People-centred approach

  • Specific initiatives

    ☑The Inclusion Charter

3G
Address other groups or minorities in crisis settings

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • In support of the implementation of the Charter on Inclusion of Persons with Disabilities in Humanitarian Action and the upcoming Action Plan, Johanniter commits to further improve access for persons with disabilities to humanitarian aid, taking into consideration the diversity of their needs and the allocation of financial resources to address access barriers, where necessary; to increase the participation of persons with disabilities and their organizations (Disabled People'€™s Organizations/DPOs) in the planning, implementation and evaluation of projects, including measures to further develop their capacities; to plan and implement measures to increase the understanding of and capacities on disability and the rights and needs of persons with disabilities in partner organizations to strengthen their response in this regard; to provide emergency wheelchairs to individuals and/or hospitals and for use at medical points in humanitarian emergencies, if feasible and appropriate; and to maintain its capacities to deliver these emergency wheelchair services.


  • Operational
  • Leave No One Behind

  • What led your organization to make the commitment?

    Signing the Inclusion Charter was a natural evolution of our organisation’s commitment to disability inclusion in our work; It builds upon our experience and lessons learned from the implementation of our action plan on mainstreaming disability for the period of 2013-15.

  • Achievements at a glance

    The implementation of an inclusive approach has been successfully included in 2016 as a cross-cutting strategic goal in the new strategy of our organization. The five steps of the Inclusion Charter (financing, coordination, data, participation and capacity) will thereby be used to guide the further operationalization of inclusion in our work.

  • How is your organization assessing progress

    Progress towards achieving this commitment will be assessed against a set of indicators that relate to the Inclusion Charter’s five components / steps as part of the wider monitoring of the implementation of our organisation’s strategy.

  • Challenges faced in implementation

    One of the challenges is to identify and establish relevant tools and methods for inclusive action, especially inclusive assessments, in order for us to ensure that we identify, include and reach vulnerable and most marginalized persons in all aspects and steps of project planning and implementation.

  • Next step to advance implementation in 2017

    The next step is the participatory formulation of indicators that relate to each of the Inclusion Charter’s five steps / components as well as the identification of relevant means of verification and monitoring processes and procedures at all levels of our organisation.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Address other groups or minorities in crisis settings', what would it be

    Inclusion requires a fundamental rethink of the way we work, our practices, processes and our assumptions in order to ensure that our interventions are flexible, sensitive and responsive to the diverse forms of vulnerability.

  • Cross cutting issues

    ☑Disability ☑ Gender

  • Specific initiatives

    ☑The Inclusion Charter

4A
Reinforce, do not replace, national and local systems

Joint Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • By endorsing the Charter for Change, Johanniter commits to reaffirm the Principles of Partnership and work at eye-level with its local partners; to pass at least 20% of its humanitarian funding to local NGOs and to report transparently on those funding shares; to prevent the negative impact of recruiting national NGO staff during emergencies; to provide organizational support and capacity building; and to promote the role of local actors to media and the public.


  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need
Partners: Charter for Change signatories

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Johanniter commits to adopt the Core Humanitarian Standard, with the objective of making humanitarian action more appropriate, effective, and responsive to the needs of people and communities affected by crisis, in order to ensure that beneficiaries know what they can expect, are able to express their views and concerns, and are listened and responded to by its teams and partners.
  • Policy
  • Change People's Lives: From Delivering Aid to Ending Need

  • Johanniter commits to support the 'Inclusion Charter' with its five steps to ensure impartial humanitarian response for the most vulnerable.


  • Policy
  • Change People's Lives: From Delivering Aid to Ending Need
  • Johanniter commits to support and invest in local capacity strengthening and response systems, wherever the context allows.
  • Capacity
  • Change People's Lives: From Delivering Aid to Ending Need
  • Johanniter commits to increase investment in building community resilience as a critical first line of response, with the full and effective participation of women.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need

Core Commitment

  • Commitment
  • Core Responsibility
  • Commit to reinforce national and local leadership and capacities in managing disaster and climate-related risks through strengthened preparedness and predictable response and recovery arrangements.
  • Change People's Lives: From Delivering Aid to Ending Need
  • Commit to increase investment in building community resilience as a critical first line of response, with the full and effective participation of women.
  • Change People's Lives: From Delivering Aid to Ending Need

  • What led your organization to make the commitment?

    Johanniter made commitments under this transformation for the following reasons:
    - Charter for Change (C4C): reaffirm our commitment towards our local partners worldwide. We have been implementing projects through local partners for many years in development and are committed to strengthen the collaboration with local partners also in humanitarian action.
    - Core Humanitarian Standard (CHS): to put people at the centre.
    - Inclusion: Lessons learnt from implementing our Action Plan Mainstreaming Disability 2013-15.
    - Resilience: marginalized groups rely on their own capacities and it is important to focus on capacity-building/ToTs; women are central inside families and constant multipliers in communities as men leave home for work; active participation of women in programmes is critical, e.g. as Community Health Workers to improve access.

  • Achievements at a glance

    - C4C: Johanniter is analyzing funding share currently implemented by local partners to identify targets for 2018. It is actively involved in the working group on localization of the humanitarian coordination committee of Germany's MFA to advance the opportunities to strengthen capacities of local partners in German humanitarian assistance.

    - CHS: Johanniter has planned self-assessment; piloted, evaluated, trained and applied P-FIM as a social accountability approach. Please see: https://www.johanniter.de/die-johanniter/johanniter-unfall-hilfe/auslandshilfe-88/ueber-uns/publikationendownloads/?L=ftp%3A%2%2Fvidacoop%3Aabc123%40vidacoop.com.co%2Fvidacoop.com.co%2Fx.php%3Ftx_apertoteaserlist_teaserlistdynamic%5B%40widget_0%5D%5BcurrentPage%5D%3D61

    - Inclusion: Johanniter adopted an inclusive approach as a cross-cutting goal in our new strategy; briefed staff and disaster response workers on disability and inclusion; provided in-house technical guidance and support on inclusion at all stages of programming; cooperated with local and international disability NGOs, DPOs + self-help groups; included accessibility measures + emergency wheelchairs in emergency response; lobbied for disability-inclusive humanitarian aid in VENRO (German NGO network).

    - Resilience: Johanniter ensured gender balance among training participants and in planning; women-to-women peer groups; women as multitasking representatives in their communities (family, health, hygiene, nutrition/food security, income).

  • How is your organization assessing progress

    - C4C: Progress on the localization commitment is monitored and reported within the reporting framework of the Charter for Change.
    - CHS: Based on the results of the CHS self-assessment an improvement plan will be developed with clear indicators and timelines for implementation.
    - Inclusion: Johanniter will develop in the context of our ongoing strategy process a set of indicators to monitor our strategic inclusion goal in 5 categories (financing, cooperation, participation, cooperation and data & information).
    - Resilience: data collection according to gender, M&E system, feedback from the community.

  • Challenges faced in implementation

    - C4C: Johanniter is introducing a new financial system, posing strain on finance staff resources , therefore tracking of current partner funding is not yet possible.
    - CHS: With limited staff resources and being active in insecure and complex environments, it is challenging to tackle all areas of the CHS at once and at the same time manage day to day business.
    - Inclusion: Data disaggregation related to heterogeneity of the group and poor self-reporting. Qualitative data needed.
    - Resilience: Convincing men about women's empowerment in male dominated communities; workload of women in their communities often hinder more active involvement.

  • Next step to advance implementation in 2017

    - C4C: In 2017 Johanniter will finalize its new partnership guideline and continue working on how to track funding to local partners.
    - CHS: Finalization of CHS self-assessment and adoption of improvement plan.
    - Inclusion: Participatory formulation of indicators on inclusion as well as identification of relevant means of verification and monitoring procedures at all levels of our organisation.
    - Resilience: consolidation /expansion.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Reinforce, do not replace, national and local systems', what would it be

    With more than 170 state parties to the CRPD, the inclusion of persons with disabilities in humanitarian aid is not a question of if anymore, but a question of how. However, it is an ongoing (learning) process that applies to every new project or context we work in.

  • Cross cutting issues

    ☑Disability ☑ Gender ☑ Humanitarian principles ☑ People-centred approach

  • Specific initiatives

    ☑The Inclusion Charter

  • Other related Agenda for Humanity transformations

    ☑5A - Invest in local capacities

4B
Anticipate, do not wait, for crises

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility
  • Johanniter commits to support local risk management strategies and train communities in analyzing risks, preparing for disasters and qualifying first responders.
  • Capacity
  • Change People's Lives: From Delivering Aid to Ending Need
  • Johanniter commits to reinforce national and local leadership and capacities in managing disaster and climate-related risks through strengthened preparedness and predictable response and recovery arrangements.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need

  • What led your organization to make the commitment?

    Johanniter has long standing experience in disaster management (DM) in preparedness, medical assistance and recovery in Germany and worldwide. We wish to mitigate and prevent losses of life and properties due to natural disasters in a sustainable manner.

  • Achievements at a glance

    In the context of DRR-trainings we implemented specialized DRR-committees registered with local authorities, marked evacuation routes and collecting points, provided basic technical equipment for early warning, and first aid training for communities, schools, local authorities as well as simulation exercises. We trained 'multiplicators' who serve as a source of knowledge and skills for the community, strengthened community based disaster risk reduction institutions, increased awareness of beneficiaries on disaster risk prevention and mitigation, improved access to drinking water supply, sanitation and hygiene practices through the provision of critical WASH services to schools and communities.

  • How is your organization assessing progress

    Our M+E includes tests, refresher courses, and the collection of community feedback after disasters.

  • Challenges faced in implementation

    - Discrepancy between expectations of beneficiaries and donor concepts
    - Difficulties of government bodies to take over, i.e. on grassroot and community level
    - Weak partner organizations
    - Wide scope of demand – too big for one INGO
    - Bureaucracy
    - Weak infrastructures, beneficiaries difficult to reach

  • Next step to advance implementation in 2017

    - Regional exchange of experiences and concepts (best practice and common challenges)
    - Expansion

  • If you had one message for the annual report on what is most needed to advance the transformation 'Anticipate, do not wait, for crises', what would it be

    Provide more funding for DRR.

  • Cross cutting issues

    ☑Accountability to affected people ☑ Disaster Risk Reduction

  • Other related Agenda for Humanity transformations

    ☑5A - Invest in local capacities ☑ 5B - Invest according to risk

4C
Deliver collective outcomes: transcend humanitarian-development divides

Individual Commitment

  • Commitment
  • Commitment Type
  • Core Responsibility

  • Johanniter commits to provide -€“ in close co-operation with the national health authorities, local civil society and relevant and context specific international organizations - relevant parts of an essential package of health services for crisis-affected people, including refugees, IDPs and host populations, according to their specific needs and vulnerabilities. Elements from the essential package provided by Johanniter include promotional, preventive and curative primary health services (comprising communicable disease prevention and control measures); child and neonatal health (including vaccinations); reproductive health (based on its Minimum Initial Service Package); trauma and injury care including in relation to gender-based violence; mental health; management of non-communicable diseases; and provision for the additional needs of the elderly, chronically ill and disabled. The minimum package would include necessary logistical backup and support in nutrition, food security, water, sanitation, and hygiene, along with social protection, community engagement, and integration into community-based services. Special efforts will be made to train local health workers and community volunteers.


  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need

  • Johanniter commits to qualify medical staff and volunteers as WHO-classified Emergency Medical Teams and actively help to shape the EMT procedures. It will offer its rapidly deployable 'Emergency Medical Teams' upon classification.


  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need
  • Johanniter commits to contribute to the development and success of international disaster response bodies such as the European Civil Protection Mechanism and UN OCHA.
  • Operational
  • Change People's Lives: From Delivering Aid to Ending Need
  • Johanniter commits to train volunteers on disaster response in close cooperation with European NGOs.
  • Capacity
  • Change People's Lives: From Delivering Aid to Ending Need

  • Johanniter commits to contributing capacities to the First Responder Community of the German Foreign Office.


  • Capacity
  • Change People's Lives: From Delivering Aid to Ending Need

  • What led your organization to make the commitment?

    Johanniter made commitments under this transformation for the following reasons:
    - Health: We wanted to improve how we reduce morbidity and mortality and respect the right to life with dignity through a more integrated approach, including PHC, nutrition, WASH and livelihood.
    - EMTs: We wanted to enhance own response capacities in correspondence with existing initiatives to improve worldwide sudden response, including initiatives of the Italian Government and other Member States within the EU Civil Protection for the creation of the EMT 3 concept for common international deployments (EUMFH).
    - EU Civil Protection-UN OCHA: We wanted to own expertise, contribute to well coordinated response.
    - Volunteers: We wanted to respond effectively in a coordinated fashion and not double resources and manpower.

  • Achievements at a glance

    - Changed our strategy to integrate PHC, Nutrition, WASH and livelihoods; developed goals, logframes, technical guidance notes to meet technical standards in all projects.
    - Transitioned Medical Emergency Response Teams (MERT) into EMT regarding staff qualification and equipment; created EMT SOPs and submitted to WHO; internal quality management, recruiting and response processes are currently being slimmed down and simplified without compromising quality; classification as Johanniter EMT 1 to be achieved by Summer 2017.
    - Participating in EU co-financed European Union Modular Field Hospital to model EMT 3, kicked off in 2017 with end in 2018.
    - Trained volunteers (Field Exercises Celle, EU Mechanism Romania, technical and log trainings Frankfurt + Dresden).
    - Technical Assistance Support Team (TAST) and Euracare Flight & Shelter registered in CECIS - Common Emergency Communication and Information System (EC);
    - Working in Steering Group to improve Moderated Virtual OSOCC discussions.
    - Contributed to information feeding hub of the German First Responder Community.

  • How is your organization assessing progress

    - Health: by monitoring indicators developed from baseline data gathered during initial assessment.
    - EMT classification by WHO has own mentorship programme, in which we participate, including milestones for the achievement of goals.
    - EUMFH has its own timelines, quality management and steering committee for helping the assessment of progress.
    - Internal and external consultants are ensuring that we will achieve the classification as EMT by Summer 2017.
    - We monitor the profiles of our volunteers and how they match with existing and developing skill requirements.
    - Sharing findings and lessons learned after disasters (e.g. Ecuador Earthquake 2015) with the German First Responders .

  • Challenges faced in implementation

    - Integrated health: Passing on knowledge to non-technical personnel in our organization and to partner organisations; erratic funding by donors; integrating activities covered by different clusters in the field
    - High initial costs to set-up EMT, including for future deployments
    - Availability of qualified volunteers, compensation of salaries
    - Challenges within EUMFH project (quantity, highest possible quality in medical care, synchronization of required equipment)
    - International multilateral participation may entail extensive discussion and decision making processes during and in-between disasters
    - Staff turn-over within the German First Responder Group + loss of institutional knowledge and drive.

  • Next step to advance implementation in 2017

    - Finalize technical guidance notes.
    - March 2017 EMT Verification Package Check (documents, SOPs), June 2017 Verification Visit by WHO, October 2017 EMT Field Exercise in the UK.
    - In 2017 EUMFH workshops on governance, health and logistics, establishment of a platform for best practice on EMTs and close collaboration with other main actors in the field.
    - In 2018 EUMFH workshops on staff, training and exercise, development of training and exercise concept, set-up of training courses and an exercise, development of a sustainability concept.
    - Re volunteers and German First Responder Group, we are awaiting the next emergency.

  • If you had one message for the annual report on what is most needed to advance the transformation 'Deliver collective outcomes: transcend humanitarian-development divides', what would it be

    Provide funding for the set-up, training and maintaining of EMT–assets in between disasters. Support the existing mechanisms of UN-OCHA, check carefully the added value before making up your own national entities when responding to disasters.

Attachments

  • WHS Commitments Attachments
    Transformation - 4A, 5A | Accountability to affected people
  • WHS Commitments Attachments
    Transformation - 4A, 5A | Accountability to affected people