ETC TC PLENARY NARY MEETING ETING NOV OVEMBER EMBER 2017 17 - - PowerPoint PPT Presentation

ETC TC PLENARY NARY MEETING ETING

NOV OVEMBER EMBER 2017 17 VALENCIA, LENCIA, SPAIN IN

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Opening & Welcome

09:00 – 09:20

Ismet Traljic, Chief Service and Information Security Management, Field Technology Service (GSC), UNDFS Enrica Porcari, Chief Information Officer & Chair of the ETC, WFP

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Adoption of the Agenda

09:20 – 09:25

Enrica Porcari, Chief Information Officer & Chair of the ETC, WFP

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House Keeping

09:25 – 09:30

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Global ETC Update & Follow-up on Action Points

09:30 – 10:10

Jalal Shah, Global ETC Coordinator, Global ETC Alpha Bah, Chief IT Emergency Preparedness and Response, WFP

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Follow up on action points

Follow up on Action Points from the last meeting & updates:

• Global ETC to re-circulate the roadmap to capture additional commitments – completed
• Further consultations on Future Partnership Model before being brought at the next Plenary meeting –

Updated partnership model circulated and will be discussed in Plenary

• Conduct further discussion on possible utilization of the Crisis Connectivity Charter services with

prepositioned humanitarian equipment – update in Plenary

• The Global ETC to prepare a position paper on the UAV Coordination Model and ETC’s involvement will be

shared with the membership for review and approval – update in Plenary

• The Global ETC to distribute the second version of the concept note on Future Security Communications

after incorporating feedback & circulate document to partners at various fora seeking a solution - update in plenary

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Follow up on action points

S4C action points

• Finalise the ETC Services for Communities Service Catalogue with minor changes provided in plenary

and publish it on the ETC Website – finalised and published on ETC Website

• Incorporate S4C discussion into coherent advocacy framework with clear messages & gather evidence to

back-up messages - ongoing Preparedness and Resilience action points

• The seven priority countries for 2017 should be identified and communicated to members - completed
• UNICEF and the Global ETC to finalise the country ICT profile template and share with ETC members and

partners – template finalised & needs to be re-circulated to all

• A tool for hosting ICT profile information to be identified and shared with members by Global ETC.

Members and partners to contribute content – ongoing

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Follow up on action points

Electricity action points

• Invite/involve Electricians Without Boarders (ESF) to help shape and move this agenda forward –

reached out

• Produce a roadmap of Electricity related actions to be conducted in the following months – completed
• Create a working group discussing and coordinating the following actions - ongoing
• Clarify the position of ETC on electrical topics
• Improve means of production and waste treatment
• Ensure proper protection equipment are included in electricity kits and include spare parts.

HICTF action points

• An after-action survey will be distributed by OCHA to attendees as a more formal approach to

feedback.

• Outlines of sessions and feedback will be shared by OCHA in a Post-Event report.

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Global ETC Update

• New Global ETC team members
• Engagement with Facebook
• Crisis Connectivity Charter
• UAV Coordination model

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Global ETC Update

• New Global ETC team members
• Engagement with Facebook
• Crisis Connectivity Charter
• UAV Coordination model

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ETC Operations - update

10:10 – 11:00 Global ETC

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Central African Republic Yemen Syria Preparedness Operation closed Pacific Nigeria Iraq Haiti South Sudan DRC Operation active Caribbean Islands

ETC Operations in 2017

Madagascar Bangladesh

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Bangladesh

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Caribbean Islands

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C.A.R.

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D.R.C.

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Iraq

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Nigeria

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Pacific Islands

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Syria (Whole of)

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Yemen

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New patterns

• Increase of number and duration of emergencies
• Sectoral approach

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What it means for ETC

• Increase of number and duration of emergencies
• Sectoral approach

Stretched resources Increased demand on partners for longer period of time

Possible confusion from partners

Partnerships, Local approach Communicate / adapt processes - ETC should operate the same way To mitigate the impacts.. ETC should look at:

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ETC Operations – Q&A

Future of Security Telecommunications Inter-agency Workshop

WFP, UNHCR, UNICEF, DFS Oct 10 -13, 2017 Munich, Germany

11h15 – 12h00 Erwan Rumen, Security Officer, WFP

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Agenda

1. Background & methodology 2. The ideal Security Telecommunications (ST) scenario 3. Current status of ST 4. Gaps between current & ideal scenario 5. Solutions of improvement & proposed solution to move forward

Background of Security Telecoms (ST)

• Help protect and support thousands of humanitarian workers around the world
• Often the only way to communicate in our most remote areas.
• One of the key tools to support people in security incidents.
• Designed in the mid-90s = need to take a fresh approach to ST as a service.

to design the future for ST, through the IASMN Technology Advisory Group (TAG)

Methodology

Day 1: Define the ideal ST scenario, initial brainstorming of solutions to enable the ideal. Day 2: Mapping the spectrum of security needs by country, creating security needs profiles, defining status quo uses cases and Users by Profile. Day 3: Identifying gaps between the status quo and ideal, brainstorming of Additional Solutions to enable the Ideal, matching solutions to fill gaps: “quick wins” “incremental” & “revolutionary” solutions, Pitch Solutions. Day 4: Develop an integrated system as ST for today, including transition phase and business case planning.

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Mixed groups (inter-agency, security/IT) used a different brainstorming method (group, individual, revision based on suggestion) to capture the ST needs across agencies The resulting ideal, in order of priority, is the following:

1. We know who is where/their status; 2. There is call-for-help capacity (“panic button”); 3. 24/7 (the above is available at all times); 4. There is seamless interagency communication; 5. Information is processed to easily inform security action; 6. All responders can communicate (beyond humanitarian responders); 7. Capacity for users acknowledge receipt of information; 8. ST system is independent, protected and secure; 9. Policy enables the system;

• 10. Information is directed (and only accessible)

to those who need it;

• 11. System can link with other data sources; and
• 12. Host governments approve (or at least doesn’t

ban).

The e Idea eal se secu curity rity Tel elecommunication ecommunication sc scen enari ario

Current status of ST

Workshop participants were asked to discuss and classify the spectrum of current security needs by looking at a variety of countries around the world. The profiling that resulted from this activity was as follows: Red: locations with high security threat, intense requirement for staff check-in; Orange: locations with med-high security threat, high requirement for staff check-in; Yellow: locations with medium security threat, medium requirement for staff check-in; Green: locations with low-med security threat, low requirement for staff check-in. Two User Personas were defined for the profiles, including one Security User (any humanitarian staff), and one Security Responsible (Security staff). Participants mapped the User Journey for each profile, ranging from a routine day to a day where a security incident occurred, to understand the current ST process and solutions in use. User Journeys of the status quo per profile were then compared to the Ideal ST scenario, to identify current gaps.

Gaps between current & ideal ST

Below are the key gaps that were seen across all profiles:

• We do not always know “who is where.”

‒ where staff is at all times. ‒ especially clear in off-duty hours ‒ During movements, locating staff at present often focuses on following assets rather than the staff member

themselves.

• Staff do not always have the capacity to call for help.

‒ due to not having the necessary equipment with them at time of need (i.e. radio), ‒ not having tools functioning due to lack of maintenance (i.e. low battery), ‒ not knowing who/how to call for help (especially pertinent for traveling/visiting staff), or not having any security

staff structured and organized to respond in off-duty hours.

• Inter-agency/intra-country communications exist in all profiles, but are not always seamless.

‒ Often times the easiest way to get in touch with personnel (whether intra- or inter-agency) is via cell phone

applications for highest chances of timely responses.

• Often breaks in the system due to user error, often triggered by cumbersome processes.

‒ examples of users unable to maintain the current ST system. ‒ from regularly reading security updates, to regular radio check-ins, and having a radio on-person at all times.

Solutions for ST

Over 120 solutions to enable the ideal ST scenario, ranging from technological and process-oriented

• solutions. Participants identified the most promising on a spectrum of “quick win” solutions, “incremental”

solutions, and “revolutionary” solutions :

Quick Win: “Locate People Using Existing Devices”: locate staff using provided devices such as mobile phones and SIM cards, and eventually expand to all UN staff receiving a mobile phone or UN SIM card. Incremental: “24/7 UN Security Area Operations Centre”: UN Security Centres that process security information to make it

• actionable. Working in tandem with a UN-wide mobile phone application and “555 UN Hotline”, these Security Centres,

will: ‒ Prepare actionable security situation report for crisis/emergency ‒ Prepare routine analytical security brief ‒ Broadcast targeted messages to targeted personnel (geographic or functional based) ‒ Trigger relevant Security reactions to “555 UN Hotline” calls ‒ Offer basic security advice ‒ Monitor all UN movements in area of responsibility Revolutionary: “Global Coverage”: to support to all UN staff, the provision of reliable connectivity for all UN Operations will support, strengthen and enhance any security operations : GSM/ISP reinforced with SAT & alternative connectivity

The proposed solution (1/2)

For the time being, the solution is referred to as REACH “Reliable Emergency Access Connecting Humanitarians”.

Problem statement: In today’s world, the security situation can fluctuate and deteriorate rapidly: our current systems and tools are not sufficient (less ideal/effective) to provide people with the level of support required. Solution: REACH: a system by which personnel from the UN and partner organizations are able to be located and call for help anytime, anywhere, and can be confident that someone will respond. Key Framework: Security Users are located, can communicate with, and are supported by 24/7 UN Security Area Ops Centres & “555 Hotline” using mobile devices/UN SIMs Global connectivity is guaranteed so that Security Users and Security Personnel are connected and accessible at all times.

The proposed solution (2/2)

A cost-effective system that includes: Key features:

• Proactive security and risks alerts
• Allows to call for help
• Allows to locate people and assets
• Provide global coverage of UN operations
• Integrates systems used by different partners to make them practical for Security Response
• Automates routine security tasks
• Augment available connectivity when required for the effective functioning of the system

Expected results: The integrated REACH system reduces risk exposure and facilitates support when help is needed.

The way forward : Business Case

Effectiveness: REACH will fill the Security Telecommunications gaps that are present in today’s systems:

• We can always know who is where by utilizing the devices that are already on a person virtually

100% of the time: mobile phones. Rather than require behaviour change, REACH is designed based on user natural behaviour and needs.

• Security support is always available to all.
• All staff can call for help and get immediate responses.
• Harmonized solution for various UN Security Needs.
• All information for an area is compiled in one place- easily accessible.
• Information is filtered to those who need it- easily digestible.
• Efficiency: REACH will be more cost-effective than today’s systems:
• One system (across UN) usage will decrease overall costs.
• Capital expenditures and operational costs of REACH are lower than today’s.

The key forward : Transition plan

Detailed Next Steps:

• 1. ETC+IASMN buy in/for information.
• 2. Funding sources identification & pilot

countries identified.

• 3. 1st round of pilot countries results to

show, validate feature.

• 4. 2nd pilot round roll out/funding

allocation revised (including pandemics/medical emergencies).

• 5. HLCM (propose global roll out + phase
• ut investments in existing technology –

digital radio - when and where possible).

• 6. Policies revision.

Things to happen in parallel:

• a. Creation of the Ops Centre (linked to the

existing ops centres) or a regional communication coordination mechanism between existing Security Operations Centers (SOCs) in each location.

• b. Development of the app (research of

existing tech) – Jan 2018 – June 2018.

• c. Roll out of app and hotline system.
• d. Rationalization of SOCs.

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THANKS ANKS TO ALL LL FO FOR THIS IS RESUL ULT

TOUR UR OF F THE E UNITED TED NATIO TIONS NS GLOB OBAL AL SE SERVIC VICE E CE CENT NTRE RE

13H15 15 – 14H15 15 ISMET ET TRALJIQ LJIQ

REF EFUGEE UGEE EM EMERGENCY ERGENCY TELECOMMUNICATIONS LECOMMUNICATIONS SE SECTOR CTOR (R (RETS) ETS)

14:15 – 14:45 Nizar Zeidan, ICT Emergency Coordinator, UNHCR

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Refugee Emergency Telecoms Sector

• Vital communications in refugee
• perations
• Services for UNHCR partners &

humanitarian community

• Delivering with partners.

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Collaborative Responses

• Mixed operations with refugee &

non-refugee populations

• Emergency Telecoms responsibility

agreed between UNHCR & ETC.

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RETS Structure

Chief, ICT Emergency Preparedness & Response ICT Emergency Coordinator Associate ICT Officer RETS Coordinator RETS Coordinator RETS Communication & Reporting RETS Surge Capacity Admin

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ICT Preparedness

• Training, Capacity Strengthening
• Equipment, Services Providers

Profiling

• Partnership, Collaboration

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RETS Uganda

• Internet connectivity - Voucher

system

• 9 sites
• Close collaboration with ETC

members on the ground

• Leveraging UNICEF agreement with

ISP

• 290+ users

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RETS Angola

• Internet connectivity
• Dundo + Lovua
• Satellite-based PTT security comms
• Leveraging UNAIDS agreement with

ISP

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RETS Niger

• Services for partners, through

partners

• ‘emergency.lu’ solution
• Diffa town + Sayam Forage camp

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Communication Products

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ET ETC2 C2020 20 IM IMPL PLEM EMEN ENTATION TATION: : UP UPDA DATE TE AND ND OUT UTCO COME MES S OF F TH THE EVA E EVALUATION LUATION

14H45 45 – 15H45 45

VALUE UE FOR GOOD

53

Time Topic

14:45 -15:45 ETC2020 mid-term evaluation report

• Presentation of results & recommendations (25 min.)
• Discussion of recommendations and key questions in

groups (20 min.)

• Report back to plenary (15 min.)

15:45-16:00 Break 16:00 -17:30 Revised partnership model

• Introduction to the new model (25 min.)
• Discussion of key questions in groups (35. min)
• Report back to plenary (30 min.)

Agenda: November 7th 2017

1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward

54

4 The revised partnership model

Contents

1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward

55

4 The revised partnership model

Contents

56

ETC2020 mid-term evaluation

2014 2015 2016

ETC2020 November 2017 plenary to discuss mid-term progress ETC Global leadership commissioned mid-term evaluation to assess:

 What has been achieved so far on the ETC2020 strategy  Whether the strategy is going in the right direction to meet objectives  How can some of the challenges be overcome

PHASE II

Transformati

• n
• Endorsement
• f strategy at

plenary

• Detailing of

roadmap

PHASE III

Realisation

• Implementatio

n of roadmap

• Execution of

first pilots

• Assessment of

first activities & definition of next steps

PHASE IV

Operationalisation

• Learning from previous experiences
• Adaptation of roadmap
• Mainstreaming of main activities and priorities

2017 2020 2019

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PHASE I

Initiation

• Initiation of

discussions

• n the

ETC2020 strategy

• Definition of

vision and priorities

2018

The ETC2020 strategy is mid-way through – time for a review…

2 1 Management of ETC2020 strategy Execution of partners Governance structure

Evaluation of roadmap & progress monitoring along 4 pillars Evaluation of performance of the cluster along 3 aspects

Communications as aid Improved and decentralised response readiness Increased communications resilience to disasters Enhanced communications & energy 58

2 main aspects of the mid-term evaluation

• Created online questionnaire with

35 questions

• Sent out to approx. 84 partners

via Survey Monkey

• Received 20 responses covering

ca 60% of partners

• Created excel template with

questions on roadmap

• Sent out to 12 selected
• rganisations that had clear roles

in implementing the roadmap

• Received 8 responses covering

100% of initiatives

• Created deep-dive questions on

main obstacles

• Interviewed select partners on deep-

dive questions and survey results

• Held 6 interviews with ETC and

select partners

Online survey

Receive feedback on status & management of roadmap

Activity tracking sheet

Get status update on individual activities of roadmap

Deep dive interviews

Receive in-depth information on possible obstacles encountered

59

N.B. Responses received serve as an indication of the general sentiment within ETC‘s partnership – as only a portion of members/partners participated, results are non-exhaustive

3 evaluation tools used in Sep. & Oct. to receive input

1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward

60

4 The revised partnership model

Contents

55% 43%

Feasible Very feasible Neither feasible nor not feasible

98% agree that activities set out in roadmap are very feasible or feasible

22% 61%

Relevant Very relevant Neither relevant nor not relevant

83% think that activities are either very relevant or relevant in accomplishing priority

“Well established ETC2020 strategy. Long term results will prove it.” “We have developed the ETC2020 strategy jointly and are still convinced that this is the right way to go.”

Source: Online Survey; n= 20 Source: Online Survey; n= 20

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General Results

Large majority agrees on right direction of the strategy…

62% of all activities of the roadmap 2017/18 are in progress Only 34% agree that priorities have been accomplished to a certain degree

1%

Strongly disagree Agree

56%

Neither agree nor disagree Disagree

10% 30%

Strongly agree

4% 16% (6) Completed Not started 22% (8) In Progress 62% (23) “Good objectives but heavier

implementation required” “The right things are being discussed, but actions in the field haven't changed too much.” “Not much progress in the last 12 months”

Source; Activity Tracking Sheet; n= 8 Source: Online Survey; n= 20

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General Results

Execution of roadmap is in progress

• Establish services,

solutions and agreement to enable enhance communications and energy

• Capture lessons

learned from pilot projects

• Develop an ETC

country communications resilience framework

• Implement ETC

preparedness measures in identified high risk countries

• Improve ETC
• perating model

Position ETC as key player in provision

• f communications

services to affected population in emergency

• perations

Enhanced communications and energy Increased communications resilience to disasters Improved & decentralised response readiness Communications as aid

33% 67% 25% 75% 20% 80%

In progress



Completed Not started

  63

ETC partners self-reported progress along 4 pillars...

64 Training module produced and piloted



Deliver at least

• ne Service for

Communities (S4C) training to ETC coordinators and specialists



Case studies produced from at least three Services for Communities projects from among the partnership



Haiti Radio Rehabilitation Project lessons learned



Haiti Radio Rehabilitation Project lessons learned

Activity Status

First 3-day-training to be piloted in January 2018 in Dubai. Additional trainings planned towards 2018. New S4C advisor Phyza Jameel is on board now and has started working on activity.



In progress



Completed Not started



Haiti and Iraq case study have been finalised. Lessons learned for the Caribbean still to be done.

Highlights reported on progress in communications as aid



In progress



Completed Not started



Sources: Online Survey; n= 20; Activity Tracking Sheet; n= 8

65 Provide list

• f preparedness

activities to be implemented in high- risk countries



Revise Local ICT Working Group Terms

• f Reference



Roll out preparedness activities in high risk countries (7 per year)



Complete Haiti project and provide lessons learned



Activity Status

A final report was published.

Collaboration between responsible partners has begun. Action plan to be defined during next plenary session. Global ETC working on it: all former TOR will be aggregated into a single reference. The list was created by Global ETC and shared with partnership for feedback. It’s a live document which is now managed by the ETC preparedness officer.

Highlights reported on improved response readiness

Finalize the Crisis Connectivity Charter agreement with satellite companies that have signed the Charter



Define requirements to enhance energy in ETC operations



Activity Status



In progress



Completed Not started



Sources: Online Survey; n= 20; Activity Tracking Sheet; n= 8

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The charter has been signed, and individual donating agreement is ready with most providers. A pilot and SOP for operationalising the charter is pending.

A small working group was set- up in September. The discussion is to be continued during the

• ngoing Plenary Meeting.

Highlights reported on communications & energy

Management

• f ETC2020

strategy Execution of partners Governance structure

67 Besides monitoring the status of the ETC2020 roadmap activities, the

• nline survey also asked more general questions regarding the ETC

Highlights of evaluation of the cluster along 3 aspects

• Majority thinks that

ETC2020 is the right strategy

• Most believe that

activities set out in roadmap are feasible

• r very feasible
• Almost all agree on

relevance of activities in accomplishing priorities

“We have developed the ETC2020 strategy jointly and are still convinced that this is the right way to go.” “Well established ETC2020

• strategy. Long term results

will prove it.”

Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6

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Management

• f ETC2020

Partners shared positive feedback on Management …

• Need for more clearly

defined activities, targets & KPIs for ETC2020

• More leadership &

coordination of ETC2020 activities

• Insufficient

communication of progress on ETC2020 activities

Obstacles encountered with management of ETC2020

Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6

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Management

• f ETC2020

I feel sufficient implementation and milestone monitoring is taking place by the ETC Global Lead to ensure we are on track to meet deadlines

6% (1) Neither agree nor disagree Disagree Strongly disagree 6% (1) 31% (5) Agree 56% (9) Strongly agree 0% (0)

“There is need to work with deadlines”

“I think monitoring is done, however, what happens when deadlines are not met?”

However, partners also encountered obstacles

• Almost all partners

support ETC2020 roadmap & participate at ETC plenary

• Group of long-term,

very committed & engaged partners

• 50% plan to increase

their involvement with the ETC

Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6

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Execution of Partners

My organisation plans to increase its involvement with the ETC

19% (3)

Disagree

31% (5)

Strongly agree

50% (8)

Agree Neither agree nor disagree

0% (0)

Strongly Disagee

0% (0)

“Overall, the partnership is going very well with a lot of trust on both sides. In the future, we plan to intensify our engagement further.”

Positive feedback on execution of partners was shared

• Limited capacity by

partners to fully participate in ETC2020 (funding, staff, expertise)

• Insufficient partner

buy-in in ETC2020

• Lack of responsibility
• ver assigned

ETC2020 activities

Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6

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Execution of Partners

I am very satisfied with the overall contribution to the implementation of the ETC2020 strategy by other ETC partners

25% (4) Neither agree nor disagree Disagree Strongly disagree 6% (1) 50% (8) Agree 19% (3) Strongly agree 0% (0)

“The buy-in from ETC partners is poor” “Only very few partners taking initiative to support.”

Obstacles encountered with execution of partners

• There is general

satisfaction with

• verall management/

governance of the ETC

• The majority feels

their input is considered by ETC

• Leadership of WFP

seen as positive

Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6

72

Governance Structure “Since WFP took over the leadership of the ETC, things have become much better.” “ETC is our main partner and we are very satisfied with the collaboration.” “The speed of execution in times of emergency is great.”

Positive feedback on overall governance of the ETC…

• Need for more

effective partnership model overall

• Lack of resources of

ETC itself and need for clear funding model for ETC2020

• Insufficient delegation
• f authority to

engaged partners

Sources: Online Survey; n= 20 / Activity Tracking Sheet; n=8 / Deep-dive Interviews; n=6

73

Governance Structure

I feel the Global ETC is succeeding in attracting new partners

6% (1) Neither agree nor disagree Disagree Strongly disagree 6% (1) 56% (9) Agree 25% (4) Strongly agree 6% (1)

“I think as long as the partnership model is not clear, it is very difficult to attract new partners”

Partners shared some critical feedback on governance

1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward

74

4 The revised partnership model

Contents

Obstacles

Mana nage gement nt

• f ETC2

C2020 Executio ution n of partne ners rs Governa rnance structure ure

• Need for more clearly defined

activities, targets & KPIs for ETC2020

• More leadership & coordination
• f ETC2020 activities required
• Insufficient communication of

progress on ETC2020 activities

• Limited capacity by partners to

fully participate in ETC2020 (funding, staff, expertise)

• Insufficient member and partner

buy-in to ETC2020

• Low sense of responsibility over

assigned ETC2020 activities

• Need for more effective

partnership model overall

• Lack of resources of ETC itself

and need for clear funding model for ETC2020

• Insufficient delegation of

authority to engaged members

75 Recommendations

Ensure ure commi mitment nt to to clear ETC2020 activitie ivities & targets Create incentives ntives for partne ners rs to engage on ETC2020 Impr prov

• ve ETC partn

rtners rshi hip p mode del to support ETC2020

1 2 3

Increa rease commun unicatio ion n on ETC2020 progress and roadblocks Attract new partn rtners rs to support ETC2020 specifically Secure ure more

• re dedic

dicated d resou

• urc

rces to ETC2020

4 5 6

Set-up improvements Operational improvements

ETC2020 Strategy Recommendations

Improve ETC partnership model to support ETC2020

 Enable frequent working level interaction with most engaged partners on ETC2020 activities  Provide increased delegation of authority in support of ETC 2020 activities where effective  Allow for broad participation on ETC2020 via plenary meetings Improv prove e ET ETC pa partner tnershi ship p model del to support ETC2020

1

Ensure commitment to clear ETC2020 activities & targets

 Partners to reconfirm commitment to ETC2020 in view

• f mid-term

evaluation results and clarify activities, responsibilities & timelines  Partners & ETC to jointly set realistic targets and KPIs for each pillar & priority of ETC2020 so that progress can be tracked  ETC to get buy- in of leadership

• f partners to

scale-up commitment  Partners & ETC to focus on fewer key activities

Ensure ure commi mitment ment to to clear ETC2020 activiti ivities es & targe gets ts

2

Create incentives for partners to engage on ETC2020

 Access to joint- fundraising for ETC2020 activities  More visible recognition of partner accomplish- ments on ETC2020  Make $ value contribution to ETC2020 of each partner transparent  Access to extra training & funding

• etc. related to

ETC2020 pillars

Creat ate e incenti entives es for r pa partner ners to engage on ETC2020

3

Secure more dedicated resources to ETC2020

 Clarify expected resources to be contributed by partners for each ETC2020 roadmap activity (staff, equipment, funding etc.)  Where feasible, partners to make additional resources available for ETC2020 work to ensure enough support given to activities  Ensure each ETC2020 pillar has one ETC partner that is responsible to develop &

• verview

strategy, coordination and monitoring

• f activities

 Explore developing revenue generating formats with new/existing partners to finance ETC2020 activities

Se Secure ure more e de dedi dica cated ed resources sources to ETC2020

4

Increase communication on ETC2020 progress and roadblocks

 Communicate regular status updates and deadlines on each ETC2020 activity, e.g.

• Incorporate ETC2020

progress in biweekly ETC newsletter

• Embed ETC2020 updates in
• ther existing

communication mechanisms  Convene dedicated sessions with a small group of relevant stakeholders to discuss and address obstacles

• Identify mitigating actions,
• wners & timelines

Incre rease ase communic municat ation ion on ETC2020 progress and roadblocks

5

Attract new partners and revenue streams to support ETC2020 specifically

 Identify most relevant for each ETC2020 pillar to gain on board as ETC partners across the private, public and social sector and target them with appropriate engagement activities  Make ETC funding model and ETC2020 financing needs transparent so that new/potential partners know how best to support

Attra ract ct new pa partner ners to support ETC2020 specifically

6

82

• Group 1 to Group 5 are to discuss one of the below recommendations identified in the mid-term evaluation

and its key next steps

• Group 6 is to focus its discussion on any recommendations missing from the ones highlighted in the mid-term

evaluation

• Each group to spend 20 minutes to discuss their specific question and report back to plenary

*N.B. recommendation 1, the partnership model, will be discussed in the next session*

Ensure ure commitment nt to to clear ETC2020 activi ivitie ies & targets Create incentives ntives for partne ners rs to engage on ETC2020 Identif ntify any additio ditiona nal recomm

• mmend

ndatio ions ns Increa rease communi municatio ion n on ETC2020 progress and roadblocks Attract new partn rtners rs to support ETC2020 specifically Secure ure more

• re dedic

dicated d resou

• urc

rces to ETC2020

Group 1 Group 2 Group 5 Group 6 Group 3 Group 4

Break-Out Groups on Recommendations

STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : Identify person to report back for your group to the plenary.

Partners to reconfirm commitment to ETC2020 in view of mid-term evaluation results and clarify activities, responsibilities & timelines Partners & ETC to jointly set realistic targets and KPIs for each pillar & priority

• f ETC2020 so that

progress can be tracked ETC to get buy-in of leadership of partners to scale-up commitment Partners & ETC to focus on fewer key activities

Additional Key next steps Additional key next steps

Ensure commitment to clear ETC2020 activities & targets

1 Please place your stickers in space above.

STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : identify person to report back for your group to the plenary.

Access to joint- fundraising for ETC2020 activities More visible recognition of partner accomplishments on ETC2020 via press releases, website, social media, etc. Make $ value contribution to ETC2020 of each partner transparent Access to extra training & funding

• etc. related to

ETC2020 pillars

Additional Key next steps Additional key next steps

Create incentives for partners to engage on ETC2020 2

Please place your stickers in space above.

STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : identify person to report back for your group to the plenary.

Clarify expected resources to be contributed by partners for each ETC2020 roadmap activity (staff, equipment, funding etc.) Where feasible, partners to make additional resources available for ETC2020 work to ensure enough support given to activities Ensure each ETC2020 pillar has 1 ETC partner responsible to develop &

• verview strategy,

coordination and monitoring of activities Explore developing revenue generating formats with new/existing partners to finance ETC2020 activities

Additional Key next steps Additional key next steps

Secure more dedicated resources to ETC2020

3 Please place your stickers in space above.

STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : identify person to report back for your group to the plenary.

Communicate regular status updates and deadlines on each ETC2020 activity Convene dedicated sessions with a small group of relevant stakeholders to discuss and address

• bstacles

Additional step (please fill in) Additional step (please fill in) Additional Key next steps Additional key next steps

Increase communication on ETC2020 progress & roadblocks

4 Please place your stickers in space above.

STEP 1: 15 MINUTE DISCUSSION OF RECOMMENDATION TO IDENTIFY ANY ADDITIONAL STEPS In your group, please discuss the relevance of key steps identified in the mid-term evaluation for the recommendation. Please add any additional steps in the table below. STEP 2: 5 MINUTE PRIORITISATION VIA VOTING STICKERS OF NEXT STEPS Each person can allocate 2 stickers to prioritise next steps. STEP 3: REPORT BACK : identify person to report back for your group to the plenary.

Identify most relevant partners for each ETC2020 pillar and target them with appropriate engagement activities Make ETC funding model and ETC2020 financing needs transparent so that new/potential partners know how best to support

Additional step (please fill in) Additional step (please fill in) Additional Key next steps Additional key next steps

Attract new partners to support ETC2020 specifically

5 Please place your stickers in space above.

STEP 1: 20 MINUTE DISCUSSION OF ALL RECOMMENDATIONS TO IDENTIFY ANY MISSING ONES: Please list all recommendations that are currently missing and that need to be addressed to overcome obstacles. STEP 2: REPORT BACK: identify person to report back for your group to the plenary.

Identify any additional recommendations missing

6

1 Background and evaluation methodology 2 Mid-term evaluation results 3 Recommendations for ETC2020 going forward

89

4 The revised partnership model

Contents

 Present the future ETC partnership model previously circulated

90

 Endorse the future ETC partnership model  Moving to implementation

Objectives of the session on future partnership model

ETC partners expressed their desire to re-model and re-define the way that the ETC engages with its partners and its broader network.

• Events such “ETC Connect day” in spring 2016 supported revised partnership

engagement

• In fall 2016, decision was made to put all gathered discussion & feedback together
• Internal proposal was finalised in September 2017
• Final proposal sent out to partners in early October 2017

91

Background to new partnership model

92

24 Partners

• Open to all Inter-Agency Standing

Committee (IASC) members

• Non-IASC may apply for partnership

Standing Invitees & Observers

• Collaborate with ETC through cash, in-kind donations and stand-by

capacity

• Invited to attend plenary meetings
• Recognised on ETC website
• No official decision-making rights

The traditional membership model

93

Partnership

Encompassing members, standing invitees &

• bservers

Supp pport

• rt

Comm mmit Partici ticipat pate

All partnerships are based on humanitarian principles and will not involve any commercial gains. Partners are expected to support the ETC, commit to engagements and participate actively.

Strengthening the ETC’s emergency preparedness and response activities 1 Recognizing each partners’ contribution in an appropriate and reflective manner 3 2 Supporting the implementation of the ETC2020 strategy

The new partnership model allows for more inclusiveness

Partnership

Encompassing members, standing invitees & observers

94 Engagement platforms

• Annual ETC plenary on

progress of ETC2020, to introduce new partners & strategic discussion

• Partners may invite guests

to plenary meeting

• Additional meetings held

during year scheduled to act on agreed commitment

New Partners

• ETC will seek new

partners to meet specific requirements, to fill gap in fulfilling cluster‘s mandate

• Private sector

engagement will be encouraged by the ETC and will be strictly non- commercial

Governance

• ETC will continue to be

led and chaired by WFP

• Partners able to

contribute to strategic discussions & decisions

• Strategic or technical

working groups may be proposed

Key features of the new partnership model

95

Global ETC will engage with all existing partners to re-confirm commitment and role. Common objectives, targets and indicators will be set.

ETC network will seek new partners to cover the gaps to fulfil its mandate and strategy. Global ETC & cluster partners, will list and publish the ETC areas of need for which partners are required Annual revisions of engagement & contribution. Partners & Global ETC, will be held accountable to successfully deliver activities.

5 key implementation steps

96

Endorsement of new partnership model

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Wrap up Day 1

17:30 – 17:40 Enrica Porcari, Chief Information Officer & Chair of the ETC, WFP

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Opening Day 2

09:00 – 09:15

Enrica Porcari, Chief Information Officer & Chair of the ETC, WFP

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ETC Capacity Building, Preparedness & Resilience

09:15 – 10:45

Salma Farouque, Global ETC

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• TOR for ETC preparedness & resilience steering group
• WG SLOT 1: handout on training objectives
• WG SLOT 2: a) handout on SDG and Sendai Framework

resilience targets (UNISDR). b) Revised activities list.

Handouts

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ETC COORDINATION TRAINING

Source: www.nap.edu/read/11793/chapter/5

Training our people

Why: refresher, acquire new skills, learn from colleagues, standardise competencies.

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Four training modules currently defined:

• Module 1: Background to emergency response
• Module 2: Introduction to the ETC coordinator role
• Module 3: Act as an ETC coordinator
• Module 4: General requirements of an ETC coordinator

*See training objectives handout for details.

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ACTIVITY 1 - TRAINING (end by 10am)

• 1. Brainstorm in groups on the training needs that you would expect to see covered in an ETC coordination

training course. Write them on your flip chart. (Consider the preparedness, response, recovery phases.) [15 minutes]

• 2. Place stickers next to the training objectives you believe are important. Green – 1st priority, Red – 2nd

priority, Yellow – 3rd priority. [5 minutes]

• 3. Referring to the training objectives hand-out, are the training needs you identified included? Make a

recommendation for new training objective(s) and/or removal of unnecessary training objective(s). Write your recommendations on the flip-chart. [10 minutes]

• 4. Group leads to summarise their group’s key findings in plenary. [15 mins]

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RESILIENCE

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Resilience is measured by our ability to withstand, handle and recover from the disruptive challenges that confront us – the ability to bend, and not break.

Resilience

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DRR frameworks.. globally

• Sendai Framework for DRR (2015-2030): 7 targets
• Sustainable Development Goals (2015-2030): 17 goals

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SDGs

• Disaster risk

reduction (DRR) features heavily as a cross-cutting issue in the SDGs.

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Regional and national priorities.. local

• Many regional and country-level dialogues on DRR.
• Countries recently stated their priorities at the Global Platform

for DRR in Mexico, May 2017.

• Read country statements here:

www.unisdr.org/conferences/2017/globalplatform/en/programme/statements

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ACTIVITY 2 - RESILIENCE (end by 10:45am)

• 1. Discuss the following questions in your groups (write on the flipcharts):
• Write 3 words/short statements that define the meaning of resilience for your group. [5 minutes]
• As a cluster focused on emergency telecommunications of whom and what are we trying to build

resilience? [5 minutes]

• Brainstorm resilience activities that could be implemented by the ETC. See list of activities handout.
• 2. Place stickers next to the resilience activities you believe are important. Green – 1st priority, Red – 2nd

priority, Yellow – 3rd priority. [5 minutes]

• 3. Referring to the handout, link the resilience activities to the SDG (specific DRR targets) and Sendai

Framework (7 targets). [10 minutes]

• 4. Group leads to summarise their group’s key findings in plenary. [15 mins]

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Facilitation, advocacy, local institutional strengthening efforts, and the principles of partnership are important tools in the context of resilience thinking. (Source: Mercy Corps)

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ETC Services for Communities

11:00 – 12:30

Phyza Jameel, Global ETC

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Electricity in ETC operations

13:15 – 14:45

ACF

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ETC2020 roadmap: STRATEGIC PRIORITY 4

Enhanced Communications & Energy

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Introduction on Electricity problematics in last ETC plenary meeting in San Jose

Working group put in place:

Where we stand

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Electricity in ETC operations

• Define 4 axes of work:
• Standard/preparedness (means of production, protection equipment, E-waste…)
• Networking/partnership (information sharing, coordination, partner involvement)
• Training (Field staff, local capacities, capacity building)
• Positioning
• Update the ICT country profile template with Electricity data and information.
• Put in place a platform of information and document sharing.

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ETC positioning on Electricity

POA ELEC CLUSTER Topic · Clarify the position and priority of ETC cluster on electricity topics ETC positioning · Define the level of priority of this topic. Define the level of advocacy necessary to bring consensus on how to address power, (i.e. reduce the fact that electricity is often forgotten, or often cut from budgets !). ETC positioning

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Prerequisite

• Don’t forget:
• SDGs
• Vision of your organization
• Budget availabilities

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ETC positioning on Electricity

• Positioning 1:
• Electricity power supply and installation
• Positioning 2:
• Electricity quality and safety
• Positioning 3:
• Environment and E-waste management

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Electricity providing

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Electricity providing

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Electricity providing

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Electricity providing

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Electricity providing

Electricity supply is currently well managed, don’t need to make action on it Electricity supply is not currently well managed but need to be reinforced by

• ther stakeholders (logistics cluster, governments, …)

Electricity is well managed but for reasons of reactivity or other reasons, ETC members want to be independent from other stakeholders, want to be autonomous on their own deployments Electricity supply is not well managed because need to be reinforced by equipment supply Electricity supply need to be reinforced by skills, because electrical equipment are supplied but skills to install them are missing Electricity is an empty space on which it is necessary for the ETC to be a major actor for equipment providing and skills training

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Electricity quality / user safety

Does it insure the service in terms of quality :

• Power availability
• Electrical quality (power shedding, microcuts, power peaks, distortion)

Is the electricity provided safe enough for users

• Equipment sizing (cables, …)
• Electrical protection (consumer units, MCB, ELCB, grounding circuits,

…)

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Electrical quality / user safety

Electrical solutions deployed match with local standard in terms of quality and safety, don’t need to make actions Electrical solutions deployed do not match with local standard in terms of quality and safety, but actions to do are due to other stakeholders Electrical solutions deployed match with local standard in terms of quality and safety, and ETC can make action on safety prevention Electrical solutions deployed do not match with local standard in terms of quality and safety, and ETC position is to provide electrical equipment to avoid power shedding and can make action on safety prevention Electrical solution match with local electrical standard that is not safe enough, then we design a minimum standard that is more safe than local once Electrical solutions deployed don’t match with minimum standard and ETC want to be a major actor of electrical safety, to ensure that IT equipment are not crashed by power shedding and users/workers are using equipment in safety conditions.

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Environment / E-waste

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Environment / E-waste

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Environment care / E-waste

E-waste is a different problem, not related to ETC activities or positions. ETC and its members engage to use local recycling capacities, and be active in assessment and employment of local stakeholders ETC wants to have an activity of prevention such as the EPR principe (Extended Producers Responsability) in all project implemented of supported by the ETC members ETC wants to have soft prevention activities, such as awareness on pollution sources, waste management and incentive activities E-waste is not managed and ETC want to be a major actor on that topic, acting the EPR principe, helping to help and create local recycling companies and build capacities, …

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Conclusion

POA ELEC CLUSTER Topic Clarify the position and priority of ETC cluster on electricity topics ETC positioning Define the level of priority of this topic. Define the level of advocacy necessary to bring consensus on how to address power, (i.e. reduce the fact that electricity is often forgotten, or often cut). ETC positioning

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Conclusion

POA ELEC CLUSTER Topic Improve means of production & waste treatment Standard Design Preconfigured power systems in advance of a disaster that are flexible to power the range of communications deployment needs and ready to deploy. Standard / prepardness Ensure proper protection equipment are included in electricity kits and include Spare parts Standard Update ETC country profile template to include information on the availability of primary and potential back-up Electricity sources in countries vulnerable to disasters Standard / prepardness Investigate local capacities about waste Standard / prepardness

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Conclusion

POA ELEC CLUSTER Topic Find opportunities to coordinate (or share information?) on reliable power solutions with other Clusters and humanitarian

• rganizations ensuring we don’t interfere with other clusters (Log

cluster) and go beyond our scope concerning this subject Networking / coordination/partnership Improve coordination between organisations in the field to identify and coordinate to share power solutions across an emergency (equipment, resources and personnel) Networking / coordination/partnership Find and engage power-focused interlocutors (ESF,…) and partners to work with the ETC to consider the problems, needs in the field and opportunities to coordinate power in support of ETC 2020 goals. Networking / coordination/partnership Bring electricity experts of ETC organisations together to work with the above electricity experts. Including (FITTEST, Nethope, WFP engineering team, HCR innovation …) Networking / coordination/partnership

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Conclusion

POA ELEC CLUSTER Topic Organize training about associated e-waste from production devices training Organise trainings/Build capacities on protection equipment training

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Wrap up & Closure of ETC Plenary Meeting

14:45 – 15:15

Enrica Porcari, Chief Information Officer & Chair of the ETC, WFP