Sectorial Assessment 

What is the purpose and focus of this assessment process?

The logistics capacity development methodology helps the National Society to reflect on the logistics and supply chain capacities it needs to be effective in both its emergency operations and its daily activities/services.

How is this process structured?

There are four main phases in which the National Society can benefit from external support to develop its logistics capacity: 1) internal promotion, which involves understanding the importance of adequate logistics capacity and how it can influence the effectiveness of programmes/services provided to people in need; 2) orientation, which involves understanding the needs and determining whether the logistics capacity development process is the right tool for the desired objective; 3) analysis and design, which involves developing a logistics capacity development plan based on an analysis of the National Society’s needs and the various possible solutions; and 4) implementation of the plan, during which technical support may be received.

When is this process recommended?

Ideally, this process should be used in parallel with other National Society capacity development processes, as part of long-term institutional development, for example following the OCAC or PER process if the results of the latter recommend a more detailed analysis of technical needs in the field of logistics. However, National Societies sometimes recognise and prioritise the need to strengthen logistics capacity in response to lessons learned from an emergency operation. The logistics capacity development process can also be applied to different sub-areas of logistics, such as fleet management.

Where can I find more information?

Key documents are available on the GO platform and on Fednet; you can also contact Juan Galvez (juan.galvez@ifrc.org / +41 22 730 49 24).

What is the purpose and focus of this evaluation process?

This tool is designed to help the National Society assess its planning, monitoring, evaluation and reporting (PMER) capacities, with a view to guiding the planning of measures to strengthen these capacities and thereby improve the delivery of services to people in need.

How is this process structured?

This tool comprises 115 assessment criteria grouped into seven areas of competence (strategic planning, annual planning and project/programme planning (design); monitoring; reporting; stakeholder monitoring and communication; data management; evaluation; and enabling environment).

Each area begins with a definition of the capacity being assessed and then indicates the related guidance documents, before presenting the specific assessment criteria in the form of an assessment table. As this tool is governed by the national society, it is important that the latter is fully involved in the assessment process from start to finish in order to strengthen its understanding, ownership and use of the assessment results.

When is this process recommended?

This tool provides a comprehensive inventory of criteria related to planning, monitoring, evaluation and reporting, and can be used to complement and support the OCAC process. As it is not a formal component of the OCAC process, it does not rate or certify the planning, monitoring, evaluation and reporting capacities of the National Society. It is a tool designed to help the National Society assess its individual planning, monitoring, evaluation and reporting capacities, independently of its other capacities. It can be used prior to the OCAC process to guide the assessment of planning, monitoring, evaluation and reporting capacities, or after the OCAC process to further examine the priorities identified in planning, monitoring, evaluation and reporting.

Where can I find more information?

The PMER capacity assessment tool is available here (with an IFRC account).

Additional guidance and other relevant tools are available here (with an IFRC account). 

What is the purpose and focus of this assessment process?

The digital transformation assessment provides an overview of the National Society's data and digital capabilities, from level 1 (beginner) to level 5 (future-ready) of digital maturity.

It helps the national society to define its own digital transformation process, taking into account the following three aspects: people, processes and technologies.

How is this process structured?

The digital transformation assessment consists of two parts:

• A quick scan (QuickScan) of digital maturity, which consists of a ten-minute survey and a managed workshop lasting around one and a half hours. Three to four data and digital managers within the national society participate. This results in a report that indicates where the national society currently stands in terms of data and digitalisation and highlights gaps and opportunities for digital transformation within the organisation.

• A more in-depth assessment of digital transformation, which involves consulting a larger group of stakeholders from the national society (around 15 people) on data and digitalisation through a series of interviews and workshops, totalling around 30 hours spread over six to twelve weeks. This assessment not only identifies existing capabilities but also defines ambitions for the future. The outcome is a robust digital transformation roadmap or strategy that includes a governance structure and is aligned with the National Society's operational strategy.

When is this process recommended?

The QuickScan digital maturity assessment tool is recommended for National Societies that want to gain a quick overview of their data and digital capabilities. It can serve as a guide to initiate and guide discussions on this topic within the organisation and with donors and external partners. It does not require internal facilitation, only the participation of stakeholders. The digital transformation assessment tool involves a wider group of stakeholders and is therefore more suitable for National Societies that aim to develop a digital transformation strategy and want to ensure that the entire organisation is committed to the process. The digital transformation assessment is facilitated by the National Society itself, preferably with the help of an external facilitator. This requires prior training and resources.

The digital transformation assessment tool is intrinsically linked to existing assessment tools, such as the OCAC, BOCA and PER processes and the Data Readiness Framework (developed by the American Red Cross). It also builds on the Information and Communication Technology Review, which it will replace over time. It is recommended that this assessment be used as a tool to (start) formulate a digital transformation strategy. If the assessment indicates that data is an area for investment, then the National Society can use the Data Readiness Framework to better understand and deepen the use of data in humanitarian programmes.

Where can I find more information?

The IFRC, through its Digital Transformation programme, and the Dutch Red Cross's global reference center, data and digital unit 510, have further information on the subject of digital transformation.

What is the purpose and focus of this evaluation process?

The Working with Project Partners initiative is a process aimed at establishing, on a risk basis, the terms and conditions for financial collaboration with project partners (mainly National Societies). These arrangements will give rise to a system of fund transfers, which will replace the existing cash advance and fund transfer systems. This system of fund transfers will be accompanied by risk mitigation measures specific to the National Society. The financial collaboration arrangements will:

• clarify how the International Federation accounts for expenditure incurred by the National Society;

• fill existing gaps in the National Society's capacity and controls in project implementation;

• strengthen the collective accountability of the International Federation and the National Society to donors/stakeholders.

How is this process structured?

This process consists of four steps. The first stage consists of a capacity review, in which the National Society provides factual information on existing capacities and controls related to key functions.

The second stage takes the form of a risk assessment, which is an inference based on the review of capacities and other related information in order to obtain a certain level of assurance regarding the functions. The risk assessment is accompanied by risk mitigation measures to ensure accountability for project implementation.

The third step is the signing of the framework financing agreement and the project financing agreement, which reflect the terms and conditions of the collaboration. Improved budget, monitoring and reporting templates are provided to support projects implemented under the Working with project partners initiative.

The fourth and final stage comprises project implementation, monitoring and evaluation, audit and reporting, which complete the initiative cycle and guide the next evaluation process.

When is this process recommended?

The Working with Project Partners initiative is a process that all National Societies working with the International Federation will undertake as part of the transition from cash advance and cash transfer systems to risk-based fund transfer systems. The regions are coordinating the transition and supporting National Societies in this process.

Where can I find more information?

For more information, please contact the Finance and Administration Officer at the International Federation Regional Office. In Geneva, please contact David Silvaraja at david.silvaraja@ifrc.org . Key information and documents are available on FedNet.

What are the objectives and focus of this evaluation process?

Preparation for cash transfer and voucher programmes is an ongoing development initiative of National Societies that aims to improve preparedness by integrating cash transfer and voucher programmes into the organisation's tools, systems, procedures and staff capacities, and by strengthening active leadership support for cash transfer and voucher programmes and related coordination and communication. A National Society is prepared for cash transfer and voucher programmes when it is able and likely to provide appropriate assistance in the form of scalable, timely and transparent programmes.

How is this process structured?

Preparation for cash transfer and voucher programmes follows the standard programme life cycle and is structured around five parallel areas, namely:

• leadership commitment;

• processes, systems and tools;

• human and financial capacity and resources;

• community participation and accountability, coordination and partnerships;

• testing, learning and improvement.

When is this process recommended?

Like other preparedness initiatives, preparation for cash transfer programmes is a process that should preferably be carried out in peacetime. It will require commitment from the National Society’s leadership, time and investment of appropriate financial and technical resources to achieve long-term objectives. However, some preparatory activities can be carried out during emergency operations. These activities are likely to lay the foundations for a long-term preparedness process within the National Society.

Preparation for cash transfer and voucher programmes is a comprehensive approach with detailed guidelines and tools. This capacity-building initiative for National Societies should ideally be part of the Preparedness for Effective Response or Integrated Preparedness process, although it can also be carried out independently.

Where can I find more information?

To access key documents and tools, please consult the toolkit on cash transfer programmes in emergencies available on the cash transfer programmes platform, or contact Bilal Hussain Shah (bilal.shah@ifrc.org / +41 75 419 85 70).

What is the purpose and focus of this assessment process?

Any National Society wishing to assess its capacity to restore family links can use the following two tools:

• The monitoring and evaluation framework, a self-assessment tool that enables National Societies to assess their capacity and services in the field of restoring family links; The results of this assessment will then guide planning and decision-making.

• The capacity assessment tool, which enables National Societies to analyse and plan the strengthening of their family links capacities.

This tool complements the monitoring and evaluation framework.

How is this process structured?

Monitoring and evaluation framework:

The monitoring and evaluation framework is part of an annual survey in which all National Societies are asked to self-assess their situation in six areas (membership, structure, skills, relationships, resources and tools) using two checklists to assess their level of preparedness for emergencies and their compliance with key data protection requirements, as well as checklists covering other dimensions of the Family Ties Strategy.

This process is managed by the family links officer, who consults with relevant departments (data protection, disaster management, communication, National Society development/organisational development, management) and shares data with the ICRC's Central Tracing Agency.

The National Society has access to its data and can use it to plan, monitor and evaluate capacity building and to draw lessons.

Capacity assessment tool:

The assessment of family links capacities can be carried out at any time by the National Society, alone or in collaboration with its partners. It is advisable to carry out this assessment in conjunction with a needs assessment in the specific context, focusing on the same dimensions (membership, structure and organisation, skills, relationships, resources and working tools).

The main difference between these two tools is that with the capacity assessment tool, the National Society owns the data and does not automatically share it with the Central Tracing Agency as provided for in the monitoring and evaluation framework.

When is this process recommended?

Monitoring and evaluation framework:

A survey is launched at the beginning of each year and collects data from the previous year. The baseline data is used to set targets that are compared from one year to the next to see what changes have occurred. The findings and overall pillars can be used to develop the National Society’s action plan for restoring family links, and then to monitor progress in implementing the plan, make adjustments and seek support from other components of the Movement to strengthen family links restoration capacities.

Capacity assessment tool:

This tool is particularly useful as a first step (baseline and needs assessment) in the family links capacity-building cycle.

Where can I find more information?

Key information and documents are available on the Family Links Extranet (accessible to all Movement components upon request for access/password). For further information, please contact familylink@icrc.org .