What is the purpose and focus of this assessment process?

The Preparedness and Response Capacity Strengthening (PER) process is an approach which enables National Societies to strengthen their local preparedness capacities to ensure the provision of effective and timely humanitarian assistance in accordance with their auxiliary role and mandate.

This process takes into account all risks (natural, biological, technological, etc.) and can be adapted for use in different contexts. It helps the National Society to systematically measure, analyse, prioritise and plan for response preparedness. The National Society can use this approach to:

1) identify and plan essential preparedness and capacity-building activities to support its response;

2) ensure that its response meets a set of global standards for preparedness and response;

3) coordinate its activities with Movement partners and governmental and non-governmental organisations, among others. This approach allows the National Society to strengthen its ability to identify and prioritise strategic activities to improve its capacity to deliver quality humanitarian services

How is this process structured?

The PER approach is a continuous and flexible process which provides the National Society with a means of assessing, measuring and analysing the strengths and weaknesses of its preparedness and response mechanism and then taking the necessary steps to improve it.

It is not an independent technical assessment, but rather a process that must be integrated into all of the National Society’s systems and activities. In addition to the multi-risk baseline indicators, specific criteria for epidemic preparedness have been defined to guide the assessment of the National Society’s capacity to respond to epidemics.

Using the PER process in disaster management and across different sectors can help to understand the interdependent technical support needed to deliver services in an emergency response and recovery programme. Using this tool to highlight priority areas for improvement does not necessarily involve a long and cumbersome process. There are different methods for identifying needs and analysing their root causes in order to respond to them. What varies is the level of detail, scope and desired outcomes of the National Society. If the National Society decides to assess its response capacity, four different methods can be used: self-assessment, simulation, operational assessment and post-operational assessment. The assessment carried out will also depend on the context at the time (e.g. ongoing crisis, imminent disaster, etc.), as well as the resources and time available.

When is this process recommended?

National Societies’ Preparedness for Effective Response is a flexible and scalable process that can be carried out before, during or after an emergency, as well as in peacetime, in line with the strategic objective of National Societies to improve their disaster management and response capacities. This process aims to measure evidence of change and strengthen National Societies' response capacities over time, focusing on priority areas. Information on National Societies conducting a PER process is available in the following dashboards: global summary and global performance. There is also a dashboard of lessons learned from DREF-funded operations and a catalogue of resources that National Societies can use to improve their response preparedness.

Where can I find more information?

Further information is available on the International Federation's website and on the GO platform page dedicated to preparedness.

What is the purpose and focus of this assessment process?

The assessment activities outlined in the Framework for Safer Access are carried out using a benchmarking and monitoring tool.

The objective is to help the National Society assess its current situation with regard to safe access and determine the pillars it wishes to achieve over the next two years based on its priorities.

This process enables the National Society to better understand what it needs to do to increase and/or maintain its acceptance, safety and access to people in need by identifying its operational context, taking stock of lessons learned and assessing its strengths and challenges in implementing the elements of the Framework and the Fundamental Principles.

The focus is on the different areas that contribute to strengthening each element of the Framework and their order of priority.

How is this process structured?

The process begins with a three-day workshop bringing together 15 to 20 representatives from all levels of the National Society. This workshop is based on three different methodologies (context analysis, lessons learned and comparative analysis).

The results of such workshops contribute to the designing of an action plan which the National Society will implement in the next 2 years.

There are several areas for action covering the eight elements of the Framework, and each area has five indicators that reflect the progressive level of competence in that area. All the conditions set out for each indicator must be met before the National Society can move on to the next indicator. This process is carried out in groups and is based on the results of the different reference levels.

When is this process recommended?

The use of the Framework for safer access is recommended when the National Society has concerns or faces challenges/incidents related to access, acceptance and security, or when the country is facing a difficult and unsafe situation, such as armed conflict, internal unrest or tensions that are likely to require humanitarian action by the National Society.

The use of the Framework should ideally be part of the National Society’s emergency preparedness measures, bearing in mind that it may take more than a year to put in place certain systems and procedures to strengthen acceptance, security and access. The different stages of the process can be combined as needed (e.g. lessons learned and prioritisation of specific elements of the Framework).

This assessment can be used in synergy with other processes (such as OCAC, BOCA and PER) to avoid duplication of information and ensure follow-up on progress made, and the long-term results should be integrated into other National Society development processes.

Where can I find more information?

For more information, please contact the Delegations Cooperation teams of the ICRC in your country, or consult the website Safer access where you will find guidance documents and examples of National Societies working to implement the Framework.

What are the purpose and focus of this assessment process?

The main purpose of the Organisational Assessment Toolkit for Protection, Gender and Inclusion (PGI OAT) is to help the IFRC network systematically integrate PGI into all its activities. This process aims to:

• Identify and mitigate risks, and monitor and evaluate the organisation's policies, practices and effectiveness in order to better support the people and communities served.

• Demonstrate awareness of PGI principles in collective institutional and operational behaviours, to ensure that no one is left behind, excluded or feels unsafe.

• Guide necessary changes to ensure that field actions, coordination and diplomatic efforts are safe, inclusive and accountable to the people with whom the organisation works and whom it serves.

• Better understand current PGI capacity and potential institutional barriers to the reach, relevance, effectiveness, integrity and resilience of humanitarian and development efforts.

• Guide the development of a work plan to make institutions, programmes and services safer and more inclusive, and facilitate coordinated support and joint efforts within the IFRC network.

• Address issues of violence, discrimination and exclusion in institutional capacities, programmes and operations, and advocacy, learning and partnership efforts.

• Prevent, mitigate and respond to risks and occurrences of identity-based violence, exploitation and abuse.

How is this process structured?

The assessment process is structured in seven main parts grouped around three main themes: institutional capacity, its composition and commitment, the integration of ICP into programmes, operations and services, and advocacy, diplomacy, partnerships and learning:

• Part 1: PGI Landscape Review: A self-assessment aimed at obtaining an overview of the organisation's strengths and weaknesses in terms of PGI and establishing a baseline.

Duration: 1 to 4 weeks.

• Parts 2 to 5: PGI Organisational Assessment: The comprehensive and in-depth assessment phase. It includes interviews with key informants and group discussions with a wide range of stakeholders.

Duration: 3 to 6 months.

• Part 6: PGI Plan of Action: Based on the recommendations of the assessment, a detailed action plan is developed to improve PGI integration.

Duration: 1 month.

• Part 7: Implementing PGI: The organisation implements the priority activities in its action plan and shares its experiences.

Duration: 1 year or more.

Document review, interviews and surveys, focus group discussions and participatory workshops are the preferred means of collecting data for this assessment.

When is this process recommended?

The process is recommended when the organisation wishes to strengthen its organisational development to ensure better preparedness through secure and inclusive organisations, and to systematically integrate PGI into all its activities. To do this, the NS must be committed to an open, meaningful and dedicated process in order to be available to devote time, resources and information to the various stakeholders. Similarly, the assessment team can be trained in basic ERP skills to carry out this assessment.

Where can I find more information?

For more information, please visit the IFRC dedicated website, which contains framework documents on PGI as well as the toolkit (only available in French) and key resources on PGI.