Learn
Draw on available data as well as the judgement, skills and experience of key stakeholders to decide what is appropriate for the context. There is no ideal framework for this – do what is most relevant. You could undertake the action planning through brainstorming and drafting workshops, supplemented by further research and validation. (48)
It is essential that multiple actors feel ownership over this process, including your intended clients and frontline staff, for it to be effective. Depending on what is relevant for your context, you might include clients or client representatives, frontline staff, leadership, technical experts, monitoring and evaluation experts, safety and security focal points, emergency coordinators, finance specialists, government representatives, local media, community or representative organizations, etc.
| RESOURCE – See Tool 1.2 of the IRC Empower to Enable (E2E) Toolkit for guidance on the engagement of frontline staff in proposal design. (49) Where possible, you will want to also understand the envelope of funds you might have available to you or the donors you might be submitting proposals to in order to support your decision-making process. |
In the early days of an emergency, you might quickly run through these steps to identify how you can communicate now with the affected population leveraging existing resources, returning to these steps when you have more data and time to develop a more nuanced strategy. Do what you can with the time and resources available to you.
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Participation – Adapted from the IFRC CEA Guide (50) Discuss response plans with a mix of community representatives including leaders, heads of groups and associations, staff and volunteers, and local authorities. Check activities will meet the needs and priorities of the community and ask about the best ways to deliver them. If feasible, discuss what should happen at the end of the operation and how the community and/or other stakeholders could take over activities. Discuss with key community representatives how your organization should work with them during the operation, including how, when and what information should be shared, how feedback should be managed, and the best approaches for community participation. Coordinate internally and externally to avoid causing frustration in communities Internal planning meetings help to make sure sector plans are complementary and won’t lead to duplication. Plans should also be discussed with government and other responders to avoid duplication and identify opportunities for collaboration and sustainability. This also reduces the risk of making promises to communities to provide support that goes against government policies. |
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What is in the tool?
This template can be adapted to facilitate design conversations with key stakeholders, using data from Module 2.2 to inform decision making.
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