Source: Internews
Following the rapid descent into civil war in South Sudan in December 2013, we were yet again reminded how the operating environments where we work can shift. Staff in the field and at headquarters had to work swiftly to dust off plans, relocate staff and gather information in the midst of chaos. Today, 18 months after the national crisis, NGOs have returned to near normal operations. However, South Sudan seems to be on the brink of unraveling yet again. We are seeing declining state revenues, a volatile currency and unrest over supply shortages. As continued fighting spreads beyond Jonglei, the Upper Nile and Unity, and the factions and reach of rebel groups grow, the NGO community is preparing for decisions that will need to be made smartly, quickly and with precision.
Since the 2013 evacuation, organizations have developed new informal communications relationships and strengthened mutual support networks. The community has come together many times since to discuss lessons learned and what can be done better ‘next time.’ What has been overwhelmingly clear is the importance of communication in such situations – and how difficult that can be. In a recent webinar hosted by International SOS, a variety of preparatory measures were discussed to help make a response seamless and ensure that clear communication and decision processes between HQ and the field are defined in advance should the situation in South Sudan deteriorate. Click here for the presentation, recording and poll results.
Firstly, the collection of critical staff information and documents is important and can be done in advance. When fighting escalated in December 2013, we saw that communications infrastructure (i.e. mobile connectivity, internet, electricity, etc.) were among the first things to fail. This makes it far more difficult for field teams to get the information they need to support relocation. Knowing information such as staff passport details, nationalities and visa capabilities is especially important when determining where people can be evacuated to. This dialogue should be opened up now in order to free up staff in the field from having to pull it together when faced with major time constraints and communication failure.
A second factor to consider when discussing staff relocation is the capability for teams to work remotely. As all organizations have different operating requirements, it’s important to identify in advance a location or locations from where staff would be able to work effectively in the case of evacuation. Technical questions should also be considered in advance: and contingency plans made for server accessibility, computer access, wireless network capabilities, access to key financial systems etc. to be set up either in advance or rapidly at the onset of a crisis. As discussed in the webinar, it is often difficult to make these decisions once emergency plans are in motion; and should communications go down it will be very difficult to get this support. Ideally, identify in advance which staff can work remotely, from where, and what resources they will need, so that in case of an emergency, you can focus on managing the situation and putting plans into motion.
Thirdly, a quick win for organizations will be to determine in advance the protocols for securing housing and office space should it need to be vacated. Within the NGO community we have vast networks – national staff contacts, other NGOs, government connections – all people who can help in an emergency. Ensuring that property is secured and assigning a reliable and trustworthy point person in-country to house those keys will not only ensure the property is secured in a timely way, but also enables periodic check-ins by the local point person, carrying out of any necessary maintenance (checking generators, filling water tanks, etc) and reporting back to evacuated staff or organizational headquarters. Having a point person puts us at greater ease when we cannot be there in person.
Having a financial continuity plan is the fourth area where we are able to plan ahead. Just as communications infrastructure become interrupted in these incidents, there is a strong possibility of bank closure and limitations to access to cash from ATMs or even local money dealers. This confronts us with the problem of how to deal with outstanding invoices, bills and payroll at a time of urgency. Addressing your cash handling plan and determining how much cash should be kept on hand (in secure safes) can help make for faster relocation. Additionally, having the conversation between HQ and the field early on about the potential cost estimate for an evacuation is beneficial. Identifying how costs will be covered and captured early on in your planning will save time as operations enter the recovery phase.
Finally, no matter how much we plan and train, no event ever plays out just as expected. To counter this, it is imperative that organizations are able to acknowledge their trigger points. All organizations have specific scopes of work and various tolerance levels for risk. While some organizations will be unable to operate and may relocate staff out in the early stages, others may be able to continue, or need to continue operating as the crisis becomes more advanced. It’s extremely useful to have a clear understanding and consensus between HQ and field as to what types of events constitute trigger points during a worsening situation, and what corresponding organizational and programming actions must take place when those triggers are met. Most importantly, sticking to those trigger points will be imperative for speedy and effective decision making (which is often easier said than done).
As we move to meetings with staff in the coming weeks and months, whether on security situations in South Sudan or other countries, having these conversations is the first step to being prepared. There is potential for things to get worse as fighting has escalated, highway banditry is increasing, and the political situation grows more delicate. Should we see a repeat of December 2013, this time we can prepare for the different circumstances and aftermath before it hits, especially with help from each other.
