ANNUAL REPORT 1 October 2019 – 30 September 2020 The Humanitarian and Stabilisation Operations Team (HSOT), implemented by Palladium, provides the Foreign, Commonwealth and Development Office (FCDO) and the Stabilisation Unit (SU) with capacity and specialist expertise for effective UK response to sudden-onset WHAT IS disasters, protracted crises and complex emergencies.

The team also supports other UK government departments in their work with fragile and conflict-affected states. We are a team of over 70 dedicated core HSOT? staff working closely with the FCDO and the SU in with a procurement and logistics team located at our warehouse in Kemble, Gloucestershire. Our response support services are designed to help manage rapid-onset humanitarian disasters, and to meet increased needs in protracted humanitarian crises and conflict- affected states around the world through a five-year programme. Our primary objective is to ensure that the UK government has the right people in the right place at the right time to meet the needs of affected people.

2 S BILI ATIO TA N OUR S CAPABILITIES We are experienced in managing the full Emergency Specialist Deployment range of operational response services Response Advice & Recovery in humanitarian emergencies at scale. Management of Experts Stabilisation Deployment Security Unit Support & Recovery Advice of Experts

RE-CRISIS P Information Procurement Lesson Management & Logistics Learning

C E RI S Specialist Deployment SIS ON Advice & Recovery Preparedness Horizon Specialist RESP of Experts Scanning & Advice Early Warning

Information Procurement Management & Logistics

Capacity Procurement P Building & Logistics R IS O S TR RI ACTED C 3 OUR STORY

HSOT started in November 2017. In the last 3 years we have supported the Deliver In With a value of over Responding to UK Government to:

832projects 130countries £76m major36 crises

Managing Procuring over 1,830 369,037 specialist deployments items

4 OUR NETWORK

5 CONTENTS

6 FROM THE LEADERSHIP TEAM

MESSAGE FROM THE DIRECTOR Palladium’s Humanitarian and continuity plan to enable continued delivery across the programme, and Stabilisation Operations Team tighter coordination between the has completed the third year programme team and our clients in DFID of implementing the and the SU. At the time of writing, the full impact of the merger of DFID with the Humanitarian Emergency Foreign and Commonwealth Office (FCO) Response Operations and is still unfolding and will present Stabilisation Programme opportunities and challenges for the forward trajectory of the programme. (HEROS), providing support to The report provides a compelling picture the UK Government in pursuit of how HSOT has delivered significant of its policy priorities as laid impact against Government-articulated out in the then-Department for humanitarian and stabilisation priorities and contractual requirements, as well as International Development’s how we have flexed in line with emerging (DFID) 2017 Humanitarian needs, risks and opportunities; built on Reform Policy. lessons learned in previous years in order to deliver a professional, efficient, effective Programme implementation is led by and world-class set of services while four operational teams: the Humanitarian demonstrating solid value for money. Emergency Response Team; the As we look to the future and gain a Operations Team; the Procurement and better understanding of the implications Logistics Team; and the Stabilisation Unit of the far-reaching consequences of the Support Team. events of 2020, Palladium and the This report tells the story of our work over programme team are enthusiastic to the last 12 months, a period of significant continue and enhance support to the challenge and change. The onset of the British Government for the remainder of Novel Corona Virus (Covid-19) at the start the programme period and beyond. of 2020 required a rapid recalibration of operational priorities, the development Director: Oliver Hall and implementation of a business 7 FROM THE LEADERSHIP TEAM

HUMANITARIAN OPERATIONS TEAM EMERGENCY RESPONSE TEAM Deputy Director: David Northfield This year the Operations Team managed Behind the scenes our team continues Deputy Director: Siobhan Parnell a diverse portfolio of humanitarian to organise and manage the welfare of A strengthened Early Warning and Risk projects, deploying technical experts to hundreds of staff and contractors, Alert system engaged a broader group of support FCDO country teams from providing pre-deployment training, stakeholders, creating a fuller picture of Albania to Zimbabwe and multiple crises medical clearance and security vetting emerging risk contexts and generating in between. As the world was gripped by to ensure the FCDO and the wider UK evidence-based analysis. This informs the Covid-19 pandemic, HSOT advisors Government have access to the experts FCDO decision-making, supports supported the UK Government to adapt it needs whenever and wherever they response operations and reaches an and respond to the challenge, working in are required. This is underpinned by a increasingly wide government audience. the field and in Whitehall as we recruited financial infrastructure that processes The newly established Emerging Risk new specialists in areas such as hundreds of thousands of transactions Advisory Group solidifies the engagement epidemiology and public health, while also accounting for millions of pounds of and utility of HSOT’s capability. expanding our core pool of humanitarian government expenditure, and our team advisers and information managers. is constantly working to improve and HSOT’s advisors provide high-calibre enhance our efficiency, transparency The Team supported FCDO engagement humanitarian expertise, field experience and value for money. and policy understanding, guiding FCDO with the United Nations (UN) through humanitarian response from early strategic both the UN Disaster Assessment and direction to adaptation, monitoring and Coordination mechanism and the learning, emphasising core policy priorities Standby Partnership, responding to and upholding UK commitments. humanitarian crises while strengthening Technical capability for safeguarding the international system. We also against sexual harassment, abuse and developed and deployed new sexual exploitation has ensured that we partnerships to provide niche skills, fulfil FCDO’s requirements and pursue our including disability and inclusion experts ambitious approach with practical action. and geographic information system Our technical expertise across (GIS) specialists. humanitarian sectors has benefited multiple UK responses. HSOT has increased FCDO capacity through rapid deployments, enhanced preparedness focus, exercises and training sessions, guidance contributions and the promotion of peer learning.

8 FROM THE LEADERSHIP TEAM

PROCUREMENT AND STABILISATION UNIT LOGISTICS TEAM (SU) SUPPORT TEAM Deputy Director: Julian Neale Deputy Director: Mark Marshall Supply chain response activity provided Improvements were made in clear advice to the FCDO, leading to more sustaining deployees by implementing efficient utilisation of project resources robust welfare, medical and financial for the Covid-19 response and August support mechanisms. Centralising project 2020 support to Lebanon, as well as for management this year improved working the wider humanitarian community. relationships and enhanced the services and support offered to our deployees. A focus on the environment was operationalised in supply chain The team implemented a rapid risk-based preparedness and response supply chains assessment of all overseas personnel to through an amendment to the supply successfully mitigate Covid-19-related chain strategy, in addition to work on risks towards withdrawal or retention of reducing packaging and increasing personnel overseas, as well as a recycling and carbon offset measures. successful transition to remote working. A lessons learned and re-deployment Procurement continued to be transparent planning process ensured operational and fair with increasing emphasis on outputs were not affected when environmental and safeguarding re-deployment commenced. considerations. The team continues to provide traceability for goods in its care Palladium worked closely with SU and has developed blockchain based tools counterparts to better align working to extend traceability post-handover to practices and policies. The outcome of FCDO partners. this work was improved understanding, greater clarity over deliverables and improved operational activity. This improved clarity has paid dividends in output terms and has directly led to increased requests for a wider range of services in support of the SU’s work.

9 OUR GLOBAL REACH

LEBANON SYRIAN ARAB REPUBLIC 12 tonnes PPE 37 tonnes relief items

ALBANIA 22.5 tonnes NFIs (non-food items) BANGLADESH 19.8 tonnes oxygen generators

FCDO and SU VANUATU Deployments 2 tonnes relief Humanitarian & Early items via DFAT Warning Risks Flagged

Both of the above

10 PROGRAMME HIGHLIGHTS

11 BEIRUT PORT EXPLOSION

On 4 August 2020, Procurement and logistics experts assessment which informed the assessed the Port of Beirut, identified Lebanon office decision to fund a a massive explosion supply chain routes and air charter Standby Partnership request for a devastated Beirut. About options, and procured personal safeguarding and accountability position 2,750 tonnes of ammonium protective equipment (PPE), ensuring in the UN Office for the Coordination of airside access, the handover of supplies, Humanitarian Affairs (OCHA). nitrate had been stored in a and innovative distribution tracking HSOT delivered 258,530 pieces of PPE through the use of Sealr. port warehouse when a fire to the World Health Organization (WHO) caused it to explode. The response showed HSOT’s ability so that Lebanese hospital staff and first to rapidly deploy an effective, self- responders could function safely. 200 people were killed by the explosion, supporting, multi-disciplinary, and HSOT’s Beirut port assessment included with 6,500 injured and 300,000 made independent field team operating in a recommendations for short- and long- homeless. The British Embassy was high-risk environment affected by term recovery and an impact analysis on damaged, with staff displaced or injured. Covid-19. Despite the impacted security food security and absorption capacities, HSOT was asked to provide a field team platform in Beirut, DFID benefited from which was shared with the World Bank, to enable a response. Palladium’s presence and services in WFP and donors, further facilitating the Lebanon, which supported decision- Within two days, the HSOT field team international response. was in Beirut providing humanitarian making and helped ensure that the UK expertise, operating on Palladium’s Government’s response was in line with own response platform. humanitarian best practice. 4 PERSON FIELD The team delivered advice to DFID The field team provided regular analysis TEAM DEPLOYED IN Lebanon, information analysis, and and briefings across government on the reporting whilst liaising with local and situation and emerging needs. international partners, the Ministry of Humanitarian analysis and advice included 48 hours Defence (MOD), and the Embassy. funding recommendations, which are enabling the UN World Food Programme (WFP) to provide emergency food and non-food assistance to more than 12,500 258,530 affected households for six months. HSOT PIECES OF PPE undertook an interagency safeguarding DELIVERED

12 BEIRUT RESPONSE TIMELINE

Government announces COVID-19 lockdown

State of Emergency extended to 18 Sept 4 person HSOT Field Team deploys State of Humanitarian Survey vessel HMS Half of UK medical Emergency Explosion at Response Strategy ENTERPRISE assessment team extended Beirut Port submitted arrives in Beirut demobilise to 18 Sept

4 AUG 5 AUG 6 AUG 7 AUG 8 AUG 9 AUG 10 AUG 11 AUG 12 AUG 13 AUG 14 AUG 15 AUG 16 AUG 17 AUG 18 AUG 19 AUG 20 AUG

2 week State of DFID announces DFID approves 3 HSOT (TL, Field Emergency declared further £20m of provision of PPE Support, HAO) support depart First HSOT Second 4 person alert issued, HSOT Field Team Third HSOT logistician UK PPE supplies supporting initial Second HSOT deploys arrives, security adviser arrives in Beirut via UK comms and Security Adviser demobilises HSOT charted funding submission arrives aircraft to ministers DFID Civ-Mil adviser arrives

DFID announces UK UNDAC £5m emergency member deploys support UK Medical First HSOT Assessment Team KEY Monitoring deploys Contextual UK response Information £3m to British Red developments HSOT actions Note issued Cross announced

13 COVID-19 PANDEMIC The Covid-19 pandemic led to the launch of a high priority HSOT facilitated 27 deployments into the drawdown of over 25 deployees the Covid-19 Hub, providing 11 different before borders closed. This was response from the UK Government to support international contractors, including a MapAction particularly challenging work given efforts to address the impact, especially in affected countries specialist. Eleven core HSOT staff the multitude of international partners with limited coping capacity. provided support. By staffing close to involved together with often precarious the entire information management security environments. The HSOT team Through an FCO-led joint task force, Humanitarian expertise was provided, component of the Hub, HSOT ensured went on to support transition to home and thereafter via DFID’s Covid-19 Hub, including an extended commitment for that DFID was able to produce quality working for the majority of returning and the eventual incorporation of these the provision of health and water, situation reports. An epidemiologist consultants before leading the structures into existing DFID teams, sanitation and hygiene priorities. Expertise was also surged, enabling DFID to lessons identified work and eventual HSOT was asked to surge experienced was provided to the Covid-19 Task Force, make specialist expert contributions returns to countries as and when professionals to fill key roles in the Gender Equality and Violence Against to the Scientific Advisory Group for conditions permitted. Emergencies. broader response architecture. Women and Girls teams on the The inputs provided by HSOT ensured gender-specific impacts of Covid-19 The team provided reporting and As the response operation unfolded, the availability of flexible technical and in humanitarian settings. information management services, generalist humanitarian advisory staffing capacity to design and implement including support on developing a global The team supported a detailed review of support was provided to a central DFID a high-scale response involving a variety prioritisation model. This modelling gave the United Nations Global Humanitarian unit for strategic decision making and of partners and initiatives. HSOT DFID an evidence base for prioritising Response Plans (GHRP) for Covid-19 coordination across DFID and thereafter interventions made sure that emerging funding decisions based on vulnerability, and the related International Federation the FCDO’s country network. needs to support DFID/FCDO and the SU’s work on Covid-19 across policy, coping capacity, and other factors. of Red Cross and Red Crescent Societies Finally, technical inputs were provided (IFRC) appeal. This included logistics operations, deployment management and Support was provided to design, to global and country monitoring, expertise, which also focused on advisory services were fully met, while the launch and manage the Covid-19 Rapid evaluation and learning (MEL) engaging with key UN supply chain team retained the capacity to respond to Response Facility (RRF) for NGOs, approaches, including sustained support actors (WHO and WFP) and Supply Chain other emergencies. This ability to provide including designing an RRF proposal- for Covid-19 Business Case logframe Task Force donors to maintain visibility on flexible surge expertise as needed across sifting tool and contributing to other design across multiple roles. international multilateral supply chain multiple structures simultaneously is a project management tools. Engagement developments and progress. Advisers Support to the Stabilisation Unit focused unique asset. with DFID’s Inclusive Societies disseminated key analyses and updates on rapidly developing a risk-based Department enabled synchronization with to DFID and its humanitarian advisors’ approach to all existing deployments to civil society organisations. Lessons network. Supply chain expertise was determine whether to allow individuals to learned activities on the use of the RRF also provided to DFID in London and in remain on task or return to their home and third party monitoring were country offices to strengthen decision locations. The security team and Deputy supported. making to related aspects of the Director worked with the SU Director to multilateral response. make timely decisions, rapidly facilitating

14 EMERGENCY RESPONSES

15 OCT 19 NOV 19 JAN 20

Pakistan: Preparedness Technical Support Albania: Delivering Urgent Relief Supplies Zimbabwe: Health Advisory Support HSOT provided expertise to support the DFID Pakistan On 26 November 2019, a 6.4 magnitude earthquake struck Albania. The severe economic crisis in Zimbabwe resulted in a office in the scoping and design of a new multi-year Fifty-one people died and 2,500 people were displaced. In response to collapse in living standards, triggering a doctors’ strike that humanitarian and resilience programme, providing technical a request by the President of Albania, DFID tasked HSOT to purchase led to hospital closures. support for development of a robust case for the Building and deliver relief items to Albania. HSOT deployed a Humanitarian Adviser to Harare to advise Resilience and Addressing Vulnerability to Emergencies in Within seven days, 22.5 tonnes of relief supplies were delivered on how to adapt current programming and to support the Pakistan Programme (BRAVE). from Belgium. On 12 December, 4,350 high-thermal blankets and development of a detailed Health System Assessment. Over six years, BRAVE was designed to meet the UK’s strategic 2,000 kitchen sets were delivered to the Albanian Red Cross Society The adviser supported the approval of the programme objectives of ensuring a stable and prosperous Pakistan, further for distribution. by the Zimbabwe Ministry of Health and the provision of bolstering the ability of communities and government institutions funding from DFID and USAID. Two thousand affected families were provided with relief items, and to prepare for and mitigate the effects of natural disasters and HSOT made a significant, timely contribution toward meeting the climate change through participatory and cross-cutting approaches. response requirements articulated by the Albanian Red Cross Society.

SERVICES OFFERED: Strategic business case development Theory of Change design 4,350 2,000 high-thermal blankets kitchen sets Engagement with key external contacts, including government, humanitarian and development partners Scoping and appraisal of interventions and delivery options

16 FEB 20 APR 20 JUN 20

Syria-Turkey: Providing relief items Vanuatu: Delivering Shelter Support Bangladesh: Procuring Oxygen Supply In response to a significant rise in conflict-related displacement On 6 April, Tropical Cyclone Harold made landfall as a In response to Covid-19 in the Cox’s Bazar refugee settlement, in northwest Syria, flagged by the Humanitarian Early Warning Category 5 storm over Vanuatu, causing widespread damage HSOT supported DFID, WHO, and the International Organisation Watchlist and the Early Warning, Analysis and Reporting (EWAR) to its northern islands. for Migration (IOM) to fill a gap in oxygen supply requirements for team, HSOT scoped options for procurement and logistics, 370 beds in Covid-19 isolation and treatment centres. Despite challenges posed by Covid-19 restrictions, HSOT’s creating supply chain plans and load plans in coordination Australian counterpart, implemented by Palladium, and in liaison Within 8 days of receipt of a request, HSOT delivered oxygen with the MOD. with DFID and the Australian Department of Foreign Affairs and generators that enabled the production of 120 m3 of oxygen per hour; HSOT’s cross-functional approach saw 37 tonnes of relief items Trade (DFAT), provided two tonnes of shelter support to 144 enough oxygen for a continuous supply to 300 beds. Palladium’s delivered to Turkey from strategically pre-positioned warehouse affected families to facilitate the construction of homes and solution enabled the Severe Acute Respiratory Infection and stocks in the United Arab Emirates. On 9 March, the Royal Air temporary shelters. Additionally, HSOT and its partners provided Treatment Centres to begin oxygen therapy much sooner than Force delivered tents, blankets, hygiene kits, solar lanterns, kitchen four generators, ensuring electricity and improving operational implementing partners had projected, whilst garnering an overall sets, and water purification cubes from the HSOT warehouse to capacity at remote Emergency Operations Centres. reduction in cost and releasing funds for other urgent needs. the Turkish Red Crescent to support 280 families.

Within 8 days HSOT delivered a continuous supply of of2 shelter tonnes support to affected oxygen for 144 families 300 beds

17 JUL 20 APRIL PROTRACTED 19-20

WFP: Collaborating to deliver a Covid-19 St. Helena: Delivering Essential Supplies UNVIM Yemen-Djibouti: Deploying Security Field Hospital During Covid-19 and Medical Support The Covid-19 pandemic had a huge impact on global air freight. HSOT chartered a passenger aircraft to carry passengers and cargo, Supporting 500 ship inspections to date and facilitating the clearance of OCHA requested military assistance for air transport on behalf of the including Covid-19 test kits, PPE, laboratory equipment and over 370,000 tonnes of cargo, HSOT enabled the SU to provide support humanitarian community through NATO, leading to DFID funding UK diplomatic cargo from the UK to St. Helena and back, overcoming to the humanitarian effort in Yemen through the delivery of vital food military flights to operate for the WFP. operational challenges including staging accommodation in the and fuel to the local population. This is a step beyond the monetary Ascension Islands, facilitating civil aviation authority agreement for support DFID otherwise provides to the UN Mission in Djibouti. Beginning in June, HSOT coordinated planning discussions between cargo to be carried in the passenger cabin with passengers, and WFP and the MOD on the delivery of WFP’s field hospital for HSOT facilitated continuous deployment, including adjusting necessary flight tests to allow the airline to operate into St. Helena. humanitarian workers affected by Covid-19 to Ghana through the employment terms to comply with UK law, and provided dynamic MOD. As a result, four planes airlifted 80 tonnes of The HSOT team safely moved 41 passengers, including 3 medics, security and medical support. In March the team delivered rapid field hospital cargo to Ghana, with the remaining 50 tonnes delivered and medical supplies, enabling further charters to St. Helena. repatriation in light of Covid-19 developments. by sea freight.

First -800 flight to Airport Photo courtesy of Paul Tyson HSOT helped coordinate 4 RAF planes to airlift 80 tonnes of field hospital cargo

18 HEARING FROM OUR EXPERTS

19 SUPPORTING THE HUMANITARIAN RESPONSE IN

Emergency Response “THE HSOT TEAM Management WERE ABLE TO LEBANONProtection and Cash Adviser, Lebanon PROVIDE ANALYSIS

AND SUPPORT TO Specialist What was the situation in the How did your actions/ What does the HSOT roster DECISION MAKING Advice context of your deployment? response achieve a bring to this situation? positive impact and lead AT A DIFFICULT TIME” Protracted displacement and slow onset to the FCDO’s objectives Due to the effects of the explosion, humanitarian crises due to the economic being met? the Palladium team acted more Deployment & situation, as well as Covid-19, which independently of the Embassy, Recovery of Experts dramatically escalated following the Beirut developing their own security platform port explosion, creating significant new The HSOT team were able to provide using Palladium Lebanon office support humanitarian needs. analysis and support to decision making and advice. This was an important at a difficult time as the embassy and its learning experience. It showed the What interested you most staff had also been directly impacted by added value that HSOT can provide Information the emergency. in challenging circumstances. Management about the role and what did you bring to the role? What was your greatest achievement? The emergency response to the Beirut blast was particularly interesting and I felt Procurement that I could contribute my strong Advocating for a cash task force to be set & Logistics humanitarian experience and knowledge up to address some of the very of the Lebanon context. I have good challenging contextual issues around this networks in Lebanon which I could important modality. There was a real need tap into to support the British Embassy to look at harmonisation of methodologies in Beirut. and risks. Security Advice

Lesson Learning

20 REMOTE SUPPORT TO HEALTH PRIORITIES IN

YEMENHumanitarian Health Adviser, Yemen Information Management What was the situation in the What was your greatest What does the HSOT roster context of your deployment? challenge and how did you bring to this situation? overcome it? Yemen is the world’s largest humanitarian As always, the input of an experienced crisis and a major focus for UK diplomatic The breadth of my advisory remit has humanitarian who has largely worked in and humanitarian support. For security front line response agencies, knows how Specialist certainly been a challenge. I cover health, advice reasons, there is no Embassy in the nutrition and water, sanitation and things work in practice, and can add a country itself and no possibility to visit. I hygiene (WASH), so Covid-19 was a huge quasi-independent voice. work remotely from the UK. Covid-19 and challenge, and I even took on “I’VE FOUND the risk of famine are key current desert locusts! I’ve found this to be concerns. more challenging than any other job THIS TO BE MORE in 35 years. Data is often scarce and CHALLENGING What interested you most contradictory, and I also miss the informal THAN ANY OTHER about the role and what did dialogue with external colleagues to get a Deployment & ‘sense’ for what is happening. Recovery of Experts you bring to the role? JOB IN 35 YEARS” What was your I am a humanitarian generalist with a health background, and in recent years greatest achievement? I have worked on Ebola quite a bit. I was itching to put my disease outbreak Drawing attention to the impending risk experience to use during the Covid-19 posed by Covid-19, getting this to the top Capacity pandemic. Yemen is tough because of of our office agenda and stressing the building the very remote way of working and the indirect impacts, including the need to fact that accurate data and analyses are protect non-Covid-19 health and nutrition hard to come by. services were my greatest achievements. We were able to contribute to some of the adjustments of the UN’s response planning as a result.

21 STABILISATION SUPPORT IN

MOROCCOConflict and Governance Advisers, Morocco Stabilisation Unit Support What was the situation in the How did your actions/ What was your greatest “... A HIGHLY EFFECTIVE context of your deployment? response achieve a challenge and how did you PARTNERSHIP THAT positive impact and lead overcome it? The conflict adviser deployed in 2018 to the FCDO’s objectives WAS ON THE CUTTING to support the Embassy in deepening being met? Covid-19 was and remains a very EDGE OF ACHIEVING conflict sensitivity and developing a Joint significant challenge everywhere. The Specialist Stability Analysis (JSA) for Morocco. Embassy designed a tracker to monitor EFFECT WHILE Advice The Governance Adviser deployed in Conflict adviser: I supported the team the situation and provide early warning of MAINTAINING VALUE 2019 reviewing Parliamentary reform in implementing the findings of the any stability concerns. We supported the and governance strategy. Both contracts JSA and refreshing it to reflect the new development of the tracker and its FOR MONEY” were extended to address the stability environment since the pandemic started. ongoing relevance and utility. It will inform challenges of Covid-19. This goes beyond programmes alone, a new Embassy-wide strategic planning working across all UK Government teams process that we are also supporting. What interested you most in Morocco. Deployment & about the role and what did Governance adviser: I worked with the What does the HSOT roster Recovery of Experts you bring to the role? team, contributing governance and bring to this situation? stability expertise to Covid-19 governance challenges; re-programming; and Conflict adviser: I think it is really We each have three decades of governance implications of new UK valuable to bring together advisers who experience in our sectors. This Government strategies. understanding, combined with the deep have built a career in specific fields and local knowledge of a very capable and seen policies, programmes and projects forward leaning Conflict, Stability and succeed or fail over time, and civil Capacity Security Fund team, mutual respect, and servants with broad experience and local Building enlightened leadership turned into a staff with deep contextual understanding. highly effective partnership that was on the cutting edge of achieving effect while Governance adviser: Flexibility – ability maintaining value for money. to step up when needed and at short notice as crises emerge unexpectedly The ability to work with other Deployment Civilian Experts (DCEs) in other disciplines and with different experiences. 22 SECURITY PLANNING SUPPORT IN

AFGHANISTANSecurity Planning Officer, Afghanistan Stabilisation Unit Support What was the situation in the How did your actions/ What was your context of your deployment? response achieve a greatest achievement? positive impact and lead After a major truck bomb explosion, to the FCDO’s objectives Recognizing that the long-term NATO Resolute Support formed a being met? sustainment of the programme was planning team to work with the Afghan going to be an issue, especially in the National Security Council and others to event of troop drawdown, I built a Security Advice establish an Enhanced Security Zone The immediate impact was that the ESZ partnership with an external partner (ESZ) for inner Kabul. The British was created in Kabul. Further serious who could take on management of Embassy Kabul offered to embed a attacks in early 2018, thankfully not within the programme when the time came. civilian planner within the military team the ESZ, emphasized the need to develop This relationship, and the foresight in to provide subject matter expertise. Kabul security further. Working with developing it, has proved its worth in light military colleagues allowed us to develop of the new timeline for troop drawdown. What interested you most a wider Kabul Security Programme, I was able to resolve several security delivery of which continues. issues previously considered too difficult. Deployment & about the role and what did Recovery of Experts you bring to the role? The FCDO’s ultimate objective was that security in Kabul was sufficient to allow What does the HSOT roster the functioning of Afghan Government bring to this situation? The unusual nature of the deployment and institutions and the work of the “THE FCDO’S ULTIMATE its genesis were both unfamiliar and diplomatic/donor community. attractive. I brought to the role my Speed and flexibility. The deployment OBJECTIVE WAS THAT knowledge of Afghan Government and was one of the most rapid I have security force structure and capabilities, experienced as an SU DCE. One of its SECURITY IN KABUL WAS Capacity together with an understanding of biggest strengths is its most obvious SUFFICIENT TO ALLOW Building diplomacy, international assistance and one, that it has people with a variety funding. Also important was my experience of skills and experience. THE FUNCTIONING OF in building and developing donor and AFGHAN GOVERNMENT stakeholder relations and networks along with an ability to join the dots, seeing where INSTITUTIONS...” areas of assistance were overlapping.

23 STRATEGY, ADVICE AND OPERATIONS

24 WORKING WITH THE UNITED NATIONS

ACTIVITIES RESULTS The UN Disaster Assessment and • Improved decision-making timeline for • HSOT managed a total of 449 new UK-supported UNDAC missions. SBP requests and supported 35 FCDO Coordination (UNDAC) departments to fund a total of 103 SBP • Enhanced engagement with UK posts into 9 UN agencies across 31 Team and Standby UNDAC roster, including a members’ countries. Partnership (SBP) are day in Whitehall and new in-person debriefs. • 3 UK UNDAC Members selected for two UN humanitarian missions to Albania and Lebanon. • Successfully lobbied for coordination surge support staff to drive forward SBP Network • HSOT activities opened channels to mechanisms managed agendas. lobby for strategic developments in line with FCDO priorities (e.g. by HSOT on behalf of • Advocated SBP within FCDO through preparedness), raised the profile of newsletters and training. the FCDO. UNDAC within the FCDO and improved • Captured FCDO reporting requirements. knowledge sharing and feedback mechanisms. • Worked to improve monitoring of Standby Partnership. • UK prepared for both in-person and remote support to UNDAC within context of Covid-19.

NUMBER OF COUNTRIES ACHIEVEMENT DEPLOYED TO: • Successfully lobbying for increased UNDAC representation and membership in Africa resulting in FCDO co-funding a regional UNDAC course next year. • Advocating for improved data and reporting across SBP network, SBP supporting FCDO to demonstrate the value of the Standby Partnership. 30 2 UNDAC 25 HUMANITARIAN ADVISORY SERVICES

ACTIVITIES RESULTS HSOT is contracted to provide professional • Expert advice on humanitarian • Support to the FCDO and SU on standards and practice. optimising response to humanitarian advisory services to and stabilisation needs around the • Advice on funding allocations for world, while ensuring security of strengthen the delivery appeals issued by the UN and the deployees. capacity of the Red Cross. • For Covid-19, HSOT’s contribution • Bespoke advice to the Government humanitarian work of the supported business continuity during on humanitarian procurement and the UK’s lockdown from March to June. FCDO and the activities logistics issues. • For the response in Vanuatu in April, of the Stabilisation Unit in • Increased FCDO oversight by HSOT’s services informed and the UK and overseas, developing tools to increase delivered the UK’s response with accountability by implementing as well as for the security DFAT and support from Palladium’s partners. of personnel deployed Australia office. • Improved timeliness and monitoring under this contract. of deployed humanitarian experts. • Strengthened engagement with ACHIEVEMENT Standby Partnership and UNDAC The advisory element of the contract, mechanisms. which combines multi-functional • Monitored, evaluated and learned disciplines, enhanced efficiencies for the lessons across the FCDO’s FCDO and SU in terms of time, costs humanitarian work. and opportunities. • Provided a risk based approach to safety and security of deployees through liaison with HMG, UN, EU and other partners. • Delivered the UK’s stabilisation effect by deploying, sustaining and recovering civilian experts. 26 HSOT is contracted to support the FCDO to deliver a better FROM SURVEILLANCE informed and faster humanitarian response through provision TO RESPONSE of end-to-end surveillance to response support services.

ACTIVITIES

Timely deployment of Rapid response analysis relevant humanitarian 24/7 global horizon and strategy development Deploying additional experts to support Rapid plans and inputs Providing FCDO with Leading internal scanning and risk to support alignment with humanitarian experts emergency management, for on-site infrastructure options for monitoring operational learning to monitoring with targeted policy on humanitarian (as and when needed) logistics, reporting, conditions and responses and utilising inform and strengthen advisories to CHASE and issues such as resilience, from a well-maintained information management tailored supply chain monitoring for learning FCDO’s response senior FCDO localisation, accountability, and diversified pool of and monitoring and development. and evidence purposes. capability. management. cash progamming evaluation within an experts for missions. and protection. agreed timeframe (often within 24 hours).

RESULTS ACHIEVEMENT ALERTS AND MONITORING Through the delivery of these services, An end-to-end response REPORTS ISSUED HSOT enables timely response support service for the 176 decisions within the FCDO based FCDO and SU. FOR on situation monitoring services, with 176 alerts and monitoring reports issued for 100 events covering EVENTS assessments of needs, national capacity and other international 100 actors response. HSOT provides a flexible service to manage a fast and timely response.

27 INNOVATIONSEALR – BLOCKCHAIN DELIVERY REPORTING

HSOT identified a way ACTIVITIES RESULTS to enable labelling to be • Following trials of Sealr, it was • This was the first time HSOT and deployed to Lebanon to track DFID used Sealr with deliveries incorporated into the the delivery of UK-donated PPE. during a response. As a result of the success, other organisations are provision of FCDO goods. • The setup and use of Sealr enabled interested in the capability it offers. Following research into PPE deliveries to be traced to end off-the-shelf systems, delivery locations through photographs and the associated metadata, which a successful trial was were uploaded through Sealr. The ACHIEVEMENT undertaken of the system recorded the timings and locations to which the PPE had been The innovation augments supply proposed system (Sealr) delivered. These images and locations chain tracking, ultimately using DFID/FCDO shelter correlated with WHO’s distribution list. increasing accountability by ensuring that relief items reach marks and QR Codes. participants quickly and efficiently.

28 INNOVATION EARLY WARNING AND RISK MONITORING

ACTIVITIES RESULTS HSOT’s early warning team strengthened the • Strengthened risk methodology based • Improved analytical humanitarian early on mixed methods including warning analysis for decision making methodology for horizon quantitative/qualitative data and expert and response analysis across HMG, scanning, analysis, and judgement, supports independent including National Security Council. assessment. early warning services • AFIRM supported decision making and • Systematic tracking of trends based funding allocations for the design of the to inform FCDO’s on set criteria allows for high-level UK’s famine prevention campaign. comparisons across contexts. decision makers through • Increased the credibility of HSOT independent, quality and • The Risk Watch online platform analysis and engagement within FCDO timely analysis. provides a global risk overview through leading to improved governance. monitoring of anticipated impact and HSOT’s risk monitoring tracking changes in risks. methodology has shifted • A product suite supports decision ACHIEVEMENT making while allowing for tailored focus allowing for the outputs for different purposes, • Support more principled and evidence delivery of both regular audiences and timings. based humanitarian responses and flexible evidence • Establishment of global prioritisation • Enable identification of priority contexts models, including Acute Food Insecurity based outputs. for the UK’s famine prevention Risk Monitor (AFIRM), an innovative campaign through establishment approach to risk monitoring of food of AFIRM security to address knowledge gaps on Covid-19 induced increase of acute food insecurity.

29 EARLY WARNING AND RISK MONITORING

RISK CLASSIFICATIONS Medium Risk Medium-High Risk SYRIA High Risk On watch LIBYA Flagged in September LEBANON & REGION YEMEN, SYRIA

RISKS Conflict BURKINA FASO, CAMEROON, CHAD, YEMEN DPRK Humanitarian access GAMBIA, MALI, MAURITANIA, NIGER, Drought NIGERIA AND SENEGAL MALI Economic deterioration BANGLADESH Floods Food insecurity MYANMAR Funding VENEZUELA Other incident NIGERIA EAST AFRICA Pest ETHIOPIA, SOUTH SUDAN KENYA, Protection SOMALIA, UGANDA

RISK UPDATE Risk reduced Risk remains DRC ZIMBABWE Risk realised Risk increased

30 DRC KEMBLE INSTALLATION OF: SOLAR PANELS CHARGING STATION INNOVATION RAINWATER CAPTURE ENVIRONMENTAL SUSTAINABILITY

ACTIVITIES RESULTS The HSOT Supply Chain Strategy was • Generated a list of recommendations • Three of nine non-food commodities to reduce the use of single use plastics can now be supplied free from single amended to include a in Non-Food Items (NFI) packaging at use plastic packaging. time of purchase. focus on reducing • Recommendations have been prepared environmental impact. • Finalised an air charter agreement on recycling NFIs in the field. Data from which included carbon offset provisions. 20 agencies identified reuse/recycling HSOT has improved options for 95 percent of NFI volume • Awarded a courier framework to considered. the sustainability and international courier service, DPD due green credentials of to their strong environmental policies. • The air charter to Beirut to transport PPE in August resulted in 74,250kg of the programme and • Implemented initiatives at the UKAid carbon dioxide being offset through the Disaster Response Centre in Kemble will offset a significant mechanism. (the programme’s UK procurement amount of carbon. and logistics operations hub) including • DPD ensure that all parcel deliveries are development of a solar charging carbon neutral for no additional cost. station, installation of solar panels Thus courier and air charter movements and establishment of a rainwater will be carbon offset. capture system.

ACHIEVEMENT

HSOT is reducing the carbon footprint generated by the programme through the air charter offsetting mechanism and the courier framework for no additional cost and reducing single-use packaging for NFIs that requires disposal. Between 2015-2019, the FCDO moved almost a million NFIs via land, sea and air, so this work will significantly reduce the amount of waste sent to landfill and will offset a significant amount of carbon.

31 WORKING IN COMPLEX ENVIRONMENTS DRC EBOLA

ACTIVITIES RESULTS In response to the Ebola • HSOT Specialists kept the security • Revised approach to security outbreak in DRC, DFID situation in North Kivu under regular assessments enhanced the operational identified a need to better review by assessing MONUSCO’s freedoms of advisers in-country. security management system. understand conflict • Tailored welfare support that improved dynamics in order to • Sustained five conflict experts and the sustainment of deployees. provided medical, travel, • Delivered successful rapid withdrawal reduce attacks targeting accommodation and security support. of all five advisers and their switch response efforts. The UN • Pioneered a new approach to security to remote working while navigating Stabilization Mission in assessments, enabling greater national and multilateral politics. operational freedom. the Democratic Republic • Improved coordination between of the Congo • Delivered dynamic welfare support MONUSCO and Congolese within DRC across multiple challenging military and police forces facilitated (MONUSCO) requested locations. improved counter-Ebola and counter-insurgency operations. security coordination, • Supported humanitarian programming stabilisation and strategic by fulfilling a real-time learning request • Allowed advisers to continue from the DFID DRC Ebola team for contributing remotely to Mission communications rapid analysis to inform their design objectives following their repatriation expertise through the SU, of response exit. in March 2020. which resulted in HSOT deploying five specialists ACHIEVEMENT to support the UN Ebola Emergency Response Ebola was identified as a UN and DFID priority. The EERC recognised the capabilities the SU, with HSOT support, could provide to address the Coordinator (EERC). multifaceted nature of this crisis.

32 WORKING IN COMPLEX ENVIRONMENTS TRANSNATIONAL THREATS

HSOT demonstrated ACTIVITIES RESULTS

contract flexibility by • HSOT provided administrative and • Significant contribution to the rapidly seconding a analytical support to the Covid-19 management of cross-government, member of the International Serious and Organised operational and open source Crime Analysis Team (CISAT). reporting with over 1,000 research team into the SU entries informing report production, • Provided analysis services on offering an invaluable source for Transnational Threats threats. future decision making. The HSOT Team (TNT) to build a individual selected for this work has research database been commended by her civil service and contribute towards peers for an outstanding contribution. reporting on Serious and Organised ACHIEVEMENT Crime (SOC). CISAT reporting helps inform wider DFID decision making on the immediate and longer-term international SOC policy. All-source database is a groundbreaking piece of work representing a leading cross-government resource sharing capability.

SIGNIFICANT CONTRIBUTION TO OVER 1,000 RESEARCH ENTRIES

33 IMPLEMENTING THE UK’S HUMANITARIAN REFORM AGENDA

ACTIVITIES HSOT includes Humanitarian Advisers • Represented DFID at Call to Action for • Led revision of the humanitarian funding Protection from Gender Based Violence guidelines, engaging thematic and (HA) and Humanitarian (GBV) in emergencies. programme management expertise. Affairs Officers (HAO) • Delivered the UK’s Annual Self-Report; • Supported Covid-19 monitoring, who support the delivery Analysed the UN’s 2020 humanitarian evaluation and learning (MEL) needs overviews (HNOs) and workstrands at global and country of the UK’s humanitarian Humanitarian Response Plans (HRPs). level in line with global best practice on humanitarian MEL. reform policy by • Provided technical advice to DFID promoting policy as a key donor in Grand Bargain priorities in response Workstreams on localisation, drawing RESULTS on research with DFID country offices operations and and sectoral best practice via UK • The UK humanitarian reform policy supporting coherence INGO engagement. aims to drive change in the international humanitarian system. HSOT’s support • Enabled operationalisation of localisation between policy to the FCDO with its continued via Covid-19 Rapid Response Facility development and operational development and (RRF) funding design and launch. implementation adds value to this work. operations. • Provided input to workstreams on participation and harmonisation of reporting. ACHIEVEMENT • Reviewed humanitarian-peace linkages for DFID Syria. Through HSOT technical leadership and support to operations, FCDO has • Provided technical feedback on policy been able to position itself as a key papers and strategic documents on actor in humanitarian policy forums cash assistance, humanitarian access, and initiatives, drawing contributions gender and inclusion. from the field on policy in action.

34 SUPPORTING THE OSCE SPECIAL MONITORING MISSION IN UKRAINE AGENDA

ACTIVITIES RESULTS ACHIEVEMENT Following a complex • Provided ongoing focused security • SMM has instituted some of the HSOT provides the SU with dedicated security event in 2017, a security advice to SMM through the SU. recommended security measures. advice tailored to the Mission, mitigating risk faced by UK secondees working in the Donbas review of the Ukraine • Regular remote and physical • Monitors are safer despite working and ensuring staff safety and wellbeing. Special Monitoring assessment visits to the region, in a challenging environment. including to Kyiv and Donbas. Mission (SMM) was • Provided another view of the conflict conducted by the • With the SU team, helped develop and SMM’s role, allowing a more cross-Whitehall policy on the conflict objective overall SU understanding. Organisation for Security in Ukraine and determine future and Co-operation in government support. Europe (OSCE) with UK • Supported security review and input to multiple papers and briefs for a variety support. HSOT security of cross-Whitehall audiences, including input continues to be up to Permanent Under Secretary and relied upon to review Ambassadorial level. operational activity and • Via the Security Team, provided a point of focus for Whitehall thinking recommend changes. and response options for security challenges, including Covid-19 and wider security management matters such as ceasefire violations. • Acted as the SU lead within the ‘Quad’ security partnership (Finland, Germany, Sweden and the UK), sharing relevant information and gaining international support for Mission matters.

Photo courtesy of U.S Embassy in Ukraine

35 HUMANITARIAN EMERGENCY RESPONSE INFORMATION MANAGEMENT SYSTEM (HERMIS)

HERMIS is the Humanitarian Emergency Response Management Information System. It is a bespoke database that is built to facilitate HSOT in managing every aspect of humanitarian and stabilisation responses, from presenting early warning data to recruiting new experts and tracking goods. HERMIS modules continue to be expanded with design input from FCDO and SU partners.

ACTIVITIES RESULTS ACHIEVEMENT • SU staff can now process applications • Worked with clients and our The development of the HERMIS more effectively and have a more developer partners, SkotKonung to platform is a key component of HSOT’s robust and efficient system to recruit launch and refine new tools on the commitment to our clients. It brings deployable civilian experts to key tasks. HERMIS platform. increased efficiency, time and cost They also have a richer and quicker savings, and provides a much-improved • Operationalised the Recruitment to means to access key data and reporting functionality. Roster (R2R) and Recruitment from reporting about those deployees. Roster (RFR) tools, which are now in • The WMS and suite of procurement use by the SU. tools will enable the procurement and • Developed a warehouse management logistics team to quickly identify stocks, system (WMS) and suite of procurement track items worldwide, and determine and logistics tools. when an end-user has received them.

36 RECRUITMENT Areas of expertise include: HSOT operates an end-to-end recruitment and deployment FOOD service that offers FCDO an efficient and scalable service. HEALTH NUTRITION CASH SECURITY

ACTIVITIES RESULTS

• Expanded a pool of specialist technical • Diverse background of individuals with advisers and grew the roster of thematic expertise in areas such as deployable experts by 22 percent this but not limited to Health, Nutrition, year to reach 360 active members. Cash, Food security, Civil Military, Procurement, Protection (including • Focused on the diversity of roster GBV, VAWG) and MEL available to CIVIL members to ensure a talent pool with deploy within constrained timelines MILITARY PROCUREMENT PROTECTION MEL a variety of skillsets, languages and during an onset response and for backgrounds. protracted crises situations to provide • Set-up subcontractor arrangements to policy and programming advice. meet niche demands.

ACHIEVEMENT

• HSOT roster members have experience working across the FCDO and UK Government in 181 countries, speaking 40 languages.  HSOT have worked in speak Roster of experts increased by • The pool of talent offers a flexible resource to work in both short term assignments and long-term posts which may require skills akin to civil servant competencies. • Individuals are security cleared to deploy on UK Government platforms and all receive pre-deployment security and first aid training. 181 40 22% countries languages to 360 members

37 TRAINING

HSOT provides a range of specialist training for core team, roster members and FCDO counterparts. HSOT’s training offerings include technical and operational training, emergency response and crisis simulation, contractor inductions and pre-deployment Hostile Environment Awareness Training (HEAT).

ACTIVITIES RESULTS

• Workshops and development sessions • Training is constantly reviewed and held on key areas of humanitarian refined to capture emerging policy policy and FCDO strategic priorities. and best practice across all areas Areas of operational and specialist of operation, as well as ensuring training delivered include civil-military compliance with all legal and engagement, Monitoring Evaluation procedural requirements. Accountability and Learning (MEAL), procurement practice and due diligence, project management and delivery, airside safety, pharmaceutical ACHIEVEMENT regulation and compliance, The flexible and tailored approach safeguarding, GBV, and ensures core team, roster members AREAS OF OPERATIONAL AND SPECIALIST TRAINING: programme localisation. and FCDO are equipped with up Civil-military engagement, Monitoring Evaluation, • Trainings have been enhanced to to date sectoral knowledge and Accountability and Learning (MEAL), include Covid-19 safety protocols best practice. procurement practice and due diligence, allowing for face-to-face training, while other sessions are increasingly being project management and delivery, airside safety, developed into online or remotely pharmaceutical regulation and compliance, delivered content, expanding potential safeguarding, GBV, and programme localisation access for new global participants.

38 THE YEAR THIS YEAR WE HAVE SUPPORTED THE UK IN NUMBERS GOVERNMENT TO...

Deliver In With a value of over Issuing Responding to

357projects 86countries £27m 176alerts and major15 crises monitoring reports

Managing Procuring over 470 70,000 specialist deployments items 39 CONTACT US www.thepalladiumgroup.com

For more information contact:

David Northfield, Director, HSOT: [email protected] Rebecca Hills, Communications Officer, HSOT: [email protected]