2020 PERFORMANCE REPORT
TABLE OF CONTENTS
Cover: NPA clearance site, Bosnia and Herzegovina, 2018
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LIST OF ABBREVIATIONS
AMAP Ammunition Management Activity Platform
DMA Directorate of Mine Action (Iraq)
GFP Gender focal point
IMSMA Information Management System for Mine Action
NMAS National Mine Action Standards
T&EP Test and Evaluation Protocol
GGE Group of Government Experts
DMAC Directorate of Mine Action Coordination (Afghanistan)
NPA Norwegian People’s Aid
TNMA Technical Note for Mine Action
AMAS Afghanistan Mine Action Standards
IO Immediate Outcome
GIS Geographic Information System
ISO International Organization for Standardization
OSCE SMM OSCE Special Monitoring Mission to Ukraine
TS Technical survey
AMAT Ammunition Management Advisory Team
DRC Democratic Republic of the Congo
GMAP Gender and Mine Action Programme
TSIM Technical simulator
APMBC Anti-Personnel Mine Ban Convention
EECCA RCP Eastern Europe, Caucasus and Central Asia Regional Cooperation Programme
ISU Implementation Support Unit
PriSMA Priority setting tool for mine action
UAS Unmanned aircraft system
GWG Gender working group
ARCP Arab Regional Cooperation Programme
LMAC Lebanon Mine Action Center
QMS Quality management system
HI Humanity and Inclusion
UNDP United Nations Development Programme
EGIS Enterprise Geographic Information System
IATG International Ammunition Technical Guidelines
BHMAC Bosnia and Herzegovina Mine Action Center
MAPA Mine Action Programme of Afghanistan
RBM Results-based management
UNGA United Nations General Assembly
EO Explosive ordnance
MARS Mine action reporting system
RCP Regional Cooperation Programme
ICRC International Committee of the Red Cross
UNMAS United Nations Mine Action Service
CAR Central African Republic
EORE Explosive ordnance risk education
MENA Middle East and North Africa
SALW Small arms and light weapons
IED Improvised explosive device
UNODA United Nations Office for Disarmament Affairs
CCM Convention on Cluster Munitions
EWIPA Explosive weapons in populated areas
MIQ Mine Action Information Management Qualification
SDGs Sustainable Development Goals
IEDD Improvised explosive device disposal
CCW Convention on Certain Conventional Weapons
FRCP Francophone Regional Cooperation Programme
UNOPS United Nations Office for Project Services
SEA South-East Asia
IHL International humanitarian law
CEOBS Conflict and Environment Observatory
G&D Gender and diversity
MoU Memorandum of Understanding
UNSG United Nations Secretary General
SIPRI Stockholm International Peace Research Institute
GAMA Global Mine Awareness of Mine Action
IMAS International Mine Action Standards
CMAC Cambodian Mine Action Centre
NDM National Directors’ Meeting (UN)
VNMAC Vietnam National Mine Action Centre
SOP Standard Operating Procedure
GCSP Geneva Centre for Security Policy
IMCDF Information management capacity development framework
CPADD Centre de Perfectionnement aux
NGO Non- governmental organisation
YEMAC Yemen Executive Mine Action Center
Actions post conflictuelles de Déminage et de Dépollution
SSMA Safe and secure management of ammunition
GFFO German Federal Foreign Office
NMAA National Mine Action Authority
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EXECUTIVE SUMMARY
The dissemination of knowledge through operational support and advice as well as training courses and workshops has also continued in 2020, in areas as varied as strategic planning; international and national standards development and implementation; ammunition management; G&D; EORE; IM; and the integration of mine action into national sustainable development plans and policies. The GICHD has also continued to provide its expert support and advice to international normative processes, relating to the development and updating of the International Mine Action Standards (IMAS); implementation of relevant conventions; and current discussions on the problems arising from the surplus accumulation of conventional ammunition. Finally, the GICHD has continued to facilitate dialogue and cooperation at the regional level through its three Regional Cooperation Programmes, as well as across sectors separate from, but related to, mine action through the development of cross-thematic partnerships with diverse actors (e.g. OSCE, UN agencies, research institutions). Particular attention has been devoted to the integration of the gender and diversity dimensions throughout all activities of the Centre, in line with the elevation of gender equality and inclusion to a strategic objective in the current GICHD Strategy.
This report outlines the activities conducted by the GICHD in 2020 as well as related results at the immediate outcome (IO) and project levels, in line with the monitoring framework set out in the Centre’s 2019–2022 Strategy. During the year, the GICHD continued providing its services to national and international partners, with the ultimate goal of reducing risk from explosive ordnance and making communities safe. Faced with the challenges and limitations imposed by the COVID-19 crisis, the Centre put all its efforts into adapting to the new context and ensuring the delivery of its services through remote means. This process paid off to a significant extent and proved the Centre’s flexibility and adaptability, whilst also generating lessons that are still being drawn as the global pandemic continues to hamper a full return to ‘business as usual’. During the year, thanks to the contributions of 19 donors, the GICHD was able to support partners in 27 countries and territories, achieving significant results relating to both field and global support, across the spectrum of the Centre’s lines of service. Through its publications, the GICHD has furthered knowledge on the links between mine action and sustainable development; IED clearance good practices; land release; gender and diversity (G&D); and explosive ordnance risk education (EORE). The Centre has also developed, or updated tools designed to facilitate and improve information management (IM) and accident prevention.
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INTRODUCTION
An unexploded submunition © Lao Government (National Regulatory Body for UXO Mine Action Sector in the Lao PDR NRA)
GICHD PERFORMANCE REPORT 2020 | 5
RESPONDING EFFECTIVELY TO THE COVID-19 CRISIS
Like many organisations around the world, in 2020 the GICHD had to make some substantial changes to its plans due to the COVID-19 pandemic. The outlook report for 2020, which was developed in September 2019, made the assumption that international travelling would be possible during 2020 – an assumption that very much changed in the beginning of 2020 as COVID was announced a pandemic and the aftermath that followed. Throughout 2020, the GICHD and its staff showed great resilience and adaptability to adjust to the realities presented by the situation. In the initial weeks of the lockdown, the GICHD pivoted to remote work and adjusted 2020 plans to continue to deliver on its life-saving work, intensified its work on online delivery of services and actively worked with its partners to ensure explosive risk reduction remained a priority.
Much of our work needed to migrate to remote delivery (principally online) to enable us to maintain operational continuity. Building on the successful work done to develop and launch the online e-learning course on Gender, Diversity and Inclusion in 2019, the GICHD relied on similar tools and platforms to migrate other areas of its work. Over the course of 2020, some of our traditional training courses such as Technical Survey and Quality Management migrated fully or partially online. These courses were then delivered remotely to our partners. The feedback received was generally very positive. With the evolution of our working modalities, it was important that the in-house capabilities and infrastructure evolved, too. Equally important was the recognition that both the quantity and the quality of our work had to go through a period of adjustment due to new delivery methods. On the whole the new methods have proven to work satisfactorily and have allowed the GICHD to deliver on most of its 2020 objectives. Still, not all of our work with external partners lent itself to be executed remotely. As a result, the GICHD staff travelled to several places in 2020, where this was safe and possible to do so.
For the GICHD to continue with its operations in 2020, it was crucial to look at the methods it uses to conduct its work. It became apparent that our traditional model of work, which heavily relies on our staff’s ability to travel and operate safely, needed to evolve to take account of the new realities presented by the pandemic. This alone had a consequential effect on our ability to deliver on our objectives and the partners’ needs.
In its efforts to evolve its delivery methods, the GICHD considered three key areas:
i. Delivery of services online
ii. Delivery of services via a hybrid method (partly online and partly in-person)
iii. Delivery of services in-person (where possible)
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AREAS OF STRATEGIC GROWTH
the work being done by the Standards and Operations Efficiency divisions. After much consideration, a decision was made that these two divisions would merge under one large division now known as the Standards and Operations division. This restructuring of two core divisions within the mine action programmes enabled a more coherent approach to the delivery of the projects, ensuring the correct timing and sequencing between adopted standards (codification of knowledge) and follow up operational aspects, such as training (dissemination of knowledge). The merging of the two divisions also allowed for a rebalancing and redistribution of some major work that the divisions were engaged in, such as, long term risk management, training and research.
These changes have allowed for greater volumes of work to take place in the area of strategic planning and have notably improved the inter-divisional planning and activities at the country level. The GICHD will continue carefully to assess the need and potential for additional growth and the internal positioning of the strategic planning programme as the needs to develop strategic plans beyond mine action (e.g. ammunition management) continue to grow. STANDARDS AND OPERATIONS With elevation and repositioning of the Strategic Planning Programme, the Centre also looked at other divisions’ growing work and areas where the economies of scale could be born to achieve greater efficiency and effectiveness. One such area was to bring closer together
2020 marked the second year of the GICHD’s four-year Strategy 2019–2022. The strategy calls for both continuity and change, with the consolidation of existing areas of work and the development of new programmes. STRATEGIC PLANNING A consensus has emerged within the mine action sector about the importance that solid strategic plans play in delivering a mine action programme in a given country. The need for the GICHD to support affected states to develop strategic plans has grown exponentially to a point where the demand was significantly higher than our capacity to supply. Therefore, over the course of 2020, the GICHD decided to strengthen the strategic planning team to meet such demand. The strengthening of the team was done by:
i. Adding additional human resources capacity to the team to ensure that a greater number of strategies could be developed and reviewed with National Authorities concurrently.
ii. Elevating strategic planning to become a fully-fledged programme within the GICHD reporting directly to the Chief of Mine Action Programmes. Thereby, the new programme would play a greater cross-cutting role within the Centre, thus enabling its overall activities in a given country to be underpinned by the very strategy that the Centre helped develop.
PfP IMAS and Compliance workshop
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OVERVIEW OF THE RESULTS-BASED MANAGEMENT SYSTEM
The GICHD is guided by a results-based management (RBM) system towards implementing its Strategy 2019–2022 efficiently and effectively. Concretely, this RBM system enables the Centre to strengthen its results- focus around the planning, budgeting, implementation and reviewing of its 11 Immediate Outcomes (IOs), at the levels of field support and global framework. Annually, with the use of its RBM monitoring framework, the Centre measures progress towards fulfilling the 11 IOs. The monitoring framework is an integral part of the internal planning and reporting structure with which the Centre systemically collects and analyses data at project, programme and IO levels, enabling it to publish credible and reliable results information in the Performance Report. The GICHD’s determination and ability to learn and adapt—embedded within the principles of the RBM system— strengthen its opportunities to have a relevant and lasting impact on affected communities. The Centre routinely improves the planning and implementation of projects and programmes that contribute to the 11 IOs through learning, from both success and failure, at the end of each implementing year. In 2020, the GICHD conducted an internal evaluation of its annual reporting process with a view to exploring possibilities to further strengthen it.
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I. OVERVIEW BY IMMEDIATE OUTCOME
Information management team, GICHD premises
GICHD PERFORMANCE REPORT 2020 | 9
2020 PROJECT PORTFOLIO FIELD SUPPORT IO 1
IO 2
IO 3
IO 4
IO 5
IO 6
IO 7
National strategies are developed, adopted and implemented by states, according to good practice
National standards are developed, adopted and implemented by states, according to international standards
States and other partners use quality information to support their programming and operational management
Land release is implemented by states and other partners, according to good practice
Regional cooperation furthers the exchange,
Risks from explosive ordnance are reduced in a gender and diversity sensitive and responsive manner
Ammunition is managed by states according to good practice
dissemination and adoption of good practice
T Strategic
T National
T Information
T Cooperation, Research Studies and Assessments
T Arab Regional Cooperation Programme (ARCP)
T Gender and Diversity Capacity
T Ammunition Management Advisory Team (AMAT)
Planning in Mine Action
Mine Action Standards Development Assistance
Management Support
Development
T Management of Residual Explosive
T Information
Management Training
T Training,
T Eastern Europe,
T Gender and Diversity Research
T Quality
Development and Delivery
Remnants of War (MORE)
Management System (QMS)
Caucasus and Central Asia RCP
T Geoservices
T Technology, Tools Development and Maintenance
T Explosive
T Strategic
T Ageing of Explosive
Ordnance Risk Education (EORE)
T IMSMA Core
Support to Afghanistan
T Francophone Regional
Ordnance (EO)
T Mobile
Cooperation Programme
Development and Maintenance
T Capability
Development of the Directorate of Mine Action (DMA)
T UNMAS
IMSMA Core Implementation
T Urban
T IMSMA New
Research and Development
Generation (NG) Maintenance
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2020 PROJECT PORTFOLIO
GLOBAL FRAMEWORK IO 8 IO 9
International normative and policy processes IO 10
IO 11
Implementation of Conventions is fostered through the provision of expertise and logistical support
Relevant concepts, methods and tools are captured in international standards
The reduction of risks from explosive ordnance contributes to humanitarian action and sustainable development
are informed by evidence
T Substantial Support to
T IMAS
T Multilateral
T Mine Action and the Sustainable
Secretariat
Discussions on Conventional Weapons and Ammunition
International Humanitarian Law
Development Goals (SDGs)
T IMAS
Development and Outreach
T Logistical Support to
T Small Arms and Light Weapons
International Humanitarian Law
T Enterprise
GIS (EGIS) for OSCE SMM Ukraine
T Gender and Diversity Support to Conventions
T Mine Action and Peace
T Gender and Diversity:
Global Policy
MSP Opening with Osman Abufatima Adam Mohammed, Deputy Permanent Representative of Sudan © AP Mine Ban Convention ISU
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FIELD SUPPORT
2020 RESULTS IN A NUTSHELL
IO 1
IO 2
IO 3
TRAINING
National standards are developed, adopted and implemented by states, according to international standards 3 targeted NMAS assessments completed Cambodia, Vietnam, Yemen 3 countries where NMAS reviewed and updated Cambodia, Vietnam, Yemen 1 countrywhere NMAS related to IED response updated Yemen 1 workshop conducted; 1 workshop supported Afghanistan, Yemen 1 publication developed IED Clearance Good Practice Guide 78% of participants that responded, reported that they acquired practical and theoretical knowledge
National strategies are developed, adopted and implemented by states, according to good practice 1 national strategy developed, with gender and diversity considerations integrated Afghanistan 2 national and donor strategies revised GFFO, South Sudan 1 national strategy improved Angola 4 national strategies implemented Kosovo, South Sudan, Sri Lanka, Zimbabwe 1 national strategy assessment conducted Afghanistan
States and other partners use quality information to support their programming and operational management 4 states improved their IM system as per the GICHD’s IM capacity development framework Bosnia and Herzegovina, Cambodia, Iraq, Lebanon 5 assessments conducted Afghanistan, Bosnia and Herzegovina, Cambodia, Iraq, Lebanon 4 states and 5 partners adopted GICHD information management tools Afghanistan, Libya, Solomon Islands, Tajikistan; Mayday Rescue for Syria, UNMAS in Cyprus, Democratic Republic of the Congo, Nigeria, Somalia
5 workshops delivered 8 training courses delivered 280 participants in total (54 women, 226 men)
1 e-learning course 1,432 participants concluded the e-learning course
ARCP Quality Management Course, Lebanon
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FIELD SUPPORT
2020 RESULTS IN A NUTSHELL
IO 4
IO 5
IO 6
IO 7 Ammunition is managed by states according to good practice 2 states completed a baseline assessment Mauritania, Moldova 1 state; 2 partners assisted in improving the SSMA
Risks from explosive ordnance are reduced in a gender and diversity sensitive and responsive manner 3 gender and diversity baseline assessments completed
Land release is implemented by states and other partners, according to good practice 2 tools developed Technical Simulator (TSIM), Demining Accidents Database (DAD) 4 training courses; 3 workshops conducted for 120 participants (25 women, 95 men) Ops Analyst (Colombia), NTS (Afghanistan), Accident Investigation (global), Quality Management (SEA-region); Operational Efficiency (Ukraine), TS (Afghanistan, Bosnia and Herzegovina) 2 studies developed T Land release (Afghanistan) T Technical survey (Bosnia and Herzegovina)
Regional cooperation furthers the exchange, and dissemination and adoption of good practice 21 countries exchanged good practice through Burkina Faso, Central African Republic, Chad, Egypt, Iraq, Jordan, Lebanon, Libya, Mali, Mauritania, Morocco, Palestine, Russia, Somalia, Sudan, Tajikistan, Ukraine, Yemen 6 NMAA adopted good practice regional cooperation Armenia, Belarus, Benin, Armenia, Georgia, Somalia, Sudan, Tajikistan, Ukraine 42 translations of IMAS in national / regional languages delivered 14 IMAS (French), 14 IMAS and T&EP (Russian), 14 IMAS (Arabic)
5 training courses developed, with 11 people trained (5 women, 6 men) and 1,432 online users 93% of participants applied new knowledge and skills (10 women, 3 men) 1 NMAA and 12 partners adopted EORE good practice shared 4 global policies or agendas promoting EORE produced 2 publications developed T Strengthening a Sustainable National Capacity for Gender and Diversity Mainstreaming in Mine Action T Review of New Technologies and Methodologies for EORE in Challenging Contexts
1 video, 1 publication and 1 e-book developed T Security Sector Reform and Ammunition Management: Lessons Learned from Bosnia and Herzegovina T Reducing Risks Associated with Ammonium Nitrate T Ammunition Safety Management
Afghanistan, HALO Trust Afghanistan, HALO Trust Somalia 13 countries and/or partners equipped with a dedicated capacity on gender and diversity Afghanistan, Cambodia, Colombia, Iraq, Lebanon, Libya, Nigeria, Tajikistan, Vietnam 60% of countries improved their gender and diversity response system and practices 10 countries and / or partners formalised their gender and diversity mainstreaming frameworks Afghanistan, Cambodia, Colombia, Iraq, Lebanon, Libya, Nigeria, Tajikistan, Vietnam
based on good practice Guinea Bissau, UNODA, UN SaferGuard 1 online course, 1 workshop to which AMAT contributed UNODA-DPO’s DDR WAM course, OAS regional workshop on PSSM
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GLOBAL FRAMEWORK
2020 RESULTS IN A NUTSHELL
IO 8
IO 9
IO 10
IO 11
The reduction of risks from explosive ordnance contributes to humanitarian action and sustainable development 1 tool adapted under EGIS to benefit gender equality, humanitarian, peace, security and development stakeholders 7 cross-thematic partnerships engaged
Implementation of Conventions is fostered through the provision of expertise and logistical support 19 references to GICHD substantive and logistical support by States Parties during APMBC, CCM and CCW meetings 5 extension requests under the APMBC and CCM supported by the GICHD Bosnia and Herzegovina, Chile, Colombia, Lebanon, South Sudan 3 States Parties the subject of a country-focused and individualised approach (APMBC/CCM) supported Bosnia and Herzegovina, Democratic Republic of the Congo, Lebanon
Relevant concepts, methods and tools are captured in international standards 9 IMAS and TNMA submitted for consideration and approved by the IMAS Review Board 100% of new standards include G&D considerations 1 global training course conducted with 20 participants (5 women, 15 men)
International normative and policy processes are informed by evidence 2 international and policy processes that received advice 1 reference to GICHD’s expertise EWIPA discussions
2 publications developed linking mine action and broader agendas T Linking mine action and the 2020 Agenda: Insights from Bosnia and Herzegovina and Lao PDR T The sustainable development outcomes of mine action in Jordan
UNDP, OSCE SMM, Mdp Gender and Diversity Hub, International Gender Champions, CEOBS, SIPRI, and GCSP 3 national strategies aligned with the SDGs Bosnia and Herzegovina, Jordan, Lao PDR 3 interventions in external training courses T GPC Global Protection Forum 2020 T 18th MSP, organised by NPA and CEOBS T Leadership in International Security Course (LISC)—GCSP
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EXPENDITURES BY IMMEDIATE OUTCOME FINANCIAL OVERVIEW
IO 1 National strategies are developed adopted and implemented by states, according to good practice
827,353
IO 2 National standards are developed, adopted and implemented by states, according to international standards
1,269,104
IO 3 States and other partners use quality information to support their programming and operational management
3,130,365
IO 4 Land release is implemented by states and other partners, according to good practice
2,343,983
IO 5 Regional cooperation furthers the exchange, and dissemination and adoption of good practice
640,305
IO 6 Risks from explosive ordnance are reduced in a gender and diversity sensitive and responsive manner
1,248,605
IO 7 Ammunition is managed by states according to good practice
2,570,617
IO 8 Implementation of Conventions is fostered through the provision of expertise and logistical support
799,096
IO 9 Relevant concepts, methods and tools are captured in international standards
630,820
IO 10 International normative and policy processes are informed by evidence
112,866
IO 11 The reduction of risks from explosive ordnance contributes to humanitarian action and sustainable development
2,347,975
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ALLOCATIONS OF DONORS’ CONTRIBUTIONS BY IMMEDIATE OUTCOME
IO 1
IO 2
IO 3
IO 4
IO 5
IO 6
IO 7
IO 8
IO 9
IO 10
IO 11
Australia Austria Canada European Union Council Decision Finland Germany Italy Norway Spain Sweden Swiss Department of Defence, Civil Protection and Sport
Swiss Department of Foreign Affairs Switzerland
The Netherlands United Kingdom United States of America City of Geneva Enhancing Human Security (ITF) The HALO Trust UNODA UNDP
In-kind contributions (ASEAN Regional Mine Action Centre, Austrian Ministry of Defence, Cambodian Mine Action Centre, City of Geneva, Descontamina—OACP, Directorate of Mine Action Coordination, Environmental Systems Research Institute (ESRI), Facebook, Fondation Suisse de Déminage, Government of Germany, Humanitarian Disarmament and Peacebuilding (HDP), Humanity & Inclusion (HI), International Committee of the Red Cross (ICRC), Janus Global Operations, Lebanon Mine Action Center, Microsoft Azure, Mines Advisory Group (MAG), Norwegian People´s Aid (NPA), OSCE Project Co-ordinator in Ukraine, Safe Software Inc., Slido, Survey Monkey, Swiss Federal Department of Foreign Affairs, Swiss Federal Department for Defence, Civil Protection and Sport, Tetratech, The HALO Trust, United Nations Development Programme (UNDP) and Wix) contribute to all Immediate Outcomes.
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COUNTRIES AND TERRITORIES BY IMMEDIATE OUTCOME BENEFICIARIES
IO 1
IO 2
IO 3
IO 4
IO 5
IO 6
IO 7
IO 8
IO 9
IO 10
IO 11
Afghanistan Azerbaijan Bosnia and Herzegovina Cambodia Central African Republic Colombia Congo (DRC) Germany Iraq / Kurdistan Korea, Republic of Lao PDR Lebanon Libya Mali Nigeria Palestine Solomon Islands Somalia South Sudan Sri Lanka Sudan Syrian Arab Republic Tajikistan
Ukraine Vietnam Western Sahara Yemen
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II. RESULTS BY IMMEDIATE OUTCOME
Mission study on the socioeconomic impact of employment of women on mine action, Sri Lanka
GICHD PERFORMANCE REPORT 2020 | 18
FIELD SUPPORT
IMMEDIATE OUTCOME 1 National strategies are developed, adopted and implemented by states according to good practice
Appropriate national mine action strategies are central to facilitating effective and efficient operations and directly contribute to the fulfilment of States Parties’ convention obligations and national targets.
1 national strategy developed, with gender and diversity considerations integrated Afghanistan 2 national and donor strategies revised GFFO, South Sudan 1 national strategy improved Angola
4 national strategies implemented Kosovo, South Sudan, Sri Lanka, Zimbabwe 1 national strategy assessment
ACHIEVEMENTS The GICHD continued to strengthen its
a key principle guiding all GICHD’s support, reflected in its close and multi-year partnerships with NMAAs. Ensuring all processes are inclusive and participatory is another guiding principle. First-hand experience shows that broad and inclusive stakeholder participation results in greater ownership of national strategies and their subsequent implementation. LESSONS LEARNT T Clarity on achievements and challenges in implementing previous national strategies (if applicable) is key for developing new, realistic strategies and ensuring continual improvement. Strategy assessments are therefore the first component of the GICHD’s strategic planning support to countries. T Broad and diverse stakeholder participation in context analysis exercises is instrumental for developing an appropriate Theory of Change—the foundation for developing a national strategy.
strategic planning support to EO-affected and donor countries in 2020, including by elevating the strategic planning project to a programme. Building on its accumulated experience over the past 10 years and applying good practice and lessons learnt, the GICHD continued to support context-specific, results-oriented processes to assess, develop, review and implement mine action strategies in Afghanistan, DRC, Germany (donor HMA strategy), South Sudan, Sri Lanka and Zimbabwe. The convening power of strategic planning processes is perhaps one of their greatest benefits; evidence shows that providing stakeholders with platforms to discuss challenges and opportunities and identify context-specific solutions have resulted in tangible improvements in several programmes. As a neutral and external partner, the GICHD plays a unique and valued role in facilitating these discussions. Strategic planning processes allow countries to further strengthen their ownership of mine action, including the coordination and management of their programmes. National ownership is
conducted Afghanistan
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FIELD SUPPORT
IMMEDIATE OUTCOME 2 National standards are developed, adopted and implemented by states, according to international standards
International Mine Action Standards (IMAS) and national standards form part of the normative framework of mine action and are designed to enhance the safety, efficiency, and quality of mine action operations.
3 targeted NMAS assessments completed Cambodia, Vietnam, Yemen 3 countries where NMAS reviewed and updated Cambodia, Vietnam, Yemen 1 country where NMAS related to IED response updated Yemen
1 workshop conducted; 1 workshop supported Afghanistan, Yemen 1 publication developed IED Clearance Good Practice Guide 78% of participants that responded, reported that they acquired practical and theoretical knowledge
ACHIEVEMENTS In 2020, the GICHD continued to work to improve the quality of national mine action standards (NMAS) by strengthening assessment methodologies and by maintaining a consistent dialogue with NMAAs and other partners. This focus is part of a concerted effort to invest additional resources in supporting NMAAs with the review and development of NMAS that serve as the key quality management framework for national mine action programmes. An effort to integrate the principles of evidence-based analysis and decision-making is at the heart of the approach taken by the Centre. This evidence-based approach ensures that mine action standards are tailored to national contexts and that all mine action actors are making effective decisions and use appropriate methodologies and equipment, according to their areas of operations. Support provided by the Centre to a variety of countries in 2020, such as Cambodia, Vietnam and Yemen has ensured that the process of developing and revising standards is nationally led and that NMAAs are
central actors in the process of the analysis and decision-making criteria. Whether the theme of the standards in question relates to Gender and Diversity (such as in Cambodia), is related to work with IEDs (such as in Yemen) or is a broad overview of all standards (such as in Vietnam), the principles of analysis and evidence-based decision-making, as well as national ownership, are foundations of the GICHD’s approach. LESSONS LEARNT T The commitment and ownership of NMAAs is essential to the success of the support provided by the GICHD. T NMAAs should dedicate appropriate financial and human resources towards achieving a high quality and standardised process around developing and adopting NMAS. T Timely and strategic follow-up and review of standards are critical steps in ensuring continuous improvement in mine action programmes.
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FIELD SUPPORT
IMMEDIATE OUTCOME 3 States and other partners use quality information to support their programming and operational management
Information management (IM), the practice of turning raw data into useful and usable information, contributes towards managing and ultimately reducing the risk caused by explosive ordnance.
“I am very happy having IMSMA Core in TNMAC. It is not only the place for storing data but also a very powerful tool to make right decisions at the right time for decision makers.” Shuhrat Sherafgandov, IMSMA Officer, Tajikistan National Mine Action Center
4 states improved their IM system as per the GICHD’s IM capacity development framework Bosnia and Herzegovina, Cambodia, Iraq, Lebanon 5 assessments conducted Afghanistan, Bosnia and Herzegovina, Cambodia, Iraq, Lebanon 4 states and 5 partners adopted GICHD information management tools Afghanistan, Libya, Solomon Islands, Tajikistan; Mayday Rescue for Syria, UNMAS
ACHIEVEMENTS The GICHD ensures that states and other partners leverage accurate information towards evidence-based strategic and operational decision-making. Between 2019-2020, the GICHD provided information management systems, support and capacity development to national mine action centres and partners such as UNMAS, across 28 countries. In 2020, the adoption of new standards on minimum data requirements (IMAS 05.10) was a significant step in enabling the mine action sector to share information and aggregate results in an efficient and effective manner. Separately, the GICHD partnered with the Global Protection Cluster’s Mine Action Area of Responsibility to draft an analytical framework that maps out an information structure so the sector can use common terminology to plan and implement interventions. In recognising that IMSMA Core represents a generational shift in information management, the GICHD launched the IMSMA expert working group that brings together leaders from 15 organisations to ensure that the system is responsive to the needs and
requirements of states and other partners. The GICHD is accelerating IMSMA Core roll-out with deployments underway in 8 NMAAs and 17 UNMAS country programmes. IMSMA Core serves as a foundation towards enforcing IMAS-compliant data standards and workflows while offering a powerful technology platform that can be used for advanced analytics. LESSONS LEARNT T As the GICHD is hosting IMSMA Core for a number of partners, more sophisticated and flexible tools were needed to monitor the technology and adapt to heterogenous requirements. This informed the planning for 2021 to focus on infrastructure and information security. T A growing number of partners wish to implement or upgrade to IMSMA Core. In identifying partners’ information management capabilities and resources through capacity and needs assessments, the GICHD adapted its 2021 planning to provide tailored support.
in Cyprus, Democratic Republic of the Congo, Nigeria, Somalia
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FIELD SUPPORT
IMMEDIATE OUTCOME 4 Land release is implemented by states and other partners, according to good practice
The improvement and implementation of the land release process makes it possible to deploy costly clearance assets more efficiently and effectively, resulting in considerable time and cost savings.
2 tools developed Technical Simulator (TSIM), Demining Accidents Database (DAD) 4 training courses; 3 workshops conducted for 120 participants (25 women, 95 men) Ops Analyst (Colombia), NTS (Afghanistan), Accident Investigation (global), Quality Management (SEA-region); Operational Efficiency (Ukraine), TS (Afghanistan, Bosnia and Herzegovina)
2 studies developed T Land release (Afghanistan) T Technical survey (Bosnia and Herzegovina)
ACHIEVEMENTS Land release is an overall risk management process where applying analysis, equipment, and procedures according to good practice has a direct and positive impact on safety and efficiency. In 2020, two themes continued to unify the GICHD’s work on land release—1) bringing better research to mine action decision-makers to improve their analysis, and 2) bringing better tools and methods to mine action practitioners. In the first instance, bespoke research was carried out in Afghanistan and Bosnia and Herzegovina, providing concrete recommendations to NMAAs about how improvements in the land release methodology can be achieved. In the second instance, training focused on non-technical and technical survey, as well as quality management systems (QMS), based on stakeholder requests. Overall, training focused on bringing an evidence-based approach to these activities in a risk management framework. Finally, new tools that facilitate analysis and decision-making were developed and rolled out to users, including a technical
simulator (TSIM), an accident database, and a mobile application for information on explosive ordnance. Access to these innovative tools will allow mine action stakeholders to access new and improved information that will enhance their ability for analysis and continual improvement. LESSONS LEARNT T Targeted selection criteria are essential to ensure that participants have the appropriate level of knowledge to benefit from the courses offered by the GICHD. T Ongoing dialogue and collaboration with the end-users of tools and training are important in ensuring that they are fit for purpose and used.
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FIELD SUPPORT
IMMEDIATE OUTCOME 5 Regional cooperation furthers the exchange, and dissemination and adoption of good practice
Regional cooperation among mine action stakeholders within regions sharing a common language helps build confidence. It provides a space for exchanges of experiences and dialogue between national authorities, thereby encouraging south-south cooperation.
42 translations of IMAS in national / regional languages delivered 14 IMAS (French), 14 IMAS and T&EP (Russian), 14 IMAS (Arabic)
21 countries exchanged
ACHIEVEMENTS The GICHD’s regional cooperation programmes (ARCP, EECCA RCP, FRCP) continued to facilitate the exchange and adoption of good practice between NMAAs. Providing better access to guidelines and documents in local languages remained a major focus of the cooperation programmes. Through the translation of mine action documents into Arabic, Russian and French, mine action programmes from countries speaking these languages benefitted from easy access to the latest guidance on mine action. Facilitating the exchange of experiences and expertise between mine action programmes through the provision of a safe space for such exchanges was another priority for the regional cooperation platforms. The GICHD brought together mine action stakeholders from the same region to discuss specific issues and to build up confidence between these programmes. Such regional approaches are instrumental in fostering south-south cooperation. For example, in 2020, the ARCP conducted the first-of-its-kind regional quality management (QM) training course. Participants
and instructors had the opportunity to learn from one another about QM systems established in national programmes, to share information about challenges encountered across the region and ways to address them. Earlier in 2020, at the 23rd NDM-UN, the GICHD organised a francophone regional breakout group for African countries which called for greater regional cooperation, in particular on issues such as IEDs and EORE, for which new standards have been developed recently. LESSONS LEARNT T As the only mine action organisation working as a go-between among NMAAs at the regional level, the GICHD should continue playing a key role in providing means and a safe space to facilitate, promote, and support south-south cooperation. T The security situation in partner countries must be taken into account, as security threats are detrimental to smooth and effective partnerships and outcome delivery.
good practice through regional cooperation Armenia, Belarus, Benin, Burkina Faso, Central African Republic, Chad,
Egypt, Iraq, Jordan, Lebanon, Libya, Mali, Mauritania, Morocco,
Palestine, Russia, Somalia, Sudan, Tajikistan, Ukraine, Yemen 6 NMAA adopted good practice Armenia, Georgia, Somalia, Sudan, Tajikistan, Ukraine
23 GICHD PERFORMANCE REPORT 2020 |
FIELD SUPPORT
IMMEDIATE OUTCOME 6 Risks from explosive ordnance are reduced in a gender and diversity sensitive and responsive manner
Building partners’ knowledge and skills to mainstream gender and diversity considerations increases the impact of mine action interventions. The resilience of EO-affected communities is strengthened through raising the profile of EORE and improving its integration, effectiveness, efficiency and relevance.
3 gender and diversity baseline assessments completed Afghanistan, HALO Trust Afghanistan, HALO Trust Somalia 13 countries and/or partners equipped with a dedicated capacity on gender and diversity Afghanistan, Cambodia, Colombia, Iraq, Lebanon, Libya, Nigeria, Tajikistan, Vietnam 60% of countries improved their gender and diversity response system and practices 10 countries and / or partners formalised their gender and diversity mainstreaming frameworks Afghanistan, Cambodia, Colombia, Iraq, Lebanon, Libya, Nigeria, Tajikistan, Vietnam
5 training courses developed, with 11 people trained (5 women, 6 men) and 1,432 online users 93% of participants applied new knowledge and skills (10 women, 3 men) 1 NMAA and 12 partners adopted EORE good practice shared 4 global policies or agendas promoting EORE produced 2 publications developed T Strengthening a Sustainable National Capacity for Gender and Diversity Mainstreaming in Mine Action
ACHIEVEMENTS The GICHD continues to respond to the needs of the sector to ensure that risks from EO are reduced in a gender and diversity sensitive and responsive manner. The Centre recognises that for EO risk reduction efforts to be truly inclusive, effective, or transformative, gender and diversity considerations must be integrated throughout the programme cycle. A significant achievement, in this regard, is the mainstreaming of gender and diversity in the updated IMAS 12.10 on EORE. Building on its accumulated experience over the past years, and applying good practice and lessons learnt, the GICHD has supported context-specific, results-oriented processes to assess, develop, review and implement gender and diversity mainstreaming action plans with partners in Afghanistan, Cambodia, Lebanon and Somalia. This, in combination with ongoing provision of technical advice and the development of skills-based training, has resulted in tangible improvements in gender and diversity mainstreaming capacities in the EO risk reduction sector. Significant progress has also been made in raising the global profile of EORE,
as well as in identifying ways of improving its integration, effectiveness, efficiency and relevance. The GICHD has contributed to these outcomes through several activities—including the publication of a Review of New Technologies and Methodologies for EORE in Challenging Contexts, the launch of a project to develop an e-learning course on EORE, the provision of Secretariat support to the EORE Advisory Group, and the delivery of technical advice to regional and national stakeholders.
LESSONS LEARNT T The EORE project has reached a stage
where the achievements made at global level need to be translated into implementation at regional and country levels. To this end, the GICHD is looking to expand the scope of its EORE project in 2021 to include technical support to regional and national stakeholders.
T Review of New
Technologies and Methodologies for EORE in Challenging Contexts
24 GICHD PERFORMANCE REPORT 2020 |
FIELD SUPPORT
IMMEDIATE OUTCOME 7 Ammunition is managed by states according to good practice
Ageing, unstable, and surplus ammunition stockpiles pose a dual risk of accidental explosions and illicit diversion. It is therefore vital that systems of safe and secure management are implemented and maintained at the national level.
2 states completed a baseline assessment Mauritania, Moldova 1 state; 2 partners assisted in improving the SSMA based on good practice Guinea Bissau, UNODA, UN SaferGuard 1 online course, 1 workshop to which AMAT contributed UNODA-DPO’s DDR WAM
1 video, 1 publication and
ACHIEVEMENTS While in 2019 the focus was put on developing
an increased understanding of fundamental issues regarding the implementation of the International Ammunition Technical Guidelines (IATG). This supported Moldova and Mauritania in their efforts to develop more efficient and effective action plans. Testament to AMAT’s raised profile were the several new requests from partner organisations calling for assistance in ammunition management. The United Nations Office for Disarmament Affairs (UNODA) characterised AMAT’s support with updating Version 3 of the IATGs and leading the UN SaferGuard Technical Review Board as “indispensable”. Finally, in 2020, AMAT secured new grants and commenced four new projects for the benefit of states and the UN SaferGuard Programme. LESSONS LEARNT T A regular exchange of information and communication with states and other partners in the ammunition management sector are fundamental to ensure that AMAT’s activities complement and contribute to existing efforts.
its four-year strategy and establishing partnerships, in 2020 the Ammunition
Management Advisory Team (AMAT) became fully operational in responding to the urgent need for sustainable technical support to states in the safe, secure and sustainable management of ammunition.
1 e-book developed T Security Sector Reform and Ammunition Management: Lessons Learned from Bosnia and Herzegovina T Reducing Risks Associated with Ammonium Nitrate T Ammunition Safety Management
“The AMAT platform is a significant opportunity to exchange best practices and learn from each other in ammunition management and stockpile reduction, but also reinforce relationships and promote regional cooperation in this area.” Victor Galciuc, Defence Minister of the Republic of Moldova
course, OAS regional workshop on PSSM
In 2020, AMAT carried out assessment missions in Moldova and Mauritania and provided recommendations that resulted in
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GLOBAL FRAMEWORK
IMMEDIATE OUTCOME 8 Implementation of Conventions is fostered through the provision of expertise and logistical support
The Anti-Personnel Mine Ban Convention (APMBC), the Convention on Cluster Munitions (CCM), and the Convention on Certain Conventional Weapons (CCW) provide for a robust legal and normative framework within which a large share of mine action interventions is planned, implemented and funded.
19 references to GICHD substantive
3 States Parties the subject of a country-focused and individualised approach (APMBC/CCM) supported Bosnia and Herzegovina, Democratic Republic of the Congo, Lebanon
ACHIEVEMENTS Over the past two years, the Centre has worked closely with the Presidencies of both the APMBC and CCM, including during the quinquennial review conferences of these Conventions. States Parties to the APMBC, the CCM and the CCW continued to make progress and adopt decisions that guide their work. The GICHD’s technical advice contributed to the development of strategic documents, such as the Oslo Action Plan (APMBC 4th Review Conference) and the draft Lausanne Action Plan (CCM 2nd Review Conference). These plans, which are expected to be adopted by all States Parties, provide direction, and help ensure progress can be measured, a remarkable new development that the GICHD supported thanks to its expertise. Upon request, the GICHD reviewed extension requests related to Article 5 of the APMBC and Article 4 of the CCM, in an effort to ensure that the work of the State-led committees was based on evidence. In 2020, due to the pandemic, key events were migrated to online formats, and logistical support to that effect
was provided to the convention machinery that oversees the APMBC, CCM and CCW (Presidencies, Committees, Implementation Support Units). LESSONS LEARNT T The GICHD’s work around the globe with a variety of mine action programmes in different contexts places it in a unique position to share experiences and good practice from the field with the delegates in charge of monitoring the implementation of the Conventions.
and logistical support by States Parties during APMBC, CCM and CCW meetings 5 extension requests under the APMBC and CCM supported by the GICHD Bosnia and Herzegovina, Chile, Colombia, Lebanon, South Sudan
26 GICHD PERFORMANCE REPORT 2020 |
GLOBAL FRAMEWORK
IMMEDIATE OUTCOME 9 Relevant concepts, methods and tools are captured in international standards
The development of IMAS contributes to improved safety, efficiency, and quality of mine action operations. The GICHD has a number of key roles within the IMAS governance system, serving on the IMAS Review Board and in the IMAS Steering Group, which is the director-level policy oversight mechanism for the IMAS. In addition, the GICHD houses the secretariat for the IMAS Review Board and the IMAS Steering Group, a role that contributes to the smooth functioning of the overall governance of the IMAS.
9 IMAS and TNMA submitted for consideration and approved by the IMAS Review Board 100% of new standards include G&D considerations 1 global training course conducted with 20 participants (5 women, 15 men)
ACHIEVEMENTS The IMAS is the mine action sector’s
discussions and drafting new content. An overall support to the well-functioning and transparent governance of the IMAS has also been an important feature of the GICHD’s work to support standards. A recent independent evaluation of the IMAS governance not only led to an expansion of the GICHD’s secretariat role to the SG but also established that “the IMAS overall have been a success story”, 1 , including the GICHD’s role in supporting and promoting standards. Building on this momentum, the Centre, in 2020, invested additional efforts in improving MAS governance procedures and accountability measures. LESSONS LEARNT T Integrating expertise from across the Centre in the process of IMAS development improves the contribution of the Centre towards enhancing the quality of IMAS guidance and ensuring its relevance.
reference for good practice, and therefore must continually evolve to remain relevant and promote a common and consistent approach to mine action operations. In 2020, the GICHD continued to support the IMAS Review Board (RB) and the Steering Group (SG) in the oversight and development of high- quality standards. Six revised IMAS chapters, and one technical note (TNMA), in addition to integrating new definitions within the IMAS Glossary (04.10), were approved by the IMAS RB and will therefore provide additional guidance for mine action practitioners. The GICHD continued to place high importance on this work and played a significant role in developing this new content for the IMAS by providing the secretariat function that supports planning and documentation of the Review Board’s work. The GICHD also promoted the integration of new technical guidance within the IMAS, by facilitating technical
1 Ernst and Young, pp.31
27 GICHD PERFORMANCE REPORT 2020 |
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