Growing with confidence
Recognising that CREWS is a key delivery mechanism for Early Warnings for All (EW4All), during 2024, crucial steps were taken to programmatically align CREWS with EW4All. The approval of the Accreditation Framework in 2024 provides a mechanism for the remaining two EW4All pillar leads – the International Telecommunications Union (ITU, Pillar 3 lead) and the International Federation of Red Cross and Red Crescent Societies (IFRC, Pillar 4 lead) – to become CREWS Implementing Partners. 2024 also witnessed the inaugural meeting of the CREWS Operational Coordination Group comprising Implementing Partners, regional institutions and NMHS with CREWS Cooperation Frameworks. The Operational Coordination Group seeks to support the CREWS Steering Committee in carrying out its functions and making decisions and may also serve as a platform for sharing learning and best practice across the portfolio. Furthermore, it recognises the crucial role of regional institutions and centres in the global scale up of early warning systems.
Reporting with confidence
A new MEAL framework was fully adopted in 2024 with all programmes reporting against it for the first time and the numbers in this report serving as a baseline for reporting future progress. The new CREWS Theory of Change and accompanying Monitoring, Evaluation, Accountability and Learning (MEAL) framework are aligned with the goal of EW4All and CREWS will soon include as one of its indicators the EW Maturity Index being developed by the EW4All M&E working group, led by the WMO and the UNDRR.
Whilst programmes have reported on the 5 Core Indicators of the new results framework, qualitative data is also important. Throughout this report, programme highlights provide evidence – including some individual testimonies – of the positive impact that communities are experiencing on the ground as a result of the sustained commitments of programme partners across all sectors as well as the increasing levels of support from national and local governments in the countries where CREWS operates.
Maturing with confidence
As CREWS prepares to enter its tenth year, there have been updates to some of the Operating Procedure Notes which provide crucial guidance to implementing and operating partners. These recent updates reflect how the initiative has developed over time for example, CREWS’ transition from a gender-informed approach to one that is gender-responsive. In due course, other operational procedure notes (e.g. Programming and Project development) will be updated to take account of this important development. On another theme, the update to the operational procedures for the Accelerated Support Window addresses a need for additional support to be available to countries with lower levels of capacity so that they can prepare CREWS programme proposals and benefit from both the economies of scale and opportunities for leverage that CREWS support brings. Furthermore, 2024 saw the delivery of an Analytical Paper to guide the development of Operational Procedures on CREWS Programming in countries affected by fragility, conflict and violence with further work on this important topic scheduled for 2025.
Operating with confidence
In 2024, the CREWS Steering Committee approved USD 21,133,500 in new financing decisions for 2 new country programmes (Djibouti and Niger 2.0), a new phase to the Caribbean programme and the EW4All Accelerator programme. This brought the total number of multi-year country and/ or regional programmes to date to 24, with 19 active in 2024. Evidence from the three programmes nearing completion in 2024 demonstrates beyond doubt the value that CREWS generates by bringing together key stakeholders at national and regional levels, with some entering into formal agreements for the first time. It has also shown how CREWS is leveraging, and is being leveraged by, other investments. By coordinating and aligning both interventions and timelines (for example, in West Africa), technical support from CREWS is supporting capital investments by other funders (e.g. GCF) or programmes (e.g. World Bank Hydromet programme) ensuring that staff in national and regional institutions receive the training and support to maximise the benefits of new systems and equipment. By promoting a coherent approach, maximum impact is achieved at minimum cost through economies of scale and using the comparative advantage of partners to the greatest effect.
Partnering with confidence
Whilst the new Accreditation Framework paves the way for new Implementing Partners, CREWS has been strengthening other partnerships – for example, in 2024, CREWS joined the Alliance for Hydromet Development and CREWS continues to actively participate in the Risk-informed Early Action Partnership and the Global Shield Against Climate Risks. Also in 2024, CREWS finalised a Co-operation Framework with the UK’s Met Office, the first of up to 10 frameworks that might be agreed in the coming years that will provide fast-track access to technical support. Partnerships have also been fundamental to our programmes, with partnerships between the public, private, academic and civil sectors as exemplified in this report.
Acting with confidence
Throughout 2024, CREWS programmes have operated true to its core values and in this report, numerous examples of best practice have been shared from across the portfolio. There have been examples of unique solutions – like the weather app in Tonga, achieved through an Accelerated Support Window action – to country-specific configurations of systems, for example the LaoDi database in Lao PDR. LaoDi hosts historical disaster impact records and has already proven crucial for reporting and managing the impacts of multiple tropical cyclones which affected the region in 2024, including Prapiroon, Yagi, and Soulik.
It has been possible to provide appropriate, tailored solutions as a result of participatory approaches that ensure that the needs of the most vulnerable communities are understood through consultations with members of these communities – such as members of Boulaus commune in Djibouti – and co-design activities, such as the development of hazard awareness boards in Créole for the citizens of Haiti. Meanwhile, gender-responsive interventions have empowered women across CREWS countries with powerful testimony from Somalia about the benefits of the training provided with CREWS support and the actions that local stakeholders have already taken to implement what they learned.
However, a particular strength of CREWS – manifested through its engagement with EW4All – is the desire to promote coherence and have a multiplying effect. This report includes many examples of funds being leveraged and interventions being aligned, especially in West Africa.
Throughout 2024, CREWS has built on the momentum from previous years and set a solid foundation for the future. With work on a new Strategy and Operating Plan initiated in 2024, CREWS and its partners will soon set the direction for CREWS out to 2030. For now, CREWS looks forward with confidence, assured by the continued commitment of its funders, implementing and operational partners as well as the growing demand for CREWS support from governments across the LDCs and SIDS, and the communities they serve.