The Qatar Red Crescent Society (QRCS) recently hosted a weeklong Managing Operations Training (MOT) workshop aimed at enhancing the skills and operational capacity of disaster response personnel. The event, organised by the International Federation of Red Cross and Red Crescent Societies (IFRC), brought together 44 specialists from 17 national societies, including representatives from Qatar, the United Kingdom, Tanzania, Syria, Norway, Bangladesh, the Netherlands, Japan, Lebanon, Spain, Canada, France, Sweden, Switzerland, Tajikistan, Austria, and Germany.

The participants had all completed mandatory virtual preliminary courses provided by the IFRC prior to attending the in-person workshop. The training focused on building leadership capabilities in managing humanitarian operations, improving coordination efforts, supporting national societies, managing resources efficiently, ensuring safety and security, and transitioning effectively from emergency response to recovery.

Mohamed Bader al-Sada, assistant secretary-general for Relief and International Development at QRCS, highlighted the growing complexity of crises and disasters. He emphasised the need for skilled leaders who can make timely decisions and manage operations amidst uncertain and evolving circumstances. Al-Sada also outlined QRCS’s plans to further develop the capacities of its Emergency Response Units, particularly within field hospitals, water, sanitation and hygiene (WASH) services, and psychosocial support domains.

Cristhian Cortez, deputy regional director for the Middle East and North Africa at IFRC, stressed that effective operational management extends beyond immediate assistance. He noted that strengthened national societies, improved preparedness, and enhanced resilience are critical outcomes of successful emergency responses. Cortez pointed out that decision-making in crises often involves incomplete information and limited resources, making leadership quality essential in navigating competing priorities and maintaining accountability while keeping affected communities central to the response.

Throughout the MOT programme, participants engaged with a wide range of IFRC tools, policies, systems, and procedures designed to support strategic and operational management. These covered key areas such as movement and membership coordination—including frameworks like Seville 2.0, Strategy 2030, the Agenda for Renewal, and Emergency Membership Coordination guidelines—humanitarian diplomacy, stakeholder engagement, duty of care, supply chain management, procurement strategies, resource mobilisation, financial oversight, risk management, safeguarding, and legal considerations.

The training also placed emphasis on planning for surge capacity and exit strategies, as well as the critical transition from immediate response activities to longer-term recovery. Ultimately, the programme sought to empower participants to effectively apply IFRC resources and best practices to improve outcomes in future humanitarian emergencies.