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Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Inter-Agency Contingency Plan Annex List 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Contact Lists National Disaster Management Committee Decree Local and Regional Donor Information Cluster Leads Terms of Reference Inter-Agency Standing Committee Terms of Reference Humanitarian Country Team Terms of Reference Inter-Cluster Coordination Group Terms of Reference Emergency Task Force Terms of Reference Information Management Network TOR Provincial Focal Points Terms of Reference Cluster Response Plans Initial Information Guidance Note Common Rapid Assessment Tool Review Template Common Rapid Assessment Tool Cluster Situation Report Input Template Overall Situation Report Template 1 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Annex 1: Contact Lists Table 1: Inter Agency Standing Committee Chairs Name Position Minh Pham Resident Coordinator of the UN Prasith Dethphommatheth Deputy Director of Social Welfare Department Email [email protected] [email protected] Contact Number 020 55514578 020 99801549 Email [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] Contact Number 020 5551 4578 020 7678 9006 020 5550 9881 020 5551 8788 020 5552 5575 021 413205 020 5551 6100 020 5552 1483 020 5953 0711 020 5551 3119 020 5552 6701 020 5552 0706 020 5552 0705 020 5555 5654 020 2026 7771 020 2207 2725 020 5552 7980 020 5546 3359 020 2366 6873 020 5550 9002 Table 2: Humanitarian Country Team Name Minh Pham Maya Lindberg Brink Liu Yungou Leik Boonwaat Douglas Foskett Purushuttam Mudbhary Tim Schaffter Julia Rees Rizvina Dealwis Kyoko Yokosuka Dzenan Viteskic Bradley Guerrant Paul Howe Avi Sarkar Stefania Dina Olivier Franchi Glenn Bond Dominique Van der Borght Bangyuan Wang David Boisson Position Resident Coordinator Head of RCO Representative Representative Head of Office Representative Representative Deputy Representative Deputy Representative Deputy Resident Representative (Programme) UNDSS Security Advisor WFP Reprentative a.i. WFP Deputy Regional Chief Technical Advisor IFAD Representative Country Director, Save the Children Country Director, Care Country Director, Oxfam Country Director, HPA Head of Delegation, French Red Cross 2 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Table 3: Cluster Leads and Inter-Cluster Coordination Group Members Cluster Health Food Shelter Protection Education Nutrition WASH Early Recovery Logistics ICT Name Hannah Lewis Phetdavanh Leuangvilay Sissel Brenna Ghulam Sherani Avi Sarkar Verity Rushton Sarah Morgan Sengarun Buacharen Emmanuelle Brioux Olivier Franchi Vilasack Viraphanh Uma Palaniapan Viorica Berdaga Mahboob A Bajwa Santhiphab Kithavone Yvette Lizee Vichit Sayavongkhamdy Emmanuel Tusiime Emmanuel Tusiime Email [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] Phone 020 7750 4371 020 7781 7809 020 7810 6852 020 5550 3199 020 5555 5654 020 2254 3284 020 5546 6180 020 5545 4484 020 2997 1165 020 2207 2725 020 5569 4391 020 9759 4965 020 5552 1231 020 541 05566 020 2222 1717 020 5551 5876 020 5500 2500 020 5558 3657 020 5558 3657 3 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Additional ICCG members Name Minh Pham (Chair) Maya Lindberg Brink (Alternate Chair) Julia Rees Paul Howe Vilayphong Sisomvang Ghulam Sherani Dzenan Viteskic Dominique Van der Borght TBC (will be appointed by end March 2013) Vilon Viphonxay Bouasy Thommassack Position Resident Coordinator of the UN Head of RCO / ETF Deputy Representative, UNICEF Deputy Representative, WFP ETF ETF ETF ETF Emergency Communications Team Coordinator IMN Co-chair/ VAM National Officer, WFP IMN Co-chair/NDMO Email [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] Contact Number 020 5551 4578 020 7678 9006 020 5552 1483 020 5552 0705 020 2222 5185 020 5461 7175 020 5552 6701 020 2222 8185 [email protected] [email protected] 020 5570 0759 020 2810 1711 4 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Table 4: Emergency Task Force ORGANIZATION NDMO RCO WFP UNDSS INGO Focal Point NAME Vilayphong Sisomvang (co-chair) Bouasy Thommassack (alternate) Maya Lindberg Brink (co-chair) Hanh Nguyen (alternate) Ghulam Sherani Vanessa Cardamone (alternate) Dzenan Viteskic Sisomphone Thammavongsa (alternate) Dominique Van der Borght Sengthong (alternate) Email [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] Mobile 020 2222 5185 020 2810 1711 020 5551 4578 020 5444 4182 020 5461 7175 020 9833 5064 020 5552 6701 020 5551 7219 020 2222 8185 020 5434 5710 Skype maya.lindberg.brink ghulam mohyuddin sherani vanessa.cardamone dzenan.viteskic sisomphone.thammavongsa vdborghtdomi - 5 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Table 5: Information Management Network IMN Chairs Name Mr. Vilon Viphonxay Bouasy Thommassack Position IMN Co-chair/ Vulnerability Analysis and Mapping, National Officer, WFP IMN co-chair/NDMO Email [email protected] Contact Number 020 5570 0759 [email protected] 020 2810 1711 Cluster IMN Focal Points Cluster Early recovery Name of Focal Point Chitlatda Keomuongchanh Vichit Sayavongkhamdy Doug Foskett Title, Organization Programme Analyst, UNDP Early Recovery Cluster Lead, UNDP Head of IOM Email address [email protected] [email protected] [email protected] Phone number 020 5562 6162 020 5500 2500 020 5552 5575 Buahom Sengkhamyong UNHABITAT [email protected] 020 2222 6005 Nutrition Uma Palaniappan Nutrition Specialist, UNICEF [email protected] 020 9759 4965 Health Hannah Lewis Epidemiologist, WHO [email protected] 020 7750 4371 Phetdavanh Leuangvilay WHO [email protected] 020 7781 7809 Child Protection Kirsten de Martino Chief of child protection, UNICEF [email protected] 020 7783 0582 Verity Ruston Child protection Specialist, UNICEF [email protected] 020 2254 3284 Education Oulath Saengouthay Head of Education Prog., Save the Children [email protected] 020 5442 4204 Vilasack Viraphanh Programme Director, Save the children [email protected] 020 5569 4391 WASH Santiphap Kithavone WASH Officer, UNICEF [email protected] 020 2222 1717 Logistics Toulor Xiamai Sr. Logistics Assistant, WFP [email protected] 020 2304 2124 ICT Somphone Inthavong ICT Senior Assistant, WFP [email protected] 020 5552 1293 Food Security Vilon Viphonxay VAM National Officer, WFP [email protected] 020 5570 0759 Shelter 6 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 IMN Government Counterparts Name and surname Vilayphong Sisomvang Bouasy Thammasack Vimalar Khounthalangsy Souvanny Phonevilay Intong Bounmany, Title Head of NDMO Technical staff, NDMO Technical staff, NDMO Deputy Director, Dept. of Meteorology and Hydrology Technical Staff, National Statistics Bureau Email address [email protected] [email protected] [email protected] [email protected] [email protected] Phone number 020 2222 5185 020 2810 1711 020 2221 9355 020 2220 4729 020 5503 9701 7 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Table 6: Emergency Communications Team Note: The final list of ECT communication team members will be completed following the first meeting of the ECT early 2013. The below list is therefore tentative only. Name Phetmany Xaychaleune Eeva Nyyssonen Kate Vosen Irene Tan Ryan Webb Timo Sarpola Marc Vergara Tabongphet Phouthavong Noy Promsouvanh Quentin Rouveirolles Viengsavath Vilaythong Mel Whitney-Long Sengthong Vongsakid Anne Kiev Rouve Khampot Somphanthabansouk Simon Le Tocq Position Communications Assistant Communications Officer Project Officer Communication Officer Donor Relations Officer IT Officer Chief of Communication Communication Specialist Communications Manager Head of Mission Partnership & Communications Team Acting Head Program Manager Humanitarian Coordinator Country Director Communication Officer Emergencies Programme Manager Organisation UNCG /UN RCO UNDP IOM WHO WFP FAO Plan International Triangle Génération Humanitaire Email [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] Care [email protected] Health Poverty Action Oxfam Handicap International World Vision Save the Children [email protected] [email protected] [email protected] [email protected] [email protected] UNICEF 8 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Table 7: Provincial Focal Points Province Focal Point Position Phone number Email Souksamone Khantry Emergency Head of Sector 021 454201, 020 22220393 [email protected] Country Director 02022072725 [email protected] CARE Olivier Franchi (alternate) Kongchi YIAYANG Provincial Program Manager 020 5623 2321 [email protected] [email protected] NCA Rural Development Coordinator Provincial manager 020 5490 9020 Luangnamtha Silke Stoeber (alternate) Mr. Anongsack 020-56840929 [email protected] Oudomxay Bokeo Focal point yet to be confirmed Plan Saphet Sivilay DRM Coordinator 5562 8828 [email protected] Program Director 5862 0218 [email protected] Agriculture & Livelihood Coordinator 020 97674745 [email protected] Mr. Michael Wolfe Northern Laos Zonal (alternate) Manager Focal point yet to be confirmed Mr. Fabien BASTIDE Program Coordinator 020 55671753 [email protected] 020-543-95035 [email protected] Mr. David BOISSON (alternate) Phetlasy Phanpradith Head of Delegation 020-555-09002 [email protected] Programme manager 020 55528934 [email protected] Sengthong Vongsakit DMWG co-chair 2054345710 Vientiane Municipality Phongsaly Luangprabang Huaphanh Xayabury Xiengkhuang Vientiane Focal Point Organization Save the Children World Vision Oxfam French Red Cross Caritas Luxembourg Oxfam Andrew Hill (alternate) Mr. Outhon Sangta [email protected] 9 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Borikhamxay Save the Children Khammuane TGH Savannakhet World Vision Saravane Sekong Champasack Attapeu Oxfam CARE Simon Letocq Emergency Manager 054 280129 [email protected] Vanbouasy Phommachanh (alternate) Quentin Rouveirolles Field Office Manager 054 280129 [email protected] rg Head of Mission 020 555 91 272 [email protected] Mr. Khamsoulith Hongsombath Agriculture & Livelihood Coordinator 020 55541862 [email protected] 020 77884210 [email protected] 020 5550 6322 [email protected] 020 5563 8360 [email protected] 020-77376231 [email protected] 020-23666873 [email protected] Mr. Eddy Sianepar Southern laos Zonal (alternate) Manger Focal point yet to be confirmed Chris Wardle Provincial Coordinator Phounsy Phasavaeng Provincial Program (alternate) Manager Focal agency and focal point yet to be confirmed HPA Mr. Leigh VICKERY Attapeu Programme Coordinator Mr. Bangyuan WANG (alternate) Country Director 10 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Table 8: Inter-Agency Contingency Plan Technical Working Group Name Maya Lindberg Brink Megan Gayford Vilayphong Sisomvang Bouasy Thammasack Ghulam Sherani Oulayvanh Sayarath Hannah Lewis Phetdavanh Leuangvilay Reiko Tsuyoukar Sissel Brenna Santhiphab Kithavone Eeva Nyyssonen Thanongdeth Insixiengmay Olivier Franchi Dominique Van der Borght Sengthong Vongsakek Alison Rusinow Organization RCO RCO NDMO NDMO WFP UNFPA WHO WHO WHO FAO UNICEF UNDP ADPC Save the Children OXFAM OXFAM Care Email [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] Mobile (+856) 020 55514578 020 5457 9141 020 22225185 020 28101711 020 54617175 020 55505604 020 77504371 020 77817809 n/a 020 78106852 020 2222 1717 020 2026 7723 020 5570 0136 020 2207 2725 020 5546 3359 020 5434 5710 020 5555 6564 11 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Annex 2: NDMC Decree (unofficial English translation) NDMC Decree Lao People’s Democratic Republic Peace Independence Democracy Unity Prosperity __________________________ Government Vientiane Capital, 21.10.2011 Ref. No. 373/PM DECREE Pertaining to Appointment of National Committee for Disaster Prevention and Control - With reference to Law pertaining to Government of Lao PDR No.02/NA, dated 06 May 2003; According to Agreement and Direction of Prime Minister-Deputy Prime Minister Meeting dated 08 August 2011; Based on the study and proposal of National Committee for Disaster Prevention and Control No.2331/MoF, dated 16/9/2011; To ensure protection and address negative impacts to socio-economic development, to livelihoods of the population timely and effectively. Prime Minister issues the Decree: Article 1: Appointment of National Committee for Disaster Prevention and Control comprising of: 1. General DouangchayPHICHIT, Deputy Prime Minister, Minister of Defense as Chairman; 2. Mrs. Onechanh THAMMAVONG, Minister of Labor and Social Welfare; as ViceChairman and Standing Member of Committee; 3. Mr. Vilayvan PHOMKHE, Minister of Agriculture and Forestry as Vice Chairman; 4. Mr. Sommat PHOLSENA, Minister of Public Works and Transport as Vice Chairman; 5. Associate Professor Bounkong SIHAVONG, Deputy Minister of Health as Member; 6. Minister of Public Security as Member; 7. Deputy Secretary of Central Committee of Lao Revolutionary Youth Organization as Member; 8. Deputy Director of Staff Department, Ministry of Defense as Member; 9. Chief of Office of Ministry of Planning and Investment as Member; 10. Chief of Office of Ministry of Foreign Affairs as Member; 11. Chief of Office of Ministry of Education and Sport as Member; 12. Chief of Office of Ministry of Finance as Member; 13. Chairman of Lao Red Cross as Member; 14. Chief of Office of Ministry of Natural Resources and Environment; as Member; 15. Chief of Public Relations Department of Ministry of Information Culture and Tourism as Member; 12 Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013 Article 2: 1. 2. 3. 4. 5. 6. 7. Roles and Responsibilities of National Committee for Disaster Prevention and Control: National Committee for Disaster Prevention and Control plays the role of chief of staff in the planning, prevention, addressing disaster and focal point for addressing disaster at national level; Has duty to study strategy and policies for proposal to government to address disaster; Study, collect information, data, statistics of victims of natural disasters or manmade disasters and propose the needs for addressing the disasters; Mobilize technical, funding and material assistance from individuals, parties, domestic and international organizations for use in the prevention and control of disasters; Disseminate information and educate the population on potential disasters and integrate contents of disaster prevention and control and environment protection in school curriculum; Provide guidance to disaster-related rescue and relief interventions and formulation of projects for preparation, response to impacts and post-disaster rehabilitation; study and propose to use government funding in collaboration with funding from government organizations and international organizations and NGOs, private organizations operating in Lao PDR and report regularly to government; Coordinate and encourage provincial governors to establish provincial and district level committee for prevention and control of disasters as well as undertake capacity building on management of the organization: Article 3: National Committee for Disaster Prevention and Control has a Secretariat located in Ministry of labor and Social Welfare (Department of Social Welfare). Role and responsibilities of the Secretariat is to be defined by Chairman of National Committee for Disaster Prevention and Control who will develop its regulations; Article 4: National Committee for Disaster Prevention and Control has its own stamp. Article 5: Committee for Disaster Prevention and Control has its line agencies from central to local level: provincial, district to villages (some). Authority and duties of the committee at provincial, district and village level are to be determined by chairman of the committee; provincial governors and major of Capital City to appoint the committee under the endorsement of Chairman of the Committee. Article 6: Office of Government, Party’s Central Committee Staff Organization, Partygovernment organizations and mass organizations, relevant parties, appointed persons to acknowledge and implement this Decree strictly; Article 7: This decree replaces Decree No.261/PM, dated 24 August 2011 and enters into effect from the day of the signature. Prime Minister Thongsing THAMMAVONG 13 Annex 3: Donor Information Donor Information 1. Australian Agency for International Development (AusAID) The key goal of Australia’s humanitarian action is to save lives, alleviate suffering and maintain human dignity during and in the aftermath of conflict, natural disasters and other humanitarian crises, as well as to strengthen preparedness for the occurrence of such situations. In Laos, Australia responds to humanitarian crises by: (i) contributing funds to trusted implementing partners, who have local knowledge and specialist capacity; (ii) deploying experts and specialist teams with required skills and (iii) providing appropriate and cost-effective relief supplies. AusAID funds sudden onset, slow onset and protracted disasters, and commits to disaster responses launched within 48 hours of a request for assistance with humanitarian crises. In Lao PDR, AusAID has provided humanitarian funding support for the 2008 floods and rodent infestation, 2009 Typhoon Ketsana floods, 2010 drought and malnutrition crisis, and 2011 typhoons/floods. Fund recipients included UN agencies (UNICEF and WFP) and Australian INGOs with humanitarian partnership agreements with AusAID. Australia also regularly contributes to WFP emergency operations. To access humanitarian funds, AusAID requires a brief initial funding proposal (including its sector and geographic focus, rationale, and costs) within the first 72 hours of a sudden onset major disaster. Contact: Dave Vosen|| Head of Development Cooperation || [email protected]|| Ph +856 21 353800 Ext 121|| Mob +856 20 5552 5277 Dulce Simmanivong|| Senior Program Manager || [email protected] || Ph +856 21 353800 Ext 227|| Mob +856 20 7798 7658 2. Directorate-General for Humanitarian Aid and Civil Protection (DG EU/ECHO) Globally, DG ECHO funds sudden onset, slow onset and protracted crisis, including response to epidemics. Sectors which can be covered with DG ECHO funding are health, nutrition, food assistance, livelihood, WASH, shelter, mine clearing and disaster preparedness. Implementing agencies are those having signed a framework partnership agreement with DG ECHO (FPA/FAFA), such as the UN agencies, the international aid organizations and the Red Cross. In the event of a large sudden onset disaster, DG ECHO can make an emergency funding decision to mobilize funds within 72 hours after the onset of the disaster (primary emergency funds). However, the action must start within 5 days after the onset of the crisis and can last for only 3 months or less (no extension possible). This requires the submission of a less detailed single form. Page 14 of 112 The Emergency Fund can be mobilized soon after the crisis. All actions must start within 6 months of a disaster. In case there is no prior Primary Emergency financing decision, the first action must start within 3 months of the crisis. The duration of the action can be no longer than 6 months, calculated from the start of the action (no extension possible). This requires the submission of the single form. The Small Scale Response (SSR) is a funding instrument for small-scale disasters. The objective of the SSR tool is to provide rapid humanitarian assistance to victims of natural or man-made disasters, where a small-scale response is adequate to cover unmet needs and enhance preparedness. The main criterion is that less than 50,000 people are affected, while the funding ceiling is limited to 200,000 EURO per disaster. This requires the submission of the single form. The Epidemic funding decision responds to public health related issues caused by outbreaks, which is the main trigger to access funds. There is no ceiling in terms of funding. This requires the submission of the single form. ECHO’s humanitarian funding in Lao PDR began in 1998, with recent funding allocated to the 2008 Mekong Floods, the 2009 Ketsana response, the cholera outbreak and flooding in 2010, the series of flooding in 2011 and the malaria outbreak 2011/2012. The ECHO regional office is located in Bangkok. Contact: Torben Bruhn || Regional Health and Nutrition Coordinator || [email protected] || office +66 2255 1034 || mobile +66 898163784 Piriyada Vessuwon || Program Assistant || [email protected] || +66-22551035 ext. 119 3. Embassy of the United States of America The Office of the U.S. Foreign Disaster Assistance (OFDA) is the office within USAID responsible for facilitating and coordinating U.S. Government emergency assistance overseas. As part of USAID’s Bureau for Democracy, Conflict, and Humanitarian Assistance (DCHA), OFDA provides humanitarian assistance to save lives, alleviate human suffering, and reduce the social and economic impact of humanitarian emergencies worldwide. OFDA responds to all types of natural disasters and provides assistance, when lives or livelihoods are threatened by catastrophes such as civil conflict, acts of terrorism, or industrial accidents. In addition to emergency assistance, OFDA funds mitigation activities to reduce the impact of recurrent natural hazards and provides training to build local capacity for disaster management and response. USAID/OFDA provided funding to partners after Typhoon Ketsana struck in September 2009. The partners and amounts where: UNICEF for WASH ($300,000); Lao Red Cross for WASH and NFIs ($50,000); World Vision for NFIs ($50,000). In addition, since 2011 USAID/OFDA has been funding UNICEF for a community-based DRR program in southern Laos (approximately $200,000/year). USAID/OFDA has three main criteria that must be met before the US Government, through the Ambassador in country or Chief of Mission, declares a disaster: 1. Beyond the capacity of Page 15 of 112 the host nation to cope; 2. There is a request for international assistance, or a willingness to receive such, and 3. It is in the interests of the US Government to respond. It is necessary for all three criteria to be met for USAID/OFDA disaster assistance funds to be available. Sometimes within USAID or the US Embassy there might be other discretionary funds, but not typically. Therefore, if the disaster is small scale and within the capacity of the host nation to cope with, and/or the host government does not request/show willingness to accept assistance, no USAID/OFDA disaster assistance funding will be available. USAID/OFDA doesn't have a specific time limitation for provision of humanitarian funding, however if a sudden onset disaster strikes, USAID/OFDA reacts immediately and expects partners on the ground to immediately provide an assessment and begin discussions with USAID/OFDA. Typically, within the first week after a sudden onset disaster, proposals are submitted to USAID/OFDA. USAID/OFDA typically doesn't fund long-term recovery, but does fund DRR. A typical DRR program is 12-24 months long and must be tied to a particular hazard or multiple hazards (eg. community-based DRR for multiple local level hazards, early warnings for flood and storm hazards, etc), and cannot be a general DRR activity (eg. generic income generation). USAID/OFDA provides assistance that can cover: NFIs, shelter, WASH, health and nutrition, livelihoods, and logistics. Contact: Thomas D'Agnes || Health Program Manager || USAID/RDMA/Lao PDR Tel: Office 856-21-267135 || Mobile: 856-020-5550-9186 [email protected] 4. Japan The Government of Japan has three tools for emergency assistance in countries affected by disasters: dispatch of the Japan Disaster Relief Team and provision of emergency relief goods and emergency grant aid. The Japan International Cooperation Agency (JICA) is responsible for dispatching of Japan Disaster Relief Team and provision of emergency relief goods, and the Embassy is responsible for the emergency grant aid. The Government or an international organization can request assistance via the Japan Embassy in Lao PDR, who will communicate the request to the Japanese Ministry of Foreign Affairs. Contact: Embassy of Japan Masoto Tso || Minister and Deputy Chief of Mission [email protected] || 021 414406 Contact: Japan International Cooperation Agency (JICA) Mr. Masahiko Takizawa || [email protected] || 020 5551 6931 Ms. Izumi Iwaoka || [email protected] || 020 5551 6932 Page 16 of 112 5. Luxemburg The Government of Luxembourg has provided funding for humanitarian assistance in response to cholera epidemics, tropical storms, floods, rodent invasion, food insecurity and malnutrition, as well as to disaster risk reduction, preparedness and resilience building (for a total amount of 1.332.353 € from 2008 to 2012). Recipients of humanitarian funding since 2008 have been WFP, UNICEF, Luxembourg Red Cross, IFRC, Foundation Caritas Luxembourg, Care in Luxembourg and Handicap International Luxembourg The funding decisions are based on ECHO or OCHA situation reports, in response to Flash Appeals or in response to funding requests from humanitarian partners (UN and NGOs), upon consultation with the Embassy. Contact: Gabriel Baptista || Attaché, Embassy of Luxembourg in Vietnam || Tel: +844 3946 1416 || Mobile +84 0914342877 || [email protected] Marianne Donven || Desk Assistance humanitaire ||Direction de la Coopération au développement || [email protected] 6. German Embassy In Germany, the responsibility for humanitarian aid lies with the Federal Foreign Office. The German Government is committed to the humanitarian principles of humanity, neutrality, impartiality and independence. Areas of humanitarian aid comprise: a) Immediate emergency aid: provided straight after a natural disaster or sudden political conflict. The priority is to save lives, provide basic aid supplies and alleviate severe hardship. b) Ongoing emergency aid: provided in more protracted crisis situations where there is no sign of short-term improvement, especially in complex crises. It is intended to meet the vital needs of, for example, internally displaced persons and refugees. Typical measures include emergency medical care, hygiene measures, drinking water supplies, the provision of emergency shelters, food aid and other relief goods (non-food items) as well as mandatespecific protective measures provided by international organizations. c) Transitional humanitarian aid: integral part of humanitarian action plans. It provides medium-term assistance. Following the principles of humanitarian aid, it is granted to continue or complement ongoing and immediate emergency aid in order to strengthen local capacities and pave the way for development cooperation. It aims in particular at initially stabilizing the living conditions of those affected. In situations where development cooperation measures are not expected, rehabilitation measures are intended to prevent those in need from falling into life-threatening hardship again. d) Within the scope of immediate, ongoing and transitional aid, the Federal Foreign Office promotes integrated disaster reduction measures geared to the special needs of the recipients. Preparedness measures can help minimize the impact of future crises and natural disasters, alleviate human suffering and reduce material damage. Every year, the Federal Page 17 of 112 Foreign Office earmarks about 10 percent of its humanitarian aid for disaster reduction projects. e) Humanitarian mine and ordnance clearance: covering all activities aimed at alleviating the humanitarian, social, economic and ecological impact of landmines and explosive remnants of war. This also includes preparedness measures, such as raising awareness of the dangers. Any measures in the category of development policy fall under the responsibility of the Federal Ministry for Economic Cooperation and Development. This includes measures that serve to combat poverty generally or to establish structures (e.g. elements of the healthcare sector, post-flood reconstruction, ensuring food safety or fighting endemic diseases such as malaria or AIDS). The main humanitarian aid instrument is the approval of project applications and the resulting funding for NGOs and international organizations. Budgetary funds are set aside every year so that they can be made available immediately, if necessary, when sudden disasters or crises occur. Where needs are easier to assess, project partners are called upon to submit proposals for projects within the framework of strategic planning. International organizations receive project funding based on regular planning talks. The framework for granting funding to NGOs and international organizations are consolidated aid appeals by the United Nations and the appeals of the Red Cross and Red Crescent Movement. When projects are being organized, the Federal Foreign Office attaches importance to them being anchored in strategic planning in line with the Principles and Good Practice of Good Humanitarian Donorship. When making decisions about financing, the Federal Foreign Office takes into account the fact that the level of donations in the case of forgotten crises is low due to the lack of media attention. The Federal Foreign Office also takes into account under financed sectors such as water and basic sanitation when granting funding. More information can be found at: http://www.auswaertiges-amt.de Since 2002 Germany has funded two small humanitarian emergency relief projects in Laos in the context of the Cyclone Ketsana in 2009: Care International for emergency relief measures in the WASH and Shelter sector (EUR 50,000) and the German Red Cross for emergency medical equipment for three hospitals (EUR 30,000). Germany has provided substantial funding for mine clearance projects to a variety of recipients. Contact: Dr Hans Peter Kuppers || First Secretary Head of Development Cooperation [email protected] || 02059664400 [email protected] || Phone (021) 312110 || Emergency mobile 02055515540 7. Singapore Embassy During the Typhoon Ketsana disaster in 2009, the Singapore Government contributed US$75,000 as seed funding for the Singapore Red Cross (SRC) joint appeal drive for donations for those countries in the region affected by Typhoon Ketsana, including Vietnam, Page 18 of 112 Cambodia and Lao PDR. In January 2012, in response to the floods caused by Typhoons Haima and Nockten, the Singapore Red Cross donated US$100,000 to the Lao Red Cross, to provide food and other essential supplies to affected populations. To request assistance from Singapore, via the Embassy, a request from the Government of Lao PDR seeking humanitarian relief assistance, including information on the nature of assistance and projected project costs, is required. An independent assessment by a humanitarian agency should be submitted to Singapore as soon as possible following the disaster. Ivan Chia || Deputy Chief of Mission and First Secretary (Political) || Singapore Embassy in Laos || Tel: (+856) 21 353 939 || Fax: (+856) 21 353 938 || Mobile: (+856) 20 5551 5625 | Page 19 of 112 Annex 4: Cluster Lead TOR Terms of Reference Sector/Cluster Leads Lao PDR The Cluster Approach operates at two levels. At the global level, the aim is to strengthen system-wide preparedness and technical capacity to respond to humanitarian emergencies by designating global Cluster Leads and ensure that there is predictable leadership and accountability in all the main sectors or areas of activity. At the country level, the aim is to ensure a more coherent and effective response by mobilizing groups of agencies, organizations and NGOs to respond in a strategic manner across all key sectors or areas of activity, each sector having a clearly designated lead, as agreed by the Humanitarian Coordinator and the Humanitarian Country Team. To enhance predictability, where possible this should be in line with the lead agency arrangements at the global level. The Humanitarian Coordinator – with the support of OCHA – retains responsibility for ensuring the adequacy, coherence and effectiveness of the overall humanitarian response and is accountable to the Emergency Relief Coordinator. Sector/cluster leads at the country level are accountable to the Humanitarian Coordinator for facilitating a process at the sectoral level aimed at ensuring the following: Inclusion of key humanitarian partners • Ensure inclusion of key humanitarian partners for the sector, respecting their respective mandates and programme priorities Establishment and maintenance of appropriate humanitarian coordination mechanisms • Ensure appropriate coordination with all humanitarian partners (including national and international NGOs, the International Red Cross/Red Crescent Movement, IOM and other international organizations), through establishment/maintenance of appropriate sectoral coordination mechanisms, including working groups at the national and, if necessary, local level; • Secure commitments from humanitarian partners in responding to needs and filling gaps, ensuring an appropriate distribution of responsibilities within the sectoral group, with clearly defined focal points for specific issues where necessary; • Ensure the complementarity of different humanitarian actors’ actions; • Promote emergency response actions while at the same time considering the need for early recovery planning as well as prevention and risk reduction concerns; • Ensure effective links with other sectoral groups; • Ensure that sectoral coordination mechanisms are adapted over time to reflect the capacities of local actors and the engagement of development partners; • Represent the interests of the sectoral group in discussions with the Humanitarian Coordinator and other stakeholders on prioritization, resource mobilization and advocacy; Coordination with national/local authorities, State institutions, local civil society and other relevant actors • Ensure that humanitarian responses build on local capacities; Page 20 of 112 • Ensure appropriate links with national and local authorities, State institutions, local civil society and other relevant actors (e.g. peacekeeping forces) and ensure appropriate coordination and information exchange with them. Participatory and community-based approaches • Ensure utilization of participatory and community based approaches in sectoral needs assessment, analysis, planning, monitoring and response. Attention to priority cross-cutting issues • Ensure integration of agreed priority cross-cutting issues in sectoral needs assessment, analysis, planning, monitoring and response (e.g. age, diversity, environment, gender, HIV/AIDS and human rights); contribute to the development of appropriate strategies to address these issues; ensure gender- sensitive programming and promote gender equality; ensure that the needs, contributions and capacities of women and girls as well as men and boys are addressed; Needs assessment and analysis • Ensure effective and coherent sectoral needs assessment and analysis, involving all relevant partners Emergency preparedness • Ensure adequate contingency planning and preparedness for new emergencies; Planning and strategy development • Ensure predictable action within the sectoral group for the following: • Identification of gaps; • Developing/updating agreed response strategies and action plans for the sector • and ensuring that these are adequately reflected in overall country strategies, such as the Common Humanitarian Action Plan (CHAP); • Drawing lessons learned from past activities and revising strategies accordingly; • Developing an exit, or transition, strategy for the sectoral group. Application of standards • Ensure that sectoral group participants are aware of relevant policy guidelines, technical standards and relevant commitments that the Government has undertaken under international human rights law; • Ensure that responses are in line with existing policy guidance, technical standards, and relevant Government human rights legal obligations. Monitoring and reporting • Ensure adequate monitoring mechanisms are in place to review impact of the sectoral working group and progress against implementation plans; • Ensure adequate reporting and effective information sharing (with OCHA support), with due regard for age and sex disaggregation. Advocacy and resource mobilization • Identify core advocacy concerns, including resource requirements, and contribute key messages to broader advocacy initiatives of the HC and other actors; • Advocate for donors to fund humanitarian actors to carry out priority activities in the sector concerned, while at the same time encouraging sectoral group participants to mobilize resources for their activities through their usual channels. Page 21 of 112 Training and capacity building • Promote/support training of staff and capacity building of humanitarian partners; • Support efforts to strengthen the capacity of the national authorities and civil society. Provision of assistance or services as a last resort • As agreed by the IASC Principals, sector leads are responsible for acting as the provider of last resort (subject to access, security and availability of funding) to meet agreed priority needs and will be supported by the HC and the ERC in their resource mobilization efforts in this regard. • This concept is to be applied in an appropriate and realistic manner for cross- cutting issues such as protection, early recovery and camp coordination. Humanitarian actors who participate in the development of common humanitarian action plans are expected to be proactive partners in assessing needs, developing strategies and plans for the sector, and implementing agreed priority activities. Provisions should also be made in sectoral groups for those humanitarian actors who may wish to participate as observers, mainly for information-sharing purposes. Page 22 of 112 Annex 5: Inter-Agency Standing Committee TOR 1 Draft 22 June 2010 DRAFT Terms of Reference Inter Agency Standing Committee for Emergency & Disaster Preparedness & Response (IASC) Lao PDR VISION: Reduce the impact of natural disasters and emergencies in Lao PDR MISSION: Raise the impact of humanitarian actions in Laos PDR through the coordination of humanitarian actors and their assistance to public institutions and civil society for the benefit of vulnerable populations in times of emergency and disaster. 1.0 Introduction The Government of Lao PDR, the United Nations Country Team (UNCT), International NGO’s and other development partners in Lao PDR: Inspired by Resolution 46/182, of the Permanent Inter-Agency Committee (IASC), as well as in the mandate of the United Nations Disaster Management Team (UNDMT); Furthering the principles of the Vientiane Declaration on Aid Effectiveness; Adapting to the country-specific context of Lao PDR; Taking into consideration the presence of several agencies in Lao PDR with emergency and disaster preparedness and response functions; Conscious of the need to identify roles and responsibilities of different humanitarian actors in Lao PDR in order to maximize response to and preparedness for disasters; Propose to create the Inter-Agency Standing Committee (IASC) as an Emergency and Disaster preparedness and response as well as Disaster Risk Reduction coordination body for Lao PDR. The IASC shall be led by the Government of Lao PDR through the National Disaster Management Office (NDMO) housed in the Ministry of Labour and Social Welfare whose mandate it is to coordinate emergency activities between various government ministries and the humanitarian agencies. The IASC shall be co-chaired by Director of the NDMO and by the United Nations Resident Coordinator, and deputy-chaired by a selected in-country United Nations agency. The IASC shall be a mechanism for the coordination of humanitarian actions aimed at preparing, responding and mitigating emergencies and disasters in Lao PDR. 1 The IASC TOR is the most recent draft as of June 2010 and will be subject to review and revision in 2013 in light of the IACP and changes to the coordination mechanism for the inter-agency emergency response outlined therein. Page 23 of 112 2.0 Objective and principles The primary objectives of the IASC in complex and major emergencies are as follows: • • • • • • to develop and agree on system-wide humanitarian policies; to allocate responsibilities among agencies in humanitarian programmes; to develop and agree on a common ethical framework for all humanitarian activities; to advocate common humanitarian principles to parties outside the IASC; to identify areas where gaps in mandates or lack of operational capacity exist; to resolve disputes or disagreement about and between humanitarian agencies on system-wide humanitarian issues. In so doing, six key principles will be observed: 1. Guided by the Vientiane Declaration on Aid Effectiveness; 2. Respect for Mandates: that decisions of the IASC will not compromise members with respect to their own mandates; 3. Ownership: that all members have an equal ownership of the Committee and its subsidiary bodies; 4. Subsidiarity: that decisions will be taken at the lowest appropriate level; 5. Overall Objective: that the ultimate objective of any decision should be that of improved delivery of humanitarian assistance to the affected population; 6. Impartiality of the Secretariat: that the IASC will be serviced by the administrative Secretariat that does not represent the interests of any one member. 3.0 Structure of the IASC 3.1 Composition of the IASC The membership of IASC comprises the National Disaster Management Office (NDMO); Relevant line Ministries; State owned enterprises; United Nations agencies, Red Cross Organisations (Lao Red Cross, IFRC, French Red Cross); International Non-Governmental Organisations (INGOs); and donors. Occasionally, other stakeholders (ie, Private sector) may be invited to participate in the IASC meeting. 3.2 Decision-making process The IASC will endeavor to take all decisions by consensus. In instances where there is no consensus but where there is a convergence of views among a majority of IASC members, the following will apply: - On matters pertaining to the implementation of agreed coordination arrangements, the IASC Co-Chairs will decide on the basis of the convergence of the majority; - On other important matters, the IASC Co-Chairs will refer to the higher Government authority for guidance; - All decision will be taken in full respect of the mandates of individual IASC members and the Vientiane Declaration. Page 24 of 112 3.0 Activities of IASC Before an emergency/disaster: • Work Agenda • Early-Warning • Meetings and Workshops • Publications • Institutional Contacts • Monitoring and reporting the implementation of Hyogo Framework of Action (HFA) • Inter-agency Contingency Plans • Preparedness and Response Plans • Favor and Promote conjoint response in the field During an emergency/disaster • Rapid Assessment • Conjoint missions • Joint proposals for fund raising and implementation to be encouraged where feasible. • Exchange of information on responses • Exchange of plans and activities on the field • Immediate Response System After an emergency/disaster • Analysis on the quality of the response • Monitoring and Follow-up • Evaluation on the impact of response • Share experiences and lessons learned • Update and feedback preparedness mechanisms and early warning systems. 4.0 Operation of the IASC 4.1 Meetings The members will meet on a regular basis. The Director General of NDMO will chair the meeting, with the UN Resident Coordinator (UNRC) co- chairing. If the UNRC is absent, the designated deputy UN agency will carry out this function. In an ad-hoc way, it would be possible to invite and according to the work agendas, a representative of other specialized agencies or organizations. Members commit to diffuse, through their internal respective channels, the results of the group meetings. 4.2 Secretariat The UN Office of the Resident Coordinator (UNORC) in close liaison with NDMO will be in charge of the Secretariat having the responsibility for: - maintaining administrative communication channels between members; - collating possible future agenda items on an on-going basis; - preparing annual work plans for the IASC based on decisions taken at IASC meetings; - monitoring preparations for each meeting of the IASC; - facilitating regular and ad hoc meetings of the IASC; - disseminating minutes and records of meetings and decisions taken; and - monitoring the implementation of IASC and WG decisions. Page 25 of 112 Draft 18 December 2012 Annex 6 Terms of Reference Humanitarian Country Team Lao PDR 1 Purpose and Context The Humanitarian Country Team (HCT), under the leadership of the Resident Coordinator (RC), has the objective to ensure that the humanitarian response is coordinated, and that humanitarian action in Lao PDR is principled, timely, effective and efficient, and contributes to longer-term recovery. The overall purpose is to alleviate human suffering and protect the lives, livelihoods and dignity of populations in need. The HCT is ultimately accountable to the populations in need. The Government of Lao PDR retains the primary role in the initiation, organization, coordination, and implementation of humanitarian assistance within its territory. The HCT operates in support of and in coordination with national and local authorities. 2 Responsibilities The HCT is responsible for: 2.1 Agreeing on common strategic issues related to humanitarian action in Lao PDR, including: Setting common objectives and priorities Approving strategic plans, for response and needs assessment support to the Government of Lao PDR Agreeing on the establishment and activation of clusters Activating the Inter-Cluster Coordination Group (ICCG)2 Providing guidance to cluster lead agencies Activating resource mobilization mechanisms Advising the RC/HC on allocation of resources from in-country humanitarian pooled funds, where they exist 2.2 Strategic decisions on the response and outputs from the ICCG.3 2.3 Agreeing on common policies related to humanitarian action in Lao PDR. 2.4 Promoting adherence by organizations that undertake humanitarian action in Lao PDR with humanitarian principles. 2.5 Discussing and resolving bottle necks to the humanitarian response and humanitarian activities and identifying opportunities for improvements. 2 The Emergency Task Force will progress to ‘active’ phase in line with the ICCG. 1. During an emergency response, the ICCG provides broad operational priorities and concerns to the HCT, but takes guidance on strategic and policy issues from the HCT. The ICCG is tasked with developing key strategic products including preliminary scenario definitions, strategic response plans, situation reports and cluster project matrix for resource mobilization efforts such as the Central Emergency Relief Fund (CERF). Draft 18 December 2012 3 Composition 3.1 The RC is the Chair of the HCT. A designated UN agency will be deputy chair. 3.2 In a large-scale disaster, and the appointment of a Humanitarian Coordinator (HC) by the Emergency Relief Coordinator, the HC will chair the HCT. 3.3 The HCT is composed of agencies and organizations that undertake humanitarian action in Lao PDR and that commit to participate in coordination arrangements. Membership will include representatives of UN agencies, the International Organization for Migration (IOM), International Non-Government Organizations (INGOs) and Red Cross society partners. 3.4 Member organizations will be represented at the most senior level (Country Representative or equivalent). Technical staff will be invited to participate, as required. 3.5 Membership of the HCT will be revised according to the situation on the ground (should an emergency arise) and amended if necessary. Membership will be reviewed by the RC annually and adjusted, if necessary, according to attendance, involvement and operational relevance. 3.6 The Office of the Resident Coordinator (UNRCO) is the secretariat to the HCT. 4 Coordination within the Lao PDR System for Disaster Response 4.1 The RC, as chair of the Lao PDR Inter-Agency Standing Committee (Lao IASC), is responsible for reporting all relevant information to the broader membership of disaster management actors at the Lao IASC. 4.2 The ICCG, chaired by the RC/RCO, reports all relevant information and response outputs to the HCT. 4.3 The HCT interfaces with the UN Security Management Team as appropriate. 4.4 The RC is responsible for ensuring complementarities between the HCT and the UNCT. 4.5 The HCT undertakes the functions of the UNDMT. Draft 18 December 2012 Annex 7 Terms of Reference Inter-Cluster Coordination Group Lao PDR Designated4 Cluster Leads, Information Management Network (IMN) Chairs and the Emergency Communications Team (ECT) Coordinator are responsible for working in close consultation and coordination with national and local authorities and partners to ensure a strategic, balanced, and well-prioritized response in the sector or area of activity concerned.5 Actors who have a key technical and operational role for disaster preparedness and response form the Inter-Cluster Coordination Group (ICCG) and will coordinate within the Inter-Cluster Coordination meeting forum to meet the following objectives. 1. Objectives and Principles The ICCG ensures that there is a clearly articulated country level humanitarian operational response based on individual cluster need identification and response plans. The ICCG ensures that the areas of activity are coordinated, gaps identified and overall operational response is prioritized across clusters. The ICCG provides broad operational priorities and concerns to the Humanitarian Country Team (HCT)6, but takes guidance on strategic and policy issues from the HCT. The ICC meeting is a forum where humanitarian principles are upheld and which allows open discussion on issues of operational concern between humanitarian actors in country. The ICCG will ensure that crosscutting issues (human rights, disability, gender equality, civil society participation, HIV, environment, disaster risk management) and crosscutting subsectors (mental health, psychosocial support, gender based violence) are adequately addressed and mainstreamed by cluster coordinators. The Resident Coordinator (RC), in consultation with humanitarian partners, is responsible for adapting coordination structures over time including the ICCG, taking into consideration changes in the humanitarian situation, the capacities of the Government of Lao PDR, development partners, local organizations etc. 2. Structure and Composition of the ICCG The ICCG is activated in an emergency response by the HCT, under the lead of the RC. The Emergency Task Force provides support to the RC’s coordination of the ICCG and its outputs. As the Cluster Leads are responsible to ensure inclusion of key humanitarian partners for the sector, and to respect their respective mandates and programme priorities, the Cluster Leads (or their alternate if they are not available) will attend the ICC meetings and present on behalf of their cluster. 4 By the Lao Inter-Agency Standing Committee (Lao- IASC) 5 Generic Terms of Reference for Sector/Cluster Leads at the Country Level – annex x 6 Refer to annex for the HCT TOR Draft 18 December 2012 Cluster Leads are responsible for establishing and maintaining partnerships with designated Line Ministry cluster co-chairs, and encouraging participation in ICCG meetings as appropriate. The WFP and UNICEF deputies are core members of the ICCG.7 8 Information Management Network co-chairs are core members of the ICCG. The Emergency Communications Team Coordinator is a core member of the ICCG.9 Provisions will be made in ICCG meeting for those humanitarian actors who may wish to participate as observers, mainly for information-sharing purposes. Non-members in the ICCG will be invited on an ad hoc basis for the purpose of assisting in discussion and taking action on humanitarian issues. The Lao ICCG will be composed of the following participants: Chair: The RC10 NDMO and the Emergency Task Force: NDMO, RCO, WFP, INGO Network Focal Point, UNDSS UN Agency Deputies: WFP and UNICEF Cluster Leads: Shelter, Health, Nutrition, Protection, WASH, Education, Food Security, Early Recovery, Logistics and ICT11 Information Management Network: Co-chairs Emergency Communications Team: ECT coordinator 3. Specific Responsibilities of the ICCG in Emergency Response 7 Coordination between Clusters: Appropriate coordination between clusters, including identification of gaps in response between clusters and commitments secured in filling those gaps. Ensure complementarily between clusters involved in the humanitarian response. Cross cutting issues are reflected across clusters. Agreement and Identification of Operational Priorities: Inter-cluster operational priorities are discussed, agreed and communicated by the ICCG chair to the HCT. Development of Situation Reports: Cluster sit-reps are compiled into overall sitreps. UN agency deputies and the IMN co-chairs will support the RCO to develop the sit-reps, and the RCO is responsible for the final review and sit-rep dissemination. Ensure Timely Resource Mobilization and Advocacy: Provide regular briefings and updates on operational response and prioritization to the HCT to ensure timely resource mobilization and advocacy. The WFP and UNICEF deputies are responsible for supporting the RCO to develop the project matrix for the Emergency Cash Grant, CERF, Flash appeals and other resource mobilization tools for review and approval by the HCT. Information Management: Under the leadership of the IMN co-chairs, review and update the consolidated ‘Who does What Where’ (3W’s) matrix from each cluster, prepositioned emergency stock list and other relevant information management products. WFP and UNICEF are currently lead agencies for seven of the ten clusters in Lao PDR, and therefore undertake a large responsibility in cluster coordination. The involvement of the WFP and UNICEF deputies in the ICCG may be re-evaluated by the RC should the cluster arrangement in Lao PDR change. 8 Currently NDMO and WFP 9 The ECT Coordinator will be appointed by April 2013 10 In most situations the RC will appoint the RCO to chair the ICC meeting, however in the event of a HC being appointed to coordinate the emergency response, the RC may choose to chair the ICC meeting. 11 Cluster co-chairs from the Government Ministries will be requested to join by the Cluster Leads as required Draft 18 December 2012 Common Rapid Assessment: Provide assistance to the Government to conduct, analyze and report on common rapid assessments, and any other assessments that may be required 4. Preparedness Responsibilities of the ICCG Reviewing and updating the Inter-Agency Contingency Plan Supporting cluster preparedness Conducting after action reviews and emergency response evaluations Table 1: Key outputs of the ICCG in an emergency response Output Preliminary Scenario Definition and Strategic Plan Timeframe First PDS – 24 hours Updated over first two weeks Lead ETF Updated 3W matrix Updated pre-positioned supplies list Recommendations on cluster activations and resource mobilization Key messages and Public Information products Situation Reports 24 hours 24 hours IMN co-chairs IMN co-chairs 24 hours Chair of the ICCG First 24 hours and updated regularly First 48 hours and then daily or as required ECT Coordinator Cluster response plans and key projects identified for CERF or Flash appeal Logistics Plan First 48 hours and updated as required ECG/CERF/flash appeal project matrix and documents – based on PSD and Strategic Plan Common Rapid Assessment support plan First 48 hours and updated as required ECG – within 72 hours CERF – draft by 72 hours and Completed by day 5 Flash appeal – draft by day 5 Completed by day 8 Draft – within first 7 days Finalized within second week RCO (consolidation) WFP and UNICEF deputies IMN - data Cluster Leads Logistics Cluster Lead and WFP deputy RCO with support from the WFP and UNICEF deputies ETF INGO Focal Point Draft 18 December 2012 Annex 8 Terms of Reference Emergency Task Force Lao PDR 1. Background The Emergency Task Force is a technical coordination body for disaster preparedness and response between the UN, International Non-Governmental Organizations (INGOs) and the Government of Lao PDR. 2. Role The role of the Emergency Task Force (ETF) is to: 2.1 Monitor early warning information at all times. 2.2 Coordinate the collection of initial information in a disaster and prepare a preliminary scenario definition. 2.3 Ensure the Humanitarian Country Team (HCT), Inter-Cluster Coordination Group (ICCG) including Cluster Leads and other IASC members are informed of the early warning/emergency situation and the initial needs of the affected populations. 2.4 When the ICCG is activated by the HCT, facilitate ICCG outputs. 2.5 During the preparedness phase, facilitate efficient information management. 3. Structure 3.1 The ETF is co-chaired by NDMO, the Government office mandated with overall coordination of emergency response in Lao PDR, and the RCO, responsible for supporting the UN Resident Coordinator (RC) to lead and coordinate the overall IASC response. 3.2 The ETF members are the representative from the UN agency appointed deputy cochair of the IASC12, a representative from the INGO Network, and the UN Department for Safety and Security (UNDSS). 4. Mobilization 4.1 The ETF has four operational phases: Standby, On Watch, On Alert, and Active. 4.2 The ‘On Standby’ phase is the lowest of the four phases, when there is no early warning or emergency situation. ETF members are on standby at all times, and must identify a seconded person for times when s/he is unavailable.13 The ETF during this phase is facilitating the preparedness activities of the ICCG14 ‘On Watch’ indicates that the ETF members are aware of a hazard, but the risk at this time is considered to be low or very uncertain. At this stage ETF members are 12 Currently the World Food Programme Please refer to annex 1 for ETF contact information 14 The ICCG, when not activated for emergency response by the HCT is in standby mode. 13 31 Draft 18 December 2012 sharing any current information on the hazard or situation amongst the ETF, but no other follow up action is required immediately. ‘On Alert’ denotes a request for the ETF members to rapidly seek information from partners and counterparts, as per the ETF call tree structure, and communicate this to the ETF group. Depending on the severity of the situation, the RCO may call a preliminary meeting of the ICCG. ‘Active’ indicates that the ETF is activated15 and is supporting the RC coordination and outputs of the ICCG as a secretariat function to the ICCG. 4.3 The ETF co-chairs determine the phase of ETF operation from standby to on alert, in consultation with all ETF members. 4.4 ETF activation is linked with the activation of the ICCG 4.5 The ETF will return to standby mode when the ICCG returns to standby mode. 5. Key Duties in Emergency Response 5.1 Monitoring of early warning and disaster information: Monitor and communicate early warning information to all disaster actors, following the ETF call tree framework and guided by the ETF communication guidance document.16 5.2 Information Management: Collect information on the emergency situation, as per the ETF call tree and coordinate with the IMN to conduct analysis of initial information and secondary/baseline information sets. 5.3 Preliminary ICCG meeting coordination: Call a meeting of ICCG members to agree on the PSD, recommendations for cluster arrangements, strategic planning and initial response requirements including surge support and resource mobilization. 5.4 Present to the HCT: The PSD and recommendations from the preliminary ICCG meeting. 5.5 ICCG outputs: When the ICCG is activated by the RC/HCT, the ETF supports the RC coordination of the ICCG and facilitates its outputs17. 5.6 Internal Communication: The ETF is responsible for supporting the RC to ensure the donors and other IASC members are informed of the situation. 5.7 Common Rapid Assessment: Coordinate with the Provincial Focal Points18, NDMO and the ICCG members to develop a plan for supporting the PDMC led CRA, where required. 6. Key Preparedness Tasks 6.1 Support the preparedness activities of the ICCG 6.2 Ensure that all preparedness documents and data are compiled, updated as required and accessible from the RCO and NDMO. 15 The ETF is activated when the RC activates the ICCG. Please refer to the Guidelines for Emergency Task Force Communication 17 Please refer to the ICCG TOR for a list of outputs expected in an emergency response 18 Please refer to the PFP TOR – IACP annex 10 16 32 Draft 18 December 2012 Emergency Task Force Member Contact List ORGANIZATION NDMO RCO WFP UNDSS INGO Focal Point NAME Vilayphong Sisomvang (co-chair) Bouasy Thommassack Maya Lindberg Brink (co-chair) Hanh Nguyen Ghulam Sherani Vanessa Cardamone Dzenan Viteskic Mr. Sisomphone Thammavongsa Dominique Van der Borght Sengthong Mobile 020 22225185 020 2810 1711 020 5551 4578 020 5444 4182 020 5461 7175 020 9833 5064 020 55526701 020 5551 7219 02022228185 020 5434 5710 Email [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] Skype maya.lindberg.brink ghulam mohyuddin sherani vanessa.cardamone dzenan.viteskic sisomphone.thammavongsa vdborghtdomi - 33 IACP_Annex_130128 Guidelines for Emergency Task Force Communication 1. ETF operational phases The ETF has four operational phases: a. On Standby b. On Watch c. On Alert d. Subsumed under the ICCG as a Secretariat, when the ICCG is activated The ETF co-chairs will indicate the phase by the email subject heading. The operational phase will determine what actions are required of the ETF members to collect and disseminate information on the early warning or the disaster situation. The ETF members are guided by the call tree structure, as outlined in figure 1 and 2, and the processes below. Call Tree 1 – Information Gathering Figure 1 shows how the five ETF members will gather information from all actors. The information will then be analyzed within the ETF, and a message or other information output such as a hazard update/ preliminary scenario definition with be developed. Call tree 2 – Information Transmission Figure 2 shows the path of information flow from the ETF co-chairs to all partners. The NDMO will transmit the message within the Government system and the RCO within the IASC and other international organization coordination platforms and mechanisms. 2. ETF communication and procedures 2.1 ETF communication and procedures when on Standby Email heading 1 - ETF: Standby (for information) The ‘Standby’ phase is the lowest of phases, when there is no early warning information or disaster. At all times, each ETF member is either on standby or has an active seconded persons acting up as ETF member. The seconded person should be copied into all ETF communication. 2.2 ETF communication and procedures when ON WATCH Email heading 2 - ETF: (hazard name) ON WATCH ‘On Watch’ indicates that the ETF members should be aware of a hazard, but the risk at this time is considered to be low or very uncertain. At this stage ETF members should share any current information on the hazard or situation amongst the ETF, but no other follow up action is required immediately. ETF members may indicate that they do not have any additional information to what has already been circulated. ETF Process ‘On Watch’ Phase 1. ETF members will share hazard information with the RCO and NDMO, and copying all ETF members. 34 IACP_Annex_130128 2. The RCO and NDMO decide, in consultation19 with the ETF members, if the ETF should move to the ‘On Alert’ phase. 2.3 ETF communication and procedures when ON ALERT Email heading 3 - ETF: (hazard name) ON ALERT ‘On Alert’ denotes a request for the ETF members to rapidly seek information from partners and counterparts, as per the ETF call tree figure 1, and communicate information up to the ETF. The RCO and NDMO may communicate a message/information down the call tree in this phase, if required. If the situation is serious, the RCO may call a preliminary ICC meeting. ETF Process ‘On Alert’ Phase 1. ETF members will request information from partners downstream, as per figure 1 and communicate this information to the RCO and NDMO. 2. The ETF members will participate in the analyses of the information, if required, and agree upon a common message for transmission. 3. The agreed message or information will be communicated by the RCO and the NDMO down the Government and the international branches of the call tree, as per figure 2. 4. The RCO may decide to call an ICCG meeting, notifying the HCT and all ICCG members. 19 Via skype, phone or email. 35 Figure 1: ETF Call Tree - For information collection during ‘on alert’ phase NDMC NDMO Line Ministries Direction for the flow of information gathered by ETF members RCO PDMCs HCT OCHA Donors DDMCs VDMCs INGO Focal Point INGO CD’s Provincial Focal Points Other orgs at Provincial level WFP IMN UNDSS Cluster Leads Cluster Members Provincial Security Focal Points MoD, MoPS* *MoD is the Ministry of Defence MoPS is the Ministry of Public Security 36 Annex 9 Terms of Reference - IMN Terms of Reference Information Management Network Lao PDR 1. Background In the context of a disaster, information forms the basis of both agency programming and inter-agency coordination. As such, the quality of information available to decision-makers is a crucial factor in achieving the objective of maximizing the impact of the humanitarian response and the collective response activities. Information Management (IM) is vitally important because it improves the speed and accuracy of information delivered, creating a shared frame of reference that enables decision-makers to co-ordinate and plan response programming based on best available knowledge of needs and a clear understanding of each organization’s capacity. It has been identified in the Inter-Agency Contingency Planning (IACP) process that improvements to IM before and during a disaster has the potential to significantly improve the emergency response coordination and appropriateness in Lao PDR. To achieve this, a network of IM focal points has been established. This TOR will be revised accordingly, following experience and lessons learnt in future emergency responses. 2. Purpose The purpose of the IM Network is to ensure that information before and during a disaster is appropriately collated from various sources and transmitted to the Emergency Task Force and the Inter-Cluster Coordination Group (ICCG). The Network will promote sharing of IM skills and capacity amongst the members and improved IM capacity nationally. 3. Structure and Membership The IM Network is co-chaired by the National Disaster Management Office (NDMO), the Government office mandated with overall coordination of emergency response in Lao PDR, and the World Food Programme (WFP). An IM focal point will represent each cluster, and relevant Ministries and departments.20 4. Roles and Responsibilities 1. To facilitate and enhance the exchange of information produced by sectors/clusters and other inter cluster bodies that support the various aspects of disaster preparedness and response 2. To standardize and act as an authoritative source for baseline data sets relevant to disaster preparedness and response 37 3. To support the inter-cluster information management initiatives 4. To act as a country level IM focal point and where required, to inform the Global Inter Agency Information Management Working Group 5. Key Duties Preparedness 1. Ensure baseline data/common operational datasets (CODs) are disaggregated and prioritized 2. Support clusters to review and update fundamental operational datasets (FODs) 3. Participate in ICCG preparedness meetings, as required [IMN co-chairs] 4. Review appropriate means of communication, information storage, messaging systems, databases, software tools, as well as accompanying procedures prior to each rainy season 5. Ensure CODs and FODs are reviewed and updated prior to the rainy season, and agreements for data sharing between Line Ministries and Clusters are in place as required. Response 1. Participate in the ICCG [IMN co-chairs] 2. In the first day of a disaster, select and analyze relevant CODs and provide the ICCG with the agreed COD dataset [IMN co-chairs, with support from IMN focal points as required] 3. Collate and analyze other secondary information and share relevant information to the ICCG [co-chairs with support from focal points as required] 4. Collate and analyze initial information received by the NDMO from the sub national level and share with the ICCG [co-chairs with support from focal points as required] 5. Provide support to the Emergency Task Force and ICCG to manage and update inter agency tools including contact directories, Who What and Where (3W) matrix, and other IM tools. 6. Provide support to the ICCG for analysis and reporting of common rapid assessment data. 38 Annex 10 – Tasks and Responsibilities – Provincial Focal Points DRAFT Inter Agency Provincial Emergency Focal Points Outline of Tasks and Responsibilities The Inter-Agency Contingency Plan (IACP) process has identified a need the national level InterAgency Standing Committee (IASC) members and the Emergency Task Force (ETF) 21 to coordinate more closely with inter agency organizations at the district and provincial level during an emergency response.22 This coordination is also critical for effective dissemination of early warning information bi-directionally between the national and sub national level. To promote coordination between the national level ETF and the provincial level international actors, a Provincial Focal Point for emergency preparedness and response will be identified for each of Lao PDR’s seventeen provinces. Provincial Focal Points (PFP) will have the following responsibilities: Maintain a basic contact list for all relevant government agencies, UN agencies, INGO and Not for Profit Associations (NPAs) present in the Province. This contact list will be updated every year in May and emailed to the INGO ETF Focal Point23. Communicate early warning information to the INGO focal point within the ETF24, either proactively or on the request of the INGO ETF focal point, in the event of a potential or likely emergency25. Similarly, dispatch early warning information received from ETF focal point to agencies in the Province. Provide information as detailed in the Initial Information Guidance Note26 during the first 72 hours of an emergency. Be responsible for directly communicating with the Provincial Disaster Management Committee (PDMC) on the plans and progress for implementation of a common rapid assessment (CRA) in the event of an emergency, and communicate this information to the ETF. Where the IASC or the PDMC has identified a need for the CRA to be initiated, support the PDMC to carry out the CRA where requested and/or relay to the ETF any need for the task force to mobilize central level resources to support the CRA. In collaboration with NDMO and present INGOs and agencies, provide training to PDMCs to use the CRA tool.27 Communicate with the ETF any need for additional funds for this task where the PFP organization/agency is unable to carry the costs. Disseminate the CRA review template28 to Provincial and District actors who implement the CRA tool, and collect and send the completed review templates to the UNRCO29. 28 29 Refer to attached CRA review template [email protected] 39 Annex 11 – Cluster Response Plans Cluster Response Plans Each cluster has developed a cluster preparedness and response plan in consultation with cluster members including Government counterparts, based on the contingency plan scenario. The clusters will undertake a review of the plan prior to each rainy season, and be responsible for updating and improving plans at regular intervals. Please refer to annex 11 for the detailed cluster plans. The cluster preparedness and response plans include a cluster 3W matrix and a pre-positioned supply list. The consolidated 3W matrix and pre-positioned supply list are held by the RCO, and will be circulated to the cluster leads for updating in May of each year, prior to the rainy season. A. Health Cluster RESPONSE PLAN The Health Cluster Response Plan, 3W matrix and pre-positioned stock list are current as of 1 January 2013. This response plan is based on a disaster scenario of a storm/flood that has directly affected 250,000 persons in five provinces. A total of 75,000 persons require immediate humanitarian assistance. 1. Goal Affected population have access to effective, safe and quality health services through effective, efficient and timely response to public health emergency coordinated by all health sector partners in Lao PDR under the leadership of the Ministry of Health (MOH). 2. Specific Health Cluster Objectives 2.1 To regularly engage national and international health partners in the effective collaboration and coordination of the health sector preparedness and response 2.2 To assess and monitor health needs and strengthen disease surveillance 2.3 To respond to health needs and threats including outbreaks, strengthen disease control and identify and respond to gaps that are critical to the delivery of health care. 2.4 To consider vulnerable groups (e.g. children, ethnic groups, children, pregnant women, those with disability) and cross-cutting issues such as gender, age, HIV, child rights and human rights in all aspects of preparedness and response. 40 3. Health Cluster Preparedness Plan Activities 1 2 3 4 Monthly meetings of Health Cluster for preparedness Complete 3W matrix Preparation of information on prepositioned supplies and surge capacity/mechanisms available by Agencies & the MoH (e.g. bed nets, vaccines, kits, essential drugs etc.): (i) determine needs, (ii) determine current availability, (iii) procure/plan for needed supplies for stockpile Prepare essential medicine / health kit list for emergency response Responsible agencies WHO and MoH Health Cluster Health Cluster Timeline Comment 2013 onwards 2013 Update 2013 Update annually Health cluster June 2013 Review the drug list from WPRO "The Interagency Emergency Health Kit 2006" in Lao context Asian Disaster Preparedness Centre supports training at central and provincial level 5 Hospital Preparedness in Emergency (HOPE) training for hospitals at all levels MoH with Health Cluster support 20112014 6 Establishment of Emergency Operation Centre (EOC) in the Ministry of Health for all public health emergency/disaster - Development of Incident Management System -Expand and consolidate national and local health emergency units Health information and knowledge management improvement for risk management (including for vulnerable groups) -Base line health data/information (aggregation & extraction) -information flow mechanism (adopt procedure for regular updating and sharing of data) Complete National Health Emergency Plan (review, revise and translate into Lao) Identify potential sources of funding MoH with WHO support Nov 2012June 2013 Health Cluster via Information Management Network 2013 MoH with support of WHO Health cluster Health cluster 2013 7 8 9 10 Health rapid needs assessment training and review and revise health Update regularly Ongoing 20132014 41 11 12 13 14 15 rapid needs assessment forms (consider vulnerable groups) Risk communication training for policy and technical level Review and development (if needed) of health information education communication materials that could be used for disaster Improve capacity for essential Health Service Delivery after emergency/disaster including: - Development of Hospital preparedness plan for each level - Consideration for blood supply/transfusion - Map availability of health services - National policy on ‘Safe Hospital’ initiative - Strengthen referral and triage systems - Development of standardized case management guidelines for floodprone diseases Public Health Emergency training for key responders, including First Aid training for local level Develop tools for monitoring and evaluation of response MoH with support of Health cluster MoH with support of Health cluster MoH with support of Health Cluster 2013-14 MoH with support of Health Cluster Health Cluster 20132015 2013-14 2014-15 Already developed case management guidelines for Dengue and Severe Acute Respiratory Infection 2013-14 42 4. Health Cluster Emergency Response for the aforementioned scenario Activities 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Immediate financial support of 5,000 USD Maintain regular contact/reporting with affected area and district level Health rapid needs assessment and analysis Hold Health Cluster meetings and coordinate with other Clusters Establish of technical working groups within MoH Enhance surveillance for communicable disease and other unusual health events Form mobile outreach health team to provide health care (including integrated MCH services and considering needs of vulnerable groups) in affected area difficult to access and provide medical care Participate in common rapid assessment Activate hospital teams for mass casualty/injured Supporting health education/IEC activities, distributing risk communication materials including hygiene promotion and disease prevention (including consideration of vulnerable groups) Provide larvicide to control insect vectors (vector borne diseases prevention) Procure/provide insecticide treated bed nets to poor families and displaced households for prevention of malaria and dengue fever Procure/provide essential drugs including those to replenish use stocks (see draft essential drug list below) Procure/provide vaccine for emergency vaccination (e.g., against measles and rabies) and replenishing lost stocks for childhood vaccines. Provision of Responsible agency(ies) WHO MOH with cluster’s support MoH with support of Health Cluster Cluster co-leads Timeline/ frequency On request of the Government Daily Within 72 hours Within 72 hours MOH with Health Cluster’s support Local surveillance unit, under supervision of provincial level and National Centre for Laboratory and Epidemiology; with Health Clusters support (WHO) MOH with Health Cluster’s support Within 72 hours PMDC MOH with cluster’s support MOH with Health Cluster's support 8-14 days Within 72 hours Within one week MOH with Health Cluster support (WHO) MOH with Health cluster support (WHO) MOH with Health cluster's support (WHO) MOH with Health cluster's support (WHO, UNICEF) 43 tetanus toxoid vaccine and tetanus immune globulin. Provision of Vitamin A. Conduct a mass measles vaccination campaign for children aged 6 months to 15 years, including the administration of Vitamin A to children aged 6-59 months; Ensure that all infants vaccinated between 6-9 months of age receive another dose of measles vaccine upon reaching 9 months Order and distribute (i) personal dignity / hygiene kits, (ii) delivery kits for individual use and for use by health care providers, (iii) essential reproductive health and maternal health equipment and consumables for use at health facility level Order and distribute rapid test kits (e.g. for cholera, dengue) and laboratory reagents for NCLE Co-ordinate with Shelter cluster for temporary health care facilities if needed and also for rehabilitation/recovery of health care facilities Consider mental health needs of those affected by the disaster and provide support Evaluation after incident finished and record lesson learnt, Report 15 16 17 18 19 20 MOH with Health cluster's support (WHO, UNICEF) MOH with Health cluster's support (UNFPA) MOH with Health cluster's support (WHO) Health Cluster MOH with Health Cluster's support Health cluster members 5. Operational Constraints Limited budget of the MoH Limited health staff of the MoH Damage to transportation infrastructure or movement restrictions will hamper access to displaced people Delay of information flow/communication from affected area It will take time (months) to procure some supplies so efforts should be focused on stockpiling before disaster 44 6. Responsibilities and Authorities Authorities Global Health Cluster Lead Local Health Cluster Lead (WHO) Co-chair of Local Health Cluster Lead (MOH) Health cluster members Responsibilities Provide distance support to cluster lead agency as needed Serve as linkage agency between the national and local health authorities, international and NGO humanitarian health sectors, civil society and other stakeholders to ensure that international health responses are appropriately aligned with national structure Provide necessary information/data for the health cluster for effective response plan. Lead/contribute to health response activities Work to jointly assess and analyze information, prioritize the interventions, build an evidence-based strategy and action plan, monitor the health situation and the health sector response, adapt/re-plan as necessary, mobilize resources and advocate for humanitarian health action. NB There is a need for inter-action between Clusters in preparedness and response e.g. between Health and Nutrition for preparedness, between Health and WASH for public health communication, and between Health and Shelter for the repairing/rebuilding of health care facilities. 7. Additional Personnel Requirements based on the scenario Request support of health staff from the provinces near to the affected provinces. 8. Additional Material and Financial Requirements based on the scenario Additional financial support will be requested from CERF and/ or Flash Appeal and/or donors. The following table is provided as an example. It is the cost estimation done for CERF Appeal for typhoon Ketsana which affected 4 provinces in 2009, affected approximately 170,000 people. Cost item A. Staff costs B. Travel C. Operational costs for surveillance and response staff (travel, per diem, etc.) D. Acquisitions Emergency medicines and supplies Test kits Laboratory supplies for surveillance testing Abate (mosquito larvacide) IEC materials for hygiene, abate and medicine use, prevention (timely and appropriate care seeking for key illnesses in children?) E. others Sub-total project requirements F. Indirect program support costs (not to exceed 7% of subtotal project costs) PSC amount TOTAL COSTS Total cost (USD) 24,415 2,640 17,600 61,305 20,600 11,800 13,200 16,945 168,505 11,795 180,300 45 The essential drug requirement will be based on need estimation after health risk assessment and analysis. The following table is example based on the request for typhoon Ketsana which affected 4 provinces in 2009. It should be noted that the list below is only for essential drugs does not include all required supplies (e.g. lab kits, dignity and delivery kits, vaccines, vitamin A, etc.). Also, the list does not clearly indicate pediatric formulations of drugs needed for integrated management of childhood illness that should be considered in a revised list. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 List Amoxycilline 500mg Sp. Amoxycilline 125 60cc Sp. Bactrim 60cc Ofloxacine 200mg Doxycycline 100mg Pd. Tetracicline Collyre titimycine Liberton 2mg (Polaramin) Bisolvon (Bromcxin) Sp.Bromex Sp. Phenergan 60cc (Prometacin) Salbutamol 2mg (Ventolin) Hydrocorisone Water 2ml Buscopan Buscopan Miracid (Omeprazol 20mg) Antacid Primperam Primperam 2ml Diclofenac 50mg Sp. Patamol 60cc Paracetamol 500mg Patamol 300mg ORS SP. Berberin Berberin Anapril 200mg Lasix 40mg Valium 5mg Tanganyl 500mg Hydrogen 6% Bactodine 30ml Pd. Bleu de methylen 30/60 Eosine 3% 3 stars Rub Chinese rub Tatavax NSS 500ml Unit comp FL FL comp comp Tub Tub comp comp FL FL comp FL Amp Amp comp comp comp comp Amp comp FL comp Amp Sac FL comp comp comp comp comp FL FL FL FL FL FL Amp FL 46 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 Vit C 100mg Vit C 500mg Seringe 5 cc NP Cathrice I, V No 22.24 Needle no.23 for suction Cotton Maxk paper Bandage Alcool 90 degree Non-sterelized bag Small scotch Wooden for tangue Thermometer Wound clean set Blood pressure meter Stethoscope Small torch Small battery Small bag for drug Zinc comp comp Unit Unit Unit Kg Unit Roll L Pair Roll Unit Unit Set Unit Unit Unit Unit Kg comp A document published by WHO regional office (WPRO) called "The Interagency Emergency Health Kit 2006" can be referred for calculation of medicine needed based on assessment. The kit provides supplementary unit for 10,000 people for 3 months. However, Lao PDR should have their own kit that is more appropriate to Lao context; this can be developed during preparedness activities. 47 9. Health Cluster Contact List The cluster is led by WHO and the Cluster’s members are as follows (to be updated on a yearly basis): Agency/ Org. WHO Focal Point Title Office number Dr Dapeng Luo 021 353902-04 MOH Dr. Naoboutta UNICEF Dr. Viorica Berdaga Dr. Ataur Rahman Dr. Esther Muia Mahboob Ahmed Bajwa Ghulam Sherani Team leader of Emerging Disease Surveillance and Response Unit Director general of MOH cabinet Chief, Health and Nutrition UNFPA UNICEF WFP INGO network FAO IOM Lao Red Cross French Red Cross Health Poverty Action Dominique Van der Borght Sissel Brenna Doug Foskett Mr Bountheung +856-2131520004; ext 211 Cell phone number 020 55509883 Fax Email address 021 353905 [email protected] 020 99801734 +86521 214003 + (856-21) 314 852 [email protected] [email protected] [email protected] 020 555 21 231 Immunization specialist [email protected] [email protected] [email protected] 020 4105566 Head of Emergency Preparedness & Response Unit Country Director (Oxfam) 021330300 ext 2480 02055503199 +856 21 4508701 ext. 121 +856 21330307 [email protected] +85621414 660 [email protected] Emergency Focal Country Director Disaster Management Unit [email protected] [email protected] [email protected] David Boisson Head of Delegation +856.21.241.042 Mr. Bangyuan Wang Country Director 021 264960 +856.20.5550. 9002 020 23666873 +856.21.24 1.042 021 264961 [email protected] [email protected] 48 B. WASH Cluster RESPONSE PLAN The WASH Cluster Response Plan, 3W matrix and pre-positioned stock list are current as of 1 January 2013. 1. Goal Effective, efficient and timely response to emergency for Water, Sanitation and Hygiene coordinated by all sector partners in Lao PDR 2. Specific Cluster Objectives 2.1 Objective of the WASH humanitarian response: Reducing morbidity and mortality cases due to WASH-related diseases Preserving life with dignity Restoring normalcy in the lives of affected populations by providing safe access to and ensuring use of water, sanitation and hygiene in emergency situations in collaboration with partners. 2.2 Objective of the WASH cluster: Achieving “more strategic WASH response through a better prioritization of available resources by clarifying the division of labor among partners, better defining the roles and responsibilities of humanitarian organizations. 2.3 Operational Objectives of WASH cluster: Establishment and maintenance of appropriate humanitarian coordination mechanisms. Inclusion of key humanitarian actors and coordination with national/local authorities. Coordination with state institutions, local civil society and other relevant actors. Effective needs assessment and analysis. Adequate monitoring and evaluation. Utilization of participatory and community based approaches. Attention to priority cross cutting issues (Gender, capacity etc.). Appropriate planning and strategy development for a predictable response. Application of relevant standards (i.e. Sphere). Responsive advocacy and resource mobilization. Promotion and support for training and capacity building. Adequate emergency preparedness. 49 3. Emergency Response for the aforementioned scenario No. Activities (outline what needs to be done – either collectively or even by individual organization in order to achieve the stated objectives 1 Understanding the situation and coordination 1.1 Gathering information from Govt. responsible authorities on ground and compilation of initial situation report. 1.2 First meeting of cluster partners 1.3 Provide situation updates to UNRCO 1.4 Develop sector response plan and submit to UNRCO for Flash Appeal and CERF application Agency(ies) responsible Timeline UNICEF/WHO 24 hrs. All partners Cluster lead Cluster lead & partners 1.5 Participate in a joint Rapid Assessment Cluster partners 48 hrs. 48 hrs 48 hrs (if required) As required 2 2.1 Humanitarian Assistance- lifesaving supplies Water trucking or provision of bottled water to affected communities 2.2 Provision of 12,500 WASH kits (soap, water containers, buckets and chlorine tablets) to affected areas. 3 3.1 Restoration of Improved Water sources Dewatering, cleaning and chlorination of contaminated dug wells and boreholes 3.2 Rehabilitation/restoration of damaged water supply systems e.g. gravity fed systems, boreholes, dug wells and water supply networks Provision of household water treatment (bio-sand filters,..) 3.3 4 4.1 Sanitation Provision of latrine facilities for both temporary evacuations and affected areas 4.2 Rehabilitation of damaged sanitation services (latrines, etc) 5 5.1 Hygiene Promotion Distribution of Hygiene communication materials along with WASH lifesaving supplies. Materials are already developed. FundingCluster partners OperationNam Saat Provision-UNICEF, and other partners DistributionNam Saat 72 hrs. Cluster lead/member, Nam Saat Cluster lead/members, Nam Saat, Nam Papa Cluster lead/member, Nam Saat 7 days Cluster lead/member, Nam Saat Cluster lead/member, Nam Papa 15 days Nam Saat 72 hrs 72 hrs 15-90 days 15-90 days 15-90 days 50 4. Operational Constraints The emergency may scatter the population presenting challenges for identification and supply of inputs to recipients of affected areas. Damage to transportation infrastructure or movement restrictions will hamper access to displaced. 5. Responsibilities and Authorities The cluster coordinates its assistance through the appropriate Ministry of Health and its provincial health and Nam Saat administrative units. Ministry of Public Works is also on board along with UN-Habitat for response in urban areas. UNICEF is the WASH cluster lead with clear responsibilities mentioned in IASC guidelines. 6. Additional Personnel Requirements based on the scenario The cluster will use existing government structures within the MoH, MPWT and MoES and provincial departments of these ministries. 7. Additional Material and Financial Requirements based on the scenario UNICEF in its warehouse. warehouse has following materials as prepositioned in the Central Nam Saat 39,062 soap bars; 15,000 water containers (10 litre); 374 plastic buckets; 750,000 chlorine tablets; 1,500 kg chlorine powder; 20 sets dewatering pumps; 83 TARA pumps; 100 (4mx50m) plastic sheets; and 500 (4mx5m) tarpaulin plastic sheets IFRC has trained Regional Disaster Response Team that could be mobilized in Laos PDR in case of emergency, if requested by the Lao Red Cross (LRC). IFRC has also developed the Disaster Relief Emergency Fund (DREF) to respond to large scale hazards. This financial mechanism is launched by the IFRC in collaboration and following the LRC request. Additional financial will be required depending on the below situations: If all 75,000 people displaced: If non-displaced: USD 2 million (tentative) is required. USD 1.5 million (tentative) is required 51 8. Collaborative Partners National Centre for Environmental Health and Water Supply, MoH Department of Housing and Urban Planning, MPWT Ministry of Education and Sports, MoES UN-Habitat WASP-World Bank WHO Oxfam Plan International, Lao Health Poverty Action CARE International World Vision French Red Cross Lao Red Cross Save the Children SNV, Netherlands Development Organization HELVETAS 52 WASH CLUSTER Contact List Agency/ Org. Focal Point Title MPWT Mr. Noupheuak Virabouth MPWT Mr. Khanthone Vorachith MOH Dr. Soutsakhon Chanthaphone UNICEF Mahboob Ahmed Bajwa Deputy Director General, Department of Housing and Urban Planning Director of Water Supply Division, Department of Housing and Urban Planning Director of Centre for Environmental Health and Water Supply Chief of WASH UNICEF Santiphap Kithavone WASH National Officer WHO Dr. Supachai Douangchak Buahom Sengkhamyong Viengsamay Wongkhamsao Bounthavong Sourisak Sengthong EHA Focal Point UN-Habitat WSP-World Bank WSP-World Bank Oxfam Australia Chief Technical Advisor Country Team Leader Office number 021 412282 Cell phone number 020 22492863 Fax Email address [email protected] 020 55503029 [email protected] 020 55717384 [email protected] 021315200-04 ext 111 021315200-04 ext 181 021353902 020 54105566 021- [email protected] 314852 020 22221717 021- [email protected] 314852 021267714 021450010 ext 6106 020 22226005 Social Development 021 450870 020 55777690 021353905 [email protected] 02022221341 020- [email protected] 264939 [email protected] 020 2221336 [email protected] [email protected] 53 Plan International Plan International Plan International Health Poverty Action Health Poverty Action CARE International CARE International CARE International World Vision World Vision World Vision SNV, Netherlands Lao Red Cross French Red Cross French Red Cross HELVETAS Mr. Andrew Hill Programs Manager Mona Girgis Country Director John McGown WASH Manager Bangyuan Wang Country Director Melissa Whitney-Long Meret Weyermann Henry Braun Programme Development Officer Chanthanome Sydavanh Grant Power Amelia Merrick Vilayvanh Halathmanivong Phetmany Cheuasongkham Dr. Bountheung Manvilay David Boisson Emergency Coordinator Kongmany Kommalien Phansamay INPHOMMA DM Officer (021) 353409-11 020 58620218 (021) [email protected] 13512 020 55520345 (021) 353409-11 021 264960 021 264960 021 353869 20 97367384 [email protected] 020 23666873 [email protected] 020 23373752 [email protected] 020 77598090 [email protected] 020 55527980 [email protected] 020 22220712 [email protected] 020 55599349 [email protected] [email protected] [email protected] National Director [email protected] 020 55520951 Head of Delegation WASH Specialist 021 241042 020 55509002 020 55805199 [email protected] 021- [email protected] 241042 [email protected] [email protected] 54 C. Nutrition Cluster RESPONSE PLAN The Nutrition Cluster response plan, 3W matrix and pre-positioned stock list are current as of 1 January 2013. 1. Goal To reduce mortality and to prevent deterioration of nutritional status among the most vulnerable population groups, such as children under five years of age and pregnant and lactating mothers who constitute 17% of the total affected population 2. Specific Nutrition Cluster Objectives 2.1. To maintain full readiness to aid at any time up to 41,75030 of vulnerable population (35,000 under-five children, and 7,500 pregnant and lactating women); the minimum estimated size of the affected population is 5,000 children under five. 2.2. To participate in joint Government-DPs on-site assessment within 72 hours of a disaster 2.3. To be able to deliver initial nutrition-related assistance – Infant and Young Child Feeding, Management of Acute Malnutrition, Micronutrient Deficiencies - within the first week of a disaster 2.4. To have supplies and capacities to sustain the initial nutrition assistance for a 2-week period, while additional support could be mobilised as needed 2.5. To support the PDMC to conduct a common rapid assessment 2.6. To conduct nutrition specific rapid assessment within 6-8 weeks of a disaster, if required 2.6. To strengthen nutritional monitoring and surveillance 2.7. To improve effectiveness of assistance provided through identification, documentation and dissemination of lessons learnt. Overall, to consider cross-cutting issues such as gender, age, HIV, child rights and human rights. Furthermore, to engage national and international nutrition partners for effective collaboration and coordination for timely and efficient response 3. Emergency Preparedness for the aforementioned scenario Activities 1. Mapping Nutrition Partners 1.1 Mapping of partners and potential partners including UN agencies, MOH and International and Local NGOs (3-W mapping – Who is doing What types of nutrition activities/ interventions in Where? 1.2 Advocating importance of nutrition emergency within nutrition and other clusters 30 Estimated 17% 0f 250000 are vulnerable population of children and PLW Agency(ies) responsible UNICEF, MOH, partners Time line June 2012 Activities 1.3 Updating terms of reference for the cluster that covers process and methodology; participation including roles and accountabilities; team composition; procedures and logistical considerations such as transportation and equipment; and budgetary and human resource requirements 2. Mapping Human resources and building capacity 2.1 Identifying nutrition related expertise available incountry and prepare a human resources roster for improved surge capacity during the emergency 2.2 Training of hospital and basic health staff, State and Region Nutrition Teams and NGOs in Nutrition Emergency Response by using globally recognized IASC Global Nutrition Cluster’s Nutrition in Emergencies Harmonized Training Package (HTP) 2.3 Strengthening of Hospital Nutrition Unit (HNUs) training and refresher training on integrated management of acute malnutrition including management, pre-position supplies 3. Pre-positioning supplies 3.1 Preposition therapeutic supplies for nutrition response for up to 42,500 under-fives and pregnant/Lactating women Agency(ies) responsible Time line UNICEF, MoH, partners June 2012 UNICEF, MoH August 2012 UNICEF/NNC August 2012 UNICEF-for 30,000 beneficiaries; to be compl.by partners 3.2 Verifying existing stocks of emergency supplies and find UNICEF, resources for gaps partners 4. Standard tools and format 4.1 Developing nutrition sector specific rapid assessment UNICEF, MOH, tool and standard tools modified for Lao PDR context all partners 4.2 Ensuring availability and use of standard protocols for UNICEF, MOH, conducting nutrition assessment, surveys, community all partners and facility based management of acute malnutrition, infant feeding in emergency and micronutrient supplementation 5. Maintaining coordination mechanism among nutrition partners as Nutrition Cluster/Nutrition Technical Working Group Conduct Nutrition Cluster/Nutrition Technical Working Group All Nutrition meeting Cluster members 6. Collection and sharing of baseline data information (1) Nutrition Survey (LSIS) (2) Other existing data like MICS, HMIS MoH, all partners August 2012 June 2012 June 2012 July 2012 Quarterly April/May 2012 4. Emergency Response for the aforementioned scenario Activities Conduct Nutrition Cluster meeting with nutrition partners To coordinate with partners and other sectors based in the affected area to obtain initial information of the affected area; conduct analysis of the preliminary information and consult on future action plans Support PDMC to conduct a cross-sectoral initial rapid assessment including rates of global acute malnutrition, Promote and protect breastfeeding including monitoring of breastmilk substitutes and powdered milk supply according to regulations; provide re-lactation support where necessary Support pregnant and lactating women to ensure they receive special nutritious rations Initiate/ support therapeutic and supplementary feeding programmes (according to standard guidelines and protocols, providing supplies and equipment) Coordinate with health cluster to provide support for micronutrient supplementation (vitamin A, iron folate, multiple micronutrient powder, ORS & zinc) and deworming In coordination with health and WASH cluster, support integrated health, nutrition, WASH education ensuring children and women access relevant information about nutrition programme activities Support resource mobilization for implementing partners Actively participate in inter-cluster coordination, with particular focus on harmonizing response efforts with health, food security, WASH, and logistic clusters Agency(ies) responsible UNICEF, MoH UNICEF, MoH Timeline NDMO-MoHUN-INGO Within 1-2 weeks Within 1 Weeks MoH, UNICEF, all partners MoH, UNICEF, all partners MoH, UNICEF, WHO, WFP, INGOs MoH, UNICEF, WHO, partners MoH, UNICEF, all partners MoH, UNICEF, all partners Nutrition Cluster Within 24 hrs Within 48 hrs Within 1-2 Weeks Within 2-5 week Within 1-5 week Within 1-5 weeks Within 2 weeks Within 2 weeks 5. Operational Constraints Limited financial and human resources and emergency response related expertise Damage to roads and transportation infrastructure or movement restrictions will limit access to affected areas thus preventing the ability of the Government and development partners to conduct a common rapid assessment and deliver assistance to affected areas The system may not able to cope with large emergency requirements Procurement of emergency nutrition additional supplies will take at least a month 6. Responsibilities and Authorities Common Rapid assessment – PDMC, NDMO, MoH, Joint UN, INGO Therapeutic supplies and nutrition equipment – MoH, P/DHO, UNICEF, WHO Food assistance and supplementary food supplies – WFP MoH, National Nutrition Centre leads the emergency response and other partners support it through financial, technical and operational assistance Provincial and district teams of MOH would take a lead at Provincial and district levels for the nutrition emergency response in collaboration with UN agencies and local and international NGOs working in the area UNICEF as cluster lead and "provider of last resort" will attempt to provide various inputs to the extent possible The MoH, P/DHO with support from the nutrition cluster member will take responsibility for nutrition assessments, IYCF, CMAM and micronutrient supplementation 7. Additional Personnel Requirements based on the scenario Village Health volunteers, village kumbhan, LWU 8. Additional Material and Financial Requirements based on the scenario Additional financial support may come from CERF or Flash Appeal or donors. Communication equipment for hospital and HC staff and other designated personnel 9. Collaborative Partners Nutrition cluster is led by UNICEF, and co-chaired by the MoH (Director General of MOH Cabinet) and the partners include the following 10. List of supplies for pre-positioning Ready to Use Therapeutic Food (RUTF) BP5, Blended food F 75 F 100 ReSoMol Vitamin A Multiple Micronutrient Powder/sprinkles De-worming tablets Antibiotics Anti-malaria drugs IEC materials Measuring materials for anthropometric assessments Plumpy’Sup 11. Standardized tools Rapid Assessment questionnaire I/CMAM : Guidelines on the Management of Acute Malnutrition for health workers and community health workers National Infant and Young Child Feeding: National Infant and Young Child Feeding Guidelines, draft Micronutrients: Guidelines for use of multiple micronutrients; National Guidelines for Vitamin A and de-worming; Guidelines for iron-folate among pregnant and lactating women IEC materials: Breastfeeding communication materials; Nutrition education packages Standardized tools suggested to be produced: Nutrition Specific Rapid Assessment tool; Monitoring and reporting formats for emergency response 12. Assumptions Expected Global Acute Malnourished Children is 9,000 (15% prevalence at the time of emergency and 15% incidence in next 6 months) Targeted is 5,400 (60% coverage) Expected Severe Acute Malnourished Children is 2,400 (4% prevalence at the time of emergency and 4% incidence in next 6 months Targeted is 1,400 (60% coverage) Freight charges excluded Cost for IEC (pamphlets, leaflets) and manual (IFE operation guidance, joint statement and CMAM guidelines) were not included. Instrument such as MUAC tape, height board, microtoise, salter scale and birthroom scale will be used from regular nutrition programme. 13. Nutrition CLUSTER Contact List Office number Cell phone number Agency/ Org. Focal Point Title MoH Dr. Nao Boutta Director General of MoH cabinet [email protected] MoH Dr.Chandavone Phoxay Deputy Director, DHHP [email protected] MoH Dr.Bounthom Phengdy Director, Nutrition Centre Dr.Viorica Berdaga Chief, Health & Nutrition Uma Palaniappan Nutrition Specialist Intong Keomoungkhoune Nutrition Officer Aachal Chand Head of Nutrition Cami Allen Nutrition Officer UNICEF WFP 021-315 20004 021-330 300 Keith Feldon WHO 020 55618246 020 55521231 02097594965 020 96466778 020 5552 8247 020 5969 2661 Fax [email protected] [email protected] 856-21-314 852 [email protected] [email protected] [email protected] [email protected] 021-353 [email protected] Nutrition Focal Mongkhongkham FAO Email address Brenna Sissel [email protected] Emergency Program Manager Dr.Phetdara World Bank Sophavanh Thitsy Analyst 021-413205 ext 211 21 45001013 21 45001013 ext 6250 [email protected] 21 414210, 20 22221339 [email protected] [email protected] Cell phone number Agency/ Org. Focal Point Title Office number ADB Barbara Lochmann Sr.Social Sector Specialist EU (EEAS) Hélène Quentrec IFAD Stefania Dina Burnet Institute Dr.Niramonh Chanlivong [email protected] GIZ Dietmar Herbon [email protected] Health Poverty Action Bengyuan Wang Director [email protected] Melissa Whitney-Long [email protected] Thiphaphone Panyanouvong Program Manager Health Development Advisor National Health Team Coordinator Nivone Sonevilaysack Coordinator MCH Amelia Merrick Director Save the Children WVI Louise Sampson Fax Email address 21 250 444 ext 141 21 250 333 [email protected] Attachée de Coopération - 21 - 241134 21 241137, 241125 [email protected] Country Representative 21 267 771 71-260647 021-414169; 416111; 452100 [email protected] 20 2259 7971 20 55428383 71 260648 [email protected] [email protected] 21 452101 [email protected] [email protected] Costing for Emergency Nutrition Supplies (Preposition) Total affected Pop Children Under 5 (12%) Lactating women (2%) B Preg. Women (2.7%) C D Children 6-59 months E A 250,000 30,000 6,750 5,000 27,000 Target Number Coverage GAM SAM 15% of B 9,000 4% of B Requirement each/ Pack or sachet/cap Carton Unit Cost Total Cost, US$ 2,400 Sr. Supply Items Micronutrients Multi-micronutrient, film-coated tablets (180/wom), PAC-1000 Pregnant women 6,075 (90%) 1,093,500 1,094 14.92 16,315 Lactating women 4,500 (90%) 810,000 810 14.92 12,085 Children under 5, 6-11 mo, 100,000 IU Children under 5, 12-59 mo, 200,000 IU Lactating women, Retinol, 200,000IU,soft gel caps/PAC-500 Pregnant women Lactating women 2,700 21,600 4,500 (90%) (90%) (90%) 2,700 43,200 4,500 5 86 9 4.96 9.2 9.2 27 795 83 - (90%) (90%) - - Children 6-59 months, 1 sachet/day x 60 days 16,200 (60%) 1,944,000 64,800 0.64 41,472 Emergency Food ration, Plumpy’ Sup and Plumpy Doz 5,400 (60%) 5,940 59.9 355,806 6-59 months x severe 4% x 2 times 1440 (60%) Vitamin A capsules, Thiamin, Vitamin B1(60 tablets), pack of 100 Micronutrient Sprinkle, pack of 30 - Supplementary feeding Therapeutic Feeding/treatment, (incidence) x 60% coverage In Patient (20% of 864) ReSoMal, 42 g sachets/1L/CAR-100 (0.4 sachet/child) F-75, therapeutic diet, sachets 102.5g/ CAR-120 (12 sachets/child) F100, therapeutic diet, sachet 114g/CAR-90 (4 sachets/child) Folic acid 5mg tabs/PAC-1000 RUTF spread, sachet 92g/CAR- of 150 (136 sachets/child) Retinol 200,000IU soft gel.caps/PAC-500 (1 cap/child) Amoxici.pdr/oral sus 125mg/5ml/BOT100ml (1 bottle/child) Albendazole 400mg tabs/PAC-100 Out Patient (80% of 864) RUTF spread, sachet 92g/CAR- of 150 (136 sachets/child) Retinol 200,000IU soft gel.caps/PAC-500 (1 cap/child) Amoxici.pdr/oral sus 125mg/5ml/BOT100ml (1 bottle/child) Albendazole 400mg tabs/PAC-100 Total 288 115.2 1 25.59 29 288 3,456 29 57.9 1,668 288 1,152 13 57.6 737 288 288 288 39,168 3 261 4.31 54 12 14,100 288 288 0.6 9.17 5 288 288 288 0.46 132 288 288 3 2.1 6 1152 156,672 1044 54 56,402 1152 1,152 2.3 9.17 21 1152 1,152 1,152 0.46 530 1152 1,152 12 2.1 24 500,251 D. Education Cluster RESPONSE PLAN The Education Cluster Response Plan is updated as of June 2012. The updated response plan, 3W matrix and pre-positioned stock lists are pending. 1. Vision of the Education Cluster: Enable all children and young people to have immediate access or ensured continuity to a quality education and critical information for their own well-being in a safe environment, in order to protect, develop and facilitate a return to normality and stability. . 2. Goal Strengthen system-wide preparedness and technical capacity to respond to humanitarian emergencies including the early recovery phase, and for ensuring greater predictability and more effective inter-agency responses in education, in the main areas of standards and policy setting, building response capacity, and operational support. (Cluster TOR) 3. Objectives of the Education Cluster in Emergencies 3.1 Specific objectives are to: Promote increased levels of understanding of the key role of education as part of a first phase humanitarian response to all major new emergencies, subsequent phases of response and early recovery. Promote and improve on internationally recognised standards of good practice in education responses to emergencies and early recovery (including attention to priority cross-cutting issues for the education sector), and coordinate and disseminate lessons learned within and between emergency responses. Coordinate participating humanitarian agencies in providing a rapid and effective holistic response to education-related needs of children and young people resulting from major emergencies as they arise, in collaboration with the relevant national and local authorities. Strengthen response capacity through the global pool of specialists skilled and experienced in restoring education services in emergencies. Strengthen intervention resources through the global availability of key supplies to support rapid education responses in emergencies. Improve capacity of partner agencies to help countries build back education systems better after an emergency, in line with the progression from humanitarian response through reconstruction and on to development. Strengthen education in disaster risk reduction efforts and emergency preparedness planning of host governments. 3.2 Specific objectives of Education Cluster response: In the aftermath of an emergency, the Education Cluster can Help protect children from death or bodily harm Provide lifesaving information on the dangers of unexploded ordnance as well as health and hygiene messages Make children less vulnerable to being recruited into illegal activities or being trafficked Reduce the effects of trauma and offer children a sense of normality , structure and hope for the future In the longer term, the Education Cluster can Play a key role in helping reduce the impacts of natural disaster by including DRR strategies in the national curriculum. Core commitments for children in humanitarian action are: Commitment 1: Effective leadership is established for education cluster/inter-agency coordination (with co-lead agency), with links to other cluster/sector coordination mechanisms on critical intersectoral issues. Commitment 2: Children, including preschool-age children, girls and other excluded children, access quality education opportunities. Commitment 3: Safe and secure learning environments that promote the protection and wellbeing of students are established Commitment 4: Psychosocial and health services for children and teachers are integrated in educational response. Commitment 5: Adolescents, young children and caregivers access appropriate life skills programmes and information about the emergency, and those who have missed out on schooling, especially adolescents, receive information on educational options. 4. Emergency Response for the aforementioned scenario No. Activities (outline what needs to be done – either Agency(ies) collectively or even by individual organization in responsible order to achieve the stated objectives 1 Emergency Relief provision Timeline 1.1 1.2 1.3 2 2.1 2.2 2.2 3 3.1 3.2 Provision of food, safe bottled water Provision of hygiene kits (soap, water containers, buckets and chlorine tablets) to affected areas. provision of clothes/blankets Shelter /learning place Determination if temporary shelter of safe places for children is necessary Establishment of safe places Cluster lead/members 72 hrs Cluster lead/member, 7 days Cluster lead/members, 15-90 days Repair and rehabilitation of buildings protection counseling and education Ensuring safety and continuation of education for children Replacement of text books and other learning materials Cluster lead/members District Province 5. Operational Constraints The sudden onset emergency may break out while children are at school, causing heightened risk of casualty School infrastructure may be damaged or inaccessible for use as safe haven for communities High numbers of out of school children, especially girls in remote areas may present challenges for identification; Damage to transportation infrastructure or movement restrictions will hamper supply of inputs to recipients of affected areas and access to displaced 6. Responsibilities and Authorities The Education Cluster coordinates its assistance through the Ministry of Education and Sports, line departments and divisions, provincial, district and village authorities and communities, in coordination with the National Disaster Management Office, relevant sectors and NGOs, depending on the nature of the disaster and impact on the education sector. Specific protocols are to be defined in IACP Guidelines 7. Additional Personnel Requirements based on the scenario The cluster will use existing government structures within the MoES and provincial, district and village authorities. The Cluster will also use NGO education facilities and personnel, especially those located in or near affected areas 8. Additional Material and Financial Requirements based on the scenario This will depend on the real situation, the resources available from each cluster member, and whether or not all 75,000 people are displaced. An Emergency Fund that can be mobilized quickly at the onset of the emergency should be in place. Indicatively, supplies would be needed of the following: Mats Emergency lighting (candles, torches, batteries) Hygiene kits Clothing/school uniforms Blankets Replacement books Teaching and learning kits 9. Collaborative Partners Ministry of Education and Sports; National Disaster Management Office; Ministry of Health; National Centre for Environmental Health and Water Supply, Ministry of Health, Lao Women’s Union; Youth Union Education Sector Working Group, Ministry of Education and Sports Focal Group on Disaster Management and the INGO Network Education Working Group are also key partners Education Cluster Contact List The cluster is led by UNICEF and Save the Children International. The Cluster’s members are: Agency/ Org. MoES MoES Focal Point Dr. Sisamone Dr Mithong Mme Khamkhamh Soulignadeth UNICEF Ms Jane Davies UNICEF Mr Sengarun Budcharern Ms Emma Aquinot Save the Children Australia Japan Embasssy Ms Julie Hudson Ms. Akiko TOMITA JICA Mr. Koichi TOYA CRS Ms Sara Alexander EDF Lao Plan International Ms Vithanya Noonan Title Office number Director of Cabinet Director General, Department of pre-School and Primary Education Deputy Director General, Department of pre-School and Primary Education Acting Chief of Education 021-315200-04 ext 226 Education National Officer 021-315200-04 ext 222 Program Implementation Director Second Secretary, Second Secretary, 021-454 201 Representative (Education and Governance Sector), Country Manager 856-21-241100 Basic Education Program Manager + 856 (0) 21 353 409 /10 /11 021-353-800 Ext 142 85621-414-400 021-351-066 Cell phone number 020 5559 9830 020 5545 4484 020 2303990 020-55599504 020-55517671 020-55525898 020-22200934 Fax 021 314 852 021 314 852 021 285 245 Email address [email protected] [email protected] emma.aquinot@savethechil dren.org [email protected] 021-414- [email protected] 406 021-241 [email protected] 101-2 021-351- [email protected] 066 + 856 (0) Vithanya.noonan@plan21 20 313 international.org 512 E. Shelter Cluster RESPONSE PLAN The Shelter Cluster response plan is updated as of June 2012. The updated response plan, 3W matrix and pre-positioned stock lists are pending. 1. Introduction Emergency Shelter is defined as the provision of basic and immediate shelter needs necessary to ensure the survival of disaster affected persons, including rapid response solutions such as tents, insulation materials, other temporary emergency shelter solutions and shelter related non-food items”. (Memorandum of Understanding between IFRC and UN OCHA). It is responsibility of the Humanitarian Country Team to activate the cluster system to ensure predictable and efficient humanitarian response, as it was established by the Inter Agency Standing Committee (IASC). Under the formalized cluster system, the IFRC convenes the Emergency Shelter Cluster for natural disasters, as part of its global commitment. In complex emergencies, UNHCR will lead the Emergency Shelter Cluster. In Lao PDR, the Humanitarian Country Team has appointed UN-HABITAT to act as the Shelter cluster lead. In case of a major disaster requiring global-level cluster activation, the IFRC will take over the role of the Shelter cluster lead for the emergency period. Other Shelter cluster members in Lao PDR include the DHUP from MPWT, IOM, Care, Oxfam, Child Line and Save the Children. 2. Goal Reduce the vulnerabilities related to Shelter, Settlement and Essential Household Items (EHI) of the disaster-affected population in Lao PDR. 3. Specific Cluster Objectives (please specify a minimum of three) To provide culturally appropriate, environmentally sustainable and adequate emergency shelter to 75,000 people in approximately 12,500 households (6 person/HH used as a planning figure) To ensure immediate and effective emergency shelter response for the affected population To promote cooperation and coordination among the relevant organisations and beneficiaries representatives 4. Emergency Response for the aforementioned scenario 4.1 Preparedness Activities 1 Identification of potential cluster partners 2 Identify resources available. Analyze the potential of each partner (shelter experts, staff and volunteers in the field, relief material, contingency funds available) Analyse relief material available in the country and within region. Brief research on the 3 Agency(ies) responsible Cluster lead Timeline Checklist On-going Cluster lead and operational partners On-going Provisional contact list available Process has begun and is ongoing. Cluster lead and operational On-going Started, but not complete 4 material and providers available in the country31as well as on relief material prepositioned in the country by cluster partners and available within region. Analysis of the gaps in resources performed and appropriate action taken32 5 Cluster meets on a regular basis – at least once every year before the rainy season 6 Cluster coordinates with other closely related clusters i.e. WASH Resource mapping documents updated at least on an annual basis by May Identification of safe emergency shelter locations in case of emergency33 7 8 9 10 11 Identify training and capacity building needs of the Shelter Cluster.34 Explore possibilities for additional training of Shelter actors. Set standards for emergency shelter kits and NFI packages (SPHERE guidelines should be the starting point35) Build capacity of national and local authorities as well as disaster-prone communities in more disaster resilient housing designs36 partners Cluster lead, cluster members with support from IFRC Cluster lead to call a meeting, members to participate Cluster lead and members Cluster members Local authorities On-going Started, but not complete On-going First meeting took place 05/2012 TBC On-going First mapping completed Need more information on whether this has been considered at the local level TBC Cluster members TBC TBC Operational partners On-going Some capacity building has already taken place On-going On-going 31 Care has identified some materials available in country for their Shelter kit, will provide details in due course. 32 Limited number of partners in country with limited resources may obstruct process of addressing the gaps 33 This is a current gap. Ideally would have a map of safe location for every district. 34 Possible training providers include IFRC and IOM. 35 Identified as a training need. 36 UN-HABITAT has got existing for designs guidelines which can be shared 4.2 Response Activities Agency(ies) responsible Cluster lead Cluster members Timeline Inform IFRC in Kuala Lumpur; discuss support requirements Mobilization of regional Shelter/NFI stocks if required Cluster lead Within 72h Cluster members Within 72h Provide coordination to mobilize resources Cluster lead Coordinate with other clusters including the WASH cluster in prioritization and potentially overlapping activities and resources (such as NFIs) Provide emergency shelter and basic NFIs, including technical support on the efficient use of emergency shelter items. Participate in rapid needs assessments with the Government and in coordination with other groups Maintain up to date database on Shelter/NFI distributions Cluster lead Operational partners On-going during emergency period On-going during emergency period Within 1 week Cluster members Within 2 weeks Cluster Information manager Create and share situation report inputs with the UNRCO as required Cluster lead with inputs from partners Cluster lead/Cluster members On-going during emergency period As required Call an emergency cluster meeting Estimate number of HH’s requiring emergency shelter Participate/provide support for mid-term recovery needs assessment with the Government and in coordination with other groups Participate in early to mid-term recovery works; provision of housing materials and buildingrelated NFIs; technical guidance for community carpenters including disaster resilient housing designs Operational partners Within 72h Within 72h Within 2 months Within 3-6 months Comments Estimates will be based on government data. High resilience of local communities to be taken into account. Very limited stocks currently available IOM has agreed to act as the information manager Monitor emergency shelter response Cluster lead Evaluation and Set up Exit strategy Cluster lead On-going during emergency period Lessons learnt and good practice identified 5. Operational Constraints and Strengths Lack of Shelter cluster members in country Lack of prepositioned Shelter kits and materials in country Lack of experienced Shelter experts in country Slow or incomplete information flow from affected areas Damage to road infrastructure or movement restrictions will hamper access to displaced populations (particularly in the UXO contaminated areas). The emergency may scatter the population presenting challenges for identification and supply of inputs to recipients of affected areas Availability of ethnic translators Delays and difficulties in accessing funds to enable resourcing materials Government bureaucracy impairing timely import of necessary materials Few disaster prone urban centers, good availability of land for temporary relocation Good community resilience and ability to quickly recover Strong sense of community and ease of mobilization of volunteers in case of disaster Good availability of inexpensive local housing materials 6. Responsibilities and Authorities Global Shelter Cluster lead: IFRC. IFRC will provide remote support on a case by case basis to UN-HABITAT, in the event of formal activation of the shelter cluster in a response which the Laos government requests international assistance the IFRC would deploy a skilled cluster coordination team to assist in coordination of the shelter response. Local Shelter Cluster Lead: UN-HABITAT. UN-HABITAT will adhere to the ToR of the Cluster Leads as defined in the IACP and will be responsible for providing a forum for strategic response that meets the needs of affected populations. Co-Chair of the local Shelter Cluster: Ministry of Public Works and Transport (MPWT). MPWT will provide the necessary information and data for the Shelter cluster to effectively support Government’s response. Shelter Cluster in Lao PDR Information Manager: IOM (on a large scale emergency IFRC might be able to provide an IM) Other Shelter Cluster Members: Care, Oxfam, Child Line, Save the Children. All cluster partners, including the CLA in its potential role as implementer alongside other agencies, have common mutual responsibilities to reach the objective of effective and timely humanitarian response for affected populations. 7. Additional Personnel Requirements based on the scenario 12,500 households would be considered a minor emergency and with minimal cluster members the team provided by IFRC would likely to be limited to Coordinator and Information Manager, others would be deployed on a needs basis dependent on scale. 8. Additional Material and Financial Requirements based on the scenario At the moment there are insufficient stocks of Shelter kits in country, and at its current capacity the Shelter cluster would be unable to provide emergency shelter to the number of households mentioned in the scenario (approximately 12,500). Some cluster members have samples of Shelter kits that could be put together from materials readily available within provincial capitals within a week37 of the disaster and could potentially be distributed to the affected households quickly through members of the Shelter cluster. However this would require access to immediate funds and effective collaboration among the cluster members. The estimated cost of providing Shelter kits to 12,500 households is USD xxx38. The early to mid-term recovery financing estimates will be based on an assumption that approximately 40% of the affected households (in this scenario this is 16,000 HHs) will have damages to their housing, of which 90% will be minor damages and 10% will be serious damages.39 1. Collaborative Partners Ministry of Public Works and Transport / Department of Housing and Urban Planning, Vientiane. Mr Xeng Xiong Nengxay, Head of Housing Division. Tel. 021412152 Lao Red Cross Society, Impasse XiengNhune, Avenue Sethathirad, Vientiane. Tel : +856 21 216 610 IFRC, Asia Pacific Shelter Delegate, Kuala Lumpur, Malaysia. Tel: +60-3-9207 5700, +60-3-9207 5771 (Direct), Mobile: +60-1-2305 8023, Email: [email protected] United Nations Development Programme (UNDP) (Early Recovery cluster lead): Bruno Cammaert, tel. +856 (21) 267 710 UNICEF (WASH cluster lead): Mahboob Ahmed Bajwa, Chief WES Tel. +856- 21-315200-5 Ext. 111, Cell +856-20-54105566; Santiphap Kithavone, WASH officer, Tel. 020 22221717 World Food Programme (WFP) (Logistics cluster lead): Emmanuel Tusiime, Head of Logistics, tel. 37 To be confirmed 38 Estimate will be based on CARE Shelter package unit costs, plus additional costs from distribution. To be confirmed. 39 UN-HABITAT can provide a cost estimate Annex 1: Shelter CLUSTER Contact List Agency/ Org. UN-HABITAT Focal Point Buahom Sengkhamyong Avi Sarkar Title CTA Laos Regional CTA Office number 021 267714 021 267707 Cell phone number 020 22226005 020 55555654 MPWT / DHUP CARE Xeng Xiong Nengxay Mr. Chanthanome Sydavanh Thongleck Xiong Chris Mastaglio Head of Housing Division Emergency Coordinator 021 412 152 020 97114255 020 2222 07 12 Email address Buahom.sengkhamyong@undp. org [email protected] [email protected] [email protected] Senior Project Assistant Representative 021267731 856 (0) 21 412 966 02099894631 +856 (0) 2095 143 740 [email protected] [email protected] Save the Children Oxfam in Laos Emma Aguinot +856 (21) 454201 +856 (20) 2303990 +856 21 450870 +856 20 54345710 emma.aguinot@savethechildre n.org [email protected] Plan International John McGown Program Implementation Director Humanitarian Coordinator WASH Program Manager 021-353 410 +856 20 973 673 84 IOM ChildFund Laos Sengthong Vongsakid [email protected] F. Protection Cluster RESPONSE PLAN The Protection Cluster response plan, 3W matrix and pre-positioned stock lists are updated as of January 1 2013. 1. Goal Ensure the rights of all individuals affected or threatened by a disaster are fully protected in line with line with international human rights legislation, global care and protection standards and humanitarian principles. All individuals include all girls, boys, women and men, regardless of their age, ethnicity, location and level of physical/psychological development. 2. Specific Protection Cluster Objectives 2.1. To engage national (local associations, government etc.) and international protection partners in the effective collaboration and coordination of the protection sector response, including the UXO sector, where necessary. 2.2. To assess and monitor the protection rights of and all affected boys, girls, women and men and conduct awareness and prevention activities related to all risks emerging from an emergency situation (including abuse, exploitation and UXO). 2.3. To initiate family tracing mechanisms and provide (as needed) psycho-social support and protection services for all affected individuals (for example Women and Child Friendly Spaces). 3. Emergency Response for the aforementioned scenario 3.1 Preparedness Activities Activities Develop a TOR for the Protection Cluster, which aligns with the Global Protection Cluster, and which includes key roles and responsibilities of the cluster members including key distribution of tasks between the co-chairs (MOLSW/Save the Children and UNICEF). Key considerations include IMN member, assessment team volunteers, communication and resource mobilization focal point etc. Develop TORs for surge capacity, including for specialized services such as psychosocial support, disability and elderly care, shelter management and UXO Identify protection cluster members and update contact list twice per year. This contact list should also include an update of available partners within the Child Protection Working Group, the Informal Gender Network; Disability Sector Working Group and UXO Sector through NRA / UNDP; even if they are not members. 74 Agency(ies) responsible Co-leads with cluster members Timeline February 2013 Co-leads July and (rotating December responsibility) each year Based on the 3W map (who, what, where) conduct an analysis of other resources available in country (including human resources) that would be required to meet the needs of the IACP scenario. This will include an updated list of social services (government and nongovernment) within the country with key roles and responsibilities, target villages, districts etc. and contact details. Key reference document includes the National Directory of Essential Services for Children and Youth in Lao PDR 2012-2013 etc. Update the Protection 3W’s tool every year , prior to the wet season and share with the UNRCO Conduct protection cluster meetings, in collaboration with the MOLSW every 6 months or as necessary ++ where possible, integrate Protection Cluster updates on the Child Protection Working Group (CPWG) meeting agenda Develop a work-plan of Protection Cluster joint activities. Ensure that there are clear links made with other cluster / sector coordination mechanisms on critical inter-sectoral issues (for example education, health and shelter etc.). Identify training and capacity building needs of Protection Cluster members, and explore possibilities for training of Protection Cluster members. Conduct training for all Protection Cluster members on the: Global Child Protection Rapid Assessment Tool, gender based violence, gender sensitivity in emergencies and disability rights Identify existing baseline data on all relevant protection issues for response and recovery (esp. UXO coverage). Ensure performancemonitoring indicators are in place. Develop clear protection advocacy messages (and review existing messages) for use in SitReps and CERF and FLASH appeals Stockpile and/or develop a procurement plan for equipment, supplies and printed material (for response and recovery and MRE) (e.g. for Women and Child-Friendly Spaces) Understand and know who have IEC materials and MRE materials for UXO Participate in annual refresher simulation exercises to test responses 75 Co-leads with MOLSW (and cluster members) Develop first list in February 2013 and update annually Co-leads (rotating responsibility) MOLSW (and Cluster members for the CPWG) Co-leads with MOLSW July each year Co-leads with MOLSW Feb. 2013 (w/ annual review in Jan.) March – July 2013 (TBC) SC and UNICEF regional trainers UN Women Handicap International Co-leads with MOLSW and Cluster Members NRA Co-leads with MOLSW and Cluster Members Save the Children and UNICEF (coor. with the Education, Health and Shelter Clusters) NRA UNRCO July and December February 2013 By July 2013 By March 2013 April 2013 April 2013 TBC (March 2014) 3.2 Response Activities Activities In collaboration with MOLSW, mobilize the Protection Cluster (priority phone calls to all agencies with links to the affected areas) Undertake an analysis of secondary information, and other initial information sources, and relay information to the Emergency Task Force. Pay special attention to the disaggregation of data taking into consideration gender, age, ethnicity, language, disabilities, HIV status and UXO coverage Based on data and available information, identify key advocacy messages and who are the most vulnerable groups requiring protection and relay them to the Communications Team Integrate any available secondary data from the UXO sector into draft response and recovery plans. As required take action. Provide immediate psycho-social support to boys, girls, women and men where required and identify cases for longer-term support and care In collaboration with the Education, Health and Shelter Clusters, set up safe spaces and facilitate recreation / psycho-social activities for affected communities. Mobilise response teams for awareness raising and safe spaces (using human resources from cluster members, and cluster members recognised youth/community volunteers, the MOLSW, LWU and LYU and members of the Child Protection Networks (CPNs), where they exist) Conduct appropriate prevention activities with boys, girls, women and men on issues such as safe migration, human trafficking, violence, abuse and exploitation and UXO mine risk education, where necessary. Support the MOLSW/MoPS to initiate family tracing for individuals including unaccompanied children and ensure safe guards are in place for their prevention (for example the emergency adoption of children) Agency(ies) responsible Co-leads Timeline Within 24hrs Co-leads and IMN focal point Within 72 hours Co-leads Within 72 hours National Regulatory Authority with UNDP/UXO Lao, MAG, Oxfam and Handicap Intl. Save the Children, UNICEF, Plan, AFESIP, Friends Intl. CARE, UNWOMEN Within 1 week Save the Children, UNICEF, Plan, CARE, UNWOMEN Within 1 week MOLSW with Save the Children, UNICEF, Plan International, Handicap Intl. AFESIP, Friends Intl., CARE, UNWOMEN For UXO: National Regulatory Authority with UNDP/UXO Lao and MAG, Oxfam and Handicap Intl. MOLSW with Save the Children, UNICEF, Plan International, Handicap Intl. AFESIP, Friends Intl. For UXO: National Regulatory Authority with UNDP/UXO Lao and MAG, Oxfam and Handicap Intl. MOLSW with Save the Children, UNICEF (and relevant organizations in affected provinces) Within 1 week 76 Within 1 week Within 1-2 weeks Within 1-2 weeks 4. Operational Constraints Lack of skilled/qualified professionals; lack of referral mechanisms at national/provincial/ local levels to provide psycho-social support services; a heavy reliance on existing organizational capacity and external resources; language and the difficulty in communicating verbally and in writing with several ethnic groups in Lao PDR. Response to challenges: qualified, skilled staff with language skills should be identified; surge capacity within the areas of psycho-social support and family tracing activities. Possible requirement for skilled technicians to address mine action activities after an emergency, Of note is that recovery and livelihoods may be directly challenged by UXO contamination. Responsibilities and Authorities The cluster coordinates its assistance through the MOLSW. This will be based upon a TOR that will detail roles and responsibilities of all Protection Cluster members as well as coordination mechanisms within the cluster and co-chairs. 5. Additional Personnel Requirements based on the scenario This cluster is highly reliant on technical skills of staff from the Protection Cluster members. The Protection Cluster will conduct a capacity assessment to map out the specific capacities within the cluster and highlight gaps and actions to address those gaps in the event of an emergency. Regional and international capacity may be sought by Protection Cluster members. 6. Additional Material and Financial Requirements based on the scenario Additional financial support may come from CERF or Flash Appeal or donors. Other possibilities include the diversion of funds from regular programming depending on the impact of the emergency. 77 PROTECTION CLUSTER Contact List The cluster is led by UNICEF, Save the Children and MOLSW. For UXO-related preparedness and response activities, the main responsibility will be allocated to the National Regulatory Authority (NRA), with support from UXO Lao via UNDP. The Cluster’s members are: Agency/ Org. Focal Point Title Office number Ministry of Labour and Social Welfare UNICEF TBC TBC TBC Chief, Child Protection 021315200-04 Save the Children Kirsten Di Martino alternate: Verity Rushton Sarah Morgan Plan International Andrew Hill AFESIP Mrs. Virith Khattignavong Care International Alison Rusinow Handicap International (MRE Education; Victim Assistance) Friends Intl. (Peuan Mit) Caroline Guerin Ketsone Philaphandet Cell phone number TBC 02078830582 Fax Email address TBC TBC 021314852 [email protected] 020-2254-3284 [email protected] Head of Child Protection & Child Rights Governance Program Director Social Economic Reintegration Coordinator Programme Director Disability Rights & Inclusion Advisor 021 454201-3 020 55466180 021 285245 Sarah.morgan@savethechildren. org 021-353409 020 58620218 021 313 512 [email protected] 021 562936/562 978 020 99708820 021 562 937 021 217727 020 5555 6564 021 214415 [email protected] 021 412 110 020 5460 5545 021 416 242 [email protected] Country Program Director 021 261 389 020 777 012 09 [email protected] National Regulatory Authority UNDP/UXO Lao Government Representative TBC Miki Fukuhara Earl Turcotte (coordinator from UNDP to NRA) Tim Lardner Oxfam MAG (Mine Risk Education) UN Women Souphonesa Xaypannha Sengthong Vongsakid (second contact person) David Horrocks Gudrun Sif Fridriksdottir UXO Portfolio Manager / Head of UXO Unit Chief Technical Advisor Chief Technical Advisor Human Resource Advisor Humanitarian Coordinator Country Director Ending Violence against WomenOfficer 021 267 709 021 450870 021 217 505 020 55515875 021-264 939 [email protected] 020 555 16521 [email protected] 020 555 16067 [email protected] 020 22220961 021 414660 [email protected] 020 54345710 [email protected] 020 5570 5991 [email protected] 020 7815 8215 Gudrun.fridriksdottir@unwome n.org G. Early Recovery Cluster RESPONSE PLAN The Protection Cluster response plan is updated as of June 2012. The updated response plan, 3W matrix and pre-positioned stock-list are pending. 1. Introduction Early recovery is ultimately about helping people to rebuild their lives. To do this, a coordinated approach is critical to identify people’s diverse needs beyond emergency assistance, at the earliest possible moment, and plan for what it will take to meet these needs. Given the multi-sectoral nature of early recovery it is important to work with other clusters to ensure systematic planning and implementation of early recovery within the context of their own specific areas of work. This makes early recovery a common concern and avoids limiting early recovery to the work of one cluster. However, there are often areas of early recovery which are not covered by the other clusters and that are essential in order to kick-start the recovery efforts. These specific early recovery areas will vary from context to context and may include for example livelihoods, agriculture, infrastructure, land and property or governance. In Lao PDR, the Humanitarian Country Team has appointed UNDP to act as the Early Recovery Cluster Lead. At the country level, UNDP supports the UN RC/HC to harmonize the work of all IASC members. UNDP may also take the lead in coordinating those areas of early recovery not covered by other clusters. 2. Goal Coordinated assessment of needs and response to ensure effective and rapid long-term recovery 3. Specific Cluster Objectives Ensuring coordinated Early Recovery planning across different IASC Clusters Facilitate joint In Depth Sectoral Assessments including existing capacities including existing capacities and opportunities for early recovery Coordinating Post Disaster Needs Assessment identifying key areas (including areas not covered by the different IASC clusters), interventions and required budgets Lead the implementation of the Early Recovery efforts 4. Emergency Response for the aforementioned scenario 4.1 Preparedness Activities 1 2 Establishment of an Early Recovery Network across all IASC clusters (Early Recovery focal point for each cluster) and review each cluster response plan to ensure “early recovery planning is included. Identify partners and resources available for early recovery areas covered or not covered by IASC clusters. Analyze the potential of each partner (including DPs and government agencies) in terms Agency(ies) responsible Cluster lead and RCO Timeline Checklist To be started NA Cluster lead and RCONDMO To be started NA 3 4 5 6 of staff capacity/expertise, geographical coverage and/or funding and identify potential gaps. This information is to be updated prior to routine or regular IASC related meeting. Review National Disaster Management and Response strategies, plans and procedures (including cluster plans) and ensure Early Recovery is addressed where needed or applicable Discuss, review and adopt the Post-Disaster Needs Assessment template with government and development partners Gather relevant data and data sources (in collaboration with IASC members) to facilitate future assessments and to strengthen early recovery response Identify training and capacity building needs for Early Recovery network members and other relevant stakeholders identified (point 2) Cluster lead and IASC members partners Cluster lead and RCO Cluster lead and IASC members To be started NA To be NA started, once Global PDNA template is made available To be NA started Cluster lead and IASC members To be started NA Agency(ies) responsible Cluster lead Timeline Comments 4.2 Response Activities 1 2 3 4 5 Participate in IASC meetings and Cluster (as activated by IASC) meetings and support Early Recovery planning by each Cluster Provide support to IASC and NDMO in gathering secondary data relevant to early recovery efforts Provide support to IASC and NDMO in organizing joint In Dept Sectoral Assessments and Post Disaster Needs Assessments Assist with mobilization of partners and resources to implement Early Recovery efforts covered or not covered by IASC clusters Conduct an evaluation of the Early Recovery efforts to verify effectiveness and ensure long term recovery Cluster lead Cluster lead Cluster lead Cluster lead Once assessment s have been completed 6 months after disaster 5. Operational Constraints and Strengths UNDP will soon have a dedicated staff working on DRM and will have a project with NDMO which will contribute to the strengthening of the IASC mechanism, including early recovery Early Recovery preparedness needs to be initiated as part of the IACP. Effectiveness of Early Recovery will very much depend on other clusters and the effectiveness of the Early Recovery the “Network” Post Disaster Needs Assessment Format is not yet available. A number of infrastructure delivery mechanisms (PRF, DDF, ect.) are already in place but the delivery is likely to be slow. The existing mechanisms are also limited to relatively small scale infrastructure which might not match all the needs. 6. Responsibilities and Authorities Global Early Recovery Cluster Lead: UNDP. UNDP will assist with implementation of the Early Recovery Preparedness plan. If the Cluster is officially activated UNDP will send a SURGE planning team will help reorient the UNDP country programme and boost operational resources in response to the crisis. BCPR can help with coordination, assessment and early recovery strategy development by deploying an Early Recovery Advisor, an Early Recovery Cluster Coordinator, a Needs Assessment Specialist and an Information Management Specialist, as required. Local Early Recovery Cluster Lead: UNDP. UNDP will facilitate the establishment of and support the Early Recovery Network among IASC clusters and will assist in mainstreaming early recovery planning in cluster response plans and national DRM strategies, plans and procedures. UNDP will lead the Early Recovery Cluster if activated by IASC to address sectors not covered by existing clusters. UNDP will support MPI and NDMO in its role as IASC co-chair, by strengthening information collection, management and dissemination, organizing joint needs assessments, facilitating resource mobilization and aid coordination, providing essential hardware for national and sub-national authorities to plan and manage early recovery. UNDP will lead, together with MPI, the implementation of the Early Recovery effort and will assess its impact Co-Chair of the Early Recovery Cluster: Ministry of Planning and Investment (MPI) Public Works and Transport (MPWT). MPI will coordinate joint assessments with government agencies and IASC members, help facilitate resource mobilization and donor coordination. MPI will lead, together with UNDP, the implementation of the Early Recovery effort and its implementation. Early Recovery Network Focal Points for different IASC clusters: Will ensure Early Recovery planning is included in immediate response by concerned clusters and will contribute to the Early Recovery planning as part of the Post Disaster Needs Assessment. Other DPs: Contribute to the Early Recovery efforts based on identified resources, capacity/expertise. 7. Additional Personnel Requirements based on the scenario The proposed disaster scenario would be considered a minor emergency where global activation of the Early Recovery Cluster would not be required. UNDP might nevertheless request BCPR to provide specialized advisors or specialist, as required. . 8. Additional Material and Financial Requirements based on the scenario The identified disaster scenario would require the mobilization of UNDP funds (TRAC 3) to provide extra hardware and mobilize additional human resources for information management, aid coordination and planning/management of early recovery (including joint needs assessments. The implementation of Early Recovery efforts would require additional resource mobilization depending on sectors affected and support provided through other clusters. 9. Collaborative Partners (contacts to be added) Ministry of Planning and Investment; Ministry of Agriculture and Forestry; Ministry of Public Works; Ministry of Defence; World Bank; ADB; IASC members (Early Recovery Network ) Early Recovery CLUSTER Contact List (to be completed) Agency/ Org. UNDP Focal Point Singha Ounniyom Title Climate Change Policy Specialist Office number 021 267711 Cell phone number 02055515876 Email address [email protected] H. Food Security Cluster RESPONSE PLAN The Food Security Cluster response plan is updated as of January 1 2013. The 3W matrix and prepositioned stock-list are pending. FOOD SECURITY CLUSTER RESPONSE PLAN DAY ZERO to DAY 16 1. Background and Scenario This response plan reflects the Inter-Agency Standing Committee’s (IASC) Inter-Agency Contingency Plan (IACP). In order to recognize the Procedures for the Food Security Cluster in Lao PDR, an understanding of procedures set out in the IACP is a prerequisite. This plan will be updated on demand, and in consistency with any IACP updates or amendments. This plan is based on a disaster scenario of a storm/flood that has directly affected 250,000 persons in five provinces. A total of 75,000 persons require immediate humanitarian assistance. The scenario is identical to the one used in the IACP. 2. Goal To support the Government of Lao PDR to meet the humanitarian food security needs of affected populations in a timely, effective, and accountable manner. 3. Disaster Response Plan Objectives To promote and maintain effective collaboration, communication and coordination between food security actors in Lao PDR. 4. Responsibility Based on Consensus Cluster participants are not accountable to the Cluster Lead Agency unless they have signed specific agreements. Achieving coordinated action to address priority problems and gaps depends on building consensus. 5. Operational Constraints The emergency may scatter the population presenting challenges for identification and supply of inputs to recipients of affected areas; Damage to transportation infrastructure or movement restrictions may hamper access to displaced Un-availability of the required food in the local market for the response to the immediate needs of the affected population 6. Procedures for the Food Security Cluster Day Zero –Day 16 1. Hour 0 : Early warning or sudden onset disaster information is transmitted from source ( Cluster Partner or others) to Cluster co-chairs ( WFP and FAO) 2. ASAP: Information is shared with all Cluster Partners and submitted by the co-chairs 3. ASAP : Co-chairs request additional information from other Partners.The Co-Chairs are responsible for timely information sharing with all Partners. 4. 24 Hrs: Cluster Partners participate in Emergency Task Force (ETF) and/or IASC meetings. FS Cluster Co-Chairs will communicate decisions and discussions back to the FS Cluster members. 5. 0 -48 Hrs: Co-chairs call for a 1st FSC meeting . Agenda and actions dependent on the outcome of ETF/IASC meeting. BUT will include SitReps; Needs, Capacities and Response activities ( see details next page) 6. 48 -72 Hrs: IF Cluster Mobilised and IACP Activated a 2nd FSC meeting: SitReps, Planning of Joint Assessments Common Response Plan, Flash Appeal ( See details next page) Day (3) 4 -16: FSC meetings on demand, dependent on scenario, and action/activities agreed upon Updates to the Partners will be shared continuously through emails and via the co-chairs. 7. Responsibilities and Activities during response General Activities The cluster coordinates its activities through the MLSW and the MAF ( WFP and FAO) and with Provincial and District authorities (INGOs) The cluster coordinates its operation in close dialogue with NDMO, other clusters and UNRCO The Cluster is especially responsible to ensure joint operation and coordination with the Health and Nutrition Clusters The Cluster seeks advice and input from the Global FS Cluster whenever needed Specific Activities dependent on scenario and decisions taken by IASC (see last page on procedures). 0 -48 hours: Clusters Mobilized and IACP Activated: Situation Reports and Assessments identify damage, needs , on-going and planned activities among the members, capacities and gaps to be met Coordination with IASC for planning of Joint Assessments Input to a Flash Appeal Discussions/input to a common response plan Discussions on common funding proposals Updated capacity assessment and available resources (e.g. food stocks in country), and input to 3Ws (Who does What Where) Immediate response to affected areas 0-48 hours: Clusters NOT formally mobilized /activated/IACP NOT activated: Situation Reports and Assessments on damage, needs, on-going and planned activities among the members and gaps to be met Planning of Joint Food Security Cluster Assessments Updated capacity assessment and available resources (e.g. food stocks in country) and input to 3Ws (Who does What Where) 48 to 72 hours: Provision of inputs for the CERF request Day 4-16: Follow –up activities may include but not excluded to: Updated Situation Reports Disaster impact data from the assessments are analyzed and reports from single or joint assessment are drafted Provision of inputs for the updated Flash Appeal Provision of inputs for the revision of Common Response Plan 8. Additional Personnel Requirements based on the scenario The global Food Security Cluster may provide support to country-level food security clusters in terms of technical surge capacity e.g. coordination staff, response teams, assessment staff, information management. 9. Additional Material and Financial Requirements based on the scenario To be completed in collaboration with Cluster Members 10. Cluster Co-Chairs The Cluster is currently co-chaired by WFP and FAO as listed below: Agency/ Org. Focal Point Title Office number Cell phone number Email address WFP Ghulam Sherani 021300330 02054617175 Ghulam.sherani @wfp.org Back-up Khamsing Namsavanh Head of Emergency Preparedness and Response Unit ( Co-Chair) Sr. Programme Assistant Phone; (+856 21) 330300 ext. 2480 (+856-20) 22224178 khamsing.namsa [email protected] FAO Sissel Brenna 02078106852 Sissel.brenna@f ao.org Back-up To be decided Emergency Project Manager ( Co-Chair) Food Security CLUSTER Contact List S.N Agency 1 WFP 2 FAO 3 4 MLSW (gov) MAF (gov) 5 NDMO 6 MoH 7 WVI 8 CARE 9 Save the Children 10 Oxfam 11 Lao Red Cross FRC 12 Cluster Member Name Remarks Email address Focal point Alternative Focal point Alternative Focal point Alternative Focal point Alternative Focal point Alternative Focal point Alternative Focal point Alternative Ghulam Sherani Khamsing Namsavanh Sissel Brenna To be decided Souphonesay Lorphengsy Phosavanh Thammavongxay Sousath Sayakoummane Savanh Hanephom Mr. Kindavong Luangrathh Ms. Vilaykham Lathsaath [email protected] [email protected] [email protected] Vathana Keomany Vilayvanh Halatmanivong [email protected] [email protected] Focal point Alternative Focal point Alternative Focal point Alternative Focal point Alternative Focal point Alternative Alison Rusinow [email protected] Souksamone Khantry [email protected] Sengthong Vongsakid Mr. Khampy Mr.Somhack Inthirath Dr. Keedaeng THAMMALANGSY [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]" [email protected] [email protected] Co-lead of the food security cluster Co-lead of the food security cluster 13 Plan Lao Focal point Alternative Mr Saphet Sivilay Ms Mona Girgis or Mr Andy Hill 14 Child Fund Focal point Ms. Keoamphone Souvannaphoum Alternative Focal point Alternative Focal point Alternative Focal point Alternative Mr. Chris Mastaglio [email protected] Khounphet Mongkhongkham Mr Keith Ernest Feldon Bangyuan Wang Melissa Whitney Long [email protected] [email protected] [email protected] [email protected] 15 UNICEF 16 WHO 17 Health Poverty Action Saphet.Sivilay@plan-international,org [email protected] [email protected] [email protected] Limited response in Nonghet District, Xiengkhouang Province Supervised by Keith Feldon I. Logistics Cluster RESPONSE PLAN The Logistics Cluster response plan is updated as of November 2012. The updated plan, 3W matrix and pre-positioned stock-list are pending. 1. Goal The goal of the Logistics Cluster is to establish and maintain an appropriate humanitarian preparedness and response mechanism that would ensure efficient and effective response to humanitarian emergencies in the country. 2. Specific Cluster Objectives To enhance national preparedness and capacity to respond to humanitarian emergencies To coordinate logistics preparedness and response activities for humanitarian emergencies To collect, map, and share information on logistics capacity To promote cooperation and coordination among the relevant organizations Ensure adequate liaison and coordination with government on preparedness & response for humanitarian emergencies 3. Emergency Response for the aforementioned scenario 3.1 Preparedness Activities Identify potential cluster members and partners Meet regularly to plan, update plans, and share information Identify & compile information on current logistics capacity and available resources Identify & address gaps & bottlenecks Draft a coordination mechanism Coordinate cross-sector/cluster activities Establish emergency response teams Liaise with key government counterparts on logistics concerns Identify training and capacity building needs of the logistics cluster Coordinate implementation of capacity building activities Agency(ies) responsible Cluster lead Timeline On-going Checklist Provisional list available Cluster members & operational partners On-going Draft logistics matrix prepared Cluster members & operational partners Cluster members & operational partners Cluster members & operational partners Cluster members & operational partners Cluster lead On-going Draft prepared On-going Pending discussion On-going On-going Pending discussion On-going Cluster members & operational partners Cluster lead On-going Draft prepared On-going On-going Cluster members On-going On-going 3.2 Response Activities Convene emergency response logistics cluster meetings Agency(ies) responsible Cluster lead Timeline Within 72 Hrs Identify and discuss emergency logistics needs Mobilization of resources Cluster members & operational partners Cluster members & operational partners Clear lead Within 72 Hrs Within 72 Hrs Within 72 Hrs 1 week Liaison with Global Cluster lead Checklist List of members & operational partners Based on GOVT stats List of available resources WFP Update the logistics response plan Participate in rapid assessment missions (with other clusters and operational partners) Plan, coordinate, and liaise (share information) with other clusters Cluster members & operational partners Cluster members & operational partners Cluster members & operational partners On-going Coordinate and Implement the logistics cluster response plan Prepare and share situation reports Monitor implementation of the response plan Evaluate response and setup exit strategy Cluster members & operational partners Cluster members & operational partners Cluster members & operational partners Cluster lead On-going Updated response plan, resources, and roles Situation reports On-going Situation reports 2 weeks Updated response plan Rapid assessment report On-going Lessons learned & best practices 4. Operational Constraints Damage to transportation infrastructure (roads & bridges) or bad road conditions (muddy & impassable) – may hamper delivery and access to beneficiaries Inadequate linkages with government response would affect planning & coordinated coverage Limited resources & inadequate facilities (funding, storage capacity, & manpower) – may affect capacity & timeliness of deliveries Emergency may scatter the potential beneficiaries presenting challenges for identification and access Language barrier – particularly for ethnic minority communities Procedures & red tape (internal or government) may delay delivery of supplies 5. Responsibilities and Authorities The cluster coordinates its assistance through the appropriate government ministries, technical services and divisions, depending on the nature of the disaster and impact on different agricultural sectors. 6. Additional Personnel Requirements based on the scenario To be determined after assessment of current capacity within cluster members 7. Additional Material and Financial Requirements based on the scenario To be determined after assessment of current capacity within cluster members 8. Collaborative Partners National Disaster Management Office Ministry of labor & Social Welfare Logistics CLUSTER Contact List To be completed. J. ICT Cluster RESPONSE PLAN The Logistics Cluster response plan is updated as of November 2012. The updated plan, 3W matrix and pre-positioned stock-list are pending. 1. Goal The goal of the ICT Cluster is to establish and maintain an appropriate humanitarian preparedness and response mechanism that would ensure efficient and effective response to humanitarian emergencies in the country. 2. Specific Cluster Objectives (please specify a minimum of three) To enhance national preparedness and capacity to respond to humanitarian emergencies To coordinate ICT preparedness and response activities for humanitarian emergencies To collect, map, and share information on telecommunication capacity To promote cooperation and coordination among the relevant organizations Ensure adequate liaison and coordination with government on preparedness & response for humanitarian emergencies 3. Emergency Response for the aforementioned scenario 3.1 Preparedness Activities Identify potential cluster members and partners Meet regularly to plan, update plans, and share information Identify & compile information on current telecoms capacity and available resources Identify & address gaps & bottlenecks Draft a coordination mechanism Coordinate cross-sector/cluster activities Liaise with key government counterparts on telecoms concerns Identify training and capacity building needs of the telecoms cluster Coordinate implementation of capacity building activities Agency(ies) responsible Cluster lead Timeline On-going Cluster lead responsible to facilitate meeting Cluster members participation Cluster members & operational partners Quarterly Checklist List not complete Pending On-going Pending Cluster members & operational partners Cluster members & operational partners Cluster lead responsible for cross cluster coordination Cluster members & operational partners Cluster lead On-going Pending On-going Pending discussion Cluster members & operational partners On-going Cluster lead On-going On-going On-going 3.2 Response Activities Convene emergency response ICT cluster meetings Identify and discuss emergency ICT needs Mobilization of resources Liaison with Global Cluster lead Update the ICT response plan If required, support the Government to conduct the common rapid needs assessment Plan, coordinate, and liaise (share information) with other clusters Coordinate and Implement the logistics ICT response plan Prepare and share situation reports with the UNRCO Monitor implementation of the response plan Evaluate response and setup exit strategy Agency(ies) responsible Cluster lead Cluster members & operational partners Cluster members & operational partners Clear lead Cluster members & operational partners Cluster members & operational partners Timeline Within 72 Hrs Within 72 Hrs Within 72 Hrs Within 72 Hrs 1 week 2 weeks Checklist List of members & operational partners List of available resources WFP Updated response plan Rapid assessment report Cluster members & operational partners On-going Cluster members & operational partners Cluster members & operational partners Cluster members & operational partners Cluster lead On-going Updated response plan, resources, and roles Situation reports On-going Situation reports On-going Lessons learned & best practices 4. Operational Constraints Damage to telecommunication infrastructure may limit effectiveness of communication (& coordination) between support teams Physical constraints - rugged terrain, mountains, and forests – may hamper installation & effectiveness of telecoms equipment Inadequate linkages with government response would affect planning & coordinated coverage Limited resources & inadequate facilities (ISP services, network coverage, communication equipment, electricity, & manpower) – may affect capacity & timeliness of deliveries Language barrier – particularly for ethnic minority communities Procedures & red tape (internal or government) may delay implementation of new infrastructure 5. Responsibilities and Authorities The cluster coordinates its assistance through the appropriate government ministries, technical services and divisions, depending on the nature of the disaster and impact on different agricultural sectors. 6. Additional Personnel Requirements based on the scenario To be determined after assessment of current capacity within cluster members 7. Additional Material and Financial Requirements based on the scenario To be determined after assessment of current capacity within cluster members 8. Collaborative Partners Ministry of Telecommunication Private Telecoms Service Providers Annex 12 - Initial Information Guidance Note Guidance for the Collection of Initial Disaster Information The following questions are a guide for what information is most important in the first 72 hours of a rapid onset disaster, to inform the immediate response. Any actor who has information about the affected area may collect the information. In most cases, not all information will be available, and actors should ensure that the initial information is sent to the Emergency Task Force, via the Resident Coordinator’s Office each day, as appropriate, even if it is incomplete. RCO email address and phone number: [email protected]. Tel: +856 (21) 267 777, direct: 267 748. 1. Brief description of the event/disaster 2. Affected area and population District Villages Total Estimated Population that is affected Men/Women/Children Number of displaced persons (if known) 3. What are the sectors that appear to have been affected (please provide as much details on impact as is currently available)? 4. What has been the response so far (of the community, the government and other actors) and what are the gaps? 5. What are the major challenges to respond to this situation? 6. What are the gaps in terms of available information at this stage (any geographical areas from which you have no information, any sectors for which no information on impact exist, etc.)? 7. What is the current situation? Is it likely to improve or become worse? 8. Other information Completed by (name/organization/contact information): Annex 13 – Common Rapid Assessment - Review Template Common Rapid Needs Assessment – Review Template - Assessing and improving the appropriateness and usability of the assessment form Background The common rapid assessment tool was endorsed by the Inter-Agency Contingency Planning process as the common tool for collection of multi-sectoral information during the first two weeks of a disaster. The tool will be reviewed following implementation during 2012 and 2013. To facilitate this process, all partners who use the tool are requested to complete the following form, which aims to capture information about how well the tool fulfilled its purpose. The form should be completed by all administers of the tool, and emailed/scanned to the RCO ([email protected]) and Bouasy Thammasack ([email protected]), NDMO. 1. General Information Name: Position and Organization: Date of tool use: Location of use: Type of disaster (e.g. flood): How many days after the onset of the disaster did you use this tool?: 2. Tool Content 2. 1 Overall, did you find the questions easy to understand? (zero = very difficult to understand) (ten= very easy to understand) 0 1 Comments: 2 3 4 5 6 7 8 9 10 2.2 Which questions were not clear? (Please list numbers or text) Comments: 2.3 Overall, did the informant find the questions easy to understand? (zero = very difficult to understand) (ten= very easy to understand) 0 1 2 3 4 5 6 7 8 9 10 Comments: 2.4 Which questions were not clear to the informant? (Please list numbers or text) Comments: 2.5 Did the informant have any feedback about the interview? 2.5 Are there any relevant questions missing? (Please indicate missing questions) 2.6 Are there any questions that are redundant? (Please indicate redundant questions) 3. Tool layout 3.1 Do you have any comments about the layout or structure of the tool? 3.2 Do you have any comments about the length of the tool? 4. Final Comments: Annex 14: Common Rapid Assessment Tool Common Rapid Assessment Tool Instructions This form is used for conducting field-based rapid assessment within 2 to 3 weeks after disaster with the main aim to take initial quick response; Not all questions or sections may be relevant to a particular emergency, if not please mark NonApplicable (N/A); Apply other methods like Focus Group Discussion, Observation, Key Informant Interview and Informant; One form should be used for each affected village. Reference Form Number Date of Conducting Joint Rapid Assessment Province, District, Village cluster, Village Location Village Name: Village cluster: District: Province: GPS Latitude: GPS Longitude: Actors Rapid Assessment Team 1 2 3 4 5 First Name: Last Name: Organization: Position: Phone Contact: E-mail: Subjective village priority level: High, Medium, Low (To be filled only at the end of the assessment day, comparing various villages visited. This will be filled in the Conclusions and Suggestions on the last page of the form) Community contact person and interviewees 1 First Name: 2 Last Name: Position in the village: Phone Contact: E-mail: 101 3 Information and disaster Type of disaster Date of incident Information on affected village Village background When is the village located in this area? Year: e Location (Please refer to the glossary in the guideline for more for information) Village is accessible by lowland mountainous 2x4 truck 4x4 truck If by foot only: Walking distance to next point accessible by boat or truck Hours Transportation means available in the village (Please refer to the glossary in the guideline for more information) If yes, please specify Communication availability (mobile phones , etc) If yes, please specify hilly area along river motorbike boat Is this an UXO contaminated area? DemoGraPhic information Before the disaster Number of families Number of households Total population _________ habitants including _________ women Children < 5 years old _________ boys _________ girls Elders above 60 years old _________ men _________ women Number of persons with disabilities _________ male _________ female 102 After the disaster Number of affected families: Number of affected households: Number of affected people Total people Caretaker/Guardian (For details in the guideline) Male Femal e Dead Displaced Injured Missing Children < 5 years old Children>5 and < 18 years Persons with disabilities Older people (above 60 years) Pregnant or lactating women Women-headed households Place where displaced people stay School Number displaced people of _____male _____female Temple _____male _____female Host families _____male _____female Other (specify) _____male _____female Safe place (specify) _____male _____female Does your community host displaced people from other areas? No If, Yes, approximately_________ If yes, where do displaced people come from?_____________ If the displaced people are in schools or temples, who manages the area and the situation? 6. SHELTER AND ESSENTIAL NON-FOOD ITEMS 6.1. SHELTERS Total number of houses in the area: _______________ unit How many houses suffered damage: 1. Undamaged __________________unit (Refer to the guideline for definition) 2. Damaged, but inhabitable _____________unit 3. Uninhabitable __________unit 6.2. Do households have at least two containers (10-20 liters each) to carry water? Yes No If No, recommendation of distributing water container is How many households?: ………………….. Do households have appropriate equipments and materials to cook and eat their food? (Stove, pot, plates, and mug/drinking vessel, etc.) 103 Yes No If No, recommendation of distributing kitchen utensil is How many households?: ………………….. Do people have or have access to sufficient sanitation/hygiene items (including the package: bathing soap, laundry soap, shampoo, toothpaste and toothbrush, sanitary protection, mosquito nets)? Yes No If No, recommendation of distributing hygiene kits is How many households?: ………………….. How many women and girls (Girls with the age below 15 years)? Women:…………….. Girls:………………… Do households have bedding materials available (tarps, mats, blanket)? Yes No If No, recommendation of distributing bedding materials is How many households?: ………………….. How many old people?:……………………. Do people have at least 2 full sets of clothing (shirt, pants/sarong, underwear)? Yes No If No, recommendation of distributing of clothes How many people?:………………………. How many old people?:……………………. Have they received or expecting to receive any shelter/NFI assistance in the coming days? Yes No If so, list what and by whom? Sanitation / Hygiene items Source: ______________ Household kits Source: ______________ Kitchen Utensils Source: ______________ Family tarpaulin Source: ______________ Mosquito nets Source:______________ Clothes Source:______________ Other Source: ______________ 7. FOOD 7.1. DAMAGE TO FOOD PRODUCTION How big is the damage to the agricultural production? Total hectare grown Totally Destroyed Lowland rice Affected/ estimated recovery rate ______ha Upland rice ______ha ______ha Corn / Maize Home garden (vegetables) Fruit trees ______ha ______ha ______ha ______ha ______ha ______ha 104 ______ha Quantity Other crops, please specify ______ha ______ha _______kg Seeds damaged Agricultural implements _______set Fish ponds _____ponds Buffalo Cows Goats Pigs Poultries Total Dead Missing Sick/infected animals 7.2. FOOD AVAILABILITY How many households have lost their food stock? ____________households How long will the remaining food (food stock) last? _______________days / months What are people’s normal ways of obtaining food? (tick relevant box/es) Livestock Cultivation Food stalls Local market What kind of food is acceptable? Sticky rice Non-sticky rice Instant noodle canned food specify) _______________________________________ Is food available in the local market? Please specify:___________________________________________ Others (please COPING Mechanisms: What are observed coping mechanisms employed? Eating less quantity of food Eating less number of meals Selling small animals Selling valuables Selling animals for farming NTFP Gathering (Non-Timber Products) Help from neighboring communities and/or relatives Have they received or expecting to receive any food assistance in the coming days? Yes No If so, list what and by whom? Sticky rice Source: ___________________ Non-sticky rice Source:____________________ Canned food Source: ___________________ Cooking oil Source: ___________________ Salt Source:____________________ Sugar Source:____________________ Other (Please specify) Source:____________________ 105 Forest WATER AND SANITATION Does the population have access to safe drinking water? Yes No What are regular sources of water supply before emergency? Piped water Dug well Gravity-fed water system Surface water Tubewell/borehole Others (please specify)_____________________ How long does it take you to reach the available water resources? (Specify the time required to go there and back including queuing time by foot) 0-15' 15-30' 30-60’ over one hour Were water systems damaged and or contaminated? Yes No Piped Gravity Dug Wells Tube Wells systems systems Damaged Destroyed Contaminated Still functioning Do households have water storage containers? Yes No If yes, how many households have? ______________households If yes, what type of household water storage container is available? (Please tick relevant box/es) Jerry can Bucket Water gallon Other, please specify Are latrines available for affected families? Yes No If yes, how many latrines are available? ________latrines What type of latrines available? And how many households? ______households Pit latrine Flush latrine with septic tank Other If no, where do affected people defecate? River Open defecation Other Have they received or expecting to receive any WATSAN assistance in the coming days? Yes No If so, list what and by whom? Water purification tablets Chlorine Filter Safe drinking water Other Source: ___________________ Source ____________________ Source: ____________________ Source: ___________________ Source: ___________________ 106 HEALTH What type of health problems do people have? Respiratory infections Diarrhea Dehydration Malaria Eye infections ear infection None wounds Are there increased numbers of illnesses among children and old people? Skin infections Other (specify) Respiratory infections Diarrhea Dehydration Malaria Skin infections Eyes infections Ear infection wound Other What types of health services are still functioning in the affected areas? Hospital Community health service center Village drug fund Village Health Volunteers Are they accessible? Yes No How many doctors/nurses/midwives/ in the health centers are still actively working? Doctors Nurses Midwives Is the village drug fund available? Yes No What types of medicines are available? Types: ____________ _____________ _____________ _______________ Have they received or expecting to receive any medical assistance in the coming days? Yes No If so, list what and by whom? Mobile clinic Source: _____________ Village drug fund Source: _____________ Other Source: _____________ EDUCATION How many schools existed in the affected areas? Kindergartens __________ Primary schools ___________ Secondary schools __________ How many of these are currently operating? Kindergartens __________ Primary schools ___________ Secondary schools __________ Number of classrooms partially damaged Kindergartens __________ Primary schools ___________ Secondary schools __________ Types of school structure: Permanent Temporary semi-permanent/permanent Number of students affected: male/female: Number of classrooms damaged or destroyed Kindergartens __________ Primary schools ___________ Secondary schools __________ Are the teaching or learning materials damaged and/or destroyed? And how many? Textbooks Bench Desk Table Chair Are the school latrines damaged or destroyed? And how many? Sealed latrines Dry pits Other (please specify) __________________ 107 PROTECTION Has the safety and security of women and children in your community changed since the emergency? Yes No Without mentioning any names or indicating anyone, do you know of incidents of abuse/violence/trafficking against women or children occurring since the disaster? Yes No Do you know of: Children separated from their parents/caregivers? No Few Many Children orphaned by the events? No Few Many Children living on their own? No Few Many Children, adults with disabilities and old people separated or living on their own: Yes/No Are the people informed of the coming hazard? yes If yes, through which means? Announcement in the villages phone Calls from relatives, etc please identify _______________ CONCLUSIONS & RECOMMENDATIONS Analysis of the information gathered Intervention: yes or no What sectors (Health, NFI, Food Security, etc.) How much Safety and security issues Gather information if crime increase during disaster. 108 No announcement in the radio Annex 15: Situation Report Input Template Situation Report Input Template Cluster Name Situation Report Input • Laos / Emergency A. Cluster Details 1. Lead Organization: 2. Focal Point Contact Details: (Name, Title, Phone, Email) B. Reporting Period 1. Report Number: 2. Report Date: 3. Time Period Covered: Please note: sections C-E together should be no more than 200 words total. C. Humanitarian Needs Description of total beneficiary needs, including needs the cluster is currently addressing D. Humanitarian Response Description of humanitarian activities by cluster partners serving the needs listed above E. Gaps & Constraints Description of the unmet needs of both beneficiaries and cluster partners 109 Annex 16: Overall Situation Report Template Overall Situation Report Template Country • Emergency Situation Report No. X Date This report is produced by OCHA in collaboration with humanitarian partners. It was issued by field office or HQ. It covers the period from to . The next report will be issued on or around . I. HIGHLIGHTS/KEY PRIORITIES [Insert three to four bullet points highlighting the main headlines. Keep them brief and to the point. The Situation Overview is reserved for detailed information.] xxx xxx II. Situation Overview [Recap of the general situation, key facts and figures. Include important events since the last report. Include new information on access and security and operational constraints. Describe the affected populations (refugees, IDPs, host families, etc), highlighting vulnerable groups such as women and girls, the elderly and people with HIV/AIDS. Report on inter-agency assessments.] [Country location maps to be inserted here. They can be downloaded at www.reliefweb.int/location_maps. Larger A4 maps should be included as a separate attachment.] III. Humanitarian Needs and Response [Omit sections not relevant to this emergency or this reporting cycle. List the sections in order of priority to the emergency, or explain that the section is ordered alphabetically. Where relevant, change to in-country cluster/sector name.] AGRICULTURE Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] 110 CAMP COORDINATION/MANAGEMENT Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] EARLY RECOVERY Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] EDUCATION Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] EMERGENCY SHELTER Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] EMERGENCY TELECOMMUNICATIONS Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] FOOD Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] FOOD SECURITY Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] NUTRITION Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] 111 HEALTH Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] LOGISTICS Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] PROTECTION Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] WATER, SANITATION AND HYGIENE Needs: [Total beneficiary needs, including needs the cluster is currently addressing] Response: [Humanitarian activities by cluster members including national response] Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members] IV. Coordination [Report on the overall coordination mechanisms in place, both national and international. Report on inter-agency assessments. Include the input from the Early Recovery Network. Report on the outcome of meetings. Report on constraints in coordination.] V. Funding [In many cases this could simply be two to three bullet points with a link to FTS.] XX million requested (US$) XX % funded All humanitarian partners including donors and recipient agencies are encouraged to inform FTS of cash and in-kind contributions by sending an e-mail to: [email protected]. VI. Contact [For major emergencies, the contact details of the cluster coordinators should also be included.] Please contact: Location: Name, Title e-mail address, phone number Location: Name, Title e-mail address, phone number For more information, please visit link to relevant websites. 112
