INTER-AGENCY CONTINGENCY PLAN Lao PDR
September 2019 Prepared by the Humanitarian Country Team
SUMMARY Lao People’s Democratic Republic (Lao PDR) is prone to a number of hazards, in particular storms and flooding that occur frequently and leave in their wake a significant social and economic impact. This Contingency Plan acknowledges the lead role of the Government in all aspects of disaster response and the role of the Inter-Agency Standing Committee in supporting national emergency preparedness and response structures and capacities. It supports the Government in ensuring an effective, timely and coordinated response to mitigate the risk and reduce the impact of natural disasters on Lao communities, through a clear response coordination mechanism and strategy, and clearly defined roles and responsibilities of all members of the Inter-Agency Standing Committee.
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LIST OF ACRONYMS ASEAN CCCM CERF CFP DCC DDPCC DRF DRM DRM-CC-DMWG ECG ECG ERF ETF FAO HCT HRP IASC IFAD ILO IM IMN INSARAG IOM IRA OCHA PDNA PDPCC RC RCO MAF MHD MICT MoD MoES MoF MoFA MoH MoLSW MoNRE MoPS MoPWT MoU MPA MPI MPP NDPCC NDMO NFI NGO PDNA RUTF SitRep
Association of Southeast Asian Nations Camp coordination, camp management Central Emergency Response Fund Cluster Focal Points Department of Climate Change District Disaster Prevention and Control Committee Disaster Recovery Framework Disaster Risk Management Disaster Risk Management Climate Change Working Group Emergency Communications Group Emergency Cash Grant Emergency Response Fund Emergency Task Force Food and Agriculture Organization Humanitarian Country Team Humanitarian Response Plan Inter-Agency Standing Committee International Fund for Agricultural Development International Labour Organization Information Management Information Management Network International Search and Rescue Advisory Group International Organization for Migration Initial Rapid Assessment Office for the Coordination of Humanitarian Affairs Post Disaster Needs Assessment Provincial Disaster Prevention and Control Committee Resident Coordinator Resident Coordinator’s Office Ministry of Agriculture and Forestry Meteorology and Hydrology Department Ministry of Information, Culture and Tourism Ministry of National Defence Ministry of Education and Sports Ministry of Finance Ministry of Foreign Affairs Ministry of Health Ministry of Labour and Social Welfare Ministry of Natural Resources and Environment Ministry of Public Security Ministry of Public Works and Transport Memorandum of Understanding Minimum Preparedness Action Ministry of Planning and Investment Minimum Preparedness Package National Disaster Prevention and Control Committee National Disaster Management Office Non-Food Items Non-Governmental Organisation Post Disaster Needs Assessment Ready-to-Use Therapeutic Food Inter-Agency Situation Report
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SOP SWD UN UN-Habitat UNAIDS UNDAC UNDP UNDSS UNFPA UNICEF UNIDO UNODC UN RC UN RCO UN Women UNV UXO VDPCC WASH WFP WHO
Standard Operating Procedure Social Welfare Department United Nations United Nations Human Settlements Programme Joint United Nations Programme on HIV/AIDS United Nations Disaster Assessment and Coordination United Nations Development Programme United Nations Department of Safety and Security United Nations Population Fund United Nations Children’s Fund United Nations Industrial Development Organization United Nations Office on Drugs and Crime United Nations Resident Coordinator United Nations Resident Coordinator’s Office United Nations Entity for Gender Equality and the Empowerment of Women United Nations Volunteers Village Disaster Prevention and Control Committee Unexploded Ordnance Water, Sanitation and Hygiene World Food Programme World Health Organisation
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TABLE OF CONTENTS
INTRODUCTION AND STRATEGY..................................................................................................................................................... 7
SECTION 1: DISASTER RESPONSE OVERVIEW ................................................................................................................................. 9
1.1 High-Level Response Plan – Who Does What and When ................................................................................................... 9
1.1.1 Immediate Actions ............................................................................................................................................................. 9
1.1.2 Immediate Response Plan – Level 1 (Small Scale Disaster) .............................................................................................. 10
1.1.3 Immediate Response Plan – Level 2 (Medium-Large Scale Disaster) ............................................................................... 10
1.2 Cluster-Specific Response Plans ....................................................................................................................................... 11
1.2.1 Planning Assumptions ...................................................................................................................................................... 11
1.2.2 Key Immediate Needs ...................................................................................................................................................... 12
SECTION 2: DISASTER RESPONSE OVERVIEW – COORDINATION AND OUTPUTS ......................................................................... 13
2.1 Coordination and Management Arrangements ............................................................................................................... 13
2.1.1 Strategic Coordination...................................................................................................................................................... 14
2.1.2 Operational Coordination................................................................................................................................................. 15
2.1.3 Clusters ............................................................................................................................................................................. 15
2.2 High-Level Response Plan – Key Outputs and Services .................................................................................................... 16
2.2.1 Inter-Agency Situation Report (SitRep) ............................................................................................................................ 16
2.2.2 Needs Assessments .......................................................................................................................................................... 17
2.2.3 Humanitarian Response Plan (HRP) ................................................................................................................................. 17
2.2.4 Financial Resource Mobilization ....................................................................................................................................... 18
2.2.5 Public Information and Media .......................................................................................................................................... 18
SECTION 3: EARLY RECOVERY OVERVIEW .................................................................................................................................... 20
3.1 Early Recovery .................................................................................................................................................................. 20
3.2 Post-Disaster Needs Assessment and Recovery Framework ........................................................................................... 20
3.3 Lessons Learned ............................................................................................................................................................... 21
SECTION 4: PREPAREDNESS OVERVIEW ....................................................................................................................................... 22
4.1 High-Level Preparedness Plan .......................................................................................................................................... 22
4.1.1 Minimum Preparedness Package ..................................................................................................................................... 22
4.1.2 Minimum Preparedness Actions ...................................................................................................................................... 22
4.2 Cluster-Specific Preparedness Plans ................................................................................................................................. 24
4.3 Resources Available for Rapid Deployment ..................................................................................................................... 25
4.3.1 Material Resources (Pre-positioned Stocks) .................................................................................................................... 25
4.3.2 Technical Capacity ............................................................................................................................................................ 25
4.3.3 Financing Support ............................................................................................................................................................. 27
SECTION 5: BACKGROUND ........................................................................................................................................................... 28
5.1 Situation and Risk Analysis ............................................................................................................................................... 28
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5.1.1 Country Information and Context Analysis ......................................................................................................................... 28
5.1.2 Summary of Risk .................................................................................................................................................................. 28
5.1.3 Safety and Security .............................................................................................................................................................. 28
5.1.4 Humanitarian Consequences .............................................................................................................................................. 29
5.1.5 Response and Operational Capacity.................................................................................................................................... 29
5.1.6 Gaps and Constraints .......................................................................................................................................................... 29
Annex A – Contact List .................................................................................................................................................................. 32
Annex B - Cluster Specific Response Plan – Early Recovery ......................................................................................................... 38
Annex C - Cluster Specific Response Plan - Food Security & Nutrition ......................................................................................... 41
Annex D - Cluster Specific Response Plan - Health ....................................................................................................................... 44
Annex E - Cluster Specific Response Plan - Logistics .................................................................................................................... 48
Annex F - Cluster Specific Response Plan - Shelter ...................................................................................................................... 50
Annex G - Cluster Specific Response Plan - WASH ....................................................................................................................... 55
Annex H – Detailed Coordination Management Arrangements .................................................................................................. 66
Annex I - Cluster Leads ................................................................................................................................................................. 68
Annex J - SitRep Template ............................................................................................................................................................ 69
Annex K - Cluster SitRep Template ............................................................................................................................................... 73
Annex L - Humanitarian Dashboard Template ............................................................................................................................. 74
Annex M - Cash Working Group ................................................................................................................................................... 77
Annex N - Cluster Specific Preparedness Plan – Early Recovery .................................................................................................. 79
Annex O - Cluster Specific Preparedness Plan - Food Security & Nutrition ................................................................................. 80
Annex P - Cluster Specific Preparedness Plan – Health ................................................................................................................ 83
Annex Q - Cluster Specific Preparedness Plan - WASH ................................................................................................................ 85
Annex R - Cluster Specific Preparedness Plan - Logistics .............................................................................................................. 91
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INTRODUCTION AND STRATEGY
Introduction
What is the purpose of this plan?
The Contingency Plan is designed to guide inter‐agency humanitarian action in Lao People’s Democratic Republic (PDR) and define the coordination mechanisms of the Humanitarian Country Team (HCT) – at various levels of response – and the relevant Government institutions for emergency preparedness and response.
Who is this Contingency Plan for?
The target audience for the Contingency Plan is all humanitarian stakeholders in Lao PDR, notably, regional, national and local NGOs, UN agencies, donors and the International Federation of Red Cross (IFRC). This guide is also a reference document for line ministries involved in disaster response and disaster response preparedness.
What is the scope of this Contingency Plan?
The Contingency Plan primarily covers disaster response and disaster response preparedness.
Disaster response is defined as the provision of assistance or intervention during or immediately after a disaster to meet the life preservation and basic subsistence needs of those people affected.
Disaster response preparedness is defined as pre‐disaster activities that are undertaken to minimize loss of life, injury and property damage in a disaster, and to ensure that rescue, relief, rehabilitation and other services can be provided following a disaster. Preparedness for the first and immediate response is called ‘emergency preparedness’.
The plan does not cover disaster mitigation activities.
How is the Contingency Plan organized?
The Contingency Plan is organized according to the disaster management cycle beginning with disaster response.
The reverse chronological order of the guide – response before response preparedness – is intentional. The Contingency Plan is designed to be used as an action‐oriented guide that can be quickly referred to during an emergency response. Less time‐critical information on preparedness activities and background information are included in the later sections of the plan.
Section 1 and 2 covers immediate disaster response actions, outputs and services, and coordination.
Section 3 covers early recovery and post disaster activities.
Section 4 covers preparedness activities.
Section 5 includes key background information.
There are also annexes that contain key reference materials.
Strategy
The overall objective of the Contingency Plan is to support the Government in leading an effective, timely and well‐coordinated response that will mitigate the impact of sudden onset disasters on communities. This objective will be achieved through a clear and effective response coordination mechanism and through a strategy linking clearly defined roles and responsibilities of all relevant national and international partners.
Ensure critical and life‐saving needs are met, with priorities given to the most vulnerable, such as children, elderly, pregnant women and disabled.
- Immediate food needs of the affected communities are met to prevent nutritional deterioration. - Critical needs of shelter for the families with destroyed or damaged houses are met. - Basic needs of access to clean water, sanitation, hygiene, and to health services are met to
prevent communicable diseases and ensure the health of the affected communities.
Strengthen information management and coordination mechanisms for the assessment and monitoring of the situation, and identification and targeting of vulnerable groups.
- Provide capacity development support to national and ministry Emergency Operation Centers to ensure coordination of their response both within their respective ministries and also with the national emergency operations mechanisms.
- The Government can conduct common rapid assessments in affected areas to refine the planning and implementation of the humanitarian response.
- Satellite imagery is made available from sources outside Lao PDR. - The Emergency Task Force, the Emergency Communication Team and the Information
Management Network support the Government in its coordination efforts.
Ensure response efforts are sustainable to support the recovery and resilience of the affected people, ensuring that the immediate response efforts do not undermine or weaken community resilience and long‐term development.
Humanitarian Principles Humanitarian principles provide the fundamental foundations for humanitarian action. Promoting compliance with humanitarian principles in humanitarian response is an essential element of effective humanitarian coordination. The table below highlights the four core humanitarian principles endorsed by the UN General Assembly.
Humanity Neutrality Impartiality Operational Independence Human suffering must be addressed wherever it is found. The purpose of humanitarian action is to protect life and health and ensure respect for human beings
Humanitarian actors must not take sides in hostilities or engage in controversies of a political, racial, religious or ideological nature
Humanitarian action must be carried out on the basis of need alone, giving priority to the most urgent cases of distress and making no distinctions on the basis of nationality, race, gender religious belief, class or political opinions
Humanitarian action must be autonomous from the political, economic, military or other objectives that any actor may hold with regard to areas where humanitarian action is being implemented
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SECTION 1: Disaster Response Overview
This section will guide inter‐agency actions during the initial emergency response when rapid decision‐making is required. The guidelines are divided between the overarching High‐Level Response Plan (under the direction of the senior leadership) and Cluster Specific Response Plans (under the direction of Cluster Focal Points).
1.1 High‐Level Response Plan – Who Does What and When
1.1.1 Immediate Actions
No Action Responsible Timeframe
PRE‐DISASTER – EARLY WARNING
i. Monitor the threat; if appropriate, inform key partners of the threat and share available details
Agency who received the information with support of Emergency Task Force (ETF)
ii. Inform UN RC, OCHA and cluster/sector leads of imminent threat. Issue flash updates if necessary
ETF
iii. Inform UNDAC and INSARAG, as well as regional response mechanisms of potential threat, if applicable
OCHA
iv. Analyze the possible need for an UNDAC team to be deployed before the disaster
UN RC with support of ETF and OCHA
v. Review capacity of Government and partners to respond and share information with UN RC on available stocks and staff available for deployment for a possible response
ETF
vi. Gather relevant data and maps, including from the Department of Meteorology and Hydrology, Department of Climate Change Management, Department of Social Welfare, local authorities, and share with ETF and Emergency Communications Group (ECG)
Cluster Focal Points (CFPs)
vii. Share Common Operational Datasets with all humanitarian actors IMN
viii. Clusters proactively share any relevant information on preparedness actions taken
CFPs
IMMEDIATE POST DISASTER – RESPONSE PHASE
1. Obtain a brief overview of the scale and scope of the emergency based on available information from national authorities, UN agencies, national and international NGOs, civil society organizations, Red Cross Movement, media and CFPs
ETF Within 24 hours
2. Contact the Government to:
Review national capacity to deal with the emergency
Clarify its intent to declare a state of emergency
Clarify its intent to request, welcome or decline international assistance:
if welcome assistance, outline support options available, request approval for additional humanitarian staff's entry into the country and the need for UNDAC team
if decline, but assistance is nonetheless required HCT to increase their capacity to respond
Request logistical assistance for site visits if required
In case of earthquake, encourage the Government to call for international Search and Rescue assistance
UN RC Within 24 hours
3. Brief UN RC on safety and security of UN staff and, if necessary, send a message to all UN Staff to inform them of the threat
UNDSS Within 24 hours
4. Review Business Continuity Plans if applicable Operational Management Team (OMT)
Within 24 hours
5. Prepare and disseminate update on the situation to relevant humanitarian partners (e.g. HCT, Clusters) as directed by UN RC
RCO with support from ECG Within 24 hours
6. Respond to media queries as necessary UN RC/ECG As necessary
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1.1.2 Immediate Response Plan – Level 1 (Small Scale Disaster)
The first table describes the characteristics of a level 1 response. It is followed by a list of response actions typically undertaken during a level 1 response.
Description Concept of Operations Localized
One or few sectors/areas of activity are affected and priority needs
Government is generally able to respond to the needs, but may request specialized assistance
Generally sufficient stockpiles in country to address needs
Individual agencies provide aid to affected area(s) via local networks
Coordination ensured through existing set‐up or bilaterally with in‐country partners
In‐country organizations lead sectoral coordination
No Action Responsible Timeframe
1‐4 See Immediate actions above
5 Send consolidated update to humanitarian partners as needed RCO with support from ECG Within 72 hours
6 Convene the HCT and ascertain the possibility of common planning of response activities
UN RC Within 72 hours
1.1.3 Immediate Response Plan – Level 2 (Medium‐Large Scale Disaster)
The first table describes the characteristics of a level 2 response. It is followed by a list of inter‐agency response actions typically undertaken during a level 2 response.
Description Concept of Operations Humanitarian needs are of a sufficiently large scale and
complexity that significant external assistance and resources are required
Multi‐sectoral response is needed with the engagement of a wide range of international humanitarian actors
Insufficient local stockpiles
Insufficient Government funding to adequately respond
Cluster approach is rolled out in affected area(s)
No Action Responsible Timeframe
1‐4 See Immediate actions above
5 Convene ETF meeting (regularly, as required) UN RC Within 24 hours
6
If needed:
Request assistance and surge capacity from OCHA regional office
Request additional human resources (surge capacity)
Request deployment of an UNDAC team and other regional mechanisms (e.g. search and rescue)
UN RC, with support from ETF
Within 24 hours
7 Share Common Operational Datasets with all humanitarian actors (if not done already)
IMN Within 24 hours
8 Convene the HCT and ascertain the possibility of common planning of response activities (regularly, as required)
UN RC Within 24 hours
9 Prepare and distribute first inter‐agency situation report (regularly, as required)
RCO Within 24 hours
10 Issue first inter‐agency press release Led by RCO, first draft by ECG
Within 24‐48 hours
11
Convene relevant cluster meetings with partners interested and/or able to respond to needs in affected area(s) to:
Initiate cluster‐specific response plan (see 1.2 below)
Agree on who will do what and where (3Ws)
CFPs Within 24‐48 hours
12 Travel to field Responding organizations Within 24‐72
hours
13 In conjunction with Government, initiate Initial Rapid Assessment Government, CFPs Within 72 hours
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14 Prepare summary of immediately available resources (human, financial, material) to share with clusters (or OCHA if not sector specific)
UN RCO with inputs from agencies
Within 72 hours
15 Mobilize emergency cash grants Government, HCT Within 3‐10
days
16 Organize donor briefing to ascertain intentions of donors to fund the response
UN RC Within 3‐10 days
17 If necessary, prepare a Humanitarian Response Plan in consultation with Government
Government, OCHA, CFPs Within 10 days
18 Mobilize emergency funds, including through the Emergency Response Fund (ERF) and the Central Emergency Response Fund
Government, UN RC, HCT Within 1 month
1.2 Cluster‐Specific Response Plans
The humanitarian coordination system in Lao PDR is organized into 10 different clusters. Cluster‐specific response plans have been developed for the following clusters:
Early Recovery Cluster – Annex B
Food Security & Nutrition Cluster – Annex C
Health Cluster – Annex D
Logistics Cluster – Annex E
Shelter – Annex F
WASH Cluster – Annex G
There is no cluster‐specific response plan for:
Education Cluster
Information, Communication and Technology Cluster
Nutrition Cluster
Protection Cluster
1.2.1 Planning Assumptions
Cluster response plans have been developed based the on the following planning assumptions: A large-scale rapid on-set natural disaster/s that would affect a population of 100,000 people in multiple locations.
Main Elements of Most Likely Worst Case Scenario
Trigger Rapid on‐set natural disaster (e.g. tropical cyclone, flood, earthquake)
Humanitarian Consequences
Event has caused major disruptions to life and livelihoods: • Critical infrastructure and logistical facilities destroyed • Population displaced • Increased threat to vulnerable groups • Outbreak of communicable diseases • Disruption to education services • Reduced access to basic services
Affected People
100,000 or more people affected, of which: • 51,000 female and 49,000 male • 10,506 children under‐five (5,291 girls and 5,215 boys) • 4,247 people are over 65 years of age, (2,326 female and 1,921 male) • 12,750 of the women are of reproductive age • 230 of the women are pregnant (up to 77 deliveries requiring a c‐section in next 9 months) • 255 cases of sexual violence on average
Location Multiple locations within Lao PDR, particularly areas along the Mekong River Capacity to Respond National capacity to coordinate the response is limited; significant external assistance required
Constraining Factors
Constraining factors may include: • Insufficient funding support • Insufficient national human resources • Insufficient stockpiles and delays in importation/customs clearance • Slow coordination and decision‐making process • Limited access to affected populations owing to poor infrastructure
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1.2.2 Key Immediate Needs
Based on the above scenario, clusters have identified the following list of key immediate needs in the event of such a disaster event.
Cluster Items Quantity # of People in
Need Targeted
Quantity and Location of
Supplies Delivery Modality
Costs in USD (of total needed)
Food Security and Nutrition
Rice 4,800 MT 100,000 Transported by trucks
Oil 240 MT 100,000 Transported by trucks
Canned Fish 960 MT 100,000 Transported by trucks
Ready‐to‐use therapeutic food (RUFT)
820 cartons (150 sachets/carton)
820 (children under five years)
Health Centres and Hospitals
Transported by trucks
Health
Mobile health teams
At least three (based on risk assessment)
100,000 Team composes of central and provincial staff
Support from Logistics Cluster
Temporary health post (if indicated)
1 for each evacuation center OR number of health facility destroyed
100,000 #of health facility destroyed
Support from Logistics Cluster
Shelter
Tarpaulins 6,650 sheets
Blankets & Sleeping mats
20,000
Shelter kits 6,650 kits
Cooking utensils
6,650 kits
WASH Latrines 5,000 100,000/ 18,200 families; 20 people/latrine
None in stock. One latrine needs 3 concrete rings, one cover, one pan, 10 kg of cement
Transport by trucks/boats to evacuation centers and together with community dig the ground and install the latrines. Local materials contributed by communities
500,000/ (USD 100/Latrine)
Buckets 18,200 1 extra bucket/ family (1 bucket is included in Family Kit)
UNICEF provided 8,244 buckets stored in Nam Saat warehouse in 13 provinces. The deficit is 9,956
Existing items in provincial warehouses can mobilize by local Government transports with their own costs. Additional need to agree with suppliers
27300/10,054 (USD 1.5/unit)
Hygiene kit* 18,200 kits 1 kit/family \/month
334kg soap stock in Nam Saat warehouses
Some items of the kit are available in the local markets
USD 570,570/0 (USD 31.35/ Family Kits
Water Purifying Sachet (240 Sachets/box, 10 lit can be treated per sachet)
4,550 boxes 2 sachets/family/ day (60 sachets/ family/month)
UNICEF has in the warehouse 13 provinces only 385 Boxes. The deficit is 4165 boxes.
Existing items in provincial warehouses can mobilize by local Government transports with their own costs. Additional need to agree with suppliers
USD 11375/962.5 (USD 2.5/Box)
* Hygiene Kit consists of Soap Bar 110g (12 bar), Buckets with lid 14 lit ‐1; Detergent 1.5kg‐1; Shampoo 500ml (3 pcs); Adult Tooth Paste 75ml (2 pcs); Child Tooth Paste (75 ml) 3 Pcs; Adult Tooth Brush medium, 2 Pcs; Child Tooth Brush (Soft) 3 Pcs; Nail Clipper medium size 1 pc; Torch (mechanical powered) 1 set; Cloth Line with Cloth Pins 1 set; Multiple purpose cloth cotton 2 pcs; Safety pins pack of 12; Reusable Menstrual Pad 2 pcs; Soap Box plastic 1.
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SECTION 2: Disaster Response Overview – Coordination and Outputs
The second section of the Contingency Plan focuses on the proposed coordination arrangements in managing the response, as well the types of outputs and services the emergency response should include.
2.1 Coordination and Management Arrangements
The Government of Lao PDR has the overall responsibility for leading the emergency response. UN agencies, INGOs, Red Cross Societies and Development Partners support the Government response in conjunction with relevant line ministries at the national and sub‐national level. The UN agencies, the Lao Red Cross, and Development Partners have standing agreements with the Government that enable humanitarian activities in the event of a disaster. INGOs sign MoUs with the relevant Line Ministries (mainly Ministry of Labor and Social Welfare) for development activities, and separate agreements are required at the national and provincial level to conduct emergency response activities The chart below reflects the overall structure for coordinating the emergency response between the Government and humanitarian partners.
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2.1.1 Strategic Coordination
National Disaster Prevention and Control Committee (NDPCC)
The Government of Lao PDR coordinates disaster preparedness and response activities through the NDPCC chaired by the Vice Prime Minister; and the Disaster Management Division within the Department of Social Welfare, Ministry of Labour and Social Welfare. The Disaster Management Division also acts as secretariat to the NDPCC. Disaster prevention and control committees are established at National, provincial‐level (PDPCCs), district‐levels (DDPCCs), and Village Disaster Prevention and Control Committees (VDPCCs), or Village Disaster Prevention Unit (VDPU) at the village‐level, to inform and implement preparedness, assessment, and response efforts of the Government. Please refer to Annex H for further information on the Government structure for emergency response.
Inter‐Agency Standing Committee (IASC)
The IASC is the mechanism for overall coordination of humanitarian actions amongst the Government and resident international actors. The Lao IASC is co‐chaired by the Director General of SWD/MoLSW (with Director‐General of the Department of International Organizations (DIO)/Ministry of Foreign Affairs (MoFA as deputy), and the RC. The Representative of World Food Programme (WFP) acts as deputy co‐chair on the UN’s side. The deputy co‐chair has an advisory role to the co‐chairs. In Lao PDR, IASC membership is extended to the United Nations agencies, relevant Government line ministries, state‐owned enterprises, Red Cross Societies, INGOs, non‐profit associations (NPAs) and development partners.
Resident Coordinator (RC)
Under the overall lead of the Government, the RC is responsible for leading and coordinating the international emergency response. In very large‐scale emergencies, the Emergency Relief Coordinator may consider the designation of a Humanitarian Coordinator (HC). The RC co‐chairs the IASC, and chairs the Humanitarian Country Team (HCT). The Resident Coordinator’s Office (RCO) is the Secretariat to the RC, the IASC and the HCT and co‐chairs the Emergency Task Force (EFT).
Humanitarian Country Team (HCT)
The HCT is the platform for strategic decisions concerning the inter‐agency response in support of the Government. It allows UN agencies and INGOs to formulate common positions or raise issues of common concern before discussion with Government partners. The HCT is chaired by the UN Resident Coordinator and is comprised of Heads of UN Agencies, Country Directors of INGOs with humanitarian mandates and a Representative of the French Red Cross. It will meet as required during an emergency response. The UN Resident Coordinator will report agreements of the HCT to the Inter‐Agency Standing Committee. UN agencies will respond to an emergency according to their humanitarian mandate and in support of their respective line Ministry’s response efforts. The UN agencies participate in the cluster coordination mechanisms and ensure that response activities are in line with the cluster priorities and reported to the Emergency Task Force.
International Non‐Governmental Organizations
As of 2017, an estimated 15 INGOs are implementing disaster risk reduction and disaster management activities in the 18 provinces, including the capital, of Lao PDR. The INGO Network serves as a focal point for communication and collaboration between INGOs, the UN, other development partners and the Government. In times of emergency, the Disaster Risk Management Climate Change Working Group (DRM‐CC‐DMWG) convenes to collect information, coordinate and share information on the emergency situation and the emergency activities implemented by INGOs. This helps update the IASC on the situation and on field level activity by the INGOs. The DRM‐CC‐DMWG consists of some main NGOs, whose mandates are humanitarian and which are amongst the most active humanitarian actors: CARE, Oxfam, Save the Children, WFP, UNDP and IOM are partners in the group. As part of preparedness, the DRM‐CC‐DMWG coordinates a range of preparedness activities.
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INGOs with humanitarian mandates are members of the Lao PDR IASC, the Humanitarian Country Team and the cluster system. The INGO Network also nominates one person (Oxfam is the 2015‐2017 representative) to represent INGOs in the Emergency Task Force (ETF).
2.1.2 Operational Coordination
Emergency Task Force (ETF)
The ETF is a technical coordination body for disaster preparedness and response between the UN, INGOs and the MoLSW. The ETF is co‐chaired by the Head of RCO and the MoLSW. It is comprised of representatives from UNICEF, WHO, WFP, IOM and UN‐Habitat as the leading agencies in five key clusters: WASH, Health, Food, Shelter/NFI and logistics, as well as representatives from Government agencies such as Defense, Public Security, Health and MoFA, and INGOs, Information Management Network (IMN) and Emergency Communications Group.
The ETF has two main responsibilities: (1) monitoring and communicating early warning information prior to a disaster, and (2) ensuring a clearly articulated operational response based on individual cluster needs and response plans. The ETF takes on the role of coordinating amongst actors who have key operational and technical role in disaster preparedness and response. It is also tasked with developing the key response outcomes, including strategic response plans, situation reports and funding documents as well as providing operational recommendations and concerns to the HCT. Humanitarian operations in Lao PDR focus on 10 clusters. Immediately following the outset of a disaster response, the primary focus should be on Food Security & Nutrition, Health, WASH, Shelter/NFI and logistics.
Information Management Network (IMN)
The IMN ensures information before and during a disaster is appropriately collated from various sources and transmitted to the ETF. The IMN membership includes IM focal points from Social Welfare Department (SWD), each cluster and other relevant organizations and line ministries, who have the necessary technical skills to professionally manage information.
Emergency Communications Group (ECG)
The ECG is responsible for developing and coordinating public information products that enable the international actors, in partnership with the Government, to advocate to the Government, media, donors and public on the needs of affected populations, to encourage appropriate resource mobilization and action. The ECG is composed of public information and communication staff from the UN agencies and INGOs, together with focal points from each cluster. The Media Department, Ministry of Information‐Culture and Tourism will be the key player from the Government lead. Given the ECG’s limited capacity, in Laos SitReps are drafted by the RCO and edited by the ECG.
2.1.3 Clusters
Line Ministries play a key role in defining the needs and response plans for each of their sectors and will be closely consulted by relevant clusters in defining sectoral needs and response plans, to ensure the inter‐agency support is closely aligned with and supportive of the Government response across the sectors.
The humanitarian coordination system in Lao PDR is organized into 10 different clusters (see Annex I for membership information):
Education
Early Recovery
Food Security & Nutrition
Health
Information, Communication and Technology
Logistics
Protection
Shelter/Camp Management
WASH
The UN Resident Coordinator will request the clusters to become active within their sectors, based on the recommendations of the ETF. Likewise, the UN Resident Coordinator will decide when the clusters and the coordination structures should return to standby/preparedness mode. Clusters may be activated and de‐activated at different times, depending on the need for coordination in each sector. The decision will be based on the humanitarian needs in a specific sector, and on the existence, capacity and willingness of national counterparts to lead the sectoral coordination.
In a context of a disaster where one or more clusters were activated at the global level, the decision to officially deactivate the cluster will be made at the level of the Inter‐Agency Standing Committee, and the RC will formally notify the Emergency Relief Coordinator. The Emergency Task Force will return to standby mode when there is no longer a need for inter‐cluster coordination and continue its early warning monitoring function.
2.2 High‐Level Response Plan – Key Outputs and Services
The High‐Level Response Plan above identifies a number of key outputs and services that form part of the coordinated emergency response. Information on these key elements is provided below as well as an indicative timeline for when they are triggered during the response phase.
2.2.1 Inter‐Agency Situation Report (SitRep)
Inter‐agency situation reports, or Sitreps, support the coordination of humanitarian response in an emergency. They are used to help actors directly involved in the humanitarian emergency to understand what each of them is working on and to inform the wider humanitarian community about developments in the field.
Timeline First 24 hours (daily/weekly thereafter as required)
Purpose and Content Support coordination of humanitarian response: • Recap of general information, key facts and figures • Access/security and operational constraints • Details of affected populations • Needs, response and gaps by cluster • Funding needs and commitments
Responsible Entity RCO (or OCHA if specified) – ECG provides support to the extent their capacity allows
Other Relevant Actors • MoLSW • CFPs
Data Methodology • Primary data: field reports from cluster contacts, media reports, satellite imagery • Secondary data: pre‐ crisis information, surveys and reports prior to the event, fact sheets
Outputs SitReps
Template/ Guidance
• Overall SitRep Template – Annex J • Cluster SitRep Template – Annex K
Lao PDR – IASC Contingency Plan 17
2.2.2 Needs Assessments
Coordinated needs assessments are planned and carried out in partnership by humanitarian actors in order to document the impact of a particular crisis and to identify the needs of affected populations. Credible and accurate assessment results form the basis for needs‐based strategic planning and system‐wide monitoring.
Initial Rapid Assessment (IRA) In‐Depth Cluster Assessments
Timeline Within first 2 weeks Within 4 weeks
Purpose and Content
Rapid assessment to: • Inform initial planning of humanitarian response, highlighting priority actions • Define focus for follow‐on in‐ depth assessments • Establish the baseline for monitoring
In‐depth assessment to: •Analyze situation and trends • Adjust ongoing response • Inform detailed planning for humanitarian relief/early recovery • Establish baseline for operational and strategic performance monitoring
Responsible Entity
• Relevant line ministries • CFPs
• Relevant line ministries • CFPs
Other Relevant Actors
• Provincial Disaster Prevention and Control Committees (PDPCCs)/District Disaster Prevention and Control Committees (DDPCCs) • Local Non‐Profit Associations (NPAs) • INGOs • Red Cross • UN agencies
• PDPCC/DDPCC • Local NPAs • INGOs • Red Cross • UN agencies
Data Methodology
• Field visits and community/ key informant interviews • Use community (e.g. village, camp or districts), or institutions (e.g. schools and health facilities) as units of measurement for site visits • Use simple agreed form with key questions • Data generated is co‐owned by the Government and HCT • Secondary data: pre‐crisis information, surveys and reports prior to the event, fact sheets
• Use harmonized sector/cluster specific tools • IRA data, but with site visits selected through purposive and representative sampling methods (using more detailed sectoral survey questionnaires) • Seek new data from (re)‐established monitoring systems • Use the same units of measurement as in IRA, but include also Household and Individual • Use key humanitarian indicators
Outputs • IRA Report (within 14 days) • Humanitarian Dashboard • Emergency response proposals • Flash appeal
• Sector/cluster reports • Humanitarian Dashboard • Revised emergency response proposals
Template/ Guidance
• Contact CFPs for specific guidance and template • https://interagencystandingcommittee.org/ needs‐assessment/documents‐public/iasc‐multi‐clustersector‐initial‐rapid‐assessment‐mira‐manual‐2015 • Humanitarian Dashboard – Annex L •www.humanitarianresponse.info/en/programme‐cycle/space/document/humanitarian‐dashboard‐toolkit
• Contact CFPs for specific guidance • Humanitarian Dashboard – Annex L •www.humanitarianresponse.info/en/programme‐cycle/space/document/humanitarian‐dashboard‐toolkit
2.2.3 Humanitarian Response Plan (HRP)
A Humanitarian Response Plan (HRP) is used in disasters when a coordinated response is required beyond the capacity of the Lao PDR Government plus any single agency. A HRP addresses acute needs for a common planning horizon, normally up to three months.
Timeline First 5‐10 days (revised thereafter as appropriate)
Purpose and Content Addresses acute needs for a common planning horizon, normally up to three months. Outlines: • Specific cluster/sector response plans and activities • Roles and responsibilities
Lao PDR – IASC Contingency Plan 18
• Gaps • Needs • Funding requirements
Responsible Entity • OCHA • Government of Lao PDR
Other Relevant Actors • Clusters • PDPCC/DDPCC • Local NPAs • INGOs • Red Cross • UN agencies
Data Methodology HRP is developed based on needs assessments carried out by clusters, including proposed funding requirements. To be revised as circumstances evolve throughout the crisis
Outputs Humanitarian Response Plan
Template/ Guidance
https://interagencystandingcommittee.org/results‐group‐1/content/revised‐humanitarian‐needs‐overview‐and‐humanitarian‐response‐plan‐templates
2.2.4 Financial Resource Mobilization
Depending on the situation, one or several options for resource mobilization in a disaster may be appropriate. Resources may be mobilized:
Internally by the agency or organization. In this situation, the single agency internal emergency funding should be coordinated with inter‐agency funding requests where possible.
Bilaterally from donors present in Lao PDR or the region, in a joint or single agency/organization proposal.
Inter‐agency basis, for example the Central Emergency Response Fund (CERF) or Flash appeals, or the OCHA Emergency Cash Grant.
In the event of a disaster that is of similar or larger scale to the scenario outlined in this plan, it is anticipated that there will be an Emergency Cash Grant (ECG) proposal, a CERF proposal and a Flash Appeal. The Flash Appeal will be decided in cooperation with the Government in the IASC meeting forum. The decision to submit a proposal for an ECG and/or CERF will be made by the HCT.
2.2.5 Public Information and Media
All humanitarian responders should first refer to their own organizational standards on communicating with the media and public information. During an inter‐agency response, it is important that humanitarian responders work together to communicate effectively with the media and coordinate public information. This will ensure that the information provided to affected people and the general public is consistent, coherent and accurate.
Well‐designed public outreach and advocacy will lead to: (1) a more effective response; (2) an improved ability to communicate with the affected people; (3) greater success in mobilizing appropriate resources from donors and the general public; (4) improved ability to advocate for the needs of vulnerable groups; and (5) improved knowledge and perception of the work and the worth of humanitarian community in Lao PDR.
Key Communication Action During a Response
The Emergency Communications Group (ECG) coordinator will report directly to the UN RC. The Emergency Communications Group will, inter alia:
Liaise with the public information stakeholders to ensure that accurate facts and relevant information are collected, properly analyzed and disseminated in a timely manner to the targeted audiences;
Prepare key messages and draft outputs such as press releases and content for social media and the website, based on updates from clusters, in line with national Situation Reports; organize regular media updates, briefings, interviews and field trips, as required, and support the UN RC, ETF and HCT members in their communications
Lao PDR – IASC Contingency Plan 19
with the media, donor communities and international humanitarian communities;
Monitor the news or any reports on the humanitarian work being carried out and be considerate of and deal with possible negative implications for the humanitarian response, as a result of controversial, inaccurate or false media reports.
The ECG’s public information products including key messages, press releases, content posted on the website will be communicated to the RCO prior to release and before being finally agreed by the UN RC. The ECG coordinator will participate in cluster meetings as required during the emergency response phase to ensure that the ECG is closely integrated into the inter‐cluster coordination forum. All published information needs to be agreed and approved by the Government.
The ECG meets on regular basis, weekly in the initial post‐emergency phase and then bi‐weekly or monthly (as per needs) to discuss/agree on key messages; discuss the approach for disseminating relevant data; share information and updates on what each organization is doing and where; coordinate media interviews; and prepare joint missions.
Lao PDR – IASC Contingency Plan 20
SECTION 3: Early Recovery Overview
The third section of the Contingency Plan focuses on the actions and activities undertaken in the recovery phase following a disaster. Early recovery is the process following relief and leading into long‐term recovery and is most effective if anticipated and facilitated from the very outset of a humanitarian response. (This section is intentionally brief as the primary focus of the Contingency Plan is the Response and Preparedness phases.)
3.1 Early Recovery
Each cluster is responsible for integrating early recovery from the outset of the humanitarian response. The Government of Lao PDR and UN RC has the lead responsibility for ensuring early recovery issues are adequately addressed at country level, with the support of UNDP. As the cluster lead for Early Recovery, UNDP works on inter‐cluster early recovery issues for a more effective mainstreaming of early recovery across the clusters and to ensure that multidisciplinary issues, which cannot be tackled by individual clusters alone, are addressed through the Early Recovery Cluster. The Early Recovery Cluster addresses the multidimensional nature of early recovery by bringing together focal points from each of the clusters to work together on the integration, mainstreaming and coordination of early recovery issues and activities across all clusters. The Early Recovery Cluster will also seek to ensure rapid restoration of livelihoods, which may be facilitated through cash transfer programmes (Conditional, Unconditional or Cash for Work).
3.2 Post‐Disaster Needs Assessment and Recovery Framework
The Post‐Disaster Needs Assessment (PDNA) is a Government‐led assessment exercise with integrated support from the UN, the European Commission, the World Bank and other national and international actors. The PDNA compiles information into a single, consolidated report detailing information on the physical impacts of a disaster, the economic value of the damages and losses, the human impacts as experienced by affected populations, and related early, medium and long‐term recovery needs, as well as priorities to support recovery.
In 2016, the UN and the Government (Ministry of Natural Resources and Environment, Department of Disaster Management and Climate Change) developed a localized PDNA methodology. The finalized PDNA tool and the country process and capacity to conduct the PDNA are available. Ministry of Labour and Social Welfare (Department of Social Welfare) would take the lead in using the PDNA tools. The Disaster Recovery Framework (DRF) is one of the principal outputs of a PDNA and is based on the damage and loss assessments and the recovery needs. The DRF provides a basis for prioritization, design and implementation of a coherent set of recovery programmes.
Post‐Disaster Needs Assessment
Timeline 5th week onwards (can be adjusted depending on needs)
Purpose and Content In‐depth assessment to: • Analyze the impact of the disaster on social, productive, infrastructure and cross‐cutting sectors • Conduct economic assessment of damages and losses • Determine recovery needs in the short, medium and long term • Inform detailed planning for early recovery • Feed into performance monitoring
Responsible Entity • NDPCC Secretariat • MoLSW
Other Relevant Actors • World Bank • European Union • UN agencies • INGOs/NPAs • Humanitarian partners
Data Methodology • Utilise the standard global PDNA methodology as per the Joint Declaration on Post Crisis Assessment and Recovery Planning • Conduct conflict analysis in case of complex emergencies
Lao PDR – IASC Contingency Plan 21
Outputs • Sector/cluster reports • PDNA and Disaster Recovery Framework • Humanitarian Dashboard • Consolidated appeal
Template/Guidance https://www.recoveryplatform.org/pdna/
3.3 Lessons Learned
UN agencies can provide support to the Government to conduct inter‐agency lessons learned following disasters. These inter‐agency lessons learned workshops should include the Ministry of Labour and Social Welfare, relevant line ministries, international and local NGOs, donor Governments and UN agencies. Lessons learned are useful in improving communications between partners and identifying areas where further preparedness actions need to take place.
Lao PDR – IASC Contingency Plan 22
SECTION 4: Preparedness Overview
Disaster preparedness requires that actors – governments, humanitarian agencies, local civil society organizations, communities and individuals – have the capacities, relationships and knowledge to prepare for and respond effectively to disasters. Before and during a response, they should start taking actions that will improve preparedness and reduce risks for the future. The preparedness guidelines are divided between the overall High‐Level Preparedness Plan (under the direction of the HCT senior leadership) and Cluster Specific Response Plans (under the direction of Cluster Focal Points).
4.1 High‐Level Preparedness Plan
4.1.1 Minimum Preparedness Package
The Minimum Preparedness Package (MPP) is a framework that includes a checklist of preparedness actions and end states, to provide a more coherent approach to preparedness and support to national disaster management authorities, UN RCs, and humanitarian teams. End states at the country and regional levels include understanding of roles and responsibilities, an inclusive coordination structure, the ability to issue funding appeals at short notice and to produce key IM and reporting products based on sectoral inputs to support coordination, analysis and decision making.
The eight MPP positive response outcomes are:
1. Governments and humanitarian responders understand basic roles, responsibilities and capacities and can make appropriate use of international response mechanisms.
2. Inclusive humanitarian coordination structures are established and functioning immediately following onset of an emergency.
3. Governments and humanitarian responders are able to initiate joint assessments and utilize the findings.
4. Inter‐agency funding documents (e.g. HRP, cash grants, Flash Appeal) are issued within 1 week following onset of an emergency.
5. Lao PDR Government and humanitarian responders have an agreed emergency communication strategy and are communicating with affected communities.
6. Lao PDR Government and humanitarian responders are able to produce key information and reporting products to support coordination, analysis and decision‐making (Situation reports, contact list, Humanitarian Response Plans).
7. Effective coordination exists between Lao PDR Government, humanitarian responders, civil society and others.
8. NDMO and humanitarian responders create an enabling environment for collective humanitarian response actions and agreement on triggers for accessing resources.
4.1.2 Minimum Preparedness Actions
Minimum Preparedness Actions (MPA) can be used to mainstream a minimal level of emergency preparedness across all potential responders in Laos PDR. MPAs are based on a multi‐hazard approach and are not risk‐specific. In order to establish a minimum level of emergency preparedness within Lao PDR, the Humanitarian Country Team has identified the following Minimum Preparedness Actions.
MINIMUM AND ADVANCED PREPAREDNESS ACTIONS ACTIONS TO BE TAKEN OUTPUT
RISK MONITORING
1. Familiarize key humanitarian actors with Contingency Plan
• Shared Contingency Plan with humanitarian actors
Update Contingency Plan
Lao PDR – IASC Contingency Plan 23
2. Revise the contingency plan for floods in line with recommendations after 2018 floods
• Revision of Contingency Plan
COORDINATION AND MANAGEMENT ARRANGEMENTS
3.
Ensure that all humanitarian agencies are aware of the respective Government coordination structures for emergency response with focus on the interoperability between the national and humanitarian coordination structures
• Government briefing to humanitarian partners
Agree on a response coordination structure between the HCT and the Government
4. Familiarize humanitarian partners, Government, and other key partners with: • humanitarian principles • international humanitarian architecture and response protocols
• Workshop with training component for Government and humanitarian representatives on international response protocols
5. Review existing coordination mechanisms, including the HCT/Clusters, in support of Government structures with focus on: • Clarification of cluster/sector activation • Clarification of roles and responsibilities • Enhancing the role of INGOs, Red Cross, and line ministries as relevant
• Agreed coordination structure for floods • TORs and SOPs • Partners aware of sector/cluster procedures and standards
Coordination among responsible Government agencies
NEEDS ASSESSMENT/INFORMATION MANAGEMENT/RESPONSE MONITORING
6. The availability of reliable and accurate information is critical throughout the disaster response, particularly in terms of:
Identifying and verifying beneficiaries
Determining the nature and severity of the impacts of the disaster event
Informing appropriate disaster response mechanisms
• Advocate for relevant Government agencies (e.g. Ministry of Home Affairs) to share emergency‐related information on an ongoing basis. This includes for example the provision of consolidated, up‐to‐date information on population statistics at the village, district and provincial level free of charge • Undertake increased and joint field visits to verify data as soon as possible after the disaster event
Use the same (and most accurate) data sets between humanitarian partners
7. Familiarize Government and humanitarian partners with SitReps, reporting procedures to support improving the timely flow of information before and during an emergency between all parties
• Shared best practice on reporting • Advocacy and key messages • Shared SitRep and Key Messages templates
Establish proper and functioning reporting protocols with the relevant local authorities and the humanitarian community
8. Ensure there is agreement on the rapid assessment mechanism (agreed questionnaire, methodology, reporting requirements including sex and age disaggregated data and gender responsive information and logistical arrangements)
• Revised Needs Assessment Guide (cluster‐specific) • Agreement on questionnaire and methodology based on existing practices in country • Shared templates and best practice on conducting assessments
Ensure there is a rapid needs assessment mechanism in place. Refresher training related to Contingency Plan and response tools
OPERATIONAL CAPACITY AND ARRANGEMENTS TO DELIVER RELIEF AND PROTECTION
9. Ensure that requirements such as custom clearances, visas, and access to affected populations are clear to all relevant stakeholders
• Facilitated discussions with IFRC in support of Government of Lao PDR/HCT if required
Facilitate entry of emergency personnel/goods
10 Ensure that clear procedures/protocols are in place between the HCT and the Government for requesting/accepting international assistance
• Facilitated discussions with HCT and the Government
Circumstances under which UN and INGOs
Lao PDR – IASC Contingency Plan 24
11. Resource inventory and stockpiling of relief items that the international community can put forward to augment Government response
• Update HCT Resources Available for Rapid Deployment in Contingency Plan and agreement on its use
can provide support to the Government
12. Ensure that humanitarian partners, Government, and other key partners are familiar with the basic disaster response tools, including on reporting (Sitrep), financial mechanisms (CERF), IM tools (3W and contact lists)
• Partners aware of response tools and services • Template and guidance shared
Refresher training related to Contingency Plan and response tools
4.2 Cluster‐Specific Preparedness Plans
Cluster‐specific preparedness plans, including MPAs, have been developed for the following clusters:
Early Recovery Cluster – Annex N
Food Security & Nutrition Cluster – Annex O
Health Cluster – Annex P
WASH Cluster – Annex Q
Logistics Cluster – Annex R
There is no cluster‐specific preparedness plan for:
Education Cluster
Information, Technology and Communication Cluster
Protection Cluster
Shelter Cluster
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4.3 Resources Available for Rapid Deployment
4.3.1 Material Resources (Pre‐positioned Stocks)
Resource Area Agency Items Location Timeframe
Food Security & Nutrition
WFP
Rice and tinned fish with oil for 35,000 beneficiaries
Immediately
High Energy Biscuits Subang, Malaysia Within 48 hours
UNICEF RUTF Supply Division, Copenhagen
Within
Health UNICEF
500 measles vaccines 100,000 Vitamin A IU 200,000 Vitamin AIU
Within 24 hours
Logistics WFP 5 mobile storage units (10x32m, capacity 500MT)
Saravane, Oudomxay, Luangnamtha and Vientiane
Immediately
Shelter UN‐Habitat NFI items Attapeu and Oudomxay Immediately
UNICEF 100 (4mx 5m) tarpaulin plastic sheets Vientiane Immediately
IOM Blankets, buckets, jerry cans, kitchen sets, mats, mosquito nets, plastic sheets, tarpaulins, tents (family), tents (warehouse), shelter tools
Global Stock Warehouses in Manila, Philippines. There are also items from Nairobi and Panama hubs available
Depending on level of emergency
WASH UNICEF 40 dewatering pumps 2,500 (20 litres) Collapsible jerry cans 2,500 plastic buckets with lids 2,500 plastic water dippers 15,000 soap bars 250kg chlorine powder 200,000 water purifying tablets (4 tablets/person/day) 100 kg Coagulant (Alum) and IEC materials
Vientiane and other 13 provinces
Immediately
4.3.2 Technical Capacity
Resource Area Agency Items Timeframe
General Coordination
OCHA
Discreet and targeted surge support or a full team deployment to support the coordination of the response
Initiate 1 to 2 days after impact and in accordance with the level of emergency
OCHA staff on surge can support preparing various written documents and information communication products such as situation reports, flash updates and key messages
Situation Reports produced daily in the first phase of the emergency. Other products as per need
Field a United Nations Disaster Assessment and Coordination (UNDAC) team to assist the UN Country Team and the national authorities in coordinating international response to the emergency. The UNDAC team consists of experienced international disaster experts and can be provided at no cost to the receiving country. Deployment of
12‐48 hours
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UNDAC team follows a request by the UNRC and/or the Government
Assist in identifying and mobilizing international military and civil defence assets and in establishing a joint civil/military operations center (e.g. liaison officers especially trained in civil‐military operations). This assistance is triggered at the request of the Government
Depends on level of emergency
Support the development and implementation of a Rapid Coordinated Needs Assessment as needed
Second to third week into the emergency
Collect, analyze, and present information to provide common situational awareness on the impact of the disaster, through maps, infographics and reports
Initiate 1 to 2 days after impact
Implement basic tools to assist in coordination (3W, contact list, meeting schedule, assessment registry, etc.) (provided OCHA is deployed)
Initiate 1 to 2 days after impact
UNDP Crisis Prevention and Reduction Specialists from Experts Roster
Immediately
UNDP Surge Deployment Mechanism
Initiate 1‐2 days after impact
Early Recovery UNDP Early Recovery Coordination from Experts Roster Immediately
Education UNICEF Education staff available, surge support can be mobilized as needed
Immediately
Food Security & Nutrition
WFP Food security and Vulnerability Analysts Immediately
Emergency Assessment Team Immediately
FAO
Rapid Need Assessment on Agriculture and Food security Immediately
Cluster coordination Immediately
In depth cluster assessment 4 weeks
UNICEF Emergency Assessment Team Immediately
Health WHO Technical advisors for health and disease surveillance (epidemiologists, immunisation mental health, risk communication, logistician, environmental health, mother‐child health)
Immediately
Coordination of international Emergency Medical Teams Immediately
Establish enhanced disease surveillance as required/needed Within 72 hours
Support to the Emergency Operating Centers of MoH both at central and provincial level if needed
Immediately
UNICEF Health staff available Immediately
UNPFA SRH team available Immediately
Logistics WFP Logistics staff (including access to logistics cluster staff through WFP’s emergency roster)
Immediately
United Nations Humanitarian Air Service (UNHAS)
A range of fixed wing and rotary wing aircraft. On request by UNCT and through a Special Operation raised by WFP
Nutrition UNICEF Nutrition staff available Immediately
WFP Nutrition staff available Immediately
Protection UNICEF Child protection staff available Immediately
UN Women One gender advisor Within 3‐4 days
UNFPA Gender/GBV staff available Immediately
Shelter IOM International & Local Staff trained on DRM Immediately
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Rapid Response Team Depends on level of emergency
Regional DM experts
Regional Shelter/CCCM experts
Regional Logistics specialists
UN‐Habitat Emergency Assessment Team of Shelter (1 person) Immediately
Shelter design using Building‐Back‐Better principles (1 person)
Immediately
WASH UN‐Habitat WASH design and awareness (1 person) Immediately
UNICEF WASH staff available Immediately
4.3.3 Financing Support
Agency Support Timeframe
FAO
A project‐based emergency response fund (up to USD 400,000) can mobilize
funding for technical support and commodities upon request from
Government. The scope of the project would be identified through an
appraisal mission which can be fielded at quite short notice.
1 month
IOM Migration Emergency Funding Mechanism tbc
OCHA
Assistance for preparing appeals and applications for Central Emergency
Response Fund (CERF) Rapid Response grants and donor response 4‐7 days
Provision of an OCHA Emergency Cash Grant of up to USD 100,000 – available
for meeting the relief live – saving needs of the affected which could be
mobilized quickly upon request from your Office. In order to have the fund
released, the UNRC makes a proposal justifying the urgent response needs.
Grant is dependent on the funds available with OCHA at the time
tbc
UNDP
Catalytic Funding through TRAC 3, Category 2, for USD 100,000 Initiate 1‐2 days after
impact
Three‐month “SURGE” funding in major crises Initiate 1‐2 days after
impact
UNICEF UNICEF Country Office can move some funds from program budget to
respond to emergencies depending on scale of emergency (level 2 and above) Immediately
WFP Immediate Response Requests up to USD 500,000 in‐country, USD 1 million
Regional Bureau Immediately
WHO Emergency funds USD 10,000 Immediately
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SECTION 5: Background
5.1 Situation and Risk Analysis
5.1.1 Country Information and Context Analysis
Lao PDR is a landlocked country bordering Myanmar, Cambodia, China, Thailand, and Vietnam. Governed by the socialist Lao People's Revolutionary, the country has a population of 6.86 million across its 17 provinces and one prefecture. Most people still live in rural areas (68%), though urbanization is increasing. The country is largely mountainous, with the most fertile land found along the Mekong plains. Ethnic Lao people make up about 55 percent of the population, with Mon‐Khmer groups, the Hmong and other indigenous hill tribes, accounting for the remainder of the population.
5.1.2 Summary of Risk
The National Risk Profile of Lao PDR (2010) identified seven major natural hazards: floods, tropical storms, drought, landslides, disease outbreaks and epidemics, earthquakes and unexploded ordnance (UXO).
Flooding is the major natural hazard, with the Mekong River as its primary source. Seasonal flooding occurs each year in Lao PDR during the southwest monsoon season, from July to September. The most significant and prolonged flooding tends to occur in the central and southern provinces, but flash floods caused by tropical storms have also previously affected northern provinces. Rainfall trends indicate that the rainy season is starting earlier than usual, while climate‐change induced weather events, such as more frequent and intense typhoons, are increasingly likely to have a greater impact on Lao PDR. The development of hydroelectric dams has also led to the hydrology of the Mekong River being increasingly affected by the regulation of releases from them.
Lao PDR experienced major typhoons in 2009 (Ketsana) and 2011 (Haima), as well as severe flooding in 2009, 2011, 2013 and 2018. The impacts of such disasters in Lao PDR impose large costs for the Government, businesses, and households, particularly as a result of damage to infrastructure, diminished agricultural production, loss of livelihoods and temporary population displacement and increasing the risk of water‐borne, vector‐borne and other disease outbreaks.
5.1.3 Safety and Security
Lao PDR is assessed as Security Level 1 throughout the country and is permissive for humanitarian operations. In general, the major concerns expected will arise from hazards and dangers resulting from operating in remote and poorly supported areas. There have been no reports of major anti‐Government protests or organized armed attacks in the country in recent years. However, in late 2015 and early 2016 there were a number of shootings and road side bomb attacks on vehicles in Anouvong District Xaysomboon Province, in Kasi District Vientiane Province and in Phoukhoun Disctrict, Luangprabang Province, resulting in fatalities. No direct threat against the United Nations has been identified. There is no evidence of any terrorist groups currently residing or operating in Lao PDR.
Information on the current situation in the northwest border of Lao PDR where it borders Myanmar and Thailand (Golden Triangle) suggests that armed elements are active as a result of drug‐related activities. These tend to be in remote areas with little or no UN activity. All these areas are the traditional poppy/opium production areas of the country. The latest information suggests that this situation is unchanged.
There is poor medical coverage throughout Lao PDR. In cases of medical emergency, patients are evacuated to border countries, like Thailand. The lack of facilities, road infrastructure, environmental conditions and isolation affecting UN personnel in the provinces remains a concern. In the wet season the quality of the roads
29
deteriorates, making road travel difficult. Much of Lao is heavily contaminated by UXO. Some known mined areas do exist, and these are documented. In general, those areas affected by the war are considered as potentially UXO contaminated unless proven otherwise. Field operations within Lao PDR are governed by extant security policy guidelines contained in Country Minimum Operating Security Standards (MOSS). In main these are related to mission tracking and movement, communications, medical contingency planning, vehicle equipment and staff training. Depending on the nature of the response and the environment in which the UN will be responding, these guidelines may be reviewed and reinforced.
5.1.4 Humanitarian Consequences
Following a medium‐ or large‐scale flood, the immediate needs of the affected population will be food, health, shelter and water, sanitation and hygiene (WASH). Factors exacerbating vulnerability of the population include high prevalence of poverty, remoteness, rugged terrain and poor infrastructure. In addition, many vulnerable communities do not have adequate knowledge on where to relocate in the event of an emergency. In some vulnerable communities, both Government and NGOs have disaster risk reduction activities, which include drills, for example areas to relocate in the event of flooding. Displaced persons often move to the houses of their relatives in the same village or neighboring villages, or take shelter in schools, temples or villages.
5.1.5 Response and Operational Capacity
The Ministry of Labour and Social Welfare through the Department of Social Welfare supports the strategic coordination of all disaster preparedness response and relief operations, including data collection and assessments, response and recovery. The SWD has a key communication role in reporting the disaster situation, the planned emergency response and the recovery activities to line ministries, including through the National Disaster Prevention and Control Committee, and in coordinating with the Department of Meteorology and Hydrology in disseminating early warning information to the Provincial Disaster Prevention and Control Committees. The MoLSW also acts as focal point for ASEAN in disaster management. The Ministry of Natural Resources and Environment through the Department of Climate Change (DCC) is responsible for climate change mitigation, risk mapping, early warning as well as land, water and natural resource management in a disaster context. It also serves as focal point for the Sendai Framework for Disaster Risk Reduction.
Under the overall lead of the Government, the UN RC is responsible for leading and coordinating the international emergency response through the operation of HCT (comprised of Heads of UN humanitarian agencies and Heads of key INGOs working in disaster management field) and through the Inter‐Agency Standing Committee, which is the mechanism for the overall coordination of humanitarian actions amongst the Government and resident international actors.
5.1.6 Gaps and Constraints
The major gaps in the provision of humanitarian assistance and protection include:
Insufficient financial resources and commodities. Even though some items are prepositioned at national level, the quantity is limited;
Coordination between the different national bodies, including information management, is also an issue. Reporting mechanisms between district and provincial authorities, as well as between provincial and central level need to be enhanced and strengthened. The capacities are also limited, in particular at village, district and provincial levels; and
NGOs (both INGOS and national Non‐Profit Associations) have limited access to areas outside their current areas of operation.
The major obstacles in the provision of humanitarian assistance and protection include:
30
Mountainous terrain and bad roads can limit the access and increase the time taken to reach affected populations;
Lack of clear procedure or protocol between the Government and the Humanitarian Country Team for requesting and accepting international assistance.
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ANNEXES
32
Annex A – Contact List
1. Inter‐Agency Standing Committee Chairs Name Position Email Contact Number
Sara Sekkenes Resident Coordinator of the UN [email protected]; Tel: 021 267 700 Mobile: 020 5551 6482
Vilayphong Sisomvang Acting Director General Social Welfare Department, MoLSW
[email protected]; 020 2222 5185
2. Humanitarian Country Team
Name Position Email Contact Number
Sara Sekkenes Resident Coordinator of the UN [email protected]; Tel: 021 267 700 Mobile: 020 5551 6482
Saad Karim Country Director, Care [email protected]; 020 5554 4537
Ronaldo Estera Country Director, HPA [email protected]; 020 5654 9895
Thibaut Hanquet Country Director, Oxfam [email protected]; 020 5546 3359
Provash Mondal Humanitarian Coordinator, Oxfam [email protected]; 020 5285 0574
Vilasack Viraphanh Save the Children [email protected]; 020 5569 4391
Felipe Agudelo INGO Network Coordinator [email protected]; 020 5559 9006
Nasar Hayat Representative, FAO [email protected]; 020 2221 7086
Soulivanh Pattivong Country Programme Officer, IFAD [email protected]; 020 22222 060
Misato Yuasa Head of Office, IOM [email protected]; 020 5552 5575
Avi Sarkar Regional Chief Technical Advisor, UN‐Habitat [email protected]; 020 5555 5654
Ricarda Rieger Resident Representative UNDP [email protected];
Balasubramaniam Murali Deputy Resident Representative UNDP [email protected]; 020 5550 5024
Mariam Khan Representative, UNFPA [email protected]; 020 5550 8793
Victor Valdivieso Deputy Representative, UNFPA [email protected]; 020 5953 0711
Octavian Bivol Representative UNICEF [email protected]; 020 5552 1483
Erlend‐Audunson Falch Representative, UNODC erlend‐[email protected]; 020 5551 8788
Dr. Mark Jacobs Representative, WHO [email protected]; 020 5550 9881
Jan Delbaere Representative, WFP [email protected]; 020 5552 0706
vacant Head of UN RCO
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3. Cluster Leads Cluster Name Email Phone
Early Recovery
Balasubramaniam Murali [email protected]; 020 5550 5024
Thome Xaisongkham [email protected]; 020 2223 4436
Education
Leotes Lugo Helin [email protected] 020 5597 7074
Phouvong Sihalath [email protected]; 020 2224 3093
Vilasack Viraphanh [email protected];
Christelle Margueritte [email protected];
Other contacts education cluster
Daravone Kittiphanh [email protected];
Thipphamonh Chanthalangsy [email protected];
Food Security & Nutrition
Chanthalath Pongmala [email protected]; 020 5589 1589
Nguyen, Thi Phuong Oanh [email protected]; 020 5291 0268
Hakan Tongul [email protected]; 020 5552 0705
Health
Reiko Tsuyuoka [email protected]; 020 5550 9883
Phetdavanh Leuangvilay [email protected]; 020 7781 7809
May Chiew [email protected]; 020 5591 4975
Jana Lai [email protected]; 020 5664 5949
ICT Somphone Inthavong [email protected]; 020 5552 1293
Logistics Hakan Tongul [email protected]; 020 5552 0705
Viengmany Onepaseuth [email protected]; 020 5538 1882
Nutrition
Karan Courtney Haag [email protected]; 020 5536 4805
Hendrikus Raaijmakers [email protected]; 020 5236 5655
Protection
Yali Zhang [email protected]; 020 5928 5648
Khamsay Iemsouthi [email protected]; 020 5562 0425
Victor Valdivieso [email protected]
Shelter
Avi Sarkar [email protected]; 020 5555 5654
Misato Yuasa [email protected]; 020 5552‐5575
WASH
David Duncan [email protected]; 020 5551 9676
Bandith Leuanvilay [email protected]; 020 55609826
4. Emergency Task Force
Organization Name Email Address Mobile Number Skype Address
MoLSW Vilayphong Sisomvang [email protected]; 020 2222 5185 laoeoc
Kindavong Laungrath [email protected]; 020 2223 2212
Vimala Khounthalangsy [email protected]; 020 2221 9355
Sombath Douangsavanh [email protected]; 020 2272 7273
34
RCO
vacant (head of RCO) (co‐chair)
Vankham Bounvilay (alternate) [email protected]; 020 5444 4182 hanh.rco
DDMCC Sonephet Phosalath [email protected]; 020 2223 4995 020 2220 1735
FAO Nguyen, Thi Phuong Oanh [email protected] 020 5291 0268 Oanh.nguyen612
WFP Hakan Tongul [email protected]; 020 5552 0705
UNDSS Sisomphone Thammavongsa [email protected]; 020 5551 7219 Sisomphone .thammavongsa
INGO Focal Points
Felipe Agudelo [email protected]; 020 5559 9006
Additional members of the Emergency Task Force include the leads of the Logistics, WASH, Health, Food Security & Nutrition and Shelter/Non‐Food Item clusters, as well as the chair of the Emergency Communications Group.
5. Information Management Network Information Management Network Chairs
Cluster Information Management Network Focal Points
Cluster Name of Focal Point Title, Organization Email address Phone number
Early Recovery Balasubramaniam Murali Deputy Resident Representative [email protected]; 020 5550 5024
Thome Xaisongkham Programme Analyst [email protected] 020 2223 4436
Education Vilasack Viraphanh Programme Director, Save the Children [email protected] 020 5569 4391
Leotes Lugo Helin Chief of Education, UNICEF [email protected] 020 5597 7074
Food Security & Nutrition
Hakan Tongul Deputy Country Director, WFP [email protected] 020 5552 0705
Manithaphone Mahaxay VAM National Officer, WFP [email protected] 020 5522 1241
Chanthalath Pongmala Assistant FAOR (Programme) [email protected]; 020 5589 1589
Nguyen, Thi Phuong Oanh Operations Officer [email protected] 020 5291 0268
Health Reiko Tsuyuoka WHO [email protected] 020 5550 9883
Phetdavanh Leuangvilay WHO [email protected] 020 7781 7809
Name Position Email Contact Number
Manithaphone Mahaxay IMN Co‐chair/Vulnerability Analysis and Mapping, National Officer
[email protected] 020 5522 1241
Vilayphong Sisomvang Deputy Director General Social Welfare Department, Ministry of Labour and Social Welfare
[email protected] 020 2222 5185
Vanhdy Duangmala IMN co‐ chair alternate/ Director of Weather Forecasting, Department of Meteorology and Hydrology
020 2240 2743
35
May Chiew WHO [email protected] 020 5591 4975
Jana Lai WHO [email protected] 020 5664 5949
ICT Somphone Inthavong National IT Officer, WFP [email protected] 020 5552 1293
Logistics
Viengmany Onepaseuth National Logistics Officer [email protected] 020 5538 1882
Hakan Tongul Deputy Country Director [email protected] 020 5552 0705
Nutrition Karan Courtney Haag Nutrition Manager, UNICEF [email protected] 020 5536 4805
Hendrikus Raaijmakers Chief of Health and Nutrition, UNICEF [email protected] 020 5236 5655
Protection Yali Zhang Programme Officer [email protected]
Khamsay Iemsouthi Programme Officer [email protected] 020 5562 0425
Sisounvanh Vorabouth UNFPA Gender Programme Analyst [email protected] 0205478 1235
Shelter
Avi Sarkar Regional Chief Technical Advisor [email protected] 020 5555 5654
Misato Yuasa Representative, IOM [email protected] 020 5552 5575
Buahom Sengkhamyong Chief Technical Advisor for Urban Basic Services, UN‐Habitat
[email protected] 020 2222 6005
UXO Justin Shone Chief Technical Advisor for UXO, UNDP [email protected]
Souphalack Bounpadith Planning and Reporting Officer [email protected] 020 2878 7460
WASH David Duncan Chief, Water, Sanitation and Hygiene [email protected] 020 5551 9676
Information Management Network Government Counterparts Function Name of Focal Point Title, Organization Email address Phone number
MoLSW Kindavong Laungrath Director of Disaster Management Division, Social Welfare Department
Office phone: 021 219450 Mobile: 020 2223 2212
Vimala Khounthalangsy Deputy Director Disaster Management Division
[email protected] Office phone: 021 219450 Mobile:020 2221 9355
Phonesavanh Saysompheng Deputy Director Disaster Management Division
Office phone: 021 219450 Mobile: 0202 5558 2825
Sombath Douangsavanh Senior officer Disaster Management Division [email protected]
Office phone: 021 219450 Mobile: 0202 2272 7273
Phonethavy Thammavongsa Information Unit, Disaster management Division
Office phone: 021 219450 Mobile: 020 28038223
MoNRE Sonephet PHOSALATH Director of Division of Secretariat of National Committee, MoNRE
[email protected] Office phone: 021 262120 Mobile: 020 2220 1735
Xailee XAYAXANG Technical staff; GIS specialist [email protected] Office phone: 021 262120 Mobile: 020 5652 7031
36
MoH Daovilay Banchongphanith Technical Officer [email protected]
Office phone: 021 253014 Mobile: 020 5590 9150
MoPS Soulisack Simmanotai Acting Director of Rescue and Disaster Division [email protected] Mobile:020 2221 1190
MoPWT Sompang Sirisack Assistant to Permanent Secretary office [email protected] Office phone: 021 453158 Mobile: 020 2221 2663 020 5551 2663
MICT Vannasin Simmavong Director Division, Division of Data, Information and Internet, Department of Mass Media
[email protected] Mobile: 020 2220 4153
MPI Viengkhone Bouaphachanh Deputy Director of the Regional Development planning Division
MoES Dr. Dalavone Kittipanh Director of Division, Division of Research and Compilation, Cabinet Office
[email protected] Office phone: 021 216 004 Mobile: 020 5592 1174
MoD Lt.Col Patthana Bounttichak Deputy Director General of the Cabinet of General Department
[email protected] Office phone: 021 900 758 Mobile: 020 5450 0289
Office of the Cabinet
Chantha Keovongxay Deputy Director Division, Department of Cultural and Social Accumulation
Mobile: 020 5571 0930
MoF Bouangeun Ounnalath Director General, State Reserve department, Ministry of Finance
[email protected] Mobile: 0202 7775551
Saychai lithchana Acting Director of Planning and Commodity Reserve Management Division
[email protected] Office phone: 021 415938 Mobile: 0202 2223 9598
MoFA Daovy Vongxay Director of UN Economic‐Social Affairs Division
[email protected] Office phone: 021 453586 Mobile: 020 2802 0555
MAF Khamliene Nolasing Deputy Director of planning Division [email protected] Mobile: 020 2223 4689
MHD Sinthaly Chanthana Deputy Head of Weather Forecasting Division [email protected] Mobile: 020 5568 5841 030 5029725
Lao Red Cross Bounyong Phommachak Deputy Director of Disaster Properness Division
[email protected] Mobile: 020 9895 0641
Table 6: Emergency Communications Group Agency Name Name Contact Cluster lead relation Contact Number
IOM Karen Ho [email protected] Shelter Cluster 020 5552 5575
UNDP
Ildiko Hamos‐Sohlo [email protected]; Early Recovery Cluster 020 7717 7913
Somlith Khounphaseuth [email protected]; 020 7771 1874
WFP Ildiko Hamos [email protected]; Food Security & Nutrition Cluster 020 7717 7913
FAO Southida Souliyavong [email protected]; 020 55920386
37
UNICEF (chair) Maria Fernandez Ruiz de Larrinaga
[email protected]; Nutrition and WASH Cluster 020 5551 9681
Saykosan Sanoubane [email protected]; 020 2248 9000
Tabongphet Phouthavong [email protected]; 020 5551 9682
WHO Benjamin Duncan [email protected] Health Cluster 020 5664 5949
Marissa Endaluz [email protected] 020 5551 0788
Care Laos Viengsavath Vilaythong [email protected]; Food Security 020 5549 7797
Oxfam Gary Lee [email protected] Water Governance Partnerships and Policy Advisor, Oxfam MWRGP, ‐ focal point for media requests.
+856 20 5591 6283
Handicap International
Thavone Phomehaksa [email protected]
TGH Laos Mariano Inti Marconato [email protected];
Plan International Laos
Noy Promsouvanh Noy.promsouvanh@plan‐international.org; Education 020 2221 6929
UNFPA Kay Amphone Singhalath [email protected]; 020 7777 6597
Health Poverty Action
Michael Pitt [email protected]; Nutrition / Food Security 020 5902 3365
Bounyang Latsamy [email protected]; Health 020 5590 4080
World Vision Ammala Thomisith [email protected] 020 9962 6427
Vathana Keomany [email protected] 020 2222 2976
Bounpheng Thammavong [email protected] 020 28702180
UN RCO Vankham Bounvilay [email protected] 020 5444 4182
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Annex B ‐ Cluster Specific Response Plan – Early Recovery
Early Recovery Cluster – Response Plan
Lead Agencies Ministry of Labour and Social Welfare (MoLSW) UN Development Programme (UNDP)
Cluster Focal Points
MoLSW Vilayphong Sisomvang Acting Director General, Department of Social Welfare, MoLSW
[email protected] 020 2222 5185
UNDP Balusubramaniam Murali Deputy Resident Representative
[email protected] 020 5550 5024
Cluster Members
• Food and Agriculture Organization (FAO)
• World Food Programme (WFP)
• World Health Organization (WHO)
• UN‐Habitat
• IOM
• UNICEF
• European Union
• World Bank
• INGO Network
• Lao Red Cross / IFRC
Objectives To support the Government to:
Ensuring effective predictability, accountability and coordination across IASC clusters
Facilitate full engagement of national, local authorities and other clusters to provide support for capacity mapping of all national response capacities to develop the Preliminary Scenario Definition (PSD)
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
1. Response Plan – Who Does What When
No Action Responsible Timeframe
1 Provide support for capacity mapping of all national response capacities to inform the Preliminary Scenario Definition (PSD) and subsequent response strategies
Cluster Lead/Co‐chairs Day 0
2
Provide support to IASC in order to develop the Preliminary Response Plan (PRP) and Post Disaster Needs Assessment (PDNA) in order to identify local ownership and engagement as well as key response priorities including for building back better/ resilience. Incorporate ER‐specific activities in other clusters including gender equality promotion and cross cutting issues such as environment, security, human rights, protection and HIV/AIDS. At this stage it can be also decided whether to activate a separate ER‐related cluster (e.g. Livelihood and community stability cluster)
Cluster Lead/Co‐chairs Day 3‐14
3 Strategic Response Plan (SRP) Cluster Lead/Co‐chairs Day 30
4 Advocacy for incorporating ER‐related approaches/activities in other clusters as well as facilitating communication between development and humanitarian actors
Cluster Lead/Co‐chairs First 90 days
5 Conduct monitoring and evaluation of the Early Recovery efforts to verify effectiveness and ensure long term recovery
Cluster Lead/CO‐chairs Day 90
6
Humanitarian needs overview in order to support clusters in viable transition to nationally led coordination. Advocacy for development actors in order to revise development plans (e.g. UNDAF) in light of PDNA and/or outcomes of the recovery activities, which necessitate changed objectives
Cluster Lead/CO‐chairs Six months, nine months and 12 months after disaster
39
2. Planning Assumptions
Operational Constraints and Strengths
UNDP currently has dedicated staff working on DRM and is also implementing a project with DDMCC which will contribute to the strengthening of the IASC mechanism, including early recovery and preparation of a PDNA Tool.
Early Recovery response activities needs to be initiated as part of the Contingency Plan. Effectiveness of Early Recovery will very much depend on other clusters and the effectiveness of the Early
Recovery the “Network”. A Draft Post Disaster Needs Assessment has been prepared in 2018/19. A number of infrastructure delivery mechanisms (PRF, DDF, etc.) are already in place but the delivery is
likely to be slow and appropriateness in the event of disaster is to be determined. The existing mechanisms are also limited to relatively small‐scale infrastructure which might not match all the needs.
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 to 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 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
The Early Recovery Cluster is recommended to have three Co‐chairs: i. Ministry of Planning and Investment (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.
ii. Department of Social Welfare in the Ministry of Labour and Social Welfare has been designated to
serve as the central focal point disaster management including preparedness, mitigation and
recovery activities including promoting and organizing disaster management training for
Government staff and communities, coordinating relief activities for disaster victims during
disaster, and acting as the center for disaster management information management and
assessment. However, the Department of Climate Change in the Ministry of Natural Resources and
Environment (MoNRE) also has some responsibilities in disaster risk reduction.
iii. UNDP as the UN’s primary development organization, and as appointed by the IASC to be co‐chair
of the Early Recovery Cluster.
Members of the Early Recovery Cluster will include: i. Focal Points for different IASC clusters and 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.
ii. Other DPs: Contribute to the Early Recovery efforts based on identified resources,
capacity/expertise.
40
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 the Crisis Response Unit (CRU) at UNDP Headquarters to provide specialized advisors or specialist, as required. 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 also require additional resource mobilization depending on sectors affected and support provided through other clusters.
2.1 Resources Available for Rapid Deployment (cluster specific only)
Type of Resource Resource Details
Technical Staffing Resources
Agency Technical Support Timeframe
UNDP Crisis Prevention and Reduction Specialists from Experts Roster
Immediately
UNDP Surge Deployment Mechanism
Initiate 1‐2 days after impact
UNDP Early Recovery Coordination from Experts Roster Immediately
Funding Resources
Agency Funding Support Timeframe
UNDP Catalytic Funding through TRAC 3, Category 2, for USD 100,000
Initiate 1‐2 days after impact
UNDP Three‐month “SURGE” funding in major crises
Initiate 1‐2 days after impact
41
Annex C ‐ Cluster Specific Response Plan ‐ Food Security & Nutrition
Food Security & Nutrition Cluster – Response Plan
Lead Agencies Ministry of Agriculture and Forestry (MAF) World Food Programme (WFP) Food and Agriculture Organization (FAO) United Nations Children’s Fund (UNICEF) Ministry of Labour and Social Welfare (MoLSW)
Cluster Focal Points
MAF Savanh Hamephone Acting Director, Department of Planning and Finance
[email protected] 020 5540 1116
MoLSW Vilayphong Sisomvang Acting Director General, Department of Social Welfare, MoLSW
[email protected] 020 2222 5185
FAO Chanthalath Pongmala Assistant FAOR (Programme)
[email protected] 020 5589 1589
WFP
Hakan Tongul Deputy Country Director
[email protected] 020 5552 0705
UNICEF Hendrikus Raaijmakers Chief of Health and Nutrition
Cluster Members
Ministry of Labour and Social Welfare (MoLSW)
UN Agencies • Relevant Government partners • International Non‐governmental Organization • Local NGOs
Objective: To support the Government to:
Meet the humanitarian food needs, help to save lives and protect livelihoods of the disaster affected people and initiate early recovery activities to enable these populations rebuild their livelihoods in a timely, effective, and accountable manner;
Put in place preparedness measures for rapid, appropriate and effective response to the food and nutrition needs of the disaster affected people; and
Develop a detailed Standard Operating Procedures which can be followed by the cluster in the event of an emergency, highlighting the stages and accountability, and effective measures in the response process.
1. Response Plan – Who Does What When
No Action Responsible Timeframe
1 Identify critical crop and vegetable packages, feed packages, fodder packages, livestock restocking, veterinary support and capture fishery equipment and supplies
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
2
Agree with Cluster Members on a potential food basket (based on the Social Welfare Decree of Government of Lao PDR, WFP and SPHERE standards) with culturally acceptable foods to be distributed to beneficiaries in case of emergencies
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
3 Compile and monitor a list of potential food suppliers Cluster leads (MAF, MoLSW,
FAO, WFP) and cluster members
42
4 Monitor the procurement price of the main food commodities on list
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
5 Coordinated emergency distribution Cluster leads (MAF, MoLSW,
FAO, WFP) and cluster members
6 Map agriculture calendar, production, and capacity in the main food producing districts
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
7 Together with the nutrition cluster, pre‐define rations and supplementary foods for vulnerable groups such as People with Disabilities women, children, etc.
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
2. Key Needs
2.1 Key Needs (cluster specific only)
Items Quantity # of People
Targeted Location of
Supplies Delivery Modality
Costs in USD (of total needed)
Rice 4,800 MT 400g/person/day By trucks
Oil 240 MT 20g/person/day By trucks
Canned Fish 960 MT 80g/person/day By trucks
RUTF 820 cartons (150 sachets/carton)
820 children under five years of age
Health facilities or central warehouse
By trucks
2.2 Resources Available for Rapid Deployment (cluster specific only)
Type of Resource Resource Details
Material Resources (pre‐positioned stocks)
Agency Item Location Timeframe
WFP Rice and Canned fish with oil for 35,000 beneficiaries
Immediately
WFP High Energy Biscuits Subang, Malaysia Within 48 hours
Technical Staffing Resources
Agency Technical Support Timeframe
WFP
Food security and Vulnerability analysts Immediately
Nutritionists Immediately
FAO
Rapid Need Assessment on Agriculture and Food security Immediately
Cluster coordination Immediately
In depth cluster assessment 4 weeks
UNICEF Nutritionists Immediately
Funding Resources
Agency Funding Support Timeframe
WFP Immediate Response Requests up to USD 500,000 in‐country, USD 1 million Regional Bureau
Immediately
3. Planning Assumptions
The Food Security & Nutrition Cluster plan is to support the Government to (1) meet the humanitarian food needs, help to save lives and protect livelihoods of the disaster affected people and initiate early recovery activities to enable these populations rebuild their livelihoods in a timely, effective, and accountable manner; (2) put in place preparedness measures for rapid, appropriate and effective response to the food and nutrition needs of the disaster affected people; and (3) develop a detailed Standard Operating Procedures which can be
43
followed by the cluster in the event of an emergency, highlighting the stages and accountability, and effective measures in the response process.
The Food Security & Nutrition Cluster provides the following assistance package to the affected people: The emergency ration per day of 400 g of rice, 80 g of canned fish and 20 g of oil. Feeding duration is 120
days before the recovery phase takes place. Upon an official request from Government, World Food Programme and partners will estimate people in need of food assistance out of the 100,000 affected based on situation analysis and/or common rapid assessment or emergency food security assessment reports.
Food will be delivered by trucks, WFP has registered transporters from the whole country and are serving in 12 WFP operational provinces.
Support for rapid assessment to identify, refer and treat children 0‐59months with severe wasting.
Support the Ministry of Health to protect, promote and support breastfeeding
2.1 Key Needs (cluster specific only)
Items Quantity # of People
Targeted Location of
Supplies Delivery Modality
Costs in USD (of total needed)
Rice 4,800 MT 400g/person/day By trucks
Oil 240 MT 20g/person/day By trucks
Canned Fish 960 MT 80g/person/day By trucks
RUTF 820 cartons (150 sachets per carton)
820 children under five years of age
By truck
2.2 Resources Available for Rapid Deployment (cluster specific only)
Type of Resource Resource Details
Material Resources (pre‐positioned stocks)
Agency Item Location Timeframe
WFP Rice and Canned fish with oil for 35,000 beneficiaries
Immediately
WFP High Energy Biscuits Subang, Malaysia Within 48 hours
Technical Staffing Resources
Agency Technical Support Timeframe
WFP
Food security and Vulnerability analysts Immediately
Nutritionists Immediately
FAO
Rapid Need Assessment on Agriculture and Food security Immediately
Cluster coordination Immediately
In depth cluster assessment 4 weeks
UNICEF Nutritionists Immediately
Funding Resources
Agency Funding Support Timeframe
WFP Immediate Response Requests up to USD 500,000 in‐country, USD 1 million Regional Bureau
Immediately
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Annex D ‐ Cluster Specific Response Plan ‐ Health
Health Cluster – Response Plan
Lead Agencies Ministry of Health (MoH) World Health Organization (WHO)
Cluster Focal Points
MoH Dr Nao Boutta Director, MoH Cabinet
[email protected] 020 9980 1734
WHO
Reiko Tsuyuoka Team Lead, Health Emergencies
[email protected] 020 5550 9883
Cluster Members
• UNICEF • UNFPA • IFRC • IOM • Australian Embassy
KOICA
KOFIH
• INGO Network
Oxfam • HPA • Health Frontiers
Good Neighbours • CRS • Humanity and Inclusion
Objectives To regularly engage national and international health partners in the effective collaboration and coordination of the health sector preparedness plans and response activities
To assess and monitor health needs and priorities, define scale and scope of the emergencies, carry out risk assessments, define the strategy of the response, strengthen disease surveillance and timely development of a situation report (SitRep)
To respond to health needs and threats including outbreaks and other health emergencies, strengthen disease control activities and identify surveillance and response gaps that are critical to the delivery of health care
To consider vulnerable groups (e.g. children, ethnic groups, pregnant women, those with disabilities and the elderly) and cross‐cutting issues such as gender, age, HIV, child rights and human rights in all aspects of preparedness and response
To carry out advocacy and resource mobilization
1. Response Plan – Who Does What When
No Action Responsible Timeframe
1 Immediate financial support of USD 10,000 WHO On request of Government
2 Maintain regular contact/reporting with affected area at both district and provincial level
MoH with cluster’s support Daily
3 Preliminary enquiries and consolidation of information Health Cluster First 24‐72
hours
4 Hold first Health Cluster meetings Cluster leads First 24‐72
hours
5 Preparation and dissemination of first cluster/sector bulletin Health cluster First 24‐ 72
hours
6 Participation in initial inter‐cluster/inter‐sector coordination meetings; contribution to initial inter‐cluster/inter‐sector analysis and planning
Health cluster First 24‐ 72 hours
7
Planning the initial rapid assessment (IRA) MoH with support of Health Cluster
Within 72 hours
8 Establish technical working groups within MoH MoH with Health Cluster’s
support Within 72 hours
9 Enhance surveillance for communicable disease and other unusual health events
Local surveillance unit, under supervision of provincial level and National Centre for
Within 72 hours
45
Laboratory and Epidemiology; with Health Clusters support (WHO)
10 Supporting country to activate EOC and establish incidence management system for the outbreak/emergencies
MoH with support of WHO and Health Cluster
Within 72 hours
11 Launching the initial rapid assessment (IRA) PDMC 4‐‐10 days
12 Regular health coordination meeting (national and sub‐national level)
MoH with Health Cluster’s support
4‐‐10 days
13 Regularly updating health cluster bulletin Health Cluster 4‐10 days
14 Formulation of initial health sector strategic plan MoH with support of WHO
and Health Cluster 4‐‐10 days
15 Preparation of health component of the UN‐OCHA flash appeal (if any)
Health Cluster 4‐‐10 days
16 Preparation of proposal for CERF funding (if any) Health Cluster 4‐‐10 days
17 Continue participation of inter‐cluster meetings; contribution to inter‐cluster analysis and planning.
Health Cluster 4‐‐10 days
18
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
MoH with Health Cluster’s support
Within one week
19 Deploy mobile health teams to the affected areas MoH with cluster’s support Immediately
20
Supporting health education/IEC activities, distributing risk communication materials including hygiene promotion and disease prevention (including consideration of vulnerable groups)
MoH with Health Cluster's support
Within 72 hours
21 Provide larvicide to control insect vectors (vector borne diseases prevention)
MoH with Health Cluster support (WHO)
4‐‐10 days
22 Procure/provide insecticide treated bed nets to affected families and displaced households for prevention of malaria and dengue fever
MoH with Health cluster support (WHO)
4‐‐10 days
23 Procure/provide essential drugs including those to replenish used stocks (see draft essential drug list below)
MoH with Health cluster's support (WHO)
4‐‐10 days
24
Procure/provide vaccine for emergency vaccination (e.g., against measles and rabies) and replenishing lost stocks for childhood vaccines. Provision of tetanus toxoid vaccine and tetanus immune globulin. Provision of other vaccines not included in routine immunization based on risk assessments (e.g. typhoid, cholera, etc.) Provision of Vitamin A
MoH with Health cluster's support (WHO, UNICEF)
4‐‐10 days
25
If indicated, conduct a mass vaccination campaigns for at risk
groups, including those that have been displaced. Methods
and age groups for the mass vaccination campaigns must
following the technical guidance for the vaccine being used
and risk assessments of the situation
MoH with Health cluster's support (WHO, UNICEF)
4‐‐10 days
26
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
MoH with Health cluster's support (UNFPA)
Dignity and Hygiene kits will be ordered and stored at Government’s warehouse and the other will be 4‐14 days
46
27 Co‐ordinate with Shelter cluster for temporary health care facilities if needed and also for rehabilitation/recovery of health care facilities
MoH with Health Cluster's support
Within one week
28 Consider mental health needs of those affected by the disaster and provide support
MoH with Health Cluster's support
4‐10 days
29 Evaluation after incident finished and record lesson learnt, Report
Health cluster members After event
2. Planning Assumptions
The Health Cluster will support the Government in ensuring the affected population has 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.
The scenario estimates 100,000 people to be affected, of which 51,000 female and 49,000 male. Out of 100,000 people, there are 10,506 children under‐five, of which 5,291 girls and 5,215 boys; and 4,247 people are over 65 years of age, of which 2,326 female and 1,921 male.
Upon the Government request, the World Health Organization can:
Release Immediate financial support of USD 5,000.
Support Ministry of Health to ensure functional health system with the following priorities:
Health facility assessment: consider establish temporary health post if required;
Restocking of medicine and medical supplies: WHO country office can request the Interagency Emergency Health Kit 2006 with calculation of medicine needed based on assessment. The kit provides supplementary units for 10,000 people for 3 months;
Disease surveillance and response;
Medical evacuation if indicated.
Coordinate with relevant cluster and partners on health‐related issues and planning such as WASH and Nutrition.
Ensure operationalization of routine health services including vaccination, vector control, noncommunicable diseases/chronic disease.
These are the following assumptions for the scenario of 66,000 people are affected and displaced; people are evacuated into temporary shelters that required proper arrangement and management. There is risk of waterborne, vector borne diseases, diseases spread from person to person in crowded conditions and vaccine preventable diseases Support objectives:
To regularly engage national and international health partners in the effective collaboration and coordination of the health sector preparedness and response.
To assess, monitor health needs and priorities, define scale and scope of the emergencies, carry out risk assessment, define strategy of response, and strengthen disease surveillance, timely development of a situation report (Sitrep).
To respond to health needs and threats including outbreaks and other health emergencies, strengthen disease control and identify surveillance and response gaps that are critical to the delivery of health care.
To consider vulnerable groups (e.g. children, ethnic groups, and 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.
To carry out advocacy and resource mobilization.
47
2.1 Key Needs (cluster specific only)
Items Quantity # of People
Targeted Location of
Supplies Delivery Modality
Costs in USD (of total needed)
Mobile health teams
At least three (based on risk assessment)
100,000 people Team composes of central and provincial staff
Support from Logistics Cluster
Temporary health post (if indicated)
1 for each evacuation center OR number of health facility destroyed
100,000 people #of health facility destroyed
Support from Logistics Cluster
2.2 Resources Available for Rapid Deployment (cluster specific only)
Type of Resource Resource Details
Material Resources (pre‐positioned stocks)
Agency Item Location Timeframe
UNICEF
500 measles vaccines 100,000 Vitamin A IU 200,000 Vitamin A IU
Within 24 hours
WHO Interagency Emergency Health Kits Interagency Diarrhoeal Disease Kits
Within 72 hours
Technical Staffing Resources
Agency Technical Support Timeframe
WHO Technical advisors for health and disease surveillance (epidemiologists, immunisation mental health, risk communication, logistician, environmental health, mother‐child health)
Immediately
WHO Coordination of international Emergency Medical Teams Immediately
WHO Establish enhanced disease surveillance as required/needed Within 72 hours
UNICEF Support to the Emergency Operating Centers of MoH both at central and provincial level if needed
Immediately
UNFPA Support to the Emergency Operating Centers of MoH at central level
Immediately
Funding Resources
Agency Funding Support Timeframe
WHO Emergency funds USD 10,000 Immediately
48
Annex E ‐ Cluster Specific Response Plan ‐ Logistics
Logistics – Response Plan
Lead Agencies Ministry of Labor and Social Welfare (MoLSW) World Food Programme (WFP)
Cluster Focal Points
TBC Vilayphong Sisomvang Acting Director General, Department of Social Welfare, MoLSW
[email protected] 020 2222 5185
WFP
Hakan Tongul Deputy Country Director
[email protected] 020 55520705
Cluster Members
• Lao Red Cross • IOM • STC • WVI • UNDP
• UNICEF • UNFPA • FAO • Samaritan • Australian Embassy
Objectives: To have accurate logistics capacity and prepositioned relief items mapped in preparedness for emergencies
To implement systems to rapidly receive and notify of logistics constraints and capacities
To provide a logistics concept of operations and situation report within 72 hours.
To assist coordinate the importation, storage and movement of emergency relief items as required
To assist in the prevention of unsolicited bilateral donations from clogging the supply chain
To assist with temporary common storage solutions of emergency relief items if required
1. Response Plan – Who Does What When
No Action Responsible Timeframe
1 Call an emergency Logistics Cluster meeting MoLSW, WFP On request of Government
2 Determine and map access constraints to affected area MoLSW, WFP with Cluster
inputs Daily
3 Rapid Logistics Capacity Assessment to review status of logistics infrastructure and resources
Logistics Cluster First 24‐72 hours
4 Confirm prepositioned stocks available in country and on standby
MoLSW, WFP First 24‐72 hours
5 Obtain list of Emergency Relief Items required from NDC /IASC and assist Govt to manage offers of assistance
Logistics Cluster Lead First 24‐ 72 hours
6 Determine Logistics assistance required from Govt other clusters and humanitarian agencies
Logistics Cluster First 24‐ 72 hours
7 Assist with importation, storage and distribution of life saving emergency relief items if required
MoLSW, WFP First 24‐ 72 hours
8
Determine storage and transport options available Logistics Cluster Within 24‐ 72 hours
9 Develop Logistics Concept of Operations MoLSW, Cluster Lead Within 24‐ 72
hours
10 Produce regular Logistics situation reports and update Logistics Cluster information management site
Logistics Cluster Regularly
49
11 Assist with temporary common storage solutions of emergency relief items if required
Logistics Cluster Within 24‐72 hours
12 Assist in the prevention of unsolicited bilateral donations from clogging the supply chain
MoLSW, Cluster and Red Cross
Within 24‐ 72hours
13 Update on Logistics capacity and access until emergency has been declared over
Logistics Cluster Ongoing
14 Facilitate regular and as hoc Logistics Cluster meetings as required
MoLSW and Cluster Lead Ongoing
2. Planning Assumptions
The Logistics Cluster will assist support Government to provide real time information on logistics access to the disaster sites, and logistics assets and infrastructure available to transport and store emergency relief items. Provision of real time mapping to all humanitarian responders is on the assumption that permission is provided by Government to post maps and status information on the Logistics Cluster site.
Where required, the Logistics Cluster will assist to coordinate the importation, transport and storage of donated life‐saving emergency relief items, that are requested by the Government.
Information on transport and customs clearance service providers will be notified. It is assumed that humanitarian organizations in country will facilitate the importation and clearance of their own procurements through established mechanisms, and arrange transport directly for small and medium events, as there are sufficient providers available. In a large scale emergency, the Cluster may assist in coordinating air movements, and common transports services, if resources are insufficient.
The Logistics Cluster will assist with the provision of shared emergency warehousing or warehousing services if required, in major hubs only.
Assistance to prevent and control the importation of unwanted donated items from clogging the supply chain to the affected areas will be provided assuming pre‐planned messaging and SOP’s have been developed in preparedness.
3. Pre‐Planning
2.1 Key Needs (cluster specific only)
Items Quantity # of People
Targeted Location of
Supplies Delivery Modality
Costs in USD (of total needed)
Mobile Storage Units 32 x10 for MoLSW
4 North, centre, south of Vientiane
truck USD 100,000
Warehouse handling equipment
4 hand pallet jacks/ 4 hydraulic jacks/ 1 Forklift
Pakse, Oudomxay Vientiane (x2)
truck USD 1,200/ USD 8,000/ USD 15,000
Prepositioned timber pallets
200 for WFP and MoLSW
North, centre, south of Vientiane
truck USD 4600
Shipping container for Emergency secure storage or Prepositioning (need to confirm need with MoLSW)
2 x 20ft Khammuane, Luangprabang
truck USD 6,000
50
Annex F ‐ Cluster Specific Response Plan ‐ Shelter
Shelter – Response Plan
Lead Agencies Ministry of Public Works and Transport (MPWT) (MoLSW can be added as appropriate) International Organization for Migration (IOM) UN‐Habitat
Cluster Focal Points
MPWT Dr. Viengnam Douangphacanh Deputy Director General, Department of Housing and Urban Planning
[email protected] 020‐5555‐0844
IOM
Misato Yuasa Representative
[email protected] 020 5552 5575
UN‐Habitat Avi Sarkar Representative
[email protected] 020 5555 5654
Cluster Members
• UNICEF • UNFPA • IFRC • Lao Red Cross • German Red Cross • Interwoven • INGO Network
• CARE • Child Fund Laos • Plan International • World Vision International • Save the Children • Samaritan’s Purse • CRS
Objective: To provide culturally appropriate, environmentally sustainable and adequate emergency shelter to 40,000 people in approximately 6,650 households
To ensure immediate and effective emergency shelter response for the affected population
To promote cooperation and coordination among the relevant organisations and beneficiaries’ representatives, to eliminate duplication of service delivery
To lay the foundations for community recovery
1. Response Plan – Who Does What When
No Action Responsible Timeframe
1 Call an emergency cluster meeting to ‐ Share information; Map available resources (stocks, personnel); Map affected populations; Identify needs; Disseminate standard shelter models
Cluster lead Within 72h
2 Compile information and share with humanitarian country team ‐ Estimate number of HH’s requiring emergency shelter; Provide rapid needs assessments and gap analysis
Cluster members Within 72h
3
Share data and determine need for emergency shelters. If required, determine locations and begin site planning and registration. Provide different responses according to short (up to 10 days) or longer term displacement (up to 3 months)
IOM/ Cluster members
Within 1 week
4 Inform regional networks; discuss support requirements and Facilitate the mobilization of funds
Cluster lead/ UNRCO Within 72h
5 Mobilization of regional Shelter/NFI stocks if required Cluster members Within 72h
6 Identify priority areas and Begin dispatch of rapid response shelter supplies (if required)
7
Provide coordination to mobilize resources; Deploy Shelter Cluster Coordinator / team (if required)
Cluster lead On‐going during emergency period
51
8
Coordinate with other clusters including the WASH cluster in prioritization and potentially overlapping activities and resources (such as NFIs)
Cluster lead
On‐going during emergency period
9 Provide emergency shelter and basic NFIs, including technical support on the efficient use of emergency shelter items. Establish distribution points as needed
Operational partners Within 1 week
10 Participate in rapid needs assessments with the Government and in coordination with other clusters. Verify that rapid response shelter kits are being received and utilised correctly
Cluster members Within 2 weeks
11 Develop a shelter and settlement response plan (including early recovery where possible)
Cluster members Within 2 months
12
Maintain up to date 4W database on Shelter/NFI distributions
Cluster Information manager
On‐ going during emergency period
13 Create and share situation report inputs with the UNRCO as required Cluster lead with
inputs from partners As required
14 Participate/provide support for mid‐term recovery needs assessment with the Government and in coordination with other groups
Cluster lead/Cluster members
Within 2 months
15 Prioritize and support the return of affected households to their original dwellings or the site of their dwelling where possible
16 Create early recovery shelter strategy Cluster lead/Cluster
members Within 2 months
17
Participate in early to mid‐term recovery works; provision of housing materials and building‐related NFIs; technical guidance for community carpenters including disaster resilient housing designs. Mobilize technical and material support for self‐help reconstruction activities
Operational partners Within 3‐6 months
18
Monitor emergency shelter response and distribution of NFIs Cluster lead On‐going during emergency period
19 Evaluation and Set up Exit strategy Cluster lead
2. Planning Assumptions
The Shelter Cluster coordinates the work of organizations involved in the provision of shelter and Non‐Food Items (NFIs) to support people affected by natural disasters and internally displaced people with the means to live in safe, dignified and appropriate shelter.
The Shelter Cluster coordinates the work of organizations involved in the provision of shelter and Non‐Food Items (NFIs) to support people affected by natural disasters and internally displaced people with the means to live in safe, dignified and appropriate shelter.
This contingency plan focuses on the material, technical, financial and social assistance to be deployed immediately following a disaster to ensure access to appropriate shelter, focused on saving lives. However, the scope of activities coordinated by the Shelter Cluster during the emergency phase is not limited to emergency shelter. The Shelter Cluster may also deal with transitional and reconstruction issues, since recovery is an integral part of disaster response that begins immediately after a disaster.
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.
52
After host communities, Collective Centers are the most common form of emergency shelter used in Lao PDR. However, Camps and Collective Centers should only be used as a last resort in Lao PDR. Collective centers do not provide a permanent solution, but offer temporary provision of protection and assistance. Collective Centers can include temples, schools, hospitals, sports arenas, or any existing structure that may serve as a temporary living accommodation for a displaced population.
It is responsibility of the Humanitarian Country Team to activate the cluster system to ensure predictable and efficient humanitarian response.
Situation and Assumptions This contingency plan is formulated on a scenario of a flood scenario for the 3 southern river basins (Se Bangfai, Xe Don, Xe Banghiang) affecting 100,000 people in Savankhet, Salavan, and Champasak Provinces. However, this contingency plan will guide actions during the next actual emergency regardless of where in the country it occurs
In this plan 6 persons per household is used as a notional planning figure.
The early to mid‐term recovery estimates are be based on an assumption that approximately 40% of the affected households (in this scenario this is 6,650 households) will have damage to their housing, of which 90% will be minor damage and 10% will be serious damage.
It is further assumed that 95% of any displaced population will return to their home in under 10 days.
Shelter Cluster Goal Reduce the vulnerabilities related to Shelter, Settlement and Essential Household Items (EHI) of the disaster affected population in Lao PDR.
Key Performance Indicators Activities Indicator Target
Distribute NFI kits # Flood affected households receiving NFI # of standardized NFI kits available in stock
Full coverage for destroyed houses 50% coverage for damaged houses
Distribute shelter kits
# Shelter kits distributed # tarpaulins distributed for households to cover damaged roofs / protection # of distribution teams mobilized # of standardized shelter kits available in stock
Full coverage for destroyed houses 50% coverage for damaged houses
Key Issues – Potential Challenges for Response
• Destroyed transportation infrastructure and movement restrictions • Breakdown in communications • Shortage of transport capacity • The emergency may scatter the affected population • Lack of experienced Shelter experts in country • Lack of prepositioned shelter relief and NFI stock in country • Minimum preparedness actions are still to be completed, including NFI stocks aren’t in country • Shelter responses are defined following assessments of the needs of affected populations. Agencies
engaged in shelter activities not following the guidance of the shelter cluster on standards for response, providing different items and creating potential tensions amongst beneficiaries
Key Immediate Shelter/NFI Needs Priority activities are to:
53
Pre‐deploy rapid response shelter supplies in Laos, and establish mechanisms that will enable the rapid deployment of shelter experts in case of floods
Provide immediate life‐saving shelter such as tarpaulins for damaged homes, along with appropriate non‐ food items
If collective centers are being formed, assess immediate camp management and camp coordination needs. Different responses will be provided according to short (up to 10 days) or longer term displacement (up to 3 months)
Activate coordination mechanisms to enable a harmonized/coordinated shelter and CCCM response
The standardized contents of the Shelter and Cooking Utensils kits to be provided to affected households are specified in Annex 1 of the Shelter Cluster Plan. Cash‐based interventions will also be considered Logistical Arrangements
Cluster coordination – IOM
Shelter kit and NFI distribution – Operational Partners
Camp Coordination/ Camp Management (if required – IOM
Focal organization for early recovery – UN‐Habitat Additional Requirements Current stock of Shelter Kits ‐ None in country Current stock of NFI’s – UN‐Habitat is currently stocking up some amount of NFI in two locations: Attapeu and Oudomxay. Personnel ‐ There is a lack of experienced Shelter experts in country. 6,650 households would be considered a minor emergency and with minimal cluster members. The external Shelter Coordination team provided would likely to be limited to a single ‘Coordinator and Information Manager’, others would be deployed on a needs basis dependent on scale. Shelter cluster would be unable to provide emergency shelter to the number of households affected under this scenario with the current stocks in country. The available support to disaster response in Lao PDR is detailed in Annex 2 of the Shelter Cluster Plan. Shelter kit materials are readily available within provincial capitals and could be purchased and assembled within a week of the disaster. With effective collaboration, these could then be quickly distributed through operational members of the Shelter cluster. However, this would require access to immediate funds in the immediate days after a disaster. Note that prior assessment of locally produced tarpaulins is required to ensure they meet required shelter standards. There is a need to establish and pre‐deploy rapid response shelter supplies in Laos. The estimated cost of providing Shelter kits to 6,650 households is USD 250,000 plus additional costs from distribution.
2.1 Key Needs (cluster specific only)
Items Quantity # of People
Targeted Location of
Supplies Delivery Modality
Costs in USD (of total needed)
Tarpaulins 6,650 sheets
Blankets & Sleeping mats
20,000
Shelter kits 6,650 kits
Cooking utensils 6,650 kits
54
2.2 Resources Available for Rapid Deployment (cluster specific only)
Type of Resource Resource Details
Material Resources (pre‐positioned stocks)
Agency Item Location Timeframe
UN‐Habitat NFI items Attapeu and Oudomxay Immediately
UNICEF 7 (4mx50m) tarpaulin plastic sheets 30 (4mx 5m) tarpaulin plastic sheets
Vientiane Immediately
IOM Blankets, buckets, jerry cans, kitchen sets, mats, mosquito nets, plastic sheets, tarpaulins, tents (family), tents (warehouse), shelter tools
Global Stock Warehouses in Manila, Philippines. There are also items from Nairobi and Panama hubs available
Depending on level of emergency
Technical Staffing Resources
Agency Technical Support Timeframe
IOM International & Local Staff trained on DRM Immediately
Rapid Response Team Depends on level of emergency
Regional DM experts
Regional Shelter/CCCM experts
Regional Logistics specialists
UN‐Habitat Emergency Assessment Team of Shelter (1 person) Immediately
Shelter design using Building‐Back‐Better principles (1 person) Immediately
Funding Resources
Agency Technical Support Timeframe
IOM Migration Emergency Funding Mechanism tbc
55
Annex G ‐ Cluster Specific Response Plan ‐ WASH
WASH – Response Plan
Lead Agencies Ministry of Labour and Social Welfare (MoLSW) UNICEF
Cluster Focal Points
MoLSW (To be added)
UNICEF
David Duncan Chief of WASH
[email protected] 020 5551 9676
Cluster Members
Department of Water Supply (Nam Papa), Ministry of Public Work and Transport Nam Saat, MoH MoLSW DDMCC UNICEF WHO
UN‐Habitat
World Bank
Oxfam
Plan International
Health Poverty Action
World Vision
Lao Red Cross
Objective: Achieving more strategic WASH response through a better prioritization of available resources by clarifying the division of labour among partners, better defining the roles and responsibilities of humanitarian organizations.
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, people with disabilities, environment, 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
1. Response Plan – Who Does What When
No Action Responsible Timeframe
1 Understanding the situation and coordination
1.1 Gathering information from Govt. responsible authorities on ground and compilation of initial situation report
UNICEF/WHO 24 hrs
1.2 Activation of Emergency Operating Centers (EOC) All partners 24 hrs
1.3 First meeting of cluster partners All partners 48 hrs
1.4 Provide situation updates to UNRCO Cluster lead 48 hrs
1.5 Develop sector response plan and submit to UNRCO for Flash Appeal and CERF application
Cluster lead & partners 48 hrs
1.6 Lead/participate in a joint Rapid Assessment Cluster partners
2 Humanitarian Assistance‐ lifesaving supplies
2.1 Water trucking or provision of bottled water to affected communities
Funding‐ Cluster partners Operation‐ Nam Saat.
72 hrs
56
2.2 Provision of 12,500 WASH kits (soap, water containers, buckets and chlorine powder) to affected areas
Provision‐UNICEF, and other partners Distribution‐ Nam Saat
72 hrs.
3 Restoration of Improved Water sources
3.1 Dewatering, cleaning and chlorination of contaminated dug wells and boreholes
Cluster lead/member, Nam Saat
7 days
3.2 Rehabilitation/restoration of damaged water supply systems e.g. gravity fed systems, boreholes, dug wells and water supply networks
Cluster lead/members, DPs, Nam Saat, Nam Papa
15‐90 days
3.3 Provision of household water treatment (provision of filters, Chlorines etc.)
Cluster lead/member, Nam Saat
7‐15 days
4 Sanitation
4.1 Provision of latrine facilities for evacuation Centers and affected communities
Cluster lead/member, Nam Saat
15 days
4.2 Rehabilitation of damaged sanitation services (latrines, etc.) Cluster lead/member, Nam Papa and communities
15‐90 days
5 Hygiene Promotion
5.1 Distribution of Hygiene communication materials along with WASH lifesaving supplies. Materials are already developed
WASH Cluster members and Nam Saat
72 hrs
5.2. Campaign on water‐borne diseases (skin diseases, eye disease, diarrhea, etc.
MoH
2. Planning Assumptions
Emergency WASH is defined as the provision of basic and immediate WASH needs necessary to ensure the survival of disaster affected persons, including rapid response solutions such as prepositioning items.
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).
In Lao PDR, the Humanitarian Country Team has appointed UNICEF to act as the WASH cluster lead. In case of a major disaster requiring global‐level cluster activation.
1. Goal: Effective, efficient and timely response to emergency for Water, Sanitation and Hygiene coordinated by all sector partners in Lao PDR.
2. 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.
Limited capacity of the local counterparts in terms of assistance delivery.
3. 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.
INGOs will play supportive role in the joint loss and damage assessment, priority needs assessment when it is asked.
4. Additional Personnel Requirements based on the scenario
The cluster will use existing Government structures within the MoH, MPWT and MoNRE, MoLSW and provincial departments of these ministries.
57
5. Additional Material and Financial Requirements based on the scenario
UNICEF in its warehouse has following materials as prepositioned in the Central Nam saat and other 13 provinces warehouses.
No
Items Unit LPB SVK CPS SRV SK ATP
Nam
saat
Cen
tre
Xie
ng
ho
uan
g
Xay
abo
ury
Xay
som
bo
on
Vie
nti
ane
pro
v
VTE
cap
Bo
likh
amxa
y
Kh
amm
ou
ane
Unit Unit Unit Unit Unit Unit Unit
1
Soap bars pcs 7,344
13,000 4000
1,645
3,000
3,000 0 0 0 0 0 0 0 0
2 Chlorine powder kg 0 300 60 30 30 30
‐ 100
100
100
100
100
200
100
3 Tapaulin plastic sheet long (4mx50m) set 30
30
9 2 7 7
7 0 0 0 0 0 0 0
4 Tapaulin plastic sheet small (4mx5m) set 145
150
60 3 30 30
10 0 0 0 0 0 0 0
5 Collapsible jerry cans(10L) set
2,1000
3,000
900 236 700 700
69 0 0 0 0 0 0 0
6 Water purifiers Box 0 104 60 0 0 0
1 34
30
34
34
34
34
34
7 Coagulant (Alum) kg 66 330 150 0 0 0
‐ 99
60
99
99
99
99
99
8 Plastic buckets with lid pcs
2,600
2,736
1,000 136 600 600
108 0 0 0 0 0 0 0
9 Multi‐color Water Dipper pcs 241
2,800
1,000 136 600 600
22 0 0 0 0 0 0 0
Additional financial will be required depending on the below situations: If all 75,000 people displaced: USD 2 million (tentative) is required. If non‐displaced: USD 1.5 million (tentative) is required
6. Collaborative Partners 1. National Centre for Environmental Health and Water Supply, MoH 2. Department of Housing and Urban Planning, MPWT 1. Department of Disaster Management and Climate Change, Ministry of Natural resource and
Environment (MONRE) 2. UNICEF 3. UN‐Habitat 4. WSP‐World Bank 5. WHO 6. Oxfam 7. Plan International, Lao 8. Health Poverty Action 9. CARE International 10. World Vision 11. Lao Red Cross
58
7. Operational Modalities
Procurement: UNICEF can sign long term agreement with suppliers in the country as well as procure the items immediately through Regional Office in Bangkok and Supply Division, Copenhagen.
Prepositioning: UNICEF has MoU to use Nam Saat ware houses in Vientiane and Provinces. Some of the WASH Cluster members has field offices.
Distribution: UNICEF respond to the victims through Provincial and District line departments as well as CBOs.
Monitoring: UNICEF and partners conduct the field monitoring to ensure the WASH life‐saving items are reached to the families in need. UNICEF can also use 3rd party monitoring as well as request RO and HQ surge capacity (HR) in case of need.
2.1 Key Needs (cluster specific only)
List of Prepositioning items with tentative cost for UNICEF Specific immediate response to people in need for in emergencies
Section/ Cluster: WASH Total Target (beneficiaries): 100,000 UNICEF Target: 25000
Sn Items Units Unite Rate
(LAK) Total
Quantity Total Amount in
Kip
Total amount in
USD Remarks
1 Soap bars of 100g/each
pcs 4,700.0
15,000 70,500,000.0 8,197.7
2 Drinking water container of 20 Liter Capacity
set 59,000.0
5,000 295,000,000.0 34,302.3
3 Plastic buckets with lid, 20 liter capacity
pcs 39,000.0
5,000 195,000,000.0 22,674.4
4 Water Dipper/bowls pcs 6,000.0
5,000 30,000,000.0 3,488.4
5 Chlorine grannuales/powder of 50Kg / container
container 1,980,000.0
5 9,900,000.0 1,151.2
6 Coagulant(Aluminum Sulphate)
Kg 14,000.0
100 1,400,000.0 162.8
7 Water Purifier(NaDCC) 33mg tabs/Box‐10,000 tablets. The carton contains 1000 foil strips of 10 tablets.
each 182,000.0
250 45,500,000.0 5,290.7
8 Tarpaulin plastic sheet small (4mx5m)
Sheet ‐ ‐ ‐ ‐ Including freight
9 De‐Watering pump Engines of 5 HP capacity including water flexible pipes and accessories
set 1,900,000.0
0.0 ‐ ‐
647,300,000.0 75,267.4
Note: Delivery point:
1 Oudomxay Provincial Warehouse to support 7 Northern 7provinces
Bokeo, Luang Namtha, Phongsaly, Oudomxay, Luang Prabang, Xiengkhouang and Houaphanh
59
2 Vientiane Capital City Warehouse to support 03 provinces: Xayaburi, VTE Province and Saysomboon
3 Savanakheth Provincial Warehouse to support 3 Middle provinces
Borikhamxai, Khammouane and Savanakheth
4 Champassack Provincial Warehouse to support 4 southern provinces:
Saravane, Champasack, Sekong and Attapeu
2.2 Resources Available for Rapid Deployment (cluster specific only)
Type of Resource Resource Details
Material Resources (pre‐positioned stocks)
Agency Item Location Timeframe
UNICEF 40 dewatering pumps 8,169 (10 litres) Collapsible jerry cans 8,244 plastic buckets with lids 5,863 plastic water dippers 33,344 soap bars 1,250kg chlorine powder 92,400 sachets water purifiers (2 sachets/family/day) 1,200 kg Coagulant (Alum) and IEC materials 1,500 flip charts on conjunctivitis 1,500 flip charts on foot disease 500 flip charts on 3 clean
Vientiane and other 13 provinces
Immediately
Technical Staffing Resources
Agency Technical Support Timeframe
UN‐Habitat WASH design and awareness (1 person) Immediately
UNICEF WASH staff available Immediately
Funding Resources
Agency Technical Support Timeframe
UNICEF UNICEF Country Office can move some funds from program budget to respond to emergencies depending on scale of emergency
Immediately
60
WASH CLUSTER Capacity Mapping as of March 2019
Agency Emergency
preparedness
plan available
Number of
staff with
emergency
experience
Prepositioned supplies
for how many
beneficiaries
Earmarked
budget for
emergencies
Warehouse
and
transport
capacities
Main
geographical
coverage
Flexibility to
operate in
other
geographical
areas
Capability
to rapidly
mobilize
additional
resources
Number of
staff with
experience
in Rapid
Assessment
Last
emergency
training
conducted
Central for
Environmental Health
and Water Supply
(Nam Saat)/
Ministry of Health
Yes 20
Yes, materials in case of
emergencies are in place.
located in the Nam Sat
Central warehouse and
support based by WASH‐
UNICEF and WHO
Need 3 to 7
days to plan
and
budgeting
including
resources
requested to
UNICEF,
MoH, others
and
advanced
payment
Yes, we
have ware
house to
quantify
materials
and goods
needed to
collect and
transport to
the
emergency
site and
provincial
warehouse
is available
if organized
Standby
arrangement
for the all
seventeen
provinces
Among
emergency
areas
including
places
affected by
diseases
outbreak
Depend on
the
materials
and budget
prepared
and
available in
emergency
period
02 After TOT
from last May
to June 2009
and
continued to
conduct more
training at
villages levels
in many
provinces
Department of Social
Welfare, Ministry of
Labour and Social
Welfare (Shelter)
Department of
Housing and Urban
Planning, Ministry of
Public Work and
Construction (Urban
Water Supply)
N/A 03 N/A N/A Each of 17
provincial
Nam Papa
has a
warehouse.
Local
transport is
available
Standby
arrangement
for the all
seventeen
provinces
Yes N/A 03 N/A
61
Department of State
Reserve, Ministry of
Finance (Disaster
related financing)
Department of
Disaster
Management and
Climate Change,
Ministry of Natural
Resources and
Environment (as
NDPCC Secretariat
with the mandate to
follow‐up and
evaluate the WASH
Cluster)
The cross‐
cluster plan is
not yet
available
2 N/A N/A N/A PONREs PONREs N/a 2 ?
UNICEF Yes 03 Yes, approximately
25,000 people.
Supplies available are
41 dewatering pumps;
31,989 pieces soap bars;
7,780 pieces plastic
buckets with lid; 7,705
collapsible jerry cans
(10L); 5,399 pcs water
dippers; 399 boxes water
purifiers; 1,250 kg
chlorine powder; 1,200
kg of coagulant; 92
tarpaulin plastic sheets
(4m x 50m); 428
tarpaulin plastic sheets
(4m x 5m)
A
mechanism
exists for
getting
allocation
within 24
hours
Yes, almost
all main
towns are
accessible.
Local
transport is
available.
Each
provincial
Nam Saat
has capacity
to
accommoda
te materials.
Standby
arrangement
in 13
provinces
(Xayabury,
Luang
Prabang, ,
Saysombun,,
Sayaburi,
Oudomxay,
Xiengkhuan,
Vte province,
Borikamxay,
Khammuan,
Savannakhet,
Champasak,
Saravan,
Among
emergency
areas
Yes 03 June 2017
62
Sekong,
Attapeu)
Oxfam
Included in
the Oxfam in
Lao PDR
Contingency
Plan
5 At district level: 40,000 population affected by each time of flood At provincial level: 60,000 people affected by each time of flood In 3 provinces: between 50.000 and 60.000 people affected (can vary)
About 200,000 people
may affected one time
A
mechanism
existed
within
Oxfam and
able to
access to
fund right
after
submitting
the request
proposal
. Oxfam in Laos
will continue
the
humanitarian
preparedness
and response
plan in 4
districts (Kasi,
Met and
Feuang of
Vientiane
province,
Bokeo,
Oudomxay
Oxfam has a
mandate to
work where a
large
humanitarian
needs. No
matter of
geographical
area.
Yes,
access to
Oxfam
affiliates
catastrophi
c fund if big
disaster
hits. Oxfam
normally
does not
provide
funding for
localised
and small
scale
disasters)
02 June 2015
Health Poverty
Action
N/A 5 N/A on request
from
International
HQ and
funding
appeals
Yes, HPA
has a sub
office and
staff in the
provinces.
Transport is
available
5 Districts in
Attapeu, all
10 Districts in
Champasack,
3 Districts in
Sekong and 1
District in
Savannakhet
Yes 3 2013
(a short
training)
CARE International
Currently
being
updated
10 None current Via Global
Emergency
Response
with CI
No Vientiane,
Sekong,
Phongsaly and
Sayabouly
provinces
Will depend
on nature of
emergency
and response
Yes 04 2009
World Vision Yes, currently
being
updated
10 member
in National
Disaster
Developing contract with
local suppliers
Use 20% of
Area
Program
No
warehouse
Vientiane
Capital, Luang
Prabang,
Depends on
the type and
Yes 10 member
in National
Disaster
2018 (sep)
conducted
63
Managemen
t Team
and National
Emergency
Preparednes
s and
Response
Fund
Khammouane,
Savannakhet,
Champassack,
Salavane,
Attapeu
severity of a
disaster
Managemen
t Team and
we have at
least 4 staffs
in each
district
where we
work.
Training on
post‐disaster
emergency
Attapeu
Preparedness
andr
response
training (with
special focus
on child
protection in
humanitarian
action) for all
staff (roll out
in 2019)
French Red Cross N/A 03 None No Yes,
nationwide
in
collaboratio
n with LRC
Vientiane
capital,
Khammouane,
Champassak
provinces
Yes, according
to LRC
nationwide
mandate and
provincial
branches
Yes 03 2010
(preparednes
s to respond
and rapid
assessment)
Lao Red Cross
Yes 36 Rice 14 tons
Kitchen utensils
Clothing
In
emergency,
LRC can
launch
Appeal for
DREF
4
warehouses
:
1 HQ w/h
3 Regional
warehouses
‐ 1 HQ w/h
covering
Vientiane
Capital,
Vientiane
province
‐1 Reg.w/h in
Pakse,
covering 4
provinces
‐1 Reg.w/h in
Thakhek
All villages of
the districts
Yes 05 2008
64
covering 3
provinces
‐ 1 Reg.w/h in
Oudomxay
covering 8
provinces
Plan International
Yes 03 N/A N/A
USD20,000
available
immediately
for WASH
activities in
these
provinces or
elsewhere
depending
on scale of
emergency
Standby
arrangements
in Oudomxay,
Bokeo, and
Saravan
Provinces
Yes Yes 03 2012
UN‐Habitat
TBC 04 N/A N/A Yes, in
cooperation
with the
local
Department
s of Public
Works and
Transport
and Nam
Papas
Currently
projects
covering 16
provinces
Yes Yes 01 2009 (On The
Job Training)
WSP‐World Bank
N/A 02 N/A N/A N/A Working on
policy and
advocacy
areas
(concerned
line
No No 02 May‐June
2009
(theoretical
and on‐the‐
job training)
65
ministries),
with some
pilot activities
in Sekong and
Champasak
WHO Not yet 02 Materials available in
health kits, which include
wash materials.
Quantities to be made
available through WHO’s
network according to the
needs
Funds to be
made
available
according to
the specific
requirement
s of the
emergency
(USD 5,000)
Not
available
National NA Yes 02 2010
66
Annex H – Detailed Coordination Management Arrangements
National Disaster Prevention and Control Committee: disaster management is overseen and coordinated by the Government of Lao PDR through the National Disaster Prevention and Control Committee, comprised of Ministers and other senior representatives of Government bodies, as well as of the Lao Red Cross, and chaired by the Deputy Prime Minister and Minister of Defense. The National Disaster Prevention and Control Committee has the following responsibilities:
Overall coordination of disaster management, including recommendations to the Prime Minister to declare a state of emergency, and a request for country, regional or international humanitarian assistance;
Coordination of emergency response, including development of a master plan for response based on line ministry preparedness response and SWD/MoLSW preparedness and response plans;
Mobilization of resources for disaster management;
Coordination of disaster risk challenges into national and sectoral work plans;
Development of policies and regulations related to DRR and provision of overall direction for provincial and district level disaster plans.
The Ministry of Labour and Social Welfare (MoLSW) through the Department of Social Welfare (SWD) supports the strategic coordination of all disaster preparedness response and relief operations, including data collection and assessments, response and recovery. It co‐chairs the IASC as well as the ETF. The SWD has a key communication role in reporting the disaster situation, the planned emergency response and the recovery activities to line ministries, including through the National Disaster Prevention and Control Committee (NDPCC), and in coordinating with the Department of Meteorology and Hydrology (DMH) in disseminating early warning information to the Provincial Disaster Prevention and Control Committees (PDPCCs). The MoLSW also acts as focal point for ASEAN. The Ministry of Natural Resources and Environment (MoNRE) through the Department of Climate Change (DCC) and is responsible for policy relating to climate change adaption and mitigation weather forecasting, hazard and vulnerability mapping, risk assessment, early warning as well as land, water and natural resource management in a disaster context. It also serves as focal point for the Sendai Framework for Disaster Risk Reduction.
Provincial and District Disaster Prevention and Control Committees: The PDPCCs are comprised of provincial departments and of the Lao Red Cross, and are chaired by the Vice Governor. The PDPCCs are the pivotal point for the implementation of disaster management resources in the province, and serve as a channel for information and disaster management resources. The PDPCCs through their secretariats are responsible for coordinating the provincial emergency response, including the actions of organizations in the field, leading assessments and/or participating in assessments supported by INGOs, Non‐Profit Associations (NPAs), Lao Red Cross and International Federation of Red Cross and Red Crescent Societies (IFRC) and the UN, and informing the DCCM of the required assistance for the response. The PDPCCs will coordinate with SWD to disseminate early warning information to the districts. The District Disaster Prevention and Control Committees are comprised of a chairman and members of all district level department heads. The district‐level committees will participate in assessments coordinated by the PDPCCs or INGO/UN/Red Cross, and report to the PDPCCs if assistance is required. The District Disaster Prevention and Control Committees may also request assistance through the Provincial Disaster Prevention and Control Committee, from NPAs, INGOs and private entities that are present at the district level.
Village Disaster Prevention and Control Committees: The Village Disaster Prevention and Control Committees are part of the National Disaster Prevention and Control Committee structure; they hold the responsibility to prepare for and take rapid action in the event of an emergency, and are to ensure that support is provided to the affected households. The Village Disaster Prevention and Control Committees also mobilize resources for disaster management at the village‐level and establish volunteer groups for relief operations. The Village Disaster Prevention and Control Committees also provide the initial information on the effects of the disaster.
67
Department of Meteorology and Hydrology: The Department of Meteorology and Hydrology, located within MoNRE, is responsible for weather related early warning information, including weather forecasts, precipitation levels and flood risk. The Department of Meteorology and Hydrology provides hydro‐meteorological and forecasting information, including warning bulletins to National Disaster Prevention and Control Committee through its secretariat, the SWD, and to sub‐national Government structures and the public. During the wet season, daily updates are issued to SWD, via email, fax or phone. Upon receipt of a serious early warning, the SWD will contact PDPCCs directly to share this information.
Ministry of Planning and Investment (MPI): The Ministry of Planning and Investment (MPI), in coordination with other line Ministries, leads post‐disaster needs assessments to identify the scale of damages and loss of the affected sectors regarding recovery needs. Although MPI is not directly tasked to work on emergency response and humanitarian relief, it is tasked to oversee recovery activities, including post‐disaster assessments. Ensuring successful early recovery measures requires coordination and the active early participation from MPI in response planning.
Ministry of Foreign Affairs (MoFA): MoFA is a member of the NPPCC; in the event of a disaster, it is responsible for leading broader resource mobilization efforts and for issuing requests for assistance to the international community in order to support the national disaster response efforts. MoFA approves the Memorandum of Understanding (MoUs) between organizations and Line Ministries, and is a core member of the IASC.
The Lao Red Cross and Red Cross/Red Crescent Movement: The Lao Red Cross, a member of the International Federation of Red Cross’s national societies, remains close to the Government as a “civil organization auxiliary to the Government in humanitarian services“. The Lao Red Cross responds to the needs of the most vulnerable people nationwide through its core programmes and services, which focus on disaster preparedness, risk reduction and emergency response at the community‐level. The Lao Red Cross communicates early warning information, provides emergency relief supplies including food and medical kits, and conducts village‐level rapid assessments in coordination with the District Disaster Prevention and Control Committees in times of emergency.
The Lao Red Cross structure in Lao PDR consists of a national office, 17 provincial branches and 47 district chapters. The president of the Lao Red Cross is a member of the National Disaster Prevention and Control Committee, and the Lao Red Cross national office communicates directly with the DCC. The provincial branch coordinates with the PDPCCs, and the Lao Red Cross district coordinator is a member of the District Disaster Prevention and Control Committees. Since 2004, Lao Red Cross community activities have been implemented through the VDPCCs, and other volunteer members. The Austrian, Australian, Danish, French, Luxemburg, German and Swiss Red Cross Partner National Societies support the Lao Red Cross. Over the past years, the Movement has responded to all major floods that occurred in the country.
The ADB has an integrated policy for managing its disaster and emergency assistance, which links the phases of the disaster management cycle, from prevention and mitigation through preparedness and recovery. The policy emphasizes not only responding after the disaster strikes but also supporting activities that anticipate and mitigate the likely impact of disasters that might occur. ADB's mandate does not allow the institution to engage in humanitarian relief, peacekeeping and peacemaking.
The World Bank, together with the Global Facility for Disaster Risk Reduction (GFDRR) has been working with the Government of Lao PDR on disaster risk management since 2009 after the Typhoon Ketsana, by supporting the preparation of the damage loss and of the needs assessment to quantify the amount of financial assistance needed to restore and rehabilitate the key typhoon‐affected sectors. Since then, the World Bank has supported the Government in disaster reduction and preparedness at the national and sub‐national levels, and in recovery and reconstruction. The World Bank is not involved in humanitarian relief, however assistance provided to the Government is linked and complementary to emergency response, from short to long term disaster recovery and to preparedness activities conducted by other partners.
68
Annex I ‐ Cluster Leads
Cluster HCT Lead Government Lead Early Recovery UNDP Ministry of Planning and Investment
Education UNICEF Ministry of Education
Food Security & Nutrition FAO, WFP Ministry of Agriculture and Forestry, Ministry of Labor and Social Welfare
Health WHO Ministry of Health
Information, Technology and Communication
WFP Ministry of Post, Telecommunications and Communications, Ministry of Information, Culture and Tourism
Logistics WFP Ministry of Labor and Social Welfare
Nutrition UNICEF Ministry of Health
Protection UNFPA, UNICEF Ministry of Labor and Social Welfare
Shelter IOM, UN‐Habitat Ministry of Public Works and Transport, Lao Red Cross
WASH UNICEF Ministry of Health, Lao Red Cross
69
Annex J ‐ SitRep Template
Lao PDR: Flash Floods Office of the Resident Coordinator Situation Report No. XX (as of XX XXX 20XX)
This report is produced by the Office of the Resident Coordinator Lao PDR in collaboration with humanitarian partners. The next report is expected to be issued on XXXX.
Highlights The 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
xxx
XX reported deaths XX people missing
XX people evacuated to emergency
shelters XX people affected
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.]
Xepien-Xe Nam Noy Dam
Approx. 40km
Evacuation Centre
Seriously affected village
Maximum extent of floods
Vientiane
70
Funding
[Reference to Humanitarian Response plan.] The Plan is available online at: https://reliefweb.int/XXXXXXXXX Cluster leads have been encouraged to elaborate cluster response plans linked to the overall Disaster Response Plan, and donors are requested to discuss these contributions with the cluster leads indicated below. Humanitarian partners, including donors and recipient agencies, are encouraged to inform OCHA's Financial Tracking Service (FTS ‐ http://fts.unocha.org) of cash and in‐kind contributions by e‐mail to [email protected]. To date around USD 1 million have been pledged towards the plan.
Humanitarian Response
Food Security & Nutrition
Needs
Total beneficiary needs, including needs the cluster is currently addressing. Response
Humanitarian activities by cluster members including national response. Gaps
Unmet needs of both beneficiaries and cluster members.
Health
Needs
Total beneficiary needs, including needs the cluster is currently addressing. Response
Humanitarian activities by cluster members including national response. Gaps
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
Unmet needs of both beneficiaries and cluster members.
Shelter including Camp Management
Key Fact
Key Fact
Key Fact
71
Needs
Total beneficiary needs, including needs the cluster is currently addressing. Response
Humanitarian activities by cluster members including national response. Gaps
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
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
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
Unmet needs of both beneficiaries and cluster members.
General Coordination The Government of Lao PDR is leading and coordinating the response operation through the National Disaster Prevention and Control Committee (NDPCC) chaired by the Vice Prime Minister. The Disaster Management Division within the Department of Social Welfare, Ministry of Labour and Social Welfare is the lead coordinator. To support the Government, the Humanitarian Country Team has activated XXX clusters for the flood response plan in XXXX. Each cluster coordinates with its designated line ministry’s counterpart. The UN Resident Coordinator coordinates and provides overall direction to the HCT while the UN Resident Coordinator’s Office will provide inter‐cluster coordination support. A field coordinator to support coordination with Government and between sectors and clusters is expected to travel to XXX shortly to support inter‐cluster coordination in the field.
Cluster Cluster Lead Contact Email
Early Recovery UNDP Balasubramaniam
Murali
Education UNICEF Leotes Lugo Helin [email protected]
Phouvong Sihalath [email protected]
Food Security & Nutrition FAO Thi Phuong Oanh
Nguyen
Key Fact
Key Fact
Key Fact
Key Fact
72
WFP Hakan Tongul [email protected]
Health WHO Jana Lai [email protected]
Logistics WFP Hakan Tongul [email protected]
Protection UNFPA Victor Valdivieso [email protected]
UNICEF Yali Zhang [email protected]
Shelter and camp
management
IOM Misato Yuasa [email protected]
UN‐Habitat Avi Sarkar [email protected]
WASH UNICEF David Duncan
Bandith Leuanvilay
For further information, please contact:
[name here], Head of Office, Office of the UN Resident Coordinator, [email here], Cell: [number here]
[second person here]
Background on the crisis XXX
73
Annex K ‐ Cluster SitRep 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:
C. Humanitarian Needs (max 200 words)
Description of total beneficiary needs, including needs the cluster is currently addressing
D. Humanitarian Response (max 200 words)
Description of humanitarian activities by cluster partners serving the needs listed above
E. Gaps & Constraints (max 200 words)
Description of the unmet needs of both beneficiaries and cluster partners
Annex L ‐ Humanitarian Dashboard Template (See: https://www.humanitarianresponse.info/en/programme‐cycle/space/document/humanitarian‐dashboard‐toolkit)
75
76
77
Annex M ‐ Cash Working Group
Where cash and voucher assistance has been identified as form of humanitarian response, it is recommended
to call for an ad‐hoc meeting of the cash working group for guidance, coordination and guidelines on CVA in
Laos.
LAO PDR ‐ CASH WORKING GROUP Terms of Reference
RATIONALE
Cash based interventions and Cash and Voucher Assistance1 (CVA) is becoming increasingly popular in Lao PDR. This interest and uptake can be attributed to the multi‐sectoral benefits cash‐based assistance generates as well as its linkages to strengthening social protection systems and the achievement of the Sustainable Development Goals and the 2030 Agenda for Sustainable Development. Effective CVA in Lao PDR requires several considerations including i) ensuring sufficient funding is available; ii) ensuring cash is routinely considered; iii) building sufficient capacity; iv) ensuring quality programming; v) strengthening coordination; and vi) strengthening the evidence base and investing in innovation.2 In this regard, the Cash Working Group (CWG) is established as a working group for local and regional stakeholders dedicated to cash and voucher programming in Lao PDR. The overarching aim of the CWG is to improve the quality and coordination, increase the scale (where relevant/appropriate) and broaden the scope of and use of CVA through shared learnings/lessons learnt in Lao PDR and across the region, leveraging common approaches that are relevant and built on best practice. OBJECTIVES
The objectives of the CWG are: Objective 1: Strengthen coordination of CVA in ongoing operations, preparedness and response.
1. Encourage country-level coordination mechanisms to enhance collaboration.
2. Mapping of cash and voucher transfer programming responses in Lao PDR.
Mapping of cash-in/out service points in Lao PDR across providers. 3. Identify capacity and training needs on cash and voucher transfer programming.
4. Encourage combined negotiations by humanitarian and development organizations with service
providers [e.g. financial, cell phone and insurance providers for effective cash and voucher delivery with
possibility of add-on services].
Objective 2: Standardize and harmonize CVA standards and common approaches in ongoing operations, as well as in specific context of emergency response and preparedness.
1. Provide technical inputs/feedback on cash and voucher response materials like training manuals,
guidelines and standards.
1 Cash and Voucher Assistance (CVA) refers to all programs where cash transfers or vouchers for goods or services are directly provided to recipients. cash transfer programming 2 CaLP, 2018, The State of the World’s Cash Report – Cash Transfer Programming in Humanitarian Aid
78
2. Specific considerations on consumer protection when delegating implementation to service providers.
3. Support the development of monitoring and evaluation tools that can be used for cash and voucher
response programs.
4. Explore linkages with the Social Protection working group as relevant to further increase coordination
across different actors in the CVA and Social Protection fields.
5. Identify core CVA parameters to be assessed during CVA related assessments by partners as well as data
sharing protocols.
Objective 3: Share organizational and regional experiences and discuss specific themes and challenges emerging out of CVA design, implementation, monitoring and evaluation.
1. Exchange cash and voucher transfer programming information, needs assessment, methodologies, best
practices and lessons learned, building on the technical expertise of the different organizations in the
country.
2. Provide inputs and review best practices for cash and voucher transfer implementation and disseminate
best practices in the region by resorting to a virtual network of experts on cash transfer programming.
3. Exchange lessons learnt on add-on services and behavior change from recipients equipped with new
financial services towards increasing the long-term impact of the CVA interventions and their overall
resilience.
Objective 4: Identify appropriate advocacy methods to promote quality and appropriate CVA programmes to agencies, donors, Government, private sector and beneficiaries, and propose key ways forward regarding partnerships.
1. Promote joint advocacy with donors, national governments and other stakeholders for common
positions on cash and voucher transfer programming and where appropriate, to influence policies on
cash and voucher transfer programming.
2. Promote the integration of regional experiences and lessons learned.
3. Advocate for mainstreaming of CVAs approaches considered feasible and appropriate.
4. Leverage data from the CVAs to gain knowledge on efficiency, effectiveness and possibly impact,
respecting data privacy rights. Engage local and regional research institutes as well who would be
interested to make case-study examples of CVAs in certain contexts.
PARTICIPATION
Participation includes any agency with expertise or interest in CVA including UN agencies, NGOs, Red Cross Movement, Government Departments, National Disaster Management Offices and regional organizations or other entities either directly implementing, supporting, interested or planning to design cash‐based programmes, as well as donors, research institutions, and the private sector. CHAIR
The CWG is currently co‐chaired by the World Food Programme (WFP) and the United Nations Capital Development Fund (UNCDF). MEETING FREQUENCY
The CWG is proposed to meet four times a year (quarterly), unless a specific issue, event or emergency requiring calling of an ad‐hoc meeting which can be requested or hosted by any CWG member.
79
Annex N ‐ Cluster Specific Preparedness Plan – Early Recovery
No Activities Agency(ies) responsible
Timeline
1 A clear understanding of the partners available capacity to implement recovery in terms of staff capacity/expertise, geographical coverage and/or funding and identify potential gaps
Cluster lead/Co‐chairs and RCO
This information is to be updated prior to routine or regular IASC related meeting
2 Circulated and received back the signed Red Cross Code of Conduct, principle 8 by the IASC members
Cluster Lead At the upcoming IASC meeting
3 Provide support to the line agencies in adopting the Post‐Disaster Needs Assessment
Cluster Lead Ongoing
4 Provide support to review the existing national disaster management and Response legislations, strategies and plans and assist in adapting law/policies to ensure early recovery is addressed where needed or applicable
Cluster lead Ongoing
5 Identify training and capacity building needs for Early Recovery network members and other relevant stakeholders identified
Cluster Lead/IASC members
Plan request to UNOCHA to conduct Simulation Exercise after Exercise in 2015
6 Coordinate and implement Post Disaster Needs Assessment Training for Government, UN Agencies and other Development Partners including NGOs
Cluster lead In 2018
80
Annex O ‐ Cluster Specific Preparedness Plan ‐ Food Security & Nutrition
No Activities Agency(ies) responsible Timeline
Indicator Target
1 Develop cluster TORs Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
Cluster ToR
2 Decide on a Cluster coordinator (and alternate) in case of emergency
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
Cluster coordinator identified
3 Identify a task force to get familiar with CERF and Flash Appeal requests, templates and activation procedures for emergency funds
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
Food security taskforce identified
4 Compile and regularly update the capability information of the cluster members including the following information: 1. Contacts details 2. Cluster FP and alternate 3. Area of current intervention 4. Area of possible intervention and
nature of interventions during the emergency based on geographic allocations & agency area of expertise
5. Current capacity and beneficiaries 6. Potential capacity during the
emergency
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
Updated capability information
5 Cluster meets on a regular basis – at least twice a year before and after the rainy season
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
# of Cluster meetings
6 Compile a list of Government counterparts at the national and local level. Identify the Government strategy for emergency response
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
List of Government counterparts at national and local levels
7 Ensure that effective FS cluster leadership and coordination structures as well as procedures are in place
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
Cluster ToR outlines coordination structures and procedures
Assessment and targeting
1 Compile secondary data sources for needs verification purposes before an emergency: 1. Compile and agree upon secondary data sources for needs determination and categorization. (Demographics) 2. Compile FSC specific data Utilizing existing data sources 3. Maps which show population density related information 5. Examine potential for live satellite mapping to determine the extent of damage during a disaster.
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
# of compiled data
81
No Activities Agency(ies) responsible Timeline
Indicator Target
6. Compile maps which show key infrastructure parameters such as hospitals, roads, bridges, farm lands and market, etc.
2 Share common FS‐related data collection methodology and tools among FSC members and/or Government authorities
FAO/WFP # of shared data collection methodology and tools # of FSC members received shared data collection methodology
3 Carry out local rice and other food items analysis
Cluster leads (MAF, MoLSW, FAO, WFP), MOIC, MOF, and cluster members
# of analysis carried
4 Develop and set up Information Management System which can be accessed by FSC members at any time
IMN FP, Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
Information Management System on Food Security
5 Assessment information should include agricultural activities (including crop, horticulture, aquaculture, and livestock
FAO and MAF
6 Review the common joint assessment tool to ensure Food Security related information are well reflected
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
# of review meetings
7 Review the need for updating and adapting the EFSA to the Lao context and refresher training of enumerators
FAO, WFP # of trainings organised
Assessment and Targeting – Preparedness Strategies The standard assessment procedure for all sectors in Laos is that the Initial Rapid Collection of data is collected first from various sources, which is then followed by a Common Rapid Assessment based on MERA and then sector specific where appropriate. The post disaster damage and needs assessment is the fourth assessment to be conducted if need. The preparedness strategy is to firstly ensure tools are in place to enable the Cluster to contribute to a multi sectoral initial rapid assessment team and that adequate Food Security related secondary information is compiled and accessible to the Cluster. Furthermore, it ensures that the FSC is prepared to undertake a detailed Food Security Assessment if necessary and required. Secondary information on the population at risk will be taken as standard across Clusters. This information should be housed on a central place (web‐site) where it is accessible by all Clusters and interested parties. The combination of needs assessment, resource assessment and capacities of partners will allow for effective and appropriate targeting in an emergency.
Coordination
No Activities Agency(ies) responsible
Indicator Target
1 Ensure that cluster coordination meetings are conducted quarterly for preparedness activities and planning
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
# of meetings
2 Regular sharing of data and information between FSC members
IMN FP, Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
# of shared data
82
No Activities Agency(ies) responsible
Indicator Target
3 Ensure that all cluster members are aware of the respective Government coordination structures for emergency response as well as the interface of FSC and the Government coordination structure is clear
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
Staff development
No Activities Agency(ies) responsible
Indicator Target
1 Contribute to IASC‐organized training sessions for all cluster members, and relevant local authorities on:
Emergency Response Principles
Rapid Assessment (including agriculture sector)
SitRep preparation
Sphere Standards
Cross‐cutting issues such as gender in emergencies
Mapping and vulnerabilities
Emergency food distribution
Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members
# of training organised
83
Annex P ‐ Cluster Specific Preparedness Plan – Health
Activities Responsible agencies
Timeline Status Comment
1 Conduct Health Cluster meeting twice per year for preparedness
WHO and MoH Annually Ongoing
2 Update 3W matrix Health Cluster Annually Ongoing Updated annually
3 Preparation of information on pre‐positioned 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
Health Cluster Annually Not yet started
Updated annually May need to identify actors in charge to compile this list
4 Prepare essential medicine / health kit list for emergency response
Health cluster, MoH Department of Health Care
Annually Ongoing Current list of medicine is based on historical request from typhoon Ketsana (affected 4 provinces in 2009) and do not have estimated quantity. Need to review the drug list from WPRO "The Interagency Emergency Health Kit 2006" to calculate quantity for Lao context
5 Activation of Emergency Operation Centre (EOC) in the Ministry of Health into response mode for all public health emergency/disaster response coordination and response activities ‐ Activation of suitable Incident Management System ‐ Expand and consolidate national and local health emergency units
MoH with WHO support
Regularly On‐going MoH EOC has been functional since the launch in Sept 2014. It has played important roles in recent cVDPV outbreak response‐ IMS and SOP training were conducted in December 2015. Plan to continue to strengthen and train relevant stakeholders both within and outside of Government
6 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) ‐ List of Government transportation available in each province/district and
MoH, Health Cluster via Information Management Network
Annually Ongoing Updated annually
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or village. For example, boats in case of flooding
7 Complete National Health Emergency Plan (review, revise and translate into Lao)
MoH with support of WHO
2018 onwards
Ongoing Currently being revised and will be first reviewed by MoH and then with the larger stakeholders involved with emergency preparedness and response to ensure it aligns with national plans
8 Identify potential sources of funding Health cluster Regularly Ongoing Mapping exercise is planned to help better understand what resources are available and the process to access these resources during an emergency
9 Health rapid needs assessment training and review and revise health rapid needs assessment forms (consider vulnerable groups)
Health cluster 2018 Not yet started
WFP have existing training and tools
10 Risk communication training for policy and technical level
MoH with support of WHO
2018 onwards
Ongoing Trainings are planned by WHO consultant to MoH directors of centers and key technical staff in 2019
11 Review and development (if needed) of health information education communication materials that could be used for disaster
MoH with support of Health cluster
Regularly ongoing
12 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 flood‐prone diseases
MoH with support of Health Cluster
2015‐17 onwards
Ongoing Revising case management guidelines for Dengue
13 Public Health Emergency training for key responders, including First Aid training for local level
MoH with support of Health Cluster
2015‐2018 onwards
Ongoing
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Annex Q ‐ Cluster Specific Preparedness Plan ‐ WASH
No Activities Agency(ies) responsible Timeline
Indicator Means of verification
1 Identification of potential cluster partners Cluster lead # of identified partners Contact list
2 Identify resources available. Analyse the potential of each partner
Cluster lead and Cluster members
# of available resources Capacity Mapping
3 Short analysis on availability of lifesaving material and suppliers/ producers in the country and within region
Cluster lead and members
# of analysis reports Capacity Mapping
4 Identification of gaps in resource mobilization and appropriate action taken3
Cluster lead and cluster members
# of identified gaps in resource mobilization and action taken
To be defined
5 Cluster meets on a regular basis – at least twice a year before and after the rainy season
Cluster lead in conjunction with members/partners
# of cluster meetings’ minutes
Cluster meeting minutes
6 Set standards for emergency WASH kits and NFI packages (SPHERE guidelines should be the starting point4)
Cluster members # of WASH kits and NFI packages set
Draft final Sphere WASH component
7 Build capacity of national and local authorities as well as disaster‐prone communities in more disaster resilient WASH facilities designs
Operational partners
# of trainings and workshop organised
To be confirmed
3 Limited number of partners in country with limited resources is a challenge in the cluster that is not sufficient to respond the estimated population in need of support. 4 Identified as a training need.
WASH CLUSTER Capacity Mapping as of March 2019
Agency Emergency preparedness plan available
Number of staff with emergency experience
Prepositioned supplies for how many beneficiaries
Earmarked budget for emergencies
Warehouse and transport capacities
Main geographical coverage
Flexibility to operate in other geographical areas
Capability to rapidly mobilize additional resources
Number of staff with experience in Rapid Assessment
Last emergency training conducted
Central for Environmental Health and Water Supply (Nam Saat)/ Ministry of Health
Yes 20
Yes, materials in case of emergencies are in
place. located in the Nam Sat Central
warehouse and support based by WASH‐UNICEF
and WHO
Need 3 to 7 days to plan
and budgeting including resources
requested to UNICEF, MoH,
others and advanced payment
Yes, we have ware house to
quantify materials and goods
needed to collect and transport to the emergency
site and provincial warehouse is
available if organized
Standby arrangement for the all seventeen
provinces
Among emergency
areas including places affected
by diseases outbreak
Depend on the materials and budget prepared
and available in
emergency period
02
After TOT from last May to June 2009
and continued to
conduct more training at
villages levels in many
provinces
Department of Social Welfare, Ministry of Labour and Social Welfare (Shelter)
Department of Housing and Urban Planning, Ministry of Public Work and Construction (Urban Water Supply)
N/A 03 N/A N/A
Each of 17 provincial Nam
Papa has a warehouse. Local
transport is available
Standby arrangement for the all seventeen
provinces
Yes N/A 03 N/A
Department of State Reserve, Ministry of Finance (Disaster related financing)
Department of Disaster Management and Climate Change, Ministry of Natural Resources and Environment (as NDPCC Secretariat with the mandate
The cross‐cluster plan is
not yet available
2 N/A N/A N/A PONREs PONREs N/a 2 ?
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Agency Emergency preparedness plan available
Number of staff with emergency experience
Prepositioned supplies for how many beneficiaries
Earmarked budget for emergencies
Warehouse and transport capacities
Main geographical coverage
Flexibility to operate in other geographical areas
Capability to rapidly mobilize additional resources
Number of staff with experience in Rapid Assessment
Last emergency training conducted
to follow‐up and evaluate the WASH Cluster)
UNICEF Yes 03
Yes, approximately 25,000 people. Supplies available are 41 dewatering pumps; 31,989 pieces soap bars; 7,780 pieces plastic buckets with lid; 7,705 collapsible jerry cans (10L); 5,399 pcs water dippers; 399 boxes water purifiers; 1,250 kg chlorine powder; 1,200 kg of coagulant; 92 tarpaulin plastic sheets (4m x 50m); 428 tarpaulin plastic sheets (4m x 5m)
A mechanism exists for getting allocation within 24 hours
Yes, almost all main towns are accessible. Local transport is available. Each provincial Nam Saat has capacity to accommodate materials
Standby arrangement in 13 provinces (Xayabury, LuangPrabang, Saysomboune, Sayaburi Oudomxay, Xiengkhuang, Vte province, Borikhamxay, Khammuan, Savannakhet, Champasak, Saravan, Sekong, Attapeu)
Among emergency areas
Yes 03 June 2017
Oxfam
Included in the Oxfam in
Lao PDR Contingency
Plan
5
At district level: 40,000 population affected by each time of flood At provincial level: 60,000 people affected by each time of flood In 3 provinces: between 50.000 and 60.000 people affected (can vary) About 200,000 people may affected one time
A mechanism existed within Oxfam and able to access to fund right after submitting the request proposal
.
Oxfam in Laos will continue the humanitarian preparedness and response plan in 4 districts (Kasi, Met and Feuang of Vientiane province , Bokeo, Oudomxay
Oxfam has a mandate to work where a large humanitarian needs. No matter of geographical area.
Yes, access to
Oxfam affiliates
catastrophic fund if big
disaster hits. Oxfam
normally does not provide
funding for localised and
small scale disasters)
02 June 2015
Health Poverty Action
N/A 5 N/A on request
from International
Yes, HPA has a sub office and staff in the
5 Districts in
Attapeu, all 10 Districts in
Yes 3 2013
(a short training)
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Agency Emergency preparedness plan available
Number of staff with emergency experience
Prepositioned supplies for how many beneficiaries
Earmarked budget for emergencies
Warehouse and transport capacities
Main geographical coverage
Flexibility to operate in other geographical areas
Capability to rapidly mobilize additional resources
Number of staff with experience in Rapid Assessment
Last emergency training conducted
HQ and funding appeals
provinces. Transport is available.
Champasack, 3 Districts in
Sekong and 1 District in
Savannakhet
CARE International
Currently being
updated 10 None current
Via Global Emergency Response with CI
No
Vientiane, Sekong, Phongsaly and Sayabouly provinces
Will depend on nature of emergency and response
Yes 04 2009
World Vision Yes, currently
being updated
10 member in National Disaster Management Team
Developing contract with local suppliers.
Use 20% of Area Program and National Emergency Preparedness and Response Fund
No warehouse
Vientiane Capital, Luang Prabang, Khammouane, Savannakhet, Champassack,Salavane, Attapeu
Depends on the type and severity of a disaster
Yes
10 member in National Disaster Management Team and we have at least 4 staffs in each district where we work.
2018 (sep) conducted Training on
post‐disaster emergency
Attapeu
Preparedness andr response training (with special focus
on child protection in humanitarian action) for all staff (roll out
in 2019)
French Red Cross N/A 03 None No Yes, nationwide in collaboration
with LRC
Vientiane capital, Khammouane, Champassak
provinces
Yes, according to LRC
nationwide mandate and
provincial branches
Yes 03
2010 (preparedness
to respond and rapid
assessment)
Lao Red Cross
Yes 36 Rice 14 tons
Kitchen utensils Clothing
In emergency, LRC can
launch Appeal for DREF
4 warehouses : 1 HQ w/h 3 Regional
warehouses
‐ 1 HQ w/h covering Vientiane
Capital, Vientiane province
All villages of the districts
Yes 05 2008
89
Agency Emergency preparedness plan available
Number of staff with emergency experience
Prepositioned supplies for how many beneficiaries
Earmarked budget for emergencies
Warehouse and transport capacities
Main geographical coverage
Flexibility to operate in other geographical areas
Capability to rapidly mobilize additional resources
Number of staff with experience in Rapid Assessment
Last emergency training conducted
‐1 Reg.w/h in Pakse, covering 4
provinces ‐1 Reg.w/h in
Thakhek covering 3 provinces
‐ 1 Reg.w/h in Oudomxay covering 8 provinces
Plan International in Lao PDR
Yes 03 N/A N/A
USD 20,000 available
immediately for WASH activities in
these provinces or elsewhere depending on
scale of emergency
Standby arrangements in
Oudomxay, Bokeo, and Saravan
Provinces
Yes Yes 03 2012
UN‐Habitat
TBC 04 N/A N/A
Yes, in cooperation with
the local Departments of
Public Works and Transport and
Nam Papas
Currently projects covering 16 provinces
Yes Yes 01 2009 (On The Job Training)
WSP‐World Bank
N/A 02 N/A N/A N/A
Working on policy and advocacy areas (concerned line ministries), with some pilot activities in Sekong and Champasak
No No 02
May‐June 2009 (theoretical and on‐the‐job training)
WHO Not yet 02
Materials available in health kits, which
include wash materials. Quantities to be made
available through
Funds to be made
available according to the specific
Not available National NA Yes 02 2010
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Agency Emergency preparedness plan available
Number of staff with emergency experience
Prepositioned supplies for how many beneficiaries
Earmarked budget for emergencies
Warehouse and transport capacities
Main geographical coverage
Flexibility to operate in other geographical areas
Capability to rapidly mobilize additional resources
Number of staff with experience in Rapid Assessment
Last emergency training conducted
WHO’s network according to the needs
requirements of the
emergency
(USD 5,000)
Annex R ‐ Cluster Specific Preparedness Plan ‐ Logistics
Activities Responsible agencies
Timeline Status Comment
1 Appoint a National Logistics Cluster Preparedness Officer for minimum 12 months
WFP and MoLSW
September 2019
In progress Preparedness officer to work with MoLSW on preparedness workplan
2 Form Logistics Preparedness Working Group to develop and implement work plan
WFP and MoLSW
August 2019
In progress
3 Conduct a gap analysis desk top simulation exercise to develop logistics tools and capacity building workplan.
WFP and MoLSW
October 2019
4 Conduct MSU assembly ToT training to Govt, Red Cross and NGO’s in 3 Provinces
WFP and MoLSW
Aug ‐Oct 2019
In progress Vientiane, Champasack, Odomxay
5 Develop a mechanism for recording and updating stockpiled/prepositioned relief items in country/region
WFP and MoLSW
October 2019
6 Develop and implement real time logistics access constraints mapping capacity
WFP and MoLSW
Q4 2019 On‐going Update as needed
7 Develop and implement Humanitarian Logistics Capacity map for Lao PDR
WFP and MoLSW
Q4 2019 Update annually
8 Develop strategy for managing unwanted/ not needed donated items
WFP and MoLSW
9 Conduct warehouse management training to Govt and NGO’s
WFP and MoLSW
2019
10 Upgrade MoLSW’s Vientiane warehouse to a Relieve item prepositioning warehouse
2019
11 Identify or preposition MSU’s around country for emergency temporary warehousing
2019
12 Develop and implement any other activities identified and agreed from Simex
WFP and MoLSW
2019‐2020