Multihazard Preparedness and Response Management UN support

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Multi-hazard Preparedness and Response
Management UN support
Workshop on Pandemic Preparedness New Delhi22
April 2008Presented by Eliane Provo Kluit
OCHA Regional Office for Asia and the Pacific
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Four Pillars of Humanitarian Reform
PARTNERSHIP Strong partnerships between UN and
non-UN actors
HUMANITARIAN COORDINATORS Effective leadership
and coordination in humanitarian emergencies
CLUSTER APPROACH Adequate capacity and
predictable leadership in all sectors
HUMANITARIAN FINANCING Adequate, timely and
flexible financing
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Building Stronger Partnerships

• Humanitarian actors work as equal partners,
  respecting each others roles and mandates
• Partnerships may take different forms, from joint
  programming to much looser associations
• IASC Country Teams are a requirement in all
  countries with HCs

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• Whose reform?
• Inter-Agency Standing Committee (IASC)
• Composed of NGO consortia, Red Cross and Red
  Crescent Movement, IOM, World bank and UN
  agencies

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IASC Tools

• In-country Self-Assessment
• Inter-Agency Contingency Planning
• Joint Logistics Center
• Humanitarian Information Center
• UNDAC
• Guidelines for use of Cluster Approach
• Specific Response Plans

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New Global Cluster Leads

• Technical areas
• Nutrition UNICEF
• Water/Sanitation UNICEF
• Health WHO
• Emergency Shelter Conflict IDPs UNHCR
• Disasters IFRC Convenor
• Cross-cutting areas
• Camp Coord/Mgmt Conflict IDPs UNHCR
• Disasters IOM
• Protection Conflict IDPs UNHCR
• Disasters civilians
• in conflict (non-IDPs) HCR/OHCHR/UNICEF
• Early Recovery UNDP
• Common service areas
• Logistics WFP
• Telecommunications
  OCHA/UNICEF/WFP

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Predictable Funding

• Creation of a Central Emergency Response Fund
• Improve response to new and rapidly deteriorating
  crises, and needs in chronically under-funded
  emergencies.
• Target of 500 million to be achieved over three
  years (450 million grant, 50 million revolving
  loan)
• Fully funded CERF represents 4 of global
  humanitarian funding (USD 500 million out of USD
  13 billion)

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IASC Contingency Planning

• UN RC/HCs responsible for the development and
  maintenance of contingency plans for the IASC.
• Management tool to ensure that adequate
  arrangements are made in anticipation of a
  crisis.
• Inter-agency plan act as an umbrella
  consolidates agency and sector plans.
• Preparedness achieved primarily through
  participation in the contingency planning process
  itself.

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What is Inter-Agency Planning

• Common analysis of potential emergencies and
  their impact
• Common prioritization of potential emergencies
• Developing plans to deal with prioritised
  potential emergencies
• Division of labour among actors
• Ensuring necessary preparedness measures and
  follow-up actions are taken.

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Lessons from CP in Asia and the Pacific

• Key elements of the Humanitarian Reform have been
  incorporated. Regional IASC Network involved in
  support for country-level planning.
• Pandemic preparedness, data readiness and crisis
  communications now common in inter-agency
  contingency planning.
• Non-health aspects of pandemic planning will
  require inter-agency response, not unlike
  response to natural disaster and complex
  emergency scenarios.
• Need to ensure continuous process. The process is
  important not the production of a document!
• IASC Inter-Agency Contingency Planning Guidelines.

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Remaining Challenges

• Challenges
• Many CP exercises do not lead to sustainable
  contingency planning processes. One-off events
  with static planning documents still common.
• There is still an over-reliance on external
  facilitation of CP. In-country ownership remains
  a challenge.
• Successes often undone by staff turn-over. Lack
  of sustainable planning processes then becomes
  apparent.

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Remaining Challenges

• Challenges (cont.)
• Lack of overall monitoring of preparedness status
  of IASC Country Teams.
• IASC tool kit is still rather weak. Best
  practices not exchanged. Examples of good
  planning documents/processes rarely shared
  between countries/regions.
• Global AHI preparedness efforts are a good
  example of how monitoring and overall guidance
  can produce results. Resources, accountability,
  framework, deadlines, etc. Greater exchange of
  lessons and integration would be helpful.

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Possible Comparative Strengths

• AHI Preparedness
• Directive to UN Country Teams
• Accountability
• Time-lines
• Tool kit for planning
• Testing of preparedness
• Funding

• IASC Contingency planning
• Long-term processes
• Focus on worst-case scenario
• Coordination among all IASC members under RC/HC

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Opportunities for Integration

• Pandemic scenarios are considered as part of IASC
  Contingency Planning, particularly non-health
  humanitarian aspects.
• Multi-hazard planning promoted vis-à-vis IASC
  Country Teams.
• Considering complex/overlapping scenarios (e.g.
  AHI and natural disasters, monitoring in
  emergency situations, etc.)

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• Thank you