LOCAL NGOs CONTINGENCY PLAN

Transcription

1 LOCAL NGOs CONTINGENCY PLAN MYANMAR South East Asia Version No. (1.0) Contingency Plan for the period (May 2010-April2011) Contacts: Chair of Activating Body Myanmar Ceramic Society Room 21, Building 3, Pan Hlaing Housing, Pan Hlaing Quarter, Kyee Myin Daing Township, Yangon ,

2 CONTENT 1.0 EXECUTIVE SUMMARY HAZARDS AND RISKS Context and Risk Analysis Socio-economic Context Emergencies Lessons learned from Cyclone Nargis SCENARIOS AND PLANNING ASSUMPTIONS Scenarios Planning Scenarios Planning Assumptions OBJECTIVES AND STRATEGIES Objectives Recommended Threshold to Effect the Contingency Plan Activation of Local NGOs Contingency Plan Operational criteria / triggers for a response Exit strategies Basic Principles Humanitarian Principles Operational Principles OVERALL MANAGEMENT AND COORDINATION ARRANGEMENTS Government of the Union of Myanmar (GoUM) Local NGO Contingency Plan Working Group Linkages between Local NGO Clusters, IASC/HCT Clusters and Government Ministries/Departments Protocols of Response Protocol of Response to Early Warning Protocol of Response during Emergency CONTACT DETAILS FOR CLUSTER LEAD ORGANISATIONS PREPAREDNESS ACTIONS Preparedness Actions General Preparedness Actions 13

3 7.2 Key Inter-Organization Services Information management Assessments Public Information Strategy Resource mobilization ANNEXES 15 ANNEX A Agriculture Sector Response Plan 16 ANNEX B Early Recovery (ER) Sector Response Plan 21 ANNEX C Education Sector Response Plan 26 ANNEX D Emergency Shelter Sector Response Plan 32 ANNEX E Food and Nutrition Sector Response Plan 38 ANNEX F Health Sector Response Plan 42 ANNEX G Protection Sector Response Plan 49 ANNEX H WASH Sector Response Plan 52 ANNEX I Acronyms and Abbreviations 59

4 1.0 Executive Summary The 2008 cyclone Nargis gave rise to the need for increased preparedness for and response to disasters in Myanmar. In the event that large numbers of people are affected, it is important that the activities of all the humanitarian organizations are done in a coordinated approach. Therefore, the Local NGOs in Myanmar has organised themselves to work hand in hand with government and the people of Myanmar in preparing for and responding to any of the potential natural hazards that may affect Myanmar. This Contingency Plan (CP) is a detailed outline of the common analysis, preparedness planning and response measures that the Local NGOs identified. The main goal of the CP is to mitigate the impact of disasters and save as many lives as possible from preventable causes. Some lessons learnt from the cyclone Nargis response are identified that will assisted in developing the preparedness and response actions. The Plan focuses on natural disasters and the two non-specific scenarios that are based on the caseload and location of the affected population. The CP is activated for affected populations that are more than 5,000 if it is in rural areas; and 20,000 in urban areas. The CP doesn t need to be activated if the organizations that already exist in the affected are can handle the response even if the case load level has been reached. This Local NGO Contingency Plan aims to complement the IASC Contingency Plan to ensure the preparedness and response activities of the International and Local Humanitarian Organizations are well-coordinated. The Local NGOs Contingency Plan Working Group (CPWG) adapted the cluster approach of IASC and 8 cluster/sectors are formed in Local NGO CP. As such, cluster lead organizations have been identified and these will coordinate with the different humanitarian organizations to support local communities and respective government line ministries in preparedness and response. Some protocols of response to early warning and the emergency phase are identified at the organization and inter-organizational level. The document goes into detail to explain the detailed preparedness and response plans that have been agreed on at the cluster level. The sector preparedness and response plans of Local NGOs CP are based on what Local NGOs could do realistically with their own strengths and within their capacities. Therefore it couldn't cover the whole country at the multi-disaster at the same time. The clusters also identify organizations that work in that sector who are potential stakeholders during an emergency. The detailed sector response plans are found in the ANNEX to this document. The effort of the Local NGOs Contingency Planning Working Group (CPWG) in preparing this document is worth recognising. This effort was facilitated by the Local Resource Centre (LRC) in close cooperation and support from UNOCHA (Myanmar). 2.0 Hazards and Risks 2.1 Context and Risk Analysis Socio-economic Context A UNDP 1 (2004) household survey, conducted in collaboration with the Central Statistics Office, revealed that more than thirty percent of the population lives below the poverty line. The UNDP/Central Statistics Office/UNOPS Integrated Household Living Conditions Survey in Myanmar 1

5 increase of percent in food prices has had a serious effect, particularly on the rural poor whose expenditures on food comprise 76 percent of the total consumption budget. There has been accelerating impoverishment and impaired ability of social service provision structures to address the essential needs of the general population over the years. As the socio-economic situation of the population continues to depreciate, their capacity to cope with disasters may be compromised. 2.2 Emergencies The general assessment of risks and levels of vulnerability to specific hazards should be based on the kind of hazard and the geographical coverage of the concerned hazard given the exposure of vulnerable elements and coping capacity. Natural hazards such as floods, droughts, cyclones, bush and urban fires are common in Myanmar. Historical information shows that these hazards have the potential of impacting the communities within their geographical domains. Secondly, risk is determined by the vulnerability contributing factors for Myanmar e.g. for povertylevel people who are in a depressed state are less able to recover; therefore the level of risk would likely be higher for vulnerable groups. Hazard Potential area of impact Flood Northwest parts close to the Himalayas. The plain areas between the Northern and Western mountains where the Chindwin River, Ayeyarwady River, Sittoung River and Thanlwin River pass. Many parts of the country during the heavy monsoon rains, different flood scales. Cyclonic Areas along the Myanmar coastline of about 2400 km because of its location storms on the western part of Indochina peninsular (latitudes 9 30 to North and longitudes to East) with the severe cyclone famous Bay of Bengal in the Indian Ocean being on the Western side. The Bay of Bengal has two cyclone seasons: April to May and September to November. Ayeyarwady division in the Delta region Fires and Drought Rakhine and Tanintharyi Coasts Often, the end of the dry phase of the Southeast Asian monsoon (March-May) finds numerous countries facing a crippling drought. In the face of such dry conditions, both natural and human-caused fires become more likely. The fire hazard prone areas are Magwe, Mandalay, Sagiang, Yangon, Bago and Ayeyarwady. Earthquakes Myanmar encounters many earthquakes because the Alphide-Himalayan earthquake belt passes from North to South across the country. Since 1900, there have been 8 strong earthquakes, the deadliest occurred in the Bago area in 1930, taking over 500 lives. The need for mitigation, preparedness, response and recovery measures for possible moderate to high risk natural disasters in the country should be seriously considered. There is a need to strengthen the limited capacity within current national disaster management structures in Myanmar in order to provide effective and efficient response to impacts of disasters so as to reduce the levels of risk. Regarding the Human influenza pandemic (H1N1), the Local NGOs will be guided by the Government on how to response. 2

6 2.3 Lessons learned from Cyclone Nargis On disaster 1. Knowledge and preparedness in disaster, early warning system, are low or lacking 2. Local community response to the alert system was not very serious and prompt but for rescue and recovery stage their efforts and performance was remarkable. On early recovery efforts (immediately after the cyclone strike) 1. Information sharing was weak or lacking 2. Due to weak or lack of coordination, there were unnecessary overlaps or gaps in response and coverage 3. need assessment is lacking or inappropriate Coordination with authority, the role of authority 1. the trust between humanitarian organizations and authority was low (at least initially) 2. the necessary legal and administrative arrangement was not as quick as it should be, that hinder response activities On other civil society actors 1. Role of national actors should be recognized On community 1. Community participation was very good for working with local NGO community but low when working with international community, i.e., can't properly imply principle of participatory community approach 2. Indigenous knowledge was not acknowledged properly 3. Local capacity was not properly encouraged and built up On donors 1. The trust is low between the international donor community and local implementing organizations. There was low funding for local NGO community from the international donor community. 2. Weak in identifying the possible or available financial and other resources Sustainability 1. No proper system for evaluation of performance of the organizations 2. Accountability is generally high according to local standard but need to adjust to fit with international standard 3. Sustainability of infrastructure or relief items (eg. shelter, etc) is questionable Protection Issues 1. Lacking proper protection arrangement or guideline 3

7 3.0 Scenarios and Planning Assumptions 3.1 Scenarios As shown in the previous chapter, Myanmar is a disaster prone country exposed to many types of hazards such as earthquake, floods, fires, cyclones, epidemics, droughts, human made, crop failure, vermin and tsunamis. Looking at the above, the Local NGO Contingency Planning Working Group (CPWG) agreed that for the purposes of planning adequate disaster responses in the context of Myanmar, the humanitarian community and different clusters/leads would select two, non-specific scenarios, differentiated by size and location of the affected population. Therefore, the following scenarios were developed and should be planned for: Planning Scenarios 1. The Local NGO Contingency Plan (CP) will focus on Natural Disasters 2. A disaster causing emergency humanitarian needs for populations greater than 5,000 affected and in need of support in rural areas 3. A disaster causing emergency humanitarian needs for populations greater than 20,000 affected and in need of support in urban areas Following consultation among the LNGO-CP activating body, if the organizations that already exist in the affected area can handle the response even if the case load level has been reached, Local NGO CP doesn't need to be activated. 3.2 Planning Assumptions In the case of natural disasters: o Displacement is highly likely to occur o Priority needs: shelter, food, water and sanitation, nutrition, livelihoods, protection, health (incl. Reproductive Health), NFIs and emergency education support, psychosocial support o Transport and communication equipment is important for Local NGOs o Access to remote areas and evacuations of beneficiaries will be very difficult and risky o Grassroots early warning systems are currently weak o Possible need for safety and security measures for staff o Response impacted by Government policy on access, bringing in equipment, etc. Learning from the response to cyclone Nargis, it must also be recognised that there are existing local capacities (monasteries, professional groups, private groups, private individuals, etc) that could be available to assist in providing a response. 4.0 Objectives and Strategies 4.1 Objectives Overall goal: To mitigate the impact of disasters and save as many lives as possible from preventable causes. The purpose of the plan is to ensure that effective and timely humanitarian assistance is provided to people in need, and to facilitate early recovery activities. 4

8 Objectives: - To provide the framework for a coordinated approach of Local NGOs to work in emergency situation and to support a timely response with optimal use of available resources and logistical strength. - Not to replace Contingency Plans of individual organizations and government, but (should) aim to complement these and ensure that the overall response is coordinated and effective. This Contingency Plan seeks to complement local authorities' efforts to respond to emergencies. 4.2 Recommended Threshold to Effect the Contingency Plan Activation of Local NGOs Contingency Plan The Local NGOs Contingency Plan Activating body is composed of representatives from 8 different sectors namely: - U Khin Mg Latt from Metta Development Foundation (Agriculture) - Daw Myat The Thit Sar from Nargis Action Group (Food & Nutrition) - Dr Myo Thant Tyn from Myanmar Ceramic Society (Early Recovery) - Dr Moe Thauk from Border Area Development Association (Health) - U Yadana from Brave Heart Foundation (Education) - U Billy Kan Myat from Thingaha Gender Working Group (Protection) - U Tin Oo from Myanmar Health Assistant Association (WASH) - U Kan Aung from Swan Yee Development Foundation ( Shelter) The term of Local NGOs Contingency Plan Activating body is one year and the membership should be renewed annually. Dr Myo Thant Tyn from Myanmar Ceramic Society is the First Chair of the Local NGOs Contingency Plan Activating body. The chair of the activating body will be rotating and it will alternate annually. The Local NGOs Contingency Plan (CP) will be activated by the chair if 5 out of 8 members of Local NGOs CP activating body agreed if the above mentioned case loads level has reached in emergency situation. Following consultation among the LNGO-CP activating body, if the organizations that already exist in the affected area can handle the response although the case load level has been reached, Local NGO CP doesn't need to be activated. The chair of activating body will continuously monitor and evaluate the situation with the support of activating body and, if deemed necessary, recommend to the UN Humanitarian and Residence Coordinator (HC/RC) that an emergency be declared. 4.3 Operational criteria / triggers for a response The essential criteria or conditions for Local NGOs response are: - If Local NGOs within the community do not have enough capacity to meet the needs on their own (OR/AND) - If the local authorities have requested for intervention and the affected case load is met 5

9 4.4 Exit strategies An assessment would be carried out and if the finding of the assessment indicate clearly that the community will be returned to the pre disaster level then the organization can exit Basic Principles Humanitarian Principles The humanitarian community in Myanmar will strive towards the internationally accepted Humanitarian Charter and Minimum Standards; The humanitarian community also commits itself to the observance of internationally agreed protocols and the Red Cross Code of Conduct; Underlying factors of quality and accountability in aid delivery will be considered and implemented to the extend possible. Emergency response will ensure mainstreaming of disaster risk reduction, gender, age, protection and HIV/AIDS Operational Principles Special attention will be devoted to particularly vulnerable populations specific to each context and to those who help others. Strategic and operational responses will be jointly planned and implemented by all concerned stakeholders. A specific set of recommended actions will be developed to assist host communities in coping with the emergency, and protected from abuse and any other form of exploitation. Safety and security of humanitarian workers will be of the utmost concern of the humanitarian community. 6

10 5.0 Overall Management and Coordination Arrangements As far as possible, the Plan seeks to organise the humanitarian community to work hand in hand with the Government to respond to emergencies in a coordinated manner. Therefore, it is important to know the existing coordination structures in Government and how the humanitarian community can link with the structures to provide the necessary support. It is also important to know and understand the existing structures and entities among the humanitarian stakeholders. 5.1 Government of the Union of Myanmar (GoUM) National Preparedness and Response Mechanisms The National Disaster Preparedness Central Committee (NDPCC) was formed in 2005 under the Chairmanship of the Prime Minister with the following objectives: to prevent or mitigate loss of human lives to prevent or mitigate losses in settlement and property of the people to prevent or mitigate losses in State property The Secretary (1) of the State Peace and Development Council acts as Vice Chairman of the Central Committee for National Disaster Prevention, made up of 37 members who are concerned Ministers, Chairmen of the State/Division Peace and Development Councils, and Mayors of Yangon and Mandalay with a total of 37 members. The Secretary of the NPDCC is also the Minister of Social Welfare, Relief and Resettlement. He would therefore be the focal point for communication in relation to emergencies. However, the Chairperson will have to be copied in all correspondence. It will be encouraged for stakeholders to know the local level structure. 7

11 National Disaster Preparedness Central Committee Chairman: Prime Minister Disaster Preparedness Management Working Committee Chairman: Secretary (I) Ten Sub-Committees Chairman Information and Education : Minister, Information Emergency Communication : Minister, Communication, Posts & Telegraphs Search and Rescue : Minister of Transport Information of losses and Emergency Assistance : Minister, Commerce Assessment of Losses Minister, National Races and Development Affairs Clearing Ways and Transportation : Minister, Rail Transport Mitigation and establishment of Emergency Shelter : Minister, Cooperative Health : Minister, Health Rehabilitation and Reconstruction : Minister, Social Welfare, Relief and Resettlement Security : Minister, Home Affairs 5.2 Local NGO Contingency Plan Working Group Agriculture Early recovery Education Emergency Shelter Food & Nutrition Health Protection WASH MDF/DM/AMMT/ECLOF/LA/AHIC/NAG/MBC/MTM/BL KWAG/REAM/MCS/MIDA/REAM/RCA/KWAG/MTM/ECLOF/MNN/FREDA/BANCA LA/BDA/BHF/RM/CCF SDF/AYO/CAD/MCFT/YMCA(P)/STH NAG/ECLOF/MHAA/BHF/MIDA MCHWSA/BDA/MHAA/MCS/KWAG/MA/CCF/MEED/MTM/PTE/CPK/YM TGWG/NGO GG/KBC/MBC/MCC/SSKBMS/MCFT/EDEN/CFM/KWAG/SVS MHAA/SVS/REAM/EKTA/MCFT/AHIC/MCS Coordination Chair of Activating Body + 7 In addition, Clusters have the liberty to create sub-clusters or working groups such as Child Protection under the Protection Cluster, Women s Protection under Protection Cluster and HIV/ AIDS under the Health Cluster and Sexual-Reproductive Health also under the Health Cluster. 5.3 Linkages between Local NGO Clusters, IASC/HCT Clusters and Government Ministries/Departments Based on the Cyclone Nargis response, the following linkages with Government Ministries were adopted. 8

12 Cluster / Sector Local NGO Cluster Lead and Co-lead IASC/HCT Cluster Lead Respective Government body(ies) Agriculture MDF and DM FAO Ministry of Agriculture Early recovery KWAG and REAM UNDP Ministry of Social Welfare, Relief and Resettlement / GAD Education LA and BDA UNICEF and Save the Ministry of Education Children Emergency Shelter SDF and AYO IFRC / UNHCR General Administration Department (GAD) Food and Nutrition NAG and ECLOF WFP NATALA, Min of Social Welfare & Commerce Health MCHWSA and BDA WHO and Merlin Ministry of Health Protection TGH and NGO GG UNHCR Ministry of Social Welfare, Relief and Resettlement WASH MHAA and SVS UNICEF Department of Development Affair (DDA) Coordination Chair of Activating Body RC/HC Office / OCHA Ministry of Social Welfare, Relief and Resettlement 5.4 Protocols of Response These protocols include what should be done in case of a large disaster. For different levels of emergencies, the Local NGOs should modulate their response accordingly Protocol of Response to Early Warning At the organization level, immediately upon receipt of a warning of an imminent threat (e.g. cyclone/storm surge, flood etc), OCHA and or the heads of organizations will: 1) Contact the Local NGOs CP Activating Body and other principal partner organizations to: - confirm the threat - obtain additional information to verify facts - coordinate preparatory actions - activate existing organization emergency teams 2) Contact any organization staff in the areas concerned, preferably the emergency focal point to: - exchange information - arrange for them to take appropriate precautions for their own safety and the protection of facilities and properties (communications, vehicles, stocks) of the organization to the extent possible - agree on arrangements for initial on-the-spot assessment or investigation - assess and report if or when an emergency does occur - ensure all assessments (rapid or otherwise) are inclusive of the cross-cutting issues referenced above (DRR, gender, age, protection, HIV/AIDS, etc) 3) Put all necessary organization staff on standby for response. 4) Check the readiness of telecommunications, logistics and information management systems. 5) Assemble basic information on the threatened areas and up-to-date information on transport and stocks of organization supplies. At the inter-organization level, the Local NGOs CP Activating Body, upon receipt of the warning, will: 9

13 1) Alert UNOCHA/Office of the HC/RC 2) Where possible, communicate with local authorities to gather their understanding of the situation and offer the support of the humanitarian community. 3) Inform all Heads of Local NGOs in the country about the imminent threat and ask to share any other relevant information obtained by them from the local authorities and the field. 4) Ask the Heads of Local NGOs for periodic updates on the actions taken by their respective organizations in response to the warning. 5) Inform the Cluster Leads about the eminent threat and ask to share any relevant information obtained by them from their diverse counterparts. 6) As deemed necessary, convene a meeting of Local NGOs in country to discuss and define the appropriate inter-organization contingency response and phased interventions, including resource requirements, in anticipation of a disaster scenario Protocol of Response during Emergency At the organization level, during a declared emergency, the heads of Local NGOs will: 1) In collaboration with the Chair of the Local NGOs CP Activating Body, declare the situation an emergency and activate contingency plan and emergency procedures. 2) Establish the situation and safety status of organization staff. 3) Report periodically the emergency situation as it develops (situation report) to the Chair of the Local NGOs CP Activating Body. The first report should provide available information about the emergency situation, indicate next steps, advice what assistance is urgently needed, define how to maintain contact, and decide when the next report is to be expected. The Local NGOs with existing field presences in the affected areas will be crucial in providing advice on the operational situation, local responses etc. 4) Keep the Cluster Leads updated on progress for each sector that one is responding in. 5) Monitor the performance of staff with respect to their assigned emergency response roles and responsibilities. Pay special attention to stress and fatigue and establish and maintain a work schedule. 6) In collaboration with the Chair of the Local NGOs CP Activating Body, undertake assessments, write and submit proposals for inclusion in the flash appeal or consolidated appeals, ensuring the coherence and focus of phased interventions. 7) Manage technical and financial inputs relating to emergency response operations. Assign additional resources to support the operation as necessary and available. 8) Follow up constantly for any immediate support needed from organization main office, and ensure that the Chair of the Local NGOs CP Activating Body is constantly updated on progress and constraints in emergency response interventions. At the inter-organization level, the Chair of the Local NGOs CP Activating Body, during a declared emergency, will: 1) Request any necessary assistance from the local authorities 2) Declare the situation an emergency and re-activate Local NGOs Contingency Plan and the standing emergency procedures in consultation with the members of the the Local NGOs CP Activating Body 3) Report the emergency immediately to the UNOCHA/Office of the HC/RC 4) Keep as close coordination as possible with local authorities and gather information available from them. Inform them that the Local NGOs has initiated a disaster response plan. 5) Activate the emergency operations procedures and call a Local NGOs meeting immediately. 10

14 6) Monitor the performance of organizations, clusters and staff with respect to their assigned emergency response roles and responsibilities. Pay special attention to stress and fatigue and establish and maintain a work schedule. 7) Manage technical and financial inputs relating to emergency response operations. Assign additional resources to support the operation as necessary and available. 8) Regularly brief all stakeholders on the status of response operations. 9) In collaboration with the Local NGOs, coordinate with the Government focal organization, international organizations, donor communities and civil society. 10) In collaboration with the Local NGOs and IASC/HCT organizations, mobilize emergency funds through various channels, including CERF and Flash Appeal if the disaster is large enough. 11) In collaboration with the Local NGOs and IASC/HCT organizations, facilitate the conduct of joint emergency assessments 11

15 6.0 Contact details for Cluster Lead Organisations 1 Agriculture U Khin Maung Latt Metta Development Foundation Lattkhinmaung1@gmail.com 2 Early Recovery Dr Myo Thant Tyn Chair of Local NGOs CP Activating Body Myanmar Ceramic Society myotyn@gmail.com 3 Education U Ye Htut Loka Alinn koyae.la@gmail.com 4 Emergency Shelter U Kan Aung Swanyee Development Foundatoin , kanaung@gmail.com 5 Food and Nutrition U Bobby Network Activities Group ceo@nagmyanmar.org 6 Health Dr. Tin Shwe Myanmar Christian Health Workers' Services Association(MCHWSA) drtinshwe@gmail.com 7 Protection U Billy Khan Myat Thingaha Gender Group newthingaha@gmail.com 8 WASH U Tin Oo Myanmar Health Assistant Association mhaa.org.94@gmail.com 9 Coordination Dr Myo Thant Tyn Chair of Local NGOs CP Activating Body Myanmar Ceramic Society myotyn@gmail.com 12

16 7.0 Preparedness Actions 7.1 Preparedness Actions General Preparedness Actions 1) Ensure the development, implementation, review and continuous updating of the Local NGOs Contingency Plan in the light of current developments and concerns every six months Activating Body 2) Ensure the development, implementation and continuous updating of organization-specific emergency preparedness and disaster response plans - LNGOs 3) Upgrade the disaster management capacity of all staff involved in the emergency planning process Activating Body 4) Maintain high levels of staff awareness and emergency preparedness through regular referral to disaster management issues Activating Body 5) Keep communication channels and interaction alive with local authorities LNGOs 7.2 Key Inter-Organization Services Information management The Myanmar Information Management Unit (MIMU) ensures the maintenance of a set of key data and information products. In the event of an emergency, relevant products and services will be developed with a focus on the emergency-specific relief activities (contact list, meeting schedule, emergency-specific Who does What Where (3W) products, thematic and base maps, etc.) and disseminated to humanitarian actors involved in the relief efforts. Customized products may be developed according to stakeholders needs. The MIMU also promotes standards among the humanitarian community. The responsibility for ensuring appropriate information management (IM) needed for an effective and coordinated intra- sector response rests with the Sector Lead Organization while the MIMU is responsible for the inter-sector response. In the event of an emergency, the MIMU will support the coordination of relief efforts with information management products and services meeting stakeholders needs, with a view to avoid gaps and duplications and to support timely decision-making and analysis. The responsibility for ensuring adequate IM processes and systems to support effective sector coordination rests with the sector lead. The sector lead or sector IM focal point, if one has been appointed, is expected to work closely with MIMU staff on developing information management arrangements to support and monitor the overall humanitarian response. Sector leads/im focal points will work with the MIMU to establish the systems and processes needed for effective information sharing with sector partners related to humanitarian contact lists, meeting schedules, who does what where information, needs analysis, gap analysis, etc In order to ensure a comprehensive overview of the Sector members activities is available to support planning and gap analysis, Sectors should ensure that systems for activity tracking are in place. In the early stages of an emergency response, information collected may be imprecise but should become more detailed as the response progresses. 13

17 Mechanisms for data collection and collation at the country level should be established. In establishing this mechanism the following should be taken into consideration: Who will collect primary data? Where will data be aggregated? How often will data be updated? Who will collate aggregate data? Assessments Local NGOs will use the existing tools with different clusters and working groups Public Information Strategy Activating Body will collect the information and disseminate it when appropriate Resource mobilization Activating Body will mobilize the resources. In addition, depending on the magnitude of the disaster, there are several options of resource mobilization that include IASC/HCT Flash Appeals, Central Emergency Response Funds CERF (rapid response window, loan facility), Consolidated Appeals Process, portions of resources from Long Standing Funding Arrangement by most UN Organizations, INGOs and Red Cross partners, Individual organization appeals. 14

18 8.0 Annexes All Annexes are in a separate document that accompanies this Plan. The contents of the Annexes are outlined: Annex A: Agriculture Sector Response Plan Annex B: Early Recovery (ER) Sector Response Plan Annex C: Education Sector Response Plan Annex D: Emergency Shelter Sector Response Plan Annex E: Food and Nutrition Sector Response Plan Annex F: Health Sector Response Plan Annex G: Protection Sector Response Plan Annex H: WASH Sector Response Plan Annex I: Acronyms and Abbreviations 15

19 ANNEX A: AGRICULTURE SECTOR RESPONSE PLAN (Assuming a caseload of approximately 5000 in the rural and in the urban area individuals affected) 1. Objective Long time food insecurity due to loss of productive assets and opportunities in affected areas is reduced via coordinated and supported timely and appropriate agriculture response with particular attention to most capable stake holder such as land owner, farmer and causal worker. 2. Preparedness and Capacity-building Activities Preparedness Activities Activities to Prepare for an Emergency To establish the Agricultural based line data assessment coordinating with UN, Government Agencies, LNGOs and INGOs. Encourage Stakeholder participation for their role and involvement. Capacity building for Agricultural technology, post-harvest technology, post-disaster cultivating technology. D R R awareness focusing Agriculture Risk area assessment Identification of existing LNGOs and INGOs and their activities in that area Encourage cooperation within community. Set up storage facilities / seed bank coordinating with the existing agencies if it is possible or main streaming in the activities of LNGOs of Agric. Sector. Establish Farmer bank / Loan or Grant system coordinating with existing agencies if it is possible or mainstreaming in the activities of LNGOs of Agric. Sector Set up information system for Agriculture disaster and taking action for necessary support and coordination Organize technical experts / team Coordination with Agricultural agency Agency(ies) responsible UN, Gov. Agency, LNGOs and INGOs Gov. agency,lngos of Agric.sector, FAOand WFP Gov. agency, LNGOs of Agric. Sector, FAO and FSWG LNGOs of Agric. Sector and INGOs LNGOs of Agric. Sector and INGOs LNGOs of Agric. sector LNGOs of Agric. sector LNGOs of Agric. Sector and FSWG LNGOs of Agric. Sector and FSWG LNGOs of Agric. Sector and FSWG LNGOs of Agric. Sector and FSWG LNGOs of Agric. Sector and FSWG Timeline 1 week after emergency 1 week after emergency On going Not later than 1 month after emergency On going On going On going On going On going On going On going On going On going 16

20 3. Emergency Response Activities to meet the needs of the affected population Agency(ies) responsible Timeline Emergency Response Team (National & Local Level) GOV / UN 36 hrs Setup information system MIMU / LRC / OCHA/ LNGOs / 48 hrs CBOs Assessment and analysis by Cluster (Agri technical team) MAS / CBOs / ERT 15days Draw up action plan ERT/ CBOs/ Just after LNGOs Assessment Coordination with UN/INGOs/LNGOs OCHA / ERT / 1 month Set up beneficiaries Selection mechanism ERT/ LNGOs/ CBOs 1 month Logistic system FAO / WFP / ERT 1 month Technical support by team after team ERT / LNGO/ MNN 1 month Crops circle management with LNGOs, MAS, awareness on sustainable environment FAO, FSWG 2months To substitute new type of crops if necessary LNGOs, MAS, FAO, FSWG 1month Coordinate with farmer bank ( Agri Loan or Grant ) Risk management 4. Operational Constraints Land tenure rule or regulation To get technical team with sufficient capacity Official approval Proper financial Management (Bank) Seasonal issues Collecting quality of seeds and Agri related material timely Technical Problem( Handling of Machinery ) Expertise Fertilizer Pest Control 5. Responsibilities and Authorities Regional and local authorities 6. Additional Personnel Requirements Technical agronomist (resource org.; FAO/MAS/ FSWG ) Mechanical Team Irrigation experts (resource org.; DOI) Logistic (resource org.; WFP / FAO) 7. Additional Material and Financial Requirements LNGOs of Agric. Sector and other existing agencies ERT/ LNGOs and CBOs 3 months Through out process of emergency response 17

21 - DRR Awareness Training (TOT) - Risk Area Assessment Training & Assessment Survey - Capacity building for Agricultural Technologies.. 8. Responsibilities and key organization Governmental Line ministries MAS International organization International NGOs CBOs of beneficiary communities UN FAO Agri related LNGOs 18

22 ANNEX: Emergency Focal Point Contact List for Agriculture Agency/Org Focal Point (Name) Title Office Number Mobile Phone Number Address Sectors Mitta Development Foundation U Khin Maung Latt Branch Office Coordinator Taunggyi Yangon lattkhinmaung1@ gmail.com Dear Myanmar Organization U Nyan Lin Co-Lead Yangon myanmarorganic@gmail.com AHIC Yan Aung Htay Member wrtcmyan@gmail.com FSWG Dr. Ohnmar Khing Member (Ext-403) Fswg.coordnator@gmail.com ECLOF Member myeclof@gmail.com Myittamon Foundation Daw Aye Aye San Member MD newmtmayeayesan@gmail.co m Network Activities (NAG) U Bobby Member info@myanmaregress.org Aye Mya Myitta U Hpone Maw Swe Member hponemawswe@gmail.com 19

23 Better Life U Han Zar Maung Member info@betterlifemm.co.cc Myanmar Baptist Convention Member wrtcmyan@gmail.com 20

24 ANNEX B: EARLY RECOVERY (ER) SECTOR RESPONSE PLAN (Assuming a caseload of approximately village 5000, Tsp level 20,000 individuals affected) 1. Objectives 1. Facilitating the transition from disaster response to early recovery and lay foundation of a transformation process that integrates risk reduction at the early recovery stage. 2. Provide early recovery opportunities to affected populations without any discrimination of any kind of religion, race, sex, age, disability or other status and ensure the inclusiveness of most vulnerable groups such as displaced persons, single headed households, women, children, the elderly, persons with disabilities or with long-term or chronic illnesses such as HIV/AIDS. 3. Through networking together with LNGO, INGO, UN organizations and government entities, integrating capacities, resources and experiences to devote our work for people in early recovery stage. 4. Capacity building for community in emergencies and disaster risk reduction (DRR) education along with focusing on mainstreaming disaster risks into development planning. The following operational steps are recommended: Immediate re-build of communications and transportation for enforcing early recovery activities (providing CDMA phones, rebuild roads and bridges for transportation, ensure the vehicles to be used in operation) Provide psychosocial support and trauma management assistance to affected population and their communities along with early recovery stages. Ensure the affected population are fully informed, consulted and can participate in decision-making related to the rehabilitation of livelihoods. Individual or specialized agencies to responsible for monitoring and collecting information on livestock and human disease outbreaks during early recovery stage. Paying particular attention to women, and groups of persons with special protection needs, in order to protect them against trafficking, forced prostitution, or other forms of abuses. Ensure that persons with disabilities or long-term or chronic illnesses such as HIV/AIDS have full and free access to employment and training opportunities without discrimination of any kind. Ensure that international standards on health, safety and environment are applied in all efforts in rehabilitation stages. Ensure that human rights abuses and forced labor are not taken place in carrying out early recovery activities. 21

25 2. Preparedness and Capacity-Building Preparedness Activities line Activities to prepare for an emergency Training and Capacity Building of the community members on Development of Disaster Management Plan Sharing of information to the community on various disaster situations Participatory risk assessment that incorporates considerations on mainstreaming Age, Gender and Diversity, Do No Harm, Protection and Human Rights in Emergencies in all assessment/monitoring tools Formation of inclusive social support groups in the communities Training and capacity building of carpenters and artisans in construction of multi-hazard resistant features Develop guidelines/resource kits for strengthening of damage structures and reconstruction of destroyed structures with multihazard resistant features Assist diversification of livelihood production systems (agriculture, fisheries, vocations) making them more resilient to environmental risks (storms, floods, drought) Help households to improve savings in order to ensure availability of funds during and following emergencies and Note : Implementation of Micro-finance program, To open bank accounts at town Establish storm resistant grain silos, seed storage, and refuge for farm animals in the case of storms and floods Establish secure sites for safe storage of boats, farm tools and equipment in case of storm or flood Enable communities and care givers to address the psychological needs of disaster survivors Anti-trafficking intervention Establish linkages for psychosocial referrals Ensure interaction / involvement of government and local authorities Establish proper information transmission channels for dissemination Prepositioning of emergency equipment (eg, flashlights, solar panels) Establish a clear logistics accessibility plan ( developing local maps, GPS, list of materials for rescue boat, signboards at dangerous areas, etc,) Asses the resistance of infrastructure like roads and bridges Environment awareness and mangrove cultivation Agency(ies) Responsible/Activa tor RCA RCA Thingaha NGO GG Myit Ta Mon MIDA RCA MIDA Myit Ta Mon MCS MIDA KWAG MCS MTM RCA MIDA RCA MTM KWAG MTM MTM All agencies All agencies RCA MIDA REAM RCA MIDA RCA/MIDA RCA FREDA REAM BANCA MTM, Spectrum, MEG Time line 22

26 3. Emergency Response Response Activities Activities to meet the needs of the affected population 1. Facilitate coordination activities/meetings with UN partners, government, and NGOs in affected areas 2. Facilitate a rapid needs assessment for affected areas working closely with all main actors (include questions around information wanted; ways to receive information; ways to participate in decision making, preferred complaints handling procedures) 3. Procure and provide water purification solution and emergency potable water supply 4. Procure and provide basic food and other immediate needs including for setting up of temporary shelters in consultation with other clusters and ensuring that vulnerable groups can access services and are actively involved in identifying shelter needs 5. Set up of appropriate temporary shelters at various locations providing basic support to the affected populations especially vulnerable individuals Temporarily reconstruct vital damaged public infrastructures to facilitate emergency response. Facilitate implementation of traditional coping mechanisms and provide additional psychosocial support to affected persons Ensure access to emergency medical care and ensure drugs are available to meet chronic health needs of older persons and persons with disabilities Provide refresher public awareness on rapid and effective response to disaster (look at systems for information flows about disaster response, warning systems etc) Ensure separated families are quickly reunited and orphans re-united to relatives and guardians; protect the most vulnerable from possible exploitation ( prevention of humantrafficking) Regular follow up assessment to ensure affected men and women have access to all basic needs and survival requirements post disaster Assist with re-supply of key livelihood production assets,tools and, equipment for women and men so that recovery efforts can begin as soon as possible -agree protocols and other guidance on livelihoods responses (linked to international standards and in discussion with other clusters), Ensure inclusion of older persons and persons with disabilities in livelihood interventions Take active measures to re-build and rehabilitate both formal and non-formal trades and sources of livelihood damaged and disrupted by the disaster; replace lost and damaged assets and equipment. Devise community-based strategies to ensure that all sectors of the affected population are fully informed, consulted and can participate in decision-making related to the rehabilitation of disrupted livelihoods and re-training options, while paying particular attention to women, and groups of persons with special protection needs, in order to protect them against trafficking, forced prostitution, or other abusive and dangerous sources of income. Ensure that persons with disabilities or long-term or chronic illnesses such as HIV/AIDS have full and free access to employment and training opportunities without discrimination of any kind. Ensure that training programmes do not reinforce existing social or stereotypical gender divisions of labour which push women and social, economic, ethnic, religious or racial minority groups into the least desirable jobs with the lowest pay and poorest working conditions. Ensure that international standards on health, safety and environment to imply in all activities MNN MNN Agency(ies) WASH group, MHA NAG MNN Ar Yone Oo Myitta Ar Yone Oo MTM MHA, MCC RCA KWAG Thingaha Brave Heart Brave heart Eclof KWAG MHA Yadana Myitta MTM Pyi Gyi Khin Brave Heart RCA REAM 23

27 Operational Constraints - Funding availability and sustainability would prevent the operation process in early recovery stage - Unfavorable situation on the status of local organizations ( e.g- registration) - The geographic location of the villages along with logistic issues might affect the operation efforts. - Damage of the infrastructure and communications may affect timely support to the affected populations 5. Responsibilities and key organizations There is a need of responsible agencies and activators to coordinate in all aspects including transportation, food, shelter and health. Coordination and information sharing 6. Additional Personnel Requirements, Material and Financial Requirements Based on initial assessments, the need for additional manpower will be determined. Additional requirement of telephones, vehicles and other logistic supports are required for the same. Flexibility would be required from participating agencies to deploy additional staff and resources to affected areas. 7. Collaborative Partners NDPCC and relevant government ministries at various levels, OCHA, ASEAN, UN organizations, IOM, ILO and INGOs present in the township and local NGOs with support from government ministries like Ministry of Education, Ministry of health, Ministry of Social Welfare and Relief and Resettlement. Contact List Agency/Org Focal Point Title Office number Cell phone number address KWAG Susanna General Secretary kwagkwag@gmail.com KWAG Dr. Sein Project Hla Kyaw Consultant sh.sh.kyaw@gmail.com Myittamon Aye Aye Managing San Director newmtmayeayesan@gmail.com REAM U Latt CEC / RCA U Mg Mg Vice Thein Pe Chairman MIDA U Min Swe Vice Chairman ex.267 myanma.ida@gmail.com MCS U Tun Admin Aung Officer

28 Early Recovery Plan Working Group members 1. Susanna/Dr. Sein Hla Kyaw (KWAG Lead) 2. U Latt ( REAM Co-Lead) 3. Dr. Myo Thant Tin / U Htun Aung ( MCS - Member) 4. Daw Aye Aye San ( Myittamon Member) 5. U Maung Maung Thein Pe ( RCA Member) 6. U Min Swe ( Myanma Integrate Development Association- Member) The ER working group met ( 6 ) times and working on the Early Recovery Contingency Plan to be developed. 25

29 ANNEX C: EDUCATION SECTOR RESPONSE PLAN (Assuming a caseload of approximately XXXXX TO XXXXX individuals affected) 1. Education Cluster goals/objectives 1 Cluster Goal The goal of the Education Cluster is to: Strengthen system-wide preparedness and technical capacity to respond to local humanitarian emergencies including the early recovery phase, and cooperatively reconstruct the educational status to be recovered as before the disaster effectively and efficiently including capacity building, awareness and operational support. 2. Specific objectives are to: I. To promote increased level of understanding of the key role of education as part of a first phases humanitarian response to all major new emergencies, subsequent phases of response and early recovery.( IASC ) II. III. IV. To coordinate and collaborate to strengthen education in DRR efforts and in emergency preparedness planning of respect agencies and gov: authority. ( IASC ) To provide emergency affected school children and youth with educational activities that meet their needs and interests. To increase and upgrade capacity of teachers, educator s, and respective persons, groups or agency to deliver quality education. V. To promote community awareness and participation in the area of education in affected area. VI. VII. VIII. IX. To ensure access to safe learning space & environment and provide for children daily basic needs during schooling. To prepare and introduce lesson on school-based drr at the primary and secondary schools. To maximize funding opportunities for emergency education work. (IASC) To collaborate with other clusters to ensure inter-sect oral collaboration and consistency of approaches. ( IASC ) 3. Activities planed a. Partners mapping and need assessment b. School building ( temporary & permanent ) c. Psycho-social support for children and youth d. School feeding ( nutrition) e. School-based DRR f. Teaching aids ( teaching/ learning materials) g. Training and CB for teachers and educators h. Community involvement and participation i. Protection issue for children 26

30 j. Coordination and cooperation among agencies k. Non formal and informal l. Planning and strategy development ( IASC ) m. Advocacy and resource mobilization (IASC) 4. Preparedness and Capacity-Building ACTIVITIES TO PREPARE LOCAL INGOs/UN TIMELINE 1) Partner Mapping & Assessment 1.1 Mapping and identifying key partners with expertise in education in emergencies, respecting their mandates and programme priorities. 1.2 Potential Disaster Mapping 1.3 Develop common Rapid Assessment tools with participation of key stakeholders All key partners TEO Save the Children, UNICEF & key INGOs MAY, JUNE ) Networking, Coordination & Collaboration 2.1 Networking and Coordination among the LNGOs and CBOs 2.2 Promote emergency preparedness activities for education, whilst also considering the needs for early recovery planning, as well as prevention and risk reduction concerns; 2.3 Ensure appropriate coordination with all humanitarian partners in Myanmar 2.4 Develop mechanisms for intra and inter cluster coordination and collaboration. All key partners TEO Save the Children, UNICEF & key INGOs Start MAY,JUNE ) Emergency Preparedness 3.1 Ensure adequate contingency planning and preparedness for the different types of emergencies; 3.2 Draft an action plan for medium and long-term capacity building for disaster risk reduction in education at national/ district and school level; with the support of IASC. 3.3 Financial Planning Budget Planning and Reserved Fund 3.4 Logistic Planning 3.4.a Assess market of materials needed by types and ensure development and dissemination of accessible, child friendly materials for children of different sex, age and abilities; 3.4.b Facilitate mapping of warehouses, transportations and communication mechanisms at townships. All key partners TEO Save the Children, UNICEF & key INGOs Start MAY,JUNE ) Training & Capacity Building 4.1 Take stock of various types of existing training manuals, modules, handouts etc; 4.2 Promote training of staff members and build the organizations capacity, for e.g. education in emergencies, community mobilization and children s participation; All key partners TEO Save the Children, UNICEF & key INGOs Start MAY,JUNE