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Final Inter Agency Contingency Plan ANNEX – Endorsed as of 13 February 2013
Inter-Agency Contingency Plan
Annex List
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Contact Lists
National Disaster Management Committee Decree
Local and Regional Donor Information
Cluster Leads Terms of Reference
Inter-Agency Standing Committee Terms of Reference
Humanitarian Country Team Terms of Reference
Inter-Cluster Coordination Group Terms of Reference
Emergency Task Force Terms of Reference
Information Management Network TOR
Provincial Focal Points Terms of Reference
Cluster Response Plans
Initial Information Guidance Note
Common Rapid Assessment Tool Review Template
Common Rapid Assessment Tool
Cluster Situation Report Input Template
Overall Situation Report Template
1
Annex 1: Contact Lists
Table 1: Inter Agency Standing Committee Chairs
Name
Position
Minh Pham
Resident Coordinator of the UN
Prasith Dethphommatheth
Deputy Director of Social Welfare Department
Email
minh.pham@one.un.org
d_prasith@yahoo.com
Contact Number
020 55514578
020 99801549
Email
maya.lindberg.brink@one.un.org
liuyun@wpro.who.int
leik.boonwaat@unodc.org
dfoskett@iom.int
purushottam.Mudbhary@fao.org
tschaffter@unicef.org
jrees@unicef.org
dealwis@unfpa.org
Kyoko.Yokosuka@undp.org
dzenan.viteskic@undss.org
bradley.guerrant@wfp.org
paul.howe@wfp.org
avi.sarkar@undp.org
s.dina@ifad.org
olivier.franchi@savethechildren.org
glenn@carelaos.org
dominique@osb.org.vn
b.wang@healthunlimited.org
hod-lao.frc@croix-rouge.fr
Contact Number
020 5551 4578
020 7678 9006
020 5550 9881
020 5551 8788
020 5552 5575
021 413205
020 5551 6100
020 5552 1483
020 5953 0711
020 5551 3119
020 5552 6701
020 5552 0706
020 5552 0705
020 5555 5654
020 2026 7771
020 2207 2725
020 5552 7980
020 5546 3359
020 2366 6873
020 5550 9002
Table 2: Humanitarian Country Team
Name
Minh Pham
Maya Lindberg Brink
Liu Yungou
Leik Boonwaat
Douglas Foskett
Purushuttam Mudbhary
Tim Schaffter
Julia Rees
Rizvina Dealwis
Kyoko Yokosuka
Dzenan Viteskic
Bradley Guerrant
Paul Howe
Avi Sarkar
Stefania Dina
Olivier Franchi
Glenn Bond
Dominique Van der Borght
Bangyuan Wang
David Boisson
Position
Resident Coordinator
Head of RCO
Representative
Representative
Head of Office
Representative
Representative
Deputy Representative
Deputy Representative
Deputy Resident Representative (Programme)
UNDSS Security Advisor
WFP Reprentative a.i.
WFP Deputy
Regional Chief Technical Advisor
IFAD Representative
Country Director, Save the Children
Country Director, Care
Country Director, Oxfam
Country Director, HPA
Head of Delegation, French Red Cross
2
Table 3: Cluster Leads and Inter-Cluster Coordination Group Members
Cluster
Health
Food
Shelter
Protection
Education
Nutrition
WASH
Early Recovery
Logistics
ICT
Name
Hannah Lewis
Phetdavanh Leuangvilay
Sissel Brenna
Ghulam Sherani
Avi Sarkar
Verity Rushton
Sarah Morgan
Sengarun Buacharen
Emmanuelle Brioux
Olivier Franchi
Vilasack Viraphanh
Uma Palaniapan
Viorica Berdaga
Mahboob A Bajwa
Santhiphab Kithavone
Yvette Lizee
Vichit Sayavongkhamdy
Emmanuel Tusiime
Emmanuel Tusiime
Email
lewish@wpro.who.int
leuangvilayp@wpro.who.int
sissel.brenna@fao.org
ghulam.sherani@wfp.org
avi.sarkar@undp.org
vrushton@unicef.org
sarah.morgan@savethechildren.org
sbudcharern@unicef.org
eabrioux@unicef.org
vilasack.viraphanh@savethechildren.org
upalaniappan@unicef.org
vberdaga@unicef.org
mabajwa@unicef.org
skithavone@unicef.org
yvette.lizee@undp.org
Vichit.Sayavongkhamdy@undp.org
emmanuel.tusiime@wfp.org
emmanuel.tusiime@wfp.org
Phone
020 7750 4371
020 7781 7809
020 7810 6852
020 5550 3199
020 5555 5654
020 2254 3284
020 5546 6180
020 5545 4484
020 2997 1165
020 2207 2725
020 5569 4391
020 9759 4965
020 5552 1231
020 541 05566
020 2222 1717
020 5551 5876
020 5500 2500
020 5558 3657
020 5558 3657
3
Additional ICCG members
Name
Minh Pham (Chair)
Maya Lindberg Brink (Alternate Chair)
Julia Rees
Paul Howe
Vilayphong Sisomvang
Ghulam Sherani
Dzenan Viteskic
TBC (will be appointed by end March 2013)
Vilon Viphonxay
Bouasy Thommassack
Position
Resident Coordinator of the UN
Head of RCO / ETF
Deputy Representative, UNICEF
Deputy Representative, WFP
ETF
ETF
ETF
ETF
Emergency Communications Team Coordinator
IMN Co-chair/ VAM National Officer, WFP
IMN Co-chair/NDMO
Email
jrees@unicef.org
paul.howe@wfp.org
sisomvang1@yahoo.com
Dzenan.Viteskic@undss.org
Contact Number
020 5551 4578
020 7678 9006
020 5552 1483
020 5552 0705
020 2222 5185
020 5461 7175
020 5552 6701
020 2222 8185
vilon.viphongxay@wfp.org
Thoufriendly228@hotmail.com
020 5570 0759
020 2810 1711
4
Table 4: Emergency Task Force
ORGANIZATION
NDMO
RCO
WFP
UNDSS
INGO Focal Point
NAME
Vilayphong Sisomvang (co-chair)
Bouasy Thommassack (alternate)
Maya Lindberg Brink (co-chair)
Hanh Nguyen (alternate)
Ghulam Sherani
Vanessa Cardamone (alternate)
Dzenan Viteskic
Sisomphone Thammavongsa (alternate)
Sengthong (alternate)
Email
Hanh.nguyen@one.un.org
Vanessa.cardamone@wfp.org
sisomphone.thammavongsa@undss.org
sengthong@oxfam.org.au
Mobile
020 2222 5185
020 2810 1711
020 5551 4578
020 5444 4182
020 5461 7175
020 9833 5064
020 5552 6701
020 5551 7219
020 2222 8185
020 5434 5710
Skype
maya.lindberg.brink
ghulam mohyuddin sherani
vanessa.cardamone
dzenan.viteskic
sisomphone.thammavongsa
vdborghtdomi
-
5
Table 5: Information Management Network
IMN Chairs
Name
Mr. Vilon Viphonxay
Bouasy Thommassack
Position
IMN Co-chair/ Vulnerability Analysis and Mapping, National
Officer, WFP
IMN co-chair/NDMO
Email
Contact Number
020 5570 0759
020 2810 1711
Cluster IMN Focal Points
Cluster
Early recovery
Name of Focal Point
Chitlatda Keomuongchanh
Vichit Sayavongkhamdy
Doug Foskett
Title, Organization
Programme Analyst, UNDP
Early Recovery Cluster Lead, UNDP
Head of IOM
Email address
Chitlatda.keomuongchanh@undp.org
vichit.sayavongkhamdy@undp.org
dfoskett@iom.int
Phone number
020 5562 6162
020 5500 2500
020 5552 5575
Buahom Sengkhamyong
UNHABITAT
buahom.sengkhamyong@undp.org
020 2222 6005
Nutrition
Uma Palaniappan
Nutrition Specialist, UNICEF
020 9759 4965
Health
Hannah Lewis
Epidemiologist, WHO
lewish@wpro.who.int
020 7750 4371
WHO
LeuangvilayP@wpro.who.int
020 7781 7809
Child
Protection
Kirsten de Martino
Chief of child protection, UNICEF
kdimartino@unicef.org
020 7783 0582
Verity Ruston
Child protection Specialist, UNICEF
vrushton@unicef.org
020 2254 3284
Education
Oulath Saengouthay
Head of Education Prog., Save the Children
oulath.saengouthay@savethechildren.org
020 5442 4204
Vilasack Viraphanh
Programme Director, Save the children
vilasack.viraphanh@savethechildren.org
020 5569 4391
WASH
Santiphap Kithavone
WASH Officer, UNICEF
020 2222 1717
Logistics
Toulor Xiamai
Sr. Logistics Assistant, WFP
toulor.xiamai@wfp.org
020 2304 2124
ICT
Somphone Inthavong
ICT Senior Assistant, WFP
Somphone.inthavong@wfp.org
020 5552 1293
Food Security
Vilon Viphonxay
VAM National Officer, WFP
020 5570 0759
Shelter
6
IMN Government Counterparts
Name and surname
Bouasy Thammasack
Vimalar Khounthalangsy
Souvanny Phonevilay
Intong Bounmany,
Title
Head of NDMO
Technical staff, NDMO
Technical staff, NDMO
Deputy Director, Dept. of Meteorology and Hydrology
Technical Staff, National Statistics Bureau
Email address
thoufriendly228@yahoo.com
ping_khoun@yahoo.com
s_phonevilay@yahoo.com
ibounmany@yahoo.com
Phone number
020 2222 5185
020 2810 1711
020 2221 9355
020 2220 4729
020 5503 9701
7
Table 6: Emergency Communications Team
Note: The final list of ECT communication team members will be completed following the first meeting of the ECT early 2013. The below list is therefore
tentative only.
Name
Phetmany Xaychaleune
Eeva Nyyssonen
Kate Vosen
Irene Tan
Ryan Webb
Timo Sarpola
Marc Vergara
Tabongphet Phouthavong
Noy Promsouvanh
Quentin Rouveirolles
Viengsavath Vilaythong
Mel Whitney-Long
Sengthong Vongsakid
Anne Kiev Rouve
Khampot Somphanthabansouk
Simon Le Tocq
Position
Communications Assistant
Communications Officer
Project Officer
Communication Officer
Donor Relations Officer
IT Officer
Chief of Communication
Communication Specialist
Communications Manager
Head of Mission
Partnership & Communications Team
Acting Head
Program Manager
Humanitarian Coordinator
Country Director
Communication Officer
Emergencies Programme Manager
Organisation
UNCG /UN RCO
UNDP
IOM
WHO
WFP
FAO
Plan International
Triangle Génération Humanitaire
Email
phetmany.xaychaleune@one.un.org
Eeva.nyyssonen@undp.org
kvosen@iom.int
ireneinsg@hotmail.com
Ryan.webb@wfp.org
Timo.Sarpola@fao.org
mvergara@unicef.org
tphouthavong@unicef.org
Noy.Promsouvanh@plan-international.org
cdp1.laos@trianglegh.org
Care
viengsavath.vilaythong@careint.org
Health Poverty Action
Oxfam
Handicap International
World Vision
Save the Children
m.whitenylong@healthunlimited.org
sengthongv@oxfam.org.au
direction@laos.handicap.be
khampot.somphanthabansouk@wvi.org
simon.letocq@savethechildren.org
UNICEF
8
Table 7: Provincial Focal Points
Province
Focal Point
Position
Phone number
Email
Souksamone Khantry
Emergency Head of Sector
021 454201,
020 22220393
souksamone.khantry@savethechildren.org
Country Director
02022072725
Olivier.franchi@savethechildren.org
CARE
Olivier Franchi
(alternate)
Kongchi YIAYANG
Provincial Program
Manager
020 5623 2321
kongchi@carelaos.org
silke@carelaos.org
NCA
Rural Development
Coordinator
Provincial manager
020 5490 9020
Luangnamtha
Silke Stoeber
(alternate)
Mr. Anongsack
020-56840929
anongsack@gmail.com
Oudomxay
Bokeo
Focal point yet to be confirmed
Plan
Saphet Sivilay
DRM Coordinator
5562 8828
saphet.sivilay@plan-international.org
Program Director
5862 0218
andrew.hill@plan-international.org
Agriculture & Livelihood
Coordinator
020 97674745
outhon_sangta@wvi.org
Mr. Michael Wolfe
Northern Laos Zonal
(alternate)
Manager
 Focal point yet to be confirmed
Mr. Fabien BASTIDE
Program Coordinator
020 55671753
michael-wolfe@wvi.org
020-543-95035
fs-lao.frc@croix-rouge.fr
Mr. David BOISSON
(alternate)
Phetlasy Phanpradith
Head of Delegation
020-555-09002
Programme manager
020 55528934
phetlasy@carluxlao.org
Sengthong Vongsakit
DMWG co-chair
2054345710

Vientiane
Municipality
Phongsaly
Luangprabang
Huaphanh
Xayabury
Xiengkhuang
Vientiane
Focal Point
Organization
Save the
Children
World Vision
Oxfam
French Red
Cross
Caritas
Luxembourg
Oxfam
Andrew Hill
(alternate)
Mr. Outhon Sangta
9
Borikhamxay
Save the
Children
Khammuane
TGH
Savannakhet
World Vision
Saravane
Sekong
Champasack
Attapeu
Oxfam
CARE
Simon Letocq
Emergency Manager
054 280129
simon.letocq@savethechildren.org
Vanbouasy
Phommachanh
(alternate)
Quentin Rouveirolles
Field Office Manager
054 280129
vanhbouasy.phommachanh@savethechildren.o
rg
Head of Mission
020 555 91 272
cdp1.laos@trianglegh.org
Mr. Khamsoulith
Hongsombath
Agriculture & Livelihood
Coordinator
020 55541862
khamsoulith_hongsombath@wvi.org
020 77884210
Eddy_Sianepar@wvi.org
020 5550 6322
chris@carelaos.org
020 5563 8360
phounsy@carelaos.org
020-77376231
leigh.vickery@gmail.com
020-23666873
Mr. Eddy Sianepar
Southern laos Zonal
(alternate)
Manger
 Focal point yet to be confirmed
Chris Wardle
Provincial Coordinator
Phounsy Phasavaeng
Provincial Program
(alternate)
Manager
 Focal agency and focal point yet to be confirmed
HPA
Mr. Leigh VICKERY
Attapeu Programme
Coordinator
Mr. Bangyuan WANG
(alternate)
Country Director
10
Table 8: Inter-Agency Contingency Plan Technical Working Group
Name
Maya Lindberg Brink
Megan Gayford
Bouasy Thammasack
Ghulam Sherani
Oulayvanh Sayarath
Hannah Lewis
Reiko Tsuyoukar
Sissel Brenna
Santhiphab Kithavone
Eeva Nyyssonen
Thanongdeth Insixiengmay
Olivier Franchi
Sengthong Vongsakek
Alison Rusinow
Organization
RCO
RCO
NDMO
NDMO
WFP
UNFPA
WHO
WHO
WHO
FAO
UNICEF
UNDP
ADPC
Save the Children
OXFAM
OXFAM
Care
Email
Megan.gayford@hotmail.com
thoufriendly228@hotmail.com
sayarath@unfpa.org
lewish@wpro.who.int
leuangvilayp@wpro.who.int
tsuyoukar@wpro.who.int
Eeva.Nyyssonen@undp.org
thanongdeth@adpc.net
alison@carelaos.org
Mobile (+856)
020 55514578
020 5457 9141
020 22225185
020 28101711
020 54617175
020 55505604
020 77504371
020 77817809
n/a
020 78106852
020 2222 1717
020 2026 7723
020 5570 0136
020 2207 2725
020 5546 3359
020 5434 5710
020 5555 6564
11
Annex 2: NDMC Decree
(unofficial English translation)
NDMC Decree
Lao People’s Democratic Republic
Peace Independence Democracy Unity Prosperity
__________________________
Government
Vientiane Capital, 21.10.2011
Ref. No. 373/PM
DECREE
Pertaining to Appointment of National Committee for Disaster Prevention and Control
-
With reference to Law pertaining to Government of Lao PDR No.02/NA, dated 06
May 2003;
According to Agreement and Direction of Prime Minister-Deputy Prime Minister
Meeting dated 08 August 2011;
Based on the study and proposal of National Committee for Disaster Prevention and
Control No.2331/MoF, dated 16/9/2011;
To ensure protection and address negative impacts to socio-economic development, to
livelihoods of the population timely and effectively.
Prime Minister issues the Decree:
Article 1: Appointment of National Committee for Disaster Prevention and Control
comprising of:
1. General DouangchayPHICHIT, Deputy Prime Minister, Minister of Defense as
Chairman;
2. Mrs. Onechanh THAMMAVONG, Minister of Labor and Social Welfare; as ViceChairman and Standing Member of Committee;
3. Mr. Vilayvan PHOMKHE, Minister of Agriculture and Forestry as Vice Chairman;
4. Mr. Sommat PHOLSENA, Minister of Public Works and Transport as Vice
Chairman;
5. Associate Professor Bounkong SIHAVONG, Deputy Minister of Health as
Member;
6. Minister of Public Security as Member;
7. Deputy Secretary of Central Committee of Lao Revolutionary Youth Organization
as Member;
8. Deputy Director of Staff Department, Ministry of Defense as Member;
9. Chief of Office of Ministry of Planning and Investment as Member;
10. Chief of Office of Ministry of Foreign Affairs as Member;
11. Chief of Office of Ministry of Education and Sport as Member;
12. Chief of Office of Ministry of Finance as Member;
13. Chairman of Lao Red Cross as Member;
14. Chief of Office of Ministry of Natural Resources and Environment; as Member;
15. Chief of Public Relations Department of Ministry of Information Culture and
Tourism as Member;
12
Article 2:
1.
2.
3.
4.
5.
6.
7.
Roles and Responsibilities of National Committee for Disaster Prevention and
Control:
National Committee for Disaster Prevention and Control plays the role of chief
of staff in the planning, prevention, addressing disaster and focal point for
addressing disaster at national level;
Has duty to study strategy and policies for proposal to government to address
disaster;
Study, collect information, data, statistics of victims of natural disasters or manmade disasters and propose the needs for addressing the disasters;
Mobilize technical, funding and material assistance from individuals, parties,
domestic and international organizations for use in the prevention and control
of disasters;
Disseminate information and educate the population on potential disasters and
integrate contents of disaster prevention and control and environment
protection in school curriculum;
Provide guidance to disaster-related rescue and relief interventions and
formulation of projects for preparation, response to impacts and post-disaster
rehabilitation; study and propose to use government funding in collaboration
with funding from government organizations and international organizations
and NGOs, private organizations operating in Lao PDR and report regularly to
government;
Coordinate and encourage provincial governors to establish provincial and
district level committee for prevention and control of disasters as well as
undertake capacity building on management of the organization:
Article 3: National Committee for Disaster Prevention and Control has a Secretariat located
in Ministry of labor and Social Welfare (Department of Social Welfare). Role and
responsibilities of the Secretariat is to be defined by Chairman of National
Committee for Disaster Prevention and Control who will develop its regulations;
Article 4: National Committee for Disaster Prevention and Control has its own stamp.
Article 5: Committee for Disaster Prevention and Control has its line agencies from central to
local level: provincial, district to villages (some). Authority and duties of the
committee at provincial, district and village level are to be determined by chairman
of the committee; provincial governors and major of Capital City to appoint the
committee under the endorsement of Chairman of the Committee.
Article 6: Office of Government, Party’s Central Committee Staff Organization, Partygovernment organizations and mass organizations, relevant parties, appointed
persons to acknowledge and implement this Decree strictly;
Article 7: This decree replaces Decree No.261/PM, dated 24 August 2011 and enters into
effect from the day of the signature.
Prime Minister
Thongsing
THAMMAVONG
13
Annex 3: Donor Information
Donor Information
1. Australian Agency for International Development (AusAID)
The key goal of Australia’s humanitarian action is to save lives, alleviate suffering and
maintain human dignity during and in the aftermath of conflict, natural disasters and other
humanitarian crises, as well as to strengthen preparedness for the occurrence of such
situations. In Laos, Australia responds to humanitarian crises by: (i) contributing funds to
trusted implementing partners, who have local knowledge and specialist capacity; (ii)
deploying experts and specialist teams with required skills and (iii) providing appropriate and
cost-effective relief supplies. AusAID funds sudden onset, slow onset and protracted
disasters, and commits to disaster responses launched within 48 hours of a request for
assistance with humanitarian crises.
In Lao PDR, AusAID has provided humanitarian funding support for the 2008 floods and
rodent infestation, 2009 Typhoon Ketsana floods, 2010 drought and malnutrition crisis, and
2011 typhoons/floods. Fund recipients included UN agencies (UNICEF and WFP) and
Australian INGOs with humanitarian partnership agreements with AusAID. Australia also
regularly contributes to WFP emergency operations.
To access humanitarian funds, AusAID requires a brief initial funding proposal (including its
sector and geographic focus, rationale, and costs) within the first 72 hours of a sudden onset
major disaster.
Contact:
Dave Vosen|| Head of Development Cooperation || dave.vosen@ausaid.gov.au|| Ph +856
21 353800 Ext 121|| Mob +856 20 5552 5277
Dulce Simmanivong|| Senior Program Manager || dulce.simmanivong@ausaid.gov.au || Ph
+856 21 353800 Ext 227|| Mob +856 20 7798 7658
2. Directorate-General for Humanitarian Aid and Civil Protection (DG EU/ECHO)
Globally, DG ECHO funds sudden onset, slow onset and protracted crisis, including response
to epidemics. Sectors which can be covered with DG ECHO funding are health, nutrition,
food assistance, livelihood, WASH, shelter, mine clearing and disaster preparedness.
Implementing agencies are those having signed a framework partnership agreement with
DG ECHO (FPA/FAFA), such as the UN agencies, the international aid organizations and the
Red Cross.
In the event of a large sudden onset disaster, DG ECHO can make an emergency funding
decision to mobilize funds within 72 hours after the onset of the disaster (primary
emergency funds). However, the action must start within 5 days after the onset of the crisis
and can last for only 3 months or less (no extension possible). This requires the submission
of a less detailed single form.
Page 14 of 112
The Emergency Fund can be mobilized soon after the crisis. All actions must start within 6
months of a disaster. In case there is no prior Primary Emergency financing decision, the first
action must start within 3 months of the crisis. The duration of the action can be no longer
than 6 months, calculated from the start of the action (no extension possible). This requires
the submission of the single form.
The Small Scale Response (SSR) is a funding instrument for small-scale disasters. The
objective of the SSR tool is to provide rapid humanitarian assistance to victims of natural or
man-made disasters, where a small-scale response is adequate to cover unmet needs and
enhance preparedness. The main criterion is that less than 50,000 people are affected, while
the funding ceiling is limited to 200,000 EURO per disaster. This requires the submission of
the single form.
The Epidemic funding decision responds to public health related issues caused by outbreaks,
which is the main trigger to access funds. There is no ceiling in terms of funding. This
requires the submission of the single form.
ECHO’s humanitarian funding in Lao PDR began in 1998, with recent funding allocated to the
2008 Mekong Floods, the 2009 Ketsana response, the cholera outbreak and flooding in
2010, the series of flooding in 2011 and the malaria outbreak 2011/2012. The ECHO regional
office is located in Bangkok.
Contact:
Torben Bruhn || Regional Health and Nutrition Coordinator || torben.bruhn@echofield.eu
|| office +66 2255 1034 || mobile +66 898163784
Piriyada Vessuwon || Program Assistant ||
Piriyada.Vessuwon@echofield.eu || +66-22551035 ext. 119
3. Embassy of the United States of America
The Office of the U.S. Foreign Disaster Assistance (OFDA) is the office within USAID
responsible for facilitating and coordinating U.S. Government emergency assistance
overseas. As part of USAID’s Bureau for Democracy, Conflict, and Humanitarian Assistance
(DCHA), OFDA provides humanitarian assistance to save lives, alleviate human suffering, and
reduce the social and economic impact of humanitarian emergencies worldwide. OFDA
responds to all types of natural disasters and provides assistance, when lives or livelihoods
are threatened by catastrophes such as civil conflict, acts of terrorism, or industrial
accidents. In addition to emergency assistance, OFDA funds mitigation activities to reduce
the impact of recurrent natural hazards and provides training to build local capacity for
disaster management and response.
USAID/OFDA provided funding to partners after Typhoon Ketsana struck in September 2009.
The partners and amounts where: UNICEF for WASH ($300,000); Lao Red Cross for WASH
and NFIs ($50,000); World Vision for NFIs ($50,000). In addition, since 2011 USAID/OFDA has
been funding UNICEF for a community-based DRR program in southern Laos (approximately
$200,000/year).
USAID/OFDA has three main criteria that must be met before the US Government, through
the Ambassador in country or Chief of Mission, declares a disaster: 1. Beyond the capacity of
Page 15 of 112
the host nation to cope; 2. There is a request for international assistance, or a willingness to
receive such, and 3. It is in the interests of the US Government to respond.
It is necessary for all three criteria to be met for USAID/OFDA disaster assistance funds to be
available. Sometimes within USAID or the US Embassy there might be other discretionary
funds, but not typically. Therefore, if the disaster is small scale and within the capacity of the
host nation to cope with, and/or the host government does not request/show willingness to
accept assistance, no USAID/OFDA disaster assistance funding will be available.
USAID/OFDA doesn't have a specific time limitation for provision of humanitarian funding,
however if a sudden onset disaster strikes, USAID/OFDA reacts immediately and expects
partners on the ground to immediately provide an assessment and begin discussions with
USAID/OFDA. Typically, within the first week after a sudden onset disaster, proposals are
submitted to USAID/OFDA.
USAID/OFDA typically doesn't fund long-term recovery, but does fund DRR. A typical DRR
program is 12-24 months long and must be tied to a particular hazard or multiple hazards
(eg. community-based DRR for multiple local level hazards, early warnings for flood and
storm hazards, etc), and cannot be a general DRR activity (eg. generic income generation).
USAID/OFDA provides assistance that can cover: NFIs, shelter, WASH, health and nutrition,
livelihoods, and logistics.
Contact:
Thomas D'Agnes || Health Program Manager || USAID/RDMA/Lao PDR
Tel: Office 856-21-267135 || Mobile: 856-020-5550-9186
dagnestr@state.gov
4. Japan
The Government of Japan has three tools for emergency assistance in countries affected by
disasters: dispatch of the Japan Disaster Relief Team and provision of emergency relief
goods and emergency grant aid. The Japan International Cooperation Agency (JICA) is
responsible for dispatching of Japan Disaster Relief Team and provision of emergency relief
goods, and the Embassy is responsible for the emergency grant aid.
The Government or an international organization can request assistance via the Japan
Embassy in Lao PDR, who will communicate the request to the Japanese Ministry of Foreign
Affairs.
Contact: Embassy of Japan
Masoto Tso || Minister and Deputy Chief of Mission
Masoto.iso@mofa.go.jp || 021 414406
Contact: Japan International Cooperation Agency (JICA)
Mr. Masahiko Takizawa || Takizawa.masahiko@jica.go.jp || 020 5551 6931
Ms. Izumi Iwaoka || Iwaoka.izumi@jica.go.jp || 020 5551 6932
Page 16 of 112
5. Luxemburg
The Government of Luxembourg has provided funding for humanitarian assistance in
response to cholera epidemics, tropical storms, floods, rodent invasion, food insecurity and
malnutrition, as well as to disaster risk reduction, preparedness and resilience building (for a
total amount of 1.332.353 € from 2008 to 2012).
Recipients of humanitarian funding since 2008 have been WFP, UNICEF, Luxembourg Red
Cross, IFRC, Foundation Caritas Luxembourg, Care in Luxembourg and Handicap
International Luxembourg
The funding decisions are based on ECHO or OCHA situation reports, in response to Flash
Appeals or in response to funding requests from humanitarian partners (UN and NGOs),
upon consultation with the Embassy.
Contact:
Gabriel Baptista || Attaché, Embassy of Luxembourg in Vietnam ||
Tel: +844 3946 1416 || Mobile +84 0914342877 ||
Gabriel.baptista@mae.etat.lu
Marianne Donven || Desk Assistance humanitaire ||Direction de la Coopération au
développement || Marianne.donven@mae.etat.lu
6. German Embassy
In Germany, the responsibility for humanitarian aid lies with the Federal Foreign Office. The
German Government is committed to the humanitarian principles of humanity, neutrality,
impartiality and independence. Areas of humanitarian aid comprise:
a) Immediate emergency aid: provided straight after a natural disaster or sudden
political conflict. The priority is to save lives, provide basic aid supplies and alleviate severe
hardship.
b) Ongoing emergency aid: provided in more protracted crisis situations where there
is no sign of short-term improvement, especially in complex crises. It is intended to meet the
vital needs of, for example, internally displaced persons and refugees. Typical measures
include emergency medical care, hygiene measures, drinking water supplies, the provision of
emergency shelters, food aid and other relief goods (non-food items) as well as mandatespecific protective measures provided by international organizations.
c) Transitional humanitarian aid: integral part of humanitarian action plans. It
provides medium-term assistance. Following the principles of humanitarian aid, it is granted
to continue or complement ongoing and immediate emergency aid in order to strengthen
local capacities and pave the way for development cooperation. It aims in particular at
initially stabilizing the living conditions of those affected. In situations where development
cooperation measures are not expected, rehabilitation measures are intended to prevent
those in need from falling into life-threatening hardship again.
d) Within the scope of immediate, ongoing and transitional aid, the Federal Foreign
Office promotes integrated disaster reduction measures geared to the special needs of the
recipients. Preparedness measures can help minimize the impact of future crises and natural
disasters, alleviate human suffering and reduce material damage. Every year, the Federal
Page 17 of 112
Foreign Office earmarks about 10 percent of its humanitarian aid for disaster reduction
projects.
e) Humanitarian mine and ordnance clearance: covering all activities aimed at
alleviating the humanitarian, social, economic and ecological impact of landmines and
explosive remnants of war. This also includes preparedness measures, such as raising
awareness of the dangers.
Any measures in the category of development policy fall under the responsibility of the
Federal Ministry for Economic Cooperation and Development. This includes measures that
serve to combat poverty generally or to establish structures (e.g. elements of the healthcare sector, post-flood reconstruction, ensuring food safety or fighting endemic diseases
such as malaria or AIDS).
The main humanitarian aid instrument is the approval of project applications and the
resulting funding for NGOs and international organizations. Budgetary funds are set aside
every year so that they can be made available immediately, if necessary, when sudden
disasters or crises occur.
Where needs are easier to assess, project partners are called upon to submit proposals for
projects within the framework of strategic planning. International organizations receive
project funding based on regular planning talks. The framework for granting funding to
NGOs and international organizations are consolidated aid appeals by the United Nations
and the appeals of the Red Cross and Red Crescent Movement. When projects are being
organized, the Federal Foreign Office attaches importance to them being anchored in
strategic planning in line with the Principles and Good Practice of Good Humanitarian
Donorship.
When making decisions about financing, the Federal Foreign Office takes into account the
fact that the level of donations in the case of forgotten crises is low due to the lack of media
attention. The Federal Foreign Office also takes into account under financed sectors such as
water and basic sanitation when granting funding.
More information can be found at: http://www.auswaertiges-amt.de
Since 2002 Germany has funded two small humanitarian emergency relief
projects in Laos in the context of the Cyclone Ketsana in 2009: Care International for
emergency relief measures in the WASH and Shelter sector (EUR 50,000) and the German
Red Cross for emergency medical equipment for three hospitals (EUR 30,000). Germany has
provided substantial funding for mine clearance projects to a variety of recipients.
Contact:
Dr Hans Peter Kuppers || First Secretary Head of Development Cooperation
Wz-1@vien.auswaertiges-amt.de || 02059664400
info@vien.diplo.de || Phone (021) 312110 || Emergency mobile 02055515540
7. Singapore Embassy
During the Typhoon Ketsana disaster in 2009, the Singapore Government contributed
US$75,000 as seed funding for the Singapore Red Cross (SRC) joint appeal drive for
donations for those countries in the region affected by Typhoon Ketsana, including Vietnam,
Page 18 of 112
Cambodia and Lao PDR. In January 2012, in response to the floods caused by Typhoons
Haima and Nockten, the Singapore Red Cross donated US$100,000 to the Lao Red Cross, to
provide food and other essential supplies to affected populations.
To request assistance from Singapore, via the Embassy, a request from the Government of
Lao PDR seeking humanitarian relief assistance, including information on the nature of
assistance and projected project costs, is required. An independent assessment by a
humanitarian agency should be submitted to Singapore as soon as possible following the
disaster.
Ivan Chia || Deputy Chief of Mission and First Secretary (Political) || Singapore Embassy in
Laos || Tel: (+856) 21 353 939 || Fax: (+856) 21 353 938 || Mobile: (+856) 20 5551 5625 |
Page 19 of 112
Annex 4: Cluster Lead TOR
Terms of Reference
Sector/Cluster Leads
Lao PDR
The Cluster Approach operates at two levels. At the global level, the aim is to strengthen
system-wide preparedness and technical capacity to respond to humanitarian emergencies
by designating global Cluster Leads and ensure that there is predictable leadership and
accountability in all the main sectors or areas of activity. At the country level, the aim is to
ensure a more coherent and effective response by mobilizing groups of agencies,
organizations and NGOs to respond in a strategic manner across all key sectors or areas of
activity, each sector having a clearly designated lead, as agreed by the Humanitarian
Coordinator and the Humanitarian Country Team. To enhance predictability, where possible
this should be in line with the lead agency arrangements at the global level.
The Humanitarian Coordinator – with the support of OCHA – retains responsibility for
ensuring the adequacy, coherence and effectiveness of the overall humanitarian response
and is accountable to the Emergency Relief Coordinator. Sector/cluster leads at the country
level are accountable to the Humanitarian Coordinator for facilitating a process at the
sectoral level aimed at ensuring the following:
Inclusion of key humanitarian partners
• Ensure inclusion of key humanitarian partners for the sector, respecting their
respective mandates and programme priorities
Establishment and maintenance of appropriate humanitarian coordination mechanisms
• Ensure appropriate coordination with all humanitarian partners (including national
and international NGOs, the International Red Cross/Red Crescent Movement, IOM
and other international organizations), through establishment/maintenance of
appropriate sectoral coordination mechanisms, including working groups at the
national and, if necessary, local level;
• Secure commitments from humanitarian partners in responding to needs and filling
gaps, ensuring an appropriate distribution of responsibilities within the sectoral group,
with clearly defined focal points for specific issues where necessary;
• Ensure the complementarity of different humanitarian actors’ actions;
• Promote emergency response actions while at the same time considering the need for
early recovery planning as well as prevention and risk reduction concerns;
• Ensure effective links with other sectoral groups;
• Ensure that sectoral coordination mechanisms are adapted over time to reflect the
capacities of local actors and the engagement of development partners;
• Represent the interests of the sectoral group in discussions with the Humanitarian
Coordinator and other stakeholders on prioritization, resource mobilization and
advocacy;
Coordination with national/local authorities, State institutions, local civil society and other
relevant actors
• Ensure that humanitarian responses build on local capacities;
Page 20 of 112
• Ensure appropriate links with national and local authorities, State institutions, local
civil society and other relevant actors (e.g. peacekeeping forces) and ensure
appropriate coordination and information exchange with them.
Participatory and community-based approaches
• Ensure utilization of participatory and community based approaches in sectoral needs
assessment, analysis, planning, monitoring and response.
Attention to priority cross-cutting issues
• Ensure integration of agreed priority cross-cutting issues in sectoral needs
assessment, analysis, planning, monitoring and response (e.g. age, diversity,
environment, gender, HIV/AIDS and human rights); contribute to the development of
appropriate strategies to address these issues; ensure gender- sensitive programming
and promote gender equality; ensure that the needs, contributions and capacities of
women and girls as well as men and boys are addressed;
Needs assessment and analysis
• Ensure effective and coherent sectoral needs assessment and analysis, involving all
relevant partners
Emergency preparedness
• Ensure adequate contingency planning and preparedness for new emergencies;
Planning and strategy development
• Ensure predictable action within the sectoral group for the following:
• Identification of gaps;
• Developing/updating agreed response strategies and action plans for the sector
• and ensuring that these are adequately reflected in overall country strategies, such as
the Common Humanitarian Action Plan (CHAP);
• Drawing lessons learned from past activities and revising strategies accordingly;
• Developing an exit, or transition, strategy for the sectoral group.
Application of standards
• Ensure that sectoral group participants are aware of relevant policy guidelines,
technical standards and relevant commitments that the Government has undertaken
under international human rights law;
• Ensure that responses are in line with existing policy guidance, technical standards,
and relevant Government human rights legal obligations.
Monitoring and reporting
• Ensure adequate monitoring mechanisms are in place to review impact of the sectoral
working group and progress against implementation plans;
• Ensure adequate reporting and effective information sharing (with OCHA support),
with due regard for age and sex disaggregation.
Advocacy and resource mobilization
• Identify core advocacy concerns, including resource requirements, and contribute key
messages to broader advocacy initiatives of the HC and other actors;
• Advocate for donors to fund humanitarian actors to carry out priority activities in the
sector concerned, while at the same time encouraging sectoral group participants to
mobilize resources for their activities through their usual channels.
Page 21 of 112
Training and capacity building
• Promote/support training of staff and capacity building of humanitarian partners;
• Support efforts to strengthen the capacity of the national authorities and civil society.
Provision of assistance or services as a last resort
• As agreed by the IASC Principals, sector leads are responsible for acting as the
provider of last resort (subject to access, security and availability of funding) to meet
agreed priority needs and will be supported by the HC and the ERC in their resource
mobilization efforts in this regard.
• This concept is to be applied in an appropriate and realistic manner for cross- cutting
issues such as protection, early recovery and camp coordination.
Humanitarian actors who participate in the development of common humanitarian action
plans are expected to be proactive partners in assessing needs, developing strategies and
plans for the sector, and implementing agreed priority activities. Provisions should also be
made in sectoral groups for those humanitarian actors who may wish to participate as
observers, mainly for information-sharing purposes.
Page 22 of 112
Annex 5: Inter-Agency Standing Committee TOR
1
Draft 22 June 2010
DRAFT
Terms of Reference
Inter Agency Standing Committee for Emergency & Disaster Preparedness &
Response (IASC)
Lao PDR
VISION: Reduce the impact of natural disasters and emergencies in Lao PDR
MISSION: Raise the impact of humanitarian actions in Laos PDR through the coordination of
humanitarian actors and their assistance to public institutions and civil society for the benefit
of vulnerable populations in times of emergency and disaster.
1.0 Introduction
The Government of Lao PDR, the United Nations Country Team (UNCT), International NGO’s
and other development partners in Lao PDR:





Inspired by Resolution 46/182, of the Permanent Inter-Agency Committee (IASC), as
well as in the mandate of the United Nations Disaster Management Team (UNDMT);
Furthering the principles of the Vientiane Declaration on Aid Effectiveness;
Adapting to the country-specific context of Lao PDR;
Taking into consideration the presence of several agencies in Lao PDR with
emergency and disaster preparedness and response functions;
Conscious of the need to identify roles and responsibilities of different humanitarian
actors in Lao PDR in order to maximize response to and preparedness for disasters;
Propose to create the Inter-Agency Standing Committee (IASC) as an Emergency and Disaster
preparedness and response as well as Disaster Risk Reduction coordination body for Lao PDR.
The IASC shall be led by the Government of Lao PDR through the National Disaster
Management Office (NDMO) housed in the Ministry of Labour and Social Welfare whose
mandate it is to coordinate emergency activities between various government ministries
and the humanitarian agencies. The IASC shall be co-chaired by Director of the NDMO and
by the United Nations Resident Coordinator, and deputy-chaired by a selected in-country
United Nations agency.
The IASC shall be a mechanism for the coordination of humanitarian actions aimed at
preparing, responding and mitigating emergencies and disasters in Lao PDR.
1
The IASC TOR is the most recent draft as of June 2010 and will be subject to review and revision in 2013 in light
of the IACP and changes to the coordination mechanism for the inter-agency emergency response outlined
therein.
Page 23 of 112
2.0 Objective and principles
The primary objectives of the IASC in complex and major emergencies are as follows:
•
•
•
•
•
•
to develop and agree on system-wide humanitarian policies;
to allocate responsibilities among agencies in humanitarian programmes;
to develop and agree on a common ethical framework for all humanitarian activities;
to advocate common humanitarian principles to parties outside the IASC;
to identify areas where gaps in mandates or lack of operational capacity exist;
to resolve disputes or disagreement about and between humanitarian agencies on
system-wide humanitarian issues.
In so doing, six key principles will be observed:
1. Guided by the Vientiane Declaration on Aid Effectiveness;
2. Respect for Mandates: that decisions of the IASC will not compromise members with
respect to their own mandates;
3. Ownership: that all members have an equal ownership of the Committee and its
subsidiary bodies;
4. Subsidiarity: that decisions will be taken at the lowest appropriate level;
5. Overall Objective: that the ultimate objective of any decision should be that of
improved delivery of humanitarian assistance to the affected population;
6. Impartiality of the Secretariat: that the IASC will be serviced by the administrative
Secretariat that does not represent the interests of any one member.
3.0 Structure of the IASC
3.1 Composition of the IASC
The membership of IASC comprises the National Disaster Management Office (NDMO);
Relevant line Ministries; State owned enterprises; United Nations agencies, Red Cross
Organisations (Lao Red Cross, IFRC, French Red Cross); International Non-Governmental
Organisations (INGOs); and donors. Occasionally, other stakeholders (ie, Private sector) may
be invited to participate in the IASC meeting.
3.2 Decision-making process
The IASC will endeavor to take all decisions by consensus. In instances where there is no
consensus but where there is a convergence of views among a majority of IASC members,
the following will apply:
- On matters pertaining to the implementation of agreed coordination arrangements,
the IASC Co-Chairs will decide on the basis of the convergence of the majority;
- On other important matters, the IASC Co-Chairs will refer to the higher Government
authority for guidance;
- All decision will be taken in full respect of the mandates of individual IASC members
and the Vientiane Declaration.
Page 24 of 112
3.0 Activities of IASC
Before an emergency/disaster:
• Work Agenda
• Early-Warning
• Meetings and Workshops
• Publications
• Institutional Contacts
• Monitoring and reporting the implementation of Hyogo Framework of Action (HFA)
• Inter-agency Contingency Plans
• Preparedness and Response Plans
• Favor and Promote conjoint response in the field
During an emergency/disaster
• Rapid Assessment
• Conjoint missions
• Joint proposals for fund raising and implementation to be encouraged where feasible.
• Exchange of information on responses
• Exchange of plans and activities on the field
• Immediate Response System
After an emergency/disaster
• Analysis on the quality of the response
• Monitoring and Follow-up
• Evaluation on the impact of response
• Share experiences and lessons learned
• Update and feedback preparedness mechanisms and early warning systems.
4.0 Operation of the IASC
4.1 Meetings
 The members will meet on a regular basis.
 The Director General of NDMO will chair the meeting, with the UN Resident
Coordinator (UNRC) co- chairing. If the UNRC is absent, the designated deputy UN
agency will carry out this function.
 In an ad-hoc way, it would be possible to invite and according to the work agendas,
a representative of other specialized agencies or organizations.
 Members commit to diffuse, through their internal respective channels, the results
of the group meetings.
4.2 Secretariat
The UN Office of the Resident Coordinator (UNORC) in close liaison with NDMO will be in
charge of the Secretariat having the responsibility for:
- maintaining administrative communication channels between members;
- collating possible future agenda items on an on-going basis;
- preparing annual work plans for the IASC based on decisions taken at IASC meetings;
- monitoring preparations for each meeting of the IASC;
- facilitating regular and ad hoc meetings of the IASC;
- disseminating minutes and records of meetings and decisions taken; and
- monitoring the implementation of IASC and WG decisions.
Page 25 of 112
Draft 18 December 2012
Annex 6
Terms of Reference
Humanitarian Country Team
Lao PDR
1
Purpose and Context
The Humanitarian Country Team (HCT), under the leadership of the Resident Coordinator
(RC), has the objective to ensure that the humanitarian response is coordinated, and that
humanitarian action in Lao PDR is principled, timely, effective and efficient, and contributes
to longer-term recovery. The overall purpose is to alleviate human suffering and protect the
lives, livelihoods and dignity of populations in need.
The HCT is ultimately accountable to the populations in need. The Government of Lao PDR
retains the primary role in the initiation, organization, coordination, and implementation of
humanitarian assistance within its territory. The HCT operates in support of and in
coordination with national and local authorities.
2
Responsibilities
The HCT is responsible for:
2.1 Agreeing on common strategic issues related to humanitarian action in Lao PDR,
including:
 Setting common objectives and priorities
 Approving strategic plans, for response and needs assessment support to the
Government of Lao PDR
 Agreeing on the establishment and activation of clusters
 Activating the Inter-Cluster Coordination Group (ICCG)2
 Providing guidance to cluster lead agencies
 Activating resource mobilization mechanisms
 Advising the RC/HC on allocation of resources from in-country humanitarian
pooled funds, where they exist
2.2 Strategic decisions on the response and outputs from the ICCG.3
2.3 Agreeing on common policies related to humanitarian action in Lao PDR.
2.4 Promoting adherence by organizations that undertake humanitarian action in Lao PDR
with humanitarian principles.
2.5 Discussing and resolving bottle necks to the humanitarian response and humanitarian
activities and identifying opportunities for improvements.
2
The Emergency Task Force will progress to ‘active’ phase in line with the ICCG.
1. During an emergency response, the ICCG provides broad operational priorities and concerns to the HCT, but
takes guidance on strategic and policy issues from the HCT. The ICCG is tasked with developing key strategic
products including preliminary scenario definitions, strategic response plans, situation reports and cluster project
matrix for resource mobilization efforts such as the Central Emergency Relief Fund (CERF).
3
Composition
3.1 The RC is the Chair of the HCT. A designated UN agency will be deputy chair.
3.2 In a large-scale disaster, and the appointment of a Humanitarian Coordinator (HC) by the
Emergency Relief Coordinator, the HC will chair the HCT.
3.3 The HCT is composed of agencies and organizations that undertake humanitarian action
in Lao PDR and that commit to participate in coordination arrangements. Membership
will include representatives of UN agencies, the International Organization for Migration
(IOM), International Non-Government Organizations (INGOs) and Red Cross society
partners.
3.4 Member organizations will be represented at the most senior level (Country
Representative or equivalent). Technical staff will be invited to participate, as required.
3.5 Membership of the HCT will be revised according to the situation on the ground (should
an emergency arise) and amended if necessary. Membership will be reviewed by the RC
annually and adjusted, if necessary, according to attendance, involvement and
operational relevance.
3.6 The Office of the Resident Coordinator (UNRCO) is the secretariat to the HCT.
4
Coordination within the Lao PDR System for Disaster Response
4.1 The RC, as chair of the Lao PDR Inter-Agency Standing Committee (Lao IASC), is
responsible for reporting all relevant information to the broader membership of disaster
management actors at the Lao IASC.
4.2 The ICCG, chaired by the RC/RCO, reports all relevant information and response outputs
to the HCT.
4.3 The HCT interfaces with the UN Security Management Team as appropriate.
4.4 The RC is responsible for ensuring complementarities between the HCT and the UNCT.
4.5 The HCT undertakes the functions of the UNDMT.
Annex 7
Terms of Reference
Inter-Cluster Coordination Group
Lao PDR
Designated4 Cluster Leads, Information Management Network (IMN) Chairs and the
Emergency Communications Team (ECT) Coordinator are responsible for working in close
consultation and coordination with national and local authorities and partners to ensure a
strategic, balanced, and well-prioritized response in the sector or area of activity
concerned.5 Actors who have a key technical and operational role for disaster preparedness
and response form the Inter-Cluster Coordination Group (ICCG) and will coordinate within
the Inter-Cluster Coordination meeting forum to meet the following objectives.
1. Objectives and Principles
 The ICCG ensures that there is a clearly articulated country level humanitarian
operational response based on individual cluster need identification and response
plans.
 The ICCG ensures that the areas of activity are coordinated, gaps identified and
overall operational response is prioritized across clusters.
 The ICCG provides broad operational priorities and concerns to the Humanitarian
Country Team (HCT)6, but takes guidance on strategic and policy issues from the
HCT.
 The ICC meeting is a forum where humanitarian principles are upheld and which
allows open discussion on issues of operational concern between humanitarian
actors in country.
 The ICCG will ensure that crosscutting issues (human rights, disability, gender
equality, civil society participation, HIV, environment, disaster risk management)
and crosscutting subsectors (mental health, psychosocial support, gender based
violence) are adequately addressed and mainstreamed by cluster coordinators.
 The Resident Coordinator (RC), in consultation with humanitarian partners, is
responsible for adapting coordination structures over time including the ICCG, taking
into consideration changes in the humanitarian situation, the capacities of the
Government of Lao PDR, development partners, local organizations etc.
2. Structure and Composition of the ICCG
 The ICCG is activated in an emergency response by the HCT, under the lead of the
RC.
 The Emergency Task Force provides support to the RC’s coordination of the ICCG
and its outputs.
 As the Cluster Leads are responsible to ensure inclusion of key humanitarian
partners for the sector, and to respect their respective mandates and programme
priorities, the Cluster Leads (or their alternate if they are not available) will attend
the ICC meetings and present on behalf of their cluster.
4
By the Lao Inter-Agency Standing Committee (Lao- IASC)
5 Generic Terms of Reference for Sector/Cluster Leads at the Country Level – annex x
6 Refer to annex for the HCT TOR






Cluster Leads are responsible for establishing and maintaining partnerships with
designated Line Ministry cluster co-chairs, and encouraging participation in ICCG
meetings as appropriate.
The WFP and UNICEF deputies are core members of the ICCG.7
8
Information Management Network co-chairs are core members of the ICCG.
The Emergency Communications Team Coordinator is a core member of the ICCG.9
Provisions will be made in ICCG meeting for those humanitarian actors who may
wish to participate as observers, mainly for information-sharing purposes.
Non-members in the ICCG will be invited on an ad hoc basis for the purpose of
assisting in discussion and taking action on humanitarian issues.
The Lao ICCG will be composed of the following participants:






Chair: The RC10
NDMO and the Emergency Task Force: NDMO, RCO, WFP, INGO Network Focal
Point, UNDSS
UN Agency Deputies: WFP and UNICEF
Cluster Leads: Shelter, Health, Nutrition, Protection, WASH, Education, Food
Security, Early Recovery, Logistics and ICT11
Information Management Network: Co-chairs
Emergency Communications Team: ECT coordinator
3. Specific Responsibilities of the ICCG in Emergency Response





7
Coordination between Clusters: Appropriate coordination between clusters,
including identification of gaps in response between clusters and commitments
secured in filling those gaps. Ensure complementarily between clusters involved in
the humanitarian response. Cross cutting issues are reflected across clusters.
Agreement and Identification of Operational Priorities: Inter-cluster operational
priorities are discussed, agreed and communicated by the ICCG chair to the HCT.
Development of Situation Reports: Cluster sit-reps are compiled into overall sitreps. UN agency deputies and the IMN co-chairs will support the RCO to develop the
sit-reps, and the RCO is responsible for the final review and sit-rep dissemination.
Ensure Timely Resource Mobilization and Advocacy: Provide regular briefings and
updates on operational response and prioritization to the HCT to ensure timely
resource mobilization and advocacy. The WFP and UNICEF deputies are responsible
for supporting the RCO to develop the project matrix for the Emergency Cash Grant,
CERF, Flash appeals and other resource mobilization tools for review and approval
by the HCT.
Information Management: Under the leadership of the IMN co-chairs, review and
update the consolidated ‘Who does What Where’ (3W’s) matrix from each cluster,
prepositioned emergency stock list and other relevant information management
products.
WFP and UNICEF are currently lead agencies for seven of the ten clusters in Lao PDR, and therefore undertake a
large responsibility in cluster coordination. The involvement of the WFP and UNICEF deputies in the ICCG may be
re-evaluated by the RC should the cluster arrangement in Lao PDR change.
8
Currently NDMO and WFP
9
The ECT Coordinator will be appointed by April 2013
10
In most situations the RC will appoint the RCO to chair the ICC meeting, however in the event of a HC being
appointed to coordinate the emergency response, the RC may choose to chair the ICC meeting.
11
Cluster co-chairs from the Government Ministries will be requested to join by the Cluster Leads as required

Common Rapid Assessment: Provide assistance to the Government to conduct,
analyze and report on common rapid assessments, and any other assessments that
may be required
4. Preparedness Responsibilities of the ICCG



Reviewing and updating the Inter-Agency Contingency Plan
Supporting cluster preparedness
Conducting after action reviews and emergency response evaluations
Table 1: Key outputs of the ICCG in an emergency response
Output
Preliminary Scenario
Definition and Strategic Plan
Timeframe
First PDS – 24 hours
Updated over first two weeks
Lead
ETF
Updated 3W matrix
Updated pre-positioned
supplies list
Recommendations on cluster
activations and resource
mobilization
Key messages and Public
Information products
Situation Reports
24 hours
24 hours
IMN co-chairs
IMN co-chairs
24 hours
Chair of the ICCG
First 24 hours and updated
regularly
First 48 hours and then daily
or as required
ECT Coordinator
Cluster response plans and
key projects identified for
CERF or Flash appeal
Logistics Plan
First 48 hours and updated as
required
ECG/CERF/flash appeal
project matrix and
documents – based on PSD
and Strategic Plan
Common Rapid Assessment
support plan
First 48 hours and updated as
required
ECG – within 72 hours
CERF – draft by 72 hours and
Completed by day 5
Flash appeal – draft by day 5
Completed by day 8
Draft – within first 7 days
Finalized within second week
RCO (consolidation)
WFP and UNICEF
deputies
IMN - data
Cluster Leads
Logistics Cluster Lead
and WFP deputy
RCO with support from
the WFP and UNICEF
deputies
ETF INGO Focal Point
Annex 8
Terms of Reference
Emergency Task Force
Lao PDR
1. Background
The Emergency Task Force is a technical coordination body for disaster preparedness and
response between the UN, International Non-Governmental Organizations (INGOs) and the
Government of Lao PDR.
2. Role
The role of the Emergency Task Force (ETF) is to:
2.1 Monitor early warning information at all times.
2.2 Coordinate the collection of initial information in a disaster and prepare a
preliminary scenario definition.
2.3 Ensure the Humanitarian Country Team (HCT), Inter-Cluster Coordination Group
(ICCG) including Cluster Leads and other IASC members are informed of the early
warning/emergency situation and the initial needs of the affected populations.
2.4 When the ICCG is activated by the HCT, facilitate ICCG outputs.
2.5 During the preparedness phase, facilitate efficient information management.
3. Structure
3.1 The ETF is co-chaired by NDMO, the Government office mandated with overall
coordination of emergency response in Lao PDR, and the RCO, responsible for
supporting the UN Resident Coordinator (RC) to lead and coordinate the overall IASC
response.
3.2 The ETF members are the representative from the UN agency appointed deputy cochair of the IASC12, a representative from the INGO Network, and the UN
Department for Safety and Security (UNDSS).
4. Mobilization
4.1 The ETF has four operational phases: Standby, On Watch, On Alert, and Active.
4.2 The ‘On Standby’ phase is the lowest of the four phases, when there is no early
warning or emergency situation. ETF members are on standby at all times, and must
identify a seconded person for times when s/he is unavailable.13 The ETF during this
phase is facilitating the preparedness activities of the ICCG14
‘On Watch’ indicates that the ETF members are aware of a hazard, but the risk at
this time is considered to be low or very uncertain. At this stage ETF members are
12
Currently the World Food Programme
Please refer to annex 1 for ETF contact information
14
The ICCG, when not activated for emergency response by the HCT is in standby mode.
13
31
sharing any current information on the hazard or situation amongst the ETF, but no
other follow up action is required immediately.
‘On Alert’ denotes a request for the ETF members to rapidly seek information from
partners and counterparts, as per the ETF call tree structure, and communicate this
to the ETF group. Depending on the severity of the situation, the RCO may call a
preliminary meeting of the ICCG.
‘Active’ indicates that the ETF is activated15 and is supporting the RC coordination
and outputs of the ICCG as a secretariat function to the ICCG.
4.3 The ETF co-chairs determine the phase of ETF operation from standby to on alert, in
consultation with all ETF members.
4.4 ETF activation is linked with the activation of the ICCG
4.5 The ETF will return to standby mode when the ICCG returns to standby mode.
5. Key Duties in Emergency Response
5.1 Monitoring of early warning and disaster information: Monitor and communicate
early warning information to all disaster actors, following the ETF call tree
framework and guided by the ETF communication guidance document.16
5.2 Information Management: Collect information on the emergency situation, as per
the ETF call tree and coordinate with the IMN to conduct analysis of initial
information and secondary/baseline information sets.
5.3 Preliminary ICCG meeting coordination: Call a meeting of ICCG members to agree
on the PSD, recommendations for cluster arrangements, strategic planning and
initial response requirements including surge support and resource mobilization.
5.4 Present to the HCT: The PSD and recommendations from the preliminary ICCG
meeting.
5.5 ICCG outputs: When the ICCG is activated by the RC/HCT, the ETF supports the RC
coordination of the ICCG and facilitates its outputs17.
5.6 Internal Communication: The ETF is responsible for supporting the RC to ensure the
donors and other IASC members are informed of the situation.
5.7 Common Rapid Assessment: Coordinate with the Provincial Focal Points18, NDMO
and the ICCG members to develop a plan for supporting the PDMC led CRA, where
required.
6. Key Preparedness Tasks
6.1 Support the preparedness activities of the ICCG
6.2 Ensure that all preparedness documents and data are compiled, updated as required
and accessible from the RCO and NDMO.
15
The ETF is activated when the RC activates the ICCG.
Please refer to the Guidelines for Emergency Task Force Communication
17
Please refer to the ICCG TOR for a list of outputs expected in an emergency response
18
Please refer to the PFP TOR – IACP annex 10
16
32
Emergency Task Force Member Contact List
ORGANIZATION
NDMO
RCO
WFP
UNDSS
INGO Focal Point
NAME
Vilayphong Sisomvang (co-chair)
Bouasy Thommassack
Maya Lindberg Brink (co-chair)
Hanh Nguyen
Ghulam Sherani
Vanessa Cardamone
Dzenan Viteskic
Mr. Sisomphone Thammavongsa
Sengthong
Mobile
020 22225185
020 2810 1711
020 5551 4578
020 5444 4182
020 5461 7175
020 9833 5064
020 55526701
020 5551 7219
02022228185
020 5434 5710
Email
Hanh.nguyen@one.un.org
Vanessa.cardamone@wfp.org
sisomphone.thammavongsa@undss.org
sengthong@oxfam.org.au
Skype
maya.lindberg.brink
ghulam mohyuddin sherani
vanessa.cardamone
dzenan.viteskic
sisomphone.thammavongsa
vdborghtdomi
-
33
IACP_Annex_130128
Guidelines for Emergency Task Force Communication
1. ETF operational phases
The ETF has four operational phases:
a. On Standby
b. On Watch
c. On Alert
d. Subsumed under the ICCG as a Secretariat, when the ICCG is activated
The ETF co-chairs will indicate the phase by the email subject heading. The operational
phase will determine what actions are required of the ETF members to collect and
disseminate information on the early warning or the disaster situation. The ETF members
are guided by the call tree structure, as outlined in figure 1 and 2, and the processes below.
Call Tree 1 – Information Gathering
Figure 1 shows how the five ETF members will gather information from all actors. The
information will then be analyzed within the ETF, and a message or other information
output such as a hazard update/ preliminary scenario definition with be developed.
Call tree 2 – Information Transmission
Figure 2 shows the path of information flow from the ETF co-chairs to all partners. The
NDMO will transmit the message within the Government system and the RCO within the
IASC and other international organization coordination platforms and mechanisms.
2. ETF communication and procedures
2.1 ETF communication and procedures when on Standby
Email heading 1 - ETF: Standby (for information)
The ‘Standby’ phase is the lowest of phases, when there is no early warning information or
disaster. At all times, each ETF member is either on standby or has an active seconded
persons acting up as ETF member. The seconded person should be copied into all ETF
communication.
2.2 ETF communication and procedures when ON WATCH
Email heading 2 - ETF: (hazard name) ON WATCH
‘On Watch’ indicates that the ETF members should be aware of a hazard, but the risk at this
time is considered to be low or very uncertain. At this stage ETF members should share any
current information on the hazard or situation amongst the ETF, but no other follow up
action is required immediately. ETF members may indicate that they do not have any
additional information to what has already been circulated.
ETF Process ‘On Watch’ Phase
1. ETF members will share hazard information with the RCO and NDMO, and copying
all ETF members.
34
IACP_Annex_130128
2. The RCO and NDMO decide, in consultation19 with the ETF members, if the ETF
should move to the ‘On Alert’ phase.
2.3 ETF communication and procedures when ON ALERT
Email heading 3 - ETF: (hazard name) ON ALERT
‘On Alert’ denotes a request for the ETF members to rapidly seek information from partners
and counterparts, as per the ETF call tree figure 1, and communicate information up to the
ETF. The RCO and NDMO may communicate a message/information down the call tree in
this phase, if required. If the situation is serious, the RCO may call a preliminary ICC meeting.
ETF Process ‘On Alert’ Phase
1. ETF members will request information from partners downstream, as per figure 1
and communicate this information to the RCO and NDMO.
2. The ETF members will participate in the analyses of the information, if required, and
agree upon a common message for transmission.
3. The agreed message or information will be communicated by the RCO and the
NDMO down the Government and the international branches of the call tree, as per
figure 2.
4. The RCO may decide to call an ICCG meeting, notifying the HCT and all ICCG
members.
19
Via skype, phone or email.
35
Figure 1: ETF Call Tree - For information collection
during ‘on alert’ phase
NDMC
NDMO
Line
Ministries
Direction for the
flow of
information
gathered by ETF
members
RCO
PDMCs
HCT
OCHA
Donors
DDMCs
VDMCs
INGO Focal
Point
INGO CD’s
Provincial
Focal Points
Other orgs at
Provincial
level
WFP
IMN
UNDSS
Cluster
Leads
Cluster
Members
Provincial
Security
Focal Points
MoD,
MoPS*
*MoD is the Ministry of Defence
MoPS is the Ministry of Public
Security
36
Annex 9 Terms of Reference - IMN
Terms of Reference
Information Management Network
Lao PDR
1. Background
In the context of a disaster, information forms the basis of both agency programming and
inter-agency coordination. As such, the quality of information available to decision-makers is
a crucial factor in achieving the objective of maximizing the impact of the humanitarian
response and the collective response activities. Information Management (IM) is vitally
important because it improves the speed and accuracy of information delivered, creating a
shared frame of reference that enables decision-makers to co-ordinate and plan response
programming based on best available knowledge of needs and a clear understanding of each
organization’s capacity.
It has been identified in the Inter-Agency Contingency Planning (IACP) process that
improvements to IM before and during a disaster has the potential to significantly improve
the emergency response coordination and appropriateness in Lao PDR. To achieve this, a
network of IM focal points has been established.
This TOR will be revised accordingly, following experience and lessons learnt in future
emergency responses.
2. Purpose
The purpose of the IM Network is to ensure that information before and during a disaster is
appropriately collated from various sources and transmitted to the Emergency Task Force
and the Inter-Cluster Coordination Group (ICCG). The Network will promote sharing of IM
skills and capacity amongst the members and improved IM capacity nationally.
3. Structure and Membership
The IM Network is co-chaired by the National Disaster Management Office (NDMO), the
Government office mandated with overall coordination of emergency response in Lao PDR,
and the World Food Programme (WFP). An IM focal point will represent each cluster, and
relevant Ministries and departments.20
4. Roles and Responsibilities
1. To facilitate and enhance the exchange of information produced by sectors/clusters
and other inter cluster bodies that support the various aspects of disaster
preparedness and response
2. To standardize and act as an authoritative source for baseline data sets relevant to
disaster preparedness and response
37
3. To support the inter-cluster information management initiatives
4. To act as a country level IM focal point and where required, to inform the Global
Inter Agency Information Management Working Group
5. Key Duties
Preparedness
1. Ensure baseline data/common operational datasets (CODs) are disaggregated and
prioritized
2. Support clusters to review and update fundamental operational datasets (FODs)
3. Participate in ICCG preparedness meetings, as required [IMN co-chairs]
4. Review appropriate means of communication, information storage, messaging
systems, databases, software tools, as well as accompanying procedures prior to
each rainy season
5. Ensure CODs and FODs are reviewed and updated prior to the rainy season, and
agreements for data sharing between Line Ministries and Clusters are in place as
required.
Response
1. Participate in the ICCG [IMN co-chairs]
2. In the first day of a disaster, select and analyze relevant CODs and provide the ICCG
with the agreed COD dataset [IMN co-chairs, with support from IMN focal points as
required]
3. Collate and analyze other secondary information and share relevant information to
the ICCG [co-chairs with support from focal points as required]
4. Collate and analyze initial information received by the NDMO from the sub national
level and share with the ICCG [co-chairs with support from focal points as required]
5. Provide support to the Emergency Task Force and ICCG to manage and update inter
agency tools including contact directories, Who What and Where (3W) matrix, and
other IM tools.
6. Provide support to the ICCG for analysis and reporting of common rapid assessment
data.
38
Annex 10 – Tasks and Responsibilities – Provincial Focal Points
DRAFT
Inter Agency Provincial Emergency Focal Points
Outline of Tasks and Responsibilities
The Inter-Agency Contingency Plan (IACP) process has identified a need the national level InterAgency Standing Committee (IASC) members and the Emergency Task Force (ETF) 21 to coordinate
more closely with inter agency organizations at the district and provincial level during an
emergency response.22 This coordination is also critical for effective dissemination of early
warning information bi-directionally between the national and sub national level.
To promote coordination between the national level ETF and the provincial level international
actors, a Provincial Focal Point for emergency preparedness and response will be identified for
each of Lao PDR’s seventeen provinces.
Provincial Focal Points (PFP) will have the following responsibilities:
Maintain a basic contact list for all relevant government agencies, UN agencies, INGO and
Not for Profit Associations (NPAs) present in the Province. This contact list will be updated
every year in May and emailed to the INGO ETF Focal Point23.
Communicate early warning information to the INGO focal point within the ETF24, either
proactively or on the request of the INGO ETF focal point, in the event of a potential or
likely emergency25. Similarly, dispatch early warning information received from ETF focal
point to agencies in the Province.
Provide information as detailed in the Initial Information Guidance Note26 during the first
72 hours of an emergency.
Be responsible for directly communicating with the Provincial Disaster Management
Committee (PDMC) on the plans and progress for implementation of a common rapid
assessment (CRA) in the event of an emergency, and communicate this information to the
ETF.
Where the IASC or the PDMC has identified a need for the CRA to be initiated, support the
PDMC to carry out the CRA where requested and/or relay to the ETF any need for the task
force to mobilize central level resources to support the CRA.
In collaboration with NDMO and present INGOs and agencies, provide training to PDMCs
to use the CRA tool.27 Communicate with the ETF any need for additional funds for this
task where the PFP organization/agency is unable to carry the costs.
Disseminate the CRA review template28 to Provincial and District actors who implement
the CRA tool, and collect and send the completed review templates to the UNRCO29.
28
29
Refer to attached CRA review template
Maya.lindberg.brink@one.un.org
39
Annex 11 – Cluster Response Plans
Cluster Response Plans
Each cluster has developed a cluster preparedness and response plan in consultation with cluster
members including Government counterparts, based on the contingency plan scenario. The
clusters will undertake a review of the plan prior to each rainy season, and be responsible for
updating and improving plans at regular intervals. Please refer to annex 11 for the detailed cluster
plans.
The cluster preparedness and response plans include a cluster 3W matrix and a pre-positioned
supply list. The consolidated 3W matrix and pre-positioned supply list are held by the RCO, and
will be circulated to the cluster leads for updating in May of each year, prior to the rainy season.
A. Health Cluster RESPONSE PLAN
The Health Cluster Response Plan, 3W matrix and pre-positioned stock list are current as of 1
January 2013.
This response plan is based on a disaster scenario of a storm/flood that has directly affected
250,000 persons in five provinces. A total of 75,000 persons require immediate humanitarian
assistance.
1. Goal
Affected population have access to effective, safe and quality health services through effective,
efficient and timely response to public health emergency coordinated by all health sector partners
in Lao PDR under the leadership of the Ministry of Health (MOH).
2. Specific Health Cluster Objectives
2.1 To regularly engage national and international health partners in the effective collaboration
and coordination of the health sector preparedness and response
2.2 To assess and monitor health needs and strengthen disease surveillance
2.3 To respond to health needs and threats including outbreaks, strengthen disease control and
identify and respond to gaps that are critical to the delivery of health care.
2.4 To consider vulnerable groups (e.g. children, ethnic groups, children, pregnant women, those
with disability) and cross-cutting issues such as gender, age, HIV, child rights and human rights in
all aspects of preparedness and response.
40
3. Health Cluster Preparedness Plan
Activities
1
2
3
4
Monthly meetings of Health Cluster
for preparedness
Complete 3W matrix
Preparation of information on prepositioned supplies and surge
capacity/mechanisms available by
Agencies & the MoH (e.g. bed nets,
vaccines, kits, essential drugs
etc.): (i) determine needs, (ii)
determine current availability, (iii)
procure/plan for needed supplies for
stockpile
Prepare essential medicine / health kit
list for emergency response
Responsible
agencies
WHO and
MoH
Health
Cluster
Health
Cluster
Timeline
Comment
2013
onwards
2013
Update
2013
Update annually
Health
cluster
June
2013
Review the drug list
from WPRO "The
Interagency
Emergency Health Kit
2006" in Lao context
Asian Disaster
Preparedness Centre
supports training at
central and provincial
level
5
Hospital Preparedness in Emergency
(HOPE) training for hospitals at all
levels
MoH with
Health
Cluster
support
20112014
6
Establishment of Emergency
Operation Centre (EOC) in the Ministry
of Health for all public health
emergency/disaster
- Development of Incident
Management System
-Expand and consolidate national and
local health emergency units Health information and knowledge
management improvement for risk
management (including for vulnerable
groups)
-Base line health data/information
(aggregation & extraction)
-information flow mechanism (adopt
procedure for regular updating and
sharing of data)
Complete National Health Emergency
Plan (review, revise and translate into
Lao)
Identify potential sources of funding
MoH with
WHO
support
Nov
2012June
2013
Health
Cluster via
Information
Management
Network
2013
MoH with
support of
WHO
Health
cluster
Health
cluster
2013
7
8
9
10
Health rapid needs assessment
training and review and revise health
Update regularly
Ongoing
20132014
41
11
12
13
14
15
rapid needs assessment forms
(consider vulnerable groups)
Risk communication training for policy
and technical level
Review and development (if needed)
of health information education
communication materials that could
be used for disaster
Improve capacity for essential Health
Service Delivery after
emergency/disaster including:
- Development of Hospital
preparedness plan for each level
- Consideration for blood
supply/transfusion
- Map availability of health services
- National policy on ‘Safe Hospital’
initiative
- Strengthen referral and triage
systems
- Development of standardized case
management guidelines for floodprone diseases
Public Health Emergency training for
key responders, including First Aid
training for local level
Develop tools for monitoring and
evaluation of response
MoH with
support of
Health
cluster
MoH with
support of
Health
cluster
MoH with
support of
Health
Cluster
2013-14
MoH with
support of
Health
Cluster
Health
Cluster
20132015
2013-14
2014-15
Already developed
case management
guidelines for Dengue
and Severe Acute
Respiratory Infection
2013-14
42
4. Health Cluster Emergency Response for the aforementioned scenario
Activities
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Immediate financial support of 5,000
USD
Maintain regular contact/reporting with
affected area and district level
Health rapid needs assessment and
analysis
Hold Health Cluster meetings and
coordinate with other Clusters
Establish of technical working groups
within MoH
Enhance surveillance for communicable
disease and other unusual health events
Form mobile outreach health team to
provide health care (including integrated
MCH services and considering needs of
vulnerable groups) in affected area
difficult to access and provide medical
care
Participate in common rapid assessment
Activate hospital teams for mass
casualty/injured
Supporting health education/IEC
activities, distributing risk
communication materials including
hygiene promotion and disease
prevention (including consideration of
vulnerable groups)
Provide larvicide to control insect
vectors (vector borne diseases
prevention)
Procure/provide insecticide treated bed
nets to poor families and displaced
households for prevention of malaria
and dengue fever
Procure/provide essential drugs
including those to replenish use stocks
(see draft essential drug list below)
Procure/provide vaccine for emergency
vaccination (e.g., against measles and
rabies) and replenishing lost stocks for
childhood vaccines.
Provision of
Responsible
agency(ies)
WHO
MOH with cluster’s
support
MoH with support of
Health Cluster
Cluster co-leads
Timeline/ frequency
On request of the
Government
Daily
Within 72 hours
Within 72 hours
MOH with Health
Cluster’s support
Local surveillance unit,
under supervision of
provincial level and
National Centre for
Laboratory and
Epidemiology; with
Health Clusters support
(WHO)
MOH with Health
Cluster’s support
Within 72 hours
PMDC
MOH with cluster’s
support
MOH with Health
Cluster's support
8-14 days
Within 72 hours
Within one week
MOH with Health
Cluster support (WHO)
MOH with Health
cluster support (WHO)
MOH with Health
cluster's support
(WHO)
MOH with Health
cluster's support
(WHO, UNICEF)
43
tetanus toxoid vaccine and tetanus
immune globulin. Provision of Vitamin
A.
Conduct a mass measles vaccination
campaign for children aged 6 months to
15 years, including the administration of
Vitamin A to children aged 6-59 months;
Ensure that all infants vaccinated
between 6-9 months of age receive
another dose of measles vaccine upon
reaching 9 months
Order and distribute (i) personal dignity
/ hygiene kits, (ii) delivery kits for
individual use and for use by health care
providers, (iii) essential reproductive
health and maternal health equipment
and consumables for use at health
facility level
Order and distribute rapid test kits (e.g.
for cholera, dengue) and laboratory
reagents for NCLE
Co-ordinate with Shelter cluster for
temporary health care facilities if
needed and also for
rehabilitation/recovery of health care
facilities
Consider mental health needs of those
affected by the disaster and provide
support
Evaluation after incident finished and
record lesson learnt, Report
15
16
17
18
19
20
MOH with Health
cluster's support
(WHO, UNICEF)
MOH with Health
cluster's support
(UNFPA)
MOH with Health
cluster's support
(WHO)
Health Cluster
MOH with Health
Cluster's support
Health cluster
members
5. Operational Constraints





Limited budget of the MoH
Limited health staff of the MoH
Damage to transportation infrastructure or movement restrictions will hamper access to
displaced people
Delay of information flow/communication from affected area
It will take time (months) to procure some supplies so efforts should be focused on stockpiling before disaster
44
6. Responsibilities and Authorities
Authorities
Global Health Cluster Lead
Local Health Cluster Lead
(WHO)
Co-chair of Local Health
Cluster Lead (MOH)
Health cluster members
Responsibilities
Provide distance support to cluster lead agency as needed
Serve as linkage agency between the national and local health
authorities, international and NGO humanitarian health sectors,
civil society and other stakeholders to ensure that international
health responses are appropriately aligned with national structure
Provide necessary information/data for the health cluster for
effective response plan. Lead/contribute to health response
activities
Work to jointly assess and analyze information, prioritize the
interventions, build an evidence-based strategy and action plan,
monitor the health situation and the health sector response,
adapt/re-plan as necessary, mobilize resources and advocate for
humanitarian health action.
NB There is a need for inter-action between Clusters in preparedness and response e.g. between
Health and Nutrition for preparedness, between Health and WASH for public health
communication, and between Health and Shelter for the repairing/rebuilding of health care
facilities.
7. Additional Personnel Requirements based on the scenario
Request support of health staff from the provinces near to the affected provinces.
8. Additional Material and Financial Requirements based on the scenario
Additional financial support will be requested from CERF and/ or Flash Appeal and/or donors. The
following table is provided as an example. It is the cost estimation done for CERF Appeal for
typhoon Ketsana which affected 4 provinces in 2009, affected approximately 170,000 people.
Cost item
A. Staff costs
B. Travel
C. Operational costs for surveillance and response staff (travel, per diem, etc.)
D. Acquisitions
Emergency medicines and supplies
Test kits
Laboratory supplies for surveillance testing
Abate (mosquito larvacide)
IEC materials for hygiene, abate and medicine use, prevention (timely and
appropriate care seeking for key illnesses in children?)
E. others
Sub-total project requirements
F. Indirect program support costs (not to exceed 7% of subtotal project costs)
PSC amount
TOTAL COSTS
Total cost
(USD)
24,415
2,640
17,600
61,305
20,600
11,800
13,200
16,945
168,505
11,795
180,300
45
The essential drug requirement will be based on need estimation after health risk assessment and
analysis. The following table is example based on the request for typhoon Ketsana which affected
4 provinces in 2009. It should be noted that the list below is only for essential drugs does not
include all required supplies (e.g. lab kits, dignity and delivery kits, vaccines, vitamin A, etc.). Also,
the list does not clearly indicate pediatric formulations of drugs needed for integrated
management of childhood illness that should be considered in a revised list.
No.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
List
Amoxycilline 500mg
Sp. Amoxycilline 125 60cc
Sp. Bactrim 60cc
Ofloxacine 200mg
Doxycycline 100mg
Pd. Tetracicline
Collyre titimycine
Liberton 2mg (Polaramin)
Bisolvon (Bromcxin)
Sp.Bromex
Sp. Phenergan 60cc (Prometacin)
Salbutamol 2mg (Ventolin)
Hydrocorisone
Water 2ml
Buscopan
Buscopan
Miracid (Omeprazol 20mg)
Antacid
Primperam
Primperam 2ml
Diclofenac 50mg
Sp. Patamol 60cc
Paracetamol 500mg
Patamol 300mg
ORS
SP. Berberin
Berberin
Anapril 200mg
Lasix 40mg
Valium 5mg
Tanganyl 500mg
Hydrogen 6%
Bactodine 30ml
Pd. Bleu de methylen 30/60
Eosine 3%
3 stars Rub
Chinese rub
Tatavax
NSS 500ml
Unit
comp
FL
FL
comp
comp
Tub
Tub
comp
comp
FL
FL
comp
FL
Amp
Amp
comp
comp
comp
comp
Amp
comp
FL
comp
Amp
Sac
FL
comp
comp
comp
comp
comp
FL
FL
FL
FL
FL
FL
Amp
FL
46
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
Vit C 100mg
Vit C 500mg
Seringe 5 cc NP
Cathrice I, V No 22.24
Needle no.23 for suction
Cotton
Maxk paper
Bandage
Alcool 90 degree
Non-sterelized bag
Small scotch
Wooden for tangue
Thermometer
Wound clean set
Blood pressure meter
Stethoscope
Small torch
Small battery
Small bag for drug
Zinc
comp
comp
Unit
Unit
Unit
Kg
Unit
Roll
L
Pair
Roll
Unit
Unit
Set
Unit
Unit
Unit
Unit
Kg
comp
A document published by WHO regional office (WPRO) called "The Interagency Emergency Health
Kit 2006" can be referred for calculation of medicine needed based on assessment. The kit
provides supplementary unit for 10,000 people for 3 months. However, Lao PDR should have their
own kit that is more appropriate to Lao context; this can be developed during preparedness
activities.
47
9. Health Cluster Contact List
The cluster is led by WHO and the Cluster’s members are as follows (to be updated on a yearly basis):
Agency/
Org.
WHO
Focal Point
Title
Office number
Dr Dapeng Luo
021 353902-04
MOH
Dr. Naoboutta
UNICEF
Dr. Viorica
Berdaga
Dr. Ataur Rahman
Dr. Esther Muia
Mahboob Ahmed
Bajwa
Ghulam Sherani
Team leader of Emerging
Disease Surveillance and
Response Unit
Director general of MOH
cabinet
Chief, Health and Nutrition
UNFPA
UNICEF
WFP
INGO
network
FAO
IOM
Lao Red
Cross
French
Red Cross
Health
Poverty
Action
Dominique Van
der Borght
Sissel Brenna
Doug Foskett
Mr Bountheung
+856-2131520004; ext 211
Cell phone
number
020 55509883
Fax
Email address
021
353905
luod@wpro.who.int
020 99801734
+86521
214003
+ (856-21)
314 852
nao.boutta@gmail.com
Naoboutta@laotel.com
vberdaga@unicef.org
020 555 21
231
Immunization specialist
arahman@unicef.org
muia@unfpa.org
mabajwa@unicef.org
020 4105566
Head of Emergency
Preparedness & Response
Unit
Country Director (Oxfam)
021330300 ext
2480
02055503199
+856 21 4508701 ext. 121
+856
21330307
Ghulam.sherani@wfp.org
+85621414
660
Emergency Focal
Country Director
Disaster Management Unit
dfoskett@iom.int
laodphq@laotel.com
David Boisson
Head of Delegation
+856.21.241.042
Mr. Bangyuan
Wang
Country Director
021 264960
+856.20.5550.
9002
020 23666873
+856.21.24
1.042
021
264961
48
B. WASH Cluster RESPONSE PLAN
The WASH Cluster Response Plan, 3W matrix and pre-positioned stock list are current as of 1
January 2013.
1. Goal
Effective, efficient and timely response to emergency for Water, Sanitation and Hygiene
coordinated by all sector partners in Lao PDR
2. Specific Cluster Objectives
2.1 Objective of the WASH humanitarian response:



Reducing morbidity and mortality cases due to WASH-related diseases
Preserving life with dignity
Restoring normalcy in the lives of affected populations by providing safe access to and
ensuring use of water, sanitation and hygiene in emergency situations in collaboration
with partners.
2.2 Objective of the WASH cluster:

Achieving “more strategic WASH response through a better prioritization of available
resources by clarifying the division of labor among partners, better defining the roles and
responsibilities of humanitarian organizations.
2.3 Operational Objectives of WASH cluster:












Establishment and maintenance of appropriate humanitarian coordination mechanisms.
Inclusion of key humanitarian actors and coordination with national/local authorities.
Coordination with state institutions, local civil society and other relevant actors.
Effective needs assessment and analysis.
Adequate monitoring and evaluation.
Utilization of participatory and community based approaches.
Attention to priority cross cutting issues (Gender, capacity etc.).
Appropriate planning and strategy development for a predictable response.
Application of relevant standards (i.e. Sphere).
Responsive advocacy and resource mobilization.
Promotion and support for training and capacity building.
Adequate emergency preparedness.
49
3. Emergency Response for the aforementioned scenario
No. Activities (outline what needs to be done – either
collectively or even by individual organization in
order to achieve the stated objectives
1
Understanding the situation and coordination
1.1 Gathering information from Govt. responsible
authorities on ground and compilation of initial
situation report.
1.2 First meeting of cluster partners
1.3 Provide situation updates to UNRCO
1.4 Develop sector response plan and submit to UNRCO
for Flash Appeal and CERF application
Agency(ies)
responsible
Timeline
UNICEF/WHO
24 hrs.
All partners
Cluster lead
Cluster lead &
partners
1.5
Participate in a joint Rapid Assessment
Cluster partners
48 hrs.
48 hrs
48 hrs
(if
required)
As
required
2
2.1
Humanitarian Assistance- lifesaving supplies
Water trucking or provision of bottled water to
affected communities
2.2
Provision of 12,500 WASH kits (soap, water
containers, buckets and chlorine tablets) to affected
areas.
3
3.1
Restoration of Improved Water sources
Dewatering, cleaning and chlorination of
contaminated dug wells and boreholes
3.2
Rehabilitation/restoration of damaged water supply
systems e.g. gravity fed systems, boreholes, dug
wells and water supply networks
Provision of household water treatment (bio-sand
filters,..)
3.3
4
4.1
Sanitation
Provision of latrine facilities for both temporary
evacuations and affected areas
4.2
Rehabilitation of damaged sanitation services
(latrines, etc)
5
5.1
Hygiene Promotion
Distribution of Hygiene communication materials
along with WASH lifesaving supplies. Materials are
already developed.
FundingCluster partners
OperationNam Saat
Provision-UNICEF,
and other partners
DistributionNam Saat
72 hrs.
Cluster
lead/member,
Nam Saat
Cluster
lead/members, Nam
Saat, Nam Papa
Cluster
lead/member,
Nam Saat
7 days
Cluster
lead/member,
Nam Saat
Cluster
lead/member,
Nam Papa
15 days
Nam Saat
72 hrs
72 hrs
15-90
days
15-90
days
15-90
days
50
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.
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.
The cluster will use existing government structures within the MoH, MPWT and MoES and
provincial departments of these ministries.
UNICEF in its
warehouse.









warehouse has following materials as prepositioned in the Central Nam Saat
39,062 soap bars;
15,000 water containers (10 litre);
374 plastic buckets;
750,000 chlorine tablets;
1,500 kg chlorine powder;
20 sets dewatering pumps;
83 TARA pumps;
100 (4mx50m) plastic sheets; and
500 (4mx5m) tarpaulin plastic sheets
IFRC has trained Regional Disaster Response Team that could be mobilized in Laos PDR in case of
emergency, if requested by the Lao Red Cross (LRC). IFRC has also developed the Disaster Relief
Emergency Fund (DREF) to respond to large scale hazards. This financial mechanism is launched
by the IFRC in collaboration and following the LRC request.
Additional financial will be required depending on the below situations:
If all 75,000 people displaced:
If non-displaced:
USD 2 million (tentative) is required.
USD 1.5 million (tentative) is required
51
8. Collaborative Partners
















National Centre for Environmental Health and Water Supply, MoH
Department of Housing and Urban Planning, MPWT
Ministry of Education and Sports, MoES
UN-Habitat
WASP-World Bank
WHO
Oxfam
Plan International, Lao
Health Poverty Action
CARE International
World Vision
French Red Cross
Lao Red Cross
Save the Children
SNV, Netherlands Development Organization
HELVETAS
52
WASH CLUSTER Contact List
Agency/ Org.
Focal Point
Title
MPWT
Mr. Noupheuak
Virabouth
MPWT
Mr. Khanthone
Vorachith
MOH
Dr. Soutsakhon
Chanthaphone
UNICEF
Mahboob
Ahmed Bajwa
Deputy Director
General, Department
of Housing and Urban
Planning
Director of Water
Supply Division,
Department of Housing
and Urban Planning
Director of Centre for
Environmental Health
and Water Supply
Chief of WASH
UNICEF
Santiphap
Kithavone
WASH National Officer
WHO
Dr. Supachai
Douangchak
Buahom
Sengkhamyong
Viengsamay
Wongkhamsao
Bounthavong
Sourisak
Sengthong
EHA Focal Point
UN-Habitat
WSP-World
Bank
WSP-World
Bank
Oxfam
Australia
Chief Technical Advisor
Country Team Leader
Office
number
021
412282
Cell phone
number
020 22492863
Fax
Email address
nvirabouth@yahoo.com
020 55503029
khanthone_v@hotmail.com
020 55717384
soutch@laotel.com
021315200-04
ext 111
021315200-04
ext 181
021353902
020 54105566
021- mabajwa@unicef.org
314852
020 22221717
021- skithavone@unicef.org
314852
021267714
021450010
ext 6106
020 22226005
Social Development
021
450870
020 55777690
021353905 douangchaks@wpro.who.int
02022221341
020- buahom.sengkhamyong@undp.org
264939
vvongkhamsao@worldbank.org
020 2221336
bsourisak@worldbank.org
53
Plan
International
Plan
International
Plan
International
Health Poverty
Action
Health Poverty
Action
CARE
International
CARE
International
CARE
International
World Vision
World Vision
World Vision
SNV,
Netherlands
Lao Red Cross
French Red
Cross
French Red
Cross
HELVETAS
Mr. Andrew Hill
Programs Manager
Mona Girgis
Country Director
John McGown
WASH Manager
Bangyuan Wang
Country Director
Melissa
Whitney-Long
Meret
Weyermann
Henry Braun
Programme
Development Officer
Chanthanome
Sydavanh
Grant Power
Amelia Merrick
Vilayvanh
Halathmanivong
Phetmany
Cheuasongkham
Dr. Bountheung
Manvilay
David Boisson
Emergency Coordinator
Kongmany
Kommalien
Phansamay
INPHOMMA
DM Officer
(021)
353409-11
020 58620218
(021) Andrew.Hill@plan-international.org
13512
020 55520345
(021)
353409-11
021
264960
021
264960
021
353869
20 97367384
John.McGown@plan-international.org
020 23666873
020 23373752
m.whitneylong@healthunlimited.org
020 77598090
meret.weyermann@gmail.com
020 55527980
henry.braun@carelaos.org
020 22220712
chanthanome@carelaos.org
020 55599349
grant_power@wvi.org
amelia_merrick@wvi.org
vilayvanh_halathmanivong@wvi.org
National Director
pcheuasongkham@snvworld.org
020 55520951
Head of Delegation
WASH Specialist
021
241042
020 55509002
020 55805199
laodphq@laotel.com
021- hod-lao.frc@croix-rouge.fr
241042
dprr1-lao.frc@croix-rouge.fr
phansamay@yahoo.com
54
C. Nutrition Cluster RESPONSE PLAN
The Nutrition Cluster response plan, 3W matrix and pre-positioned stock list are current as of 1
January 2013.
1. Goal
To reduce mortality and to prevent deterioration of nutritional status among the most
vulnerable population groups, such as children under five years of age and pregnant and
lactating mothers who constitute 17% of the total affected population
2. Specific Nutrition Cluster Objectives
2.1. To maintain full readiness to aid at any time up to 41,75030 of vulnerable population
(35,000 under-five children, and 7,500 pregnant and lactating women); the minimum estimated
size of the affected population is 5,000 children under five.
2.2. To participate in joint Government-DPs on-site assessment within 72 hours of a disaster
2.3. To be able to deliver initial nutrition-related assistance – Infant and Young Child Feeding,
Management of Acute Malnutrition, Micronutrient Deficiencies - within the first week of a
disaster
2.4. To have supplies and capacities to sustain the initial nutrition assistance for a 2-week
period, while additional support could be mobilised as needed
2.5. To support the PDMC to conduct a common rapid assessment
2.6. To conduct nutrition specific rapid assessment within 6-8 weeks of a disaster, if required
2.6. To strengthen nutritional monitoring and surveillance
2.7. To improve effectiveness of assistance provided through identification, documentation and
dissemination of lessons learnt.
Overall, to consider cross-cutting issues such as gender, age, HIV, child rights and human rights.
Furthermore, to engage national and international nutrition partners for effective collaboration
and coordination for timely and efficient response
3. Emergency Preparedness for the aforementioned scenario
Activities
1. Mapping Nutrition Partners
1.1 Mapping of partners and potential partners including
UN agencies, MOH and International and Local NGOs
(3-W mapping – Who is doing What types of nutrition
activities/ interventions in Where?
1.2 Advocating importance of nutrition emergency within
nutrition and other clusters
30 Estimated 17% 0f 250000 are vulnerable population of children and PLW
Agency(ies)
responsible
UNICEF, MOH,
partners
Time line
June 2012
Activities
1.3 Updating terms of reference for the cluster that covers
process and methodology; participation including roles
and accountabilities; team composition; procedures and
logistical considerations such as transportation and
equipment; and budgetary and human resource
requirements
2. Mapping Human resources and building capacity
2.1 Identifying nutrition related expertise available incountry and prepare a human resources roster for
improved surge capacity during the emergency
2.2 Training of hospital and basic health staff, State and
Region Nutrition Teams and NGOs in Nutrition
Emergency Response by using globally recognized IASC
Global Nutrition Cluster’s Nutrition in Emergencies
Harmonized Training Package (HTP)
2.3 Strengthening of Hospital Nutrition Unit (HNUs) training
and refresher training on integrated management of
acute malnutrition including management, pre-position
supplies
3. Pre-positioning supplies
3.1 Preposition therapeutic supplies for nutrition response
for up to 42,500 under-fives and pregnant/Lactating
women
Agency(ies)
responsible
Time line
UNICEF, MoH,
partners
June 2012
UNICEF, MoH
August
2012
UNICEF/NNC
August
2012
UNICEF-for
30,000
beneficiaries;
to be compl.by
partners
3.2 Verifying existing stocks of emergency supplies and find UNICEF,
resources for gaps
partners
4. Standard tools and format
4.1 Developing nutrition sector specific rapid assessment UNICEF, MOH,
tool and standard tools modified for Lao PDR context
all partners
4.2 Ensuring availability and use of standard protocols for UNICEF, MOH,
conducting nutrition assessment, surveys, community all partners
and facility based management of acute malnutrition,
infant feeding in emergency and micronutrient
supplementation
5. Maintaining coordination mechanism among nutrition partners as Nutrition
Cluster/Nutrition Technical Working Group
Conduct Nutrition Cluster/Nutrition Technical Working Group All Nutrition
meeting
Cluster
members
6. Collection and sharing of baseline data information
(1) Nutrition Survey (LSIS)
(2) Other existing data like MICS, HMIS
MoH, all
partners
August
2012
June 2012
June 2012
July 2012
Quarterly
April/May
2012
4.
Emergency Response for the aforementioned scenario
Activities
Conduct Nutrition Cluster meeting with nutrition partners
To coordinate with partners and other sectors based in the
affected area to obtain initial information of the affected area;
conduct analysis of the preliminary information and consult on
future action plans
Support PDMC to conduct a cross-sectoral initial rapid assessment
including rates of global acute malnutrition,
Promote and protect breastfeeding including monitoring of
breastmilk substitutes and powdered milk supply according to
regulations; provide re-lactation support where necessary
Support pregnant and lactating women to ensure they receive
special nutritious rations
Initiate/ support therapeutic and supplementary feeding
programmes (according to standard guidelines and protocols,
providing supplies and equipment)
Coordinate with health cluster to provide support for
micronutrient supplementation (vitamin A, iron folate, multiple
micronutrient powder, ORS & zinc) and deworming
In coordination with health and WASH cluster, support integrated
health, nutrition, WASH education ensuring children and women
access relevant information about nutrition programme activities
Support resource mobilization for implementing partners
Actively participate in inter-cluster coordination, with particular
focus on harmonizing response efforts with health, food security,
WASH, and logistic clusters
Agency(ies)
responsible
UNICEF,
MoH
UNICEF,
MoH
Timeline
NDMO-MoHUN-INGO
Within
1-2
weeks
Within 1
Weeks
MoH,
UNICEF, all
partners
MoH,
UNICEF, all
partners
MoH,
UNICEF,
WHO, WFP,
INGOs
MoH,
UNICEF,
WHO,
partners
MoH,
UNICEF, all
partners
MoH,
UNICEF, all
partners
Nutrition
Cluster
Within
24 hrs
Within
48 hrs
Within
1-2
Weeks
Within
2-5
week
Within
1-5
week
Within
1-5
weeks
Within 2
weeks
Within 2
weeks




Limited financial and human resources and emergency response related expertise
Damage to roads and transportation infrastructure or movement restrictions will limit
access to affected areas thus preventing the ability of the Government and development
partners to conduct a common rapid assessment and deliver assistance to affected areas
The system may not able to cope with large emergency requirements
Procurement of emergency nutrition additional supplies will take at least a month







Common Rapid assessment – PDMC, NDMO, MoH, Joint UN, INGO
Therapeutic supplies and nutrition equipment – MoH, P/DHO, UNICEF, WHO
Food assistance and supplementary food supplies – WFP
MoH, National Nutrition Centre leads the emergency response and other partners
support it through financial, technical and operational assistance
Provincial and district teams of MOH would take a lead at Provincial and district levels for
the nutrition emergency response in collaboration with UN agencies and local and
international NGOs working in the area
UNICEF as cluster lead and "provider of last resort" will attempt to provide various inputs
to the extent possible
The MoH, P/DHO with support from the nutrition cluster member will take responsibility
for nutrition assessments, IYCF, CMAM and micronutrient supplementation

Village Health volunteers, village kumbhan, LWU
Additional financial support may come from CERF or Flash Appeal or donors.
Communication equipment for hospital and HC staff and other designated personnel
Nutrition cluster is led by UNICEF, and co-chaired by the MoH (Director General of MOH
Cabinet) and the partners include the following
10. List of supplies for pre-positioning







Ready to Use Therapeutic Food (RUTF)
BP5, Blended food
F 75
F 100
ReSoMol
Vitamin A
Multiple Micronutrient Powder/sprinkles






De-worming tablets
Antibiotics
Anti-malaria drugs
IEC materials
Measuring materials for anthropometric assessments
Plumpy’Sup
11. Standardized tools






Rapid Assessment questionnaire
I/CMAM : Guidelines on the Management of Acute Malnutrition for health workers and
community health workers
National Infant and Young Child Feeding: National Infant and Young Child Feeding
Guidelines, draft
Micronutrients: Guidelines for use of multiple micronutrients; National Guidelines for
Vitamin A and de-worming; Guidelines for iron-folate among pregnant and lactating
women
IEC materials: Breastfeeding communication materials; Nutrition education packages
Standardized tools suggested to be produced: Nutrition Specific Rapid Assessment tool;
Monitoring and reporting formats for emergency response
12. Assumptions







Expected Global Acute Malnourished Children is 9,000 (15% prevalence at the time of
emergency and 15% incidence in next 6 months)
Targeted is 5,400 (60% coverage)
Expected Severe Acute Malnourished Children is 2,400 (4% prevalence at the time of
emergency and 4% incidence in next 6 months
Targeted is 1,400 (60% coverage)
Freight charges excluded
Cost for IEC (pamphlets, leaflets) and manual (IFE operation guidance, joint statement
and CMAM guidelines) were not included.
Instrument such as MUAC tape, height board, microtoise, salter scale and birthroom
scale will be used from regular nutrition programme.
13. Nutrition CLUSTER Contact List
Office
number
Cell
phone
number
Agency/ Org.
Focal Point
Title
MoH
Dr. Nao Boutta
Director General of MoH
cabinet
Naobutta@laotel.com
MoH
Dr.Chandavone Phoxay
Deputy Director, DHHP
chandavone.phoxay@yahoo.com
MoH
Dr.Bounthom Phengdy
Director, Nutrition Centre
Dr.Viorica Berdaga
Chief, Health & Nutrition
Uma Palaniappan
Nutrition Specialist
Intong
Keomoungkhoune
Nutrition Officer
Aachal Chand
Head of Nutrition
Cami Allen
Nutrition Officer
UNICEF
WFP
021-315 20004
021-330 300
Keith Feldon
WHO
020
55618246
020
55521231
02097594965
020
96466778
020 5552
8247
020 5969
2661
Fax
bphengdy@yahoo.com
vberdaga@unicef.org
856-21-314
852
ikeomoungkho@unicef.org
aachal.chand@wfp.org
cami.allen@wfp.org
021-353
kfeldon@wpro.who.int
Nutrition Focal
Mongkhongkham
FAO
Email address
Brenna Sissel
Mongkhongkham@wpro.who.int
Emergency Program
Manager
Dr.Phetdara
World Bank
Sophavanh Thitsy
Analyst
021-413205
ext 211
21 45001013
21 45001013 ext 6250
Sissel.Brenna@fao.org
21
414210,
20
22221339
pchanthala@worldbank.org
sthitsy@worldbank.org
Cell
phone
number
Agency/ Org.
Focal Point
Title
Office
number
ADB
Barbara Lochmann
Sr.Social Sector Specialist
EU (EEAS)
Hélène Quentrec
IFAD
Stefania Dina
Burnet
Institute
Dr.Niramonh
Chanlivong
niramonh@burnet.edu.au
GIZ
Dietmar Herbon
dietmar.herbon@giz.de
Health Poverty
Action
Bengyuan Wang
Director
Melissa Whitney-Long
Thiphaphone
Panyanouvong
Program Manager
Health Development
Advisor
National Health Team
Coordinator
Nivone Sonevilaysack
Coordinator MCH
Amelia Merrick
Director
Save the
Children
WVI
Louise Sampson
Fax
Email address
21 250 444
ext 141
21 250 333
blochmann@adb.org
Attachée de Coopération -
21 - 241134
21 241137,
241125
Helene.QUENTREC@eeas.europa.eu
Country Representative
21 267 771
71-260647
021-414169;
416111;
452100
s.dina@ifad.org
20 2259
7971
20
55428383
71 260648
louise.sampson@savethechildrenlaos.org
Thiphaphone_Panyanouvong@wvi.org
21
452101
Nivone_sonevilaysack@wvi.org
amelia_merriick@wvi.org
Costing for Emergency Nutrition Supplies (Preposition)
Total affected Pop
Children
Under 5 (12%)
Lactating
women (2%)
B
Preg.
Women
(2.7%)
C
D
Children
6-59
months
E
A
250,000
30,000
6,750
5,000
27,000
Target
Number
Coverage
GAM
SAM
15%
of B
9,000
4% of B
Requirement
each/
Pack or
sachet/cap
Carton
Unit
Cost
Total
Cost,
US$
2,400
Sr.
Supply Items
Micronutrients
Multi-micronutrient, film-coated tablets
(180/wom), PAC-1000
Pregnant women
6,075
(90%)
1,093,500
1,094
14.92
16,315
Lactating women
4,500
(90%)
810,000
810
14.92
12,085
Children under 5, 6-11 mo, 100,000 IU
Children under 5, 12-59 mo, 200,000 IU
Lactating women, Retinol,
200,000IU,soft gel caps/PAC-500
Pregnant women
Lactating women
2,700
21,600
4,500
(90%)
(90%)
(90%)
2,700
43,200
4,500
5
86
9
4.96
9.2
9.2
27
795
83
-
(90%)
(90%)
-
-
Children 6-59 months, 1 sachet/day x 60
days
16,200
(60%)
1,944,000
64,800
0.64
41,472
Emergency Food ration, Plumpy’ Sup
and Plumpy Doz
5,400
(60%)
5,940
59.9
355,806
6-59 months x severe 4% x 2 times
1440
(60%)
Vitamin A capsules,
Thiamin, Vitamin B1(60
tablets), pack of 100
Micronutrient Sprinkle,
pack of 30
-
Supplementary feeding
Therapeutic
Feeding/treatment,
(incidence) x 60% coverage
In Patient (20% of 864)
ReSoMal, 42 g sachets/1L/CAR-100 (0.4
sachet/child)
F-75, therapeutic diet, sachets 102.5g/
CAR-120 (12 sachets/child)
F100, therapeutic diet, sachet
114g/CAR-90 (4 sachets/child)
Folic acid 5mg tabs/PAC-1000
RUTF spread, sachet 92g/CAR- of 150
(136 sachets/child)
Retinol 200,000IU soft gel.caps/PAC-500
(1 cap/child)
Amoxici.pdr/oral sus 125mg/5ml/BOT100ml (1 bottle/child)
Albendazole 400mg tabs/PAC-100
Out Patient (80% of 864)
RUTF spread, sachet 92g/CAR- of 150
(136 sachets/child)
Retinol 200,000IU soft gel.caps/PAC-500
(1 cap/child)
Amoxici.pdr/oral sus 125mg/5ml/BOT100ml (1 bottle/child)
Albendazole 400mg tabs/PAC-100
Total
288
115.2
1
25.59
29
288
3,456
29
57.9
1,668
288
1,152
13
57.6
737
288
288
288
39,168
3
261
4.31
54
12
14,100
288
288
0.6
9.17
5
288
288
288
0.46
132
288
288
3
2.1
6
1152
156,672
1044
54
56,402
1152
1,152
2.3
9.17
21
1152
1,152
1,152
0.46
530
1152
1,152
12
2.1
24
500,251
D. Education Cluster RESPONSE PLAN
The Education Cluster Response Plan is updated as of June 2012. The updated response plan, 3W
matrix and pre-positioned stock lists are pending.
1. Vision of the Education Cluster:
Enable all children and young people to have immediate access or ensured continuity to a quality
education and critical information for their own well-being in a safe environment, in order to protect,
develop and facilitate a return to normality and stability.
.
2. Goal
Strengthen system-wide preparedness and technical capacity to respond to humanitarian
emergencies including the early recovery phase, and for ensuring greater predictability and more
effective inter-agency responses in education, in the main areas of standards and policy setting,
building response capacity, and operational support. (Cluster TOR)
3. Objectives of the Education Cluster in Emergencies
3.1 Specific objectives are to:







Promote increased levels of understanding of the key role of education as part of a first phase
humanitarian response to all major new emergencies, subsequent phases of response and
early recovery.
Promote and improve on internationally recognised standards of good practice in education
responses to emergencies and early recovery (including attention to priority cross-cutting
issues for the education sector), and coordinate and disseminate lessons learned within and
between emergency responses.
Coordinate participating humanitarian agencies in providing a rapid and effective holistic
response to education-related needs of children and young people resulting from major
emergencies as they arise, in collaboration with the relevant national and local authorities.
Strengthen response capacity through the global pool of specialists skilled and experienced in
restoring education services in emergencies.
Strengthen intervention resources through the global availability of key supplies to support
rapid education responses in emergencies.
Improve capacity of partner agencies to help countries build back education systems better
after an emergency, in line with the progression from humanitarian response through
reconstruction and on to development.
Strengthen education in disaster risk reduction efforts and emergency preparedness planning
of host governments.
3.2 Specific objectives of Education Cluster response:
In the aftermath of an emergency, the Education Cluster can



Help protect children from death or bodily harm
Provide lifesaving information on the dangers of unexploded ordnance as well as health and
hygiene messages
Make children less vulnerable to being recruited into illegal activities or being trafficked

Reduce the effects of trauma and offer children a sense of normality , structure and hope for
the future
In the longer term, the Education Cluster can

Play a key role in helping reduce the impacts of natural disaster by including DRR strategies in
the national curriculum.
Core commitments for children in humanitarian action are:





Commitment 1: Effective leadership is established for education cluster/inter-agency
coordination (with co-lead agency), with links to other cluster/sector coordination mechanisms
on critical intersectoral issues.
Commitment 2: Children, including preschool-age children, girls and other excluded children,
access quality education opportunities.
Commitment 3: Safe and secure learning environments that promote the protection and wellbeing of students are established
Commitment 4: Psychosocial and health services for children and teachers are integrated in
educational response.
Commitment 5: Adolescents, young children and caregivers access appropriate life skills
programmes and information about the emergency, and those who have missed out on
schooling, especially adolescents, receive information on educational options.
No. Activities (outline what needs to be done – either Agency(ies)
collectively or even by individual organization in responsible
order to achieve the stated objectives
1
Emergency Relief provision
Timeline
1.1
1.2
1.3
2
2.1
2.2
2.2
3
3.1
3.2
Provision of food, safe bottled water
Provision of hygiene kits (soap, water containers,
buckets and chlorine tablets) to affected areas.
provision of clothes/blankets
Shelter /learning place
Determination if temporary shelter of safe places for
children is necessary
Establishment of safe places
Cluster lead/members
72 hrs
Cluster lead/member,
7 days
Cluster lead/members,
15-90
days
Repair and rehabilitation of buildings
protection counseling and education
Ensuring safety and continuation of education for
children
Replacement of text books and other learning materials
Cluster lead/members
District
Province


The sudden onset emergency may break out while children are at school, causing heightened
risk of casualty
School infrastructure may be damaged or inaccessible for use as safe haven for communities


High numbers of out of school children, especially girls in remote areas may present challenges
for identification;
Damage to transportation infrastructure or movement restrictions will hamper supply of inputs
to recipients of affected areas and access to displaced


The Education Cluster coordinates its assistance through the Ministry of Education and Sports,
line departments and divisions, provincial, district and village authorities and communities, in
coordination with the National Disaster Management Office, relevant sectors and NGOs,
depending on the nature of the disaster and impact on the education sector.
Specific protocols are to be defined in IACP Guidelines


The cluster will use existing government structures within the MoES and provincial, district and
village authorities.
The Cluster will also use NGO education facilities and personnel, especially those located in or
near affected areas



This will depend on the real situation, the resources available from each cluster member, and
whether or not all 75,000 people are displaced.
An Emergency Fund that can be mobilized quickly at the onset of the emergency should be in
place.
Indicatively, supplies would be needed of the following:
 Mats
 Emergency lighting (candles, torches, batteries)
 Hygiene kits
 Clothing/school uniforms
 Blankets
 Replacement books
 Teaching and learning kits


Ministry of Education and Sports; National Disaster Management Office; Ministry of Health;
National Centre for Environmental Health and Water Supply, Ministry of Health, Lao Women’s
Union; Youth Union
Education Sector Working Group, Ministry of Education and Sports Focal Group on Disaster
Management and the INGO Network Education Working Group are also key partners
Education Cluster Contact List
The cluster is led by UNICEF and Save the Children International. The Cluster’s members are:
Agency/ Org.
MoES
MoES
Focal Point
Dr. Sisamone
Dr Mithong
Mme Khamkhamh
Soulignadeth
UNICEF
Ms Jane Davies
UNICEF
Mr Sengarun
Budcharern
Ms Emma Aquinot
Save the
Children
Australia
Japan
Embasssy
Ms Julie Hudson
Ms. Akiko TOMITA
JICA
Mr. Koichi TOYA
CRS
Ms Sara Alexander
EDF Lao
Plan
International
Ms Vithanya Noonan
Title
Office number
Director of Cabinet
Director General,
Department of pre-School
and Primary Education
Deputy Director General,
Department of pre-School
and Primary Education
Acting Chief of Education
021-315200-04 ext 226
Education National Officer
021-315200-04 ext 222
Program Implementation
Director
Second Secretary,
Second Secretary,
021-454 201
Representative (Education
and Governance Sector),
Country Manager
856-21-241100
Basic Education Program
Manager
+ 856 (0) 21 353 409
/10 /11
021-353-800 Ext 142
85621-414-400
021-351-066
Cell phone
number
020 5559
9830
020 5545
4484
020 2303990
020-55599504
020-55517671
020-55525898
020-22200934
Fax
021 314
852
021 314
852
021 285
245
Email address
jdavies@unicef.org
sbudcharern@unicef.org
emma.aquinot@savethechil
dren.org
Julie.Hudson@ausaid.gov.au
021-414- akiko.tomita@mofa.go.jp
406
021-241 Toya.Koichi@jica.go.jp
101-2
021-351- sara.alexander@crs.org
066
+ 856 (0) Vithanya.noonan@plan21 20 313 international.org
512
E. Shelter Cluster RESPONSE PLAN
The Shelter Cluster response plan is updated as of June 2012. The updated response plan, 3W matrix
and pre-positioned stock lists are pending.
1. Introduction
Emergency Shelter is defined as the provision of basic and immediate shelter needs necessary to
ensure the survival of disaster affected persons, including rapid response solutions such as tents,
insulation materials, other temporary emergency shelter solutions and shelter related non-food
items”. (Memorandum of Understanding between IFRC and UN OCHA).
It is responsibility of the Humanitarian Country Team to activate the cluster system to ensure
predictable and efficient humanitarian response, as it was established by the Inter Agency Standing
Committee (IASC). Under the formalized cluster system, the IFRC convenes the Emergency Shelter
Cluster for natural disasters, as part of its global commitment. In complex emergencies, UNHCR will
lead the Emergency Shelter Cluster.
In Lao PDR, the Humanitarian Country Team has appointed UN-HABITAT to act as the Shelter cluster
lead. In case of a major disaster requiring global-level cluster activation, the IFRC will take over the
role of the Shelter cluster lead for the emergency period. Other Shelter cluster members in Lao PDR
include the DHUP from MPWT, IOM, Care, Oxfam, Child Line and Save the Children.
2. Goal
Reduce the vulnerabilities related to Shelter, Settlement and Essential Household Items (EHI) of the
disaster-affected population in Lao PDR.
3. Specific Cluster Objectives (please specify a minimum of three)



To provide culturally appropriate, environmentally sustainable and adequate emergency
shelter to 75,000 people in approximately 12,500 households (6 person/HH used as a planning
figure)
To ensure immediate and effective emergency shelter response for the affected population
To promote cooperation and coordination among the relevant organisations and beneficiaries
representatives
4.1 Preparedness
Activities
1
Identification of potential cluster partners
2
Identify resources available. Analyze the
potential of each partner (shelter experts, staff
and volunteers in the field, relief material,
contingency funds available)
Analyse relief material available in the country
and within region. Brief research on the
3
Agency(ies)
responsible
Cluster lead
Timeline
Checklist
On-going
Cluster lead and
operational
partners
On-going
Provisional
contact list
available
Process has
begun and is
ongoing.
Cluster lead and
operational
On-going
Started, but
not complete
4
material and providers available in the
country31as well as on relief material prepositioned in the country by cluster partners
and available within region.
Analysis of the gaps in resources performed
and appropriate action taken32
5
Cluster meets on a regular basis – at least once
every year before the rainy season
6
Cluster coordinates with other closely related
clusters i.e. WASH
Resource mapping documents updated at least
on an annual basis by May
Identification of safe emergency shelter
locations in case of emergency33
7
8
9
10
11
Identify training and capacity building needs of
the Shelter Cluster.34 Explore possibilities for
additional training of Shelter actors.
Set standards for emergency shelter kits and
NFI packages (SPHERE guidelines should be the
starting point35)
Build capacity of national and local authorities
as well as disaster-prone communities in more
disaster resilient housing designs36
partners
Cluster lead,
cluster
members with
support from
IFRC
Cluster lead to
call a meeting,
members to
participate
Cluster lead and
members
Cluster
members
Local
authorities
On-going
Started, but
not complete
On-going
First meeting
took place
05/2012
TBC
On-going
First mapping
completed
Need more
information
on whether
this has been
considered at
the local
level
TBC
Cluster
members
TBC
TBC
Operational
partners
On-going
Some
capacity
building has
already taken
place
On-going
On-going
31 Care has identified some materials available in country for their Shelter kit, will provide details in due course.
32 Limited number of partners in country with limited resources may obstruct process of addressing the gaps
33 This is a current gap. Ideally would have a map of safe location for every district.
34 Possible training providers include IFRC and IOM.
35 Identified as a training need.
36 UN-HABITAT has got existing for designs guidelines which can be shared
4.2 Response
Activities
Agency(ies)
responsible
Cluster lead
Cluster
members
Timeline
Inform IFRC in Kuala Lumpur; discuss support
requirements
Mobilization of regional Shelter/NFI stocks if
required
Cluster lead
Within 72h
Cluster
members
Within 72h
Provide coordination to mobilize resources
Cluster lead
Coordinate with other clusters including the
WASH cluster in prioritization and potentially
overlapping activities and resources (such as
NFIs)
Provide emergency shelter and basic NFIs,
including technical support on the efficient use
of emergency shelter items.
Participate in rapid needs assessments with the
Government and in coordination with other
groups
Maintain up to date database on Shelter/NFI
distributions
Cluster lead
Operational
partners
On-going
during
emergency
period
On-going
during
emergency
period
Within 1
week
Cluster
members
Within 2
weeks
Cluster
Information
manager
Create and share situation report inputs with
the UNRCO as required
Cluster lead
with inputs
from
partners
Cluster
lead/Cluster
members
On-going
during
emergency
period
As required
Call an emergency cluster meeting
Estimate number of HH’s requiring emergency
shelter
Participate/provide support for mid-term
recovery needs assessment with the
Government and in coordination with other
groups
Participate in early to mid-term recovery works;
provision of housing materials and buildingrelated NFIs; technical guidance for community
carpenters including disaster resilient housing
designs
Operational
partners
Within 72h
Within 72h
Within 2
months
Within 3-6
months
Comments
Estimates will be
based on
government
data. High
resilience of local
communities to
be taken into
account.
Very limited
stocks currently
available
IOM has agreed
to act as the
information
manager
Monitor emergency shelter response
Cluster lead
Evaluation and Set up Exit strategy
Cluster lead
On-going
during
emergency
period
Lessons learnt
and good
practice
identified
5. Operational Constraints and Strengths













Lack of Shelter cluster members in country
Lack of prepositioned Shelter kits and materials in country
Lack of experienced Shelter experts in country
Slow or incomplete information flow from affected areas
Damage to road infrastructure or movement restrictions will hamper access to displaced
populations (particularly in the UXO contaminated areas).
The emergency may scatter the population presenting challenges for identification and supply
of inputs to recipients of affected areas
Availability of ethnic translators
Delays and difficulties in accessing funds to enable resourcing materials
Government bureaucracy impairing timely import of necessary materials
Few disaster prone urban centers, good availability of land for temporary relocation
Good community resilience and ability to quickly recover
Strong sense of community and ease of mobilization of volunteers in case of disaster
Good availability of inexpensive local housing materials





Global Shelter Cluster lead: IFRC. IFRC will provide remote support on a case by case basis to
UN-HABITAT, in the event of formal activation of the shelter cluster in a response which the
Laos government requests international assistance the IFRC would deploy a skilled cluster
coordination team to assist in coordination of the shelter response.
Local Shelter Cluster Lead: UN-HABITAT. UN-HABITAT will adhere to the ToR of the Cluster
Leads as defined in the IACP and will be responsible for providing a forum for strategic
response that meets the needs of affected populations.
Co-Chair of the local Shelter Cluster: Ministry of Public Works and Transport (MPWT). MPWT
will provide the necessary information and data for the Shelter cluster to effectively support
Government’s response.
Shelter Cluster in Lao PDR Information Manager: IOM (on a large scale emergency IFRC might
be able to provide an IM)
Other Shelter Cluster Members: Care, Oxfam, Child Line, Save the Children. All cluster partners,
including the CLA in its potential role as implementer alongside other agencies, have common
mutual responsibilities to reach the objective of effective and timely humanitarian response for
affected populations.
12,500 households would be considered a minor emergency and with minimal cluster members the
team provided by IFRC would likely to be limited to Coordinator and Information Manager, others
would be deployed on a needs basis dependent on scale.
At the moment there are insufficient stocks of Shelter kits in country, and at its current capacity the
Shelter cluster would be unable to provide emergency shelter to the number of households
mentioned in the scenario (approximately 12,500). Some cluster members have samples of Shelter
kits that could be put together from materials readily available within provincial capitals within a
week37 of the disaster and could potentially be distributed to the affected households quickly
through members of the Shelter cluster. However this would require access to immediate funds and
effective collaboration among the cluster members. The estimated cost of providing Shelter kits to
12,500 households is USD xxx38.
The early to mid-term recovery financing estimates will be based on an assumption that
approximately 40% of the affected households (in this scenario this is 16,000 HHs) will have damages
to their housing, of which 90% will be minor damages and 10% will be serious damages.39
1.






Collaborative Partners
Ministry of Public Works and Transport / Department of Housing and Urban Planning,
Vientiane. Mr Xeng Xiong Nengxay, Head of Housing Division. Tel. 021412152
Lao Red Cross Society, Impasse XiengNhune, Avenue Sethathirad, Vientiane. Tel : +856 21 216
610
IFRC, Asia Pacific Shelter Delegate, Kuala Lumpur, Malaysia. Tel: +60-3-9207 5700, +60-3-9207
5771 (Direct), Mobile: +60-1-2305 8023, Email: gregg.mcdonald@ifrc.org
United Nations Development Programme (UNDP) (Early Recovery cluster lead): Bruno
Cammaert, tel. +856 (21) 267 710
UNICEF (WASH cluster lead): Mahboob Ahmed Bajwa, Chief WES Tel. +856- 21-315200-5 Ext.
111, Cell +856-20-54105566; Santiphap Kithavone, WASH officer, Tel. 020 22221717
World Food Programme (WFP) (Logistics cluster lead): Emmanuel Tusiime, Head of Logistics,
tel.
37 To be confirmed
38 Estimate will be based on CARE Shelter package unit costs, plus additional costs from distribution. To be confirmed.
39 UN-HABITAT can provide a cost estimate
Annex 1: Shelter CLUSTER Contact List
Agency/ Org.
UN-HABITAT
Focal Point
Buahom Sengkhamyong
Avi Sarkar
Title
CTA Laos
Regional CTA
Office number
021 267714
021 267707
Cell phone number
020 22226005
020 55555654
MPWT / DHUP
CARE
Xeng Xiong Nengxay
Mr. Chanthanome
Sydavanh
Thongleck Xiong
Chris Mastaglio
Head of Housing Division
Emergency Coordinator
021 412 152
020 97114255
020 2222 07 12
Email address
Buahom.sengkhamyong@undp.
org
avi.sarkar@undp.org
Xeng12@yahoo.com
Chanthanome@carelaos.org
Senior Project Assistant
Representative
021267731
856 (0) 21 412 966
02099894631
+856 (0) 2095 143 740
thxiong@iom.int
chrism@childfund.org.la
Save the
Children
Oxfam in Laos
Emma Aguinot
+856 (21) 454201
+856 (20) 2303990
+856 21 450870
+856 20 54345710
emma.aguinot@savethechildre
n.org
Plan
International
John McGown
Program Implementation
Director
Humanitarian
Coordinator
WASH Program Manager
021-353 410
+856 20 973 673 84
IOM
ChildFund Laos
Sengthong Vongsakid
John.mcgown@planinternational.org
F. Protection Cluster RESPONSE PLAN
The Protection Cluster response plan, 3W matrix and pre-positioned stock lists are updated as of
January 1 2013.
1. Goal
Ensure the rights of all individuals affected or threatened by a disaster are fully protected in line with
line with international human rights legislation, global care and protection standards and
humanitarian principles.
All individuals include all girls, boys, women and men, regardless of their age, ethnicity, location and
level of physical/psychological development.
2. Specific Protection Cluster Objectives
2.1. To engage national (local associations, government etc.) and international protection partners in
the effective collaboration and coordination of the protection sector response, including the UXO
sector, where necessary.
2.2. To assess and monitor the protection rights of and all affected boys, girls, women and men and
conduct awareness and prevention activities related to all risks emerging from an emergency
situation (including abuse, exploitation and UXO).
2.3. To initiate family tracing mechanisms and provide (as needed) psycho-social support and
protection services for all affected individuals (for example Women and Child Friendly Spaces).
3.1 Preparedness Activities
Activities
Develop a TOR for the Protection Cluster, which aligns with the
Global Protection Cluster, and which includes key roles and
responsibilities of the cluster members including key distribution of
tasks between the co-chairs (MOLSW/Save the Children and
UNICEF). Key considerations include IMN member, assessment team
volunteers, communication and resource mobilization focal point
etc.
Develop TORs for surge capacity, including for specialized services
such as psychosocial support, disability and elderly care, shelter
management and UXO
Identify protection cluster members and update contact list twice
per year.
This contact list should also include an update of available partners
within the Child Protection Working Group, the Informal Gender
Network; Disability Sector Working Group and UXO Sector through
NRA / UNDP; even if they are not members.
74
Agency(ies)
responsible
Co-leads with
cluster
members
Timeline
February
2013
Co-leads
July and
(rotating
December
responsibility) each year
Based on the 3W map (who, what, where) conduct an analysis of
other resources available in country (including human resources)
that would be required to meet the needs of the IACP scenario. This
will include an updated list of social services (government and nongovernment) within the country with key roles and responsibilities,
target villages, districts etc. and contact details. Key reference
document includes the National Directory of Essential Services for
Children and Youth in Lao PDR 2012-2013 etc.
Update the Protection 3W’s tool every year , prior to the wet season
and share with the UNRCO
Conduct protection cluster meetings, in collaboration with the
MOLSW every 6 months or as necessary
++ where possible, integrate Protection Cluster updates on the Child
Protection Working Group (CPWG) meeting agenda
Develop a work-plan of Protection Cluster joint activities. Ensure
that there are clear links made with other cluster / sector
coordination mechanisms on critical inter-sectoral issues (for
example education, health and shelter etc.).
Identify training and capacity building needs of Protection Cluster
members, and explore possibilities for training of Protection Cluster
members.
Conduct training for all Protection Cluster members on the:
Global Child Protection Rapid Assessment Tool, gender based
violence, gender sensitivity in emergencies and disability rights
Identify existing baseline data on all relevant protection issues for
response and recovery (esp. UXO coverage). Ensure performancemonitoring indicators are in place.
Develop clear protection advocacy messages (and review existing
messages) for use in SitReps and CERF and FLASH appeals
Stockpile and/or develop a procurement plan for equipment,
supplies and printed material (for response and recovery and MRE)
(e.g. for Women and Child-Friendly Spaces)
Understand and know who have IEC materials and MRE materials
for UXO
Participate in annual refresher simulation exercises to test
responses
75
Co-leads with
MOLSW (and
cluster
members)
Develop
first list in
February
2013 and
update
annually
Co-leads
(rotating
responsibility)
MOLSW (and
Cluster
members for
the CPWG)
Co-leads with
MOLSW
July each
year
Co-leads with
MOLSW
Feb. 2013
(w/ annual
review in
Jan.)
March – July
2013 (TBC)
SC and
UNICEF
regional
trainers
UN Women
Handicap
International
Co-leads with
MOLSW and
Cluster
Members
NRA
Co-leads with
MOLSW and
Cluster
Members
Save the
Children and
UNICEF (coor.
with the
Education,
Health and
Shelter
Clusters)
NRA
UNRCO
July and
December
February
2013
By July
2013
By March
2013
April 2013
April 2013
TBC (March
2014)
3.2 Response Activities
Activities
In collaboration with MOLSW, mobilize the
Protection Cluster (priority phone calls to all
agencies with links to the affected areas)
Undertake an analysis of secondary
information, and other initial information
sources, and relay information to the
Emergency Task Force. Pay special attention to
the disaggregation of data taking into
consideration gender, age, ethnicity, language,
disabilities, HIV status and UXO coverage
Based on data and available information,
identify key advocacy messages and who are
the most vulnerable groups requiring
protection and relay them to the
Communications Team
Integrate any available secondary data from
the UXO sector into draft response and
recovery plans. As required take action.
Provide immediate psycho-social support to
boys, girls, women and men where required
and identify cases for longer-term support and
care
In collaboration with the Education, Health
and Shelter Clusters, set up safe spaces and
facilitate recreation / psycho-social activities
for affected communities.
Mobilise response teams for awareness raising
and safe spaces (using human resources from
cluster members, and cluster members
recognised youth/community volunteers, the
MOLSW, LWU and LYU and members of the
Child Protection Networks (CPNs), where they
exist)
Conduct appropriate prevention activities with
boys, girls, women and men on issues such as
safe migration, human trafficking, violence,
abuse and exploitation and UXO mine risk
education, where necessary.
Support the MOLSW/MoPS to initiate family
tracing for individuals including
unaccompanied children and ensure safe
guards are in place for their prevention (for
example the emergency adoption of children)
Agency(ies) responsible
Co-leads
Timeline
Within
24hrs
Co-leads and IMN focal point
Within 72
hours
Co-leads
Within 72
hours
National Regulatory Authority with
UNDP/UXO Lao, MAG, Oxfam and
Handicap Intl.
Save the Children, UNICEF, Plan,
AFESIP, Friends Intl. CARE,
UNWOMEN
Within 1
week
Save the Children, UNICEF, Plan,
CARE, UNWOMEN
Within 1
week
MOLSW with Save the Children,
UNICEF, Plan International,
Handicap Intl. AFESIP, Friends Intl.,
CARE, UNWOMEN
For UXO: National Regulatory
Authority with UNDP/UXO Lao and
MAG, Oxfam and Handicap Intl.
UNICEF, Plan International,
Handicap Intl. AFESIP, Friends Intl.
For UXO: National Regulatory
Authority with UNDP/UXO Lao and
MAG, Oxfam and Handicap Intl.
UNICEF (and relevant organizations
in affected provinces)
Within 1
week
76
Within 1
week
Within 1-2
weeks
Within 1-2
weeks
Lack of skilled/qualified professionals; lack of referral mechanisms at national/provincial/ local levels
to provide psycho-social support services; a heavy reliance on existing organizational capacity and
external resources; language and the difficulty in communicating verbally and in writing with several
ethnic groups in Lao PDR. Response to challenges: qualified, skilled staff with language skills should
be identified; surge capacity within the areas of psycho-social support and family tracing activities.
Possible requirement for skilled technicians to address mine action activities after an emergency,
Of note is that recovery and livelihoods may be directly challenged by UXO contamination. Responsibilities and Authorities
The cluster coordinates its assistance through the MOLSW. This will be based upon a TOR that will
detail roles and responsibilities of all Protection Cluster members as well as coordination
mechanisms within the cluster and co-chairs.
This cluster is highly reliant on technical skills of staff from the Protection Cluster members. The
Protection Cluster will conduct a capacity assessment to map out the specific capacities within the
cluster and highlight gaps and actions to address those gaps in the event of an emergency. Regional
and international capacity may be sought by Protection Cluster members.
Additional financial support may come from CERF or Flash Appeal or donors. Other possibilities
include the diversion of funds from regular programming depending on the impact of the emergency.
77
PROTECTION CLUSTER Contact List
The cluster is led by UNICEF, Save the Children and MOLSW. For UXO-related preparedness and response activities, the main responsibility will be allocated
to the National Regulatory Authority (NRA), with support from UXO Lao via UNDP. The Cluster’s members are:
Agency/ Org.
Focal Point
Title
Office number
Ministry of
Labour and Social
Welfare
UNICEF
TBC
TBC
TBC
Chief, Child
Protection
021315200-04
Save the Children
Kirsten Di
Martino
alternate: Verity
Rushton
Sarah Morgan
Plan International
Andrew Hill
AFESIP
Mrs. Virith
Khattignavong
Care International Alison Rusinow
Handicap
International
(MRE Education;
Victim Assistance)
Friends Intl.
(Peuan Mit)
Caroline Guerin
Ketsone
Philaphandet
Cell phone
number
TBC
02078830582
Fax
Email address
TBC
TBC
021314852
kdimartino@unicef.org
020-2254-3284
vrushton@unicef.org
Head of Child
Protection &
Child Rights
Governance
Program
Director
Social Economic
Reintegration
Coordinator
Programme
Director
Disability Rights
& Inclusion
Advisor
021 454201-3
020 55466180
021 285245
Sarah.morgan@savethechildren.
org
021-353409
020 58620218
021 313 512
Andrew.hill@planinternational.org
021 562936/562
978
020 99708820
021 562 937
021 217727
020 5555 6564
021 214415
alison.rusinow@careint.org
021 412 110
020 5460 5545
021 416 242
dis.advisor@laos.handicap.be
Country
Program
Director
021 261 389
020 777 012 09
ketsone@friendsinternational.org
National
Regulatory
Authority
UNDP/UXO Lao
Government
Representative
TBC
Miki Fukuhara
Earl Turcotte
(coordinator from
UNDP to NRA)
Tim Lardner
Oxfam
MAG (Mine Risk
Education)
UN Women
Souphonesa
Xaypannha
Sengthong
Vongsakid
(second contact
person)
David Horrocks
Gudrun Sif
Fridriksdottir
UXO Portfolio
Manager / Head
of UXO Unit
Chief Technical
Advisor
Chief Technical
Advisor
Human
Resource
Advisor
Humanitarian
Coordinator
Country
Director
Ending Violence
against
WomenOfficer
021 267 709
021 450870
021 217 505
020 55515875
021-264 939
Miki.fukuhara@undp.org
020 555 16521
Earl.turcotte@undp.org
020 555 16067
Tim.Lardner@undp.org
020 22220961
021 414660
souphonesax@oxfam.org.au
020 54345710
020 5570 5991
david.horrocks@maglaos.org
020 7815 8215
Gudrun.fridriksdottir@unwome
n.org
G. Early Recovery Cluster RESPONSE PLAN
The Protection Cluster response plan is updated as of June 2012. The updated response plan, 3W
matrix and pre-positioned stock-list are pending.
1. Introduction
Early recovery is ultimately about helping people to rebuild their lives. To do this, a coordinated
approach is critical to identify people’s diverse needs beyond emergency assistance, at the earliest
possible moment, and plan for what it will take to meet these needs. Given the multi-sectoral nature
of early recovery it is important to work with other clusters to ensure systematic planning and
implementation of early recovery within the context of their own specific areas of work. This makes
early recovery a common concern and avoids limiting early recovery to the work of one cluster.
However, there are often areas of early recovery which are not covered by the other clusters and
that are essential in order to kick-start the recovery efforts. These specific early recovery areas will
vary from context to context and may include for example livelihoods, agriculture, infrastructure,
land and property or governance.
In Lao PDR, the Humanitarian Country Team has appointed UNDP to act as the Early Recovery Cluster
Lead. At the country level, UNDP supports the UN RC/HC to harmonize the work of all IASC members.
UNDP may also take the lead in coordinating those areas of early recovery not covered by other
clusters.
2. Goal
Coordinated assessment of needs and response to ensure effective and rapid long-term recovery




Ensuring coordinated Early Recovery planning across different IASC Clusters
Facilitate joint In Depth Sectoral Assessments including existing capacities including existing
capacities and opportunities for early recovery
Coordinating Post Disaster Needs Assessment identifying key areas (including areas not covered
by the different IASC clusters), interventions and required budgets
Lead the implementation of the Early Recovery efforts
4.1 Preparedness
Activities
1
2
Establishment of an Early Recovery Network across
all IASC clusters (Early Recovery focal point for each
cluster) and review each cluster response plan to
ensure “early recovery planning is included.
Identify partners and resources available for early
recovery areas covered or not covered by IASC
clusters. Analyze the potential of each partner
(including DPs and government agencies) in terms
Agency(ies)
responsible
Cluster lead
and RCO
Timeline
Checklist
To be
started
NA
Cluster lead
and RCONDMO
To be
started
NA
3
4
5
6
of staff capacity/expertise, geographical coverage
and/or funding and identify potential gaps. This
information is to be updated prior to routine or
regular IASC related meeting.
Review National Disaster Management and
Response strategies, plans and procedures
(including cluster plans) and ensure Early Recovery
is addressed where needed or applicable
Discuss, review and adopt the Post-Disaster Needs
Assessment template with government and
development partners
Gather relevant data and data sources (in
collaboration with IASC members) to facilitate
future assessments and to strengthen early
recovery response
Identify training and capacity building needs for
Early Recovery network members and other
relevant stakeholders identified (point 2)
Cluster lead
and IASC
members
partners
Cluster lead
and RCO
Cluster lead
and IASC
members
To be
started
NA
To be
NA
started,
once Global
PDNA
template is
made
available
To be
NA
started
Cluster lead
and IASC
members
To be
started
NA
Agency(ies)
responsible
Cluster lead
Timeline
Comments
4.2 Response
Activities
1
2
3
4
5
Participate in IASC meetings and Cluster (as
activated by IASC) meetings and support Early
Recovery planning by each Cluster
Provide support to IASC and NDMO in gathering
secondary data relevant to early recovery efforts
Provide support to IASC and NDMO in organizing
joint In Dept Sectoral Assessments and Post
Disaster Needs Assessments
Assist with mobilization of partners and resources
to implement Early Recovery efforts covered or not
covered by IASC clusters
Conduct an evaluation of the Early Recovery efforts
to verify effectiveness and ensure long term
recovery
Cluster lead
Cluster lead
Cluster lead
Cluster lead
Once
assessment
s have been
completed
6 months
after
disaster
5. Operational Constraints and Strengths




UNDP will soon have a dedicated staff working on DRM and will have a project with NDMO
which will contribute to the strengthening of the IASC mechanism, including early recovery
Early Recovery preparedness needs to be initiated as part of the IACP.
Effectiveness of Early Recovery will very much depend on other clusters and the effectiveness
of the Early Recovery the “Network”
Post Disaster Needs Assessment Format is not yet available.

A number of infrastructure delivery mechanisms (PRF, DDF, ect.) are already in place but the
delivery is likely to be slow. The existing mechanisms are also limited to relatively small scale
infrastructure which might not match all the needs.





Global Early Recovery Cluster Lead: UNDP. UNDP will assist with implementation of the Early
Recovery Preparedness plan. If the Cluster is officially activated UNDP will send a SURGE
planning team will help reorient the UNDP country programme and boost operational
resources in response to the crisis. BCPR can help with coordination, assessment and early
recovery strategy development by deploying an Early Recovery Advisor, an Early Recovery
Cluster Coordinator, a Needs Assessment Specialist and an Information Management
Specialist, as required.
Local Early Recovery Cluster Lead: UNDP. UNDP will facilitate the establishment of and support
the Early Recovery Network among IASC clusters and will assist in mainstreaming early
recovery planning in cluster response plans and national DRM strategies, plans and procedures.
UNDP will lead the Early Recovery Cluster if activated by IASC to address sectors not covered by
existing clusters. UNDP will support MPI and NDMO in its role as IASC co-chair, by
strengthening information collection, management and dissemination, organizing joint needs
assessments, facilitating resource mobilization and aid coordination, providing essential
hardware for national and sub-national authorities to plan and manage early recovery. UNDP
will lead, together with MPI, the implementation of the Early Recovery effort and will assess its
impact
Co-Chair of the Early Recovery Cluster: Ministry of Planning and Investment (MPI) Public Works
and Transport (MPWT). MPI will coordinate joint assessments with government agencies and
IASC members, help facilitate resource mobilization and donor coordination. MPI will lead,
together with UNDP, the implementation of the Early Recovery effort and its implementation.
Early Recovery Network Focal Points for different IASC clusters: Will ensure Early Recovery
planning is included in immediate response by concerned clusters and will contribute to the
Early Recovery planning as part of the Post Disaster Needs Assessment.
Other DPs: Contribute to the Early Recovery efforts based on identified resources,
capacity/expertise.
The proposed disaster scenario would be considered a minor emergency where global activation of
the Early Recovery Cluster would not be required. UNDP might nevertheless request BCPR to provide
specialized advisors or specialist, as required. .
The identified disaster scenario would require the mobilization of UNDP funds (TRAC 3) to provide
extra hardware and mobilize additional human resources for information management, aid
coordination and planning/management of early recovery (including joint needs assessments. The
implementation of Early Recovery efforts would require additional resource mobilization depending
on sectors affected and support provided through other clusters.
9. Collaborative Partners (contacts to be added)
Ministry of Planning and Investment; Ministry of Agriculture and Forestry; Ministry of Public Works;
Ministry of Defence; World Bank; ADB; IASC members (Early Recovery Network )
Early Recovery CLUSTER Contact List (to be completed)
Agency/ Org.
UNDP
Focal Point
Singha Ounniyom
Title
Climate Change Policy
Specialist
Office number
021 267711
Cell phone number
02055515876
Email address
Singha.Ounniyom@undp.org
H. Food Security Cluster RESPONSE PLAN
The Food Security Cluster response plan is updated as of January 1 2013. The 3W matrix and prepositioned stock-list are pending.
FOOD SECURITY CLUSTER RESPONSE PLAN DAY ZERO to DAY 16
1. Background and Scenario
This response plan reflects the Inter-Agency Standing Committee’s (IASC) Inter-Agency Contingency
Plan (IACP). In order to recognize the Procedures for the Food Security Cluster in Lao PDR, an
understanding of procedures set out in the IACP is a prerequisite. This plan will be updated on
demand, and in consistency with any IACP updates or amendments.
This plan is based on a disaster scenario of a storm/flood that has directly affected 250,000 persons
in five provinces. A total of 75,000 persons require immediate humanitarian assistance. The scenario
is identical to the one used in the IACP.
2. Goal
To support the Government of Lao PDR to meet the humanitarian food security needs of affected
populations in a timely, effective, and accountable manner.
3. Disaster Response Plan Objectives
To promote and maintain effective collaboration, communication and coordination between food
security actors in Lao PDR.
4. Responsibility Based on Consensus
Cluster participants are not accountable to the Cluster Lead Agency unless they have signed specific
agreements. Achieving coordinated action to address priority problems and gaps depends on building
consensus.



The emergency may scatter the population presenting challenges for identification and supply
of inputs to recipients of affected areas;
Damage to transportation infrastructure or movement restrictions may hamper access to
displaced
Un-availability of the required food in the local market for the response to the immediate
needs of the affected population
6. Procedures for the Food Security Cluster Day Zero –Day 16
1. Hour 0 : Early warning or sudden onset disaster information is transmitted from source
( Cluster Partner or others) to Cluster co-chairs ( WFP and FAO)
2. ASAP: Information is shared with all Cluster Partners and submitted by the co-chairs
3. ASAP : Co-chairs request additional information from other Partners.The Co-Chairs are
responsible for timely information sharing with all Partners.
4. 24 Hrs: Cluster Partners participate in Emergency Task Force (ETF) and/or IASC meetings.
FS Cluster Co-Chairs will communicate decisions and discussions back to the FS Cluster
members.
5. 0 -48 Hrs: Co-chairs call for a 1st FSC meeting . Agenda and actions dependent on the
outcome of ETF/IASC meeting.
BUT will include SitReps; Needs, Capacities and Response activities ( see details next page)
6. 48 -72 Hrs: IF Cluster Mobilised and IACP Activated a 2nd FSC meeting:
SitReps, Planning of Joint Assessments
Common Response Plan, Flash Appeal ( See details next page)
Day (3) 4 -16:
FSC meetings on demand, dependent on scenario, and action/activities agreed upon
Updates to the Partners will be shared continuously through emails and via the co-chairs.
7. Responsibilities and Activities during response
General Activities
 The cluster coordinates its activities through the MLSW and the MAF ( WFP and FAO) and
with Provincial and District authorities (INGOs)
 The cluster coordinates its operation in close dialogue with NDMO, other clusters and
UNRCO
 The Cluster is especially responsible to ensure joint operation and coordination with the
Health and Nutrition Clusters
 The Cluster seeks advice and input from the Global FS Cluster whenever needed
Specific Activities dependent on scenario and decisions taken by IASC (see last page on procedures).
0 -48 hours: Clusters Mobilized and IACP Activated:
 Situation Reports and Assessments identify damage, needs , on-going and planned activities
among the members, capacities and gaps to be met
 Coordination with IASC for planning of Joint Assessments
 Input to a Flash Appeal
 Discussions/input to a common response plan
 Discussions on common funding proposals
 Updated capacity assessment and available resources (e.g. food stocks in country), and input
to 3Ws (Who does What Where)
 Immediate response to affected areas
0-48 hours: Clusters NOT formally mobilized /activated/IACP NOT activated:
 Situation Reports and Assessments on damage, needs, on-going and planned activities
among the members and gaps to be met
 Planning of Joint Food Security Cluster Assessments
 Updated capacity assessment and available resources (e.g. food stocks in country) and input
to 3Ws (Who does What Where)
48 to 72 hours:
 Provision of inputs for the CERF request
Day 4-16: Follow –up activities may include but not excluded to:




Updated Situation Reports
Disaster impact data from the assessments are analyzed and reports from single or joint
assessment are drafted
Provision of inputs for the updated Flash Appeal
Provision of inputs for the revision of Common Response Plan
The global Food Security Cluster may provide support to country-level food security clusters in terms
of technical surge capacity e.g. coordination staff, response teams, assessment staff, information
management.
To be completed in collaboration with Cluster Members
10. Cluster Co-Chairs
The Cluster is currently co-chaired by WFP and FAO as listed below:
Agency/
Org.
Focal Point
Title
Office number
Cell phone
number
Email address
WFP
Ghulam
Sherani
021300330
02054617175
Ghulam.sherani
@wfp.org
Back-up
Khamsing
Namsavanh
Head of
Emergency
Preparedness and
Response Unit
( Co-Chair)
Sr. Programme
Assistant
Phone; (+856 21) 330300 ext.
2480
(+856-20)
22224178
khamsing.namsa
vanh@wfp.org
FAO
Sissel
Brenna
02078106852
Sissel.brenna@f
ao.org
Back-up
To be
decided
Emergency
Project Manager
( Co-Chair)
Food Security CLUSTER Contact List
S.N
Agency
1
WFP
2
FAO
3
4
MLSW
(gov)
MAF (gov)
5
NDMO
6
MoH
7
WVI
8
CARE
9
Save the
Children
10
Oxfam
11
Lao Red
Cross
FRC
12
Cluster Member
Name
Remarks
Email address
Focal point
Alternative
Focal point
Alternative
Focal point
Alternative
Focal point
Alternative
Focal point
Alternative
Focal point
Alternative
Focal point
Alternative
Ghulam Sherani
Khamsing Namsavanh
Sissel Brenna
To be decided
Souphonesay Lorphengsy
Phosavanh Thammavongxay
Sousath Sayakoummane
Savanh Hanephom
Mr. Kindavong Luangrathh
Ms. Vilaykham Lathsaath
khamsing.namsavanh@wfp.org
Vathana Keomany
Vilayvanh Halatmanivong
vathana_keomany@wvi.org
Vilayvanh_Halathmanivong@wvi.org
Focal point
Alternative
Focal point
Alternative
Focal point
Alternative
Focal point
Alternative
Focal point
Alternative
Alison Rusinow
alison@carelaos.org
Souksamone Khantry
souksamone.khantry@savethechildren.org
Sengthong Vongsakid
Mr. Khampy
Mr.Somhack Inthirath
Dr. Keedaeng THAMMALANGSY
oxfamsolpo@laopdr.com
s_inthi@hotmail.com
keedaeng.kdthammalangsy@gmail.com
souphonesay@yahoo.com
savanhpho@yahoo.com
sousaths@hotmail.com
hsavanh@yahoo.com"
kanphet_ndmo@yahoo.com
noy_lsa@yahoo.com
Co-lead of the food security cluster
Co-lead of the food security cluster
13
Plan Lao
Focal point
Alternative
Mr Saphet Sivilay
Ms Mona Girgis or Mr Andy Hill
14
Child Fund
Focal point
Ms. Keoamphone
Souvannaphoum
Alternative
Focal point
Alternative
Focal point
Alternative
Focal point
Alternative
Mr. Chris Mastaglio
chrism@childfund.org.la
Khounphet Mongkhongkham
Mr Keith Ernest Feldon
Bangyuan Wang
Melissa Whitney Long
mongkhongkhamk@wpro.who.int
FeldonK@wpro.who.int
bangyuan.wang@gmail.com
15
UNICEF
16
WHO
17
Health
Poverty
Action
Saphet.Sivilay@plan-international,org
Mona.Girgis@plan-international.org
Andrew.Hill@plan-international.org
keos@childfund.org.la
Limited response in Nonghet
District, Xiengkhouang Province
Supervised by Keith Feldon
I. Logistics Cluster RESPONSE PLAN
The Logistics Cluster response plan is updated as of November 2012. The updated plan, 3W matrix
and pre-positioned stock-list are pending.
1. Goal
The goal of the Logistics Cluster is to establish and maintain an appropriate humanitarian
preparedness and response mechanism that would ensure efficient and effective response to
humanitarian emergencies in the country.





To enhance national preparedness and capacity to respond to humanitarian emergencies
To coordinate logistics preparedness and response activities for humanitarian emergencies
To collect, map, and share information on logistics capacity
To promote cooperation and coordination among the relevant organizations
Ensure adequate liaison and coordination with government on preparedness & response for
humanitarian emergencies
3.1 Preparedness
Activities
Identify potential cluster members
and partners
Meet regularly to plan, update plans,
and share information
Identify & compile information on
current logistics capacity and
available resources
Identify & address gaps &
bottlenecks
Draft a coordination mechanism
Coordinate cross-sector/cluster
activities
Establish emergency response teams
Liaise with key government
counterparts on logistics concerns
Identify training and capacity
building needs of the logistics cluster
Coordinate implementation of
capacity building activities
Cluster lead
Timeline
On-going
Checklist
Provisional list
available
Cluster members &
operational partners
On-going
Draft logistics
matrix prepared
Cluster members &
Cluster members &
Cluster members &
Cluster members &
Cluster lead
On-going
Draft prepared
On-going
Pending
discussion
On-going
On-going
Pending
discussion
On-going
Cluster members &
Cluster lead
On-going
Draft prepared
On-going
On-going
Cluster members
On-going
On-going
3.2 Response
Activities
Convene emergency response
logistics cluster meetings
Cluster lead
Timeline
Within 72
Hrs
Identify and discuss emergency
logistics needs
Mobilization of resources
Cluster members &
Cluster members &
Clear lead
Within 72
Hrs
Within 72
Hrs
Within 72
Hrs
1 week
Liaison with Global Cluster lead
Checklist
List of members
& operational
partners
Based on GOVT
stats
List of available
resources
WFP
Update the logistics response
plan
Participate in rapid assessment
missions (with other clusters and
operational partners)
Plan, coordinate, and liaise
(share information) with other
clusters
Cluster members &
Cluster members &
Cluster members &
On-going
Coordinate and Implement the
logistics cluster response plan
Prepare and share situation
reports
Monitor implementation of the
response plan
Evaluate response and setup exit
strategy
Cluster members &
Cluster members &
Cluster members &
Cluster lead
On-going
Updated
response plan,
resources, and
roles
Situation reports
On-going
Situation reports
2 weeks
Updated
response plan
Rapid assessment
report
On-going
Lessons learned
& best practices






Damage to transportation infrastructure (roads & bridges) or bad road conditions (muddy &
impassable) – may hamper delivery and access to beneficiaries
Inadequate linkages with government response would affect planning & coordinated
coverage
Limited resources & inadequate facilities (funding, storage capacity, & manpower) – may
affect capacity & timeliness of deliveries
Emergency may scatter the potential beneficiaries presenting challenges for identification
and access
Language barrier – particularly for ethnic minority communities
Procedures & red tape (internal or government) may delay delivery of supplies

The cluster coordinates its assistance through the appropriate government ministries,
technical services and divisions, depending on the nature of the disaster and impact on
different agricultural sectors.
To be determined after assessment of current capacity within cluster members
National Disaster Management Office
Ministry of labor & Social Welfare
Logistics CLUSTER Contact List
To be completed.
J. ICT Cluster RESPONSE PLAN
The Logistics Cluster response plan is updated as of November 2012. The updated plan, 3W matrix
and pre-positioned stock-list are pending.
1. Goal
The goal of the ICT Cluster is to establish and maintain an appropriate humanitarian preparedness
and response mechanism that would ensure efficient and effective response to humanitarian
emergencies in the country.
2. Specific Cluster Objectives (please specify a minimum of three)





To enhance national preparedness and capacity to respond to humanitarian emergencies
To coordinate ICT preparedness and response activities for humanitarian emergencies
To collect, map, and share information on telecommunication capacity
To promote cooperation and coordination among the relevant organizations
Ensure adequate liaison and coordination with government on preparedness & response for
humanitarian emergencies
3.1 Preparedness
Activities
Identify potential cluster
members and partners
Meet regularly to plan, update
plans, and share information
Identify & compile information
on current telecoms capacity
and available resources
Identify & address gaps &
bottlenecks
Draft a coordination mechanism
Coordinate cross-sector/cluster
activities
Liaise with key government
counterparts on telecoms
concerns
Identify training and capacity
building needs of the telecoms
cluster
Coordinate implementation of
capacity building activities
Cluster lead
Timeline
On-going
Cluster lead responsible to facilitate
meeting
Cluster members participation
Cluster members & operational
partners
Quarterly
Checklist
List not
complete
Pending
On-going
Pending
partners
partners
Cluster lead responsible for cross
cluster coordination
partners
Cluster lead
On-going
Pending
On-going
Pending
discussion
partners
On-going
Cluster lead
On-going
On-going
On-going
3.2 Response
Activities
Convene emergency response
ICT cluster meetings
Identify and discuss emergency
ICT needs
Mobilization of resources
Liaison with Global Cluster lead
Update the ICT response plan
If required, support the
Government to conduct the
common rapid needs assessment
Plan, coordinate, and liaise
(share information) with other
clusters
Coordinate and Implement the
logistics ICT response plan
Prepare and share situation
reports with the UNRCO
Monitor implementation of the
response plan
Evaluate response and setup exit
strategy
Cluster lead
Cluster members &
Cluster members &
Clear lead
Cluster members &
Cluster members &
Timeline
Within
72 Hrs
Within
72 Hrs
Within
72 Hrs
Within
72 Hrs
1 week
2 weeks
Checklist
List of members &
List of available
resources
WFP
Updated response
plan
Rapid assessment
report
Cluster members &
On-going
Cluster members &
Cluster members &
Cluster members &
Cluster lead
On-going
Updated response
plan, resources, and
roles
Situation reports
On-going
Situation reports
On-going
Lessons learned &
best practices






Damage to telecommunication infrastructure may limit effectiveness of communication (&
coordination) between support teams
Physical constraints - rugged terrain, mountains, and forests – may hamper installation &
effectiveness of telecoms equipment
Inadequate linkages with government response would affect planning & coordinated coverage
Limited resources & inadequate facilities (ISP services, network coverage, communication
equipment, electricity, & manpower) – may affect capacity & timeliness of deliveries
Language barrier – particularly for ethnic minority communities
Procedures & red tape (internal or government) may delay implementation of new
infrastructure

The cluster coordinates its assistance through the appropriate government ministries,
technical services and divisions, depending on the nature of the disaster and impact on
different agricultural sectors.
Ministry of Telecommunication
Private Telecoms Service Providers
Annex 12 - Initial Information Guidance Note
Guidance for the Collection of Initial Disaster Information
The following questions are a guide for what information is most important in the first 72 hours of a
rapid onset disaster, to inform the immediate response. Any actor who has information about the
affected area may collect the information. In most cases, not all information will be available, and
actors should ensure that the initial information is sent to the Emergency Task Force, via the
Resident Coordinator’s Office each day, as appropriate, even if it is incomplete.
RCO email address and phone number: oneun_info.la@one.un.org. Tel: +856 (21) 267 777, direct:
267 748.
1. Brief description of the event/disaster
2. Affected area and population
District
Villages
Total
Estimated
Population
that is
affected
Men/Women/Children Number of displaced
persons (if known)
3. What are the sectors that appear to have been affected (please provide as much details
on impact as is currently available)?
4. What has been the response so far (of the community, the government and other actors)
and what are the gaps?
5. What are the major challenges to respond to this situation?
6. What are the gaps in terms of available information at this stage (any geographical areas
from which you have no information, any sectors for which no information on impact
exist, etc.)?
7. What is the current situation? Is it likely to improve or become worse?
8. Other information
Completed by (name/organization/contact information):
Annex 13 – Common Rapid Assessment - Review Template
Common Rapid Needs Assessment – Review Template
-
Assessing and improving the appropriateness and usability of the assessment form
Background
The common rapid assessment tool was endorsed by the Inter-Agency Contingency Planning process
as the common tool for collection of multi-sectoral information during the first two weeks of a
disaster.
The tool will be reviewed following implementation during 2012 and 2013. To facilitate this process,
all partners who use the tool are requested to complete the following form, which aims to capture
information about how well the tool fulfilled its purpose.
The form should be completed by all administers of the tool, and emailed/scanned to the RCO
(oneun_info.la@one.un.org) and Bouasy Thammasack (thoufriendly228@hotmail.com), NDMO.
1. General Information
Name:
Position and Organization:
Date of tool use:
Location of use:
Type of disaster (e.g. flood):
How many days after the onset of the disaster did you use this tool?:
2. Tool Content
2. 1 Overall, did you find the questions easy to understand?
(zero = very difficult to understand)
(ten= very easy to understand)
0 1
Comments:
2
3
4
5
6
7
8
9
10
2.2 Which questions were not clear? (Please list numbers or text)
Comments:
2.3 Overall, did the informant find the questions easy to understand?
(zero = very difficult to understand)
(ten= very easy to understand)
0
1
2
3
4
5
6
7
8
9
10
Comments:
2.4 Which questions were not clear to the informant? (Please list numbers or text)
Comments:
2.5 Did the informant have any feedback about the interview?
2.5 Are there any relevant questions missing? (Please indicate missing questions)
2.6 Are there any questions that are redundant? (Please indicate redundant questions)
3. Tool layout
3.1 Do you have any comments about the layout or structure of the tool?
3.2 Do you have any comments about the length of the tool?
4. Final Comments:
Annex 14: Common Rapid Assessment Tool
Common Rapid Assessment Tool
Instructions
 This form is used for conducting field-based rapid assessment within 2 to 3 weeks after disaster
with the main aim to take initial quick response;
 Not all questions or sections may be relevant to a particular emergency, if not please mark NonApplicable (N/A);
 Apply other methods like Focus Group Discussion, Observation, Key Informant Interview and
Informant;
 One form should be used for each affected village.
Reference Form Number
Date of Conducting Joint Rapid Assessment
Province, District, Village cluster, Village
Location
Village Name:
Village cluster:
District:
Province:
GPS Latitude:
GPS Longitude:
Actors
Rapid Assessment Team
1
2
3
4
5
First Name:
Last Name:
Organization:
Position:
Phone Contact:
E-mail:
Subjective village priority level: High, Medium, Low (To be filled only at the end of the assessment
day, comparing various villages visited. This will be filled in the Conclusions and Suggestions on the
last page of the form)
Community contact person and interviewees
1
First Name:
2
Last Name:
Position in the village:
Phone Contact:
E-mail:
101
3
Information and disaster
Type of disaster
Date of incident
Information on affected village
Village background
When is the village located in this area?
Year:
e
Location (Please refer to the glossary in
the guideline for more for information)
Village is accessible by
lowland
mountainous
2x4 truck
4x4 truck
If by foot only: Walking distance to
next point accessible by boat or truck
Hours
Transportation means available in the
village (Please refer to the glossary in
the guideline for more information)
If yes, please specify
Communication availability (mobile
phones , etc)
If yes, please specify
hilly area
along river
motorbike
boat
Is this an UXO contaminated area?
DemoGraPhic information
Before the disaster
Number of families
Number of households
Total population
_________ habitants including _________ women
Children < 5 years old
_________ boys _________ girls
Elders above 60 years old
_________ men _________ women
Number of persons with disabilities
_________ male _________ female
102
After the disaster
 Number of affected families:
 Number of affected households:
Number of affected people
Total people
Caretaker/Guardian
(For details in
the guideline)
Male
Femal
e
Dead
Displaced
Injured
Missing
Children < 5 years old
Children>5 and < 18 years
Persons with disabilities
Older people (above 60
years)
Pregnant or lactating women
Women-headed households
Place where displaced people stay
School
Number
displaced
people
of _____male
_____female
Temple
_____male
_____female
Host families
_____male
_____female
Other
(specify)
_____male
_____female
Safe place
(specify)
_____male
_____female
Does your community host displaced people from other areas?
No
If, Yes, approximately_________
If yes, where do displaced people come from?_____________
If the displaced people are in schools or temples, who manages the area and the situation?
6.
SHELTER AND ESSENTIAL NON-FOOD ITEMS
6.1. SHELTERS
Total number of houses in the area:
_______________ unit
How many houses suffered damage:
1. Undamaged __________________unit
(Refer to the guideline for definition) 2. Damaged, but inhabitable _____________unit
3. Uninhabitable __________unit
6.2.
Do households have at least two containers (10-20 liters each) to carry water?
Yes
No
If No, recommendation of distributing water container is
How many households?: …………………..
Do households have appropriate equipments and materials to cook and eat their food?
(Stove, pot, plates, and mug/drinking vessel, etc.)
103
Yes
No
If No, recommendation of distributing kitchen utensil is
Do people have or have access to sufficient sanitation/hygiene items (including the package: bathing
soap, laundry soap, shampoo, toothpaste and toothbrush, sanitary protection, mosquito nets)?
Yes
No
If No, recommendation of distributing hygiene kits is
How many women and girls (Girls with the age below 15 years)?
 Women:……………..

Girls:…………………
Do households have bedding materials available (tarps, mats, blanket)?
Yes
No
If No, recommendation of distributing bedding materials is
How many old people?:…………………….
Do people have at least 2 full sets of clothing (shirt, pants/sarong, underwear)?
Yes
No
If No, recommendation of distributing of clothes
How many people?:……………………….
How many old people?:…………………….
Have they received or expecting to receive any shelter/NFI assistance in the coming days?
Yes
No
If so, list what and by whom?
 Sanitation / Hygiene items
Source: ______________
 Household kits
Source: ______________
 Kitchen Utensils
Source: ______________
 Family tarpaulin
Source: ______________
 Mosquito nets
Source:______________
 Clothes
Source:______________
 Other
Source: ______________
7. FOOD
7.1. DAMAGE TO FOOD PRODUCTION
How big is the damage to the agricultural production?
Total hectare
grown
Totally
Destroyed
Lowland rice
Affected/
estimated
recovery rate
______ha
Upland rice
______ha
______ha
Corn / Maize
Home garden
(vegetables)
Fruit trees
______ha
______ha
______ha
______ha
______ha
______ha
104
______ha
Quantity
Other crops,
please specify
______ha
______ha
_______kg
Seeds damaged
Agricultural
implements
_______set
Fish ponds
_____ponds
Buffalo
Cows
Goats
Pigs
Poultries
Total
Dead
Missing
Sick/infected
animals
7.2. FOOD AVAILABILITY
How many households have lost their food stock?
____________households
How long will the remaining food (food stock) last?
_______________days / months
What are people’s normal ways of obtaining food? (tick relevant box/es)
Livestock
Cultivation
Food stalls
Local market
What kind of food is acceptable?
Sticky rice
Non-sticky rice
Instant noodle
canned food
specify) _______________________________________
Is food available in the local market?
Please specify:___________________________________________
Others (please
COPING Mechanisms:
What are observed coping mechanisms employed?
Eating less quantity of food
Eating less number of meals
Selling small animals
Selling valuables
Selling animals for farming
NTFP Gathering (Non-Timber
Products)
Help from neighboring communities and/or relatives
Have they received or expecting to receive any food assistance in the coming days?
Yes
No
 Sticky rice
Source: ___________________
 Non-sticky rice
Source:____________________
 Canned food
Source: ___________________
 Cooking oil
Source: ___________________
 Salt
Source:____________________
 Sugar
Source:____________________
 Other (Please specify)
Source:____________________
105
Forest
WATER AND SANITATION
Does the population have access to safe drinking water?
Yes
No
What are regular sources of water supply before emergency?
Piped water Dug well
Gravity-fed water system
Surface water Tubewell/borehole
Others (please specify)_____________________
How long does it take you to reach the available water resources? (Specify the time required to go
there and back including queuing time by foot)
0-15'
15-30'
30-60’
over one hour
Were water systems damaged and or contaminated?
Yes
No
Piped
Gravity
Dug Wells
Tube Wells
systems
systems
Damaged
Destroyed
Contaminated
Still functioning
Do households have water storage containers?
Yes
No
If yes, how many households have? ______________households
If yes, what type of household water storage container is available? (Please tick relevant box/es)
Jerry can
Bucket
Water gallon
Other, please specify
Are latrines available for affected families?
Yes
No
If yes, how many latrines are available? ________latrines
What type of latrines available? And how many households? ______households
Pit latrine
Flush latrine with septic tank
Other
If no, where do affected people defecate?
River
Open defecation
Other
Have they received or expecting to receive any WATSAN assistance in the coming days?
Yes
No
 Water purification tablets
 Chlorine
 Filter
 Safe drinking water
 Other
Source: ___________________
Source ____________________
Source: ____________________
Source: ___________________
Source: ___________________
106
HEALTH
What type of health problems do people have?
Respiratory infections
Diarrhea
Dehydration Malaria
Eye infections
ear infection
None
wounds
Are there increased numbers of illnesses among children and old people?
Skin infections
Other (specify)
Respiratory infections
Diarrhea
Dehydration
Malaria
Skin infections
Eyes infections
Ear infection
wound
Other
What types of health services are still functioning in the affected areas?
Hospital
Community health service center
Village drug fund
Village Health
Volunteers
Are they accessible? Yes No
How many doctors/nurses/midwives/ in the health centers are still actively working?
Doctors
Nurses
Midwives
Is the village drug fund available?
Yes
No
What types of medicines are available?
Types: ____________
_____________
_____________
_______________
Have they received or expecting to receive any medical assistance in the coming days?
Yes
No
 Mobile clinic
Source: _____________
 Village drug fund
Source: _____________
 Other
Source: _____________
EDUCATION
How many schools existed in the affected areas?
Kindergartens __________
Primary schools ___________
Secondary schools __________
How many of these are currently operating?
Number of classrooms partially damaged
Types of school structure:
Permanent
Temporary
semi-permanent/permanent
Number of students affected: male/female:
Number of classrooms damaged or destroyed
Are the teaching or learning materials damaged and/or destroyed? And how many?
Textbooks
Bench
Desk
Table
Chair
Are the school latrines damaged or destroyed? And how many?
Sealed latrines
Dry pits
Other (please specify) __________________
107
PROTECTION
Has the safety and security of women and children in your community changed since the
emergency?
Yes
No
Without mentioning any names or indicating anyone, do you know of incidents of
abuse/violence/trafficking against women or children occurring since the disaster?
Yes
No
Do you know of:




Children separated from their parents/caregivers?
No
Few
Many
Children orphaned by the events?
No
Few
Many
Children living on their own?
No
Few
Many
Children, adults with disabilities and old people separated or living on their own: Yes/No
Are the people informed of the coming hazard?
yes
If yes, through which means?
Announcement in the villages
phone
Calls from relatives,
etc please identify _______________
CONCLUSIONS & RECOMMENDATIONS
 Analysis of the information gathered

Intervention: yes or no

What sectors (Health, NFI, Food Security, etc.)

How much

Safety and security issues

Gather information if crime increase during disaster.
108
No
announcement in the radio
Annex 15: Situation Report Input Template
Situation Report Input Template
Cluster Name
Situation Report Input • Laos / Emergency
A. Cluster Details
1. Lead Organization:
2. Focal Point Contact Details:
(Name, Title, Phone, Email)
B. Reporting Period
1. Report Number:
2. Report Date:
3. Time Period Covered:
Please note: sections C-E together should be no more than 200 words total.
C. Humanitarian Needs
Description of total beneficiary needs, including needs the cluster is currently addressing
D. Humanitarian Response
Description of humanitarian activities by cluster partners serving the needs listed above
E. Gaps & Constraints
Description of the unmet needs of both beneficiaries and cluster partners
109
Annex 16: Overall Situation Report Template
Overall Situation Report Template
Country • Emergency
Situation Report No. X
Date
This report is produced by OCHA in collaboration with humanitarian partners. It was issued by
field office or HQ. It covers the period from
to
. The next report will be issued on or
around
.
I. HIGHLIGHTS/KEY PRIORITIES
[Insert three to four bullet points highlighting the main headlines. Keep them brief and to the point. The
Situation Overview is reserved for detailed information.]
 xxx
 xxx
II. Situation Overview
[Recap of the general situation, key facts and figures. Include
important events since the last report. Include new information
on access and security and operational constraints. Describe
the affected populations (refugees, IDPs, host families, etc),
highlighting vulnerable groups such as women and girls, the
elderly and people with HIV/AIDS. Report on inter-agency
assessments.]
[Country location maps to be inserted here. They can be
downloaded at www.reliefweb.int/location_maps.
Larger A4 maps should be included as a separate attachment.]
III. Humanitarian Needs and Response
[Omit sections not relevant to this emergency or this reporting cycle. List the sections in order of
priority to the emergency, or explain that the section is ordered alphabetically. Where relevant,
change to in-country cluster/sector name.]
AGRICULTURE
Needs: [Total beneficiary needs, including needs the cluster is currently addressing]
Response: [Humanitarian activities by cluster members including national response]
Gaps & Constraints: [Unmet needs of both beneficiaries and cluster members]
110
CAMP COORDINATION/MANAGEMENT
EARLY RECOVERY
EDUCATION
EMERGENCY SHELTER
EMERGENCY TELECOMMUNICATIONS
FOOD
FOOD SECURITY
NUTRITION
111
HEALTH
LOGISTICS
PROTECTION
WATER, SANITATION AND HYGIENE
IV. Coordination
[Report on the overall coordination mechanisms in place, both national and international. Report on
inter-agency assessments. Include the input from the Early Recovery Network. Report on the
outcome of meetings. Report on constraints in coordination.]
V. Funding
[In many cases this could simply be two to three bullet
points with a link to FTS.]
XX million
requested (US$)
XX %
funded
All humanitarian partners including donors and recipient
agencies are encouraged to inform FTS of cash and in-kind contributions by sending an e-mail to:
fts@un.org.
VI. Contact
[For major emergencies, the contact details of the cluster coordinators should also be included.]
Please contact:
Location: Name, Title
e-mail address, phone number
Location: Name, Title
e-mail address, phone number
For more information, please visit link to relevant websites.
112

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