INTER-AGENCY CONTINGENCY PLAN Lao PDR

September 2019 Prepared by the Humanitarian Country Team

SUMMARY Lao People’s Democratic Republic (Lao PDR) is prone to a number of hazards, in particular storms and flooding that occur frequently and leave in their wake a significant social and economic impact. This Contingency Plan acknowledges the lead role of the Government in all aspects of disaster response and the role of the Inter-Agency Standing Committee in supporting national emergency preparedness and response structures and capacities. It supports the Government in ensuring an effective, timely and coordinated response to mitigate the risk and reduce the impact of natural disasters on Lao communities, through a clear response coordination mechanism and strategy, and clearly defined roles and responsibilities of all members of the Inter-Agency Standing Committee.

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LIST OF ACRONYMS ASEAN CCCM CERF CFP DCC DDPCC DRF DRM DRM-CC-DMWG ECG ECG ERF ETF FAO HCT HRP IASC IFAD ILO IM IMN INSARAG IOM IRA OCHA PDNA PDPCC RC RCO MAF MHD MICT MoD MoES MoF MoFA MoH MoLSW MoNRE MoPS MoPWT MoU MPA MPI MPP NDPCC NDMO NFI NGO PDNA RUTF SitRep

Association of Southeast Asian Nations Camp coordination, camp management Central Emergency Response Fund Cluster Focal Points Department of Climate Change District Disaster Prevention and Control Committee Disaster Recovery Framework Disaster Risk Management Disaster Risk Management Climate Change Working Group Emergency Communications Group Emergency Cash Grant Emergency Response Fund Emergency Task Force Food and Agriculture Organization Humanitarian Country Team Humanitarian Response Plan Inter-Agency Standing Committee International Fund for Agricultural Development International Labour Organization Information Management Information Management Network International Search and Rescue Advisory Group International Organization for Migration Initial Rapid Assessment Office for the Coordination of Humanitarian Affairs Post Disaster Needs Assessment Provincial Disaster Prevention and Control Committee Resident Coordinator Resident Coordinator’s Office Ministry of Agriculture and Forestry Meteorology and Hydrology Department Ministry of Information, Culture and Tourism Ministry of National Defence Ministry of Education and Sports Ministry of Finance Ministry of Foreign Affairs Ministry of Health Ministry of Labour and Social Welfare Ministry of Natural Resources and Environment Ministry of Public Security Ministry of Public Works and Transport Memorandum of Understanding Minimum Preparedness Action Ministry of Planning and Investment Minimum Preparedness Package National Disaster Prevention and Control Committee National Disaster Management Office Non-Food Items Non-Governmental Organisation Post Disaster Needs Assessment Ready-to-Use Therapeutic Food Inter-Agency Situation Report

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SOP SWD UN UN-Habitat UNAIDS UNDAC UNDP UNDSS UNFPA UNICEF UNIDO UNODC UN RC UN RCO UN Women UNV UXO VDPCC WASH WFP WHO

Standard Operating Procedure Social Welfare Department United Nations United Nations Human Settlements Programme Joint United Nations Programme on HIV/AIDS United Nations Disaster Assessment and Coordination United Nations Development Programme United Nations Department of Safety and Security United Nations Population Fund United Nations Children’s Fund United Nations Industrial Development Organization United Nations Office on Drugs and Crime United Nations Resident Coordinator United Nations Resident Coordinator’s Office United Nations Entity for Gender Equality and the Empowerment of Women United Nations Volunteers Village Disaster Prevention and Control Committee Unexploded Ordnance Water, Sanitation and Hygiene World Food Programme World Health Organisation

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TABLE OF CONTENTS

INTRODUCTION AND STRATEGY..................................................................................................................................................... 7

SECTION 1: DISASTER RESPONSE OVERVIEW ................................................................................................................................. 9

1.1 High-Level Response Plan – Who Does What and When ................................................................................................... 9

1.1.1 Immediate Actions ............................................................................................................................................................. 9

1.1.2 Immediate Response Plan – Level 1 (Small Scale Disaster) .............................................................................................. 10

1.1.3 Immediate Response Plan – Level 2 (Medium-Large Scale Disaster) ............................................................................... 10

1.2 Cluster-Specific Response Plans ....................................................................................................................................... 11

1.2.1 Planning Assumptions ...................................................................................................................................................... 11

1.2.2 Key Immediate Needs ...................................................................................................................................................... 12

SECTION 2: DISASTER RESPONSE OVERVIEW – COORDINATION AND OUTPUTS ......................................................................... 13

2.1 Coordination and Management Arrangements ............................................................................................................... 13

2.1.1 Strategic Coordination...................................................................................................................................................... 14

2.1.2 Operational Coordination................................................................................................................................................. 15

2.1.3 Clusters ............................................................................................................................................................................. 15

2.2 High-Level Response Plan – Key Outputs and Services .................................................................................................... 16

2.2.1 Inter-Agency Situation Report (SitRep) ............................................................................................................................ 16

2.2.2 Needs Assessments .......................................................................................................................................................... 17

2.2.3 Humanitarian Response Plan (HRP) ................................................................................................................................. 17

2.2.4 Financial Resource Mobilization ....................................................................................................................................... 18

2.2.5 Public Information and Media .......................................................................................................................................... 18

SECTION 3: EARLY RECOVERY OVERVIEW .................................................................................................................................... 20

3.1 Early Recovery .................................................................................................................................................................. 20

3.2 Post-Disaster Needs Assessment and Recovery Framework ........................................................................................... 20

3.3 Lessons Learned ............................................................................................................................................................... 21

SECTION 4: PREPAREDNESS OVERVIEW ....................................................................................................................................... 22

4.1 High-Level Preparedness Plan .......................................................................................................................................... 22

4.1.1 Minimum Preparedness Package ..................................................................................................................................... 22

4.1.2 Minimum Preparedness Actions ...................................................................................................................................... 22

4.2 Cluster-Specific Preparedness Plans ................................................................................................................................. 24

4.3 Resources Available for Rapid Deployment ..................................................................................................................... 25

4.3.1 Material Resources (Pre-positioned Stocks) .................................................................................................................... 25

4.3.2 Technical Capacity ............................................................................................................................................................ 25

4.3.3 Financing Support ............................................................................................................................................................. 27

SECTION 5: BACKGROUND ........................................................................................................................................................... 28

5.1 Situation and Risk Analysis ............................................................................................................................................... 28

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5.1.1 Country Information and Context Analysis ......................................................................................................................... 28

5.1.2 Summary of Risk .................................................................................................................................................................. 28

5.1.3 Safety and Security .............................................................................................................................................................. 28

5.1.4 Humanitarian Consequences .............................................................................................................................................. 29

5.1.5 Response and Operational Capacity.................................................................................................................................... 29

5.1.6 Gaps and Constraints .......................................................................................................................................................... 29

Annex A – Contact List .................................................................................................................................................................. 32

Annex B - Cluster Specific Response Plan – Early Recovery ......................................................................................................... 38

Annex C - Cluster Specific Response Plan - Food Security & Nutrition ......................................................................................... 41

Annex D - Cluster Specific Response Plan - Health ....................................................................................................................... 44

Annex E - Cluster Specific Response Plan - Logistics .................................................................................................................... 48

Annex F - Cluster Specific Response Plan - Shelter ...................................................................................................................... 50

Annex G - Cluster Specific Response Plan - WASH ....................................................................................................................... 55

Annex H – Detailed Coordination Management Arrangements .................................................................................................. 66

Annex I - Cluster Leads ................................................................................................................................................................. 68

Annex J - SitRep Template ............................................................................................................................................................ 69

Annex K - Cluster SitRep Template ............................................................................................................................................... 73

Annex L - Humanitarian Dashboard Template ............................................................................................................................. 74

Annex M - Cash Working Group ................................................................................................................................................... 77

Annex N - Cluster Specific Preparedness Plan – Early Recovery .................................................................................................. 79

Annex O - Cluster Specific Preparedness Plan - Food Security & Nutrition ................................................................................. 80

Annex P - Cluster Specific Preparedness Plan – Health ................................................................................................................ 83

Annex Q - Cluster Specific Preparedness Plan - WASH ................................................................................................................ 85

Annex R - Cluster Specific Preparedness Plan - Logistics .............................................................................................................. 91

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INTRODUCTION AND STRATEGY

Introduction

What is the purpose of this plan?

The Contingency Plan is designed to guide inter‐agency humanitarian action in Lao People’s Democratic Republic (PDR) and define the coordination mechanisms of the Humanitarian Country Team (HCT) – at various levels of response – and the relevant Government institutions for emergency preparedness and response.

Who is this Contingency Plan for?

The target audience for the Contingency Plan is all humanitarian stakeholders in Lao PDR, notably, regional, national and local NGOs, UN agencies, donors and the International Federation of Red Cross (IFRC). This guide is also a reference document for line ministries involved in disaster response and disaster response preparedness.

What is the scope of this Contingency Plan?

The Contingency Plan primarily covers disaster response and disaster response preparedness.

Disaster response is defined as the provision of assistance or intervention during or immediately after a disaster to meet the life preservation and basic subsistence needs of those people affected.

Disaster response preparedness is defined as pre‐disaster activities that are undertaken to minimize loss of life, injury and property damage in a disaster, and to ensure that rescue, relief, rehabilitation and other services can be provided following a disaster. Preparedness for the first and immediate response is called ‘emergency preparedness’.

The plan does not cover disaster mitigation activities.

How is the Contingency Plan organized?

The Contingency Plan is organized according to the disaster management cycle beginning with disaster response.

The reverse chronological order of the guide – response before response preparedness – is intentional. The Contingency Plan is designed to be used as an action‐oriented guide that can be quickly referred to during an emergency response. Less time‐critical information on preparedness activities and background information are included in the later sections of the plan.

Section 1 and 2 covers immediate disaster response actions, outputs and services, and coordination.

Section 3 covers early recovery and post disaster activities.

Section 4 covers preparedness activities.

Section 5 includes key background information.

There are also annexes that contain key reference materials.

Strategy

The overall objective of the Contingency Plan is to support the Government in leading an effective, timely and well‐coordinated response that will mitigate the impact of sudden onset disasters on communities. This objective will be achieved through a clear and effective response coordination mechanism and through a strategy linking clearly defined roles and responsibilities of all relevant national and international partners.

Ensure critical and life‐saving needs are met, with priorities given to the most vulnerable, such as children, elderly, pregnant women and disabled.

- Immediate food needs of the affected communities are met to prevent nutritional deterioration. - Critical needs of shelter for the families with destroyed or damaged houses are met. - Basic needs of access to clean water, sanitation, hygiene, and to health services are met to

prevent communicable diseases and ensure the health of the affected communities.

Strengthen information management and coordination mechanisms for the assessment and monitoring of the situation, and identification and targeting of vulnerable groups.

- Provide capacity development support to national and ministry Emergency Operation Centers to ensure coordination of their response both within their respective ministries and also with the national emergency operations mechanisms.

- The Government can conduct common rapid assessments in affected areas to refine the planning and implementation of the humanitarian response.

- Satellite imagery is made available from sources outside Lao PDR. - The Emergency Task Force, the Emergency Communication Team and the Information

Management Network support the Government in its coordination efforts.

Ensure response efforts are sustainable to support the recovery and resilience of the affected people, ensuring that the immediate response efforts do not undermine or weaken community resilience and long‐term development.

Humanitarian Principles Humanitarian principles provide the fundamental foundations for humanitarian action. Promoting compliance with humanitarian principles in humanitarian response is an essential element of effective humanitarian coordination. The table below highlights the four core humanitarian principles endorsed by the UN General Assembly.

Humanity Neutrality Impartiality Operational Independence Human suffering must be addressed wherever it is found. The purpose of humanitarian action is to protect life and health and ensure respect for human beings

Humanitarian actors must not take sides in hostilities or engage in controversies of a political, racial, religious or ideological nature

Humanitarian action must be carried out on the basis of need alone, giving priority to the most urgent cases of distress and making no distinctions on the basis of nationality, race, gender religious belief, class or political opinions

Humanitarian action must be autonomous from the political, economic, military or other objectives that any actor may hold with regard to areas where humanitarian action is being implemented

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SECTION 1: Disaster Response Overview

This section will guide inter‐agency actions during the initial emergency response when rapid decision‐making is required. The guidelines are divided between the overarching High‐Level Response Plan (under the direction of the senior leadership) and Cluster Specific Response Plans (under the direction of Cluster Focal Points).

1.1 High‐Level Response Plan – Who Does What and When

1.1.1 Immediate Actions

No Action Responsible Timeframe

PRE‐DISASTER – EARLY WARNING

i. Monitor the threat; if appropriate, inform key partners of the threat and share available details

Agency who received the information with support of Emergency Task Force (ETF)

ii. Inform UN RC, OCHA and cluster/sector leads of imminent threat. Issue flash updates if necessary

ETF

iii. Inform UNDAC and INSARAG, as well as regional response mechanisms of potential threat, if applicable

OCHA

iv. Analyze the possible need for an UNDAC team to be deployed before the disaster

UN RC with support of ETF and OCHA

v. Review capacity of Government and partners to respond and share information with UN RC on available stocks and staff available for deployment for a possible response

ETF

vi. Gather relevant data and maps, including from the Department of Meteorology and Hydrology, Department of Climate Change Management, Department of Social Welfare, local authorities, and share with ETF and Emergency Communications Group (ECG)

Cluster Focal Points (CFPs)

vii. Share Common Operational Datasets with all humanitarian actors IMN

viii. Clusters proactively share any relevant information on preparedness actions taken

CFPs

IMMEDIATE POST DISASTER – RESPONSE PHASE

1. Obtain a brief overview of the scale and scope of the emergency based on available information from national authorities, UN agencies, national and international NGOs, civil society organizations, Red Cross Movement, media and CFPs

ETF Within 24 hours

2. Contact the Government to:

Review national capacity to deal with the emergency

Clarify its intent to declare a state of emergency

Clarify its intent to request, welcome or decline international assistance:

if welcome assistance, outline support options available, request approval for additional humanitarian staff's entry into the country and the need for UNDAC team

if decline, but assistance is nonetheless required HCT to increase their capacity to respond

Request logistical assistance for site visits if required

In case of earthquake, encourage the Government to call for international Search and Rescue assistance

UN RC Within 24 hours

3. Brief UN RC on safety and security of UN staff and, if necessary, send a message to all UN Staff to inform them of the threat

UNDSS Within 24 hours

4. Review Business Continuity Plans if applicable Operational Management Team (OMT)

Within 24 hours

5. Prepare and disseminate update on the situation to relevant humanitarian partners (e.g. HCT, Clusters) as directed by UN RC

RCO with support from ECG Within 24 hours

6. Respond to media queries as necessary UN RC/ECG As necessary

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1.1.2 Immediate Response Plan – Level 1 (Small Scale Disaster)

The first table describes the characteristics of a level 1 response. It is followed by a list of response actions typically undertaken during a level 1 response.

Description Concept of Operations Localized

One or few sectors/areas of activity are affected and priority needs

Government is generally able to respond to the needs, but may request specialized assistance

Generally sufficient stockpiles in country to address needs

Individual agencies provide aid to affected area(s) via local networks

Coordination ensured through existing set‐up or bilaterally with in‐country partners

In‐country organizations lead sectoral coordination

No Action Responsible Timeframe

1‐4 See Immediate actions above

5 Send consolidated update to humanitarian partners as needed RCO with support from ECG Within 72 hours

6 Convene the HCT and ascertain the possibility of common planning of response activities

UN RC Within 72 hours

1.1.3 Immediate Response Plan – Level 2 (Medium‐Large Scale Disaster)

The first table describes the characteristics of a level 2 response. It is followed by a list of inter‐agency response actions typically undertaken during a level 2 response.

Description Concept of Operations Humanitarian needs are of a sufficiently large scale and

complexity that significant external assistance and resources are required

Multi‐sectoral response is needed with the engagement of a wide range of international humanitarian actors

Insufficient local stockpiles

Insufficient Government funding to adequately respond

Cluster approach is rolled out in affected area(s)

No Action Responsible Timeframe

1‐4 See Immediate actions above

5 Convene ETF meeting (regularly, as required) UN RC Within 24 hours

6

If needed:

Request assistance and surge capacity from OCHA regional office

Request additional human resources (surge capacity)

Request deployment of an UNDAC team and other regional mechanisms (e.g. search and rescue)

UN RC, with support from ETF

Within 24 hours

7 Share Common Operational Datasets with all humanitarian actors (if not done already)

IMN Within 24 hours

8 Convene the HCT and ascertain the possibility of common planning of response activities (regularly, as required)

UN RC Within 24 hours

9 Prepare and distribute first inter‐agency situation report (regularly, as required)

RCO Within 24 hours

10 Issue first inter‐agency press release Led by RCO, first draft by ECG

Within 24‐48 hours

11

Convene relevant cluster meetings with partners interested and/or able to respond to needs in affected area(s) to:

Initiate cluster‐specific response plan (see 1.2 below)

Agree on who will do what and where (3Ws)

CFPs Within 24‐48 hours

12 Travel to field Responding organizations Within 24‐72

hours

13 In conjunction with Government, initiate Initial Rapid Assessment Government, CFPs Within 72 hours

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14 Prepare summary of immediately available resources (human, financial, material) to share with clusters (or OCHA if not sector specific)

UN RCO with inputs from agencies

Within 72 hours

15 Mobilize emergency cash grants Government, HCT Within 3‐10

days

16 Organize donor briefing to ascertain intentions of donors to fund the response

UN RC Within 3‐10 days

17 If necessary, prepare a Humanitarian Response Plan in consultation with Government

Government, OCHA, CFPs Within 10 days

18 Mobilize emergency funds, including through the Emergency Response Fund (ERF) and the Central Emergency Response Fund

Government, UN RC, HCT Within 1 month

1.2 Cluster‐Specific Response Plans

The humanitarian coordination system in Lao PDR is organized into 10 different clusters. Cluster‐specific response plans have been developed for the following clusters:

Early Recovery Cluster – Annex B

Food Security & Nutrition Cluster – Annex C

Health Cluster – Annex D

Logistics Cluster – Annex E

Shelter – Annex F

WASH Cluster – Annex G

There is no cluster‐specific response plan for:

Education Cluster

Information, Communication and Technology Cluster

Nutrition Cluster

Protection Cluster

1.2.1 Planning Assumptions

Cluster response plans have been developed based the on the following planning assumptions: A large-scale rapid on-set natural disaster/s that would affect a population of 100,000 people in multiple locations.

Main Elements of Most Likely Worst Case Scenario

Trigger Rapid on‐set natural disaster (e.g. tropical cyclone, flood, earthquake)

Humanitarian Consequences

Event has caused major disruptions to life and livelihoods: • Critical infrastructure and logistical facilities destroyed • Population displaced • Increased threat to vulnerable groups • Outbreak of communicable diseases • Disruption to education services • Reduced access to basic services

Affected People

100,000 or more people affected, of which: • 51,000 female and 49,000 male • 10,506 children under‐five (5,291 girls and 5,215 boys) • 4,247 people are over 65 years of age, (2,326 female and 1,921 male) • 12,750 of the women are of reproductive age • 230 of the women are pregnant (up to 77 deliveries requiring a c‐section in next 9 months) • 255 cases of sexual violence on average

Location Multiple locations within Lao PDR, particularly areas along the Mekong River Capacity to Respond National capacity to coordinate the response is limited; significant external assistance required

Constraining Factors

Constraining factors may include: • Insufficient funding support • Insufficient national human resources • Insufficient stockpiles and delays in importation/customs clearance • Slow coordination and decision‐making process • Limited access to affected populations owing to poor infrastructure

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1.2.2 Key Immediate Needs

Based on the above scenario, clusters have identified the following list of key immediate needs in the event of such a disaster event.

Cluster Items Quantity # of People in

Need Targeted

Quantity and Location of

Supplies Delivery Modality

Costs in USD (of total needed)

Food Security and Nutrition

Rice 4,800 MT 100,000 Transported by trucks

Oil 240 MT 100,000 Transported by trucks

Canned Fish 960 MT 100,000 Transported by trucks

Ready‐to‐use therapeutic food (RUFT)

820 cartons (150 sachets/carton)

820 (children under five years)

Health Centres and Hospitals

Transported by trucks

Health

Mobile health teams

At least three (based on risk assessment)

100,000 Team composes of central and provincial staff

Support from Logistics Cluster

Temporary health post (if indicated)

1 for each evacuation center OR number of health facility destroyed

100,000 #of health facility destroyed

Support from Logistics Cluster

Shelter

Tarpaulins 6,650 sheets

Blankets & Sleeping mats

20,000

Shelter kits 6,650 kits

Cooking utensils

6,650 kits

WASH Latrines 5,000 100,000/ 18,200 families; 20 people/latrine

None in stock. One latrine needs 3 concrete rings, one cover, one pan, 10 kg of cement

Transport by trucks/boats to evacuation centers and together with community dig the ground and install the latrines. Local materials contributed by communities

500,000/ (USD 100/Latrine)

Buckets 18,200 1 extra bucket/ family (1 bucket is included in Family Kit)

UNICEF provided 8,244 buckets stored in Nam Saat warehouse in 13 provinces. The deficit is 9,956

Existing items in provincial warehouses can mobilize by local Government transports with their own costs. Additional need to agree with suppliers

27300/10,054 (USD 1.5/unit)

Hygiene kit* 18,200 kits 1 kit/family \/month

334kg soap stock in Nam Saat warehouses

Some items of the kit are available in the local markets

USD 570,570/0 (USD 31.35/ Family Kits

Water Purifying Sachet (240 Sachets/box, 10 lit can be treated per sachet)

4,550 boxes 2 sachets/family/ day (60 sachets/ family/month)

UNICEF has in the warehouse 13 provinces only 385 Boxes. The deficit is 4165 boxes.

Existing items in provincial warehouses can mobilize by local Government transports with their own costs. Additional need to agree with suppliers

USD 11375/962.5 (USD 2.5/Box)

* Hygiene Kit consists of Soap Bar 110g (12 bar), Buckets with lid 14 lit ‐1; Detergent 1.5kg‐1; Shampoo 500ml (3 pcs); Adult Tooth Paste 75ml (2 pcs); Child Tooth Paste (75 ml) 3 Pcs; Adult Tooth Brush medium, 2 Pcs; Child Tooth Brush (Soft) 3 Pcs; Nail Clipper medium size 1 pc; Torch (mechanical powered) 1 set; Cloth Line with Cloth Pins 1 set; Multiple purpose cloth cotton 2 pcs; Safety pins pack of 12; Reusable Menstrual Pad 2 pcs; Soap Box plastic 1.

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SECTION 2: Disaster Response Overview – Coordination and Outputs

The second section of the Contingency Plan focuses on the proposed coordination arrangements in managing the response, as well the types of outputs and services the emergency response should include.

2.1 Coordination and Management Arrangements

The Government of Lao PDR has the overall responsibility for leading the emergency response. UN agencies, INGOs, Red Cross Societies and Development Partners support the Government response in conjunction with relevant line ministries at the national and sub‐national level. The UN agencies, the Lao Red Cross, and Development Partners have standing agreements with the Government that enable humanitarian activities in the event of a disaster. INGOs sign MoUs with the relevant Line Ministries (mainly Ministry of Labor and Social Welfare) for development activities, and separate agreements are required at the national and provincial level to conduct emergency response activities The chart below reflects the overall structure for coordinating the emergency response between the Government and humanitarian partners.

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2.1.1 Strategic Coordination

National Disaster Prevention and Control Committee (NDPCC)

The Government of Lao PDR coordinates disaster preparedness and response activities through the NDPCC chaired by the Vice Prime Minister; and the Disaster Management Division within the Department of Social Welfare, Ministry of Labour and Social Welfare. The Disaster Management Division also acts as secretariat to the NDPCC. Disaster prevention and control committees are established at National, provincial‐level (PDPCCs), district‐levels (DDPCCs), and Village Disaster Prevention and Control Committees (VDPCCs), or Village Disaster Prevention Unit (VDPU) at the village‐level, to inform and implement preparedness, assessment, and response efforts of the Government. Please refer to Annex H for further information on the Government structure for emergency response.

Inter‐Agency Standing Committee (IASC)

The IASC is the mechanism for overall coordination of humanitarian actions amongst the Government and resident international actors. The Lao IASC is co‐chaired by the Director General of SWD/MoLSW (with Director‐General of the Department of International Organizations (DIO)/Ministry of Foreign Affairs (MoFA as deputy), and the RC. The Representative of World Food Programme (WFP) acts as deputy co‐chair on the UN’s side. The deputy co‐chair has an advisory role to the co‐chairs. In Lao PDR, IASC membership is extended to the United Nations agencies, relevant Government line ministries, state‐owned enterprises, Red Cross Societies, INGOs, non‐profit associations (NPAs) and development partners.

Resident Coordinator (RC)

Under the overall lead of the Government, the RC is responsible for leading and coordinating the international emergency response. In very large‐scale emergencies, the Emergency Relief Coordinator may consider the designation of a Humanitarian Coordinator (HC). The RC co‐chairs the IASC, and chairs the Humanitarian Country Team (HCT). The Resident Coordinator’s Office (RCO) is the Secretariat to the RC, the IASC and the HCT and co‐chairs the Emergency Task Force (EFT).

Humanitarian Country Team (HCT)

The HCT is the platform for strategic decisions concerning the inter‐agency response in support of the Government. It allows UN agencies and INGOs to formulate common positions or raise issues of common concern before discussion with Government partners. The HCT is chaired by the UN Resident Coordinator and is comprised of Heads of UN Agencies, Country Directors of INGOs with humanitarian mandates and a Representative of the French Red Cross. It will meet as required during an emergency response. The UN Resident Coordinator will report agreements of the HCT to the Inter‐Agency Standing Committee. UN agencies will respond to an emergency according to their humanitarian mandate and in support of their respective line Ministry’s response efforts. The UN agencies participate in the cluster coordination mechanisms and ensure that response activities are in line with the cluster priorities and reported to the Emergency Task Force.

International Non‐Governmental Organizations

As of 2017, an estimated 15 INGOs are implementing disaster risk reduction and disaster management activities in the 18 provinces, including the capital, of Lao PDR. The INGO Network serves as a focal point for communication and collaboration between INGOs, the UN, other development partners and the Government. In times of emergency, the Disaster Risk Management Climate Change Working Group (DRM‐CC‐DMWG) convenes to collect information, coordinate and share information on the emergency situation and the emergency activities implemented by INGOs. This helps update the IASC on the situation and on field level activity by the INGOs. The DRM‐CC‐DMWG consists of some main NGOs, whose mandates are humanitarian and which are amongst the most active humanitarian actors: CARE, Oxfam, Save the Children, WFP, UNDP and IOM are partners in the group. As part of preparedness, the DRM‐CC‐DMWG coordinates a range of preparedness activities.

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INGOs with humanitarian mandates are members of the Lao PDR IASC, the Humanitarian Country Team and the cluster system. The INGO Network also nominates one person (Oxfam is the 2015‐2017 representative) to represent INGOs in the Emergency Task Force (ETF).

2.1.2 Operational Coordination

Emergency Task Force (ETF)

The ETF is a technical coordination body for disaster preparedness and response between the UN, INGOs and the MoLSW. The ETF is co‐chaired by the Head of RCO and the MoLSW. It is comprised of representatives from UNICEF, WHO, WFP, IOM and UN‐Habitat as the leading agencies in five key clusters: WASH, Health, Food, Shelter/NFI and logistics, as well as representatives from Government agencies such as Defense, Public Security, Health and MoFA, and INGOs, Information Management Network (IMN) and Emergency Communications Group.

The ETF has two main responsibilities: (1) monitoring and communicating early warning information prior to a disaster, and (2) ensuring a clearly articulated operational response based on individual cluster needs and response plans. The ETF takes on the role of coordinating amongst actors who have key operational and technical role in disaster preparedness and response. It is also tasked with developing the key response outcomes, including strategic response plans, situation reports and funding documents as well as providing operational recommendations and concerns to the HCT. Humanitarian operations in Lao PDR focus on 10 clusters. Immediately following the outset of a disaster response, the primary focus should be on Food Security & Nutrition, Health, WASH, Shelter/NFI and logistics.

Information Management Network (IMN)

The IMN ensures information before and during a disaster is appropriately collated from various sources and transmitted to the ETF. The IMN membership includes IM focal points from Social Welfare Department (SWD), each cluster and other relevant organizations and line ministries, who have the necessary technical skills to professionally manage information.

Emergency Communications Group (ECG)

The ECG is responsible for developing and coordinating public information products that enable the international actors, in partnership with the Government, to advocate to the Government, media, donors and public on the needs of affected populations, to encourage appropriate resource mobilization and action. The ECG is composed of public information and communication staff from the UN agencies and INGOs, together with focal points from each cluster. The Media Department, Ministry of Information‐Culture and Tourism will be the key player from the Government lead. Given the ECG’s limited capacity, in Laos SitReps are drafted by the RCO and edited by the ECG.

2.1.3 Clusters

Line Ministries play a key role in defining the needs and response plans for each of their sectors and will be closely consulted by relevant clusters in defining sectoral needs and response plans, to ensure the inter‐agency support is closely aligned with and supportive of the Government response across the sectors.

The humanitarian coordination system in Lao PDR is organized into 10 different clusters (see Annex I for membership information):

Education

Early Recovery

Food Security & Nutrition

Health

Information, Communication and Technology

Logistics

Protection

Shelter/Camp Management

WASH

The UN Resident Coordinator will request the clusters to become active within their sectors, based on the recommendations of the ETF. Likewise, the UN Resident Coordinator will decide when the clusters and the coordination structures should return to standby/preparedness mode. Clusters may be activated and de‐activated at different times, depending on the need for coordination in each sector. The decision will be based on the humanitarian needs in a specific sector, and on the existence, capacity and willingness of national counterparts to lead the sectoral coordination.

In a context of a disaster where one or more clusters were activated at the global level, the decision to officially deactivate the cluster will be made at the level of the Inter‐Agency Standing Committee, and the RC will formally notify the Emergency Relief Coordinator. The Emergency Task Force will return to standby mode when there is no longer a need for inter‐cluster coordination and continue its early warning monitoring function.

2.2 High‐Level Response Plan – Key Outputs and Services

The High‐Level Response Plan above identifies a number of key outputs and services that form part of the coordinated emergency response. Information on these key elements is provided below as well as an indicative timeline for when they are triggered during the response phase.

2.2.1 Inter‐Agency Situation Report (SitRep)

Inter‐agency situation reports, or Sitreps, support the coordination of humanitarian response in an emergency. They are used to help actors directly involved in the humanitarian emergency to understand what each of them is working on and to inform the wider humanitarian community about developments in the field.

Timeline First 24 hours (daily/weekly thereafter as required)

Purpose and Content Support coordination of humanitarian response: • Recap of general information, key facts and figures • Access/security and operational constraints • Details of affected populations • Needs, response and gaps by cluster • Funding needs and commitments

Responsible Entity RCO (or OCHA if specified) – ECG provides support to the extent their capacity allows

Other Relevant Actors • MoLSW • CFPs

Data Methodology • Primary data: field reports from cluster contacts, media reports, satellite imagery • Secondary data: pre‐ crisis information, surveys and reports prior to the event, fact sheets

Outputs SitReps

Template/ Guidance

• Overall SitRep Template – Annex J • Cluster SitRep Template – Annex K

Lao PDR – IASC Contingency Plan 17

2.2.2 Needs Assessments

Coordinated needs assessments are planned and carried out in partnership by humanitarian actors in order to document the impact of a particular crisis and to identify the needs of affected populations. Credible and accurate assessment results form the basis for needs‐based strategic planning and system‐wide monitoring.

Initial Rapid Assessment (IRA) In‐Depth Cluster Assessments

Timeline Within first 2 weeks Within 4 weeks

Purpose and Content

Rapid assessment to: • Inform initial planning of humanitarian response, highlighting priority actions • Define focus for follow‐on in‐ depth assessments • Establish the baseline for monitoring

In‐depth assessment to: •Analyze situation and trends • Adjust ongoing response • Inform detailed planning for humanitarian relief/early recovery • Establish baseline for operational and strategic performance monitoring

Responsible Entity

• Relevant line ministries • CFPs

• Relevant line ministries • CFPs

Other Relevant Actors

• Provincial Disaster Prevention and Control Committees (PDPCCs)/District Disaster Prevention and Control Committees (DDPCCs) • Local Non‐Profit Associations (NPAs) • INGOs • Red Cross • UN agencies

• PDPCC/DDPCC • Local NPAs • INGOs • Red Cross • UN agencies

Data Methodology

• Field visits and community/ key informant interviews • Use community (e.g. village, camp or districts), or institutions (e.g. schools and health facilities) as units of measurement for site visits • Use simple agreed form with key questions • Data generated is co‐owned by the Government and HCT • Secondary data: pre‐crisis information, surveys and reports prior to the event, fact sheets

• Use harmonized sector/cluster specific tools • IRA data, but with site visits selected through purposive and representative sampling methods (using more detailed sectoral survey questionnaires) • Seek new data from (re)‐established monitoring systems • Use the same units of measurement as in IRA, but include also Household and Individual • Use key humanitarian indicators

Outputs • IRA Report (within 14 days) • Humanitarian Dashboard • Emergency response proposals • Flash appeal

• Sector/cluster reports • Humanitarian Dashboard • Revised emergency response proposals

Template/ Guidance

• Contact CFPs for specific guidance and template • https://interagencystandingcommittee.org/ needs‐assessment/documents‐public/iasc‐multi‐clustersector‐initial‐rapid‐assessment‐mira‐manual‐2015 • Humanitarian Dashboard – Annex L •www.humanitarianresponse.info/en/programme‐cycle/space/document/humanitarian‐dashboard‐toolkit

• Contact CFPs for specific guidance • Humanitarian Dashboard – Annex L •www.humanitarianresponse.info/en/programme‐cycle/space/document/humanitarian‐dashboard‐toolkit

2.2.3 Humanitarian Response Plan (HRP)

A Humanitarian Response Plan (HRP) is used in disasters when a coordinated response is required beyond the capacity of the Lao PDR Government plus any single agency. A HRP addresses acute needs for a common planning horizon, normally up to three months.

Timeline First 5‐10 days (revised thereafter as appropriate)

Purpose and Content Addresses acute needs for a common planning horizon, normally up to three months. Outlines: • Specific cluster/sector response plans and activities • Roles and responsibilities

Lao PDR – IASC Contingency Plan 18

• Gaps • Needs • Funding requirements

Responsible Entity • OCHA • Government of Lao PDR

Other Relevant Actors • Clusters • PDPCC/DDPCC • Local NPAs • INGOs • Red Cross • UN agencies

Data Methodology HRP is developed based on needs assessments carried out by clusters, including proposed funding requirements. To be revised as circumstances evolve throughout the crisis

Outputs Humanitarian Response Plan

Template/ Guidance

https://interagencystandingcommittee.org/results‐group‐1/content/revised‐humanitarian‐needs‐overview‐and‐humanitarian‐response‐plan‐templates

2.2.4 Financial Resource Mobilization

Depending on the situation, one or several options for resource mobilization in a disaster may be appropriate. Resources may be mobilized:

Internally by the agency or organization. In this situation, the single agency internal emergency funding should be coordinated with inter‐agency funding requests where possible.

Bilaterally from donors present in Lao PDR or the region, in a joint or single agency/organization proposal.

Inter‐agency basis, for example the Central Emergency Response Fund (CERF) or Flash appeals, or the OCHA Emergency Cash Grant.

In the event of a disaster that is of similar or larger scale to the scenario outlined in this plan, it is anticipated that there will be an Emergency Cash Grant (ECG) proposal, a CERF proposal and a Flash Appeal. The Flash Appeal will be decided in cooperation with the Government in the IASC meeting forum. The decision to submit a proposal for an ECG and/or CERF will be made by the HCT.

2.2.5 Public Information and Media

All humanitarian responders should first refer to their own organizational standards on communicating with the media and public information. During an inter‐agency response, it is important that humanitarian responders work together to communicate effectively with the media and coordinate public information. This will ensure that the information provided to affected people and the general public is consistent, coherent and accurate.

Well‐designed public outreach and advocacy will lead to: (1) a more effective response; (2) an improved ability to communicate with the affected people; (3) greater success in mobilizing appropriate resources from donors and the general public; (4) improved ability to advocate for the needs of vulnerable groups; and (5) improved knowledge and perception of the work and the worth of humanitarian community in Lao PDR.

Key Communication Action During a Response

The Emergency Communications Group (ECG) coordinator will report directly to the UN RC. The Emergency Communications Group will, inter alia:

Liaise with the public information stakeholders to ensure that accurate facts and relevant information are collected, properly analyzed and disseminated in a timely manner to the targeted audiences;

Prepare key messages and draft outputs such as press releases and content for social media and the website, based on updates from clusters, in line with national Situation Reports; organize regular media updates, briefings, interviews and field trips, as required, and support the UN RC, ETF and HCT members in their communications

Lao PDR – IASC Contingency Plan 19

with the media, donor communities and international humanitarian communities;

Monitor the news or any reports on the humanitarian work being carried out and be considerate of and deal with possible negative implications for the humanitarian response, as a result of controversial, inaccurate or false media reports.

The ECG’s public information products including key messages, press releases, content posted on the website will be communicated to the RCO prior to release and before being finally agreed by the UN RC. The ECG coordinator will participate in cluster meetings as required during the emergency response phase to ensure that the ECG is closely integrated into the inter‐cluster coordination forum. All published information needs to be agreed and approved by the Government.

The ECG meets on regular basis, weekly in the initial post‐emergency phase and then bi‐weekly or monthly (as per needs) to discuss/agree on key messages; discuss the approach for disseminating relevant data; share information and updates on what each organization is doing and where; coordinate media interviews; and prepare joint missions.

Lao PDR – IASC Contingency Plan 20

SECTION 3: Early Recovery Overview

The third section of the Contingency Plan focuses on the actions and activities undertaken in the recovery phase following a disaster. Early recovery is the process following relief and leading into long‐term recovery and is most effective if anticipated and facilitated from the very outset of a humanitarian response. (This section is intentionally brief as the primary focus of the Contingency Plan is the Response and Preparedness phases.)

3.1 Early Recovery

Each cluster is responsible for integrating early recovery from the outset of the humanitarian response. The Government of Lao PDR and UN RC has the lead responsibility for ensuring early recovery issues are adequately addressed at country level, with the support of UNDP. As the cluster lead for Early Recovery, UNDP works on inter‐cluster early recovery issues for a more effective mainstreaming of early recovery across the clusters and to ensure that multidisciplinary issues, which cannot be tackled by individual clusters alone, are addressed through the Early Recovery Cluster. The Early Recovery Cluster addresses the multidimensional nature of early recovery by bringing together focal points from each of the clusters to work together on the integration, mainstreaming and coordination of early recovery issues and activities across all clusters. The Early Recovery Cluster will also seek to ensure rapid restoration of livelihoods, which may be facilitated through cash transfer programmes (Conditional, Unconditional or Cash for Work).

3.2 Post‐Disaster Needs Assessment and Recovery Framework

The Post‐Disaster Needs Assessment (PDNA) is a Government‐led assessment exercise with integrated support from the UN, the European Commission, the World Bank and other national and international actors. The PDNA compiles information into a single, consolidated report detailing information on the physical impacts of a disaster, the economic value of the damages and losses, the human impacts as experienced by affected populations, and related early, medium and long‐term recovery needs, as well as priorities to support recovery.

In 2016, the UN and the Government (Ministry of Natural Resources and Environment, Department of Disaster Management and Climate Change) developed a localized PDNA methodology. The finalized PDNA tool and the country process and capacity to conduct the PDNA are available. Ministry of Labour and Social Welfare (Department of Social Welfare) would take the lead in using the PDNA tools. The Disaster Recovery Framework (DRF) is one of the principal outputs of a PDNA and is based on the damage and loss assessments and the recovery needs. The DRF provides a basis for prioritization, design and implementation of a coherent set of recovery programmes.

Post‐Disaster Needs Assessment

Timeline 5th week onwards (can be adjusted depending on needs)

Purpose and Content In‐depth assessment to: • Analyze the impact of the disaster on social, productive, infrastructure and cross‐cutting sectors • Conduct economic assessment of damages and losses • Determine recovery needs in the short, medium and long term • Inform detailed planning for early recovery • Feed into performance monitoring

Responsible Entity • NDPCC Secretariat • MoLSW

Other Relevant Actors • World Bank • European Union • UN agencies • INGOs/NPAs • Humanitarian partners

Data Methodology • Utilise the standard global PDNA methodology as per the Joint Declaration on Post Crisis Assessment and Recovery Planning • Conduct conflict analysis in case of complex emergencies

Lao PDR – IASC Contingency Plan 21

Outputs • Sector/cluster reports • PDNA and Disaster Recovery Framework • Humanitarian Dashboard • Consolidated appeal

Template/Guidance https://www.recoveryplatform.org/pdna/

3.3 Lessons Learned

UN agencies can provide support to the Government to conduct inter‐agency lessons learned following disasters. These inter‐agency lessons learned workshops should include the Ministry of Labour and Social Welfare, relevant line ministries, international and local NGOs, donor Governments and UN agencies. Lessons learned are useful in improving communications between partners and identifying areas where further preparedness actions need to take place.

Lao PDR – IASC Contingency Plan 22

SECTION 4: Preparedness Overview

Disaster preparedness requires that actors – governments, humanitarian agencies, local civil society organizations, communities and individuals – have the capacities, relationships and knowledge to prepare for and respond effectively to disasters. Before and during a response, they should start taking actions that will improve preparedness and reduce risks for the future. The preparedness guidelines are divided between the overall High‐Level Preparedness Plan (under the direction of the HCT senior leadership) and Cluster Specific Response Plans (under the direction of Cluster Focal Points).

4.1 High‐Level Preparedness Plan

4.1.1 Minimum Preparedness Package

The Minimum Preparedness Package (MPP) is a framework that includes a checklist of preparedness actions and end states, to provide a more coherent approach to preparedness and support to national disaster management authorities, UN RCs, and humanitarian teams. End states at the country and regional levels include understanding of roles and responsibilities, an inclusive coordination structure, the ability to issue funding appeals at short notice and to produce key IM and reporting products based on sectoral inputs to support coordination, analysis and decision making.

The eight MPP positive response outcomes are:

1. Governments and humanitarian responders understand basic roles, responsibilities and capacities and can make appropriate use of international response mechanisms.

2. Inclusive humanitarian coordination structures are established and functioning immediately following onset of an emergency.

3. Governments and humanitarian responders are able to initiate joint assessments and utilize the findings.

4. Inter‐agency funding documents (e.g. HRP, cash grants, Flash Appeal) are issued within 1 week following onset of an emergency.

5. Lao PDR Government and humanitarian responders have an agreed emergency communication strategy and are communicating with affected communities.

6. Lao PDR Government and humanitarian responders are able to produce key information and reporting products to support coordination, analysis and decision‐making (Situation reports, contact list, Humanitarian Response Plans).

7. Effective coordination exists between Lao PDR Government, humanitarian responders, civil society and others.

8. NDMO and humanitarian responders create an enabling environment for collective humanitarian response actions and agreement on triggers for accessing resources.

4.1.2 Minimum Preparedness Actions

Minimum Preparedness Actions (MPA) can be used to mainstream a minimal level of emergency preparedness across all potential responders in Laos PDR. MPAs are based on a multi‐hazard approach and are not risk‐specific. In order to establish a minimum level of emergency preparedness within Lao PDR, the Humanitarian Country Team has identified the following Minimum Preparedness Actions.

MINIMUM AND ADVANCED PREPAREDNESS ACTIONS ACTIONS TO BE TAKEN OUTPUT

RISK MONITORING

1. Familiarize key humanitarian actors with Contingency Plan

• Shared Contingency Plan with humanitarian actors

Update Contingency Plan

Lao PDR – IASC Contingency Plan 23

2. Revise the contingency plan for floods in line with recommendations after 2018 floods

• Revision of Contingency Plan

COORDINATION AND MANAGEMENT ARRANGEMENTS

3.

Ensure that all humanitarian agencies are aware of the respective Government coordination structures for emergency response with focus on the interoperability between the national and humanitarian coordination structures

• Government briefing to humanitarian partners

Agree on a response coordination structure between the HCT and the Government

4. Familiarize humanitarian partners, Government, and other key partners with: • humanitarian principles • international humanitarian architecture and response protocols

• Workshop with training component for Government and humanitarian representatives on international response protocols

5. Review existing coordination mechanisms, including the HCT/Clusters, in support of Government structures with focus on: • Clarification of cluster/sector activation • Clarification of roles and responsibilities • Enhancing the role of INGOs, Red Cross, and line ministries as relevant

• Agreed coordination structure for floods • TORs and SOPs • Partners aware of sector/cluster procedures and standards

Coordination among responsible Government agencies

NEEDS ASSESSMENT/INFORMATION MANAGEMENT/RESPONSE MONITORING

6. The availability of reliable and accurate information is critical throughout the disaster response, particularly in terms of:

Identifying and verifying beneficiaries

Determining the nature and severity of the impacts of the disaster event

Informing appropriate disaster response mechanisms

• Advocate for relevant Government agencies (e.g. Ministry of Home Affairs) to share emergency‐related information on an ongoing basis. This includes for example the provision of consolidated, up‐to‐date information on population statistics at the village, district and provincial level free of charge • Undertake increased and joint field visits to verify data as soon as possible after the disaster event

Use the same (and most accurate) data sets between humanitarian partners

7. Familiarize Government and humanitarian partners with SitReps, reporting procedures to support improving the timely flow of information before and during an emergency between all parties

• Shared best practice on reporting • Advocacy and key messages • Shared SitRep and Key Messages templates

Establish proper and functioning reporting protocols with the relevant local authorities and the humanitarian community

8. Ensure there is agreement on the rapid assessment mechanism (agreed questionnaire, methodology, reporting requirements including sex and age disaggregated data and gender responsive information and logistical arrangements)

• Revised Needs Assessment Guide (cluster‐specific) • Agreement on questionnaire and methodology based on existing practices in country • Shared templates and best practice on conducting assessments

Ensure there is a rapid needs assessment mechanism in place. Refresher training related to Contingency Plan and response tools

OPERATIONAL CAPACITY AND ARRANGEMENTS TO DELIVER RELIEF AND PROTECTION

9. Ensure that requirements such as custom clearances, visas, and access to affected populations are clear to all relevant stakeholders

• Facilitated discussions with IFRC in support of Government of Lao PDR/HCT if required

Facilitate entry of emergency personnel/goods

10 Ensure that clear procedures/protocols are in place between the HCT and the Government for requesting/accepting international assistance

• Facilitated discussions with HCT and the Government

Circumstances under which UN and INGOs

Lao PDR – IASC Contingency Plan 24

11. Resource inventory and stockpiling of relief items that the international community can put forward to augment Government response

• Update HCT Resources Available for Rapid Deployment in Contingency Plan and agreement on its use

can provide support to the Government

12. Ensure that humanitarian partners, Government, and other key partners are familiar with the basic disaster response tools, including on reporting (Sitrep), financial mechanisms (CERF), IM tools (3W and contact lists)

• Partners aware of response tools and services • Template and guidance shared

Refresher training related to Contingency Plan and response tools

4.2 Cluster‐Specific Preparedness Plans

Cluster‐specific preparedness plans, including MPAs, have been developed for the following clusters:

Early Recovery Cluster – Annex N

Food Security & Nutrition Cluster – Annex O

Health Cluster – Annex P

WASH Cluster – Annex Q

Logistics Cluster – Annex R

There is no cluster‐specific preparedness plan for:

Education Cluster

Information, Technology and Communication Cluster

Protection Cluster

Shelter Cluster

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4.3 Resources Available for Rapid Deployment

4.3.1 Material Resources (Pre‐positioned Stocks)

Resource Area Agency Items Location Timeframe

Food Security & Nutrition

WFP

Rice and tinned fish with oil for 35,000 beneficiaries

Immediately

High Energy Biscuits Subang, Malaysia Within 48 hours

UNICEF RUTF Supply Division, Copenhagen

Within

Health UNICEF

500 measles vaccines 100,000 Vitamin A IU 200,000 Vitamin AIU

Within 24 hours

Logistics WFP 5 mobile storage units (10x32m, capacity 500MT)

Saravane, Oudomxay, Luangnamtha and Vientiane

Immediately

Shelter UN‐Habitat NFI items Attapeu and Oudomxay Immediately

UNICEF 100 (4mx 5m) tarpaulin plastic sheets Vientiane Immediately

IOM Blankets, buckets, jerry cans, kitchen sets, mats, mosquito nets, plastic sheets, tarpaulins, tents (family), tents (warehouse), shelter tools

Global Stock Warehouses in Manila, Philippines. There are also items from Nairobi and Panama hubs available

Depending on level of emergency

WASH UNICEF 40 dewatering pumps 2,500 (20 litres) Collapsible jerry cans 2,500 plastic buckets with lids 2,500 plastic water dippers 15,000 soap bars 250kg chlorine powder 200,000 water purifying tablets (4 tablets/person/day) 100 kg Coagulant (Alum) and IEC materials

Vientiane and other 13 provinces

Immediately

4.3.2 Technical Capacity

Resource Area Agency Items Timeframe

General Coordination

OCHA

Discreet and targeted surge support or a full team deployment to support the coordination of the response

Initiate 1 to 2 days after impact and in accordance with the level of emergency

OCHA staff on surge can support preparing various written documents and information communication products such as situation reports, flash updates and key messages

Situation Reports produced daily in the first phase of the emergency. Other products as per need

Field a United Nations Disaster Assessment and Coordination (UNDAC) team to assist the UN Country Team and the national authorities in coordinating international response to the emergency. The UNDAC team consists of experienced international disaster experts and can be provided at no cost to the receiving country. Deployment of

12‐48 hours

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UNDAC team follows a request by the UNRC and/or the Government

Assist in identifying and mobilizing international military and civil defence assets and in establishing a joint civil/military operations center (e.g. liaison officers especially trained in civil‐military operations). This assistance is triggered at the request of the Government

Depends on level of emergency

Support the development and implementation of a Rapid Coordinated Needs Assessment as needed

Second to third week into the emergency

Collect, analyze, and present information to provide common situational awareness on the impact of the disaster, through maps, infographics and reports

Initiate 1 to 2 days after impact

Implement basic tools to assist in coordination (3W, contact list, meeting schedule, assessment registry, etc.) (provided OCHA is deployed)

Initiate 1 to 2 days after impact

UNDP Crisis Prevention and Reduction Specialists from Experts Roster

Immediately

UNDP Surge Deployment Mechanism

Initiate 1‐2 days after impact

Early Recovery UNDP Early Recovery Coordination from Experts Roster Immediately

Education UNICEF Education staff available, surge support can be mobilized as needed

Immediately

Food Security & Nutrition

WFP Food security and Vulnerability Analysts Immediately

Emergency Assessment Team Immediately

FAO

Rapid Need Assessment on Agriculture and Food security Immediately

Cluster coordination Immediately

In depth cluster assessment 4 weeks

UNICEF Emergency Assessment Team Immediately

Health WHO Technical advisors for health and disease surveillance (epidemiologists, immunisation mental health, risk communication, logistician, environmental health, mother‐child health)

Immediately

Coordination of international Emergency Medical Teams Immediately

Establish enhanced disease surveillance as required/needed Within 72 hours

Support to the Emergency Operating Centers of MoH both at central and provincial level if needed

Immediately

UNICEF Health staff available Immediately

UNPFA SRH team available Immediately

Logistics WFP Logistics staff (including access to logistics cluster staff through WFP’s emergency roster)

Immediately

United Nations Humanitarian Air Service (UNHAS)

A range of fixed wing and rotary wing aircraft. On request by UNCT and through a Special Operation raised by WFP

Nutrition UNICEF Nutrition staff available Immediately

WFP Nutrition staff available Immediately

Protection UNICEF Child protection staff available Immediately

UN Women One gender advisor Within 3‐4 days

UNFPA Gender/GBV staff available Immediately

Shelter IOM International & Local Staff trained on DRM Immediately

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Rapid Response Team Depends on level of emergency

Regional DM experts

Regional Shelter/CCCM experts

Regional Logistics specialists

UN‐Habitat Emergency Assessment Team of Shelter (1 person) Immediately

Shelter design using Building‐Back‐Better principles (1 person)

Immediately

WASH UN‐Habitat WASH design and awareness (1 person) Immediately

UNICEF WASH staff available Immediately

4.3.3 Financing Support

Agency Support Timeframe

FAO

A project‐based emergency response fund (up to USD 400,000) can mobilize

funding for technical support and commodities upon request from

Government. The scope of the project would be identified through an

appraisal mission which can be fielded at quite short notice.

1 month

IOM Migration Emergency Funding Mechanism tbc

OCHA

Assistance for preparing appeals and applications for Central Emergency

Response Fund (CERF) Rapid Response grants and donor response 4‐7 days

Provision of an OCHA Emergency Cash Grant of up to USD 100,000 – available

for meeting the relief live – saving needs of the affected which could be

mobilized quickly upon request from your Office. In order to have the fund

released, the UNRC makes a proposal justifying the urgent response needs.

Grant is dependent on the funds available with OCHA at the time

tbc

UNDP

Catalytic Funding through TRAC 3, Category 2, for USD 100,000 Initiate 1‐2 days after

impact

Three‐month “SURGE” funding in major crises Initiate 1‐2 days after

impact

UNICEF UNICEF Country Office can move some funds from program budget to

respond to emergencies depending on scale of emergency (level 2 and above) Immediately

WFP Immediate Response Requests up to USD 500,000 in‐country, USD 1 million

Regional Bureau Immediately

WHO Emergency funds USD 10,000 Immediately

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SECTION 5: Background

5.1 Situation and Risk Analysis

5.1.1 Country Information and Context Analysis

Lao PDR is a landlocked country bordering Myanmar, Cambodia, China, Thailand, and Vietnam. Governed by the socialist Lao People's Revolutionary, the country has a population of 6.86 million across its 17 provinces and one prefecture. Most people still live in rural areas (68%), though urbanization is increasing. The country is largely mountainous, with the most fertile land found along the Mekong plains. Ethnic Lao people make up about 55 percent of the population, with Mon‐Khmer groups, the Hmong and other indigenous hill tribes, accounting for the remainder of the population.

5.1.2 Summary of Risk

The National Risk Profile of Lao PDR (2010) identified seven major natural hazards: floods, tropical storms, drought, landslides, disease outbreaks and epidemics, earthquakes and unexploded ordnance (UXO).

Flooding is the major natural hazard, with the Mekong River as its primary source. Seasonal flooding occurs each year in Lao PDR during the southwest monsoon season, from July to September. The most significant and prolonged flooding tends to occur in the central and southern provinces, but flash floods caused by tropical storms have also previously affected northern provinces. Rainfall trends indicate that the rainy season is starting earlier than usual, while climate‐change induced weather events, such as more frequent and intense typhoons, are increasingly likely to have a greater impact on Lao PDR. The development of hydroelectric dams has also led to the hydrology of the Mekong River being increasingly affected by the regulation of releases from them.

Lao PDR experienced major typhoons in 2009 (Ketsana) and 2011 (Haima), as well as severe flooding in 2009, 2011, 2013 and 2018. The impacts of such disasters in Lao PDR impose large costs for the Government, businesses, and households, particularly as a result of damage to infrastructure, diminished agricultural production, loss of livelihoods and temporary population displacement and increasing the risk of water‐borne, vector‐borne and other disease outbreaks.

5.1.3 Safety and Security

Lao PDR is assessed as Security Level 1 throughout the country and is permissive for humanitarian operations. In general, the major concerns expected will arise from hazards and dangers resulting from operating in remote and poorly supported areas. There have been no reports of major anti‐Government protests or organized armed attacks in the country in recent years. However, in late 2015 and early 2016 there were a number of shootings and road side bomb attacks on vehicles in Anouvong District Xaysomboon Province, in Kasi District Vientiane Province and in Phoukhoun Disctrict, Luangprabang Province, resulting in fatalities. No direct threat against the United Nations has been identified. There is no evidence of any terrorist groups currently residing or operating in Lao PDR.

Information on the current situation in the northwest border of Lao PDR where it borders Myanmar and Thailand (Golden Triangle) suggests that armed elements are active as a result of drug‐related activities. These tend to be in remote areas with little or no UN activity. All these areas are the traditional poppy/opium production areas of the country. The latest information suggests that this situation is unchanged.

There is poor medical coverage throughout Lao PDR. In cases of medical emergency, patients are evacuated to border countries, like Thailand. The lack of facilities, road infrastructure, environmental conditions and isolation affecting UN personnel in the provinces remains a concern. In the wet season the quality of the roads

29

deteriorates, making road travel difficult. Much of Lao is heavily contaminated by UXO. Some known mined areas do exist, and these are documented. In general, those areas affected by the war are considered as potentially UXO contaminated unless proven otherwise. Field operations within Lao PDR are governed by extant security policy guidelines contained in Country Minimum Operating Security Standards (MOSS). In main these are related to mission tracking and movement, communications, medical contingency planning, vehicle equipment and staff training. Depending on the nature of the response and the environment in which the UN will be responding, these guidelines may be reviewed and reinforced.

5.1.4 Humanitarian Consequences

Following a medium‐ or large‐scale flood, the immediate needs of the affected population will be food, health, shelter and water, sanitation and hygiene (WASH). Factors exacerbating vulnerability of the population include high prevalence of poverty, remoteness, rugged terrain and poor infrastructure. In addition, many vulnerable communities do not have adequate knowledge on where to relocate in the event of an emergency. In some vulnerable communities, both Government and NGOs have disaster risk reduction activities, which include drills, for example areas to relocate in the event of flooding. Displaced persons often move to the houses of their relatives in the same village or neighboring villages, or take shelter in schools, temples or villages.

5.1.5 Response and Operational Capacity

The Ministry of Labour and Social Welfare through the Department of Social Welfare supports the strategic coordination of all disaster preparedness response and relief operations, including data collection and assessments, response and recovery. The SWD has a key communication role in reporting the disaster situation, the planned emergency response and the recovery activities to line ministries, including through the National Disaster Prevention and Control Committee, and in coordinating with the Department of Meteorology and Hydrology in disseminating early warning information to the Provincial Disaster Prevention and Control Committees. The MoLSW also acts as focal point for ASEAN in disaster management. The Ministry of Natural Resources and Environment through the Department of Climate Change (DCC) is responsible for climate change mitigation, risk mapping, early warning as well as land, water and natural resource management in a disaster context. It also serves as focal point for the Sendai Framework for Disaster Risk Reduction.

Under the overall lead of the Government, the UN RC is responsible for leading and coordinating the international emergency response through the operation of HCT (comprised of Heads of UN humanitarian agencies and Heads of key INGOs working in disaster management field) and through the Inter‐Agency Standing Committee, which is the mechanism for the overall coordination of humanitarian actions amongst the Government and resident international actors.

5.1.6 Gaps and Constraints

The major gaps in the provision of humanitarian assistance and protection include:

Insufficient financial resources and commodities. Even though some items are prepositioned at national level, the quantity is limited;

Coordination between the different national bodies, including information management, is also an issue. Reporting mechanisms between district and provincial authorities, as well as between provincial and central level need to be enhanced and strengthened. The capacities are also limited, in particular at village, district and provincial levels; and

NGOs (both INGOS and national Non‐Profit Associations) have limited access to areas outside their current areas of operation.

The major obstacles in the provision of humanitarian assistance and protection include:

30

Mountainous terrain and bad roads can limit the access and increase the time taken to reach affected populations;

Lack of clear procedure or protocol between the Government and the Humanitarian Country Team for requesting and accepting international assistance.

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ANNEXES

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Annex A – Contact List

1. Inter‐Agency Standing Committee Chairs Name Position Email Contact Number

Sara Sekkenes Resident Coordinator of the UN sara.sekkenes@one.un.org; Tel: 021 267 700 Mobile: 020 5551 6482

Vilayphong Sisomvang Acting Director General Social Welfare Department, MoLSW

vilayphong_dmd@yahoo.com; 020 2222 5185

2. Humanitarian Country Team

Name Position Email Contact Number

Sara Sekkenes Resident Coordinator of the UN sara.sekkenes@one.un.org; Tel: 021 267 700 Mobile: 020 5551 6482

Saad Karim Country Director, Care Saad.Karim@careint.org; 020 5554 4537

Ronaldo Estera Country Director, HPA R.Estera@healthpovertyaction.org; 020 5654 9895

Thibaut Hanquet Country Director, Oxfam tha@oxfamsol.be; 020 5546 3359

Provash Mondal Humanitarian Coordinator, Oxfam pmo@oxfamsol.be; 020 5285 0574

Vilasack Viraphanh Save the Children Vilasack.viraphanh@savethechildren.org; 020 5569 4391

Felipe Agudelo INGO Network Coordinator ingonetwork@directoryofngos.org; 020 5559 9006

Nasar Hayat Representative, FAO nasar.hayat@fao.org; 020 2221 7086

Soulivanh Pattivong Country Programme Officer, IFAD p.soulivanh@ifad.org; 020 22222 060

Misato Yuasa Head of Office, IOM myuasa@iom.int; 020 5552 5575

Avi Sarkar Regional Chief Technical Advisor, UN‐Habitat avi.sarkar@un.org; 020 5555 5654

Ricarda Rieger Resident Representative UNDP ricarda.rieger@undp.org;

Balasubramaniam Murali Deputy Resident Representative UNDP b.murali@undp.org; 020 5550 5024

Mariam Khan Representative, UNFPA mkhan@unfpa.org; 020 5550 8793

Victor Valdivieso Deputy Representative, UNFPA valdivieso@unfpa.org; 020 5953 0711

Octavian Bivol Representative UNICEF obivol@unicef.org; 020 5552 1483

Erlend‐Audunson Falch Representative, UNODC erlend‐audunson.falch@unodc.org; 020 5551 8788

Dr. Mark Jacobs Representative, WHO jacobsma@who.int; 020 5550 9881

Jan Delbaere Representative, WFP jan.delbaere@wfp.org; 020 5552 0706

vacant Head of UN RCO

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3. Cluster Leads Cluster Name Email Phone

Early Recovery

Balasubramaniam Murali b.murali@undp.org; 020 5550 5024

Thome Xaisongkham thome.xaisongkham@undp.org; 020 2223 4436

Education

Leotes Lugo Helin lhelin@unicef.org 020 5597 7074

Phouvong Sihalath psihalath@unicef.org; 020 2224 3093

Vilasack Viraphanh vilasack.viraphanh@savethechildren.org;

Christelle Margueritte christelle.marguerite@savethechildren.org;

Other contacts education cluster

Daravone Kittiphanh kdaravone12@gmail.com;

Thipphamonh Chanthalangsy thipphamonh@gmail.com;

Food Security & Nutrition

Chanthalath Pongmala chanthalath.pongmala@fao.org; 020 5589 1589

Nguyen, Thi Phuong Oanh oanh.nguyenphuong@fao.org; 020 5291 0268

Hakan Tongul Hakan.tongul@wfp.org; 020 5552 0705

Health

Reiko Tsuyuoka tsuyuokar@who.int; 020 5550 9883

Phetdavanh Leuangvilay leuangvilayp@who.int; 020 7781 7809

May Chiew chiewm@who.int; 020 5591 4975

Jana Lai laij@who.int; 020 5664 5949

ICT Somphone Inthavong Somphone.inthavong@wfp.org; 020 5552 1293

Logistics Hakan Tongul Hakan.tongul@wfp.org; 020 5552 0705

Viengmany Onepaseuth viengmany.onepaseuth@wfp.org; 020 5538 1882

Nutrition

Karan Courtney Haag kcourtneyhaag@unicef.org; 020 5536 4805

Hendrikus Raaijmakers hraaijmakers@unicef.org; 020 5236 5655

Protection

Yali Zhang yzhang@unicef.org; 020 5928 5648

Khamsay Iemsouthi kiemsouthi@unicef.org; 020 5562 0425

Victor Valdivieso valdivieso@unfpa.org

Shelter

Avi Sarkar avi.sarkar@un.org; 020 5555 5654

Misato Yuasa myuasa@iom.int; 020 5552‐5575

WASH

David Duncan dduncan@unicef.org; 020 5551 9676

Bandith Leuanvilay bleuanvilay@unicef.org; 020 55609826

4. Emergency Task Force

Organization Name Email Address Mobile Number Skype Address

MoLSW Vilayphong Sisomvang vilayphong_dmd@yahoo.com; 020 2222 5185 laoeoc

Kindavong Laungrath kanphet_ndmo@yahoo.com; 020 2223 2212

Vimala Khounthalangsy ping_khoun@yahoo.com; 020 2221 9355

Sombath Douangsavanh douangsavanh1999@yahoo.com; 020 2272 7273

34

RCO

vacant (head of RCO) (co‐chair)

Vankham Bounvilay (alternate) vankham.bounvilay@one.un.org; 020 5444 4182 hanh.rco

DDMCC Sonephet Phosalath Sonephet.9999@gmail.com; 020 2223 4995 020 2220 1735

FAO Nguyen, Thi Phuong Oanh Oanh.nguyenphuong@fao.org 020 5291 0268 Oanh.nguyen612

WFP Hakan Tongul hakan.tongul@wfp.org; 020 5552 0705

UNDSS Sisomphone Thammavongsa sisomphone.thammavongsa@undss.org; 020 5551 7219 Sisomphone .thammavongsa

INGO Focal Points

Felipe Agudelo ingonetwork@directoryofngos.org; 020 5559 9006

Additional members of the Emergency Task Force include the leads of the Logistics, WASH, Health, Food Security & Nutrition and Shelter/Non‐Food Item clusters, as well as the chair of the Emergency Communications Group.

5. Information Management Network Information Management Network Chairs

Cluster Information Management Network Focal Points

Cluster Name of Focal Point Title, Organization Email address Phone number

Early Recovery Balasubramaniam Murali Deputy Resident Representative b.murali@undp.org; 020 5550 5024

Thome Xaisongkham Programme Analyst thome.xaisongkham@undp.org 020 2223 4436

Education Vilasack Viraphanh Programme Director, Save the Children vilasack.viraphanh@savethechildren.org 020 5569 4391

Leotes Lugo Helin Chief of Education, UNICEF lhelin@unicef.org 020 5597 7074

Food Security & Nutrition

Hakan Tongul Deputy Country Director, WFP hakan.tongul@wfp.org 020 5552 0705

Manithaphone Mahaxay VAM National Officer, WFP manithaphone.mahaxay@wfp.org 020 5522 1241

Chanthalath Pongmala Assistant FAOR (Programme) chanthalath.pongmala@fao.org; 020 5589 1589

Nguyen, Thi Phuong Oanh Operations Officer oanh.nguyenphuong@fao.org 020 5291 0268

Health Reiko Tsuyuoka WHO tsuyuokar@who.int 020 5550 9883

Phetdavanh Leuangvilay WHO LeuangvilayP@who.int 020 7781 7809

Name Position Email Contact Number

Manithaphone Mahaxay IMN Co‐chair/Vulnerability Analysis and Mapping, National Officer

manithaphone.mahaxay@wfp.org 020 5522 1241

Vilayphong Sisomvang Deputy Director General Social Welfare Department, Ministry of Labour and Social Welfare

vilayphong_dmd@yahoo.com 020 2222 5185

Vanhdy Duangmala IMN co‐ chair alternate/ Director of Weather Forecasting, Department of Meteorology and Hydrology

Vanhdy_dml@yahoo.com

020 2240 2743

35

May Chiew WHO chiewm@who.int 020 5591 4975

Jana Lai WHO laij@who.int 020 5664 5949

ICT Somphone Inthavong National IT Officer, WFP somphone.inthavong@wfp.org 020 5552 1293

Logistics

Viengmany Onepaseuth National Logistics Officer viengmany.onepaseuth@wfp.org 020 5538 1882

Hakan Tongul Deputy Country Director hakan.tongul@wfp.org 020 5552 0705

Nutrition Karan Courtney Haag Nutrition Manager, UNICEF kcourtneyhaag@unicef.org 020 5536 4805

Hendrikus Raaijmakers Chief of Health and Nutrition, UNICEF hraaijmakers@unicef.org 020 5236 5655

Protection Yali Zhang Programme Officer yzhang@unicef.org

Khamsay Iemsouthi Programme Officer kiemsouthi@unicef.org 020 5562 0425

Sisounvanh Vorabouth UNFPA Gender Programme Analyst vorabouth@unfpa.org 0205478 1235

Shelter

Avi Sarkar Regional Chief Technical Advisor avi.sarkar@un.org 020 5555 5654

Misato Yuasa Representative, IOM myuasa@iom.int 020 5552 5575

Buahom Sengkhamyong Chief Technical Advisor for Urban Basic Services, UN‐Habitat

buahom.sengkhamyong@undp.org 020 2222 6005

UXO Justin Shone Chief Technical Advisor for UXO, UNDP justin.shone@undp.org

Souphalack Bounpadith Planning and Reporting Officer souphalack.bounpadith@undp.org 020 2878 7460

WASH David Duncan Chief, Water, Sanitation and Hygiene dduncan@unicef.org 020 5551 9676

Information Management Network Government Counterparts Function Name of Focal Point Title, Organization Email address Phone number

MoLSW Kindavong Laungrath Director of Disaster Management Division, Social Welfare Department

kanphet_ndmo@yahoo.com

Office phone: 021 219450 Mobile: 020 2223 2212

Vimala Khounthalangsy Deputy Director Disaster Management Division

ping_khoun@yahoo.com Office phone: 021 219450 Mobile:020 2221 9355

Phonesavanh Saysompheng Deputy Director Disaster Management Division

phone_kung@yahoo.com

Office phone: 021 219450 Mobile: 0202 5558 2825

Sombath Douangsavanh Senior officer Disaster Management Division douangsavanh1999@yahoo.com

Office phone: 021 219450 Mobile: 0202 2272 7273

Phonethavy Thammavongsa Information Unit, Disaster management Division

ptv_ting@yahoo.com

Office phone: 021 219450 Mobile: 020 28038223

MoNRE Sonephet PHOSALATH Director of Division of Secretariat of National Committee, MoNRE

Sonephet.9999@gmail.com Office phone: 021 262120 Mobile: 020 2220 1735

Xailee XAYAXANG Technical staff; GIS specialist Xaigeo2011@hotmail.com Office phone: 021 262120 Mobile: 020 5652 7031

36

MoH Daovilay Banchongphanith Technical Officer daovilay@yahoo.com

Office phone: 021 253014 Mobile: 020 5590 9150

MoPS Soulisack Simmanotai Acting Director of Rescue and Disaster Division Soulisack_s@yahoo.com Mobile:020 2221 1190

MoPWT Sompang Sirisack Assistant to Permanent Secretary office sp_sirisak@yahoo.com Office phone: 021 453158 Mobile: 020 2221 2663 020 5551 2663

MICT Vannasin Simmavong Director Division, Division of Data, Information and Internet, Department of Mass Media

Sin_smv@hotmail.com Mobile: 020 2220 4153

MPI Viengkhone Bouaphachanh Deputy Director of the Regional Development planning Division

MoES Dr. Dalavone Kittipanh Director of Division, Division of Research and Compilation, Cabinet Office

Sungluam210@gmail.com Office phone: 021 216 004 Mobile: 020 5592 1174

MoD Lt.Col Patthana Bounttichak Deputy Director General of the Cabinet of General Department

Bouttichak_ptn@outlook.com Office phone: 021 900 758 Mobile: 020 5450 0289

Office of the Cabinet

Chantha Keovongxay Deputy Director Division, Department of Cultural and Social Accumulation

Mobile: 020 5571 0930

MoF Bouangeun Ounnalath Director General, State Reserve department, Ministry of Finance

bouangeund@gmail.com Mobile: 0202 7775551

Saychai lithchana Acting Director of Planning and Commodity Reserve Management Division

lsaychai@gmail.com Office phone: 021 415938 Mobile: 0202 2223 9598

MoFA Daovy Vongxay Director of UN Economic‐Social Affairs Division

daovyvongxay@gmail.com Office phone: 021 453586 Mobile: 020 2802 0555

MAF Khamliene Nolasing Deputy Director of planning Division nkhamliene@yahoo.com Mobile: 020 2223 4689

MHD Sinthaly Chanthana Deputy Head of Weather Forecasting Division sinthaly2@gmail.com Mobile: 020 5568 5841 030 5029725

Lao Red Cross Bounyong Phommachak Deputy Director of Disaster Properness Division

yong_phom@yahoo.com Mobile: 020 9895 0641

Table 6: Emergency Communications Group Agency Name Name Contact Cluster lead relation Contact Number

IOM Karen Ho kho@iom.int Shelter Cluster 020 5552 5575

UNDP

Ildiko Hamos‐Sohlo ildiko.hamos@undp.org; Early Recovery Cluster 020 7717 7913

Somlith Khounphaseuth somlith.khounpaseuth@undp.org; 020 7771 1874

WFP Ildiko Hamos Ildiko.hamossohlo@wfp.org; Food Security & Nutrition Cluster 020 7717 7913

FAO Southida Souliyavong southida.souliyavong@fao.org; 020 55920386

37

UNICEF (chair) Maria Fernandez Ruiz de Larrinaga

mfernandez@unicef.org; Nutrition and WASH Cluster 020 5551 9681

Saykosan Sanoubane ssanoubane@unicef.org; 020 2248 9000

Tabongphet Phouthavong tphouthavong@unicef.org; 020 5551 9682

WHO Benjamin Duncan bduncan@who.int Health Cluster 020 5664 5949

Marissa Endaluz endaluzm@who.int 020 5551 0788

Care Laos Viengsavath Vilaythong Viengsavath.vilaythong@careint.org; Food Security 020 5549 7797

Oxfam Gary Lee Gary.Lee@oxfam.org Water Governance Partnerships and Policy Advisor, Oxfam MWRGP, ‐ focal point for media requests.

+856 20 5591 6283

Handicap International

Thavone Phomehaksa t.phomehaksa@hi.org

TGH Laos Mariano Inti Marconato laos@trianglegh.org;

Plan International Laos

Noy Promsouvanh Noy.promsouvanh@plan‐international.org; Education 020 2221 6929

UNFPA Kay Amphone Singhalath singhalath@unfpa.org; 020 7777 6597

Health Poverty Action

Michael Pitt m.pitt@healthpovertyaction.org; Nutrition / Food Security 020 5902 3365

Bounyang Latsamy b.latsamy@healthpovertyaction.org; Health 020 5590 4080

World Vision Ammala Thomisith Ammala_Thomisith@wvi.org 020 9962 6427

Vathana Keomany Vathana_keomany@wvi.org 020 2222 2976

Bounpheng Thammavong Bounpheng_thammavong@wvi.org 020 28702180

UN RCO Vankham Bounvilay Vankham.bounvilay@one.un.org 020 5444 4182

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Annex B ‐ Cluster Specific Response Plan – Early Recovery

Early Recovery Cluster – Response Plan

Lead Agencies Ministry of Labour and Social Welfare (MoLSW) UN Development Programme (UNDP)

Cluster Focal Points

MoLSW Vilayphong Sisomvang Acting Director General, Department of Social Welfare, MoLSW

vilayphong_dmd@yahoo.com 020 2222 5185

UNDP Balusubramaniam Murali Deputy Resident Representative

b.murali@undp.org 020 5550 5024

Cluster Members

• Food and Agriculture Organization (FAO)

• World Food Programme (WFP)

• World Health Organization (WHO)

• UN‐Habitat

• IOM

• UNICEF

• European Union

• World Bank

• INGO Network

• Lao Red Cross / IFRC

Objectives To support the Government to:

Ensuring effective predictability, accountability and coordination across IASC clusters

Facilitate full engagement of national, local authorities and other clusters to provide support for capacity mapping of all national response capacities to develop the Preliminary Scenario Definition (PSD)

Coordinating Post Disaster Needs Assessment identifying key areas (including areas not covered by the different IASC clusters), interventions and required budgets

Lead the implementation of the Early Recovery efforts

1. Response Plan – Who Does What When

No Action Responsible Timeframe

1 Provide support for capacity mapping of all national response capacities to inform the Preliminary Scenario Definition (PSD) and subsequent response strategies

Cluster Lead/Co‐chairs Day 0

2

Provide support to IASC in order to develop the Preliminary Response Plan (PRP) and Post Disaster Needs Assessment (PDNA) in order to identify local ownership and engagement as well as key response priorities including for building back better/ resilience. Incorporate ER‐specific activities in other clusters including gender equality promotion and cross cutting issues such as environment, security, human rights, protection and HIV/AIDS. At this stage it can be also decided whether to activate a separate ER‐related cluster (e.g. Livelihood and community stability cluster)

Cluster Lead/Co‐chairs Day 3‐14

3 Strategic Response Plan (SRP) Cluster Lead/Co‐chairs Day 30

4 Advocacy for incorporating ER‐related approaches/activities in other clusters as well as facilitating communication between development and humanitarian actors

Cluster Lead/Co‐chairs First 90 days

5 Conduct monitoring and evaluation of the Early Recovery efforts to verify effectiveness and ensure long term recovery

Cluster Lead/CO‐chairs Day 90

6

Humanitarian needs overview in order to support clusters in viable transition to nationally led coordination. Advocacy for development actors in order to revise development plans (e.g. UNDAF) in light of PDNA and/or outcomes of the recovery activities, which necessitate changed objectives

Cluster Lead/CO‐chairs Six months, nine months and 12 months after disaster

39

2. Planning Assumptions

Operational Constraints and Strengths

UNDP currently has dedicated staff working on DRM and is also implementing a project with DDMCC which will contribute to the strengthening of the IASC mechanism, including early recovery and preparation of a PDNA Tool.

Early Recovery response activities needs to be initiated as part of the Contingency Plan. Effectiveness of Early Recovery will very much depend on other clusters and the effectiveness of the Early

Recovery the “Network”. A Draft Post Disaster Needs Assessment has been prepared in 2018/19. A number of infrastructure delivery mechanisms (PRF, DDF, etc.) are already in place but the delivery is

likely to be slow and appropriateness in the event of disaster is to be determined. The existing mechanisms are also limited to relatively small‐scale infrastructure which might not match all the needs.

Responsibilities and Authorities

Global Early Recovery Cluster Lead: UNDP. UNDP will assist with implementation of the Early Recovery Preparedness plan. If the Cluster is officially activated UNDP will send a SURGE planning team to help reorient the UNDP country programme and boost operational resources in response to the crisis. BCPR can help with coordination, assessment and early recovery strategy development by deploying an Early Recovery Advisor, an Early Recovery Cluster Coordinator, a Needs Assessment Specialist and an Information Management Specialist, as required.

Local Early Recovery Cluster Lead: UNDP. UNDP will facilitate the establishment of and support the Early Recovery Network among IASC clusters and will assist in mainstreaming early recovery planning in cluster response plans and national DRM strategies, plans and procedures. UNDP will lead the Early Recovery Cluster if activated by IASC to address sectors not covered by existing clusters. UNDP will support MPI in its role as IASC co‐chair, by strengthening information collection, management and dissemination, organizing joint needs assessments, facilitating resource mobilization and aid coordination, providing essential hardware for national and sub‐national authorities to plan and manage early recovery. UNDP will lead, together with MPI, the implementation of the Early Recovery effort and will assess its impact

The Early Recovery Cluster is recommended to have three Co‐chairs: i. Ministry of Planning and Investment (MPI) will coordinate joint assessments with Government

agencies and IASC members, help facilitate resource mobilization and donor coordination. MPI will

lead, together with UNDP, the implementation of the Early Recovery effort and its implementation.

ii. Department of Social Welfare in the Ministry of Labour and Social Welfare has been designated to

serve as the central focal point disaster management including preparedness, mitigation and

recovery activities including promoting and organizing disaster management training for

Government staff and communities, coordinating relief activities for disaster victims during

disaster, and acting as the center for disaster management information management and

assessment. However, the Department of Climate Change in the Ministry of Natural Resources and

Environment (MoNRE) also has some responsibilities in disaster risk reduction.

iii. UNDP as the UN’s primary development organization, and as appointed by the IASC to be co‐chair

of the Early Recovery Cluster.

Members of the Early Recovery Cluster will include: i. Focal Points for different IASC clusters and will ensure Early Recovery planning is included in

immediate response by concerned clusters and will contribute to the Early Recovery planning as

part of the Post Disaster Needs Assessment.

ii. Other DPs: Contribute to the Early Recovery efforts based on identified resources,

capacity/expertise.

40

Additional Personnel Requirements based on the scenario

The proposed disaster scenario would be considered a minor emergency where global activation of the Early Recovery Cluster would not be required. UNDP might nevertheless request the Crisis Response Unit (CRU) at UNDP Headquarters to provide specialized advisors or specialist, as required. Additional Material and Financial Requirements based on the scenario

The identified disaster scenario would require the mobilization of UNDP funds (TRAC 3) to provide extra hardware and mobilize additional human resources for information management, aid coordination and planning/management of early recovery (including joint needs assessments. The implementation of Early Recovery efforts would also require additional resource mobilization depending on sectors affected and support provided through other clusters.

2.1 Resources Available for Rapid Deployment (cluster specific only)

Type of Resource Resource Details

Technical Staffing Resources

Agency Technical Support Timeframe

UNDP Crisis Prevention and Reduction Specialists from Experts Roster

Immediately

UNDP Surge Deployment Mechanism

Initiate 1‐2 days after impact

UNDP Early Recovery Coordination from Experts Roster Immediately

Funding Resources

Agency Funding Support Timeframe

UNDP Catalytic Funding through TRAC 3, Category 2, for USD 100,000

Initiate 1‐2 days after impact

UNDP Three‐month “SURGE” funding in major crises

Initiate 1‐2 days after impact

41

Annex C ‐ Cluster Specific Response Plan ‐ Food Security & Nutrition

Food Security & Nutrition Cluster – Response Plan

Lead Agencies Ministry of Agriculture and Forestry (MAF) World Food Programme (WFP) Food and Agriculture Organization (FAO) United Nations Children’s Fund (UNICEF) Ministry of Labour and Social Welfare (MoLSW)

Cluster Focal Points

MAF Savanh Hamephone Acting Director, Department of Planning and Finance

hsavanh@gmail.com 020 5540 1116

MoLSW Vilayphong Sisomvang Acting Director General, Department of Social Welfare, MoLSW

vilayphong_dmd@yahoo.com 020 2222 5185

FAO Chanthalath Pongmala Assistant FAOR (Programme)

chanthalath.pongmala@fao.org 020 5589 1589

WFP

Hakan Tongul Deputy Country Director

hakan.tongul@wfp.org 020 5552 0705

UNICEF Hendrikus Raaijmakers Chief of Health and Nutrition

Cluster Members

Ministry of Labour and Social Welfare (MoLSW)

UN Agencies • Relevant Government partners • International Non‐governmental Organization • Local NGOs

Objective: To support the Government to:

Meet the humanitarian food needs, help to save lives and protect livelihoods of the disaster affected people and initiate early recovery activities to enable these populations rebuild their livelihoods in a timely, effective, and accountable manner;

Put in place preparedness measures for rapid, appropriate and effective response to the food and nutrition needs of the disaster affected people; and

Develop a detailed Standard Operating Procedures which can be followed by the cluster in the event of an emergency, highlighting the stages and accountability, and effective measures in the response process.

1. Response Plan – Who Does What When

No Action Responsible Timeframe

1 Identify critical crop and vegetable packages, feed packages, fodder packages, livestock restocking, veterinary support and capture fishery equipment and supplies

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

2

Agree with Cluster Members on a potential food basket (based on the Social Welfare Decree of Government of Lao PDR, WFP and SPHERE standards) with culturally acceptable foods to be distributed to beneficiaries in case of emergencies

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

3 Compile and monitor a list of potential food suppliers Cluster leads (MAF, MoLSW,

FAO, WFP) and cluster members

42

4 Monitor the procurement price of the main food commodities on list

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

5 Coordinated emergency distribution Cluster leads (MAF, MoLSW,

FAO, WFP) and cluster members

6 Map agriculture calendar, production, and capacity in the main food producing districts

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

7 Together with the nutrition cluster, pre‐define rations and supplementary foods for vulnerable groups such as People with Disabilities women, children, etc.

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

2. Key Needs

2.1 Key Needs (cluster specific only)

Items Quantity # of People

Targeted Location of

Supplies Delivery Modality

Costs in USD (of total needed)

Rice 4,800 MT 400g/person/day By trucks

Oil 240 MT 20g/person/day By trucks

Canned Fish 960 MT 80g/person/day By trucks

RUTF 820 cartons (150 sachets/carton)

820 children under five years of age

Health facilities or central warehouse

By trucks

2.2 Resources Available for Rapid Deployment (cluster specific only)

Type of Resource Resource Details

Material Resources (pre‐positioned stocks)

Agency Item Location Timeframe

WFP Rice and Canned fish with oil for 35,000 beneficiaries

Immediately

WFP High Energy Biscuits Subang, Malaysia Within 48 hours

Technical Staffing Resources

Agency Technical Support Timeframe

WFP

Food security and Vulnerability analysts Immediately

Nutritionists Immediately

FAO

Rapid Need Assessment on Agriculture and Food security Immediately

Cluster coordination Immediately

In depth cluster assessment 4 weeks

UNICEF Nutritionists Immediately

Funding Resources

Agency Funding Support Timeframe

WFP Immediate Response Requests up to USD 500,000 in‐country, USD 1 million Regional Bureau

Immediately

3. Planning Assumptions

The Food Security & Nutrition Cluster plan is to support the Government to (1) meet the humanitarian food needs, help to save lives and protect livelihoods of the disaster affected people and initiate early recovery activities to enable these populations rebuild their livelihoods in a timely, effective, and accountable manner; (2) put in place preparedness measures for rapid, appropriate and effective response to the food and nutrition needs of the disaster affected people; and (3) develop a detailed Standard Operating Procedures which can be

43

followed by the cluster in the event of an emergency, highlighting the stages and accountability, and effective measures in the response process.

The Food Security & Nutrition Cluster provides the following assistance package to the affected people: The emergency ration per day of 400 g of rice, 80 g of canned fish and 20 g of oil. Feeding duration is 120

days before the recovery phase takes place. Upon an official request from Government, World Food Programme and partners will estimate people in need of food assistance out of the 100,000 affected based on situation analysis and/or common rapid assessment or emergency food security assessment reports.

Food will be delivered by trucks, WFP has registered transporters from the whole country and are serving in 12 WFP operational provinces.

Support for rapid assessment to identify, refer and treat children 0‐59months with severe wasting.

Support the Ministry of Health to protect, promote and support breastfeeding

2.1 Key Needs (cluster specific only)

Items Quantity # of People

Targeted Location of

Supplies Delivery Modality

Costs in USD (of total needed)

Rice 4,800 MT 400g/person/day By trucks

Oil 240 MT 20g/person/day By trucks

Canned Fish 960 MT 80g/person/day By trucks

RUTF 820 cartons (150 sachets per carton)

820 children under five years of age

By truck

2.2 Resources Available for Rapid Deployment (cluster specific only)

Type of Resource Resource Details

Material Resources (pre‐positioned stocks)

Agency Item Location Timeframe

WFP Rice and Canned fish with oil for 35,000 beneficiaries

Immediately

WFP High Energy Biscuits Subang, Malaysia Within 48 hours

Technical Staffing Resources

Agency Technical Support Timeframe

WFP

Food security and Vulnerability analysts Immediately

Nutritionists Immediately

FAO

Rapid Need Assessment on Agriculture and Food security Immediately

Cluster coordination Immediately

In depth cluster assessment 4 weeks

UNICEF Nutritionists Immediately

Funding Resources

Agency Funding Support Timeframe

WFP Immediate Response Requests up to USD 500,000 in‐country, USD 1 million Regional Bureau

Immediately

44

Annex D ‐ Cluster Specific Response Plan ‐ Health

Health Cluster – Response Plan

Lead Agencies Ministry of Health (MoH) World Health Organization (WHO)

Cluster Focal Points

MoH Dr Nao Boutta Director, MoH Cabinet

nao.boutta@gmail.com 020 9980 1734

WHO

Reiko Tsuyuoka Team Lead, Health Emergencies

tsuyuokar@who.int 020 5550 9883

Cluster Members

• UNICEF • UNFPA • IFRC • IOM • Australian Embassy

KOICA

KOFIH

• INGO Network

Oxfam • HPA • Health Frontiers

Good Neighbours • CRS • Humanity and Inclusion

Objectives To regularly engage national and international health partners in the effective collaboration and coordination of the health sector preparedness plans and response activities

To assess and monitor health needs and priorities, define scale and scope of the emergencies, carry out risk assessments, define the strategy of the response, strengthen disease surveillance and timely development of a situation report (SitRep)

To respond to health needs and threats including outbreaks and other health emergencies, strengthen disease control activities and identify surveillance and response gaps that are critical to the delivery of health care

To consider vulnerable groups (e.g. children, ethnic groups, pregnant women, those with disabilities and the elderly) and cross‐cutting issues such as gender, age, HIV, child rights and human rights in all aspects of preparedness and response

To carry out advocacy and resource mobilization

1. Response Plan – Who Does What When

No Action Responsible Timeframe

1 Immediate financial support of USD 10,000 WHO On request of Government

2 Maintain regular contact/reporting with affected area at both district and provincial level

MoH with cluster’s support Daily

3 Preliminary enquiries and consolidation of information Health Cluster First 24‐72

hours

4 Hold first Health Cluster meetings Cluster leads First 24‐72

hours

5 Preparation and dissemination of first cluster/sector bulletin Health cluster First 24‐ 72

hours

6 Participation in initial inter‐cluster/inter‐sector coordination meetings; contribution to initial inter‐cluster/inter‐sector analysis and planning

Health cluster First 24‐ 72 hours

7

Planning the initial rapid assessment (IRA) MoH with support of Health Cluster

Within 72 hours

8 Establish technical working groups within MoH MoH with Health Cluster’s

support Within 72 hours

9 Enhance surveillance for communicable disease and other unusual health events

Local surveillance unit, under supervision of provincial level and National Centre for

Within 72 hours

45

Laboratory and Epidemiology; with Health Clusters support (WHO)

10 Supporting country to activate EOC and establish incidence management system for the outbreak/emergencies

MoH with support of WHO and Health Cluster

Within 72 hours

11 Launching the initial rapid assessment (IRA) PDMC 4‐‐10 days

12 Regular health coordination meeting (national and sub‐national level)

MoH with Health Cluster’s support

4‐‐10 days

13 Regularly updating health cluster bulletin Health Cluster 4‐10 days

14 Formulation of initial health sector strategic plan MoH with support of WHO

and Health Cluster 4‐‐10 days

15 Preparation of health component of the UN‐OCHA flash appeal (if any)

Health Cluster 4‐‐10 days

16 Preparation of proposal for CERF funding (if any) Health Cluster 4‐‐10 days

17 Continue participation of inter‐cluster meetings; contribution to inter‐cluster analysis and planning.

Health Cluster 4‐‐10 days

18

Form mobile outreach health team to provide health care (including integrated MCH services and considering needs of vulnerable groups) in affected area difficult to access and provide medical care

MoH with Health Cluster’s support

Within one week

19 Deploy mobile health teams to the affected areas MoH with cluster’s support Immediately

20

Supporting health education/IEC activities, distributing risk communication materials including hygiene promotion and disease prevention (including consideration of vulnerable groups)

MoH with Health Cluster's support

Within 72 hours

21 Provide larvicide to control insect vectors (vector borne diseases prevention)

MoH with Health Cluster support (WHO)

4‐‐10 days

22 Procure/provide insecticide treated bed nets to affected families and displaced households for prevention of malaria and dengue fever

MoH with Health cluster support (WHO)

4‐‐10 days

23 Procure/provide essential drugs including those to replenish used stocks (see draft essential drug list below)

MoH with Health cluster's support (WHO)

4‐‐10 days

24

Procure/provide vaccine for emergency vaccination (e.g., against measles and rabies) and replenishing lost stocks for childhood vaccines. Provision of tetanus toxoid vaccine and tetanus immune globulin. Provision of other vaccines not included in routine immunization based on risk assessments (e.g. typhoid, cholera, etc.) Provision of Vitamin A

MoH with Health cluster's support (WHO, UNICEF)

4‐‐10 days

25

If indicated, conduct a mass vaccination campaigns for at risk

groups, including those that have been displaced. Methods

and age groups for the mass vaccination campaigns must

following the technical guidance for the vaccine being used

and risk assessments of the situation

MoH with Health cluster's support (WHO, UNICEF)

4‐‐10 days

26

Order and distribute (i) personal dignity / hygiene kits, (ii) delivery kits for individual use and for use by health care providers, (iii) essential reproductive health and maternal health equipment and consumables for use at health facility level

MoH with Health cluster's support (UNFPA)

Dignity and Hygiene kits will be ordered and stored at Government’s warehouse and the other will be 4‐14 days

46

27 Co‐ordinate with Shelter cluster for temporary health care facilities if needed and also for rehabilitation/recovery of health care facilities

MoH with Health Cluster's support

Within one week

28 Consider mental health needs of those affected by the disaster and provide support

MoH with Health Cluster's support

4‐10 days

29 Evaluation after incident finished and record lesson learnt, Report

Health cluster members After event

2. Planning Assumptions

The Health Cluster will support the Government in ensuring the affected population has access to effective, safe and quality health services through effective, efficient and timely response to public health emergency coordinated by all health sector partners in Lao PDR under the leadership of the Ministry of Health.

The scenario estimates 100,000 people to be affected, of which 51,000 female and 49,000 male. Out of 100,000 people, there are 10,506 children under‐five, of which 5,291 girls and 5,215 boys; and 4,247 people are over 65 years of age, of which 2,326 female and 1,921 male.

Upon the Government request, the World Health Organization can:

Release Immediate financial support of USD 5,000.

Support Ministry of Health to ensure functional health system with the following priorities:

Health facility assessment: consider establish temporary health post if required;

Restocking of medicine and medical supplies: WHO country office can request the Interagency Emergency Health Kit 2006 with calculation of medicine needed based on assessment. The kit provides supplementary units for 10,000 people for 3 months;

Disease surveillance and response;

Medical evacuation if indicated.

Coordinate with relevant cluster and partners on health‐related issues and planning such as WASH and Nutrition.

Ensure operationalization of routine health services including vaccination, vector control, noncommunicable diseases/chronic disease.

These are the following assumptions for the scenario of 66,000 people are affected and displaced; people are evacuated into temporary shelters that required proper arrangement and management. There is risk of waterborne, vector borne diseases, diseases spread from person to person in crowded conditions and vaccine preventable diseases Support objectives:

To regularly engage national and international health partners in the effective collaboration and coordination of the health sector preparedness and response.

To assess, monitor health needs and priorities, define scale and scope of the emergencies, carry out risk assessment, define strategy of response, and strengthen disease surveillance, timely development of a situation report (Sitrep).

To respond to health needs and threats including outbreaks and other health emergencies, strengthen disease control and identify surveillance and response gaps that are critical to the delivery of health care.

To consider vulnerable groups (e.g. children, ethnic groups, and pregnant women, those with disability) and cross‐cutting issues such as gender, age, HIV, child rights and human rights in all aspects of preparedness and response.

To carry out advocacy and resource mobilization.

47

2.1 Key Needs (cluster specific only)

Items Quantity # of People

Targeted Location of

Supplies Delivery Modality

Costs in USD (of total needed)

Mobile health teams

At least three (based on risk assessment)

100,000 people Team composes of central and provincial staff

Support from Logistics Cluster

Temporary health post (if indicated)

1 for each evacuation center OR number of health facility destroyed

100,000 people #of health facility destroyed

Support from Logistics Cluster

2.2 Resources Available for Rapid Deployment (cluster specific only)

Type of Resource Resource Details

Material Resources (pre‐positioned stocks)

Agency Item Location Timeframe

UNICEF

500 measles vaccines 100,000 Vitamin A IU 200,000 Vitamin A IU

Within 24 hours

WHO Interagency Emergency Health Kits Interagency Diarrhoeal Disease Kits

Within 72 hours

Technical Staffing Resources

Agency Technical Support Timeframe

WHO Technical advisors for health and disease surveillance (epidemiologists, immunisation mental health, risk communication, logistician, environmental health, mother‐child health)

Immediately

WHO Coordination of international Emergency Medical Teams Immediately

WHO Establish enhanced disease surveillance as required/needed Within 72 hours

UNICEF Support to the Emergency Operating Centers of MoH both at central and provincial level if needed

Immediately

UNFPA Support to the Emergency Operating Centers of MoH at central level

Immediately

Funding Resources

Agency Funding Support Timeframe

WHO Emergency funds USD 10,000 Immediately

48

Annex E ‐ Cluster Specific Response Plan ‐ Logistics

Logistics – Response Plan

Lead Agencies Ministry of Labor and Social Welfare (MoLSW) World Food Programme (WFP)

Cluster Focal Points

TBC Vilayphong Sisomvang Acting Director General, Department of Social Welfare, MoLSW

vilayphong_dmd@yahoo.com 020 2222 5185

WFP

Hakan Tongul Deputy Country Director

hakan.tongul@wfp.org 020 55520705

Cluster Members

• Lao Red Cross • IOM • STC • WVI • UNDP

• UNICEF • UNFPA • FAO • Samaritan • Australian Embassy

Objectives: To have accurate logistics capacity and prepositioned relief items mapped in preparedness for emergencies

To implement systems to rapidly receive and notify of logistics constraints and capacities

To provide a logistics concept of operations and situation report within 72 hours.

To assist coordinate the importation, storage and movement of emergency relief items as required

To assist in the prevention of unsolicited bilateral donations from clogging the supply chain

To assist with temporary common storage solutions of emergency relief items if required

1. Response Plan – Who Does What When

No Action Responsible Timeframe

1 Call an emergency Logistics Cluster meeting MoLSW, WFP On request of Government

2 Determine and map access constraints to affected area MoLSW, WFP with Cluster

inputs Daily

3 Rapid Logistics Capacity Assessment to review status of logistics infrastructure and resources

Logistics Cluster First 24‐72 hours

4 Confirm prepositioned stocks available in country and on standby

MoLSW, WFP First 24‐72 hours

5 Obtain list of Emergency Relief Items required from NDC /IASC and assist Govt to manage offers of assistance

Logistics Cluster Lead First 24‐ 72 hours

6 Determine Logistics assistance required from Govt other clusters and humanitarian agencies

Logistics Cluster First 24‐ 72 hours

7 Assist with importation, storage and distribution of life saving emergency relief items if required

MoLSW, WFP First 24‐ 72 hours

8

Determine storage and transport options available Logistics Cluster Within 24‐ 72 hours

9 Develop Logistics Concept of Operations MoLSW, Cluster Lead Within 24‐ 72

hours

10 Produce regular Logistics situation reports and update Logistics Cluster information management site

Logistics Cluster Regularly

49

11 Assist with temporary common storage solutions of emergency relief items if required

Logistics Cluster Within 24‐72 hours

12 Assist in the prevention of unsolicited bilateral donations from clogging the supply chain

MoLSW, Cluster and Red Cross

Within 24‐ 72hours

13 Update on Logistics capacity and access until emergency has been declared over

Logistics Cluster Ongoing

14 Facilitate regular and as hoc Logistics Cluster meetings as required

MoLSW and Cluster Lead Ongoing

2. Planning Assumptions

The Logistics Cluster will assist support Government to provide real time information on logistics access to the disaster sites, and logistics assets and infrastructure available to transport and store emergency relief items. Provision of real time mapping to all humanitarian responders is on the assumption that permission is provided by Government to post maps and status information on the Logistics Cluster site.

Where required, the Logistics Cluster will assist to coordinate the importation, transport and storage of donated life‐saving emergency relief items, that are requested by the Government.

Information on transport and customs clearance service providers will be notified. It is assumed that humanitarian organizations in country will facilitate the importation and clearance of their own procurements through established mechanisms, and arrange transport directly for small and medium events, as there are sufficient providers available. In a large scale emergency, the Cluster may assist in coordinating air movements, and common transports services, if resources are insufficient.

The Logistics Cluster will assist with the provision of shared emergency warehousing or warehousing services if required, in major hubs only.

Assistance to prevent and control the importation of unwanted donated items from clogging the supply chain to the affected areas will be provided assuming pre‐planned messaging and SOP’s have been developed in preparedness.

3. Pre‐Planning

2.1 Key Needs (cluster specific only)

Items Quantity # of People

Targeted Location of

Supplies Delivery Modality

Costs in USD (of total needed)

Mobile Storage Units 32 x10 for MoLSW

4 North, centre, south of Vientiane

truck USD 100,000

Warehouse handling equipment

4 hand pallet jacks/ 4 hydraulic jacks/ 1 Forklift

Pakse, Oudomxay Vientiane (x2)

truck USD 1,200/ USD 8,000/ USD 15,000

Prepositioned timber pallets

200 for WFP and MoLSW

North, centre, south of Vientiane

truck USD 4600

Shipping container for Emergency secure storage or Prepositioning (need to confirm need with MoLSW)

2 x 20ft Khammuane, Luangprabang

truck USD 6,000

50

Annex F ‐ Cluster Specific Response Plan ‐ Shelter

Shelter – Response Plan

Lead Agencies Ministry of Public Works and Transport (MPWT) (MoLSW can be added as appropriate) International Organization for Migration (IOM) UN‐Habitat

Cluster Focal Points

MPWT Dr. Viengnam Douangphacanh Deputy Director General, Department of Housing and Urban Planning

viengnam@gmail.com 020‐5555‐0844

IOM

Misato Yuasa Representative

myuasa@iom.int 020 5552 5575

UN‐Habitat Avi Sarkar Representative

avi.sarkar@un.org 020 5555 5654

Cluster Members

• UNICEF • UNFPA • IFRC • Lao Red Cross • German Red Cross • Interwoven • INGO Network

• CARE • Child Fund Laos • Plan International • World Vision International • Save the Children • Samaritan’s Purse • CRS

Objective: To provide culturally appropriate, environmentally sustainable and adequate emergency shelter to 40,000 people in approximately 6,650 households

To ensure immediate and effective emergency shelter response for the affected population

To promote cooperation and coordination among the relevant organisations and beneficiaries’ representatives, to eliminate duplication of service delivery

To lay the foundations for community recovery

1. Response Plan – Who Does What When

No Action Responsible Timeframe

1 Call an emergency cluster meeting to ‐ Share information; Map available resources (stocks, personnel); Map affected populations; Identify needs; Disseminate standard shelter models

Cluster lead Within 72h

2 Compile information and share with humanitarian country team ‐ Estimate number of HH’s requiring emergency shelter; Provide rapid needs assessments and gap analysis

Cluster members Within 72h

3

Share data and determine need for emergency shelters. If required, determine locations and begin site planning and registration. Provide different responses according to short (up to 10 days) or longer term displacement (up to 3 months)

IOM/ Cluster members

Within 1 week

4 Inform regional networks; discuss support requirements and Facilitate the mobilization of funds

Cluster lead/ UNRCO Within 72h

5 Mobilization of regional Shelter/NFI stocks if required Cluster members Within 72h

6 Identify priority areas and Begin dispatch of rapid response shelter supplies (if required)

7

Provide coordination to mobilize resources; Deploy Shelter Cluster Coordinator / team (if required)

Cluster lead On‐going during emergency period

51

8

Coordinate with other clusters including the WASH cluster in prioritization and potentially overlapping activities and resources (such as NFIs)

Cluster lead

On‐going during emergency period

9 Provide emergency shelter and basic NFIs, including technical support on the efficient use of emergency shelter items. Establish distribution points as needed

Operational partners Within 1 week

10 Participate in rapid needs assessments with the Government and in coordination with other clusters. Verify that rapid response shelter kits are being received and utilised correctly

Cluster members Within 2 weeks

11 Develop a shelter and settlement response plan (including early recovery where possible)

Cluster members Within 2 months

12

Maintain up to date 4W database on Shelter/NFI distributions

Cluster Information manager

On‐ going during emergency period

13 Create and share situation report inputs with the UNRCO as required Cluster lead with

inputs from partners As required

14 Participate/provide support for mid‐term recovery needs assessment with the Government and in coordination with other groups

Cluster lead/Cluster members

Within 2 months

15 Prioritize and support the return of affected households to their original dwellings or the site of their dwelling where possible

16 Create early recovery shelter strategy Cluster lead/Cluster

members Within 2 months

17

Participate in early to mid‐term recovery works; provision of housing materials and building‐related NFIs; technical guidance for community carpenters including disaster resilient housing designs. Mobilize technical and material support for self‐help reconstruction activities

Operational partners Within 3‐6 months

18

Monitor emergency shelter response and distribution of NFIs Cluster lead On‐going during emergency period

19 Evaluation and Set up Exit strategy Cluster lead

2. Planning Assumptions

The Shelter Cluster coordinates the work of organizations involved in the provision of shelter and Non‐Food Items (NFIs) to support people affected by natural disasters and internally displaced people with the means to live in safe, dignified and appropriate shelter.

The Shelter Cluster coordinates the work of organizations involved in the provision of shelter and Non‐Food Items (NFIs) to support people affected by natural disasters and internally displaced people with the means to live in safe, dignified and appropriate shelter.

This contingency plan focuses on the material, technical, financial and social assistance to be deployed immediately following a disaster to ensure access to appropriate shelter, focused on saving lives. However, the scope of activities coordinated by the Shelter Cluster during the emergency phase is not limited to emergency shelter. The Shelter Cluster may also deal with transitional and reconstruction issues, since recovery is an integral part of disaster response that begins immediately after a disaster.

Emergency Shelter is defined as the provision of basic and immediate shelter needs necessary to ensure the survival of disaster affected persons, including rapid response solutions such as tents, insulation materials, other temporary emergency shelter solutions and shelter related non‐food items.

52

After host communities, Collective Centers are the most common form of emergency shelter used in Lao PDR. However, Camps and Collective Centers should only be used as a last resort in Lao PDR. Collective centers do not provide a permanent solution, but offer temporary provision of protection and assistance. Collective Centers can include temples, schools, hospitals, sports arenas, or any existing structure that may serve as a temporary living accommodation for a displaced population.

It is responsibility of the Humanitarian Country Team to activate the cluster system to ensure predictable and efficient humanitarian response.

Situation and Assumptions This contingency plan is formulated on a scenario of a flood scenario for the 3 southern river basins (Se Bangfai, Xe Don, Xe Banghiang) affecting 100,000 people in Savankhet, Salavan, and Champasak Provinces. However, this contingency plan will guide actions during the next actual emergency regardless of where in the country it occurs

In this plan 6 persons per household is used as a notional planning figure.

The early to mid‐term recovery estimates are be based on an assumption that approximately 40% of the affected households (in this scenario this is 6,650 households) will have damage to their housing, of which 90% will be minor damage and 10% will be serious damage.

It is further assumed that 95% of any displaced population will return to their home in under 10 days.

Shelter Cluster Goal Reduce the vulnerabilities related to Shelter, Settlement and Essential Household Items (EHI) of the disaster affected population in Lao PDR.

Key Performance Indicators Activities Indicator Target

Distribute NFI kits # Flood affected households receiving NFI # of standardized NFI kits available in stock

Full coverage for destroyed houses 50% coverage for damaged houses

Distribute shelter kits

# Shelter kits distributed # tarpaulins distributed for households to cover damaged roofs / protection # of distribution teams mobilized # of standardized shelter kits available in stock

Full coverage for destroyed houses 50% coverage for damaged houses

Key Issues – Potential Challenges for Response

• Destroyed transportation infrastructure and movement restrictions • Breakdown in communications • Shortage of transport capacity • The emergency may scatter the affected population • Lack of experienced Shelter experts in country • Lack of prepositioned shelter relief and NFI stock in country • Minimum preparedness actions are still to be completed, including NFI stocks aren’t in country • Shelter responses are defined following assessments of the needs of affected populations. Agencies

engaged in shelter activities not following the guidance of the shelter cluster on standards for response, providing different items and creating potential tensions amongst beneficiaries

Key Immediate Shelter/NFI Needs Priority activities are to:

53

Pre‐deploy rapid response shelter supplies in Laos, and establish mechanisms that will enable the rapid deployment of shelter experts in case of floods

Provide immediate life‐saving shelter such as tarpaulins for damaged homes, along with appropriate non‐ food items

If collective centers are being formed, assess immediate camp management and camp coordination needs. Different responses will be provided according to short (up to 10 days) or longer term displacement (up to 3 months)

Activate coordination mechanisms to enable a harmonized/coordinated shelter and CCCM response

The standardized contents of the Shelter and Cooking Utensils kits to be provided to affected households are specified in Annex 1 of the Shelter Cluster Plan. Cash‐based interventions will also be considered Logistical Arrangements

Cluster coordination – IOM

Shelter kit and NFI distribution – Operational Partners

Camp Coordination/ Camp Management (if required – IOM

Focal organization for early recovery – UN‐Habitat Additional Requirements Current stock of Shelter Kits ‐ None in country Current stock of NFI’s – UN‐Habitat is currently stocking up some amount of NFI in two locations: Attapeu and Oudomxay. Personnel ‐ There is a lack of experienced Shelter experts in country. 6,650 households would be considered a minor emergency and with minimal cluster members. The external Shelter Coordination team provided would likely to be limited to a single ‘Coordinator and Information Manager’, others would be deployed on a needs basis dependent on scale. Shelter cluster would be unable to provide emergency shelter to the number of households affected under this scenario with the current stocks in country. The available support to disaster response in Lao PDR is detailed in Annex 2 of the Shelter Cluster Plan. Shelter kit materials are readily available within provincial capitals and could be purchased and assembled within a week of the disaster. With effective collaboration, these could then be quickly distributed through operational members of the Shelter cluster. However, this would require access to immediate funds in the immediate days after a disaster. Note that prior assessment of locally produced tarpaulins is required to ensure they meet required shelter standards. There is a need to establish and pre‐deploy rapid response shelter supplies in Laos. The estimated cost of providing Shelter kits to 6,650 households is USD 250,000 plus additional costs from distribution.

2.1 Key Needs (cluster specific only)

Items Quantity # of People

Targeted Location of

Supplies Delivery Modality

Costs in USD (of total needed)

Tarpaulins 6,650 sheets

Blankets & Sleeping mats

20,000

Shelter kits 6,650 kits

Cooking utensils 6,650 kits

54

2.2 Resources Available for Rapid Deployment (cluster specific only)

Type of Resource Resource Details

Material Resources (pre‐positioned stocks)

Agency Item Location Timeframe

UN‐Habitat NFI items Attapeu and Oudomxay Immediately

UNICEF 7 (4mx50m) tarpaulin plastic sheets 30 (4mx 5m) tarpaulin plastic sheets

Vientiane Immediately

IOM Blankets, buckets, jerry cans, kitchen sets, mats, mosquito nets, plastic sheets, tarpaulins, tents (family), tents (warehouse), shelter tools

Global Stock Warehouses in Manila, Philippines. There are also items from Nairobi and Panama hubs available

Depending on level of emergency

Technical Staffing Resources

Agency Technical Support Timeframe

IOM International & Local Staff trained on DRM Immediately

Rapid Response Team Depends on level of emergency

Regional DM experts

Regional Shelter/CCCM experts

Regional Logistics specialists

UN‐Habitat Emergency Assessment Team of Shelter (1 person) Immediately

Shelter design using Building‐Back‐Better principles (1 person) Immediately

Funding Resources

Agency Technical Support Timeframe

IOM Migration Emergency Funding Mechanism tbc

55

Annex G ‐ Cluster Specific Response Plan ‐ WASH

WASH – Response Plan

Lead Agencies Ministry of Labour and Social Welfare (MoLSW) UNICEF

Cluster Focal Points

MoLSW (To be added)

UNICEF

David Duncan Chief of WASH

dduncan@unicef.org 020 5551 9676

Cluster Members

Department of Water Supply (Nam Papa), Ministry of Public Work and Transport Nam Saat, MoH MoLSW DDMCC UNICEF WHO

UN‐Habitat

World Bank

Oxfam

Plan International

Health Poverty Action

World Vision

Lao Red Cross

Objective: Achieving more strategic WASH response through a better prioritization of available resources by clarifying the division of labour among partners, better defining the roles and responsibilities of humanitarian organizations.

Establishment and maintenance of appropriate humanitarian coordination mechanisms

Inclusion of key humanitarian actors and coordination with national/local authorities

Coordination with state institutions, local civil society and other relevant actors

Effective needs assessment and analysis

Adequate monitoring and evaluation

Utilization of participatory and community‐based approaches

Attention to priority cross cutting issues (Gender, capacity, people with disabilities, environment, etc.)

Appropriate planning and strategy development for a predictable response

Application of relevant standards (i.e. Sphere)

Responsive advocacy and resource mobilization

Promotion and support for training and capacity building

Adequate emergency preparedness

1. Response Plan – Who Does What When

No Action Responsible Timeframe

1 Understanding the situation and coordination

1.1 Gathering information from Govt. responsible authorities on ground and compilation of initial situation report

UNICEF/WHO 24 hrs

1.2 Activation of Emergency Operating Centers (EOC) All partners 24 hrs

1.3 First meeting of cluster partners All partners 48 hrs

1.4 Provide situation updates to UNRCO Cluster lead 48 hrs

1.5 Develop sector response plan and submit to UNRCO for Flash Appeal and CERF application

Cluster lead & partners 48 hrs

1.6 Lead/participate in a joint Rapid Assessment Cluster partners

2 Humanitarian Assistance‐ lifesaving supplies

2.1 Water trucking or provision of bottled water to affected communities

Funding‐ Cluster partners Operation‐ Nam Saat.

72 hrs

56

2.2 Provision of 12,500 WASH kits (soap, water containers, buckets and chlorine powder) to affected areas

Provision‐UNICEF, and other partners Distribution‐ Nam Saat

72 hrs.

3 Restoration of Improved Water sources

3.1 Dewatering, cleaning and chlorination of contaminated dug wells and boreholes

Cluster lead/member, Nam Saat

7 days

3.2 Rehabilitation/restoration of damaged water supply systems e.g. gravity fed systems, boreholes, dug wells and water supply networks

Cluster lead/members, DPs, Nam Saat, Nam Papa

15‐90 days

3.3 Provision of household water treatment (provision of filters, Chlorines etc.)

Cluster lead/member, Nam Saat

7‐15 days

4 Sanitation

4.1 Provision of latrine facilities for evacuation Centers and affected communities

Cluster lead/member, Nam Saat

15 days

4.2 Rehabilitation of damaged sanitation services (latrines, etc.) Cluster lead/member, Nam Papa and communities

15‐90 days

5 Hygiene Promotion

5.1 Distribution of Hygiene communication materials along with WASH lifesaving supplies. Materials are already developed

WASH Cluster members and Nam Saat

72 hrs

5.2. Campaign on water‐borne diseases (skin diseases, eye disease, diarrhea, etc.

MoH

2. Planning Assumptions

Emergency WASH is defined as the provision of basic and immediate WASH needs necessary to ensure the survival of disaster affected persons, including rapid response solutions such as prepositioning items.

It is responsibility of the Humanitarian Country Team to activate the cluster system to ensure predictable and efficient humanitarian response, as it was established by the Inter Agency Standing Committee (IASC).

In Lao PDR, the Humanitarian Country Team has appointed UNICEF to act as the WASH cluster lead. In case of a major disaster requiring global‐level cluster activation.

1. Goal: Effective, efficient and timely response to emergency for Water, Sanitation and Hygiene coordinated by all sector partners in Lao PDR.

2. Operational Constraints

The emergency may scatter the population presenting challenges for identification and supply of inputs to recipients of affected areas.

Damage to transportation infrastructure or movement restrictions will hamper access to displaced.

Limited capacity of the local counterparts in terms of assistance delivery.

3. Responsibilities and Authorities

The cluster coordinates its assistance through the appropriate Ministry of Health and its provincial health and Nam Saat administrative units. Ministry of Public Works is also on board along with UN‐Habitat for response in urban areas.

UNICEF is the WASH cluster lead with clear responsibilities mentioned in IASC guidelines.

INGOs will play supportive role in the joint loss and damage assessment, priority needs assessment when it is asked.

4. Additional Personnel Requirements based on the scenario

The cluster will use existing Government structures within the MoH, MPWT and MoNRE, MoLSW and provincial departments of these ministries.

57

5. Additional Material and Financial Requirements based on the scenario

UNICEF in its warehouse has following materials as prepositioned in the Central Nam saat and other 13 provinces warehouses.

No

Items Unit LPB SVK CPS SRV SK ATP

Nam

saat

Cen

tre

Xie

ng

ho

uan

g

Xay

abo

ury

Xay

som

bo

on

Vie

nti

ane

pro

v

VTE

cap

Bo

likh

amxa

y

Kh

amm

ou

ane

Unit Unit Unit Unit Unit Unit Unit

1

Soap bars pcs 7,344

13,000 4000

1,645

3,000

3,000 0 0 0 0 0 0 0 0

2 Chlorine powder kg 0 300 60 30 30 30

‐ 100

100

100

100

100

200

100

3 Tapaulin plastic sheet long (4mx50m) set 30

30

9 2 7 7

7 0 0 0 0 0 0 0

4 Tapaulin plastic sheet small (4mx5m) set 145

150

60 3 30 30

10 0 0 0 0 0 0 0

5 Collapsible jerry cans(10L) set

2,1000

3,000

900 236 700 700

69 0 0 0 0 0 0 0

6 Water purifiers Box 0 104 60 0 0 0

1 34

30

34

34

34

34

34

7 Coagulant (Alum) kg 66 330 150 0 0 0

‐ 99

60

99

99

99

99

99

8 Plastic buckets with lid pcs

2,600

2,736

1,000 136 600 600

108 0 0 0 0 0 0 0

9 Multi‐color Water Dipper pcs 241

2,800

1,000 136 600 600

22 0 0 0 0 0 0 0

Additional financial will be required depending on the below situations: If all 75,000 people displaced: USD 2 million (tentative) is required. If non‐displaced: USD 1.5 million (tentative) is required

6. Collaborative Partners 1. National Centre for Environmental Health and Water Supply, MoH 2. Department of Housing and Urban Planning, MPWT 1. Department of Disaster Management and Climate Change, Ministry of Natural resource and

Environment (MONRE) 2. UNICEF 3. UN‐Habitat 4. WSP‐World Bank 5. WHO 6. Oxfam 7. Plan International, Lao 8. Health Poverty Action 9. CARE International 10. World Vision 11. Lao Red Cross

58

7. Operational Modalities

Procurement: UNICEF can sign long term agreement with suppliers in the country as well as procure the items immediately through Regional Office in Bangkok and Supply Division, Copenhagen.

Prepositioning: UNICEF has MoU to use Nam Saat ware houses in Vientiane and Provinces. Some of the WASH Cluster members has field offices.

Distribution: UNICEF respond to the victims through Provincial and District line departments as well as CBOs.

Monitoring: UNICEF and partners conduct the field monitoring to ensure the WASH life‐saving items are reached to the families in need. UNICEF can also use 3rd party monitoring as well as request RO and HQ surge capacity (HR) in case of need.

2.1 Key Needs (cluster specific only)

List of Prepositioning items with tentative cost for UNICEF Specific immediate response to people in need for in emergencies

Section/ Cluster: WASH Total Target (beneficiaries): 100,000 UNICEF Target: 25000

Sn Items Units Unite Rate

(LAK) Total

Quantity Total Amount in

Kip

Total amount in

USD Remarks

1 Soap bars of 100g/each

pcs 4,700.0

15,000 70,500,000.0 8,197.7

2 Drinking water container of 20 Liter Capacity

set 59,000.0

5,000 295,000,000.0 34,302.3

3 Plastic buckets with lid, 20 liter capacity

pcs 39,000.0

5,000 195,000,000.0 22,674.4

4 Water Dipper/bowls pcs 6,000.0

5,000 30,000,000.0 3,488.4

5 Chlorine grannuales/powder of 50Kg / container

container 1,980,000.0

5 9,900,000.0 1,151.2

6 Coagulant(Aluminum Sulphate)

Kg 14,000.0

100 1,400,000.0 162.8

7 Water Purifier(NaDCC) 33mg tabs/Box‐10,000 tablets. The carton contains 1000 foil strips of 10 tablets.

each 182,000.0

250 45,500,000.0 5,290.7

8 Tarpaulin plastic sheet small (4mx5m)

Sheet ‐ ‐ ‐ ‐ Including freight

9 De‐Watering pump Engines of 5 HP capacity including water flexible pipes and accessories

set 1,900,000.0

0.0 ‐ ‐

647,300,000.0 75,267.4

Note: Delivery point:

1 Oudomxay Provincial Warehouse to support 7 Northern 7provinces

Bokeo, Luang Namtha, Phongsaly, Oudomxay, Luang Prabang, Xiengkhouang and Houaphanh

59

2 Vientiane Capital City Warehouse to support 03 provinces: Xayaburi, VTE Province and Saysomboon

3 Savanakheth Provincial Warehouse to support 3 Middle provinces

Borikhamxai, Khammouane and Savanakheth

4 Champassack Provincial Warehouse to support 4 southern provinces:

Saravane, Champasack, Sekong and Attapeu

2.2 Resources Available for Rapid Deployment (cluster specific only)

Type of Resource Resource Details

Material Resources (pre‐positioned stocks)

Agency Item Location Timeframe

UNICEF 40 dewatering pumps 8,169 (10 litres) Collapsible jerry cans 8,244 plastic buckets with lids 5,863 plastic water dippers 33,344 soap bars 1,250kg chlorine powder 92,400 sachets water purifiers (2 sachets/family/day) 1,200 kg Coagulant (Alum) and IEC materials 1,500 flip charts on conjunctivitis 1,500 flip charts on foot disease 500 flip charts on 3 clean

Vientiane and other 13 provinces

Immediately

Technical Staffing Resources

Agency Technical Support Timeframe

UN‐Habitat WASH design and awareness (1 person) Immediately

UNICEF WASH staff available Immediately

Funding Resources

Agency Technical Support Timeframe

UNICEF UNICEF Country Office can move some funds from program budget to respond to emergencies depending on scale of emergency

Immediately

60

WASH CLUSTER Capacity Mapping as of March 2019

Agency Emergency

preparedness

plan available

Number of

staff with

emergency

experience

Prepositioned supplies

for how many

beneficiaries

Earmarked

budget for

emergencies

Warehouse

and

transport

capacities

Main

geographical

coverage

Flexibility to

operate in

other

geographical

areas

Capability

to rapidly

mobilize

additional

resources

Number of

staff with

experience

in Rapid

Assessment

Last

emergency

training

conducted

Central for

Environmental Health

and Water Supply

(Nam Saat)/

Ministry of Health

Yes 20

Yes, materials in case of

emergencies are in place.

located in the Nam Sat

Central warehouse and

support based by WASH‐

UNICEF and WHO

Need 3 to 7

days to plan

and

budgeting

including

resources

requested to

UNICEF,

MoH, others

and

advanced

payment

Yes, we

have ware

house to

quantify

materials

and goods

needed to

collect and

transport to

the

emergency

site and

provincial

warehouse

is available

if organized

Standby

arrangement

for the all

seventeen

provinces

Among

emergency

areas

including

places

affected by

diseases

outbreak

Depend on

the

materials

and budget

prepared

and

available in

emergency

period

02 After TOT

from last May

to June 2009

and

continued to

conduct more

training at

villages levels

in many

provinces

Department of Social

Welfare, Ministry of

Labour and Social

Welfare (Shelter)

Department of

Housing and Urban

Planning, Ministry of

Public Work and

Construction (Urban

Water Supply)

N/A 03 N/A N/A Each of 17

provincial

Nam Papa

has a

warehouse.

Local

transport is

available

Standby

arrangement

for the all

seventeen

provinces

Yes N/A 03 N/A

61

Department of State

Reserve, Ministry of

Finance (Disaster

related financing)

Department of

Disaster

Management and

Climate Change,

Ministry of Natural

Resources and

Environment (as

NDPCC Secretariat

with the mandate to

follow‐up and

evaluate the WASH

Cluster)

The cross‐

cluster plan is

not yet

available

2 N/A N/A N/A PONREs PONREs N/a 2 ?

UNICEF Yes 03 Yes, approximately

25,000 people.

Supplies available are

41 dewatering pumps;

31,989 pieces soap bars;

7,780 pieces plastic

buckets with lid; 7,705

collapsible jerry cans

(10L); 5,399 pcs water

dippers; 399 boxes water

purifiers; 1,250 kg

chlorine powder; 1,200

kg of coagulant; 92

tarpaulin plastic sheets

(4m x 50m); 428

tarpaulin plastic sheets

(4m x 5m)

A

mechanism

exists for

getting

allocation

within 24

hours

Yes, almost

all main

towns are

accessible.

Local

transport is

available.

Each

provincial

Nam Saat

has capacity

to

accommoda

te materials.

Standby

arrangement

in 13

provinces

(Xayabury,

Luang

Prabang, ,

Saysombun,,

Sayaburi,

Oudomxay,

Xiengkhuan,

Vte province,

Borikamxay,

Khammuan,

Savannakhet,

Champasak,

Saravan,

Among

emergency

areas

Yes 03 June 2017

62

Sekong,

Attapeu)

Oxfam

Included in

the Oxfam in

Lao PDR

Contingency

Plan

5 At district level: 40,000 population affected by each time of flood At provincial level: 60,000 people affected by each time of flood In 3 provinces: between 50.000 and 60.000 people affected (can vary)

About 200,000 people

may affected one time

A

mechanism

existed

within

Oxfam and

able to

access to

fund right

after

submitting

the request

proposal

. Oxfam in Laos

will continue

the

humanitarian

preparedness

and response

plan in 4

districts (Kasi,

Met and

Feuang of

Vientiane

province,

Bokeo,

Oudomxay

Oxfam has a

mandate to

work where a

large

humanitarian

needs. No

matter of

geographical

area.

Yes,

access to

Oxfam

affiliates

catastrophi

c fund if big

disaster

hits. Oxfam

normally

does not

provide

funding for

localised

and small

scale

disasters)

02 June 2015

Health Poverty

Action

N/A 5 N/A on request

from

International

HQ and

funding

appeals

Yes, HPA

has a sub

office and

staff in the

provinces.

Transport is

available

5 Districts in

Attapeu, all

10 Districts in

Champasack,

3 Districts in

Sekong and 1

District in

Savannakhet

Yes 3 2013

(a short

training)

CARE International

Currently

being

updated

10 None current Via Global

Emergency

Response

with CI

No Vientiane,

Sekong,

Phongsaly and

Sayabouly

provinces

Will depend

on nature of

emergency

and response

Yes 04 2009

World Vision Yes, currently

being

updated

10 member

in National

Disaster

Developing contract with

local suppliers

Use 20% of

Area

Program

No

warehouse

Vientiane

Capital, Luang

Prabang,

Depends on

the type and

Yes 10 member

in National

Disaster

2018 (sep)

conducted

63

Managemen

t Team

and National

Emergency

Preparednes

s and

Response

Fund

Khammouane,

Savannakhet,

Champassack,

Salavane,

Attapeu

severity of a

disaster

Managemen

t Team and

we have at

least 4 staffs

in each

district

where we

work.

Training on

post‐disaster

emergency

Attapeu

Preparedness

andr

response

training (with

special focus

on child

protection in

humanitarian

action) for all

staff (roll out

in 2019)

French Red Cross N/A 03 None No Yes,

nationwide

in

collaboratio

n with LRC

Vientiane

capital,

Khammouane,

Champassak

provinces

Yes, according

to LRC

nationwide

mandate and

provincial

branches

Yes 03 2010

(preparednes

s to respond

and rapid

assessment)

Lao Red Cross

Yes 36 Rice 14 tons

Kitchen utensils

Clothing

In

emergency,

LRC can

launch

Appeal for

DREF

4

warehouses

:

1 HQ w/h

3 Regional

warehouses

‐ 1 HQ w/h

covering

Vientiane

Capital,

Vientiane

province

‐1 Reg.w/h in

Pakse,

covering 4

provinces

‐1 Reg.w/h in

Thakhek

All villages of

the districts

Yes 05 2008

64

covering 3

provinces

‐ 1 Reg.w/h in

Oudomxay

covering 8

provinces

Plan International

Yes 03 N/A N/A

USD20,000

available

immediately

for WASH

activities in

these

provinces or

elsewhere

depending

on scale of

emergency

Standby

arrangements

in Oudomxay,

Bokeo, and

Saravan

Provinces

Yes Yes 03 2012

UN‐Habitat

TBC 04 N/A N/A Yes, in

cooperation

with the

local

Department

s of Public

Works and

Transport

and Nam

Papas

Currently

projects

covering 16

provinces

Yes Yes 01 2009 (On The

Job Training)

WSP‐World Bank

N/A 02 N/A N/A N/A Working on

policy and

advocacy

areas

(concerned

line

No No 02 May‐June

2009

(theoretical

and on‐the‐

job training)

65

ministries),

with some

pilot activities

in Sekong and

Champasak

WHO Not yet 02 Materials available in

health kits, which include

wash materials.

Quantities to be made

available through WHO’s

network according to the

needs

Funds to be

made

available

according to

the specific

requirement

s of the

emergency

(USD 5,000)

Not

available

National NA Yes 02 2010

66

Annex H – Detailed Coordination Management Arrangements

National Disaster Prevention and Control Committee: disaster management is overseen and coordinated by the Government of Lao PDR through the National Disaster Prevention and Control Committee, comprised of Ministers and other senior representatives of Government bodies, as well as of the Lao Red Cross, and chaired by the Deputy Prime Minister and Minister of Defense. The National Disaster Prevention and Control Committee has the following responsibilities:

Overall coordination of disaster management, including recommendations to the Prime Minister to declare a state of emergency, and a request for country, regional or international humanitarian assistance;

Coordination of emergency response, including development of a master plan for response based on line ministry preparedness response and SWD/MoLSW preparedness and response plans;

Mobilization of resources for disaster management;

Coordination of disaster risk challenges into national and sectoral work plans;

Development of policies and regulations related to DRR and provision of overall direction for provincial and district level disaster plans.

The Ministry of Labour and Social Welfare (MoLSW) through the Department of Social Welfare (SWD) supports the strategic coordination of all disaster preparedness response and relief operations, including data collection and assessments, response and recovery. It co‐chairs the IASC as well as the ETF. The SWD has a key communication role in reporting the disaster situation, the planned emergency response and the recovery activities to line ministries, including through the National Disaster Prevention and Control Committee (NDPCC), and in coordinating with the Department of Meteorology and Hydrology (DMH) in disseminating early warning information to the Provincial Disaster Prevention and Control Committees (PDPCCs). The MoLSW also acts as focal point for ASEAN. The Ministry of Natural Resources and Environment (MoNRE) through the Department of Climate Change (DCC) and is responsible for policy relating to climate change adaption and mitigation weather forecasting, hazard and vulnerability mapping, risk assessment, early warning as well as land, water and natural resource management in a disaster context. It also serves as focal point for the Sendai Framework for Disaster Risk Reduction.

Provincial and District Disaster Prevention and Control Committees: The PDPCCs are comprised of provincial departments and of the Lao Red Cross, and are chaired by the Vice Governor. The PDPCCs are the pivotal point for the implementation of disaster management resources in the province, and serve as a channel for information and disaster management resources. The PDPCCs through their secretariats are responsible for coordinating the provincial emergency response, including the actions of organizations in the field, leading assessments and/or participating in assessments supported by INGOs, Non‐Profit Associations (NPAs), Lao Red Cross and International Federation of Red Cross and Red Crescent Societies (IFRC) and the UN, and informing the DCCM of the required assistance for the response. The PDPCCs will coordinate with SWD to disseminate early warning information to the districts. The District Disaster Prevention and Control Committees are comprised of a chairman and members of all district level department heads. The district‐level committees will participate in assessments coordinated by the PDPCCs or INGO/UN/Red Cross, and report to the PDPCCs if assistance is required. The District Disaster Prevention and Control Committees may also request assistance through the Provincial Disaster Prevention and Control Committee, from NPAs, INGOs and private entities that are present at the district level.

Village Disaster Prevention and Control Committees: The Village Disaster Prevention and Control Committees are part of the National Disaster Prevention and Control Committee structure; they hold the responsibility to prepare for and take rapid action in the event of an emergency, and are to ensure that support is provided to the affected households. The Village Disaster Prevention and Control Committees also mobilize resources for disaster management at the village‐level and establish volunteer groups for relief operations. The Village Disaster Prevention and Control Committees also provide the initial information on the effects of the disaster.

67

Department of Meteorology and Hydrology: The Department of Meteorology and Hydrology, located within MoNRE, is responsible for weather related early warning information, including weather forecasts, precipitation levels and flood risk. The Department of Meteorology and Hydrology provides hydro‐meteorological and forecasting information, including warning bulletins to National Disaster Prevention and Control Committee through its secretariat, the SWD, and to sub‐national Government structures and the public. During the wet season, daily updates are issued to SWD, via email, fax or phone. Upon receipt of a serious early warning, the SWD will contact PDPCCs directly to share this information.

Ministry of Planning and Investment (MPI): The Ministry of Planning and Investment (MPI), in coordination with other line Ministries, leads post‐disaster needs assessments to identify the scale of damages and loss of the affected sectors regarding recovery needs. Although MPI is not directly tasked to work on emergency response and humanitarian relief, it is tasked to oversee recovery activities, including post‐disaster assessments. Ensuring successful early recovery measures requires coordination and the active early participation from MPI in response planning.

Ministry of Foreign Affairs (MoFA): MoFA is a member of the NPPCC; in the event of a disaster, it is responsible for leading broader resource mobilization efforts and for issuing requests for assistance to the international community in order to support the national disaster response efforts. MoFA approves the Memorandum of Understanding (MoUs) between organizations and Line Ministries, and is a core member of the IASC.

The Lao Red Cross and Red Cross/Red Crescent Movement: The Lao Red Cross, a member of the International Federation of Red Cross’s national societies, remains close to the Government as a “civil organization auxiliary to the Government in humanitarian services“. The Lao Red Cross responds to the needs of the most vulnerable people nationwide through its core programmes and services, which focus on disaster preparedness, risk reduction and emergency response at the community‐level. The Lao Red Cross communicates early warning information, provides emergency relief supplies including food and medical kits, and conducts village‐level rapid assessments in coordination with the District Disaster Prevention and Control Committees in times of emergency.

The Lao Red Cross structure in Lao PDR consists of a national office, 17 provincial branches and 47 district chapters. The president of the Lao Red Cross is a member of the National Disaster Prevention and Control Committee, and the Lao Red Cross national office communicates directly with the DCC. The provincial branch coordinates with the PDPCCs, and the Lao Red Cross district coordinator is a member of the District Disaster Prevention and Control Committees. Since 2004, Lao Red Cross community activities have been implemented through the VDPCCs, and other volunteer members. The Austrian, Australian, Danish, French, Luxemburg, German and Swiss Red Cross Partner National Societies support the Lao Red Cross. Over the past years, the Movement has responded to all major floods that occurred in the country.

The ADB has an integrated policy for managing its disaster and emergency assistance, which links the phases of the disaster management cycle, from prevention and mitigation through preparedness and recovery. The policy emphasizes not only responding after the disaster strikes but also supporting activities that anticipate and mitigate the likely impact of disasters that might occur. ADB's mandate does not allow the institution to engage in humanitarian relief, peacekeeping and peacemaking.

The World Bank, together with the Global Facility for Disaster Risk Reduction (GFDRR) has been working with the Government of Lao PDR on disaster risk management since 2009 after the Typhoon Ketsana, by supporting the preparation of the damage loss and of the needs assessment to quantify the amount of financial assistance needed to restore and rehabilitate the key typhoon‐affected sectors. Since then, the World Bank has supported the Government in disaster reduction and preparedness at the national and sub‐national levels, and in recovery and reconstruction. The World Bank is not involved in humanitarian relief, however assistance provided to the Government is linked and complementary to emergency response, from short to long term disaster recovery and to preparedness activities conducted by other partners.

68

Annex I ‐ Cluster Leads

Cluster HCT Lead Government Lead Early Recovery UNDP Ministry of Planning and Investment

Education UNICEF Ministry of Education

Food Security & Nutrition FAO, WFP Ministry of Agriculture and Forestry, Ministry of Labor and Social Welfare

Health WHO Ministry of Health

Information, Technology and Communication

WFP Ministry of Post, Telecommunications and Communications, Ministry of Information, Culture and Tourism

Logistics WFP Ministry of Labor and Social Welfare

Nutrition UNICEF Ministry of Health

Protection UNFPA, UNICEF Ministry of Labor and Social Welfare

Shelter IOM, UN‐Habitat Ministry of Public Works and Transport, Lao Red Cross

WASH UNICEF Ministry of Health, Lao Red Cross

69

Annex J ‐ SitRep Template

Lao PDR: Flash Floods Office of the Resident Coordinator Situation Report No. XX (as of XX XXX 20XX)

This report is produced by the Office of the Resident Coordinator Lao PDR in collaboration with humanitarian partners. The next report is expected to be issued on XXXX.

Highlights The Insert three to four bullet points

highlighting the main headlines. Keep them brief and to the point. The Situation Overview is reserved for detailed information.

xxx

xxx

xxx

XX reported deaths XX people missing

XX people evacuated to emergency

shelters XX people affected

Situation Overview [Recap of the general situation, key facts and figures. Include important events since the last report. Include new information on access and security and operational constraints. Describe the affected populations (refugees, IDPs, host families, etc.), highlighting vulnerable groups such as women and girls, the elderly and people with HIV/AIDS. Report on inter‐agency assessments.]

Xepien-Xe Nam Noy Dam

Approx. 40km

Evacuation Centre

Seriously affected village

Maximum extent of floods

Vientiane

70

Funding

[Reference to Humanitarian Response plan.] The Plan is available online at: https://reliefweb.int/XXXXXXXXX Cluster leads have been encouraged to elaborate cluster response plans linked to the overall Disaster Response Plan, and donors are requested to discuss these contributions with the cluster leads indicated below. Humanitarian partners, including donors and recipient agencies, are encouraged to inform OCHA's Financial Tracking Service (FTS ‐ http://fts.unocha.org) of cash and in‐kind contributions by e‐mail to fts@un.org. To date around USD 1 million have been pledged towards the plan.

Humanitarian Response

Food Security & Nutrition

Needs

Total beneficiary needs, including needs the cluster is currently addressing. Response

Humanitarian activities by cluster members including national response. Gaps

Unmet needs of both beneficiaries and cluster members.

Health

Needs

Total beneficiary needs, including needs the cluster is currently addressing. Response

Humanitarian activities by cluster members including national response. Gaps

Unmet needs of both beneficiaries and cluster members.

Logistics

Needs

Total beneficiary needs, including needs the cluster is currently addressing. Response

Humanitarian activities by cluster members including national response. Gaps

Unmet needs of both beneficiaries and cluster members.

Shelter including Camp Management

Key Fact

Key Fact

Key Fact

71

Needs

Total beneficiary needs, including needs the cluster is currently addressing. Response

Humanitarian activities by cluster members including national response. Gaps

Unmet needs of both beneficiaries and cluster members.

Water, Sanitation and Hygiene

Needs

Total beneficiary needs, including needs the cluster is currently addressing. Response

Humanitarian activities by cluster members including national response. Gaps

Unmet needs of both beneficiaries and cluster members.

Education

Needs

Total beneficiary needs, including needs the cluster is currently addressing. Response

Humanitarian activities by cluster members including national response. Gaps

Unmet needs of both beneficiaries and cluster members.

Protection

Needs

Total beneficiary needs, including needs the cluster is currently addressing. Response

Humanitarian activities by cluster members including national response. Gaps

Unmet needs of both beneficiaries and cluster members.

General Coordination The Government of Lao PDR is leading and coordinating the response operation through the National Disaster Prevention and Control Committee (NDPCC) chaired by the Vice Prime Minister. The Disaster Management Division within the Department of Social Welfare, Ministry of Labour and Social Welfare is the lead coordinator. To support the Government, the Humanitarian Country Team has activated XXX clusters for the flood response plan in XXXX. Each cluster coordinates with its designated line ministry’s counterpart. The UN Resident Coordinator coordinates and provides overall direction to the HCT while the UN Resident Coordinator’s Office will provide inter‐cluster coordination support. A field coordinator to support coordination with Government and between sectors and clusters is expected to travel to XXX shortly to support inter‐cluster coordination in the field.

Cluster Cluster Lead Contact Email

Early Recovery UNDP Balasubramaniam

Murali

b.murali@undp.org

Education UNICEF Leotes Lugo Helin lhelin@unicef.org

Phouvong Sihalath psihalath@unicef.org

Food Security & Nutrition FAO Thi Phuong Oanh

Nguyen

Oanh.nguyenphuong@fao.org

Key Fact

Key Fact

Key Fact

Key Fact

72

WFP Hakan Tongul Hakan.tongul@wfp.org

Health WHO Jana Lai laij@who.int

Logistics WFP Hakan Tongul hakan.tongul@wfp.org

Protection UNFPA Victor Valdivieso valdivieso@unfpa.org

UNICEF Yali Zhang yzhang@unicef.org

Shelter and camp

management

IOM Misato Yuasa myuasa@iom.int

UN‐Habitat Avi Sarkar avi.sarkar@un.org

WASH UNICEF David Duncan

Bandith Leuanvilay

dduncan@unicef.org

bleuanvilay@unicef.org

For further information, please contact:

[name here], Head of Office, Office of the UN Resident Coordinator, [email here], Cell: [number here]

[second person here]

Background on the crisis XXX

73

Annex K ‐ Cluster SitRep Template

Cluster Name Situation Report Input • Laos / Emergency A. Cluster Details

1. Lead Organization:

2. Focal Point Contact Details: (Name, Title, Phone, Email)

B. Reporting Period

1. Report Number:

2. Report Date:

3. Time Period Covered:

C. Humanitarian Needs (max 200 words)

Description of total beneficiary needs, including needs the cluster is currently addressing

D. Humanitarian Response (max 200 words)

Description of humanitarian activities by cluster partners serving the needs listed above

E. Gaps & Constraints (max 200 words)

Description of the unmet needs of both beneficiaries and cluster partners

Annex L ‐ Humanitarian Dashboard Template (See: https://www.humanitarianresponse.info/en/programme‐cycle/space/document/humanitarian‐dashboard‐toolkit)

75

76

77

Annex M ‐ Cash Working Group

Where cash and voucher assistance has been identified as form of humanitarian response, it is recommended

to call for an ad‐hoc meeting of the cash working group for guidance, coordination and guidelines on CVA in

Laos.

LAO PDR ‐ CASH WORKING GROUP Terms of Reference

RATIONALE

Cash based interventions and Cash and Voucher Assistance1 (CVA) is becoming increasingly popular in Lao PDR. This interest and uptake can be attributed to the multi‐sectoral benefits cash‐based assistance generates as well as its linkages to strengthening social protection systems and the achievement of the Sustainable Development Goals and the 2030 Agenda for Sustainable Development. Effective CVA in Lao PDR requires several considerations including i) ensuring sufficient funding is available; ii) ensuring cash is routinely considered; iii) building sufficient capacity; iv) ensuring quality programming; v) strengthening coordination; and vi) strengthening the evidence base and investing in innovation.2 In this regard, the Cash Working Group (CWG) is established as a working group for local and regional stakeholders dedicated to cash and voucher programming in Lao PDR. The overarching aim of the CWG is to improve the quality and coordination, increase the scale (where relevant/appropriate) and broaden the scope of and use of CVA through shared learnings/lessons learnt in Lao PDR and across the region, leveraging common approaches that are relevant and built on best practice. OBJECTIVES

The objectives of the CWG are: Objective 1: Strengthen coordination of CVA in ongoing operations, preparedness and response.

1. Encourage country-level coordination mechanisms to enhance collaboration.

2. Mapping of cash and voucher transfer programming responses in Lao PDR.

Mapping of cash-in/out service points in Lao PDR across providers. 3. Identify capacity and training needs on cash and voucher transfer programming.

4. Encourage combined negotiations by humanitarian and development organizations with service

providers [e.g. financial, cell phone and insurance providers for effective cash and voucher delivery with

possibility of add-on services].

Objective 2: Standardize and harmonize CVA standards and common approaches in ongoing operations, as well as in specific context of emergency response and preparedness.

1. Provide technical inputs/feedback on cash and voucher response materials like training manuals,

guidelines and standards.

1 Cash and Voucher Assistance (CVA) refers to all programs where cash transfers or vouchers for goods or services are directly provided to recipients. cash transfer programming 2 CaLP, 2018, The State of the World’s Cash Report – Cash Transfer Programming in Humanitarian Aid

78

2. Specific considerations on consumer protection when delegating implementation to service providers.

3. Support the development of monitoring and evaluation tools that can be used for cash and voucher

response programs.

4. Explore linkages with the Social Protection working group as relevant to further increase coordination

across different actors in the CVA and Social Protection fields.

5. Identify core CVA parameters to be assessed during CVA related assessments by partners as well as data

sharing protocols.

Objective 3: Share organizational and regional experiences and discuss specific themes and challenges emerging out of CVA design, implementation, monitoring and evaluation.

1. Exchange cash and voucher transfer programming information, needs assessment, methodologies, best

practices and lessons learned, building on the technical expertise of the different organizations in the

country.

2. Provide inputs and review best practices for cash and voucher transfer implementation and disseminate

best practices in the region by resorting to a virtual network of experts on cash transfer programming.

3. Exchange lessons learnt on add-on services and behavior change from recipients equipped with new

financial services towards increasing the long-term impact of the CVA interventions and their overall

resilience.

Objective 4: Identify appropriate advocacy methods to promote quality and appropriate CVA programmes to agencies, donors, Government, private sector and beneficiaries, and propose key ways forward regarding partnerships.

1. Promote joint advocacy with donors, national governments and other stakeholders for common

positions on cash and voucher transfer programming and where appropriate, to influence policies on

cash and voucher transfer programming.

2. Promote the integration of regional experiences and lessons learned.

3. Advocate for mainstreaming of CVAs approaches considered feasible and appropriate.

4. Leverage data from the CVAs to gain knowledge on efficiency, effectiveness and possibly impact,

respecting data privacy rights. Engage local and regional research institutes as well who would be

interested to make case-study examples of CVAs in certain contexts.

PARTICIPATION

Participation includes any agency with expertise or interest in CVA including UN agencies, NGOs, Red Cross Movement, Government Departments, National Disaster Management Offices and regional organizations or other entities either directly implementing, supporting, interested or planning to design cash‐based programmes, as well as donors, research institutions, and the private sector. CHAIR

The CWG is currently co‐chaired by the World Food Programme (WFP) and the United Nations Capital Development Fund (UNCDF). MEETING FREQUENCY

The CWG is proposed to meet four times a year (quarterly), unless a specific issue, event or emergency requiring calling of an ad‐hoc meeting which can be requested or hosted by any CWG member.

79

Annex N ‐ Cluster Specific Preparedness Plan – Early Recovery

No Activities Agency(ies) responsible

Timeline

1 A clear understanding of the partners available capacity to implement recovery in terms of staff capacity/expertise, geographical coverage and/or funding and identify potential gaps

Cluster lead/Co‐chairs and RCO

This information is to be updated prior to routine or regular IASC related meeting

2 Circulated and received back the signed Red Cross Code of Conduct, principle 8 by the IASC members

Cluster Lead At the upcoming IASC meeting

3 Provide support to the line agencies in adopting the Post‐Disaster Needs Assessment

Cluster Lead Ongoing

4 Provide support to review the existing national disaster management and Response legislations, strategies and plans and assist in adapting law/policies to ensure early recovery is addressed where needed or applicable

Cluster lead Ongoing

5 Identify training and capacity building needs for Early Recovery network members and other relevant stakeholders identified

Cluster Lead/IASC members

Plan request to UNOCHA to conduct Simulation Exercise after Exercise in 2015

6 Coordinate and implement Post Disaster Needs Assessment Training for Government, UN Agencies and other Development Partners including NGOs

Cluster lead In 2018

80

Annex O ‐ Cluster Specific Preparedness Plan ‐ Food Security & Nutrition

No Activities Agency(ies) responsible Timeline

Indicator Target

1 Develop cluster TORs Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

Cluster ToR

2 Decide on a Cluster coordinator (and alternate) in case of emergency

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

Cluster coordinator identified

3 Identify a task force to get familiar with CERF and Flash Appeal requests, templates and activation procedures for emergency funds

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

Food security taskforce identified

4 Compile and regularly update the capability information of the cluster members including the following information: 1. Contacts details 2. Cluster FP and alternate 3. Area of current intervention 4. Area of possible intervention and

nature of interventions during the emergency based on geographic allocations & agency area of expertise

5. Current capacity and beneficiaries 6. Potential capacity during the

emergency

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

Updated capability information

5 Cluster meets on a regular basis – at least twice a year before and after the rainy season

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

# of Cluster meetings

6 Compile a list of Government counterparts at the national and local level. Identify the Government strategy for emergency response

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

List of Government counterparts at national and local levels

7 Ensure that effective FS cluster leadership and coordination structures as well as procedures are in place

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

Cluster ToR outlines coordination structures and procedures

Assessment and targeting

1 Compile secondary data sources for needs verification purposes before an emergency: 1. Compile and agree upon secondary data sources for needs determination and categorization. (Demographics) 2. Compile FSC specific data Utilizing existing data sources 3. Maps which show population density related information 5. Examine potential for live satellite mapping to determine the extent of damage during a disaster.

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

# of compiled data

81

No Activities Agency(ies) responsible Timeline

Indicator Target

6. Compile maps which show key infrastructure parameters such as hospitals, roads, bridges, farm lands and market, etc.

2 Share common FS‐related data collection methodology and tools among FSC members and/or Government authorities

FAO/WFP # of shared data collection methodology and tools # of FSC members received shared data collection methodology

3 Carry out local rice and other food items analysis

Cluster leads (MAF, MoLSW, FAO, WFP), MOIC, MOF, and cluster members

# of analysis carried

4 Develop and set up Information Management System which can be accessed by FSC members at any time

IMN FP, Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

Information Management System on Food Security

5 Assessment information should include agricultural activities (including crop, horticulture, aquaculture, and livestock

FAO and MAF

6 Review the common joint assessment tool to ensure Food Security related information are well reflected

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

# of review meetings

7 Review the need for updating and adapting the EFSA to the Lao context and refresher training of enumerators

FAO, WFP # of trainings organised

Assessment and Targeting – Preparedness Strategies The standard assessment procedure for all sectors in Laos is that the Initial Rapid Collection of data is collected first from various sources, which is then followed by a Common Rapid Assessment based on MERA and then sector specific where appropriate. The post disaster damage and needs assessment is the fourth assessment to be conducted if need. The preparedness strategy is to firstly ensure tools are in place to enable the Cluster to contribute to a multi sectoral initial rapid assessment team and that adequate Food Security related secondary information is compiled and accessible to the Cluster. Furthermore, it ensures that the FSC is prepared to undertake a detailed Food Security Assessment if necessary and required. Secondary information on the population at risk will be taken as standard across Clusters. This information should be housed on a central place (web‐site) where it is accessible by all Clusters and interested parties. The combination of needs assessment, resource assessment and capacities of partners will allow for effective and appropriate targeting in an emergency.

Coordination

No Activities Agency(ies) responsible

Indicator Target

1 Ensure that cluster coordination meetings are conducted quarterly for preparedness activities and planning

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

# of meetings

2 Regular sharing of data and information between FSC members

IMN FP, Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

# of shared data

82

No Activities Agency(ies) responsible

Indicator Target

3 Ensure that all cluster members are aware of the respective Government coordination structures for emergency response as well as the interface of FSC and the Government coordination structure is clear

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

Staff development

No Activities Agency(ies) responsible

Indicator Target

1 Contribute to IASC‐organized training sessions for all cluster members, and relevant local authorities on:

Emergency Response Principles

Rapid Assessment (including agriculture sector)

SitRep preparation

Sphere Standards

Cross‐cutting issues such as gender in emergencies

Mapping and vulnerabilities

Emergency food distribution

Cluster leads (MAF, MoLSW, FAO, WFP) and cluster members

# of training organised

83

Annex P ‐ Cluster Specific Preparedness Plan – Health

Activities Responsible agencies

Timeline Status Comment

1 Conduct Health Cluster meeting twice per year for preparedness

WHO and MoH Annually Ongoing

2 Update 3W matrix Health Cluster Annually Ongoing Updated annually

3 Preparation of information on pre‐positioned supplies and surge capacity/mechanisms available by Agencies & the MoH (e.g. bed nets, vaccines, kits, essential drugs etc.): (i) determine needs, (ii) determine current availability, (iii) procure/plan for needed supplies for stockpile

Health Cluster Annually Not yet started

Updated annually May need to identify actors in charge to compile this list

4 Prepare essential medicine / health kit list for emergency response

Health cluster, MoH Department of Health Care

Annually Ongoing Current list of medicine is based on historical request from typhoon Ketsana (affected 4 provinces in 2009) and do not have estimated quantity. Need to review the drug list from WPRO "The Interagency Emergency Health Kit 2006" to calculate quantity for Lao context

5 Activation of Emergency Operation Centre (EOC) in the Ministry of Health into response mode for all public health emergency/disaster response coordination and response activities ‐ Activation of suitable Incident Management System ‐ Expand and consolidate national and local health emergency units

MoH with WHO support

Regularly On‐going MoH EOC has been functional since the launch in Sept 2014. It has played important roles in recent cVDPV outbreak response‐ IMS and SOP training were conducted in December 2015. Plan to continue to strengthen and train relevant stakeholders both within and outside of Government

6 Health information and knowledge management improvement for risk management (including for vulnerable groups): ‐ Base line health data/information (aggregation & extraction) ‐ Information flow mechanism (adopt procedure for regular updating and sharing of data) ‐ List of Government transportation available in each province/district and

MoH, Health Cluster via Information Management Network

Annually Ongoing Updated annually

84

or village. For example, boats in case of flooding

7 Complete National Health Emergency Plan (review, revise and translate into Lao)

MoH with support of WHO

2018 onwards

Ongoing Currently being revised and will be first reviewed by MoH and then with the larger stakeholders involved with emergency preparedness and response to ensure it aligns with national plans

8 Identify potential sources of funding Health cluster Regularly Ongoing Mapping exercise is planned to help better understand what resources are available and the process to access these resources during an emergency

9 Health rapid needs assessment training and review and revise health rapid needs assessment forms (consider vulnerable groups)

Health cluster 2018 Not yet started

WFP have existing training and tools

10 Risk communication training for policy and technical level

MoH with support of WHO

2018 onwards

Ongoing Trainings are planned by WHO consultant to MoH directors of centers and key technical staff in 2019

11 Review and development (if needed) of health information education communication materials that could be used for disaster

MoH with support of Health cluster

Regularly ongoing

12 Improve capacity for essential Health Service Delivery after emergency/disaster including: - Development of Hospital

preparedness plan for each level - Consideration for blood

supply/transfusion - Map availability of health services - National policy on ‘Safe Hospital’

initiative - Strengthen referral and triage

systems - Development of standardized case

management guidelines for flood‐prone diseases

MoH with support of Health Cluster

2015‐17 onwards

Ongoing Revising case management guidelines for Dengue

13 Public Health Emergency training for key responders, including First Aid training for local level

MoH with support of Health Cluster

2015‐2018 onwards

Ongoing

85

Annex Q ‐ Cluster Specific Preparedness Plan ‐ WASH

No Activities Agency(ies) responsible Timeline

Indicator Means of verification

1 Identification of potential cluster partners Cluster lead # of identified partners Contact list

2 Identify resources available. Analyse the potential of each partner

Cluster lead and Cluster members

# of available resources Capacity Mapping

3 Short analysis on availability of lifesaving material and suppliers/ producers in the country and within region

Cluster lead and members

# of analysis reports Capacity Mapping

4 Identification of gaps in resource mobilization and appropriate action taken3

Cluster lead and cluster members

# of identified gaps in resource mobilization and action taken

To be defined

5 Cluster meets on a regular basis – at least twice a year before and after the rainy season

Cluster lead in conjunction with members/partners

# of cluster meetings’ minutes

Cluster meeting minutes

6 Set standards for emergency WASH kits and NFI packages (SPHERE guidelines should be the starting point4)

Cluster members # of WASH kits and NFI packages set

Draft final Sphere WASH component

7 Build capacity of national and local authorities as well as disaster‐prone communities in more disaster resilient WASH facilities designs

Operational partners

# of trainings and workshop organised

To be confirmed

3 Limited number of partners in country with limited resources is a challenge in the cluster that is not sufficient to respond the estimated population in need of support. 4 Identified as a training need.

WASH CLUSTER Capacity Mapping as of March 2019

Agency Emergency preparedness plan available

Number of staff with emergency experience

Prepositioned supplies for how many beneficiaries

Earmarked budget for emergencies

Warehouse and transport capacities

Main geographical coverage

Flexibility to operate in other geographical areas

Capability to rapidly mobilize additional resources

Number of staff with experience in Rapid Assessment

Last emergency training conducted

Central for Environmental Health and Water Supply (Nam Saat)/ Ministry of Health

Yes 20

Yes, materials in case of emergencies are in

place. located in the Nam Sat Central

warehouse and support based by WASH‐UNICEF

and WHO

Need 3 to 7 days to plan

and budgeting including resources

requested to UNICEF, MoH,

others and advanced payment

Yes, we have ware house to

quantify materials and goods

needed to collect and transport to the emergency

site and provincial warehouse is

available if organized

Standby arrangement for the all seventeen

provinces

Among emergency

areas including places affected

by diseases outbreak

Depend on the materials and budget prepared

and available in

emergency period

02

After TOT from last May to June 2009

and continued to

conduct more training at

villages levels in many

provinces

Department of Social Welfare, Ministry of Labour and Social Welfare (Shelter)

Department of Housing and Urban Planning, Ministry of Public Work and Construction (Urban Water Supply)

N/A 03 N/A N/A

Each of 17 provincial Nam

Papa has a warehouse. Local

transport is available

Standby arrangement for the all seventeen

provinces

Yes N/A 03 N/A

Department of State Reserve, Ministry of Finance (Disaster related financing)

Department of Disaster Management and Climate Change, Ministry of Natural Resources and Environment (as NDPCC Secretariat with the mandate

The cross‐cluster plan is

not yet available

2 N/A N/A N/A PONREs PONREs N/a 2 ?

87

Agency Emergency preparedness plan available

Number of staff with emergency experience

Prepositioned supplies for how many beneficiaries

Earmarked budget for emergencies

Warehouse and transport capacities

Main geographical coverage

Flexibility to operate in other geographical areas

Capability to rapidly mobilize additional resources

Number of staff with experience in Rapid Assessment

Last emergency training conducted

to follow‐up and evaluate the WASH Cluster)

UNICEF Yes 03

Yes, approximately 25,000 people. Supplies available are 41 dewatering pumps; 31,989 pieces soap bars; 7,780 pieces plastic buckets with lid; 7,705 collapsible jerry cans (10L); 5,399 pcs water dippers; 399 boxes water purifiers; 1,250 kg chlorine powder; 1,200 kg of coagulant; 92 tarpaulin plastic sheets (4m x 50m); 428 tarpaulin plastic sheets (4m x 5m)

A mechanism exists for getting allocation within 24 hours

Yes, almost all main towns are accessible. Local transport is available. Each provincial Nam Saat has capacity to accommodate materials

Standby arrangement in 13 provinces (Xayabury, LuangPrabang, Saysomboune, Sayaburi Oudomxay, Xiengkhuang, Vte province, Borikhamxay, Khammuan, Savannakhet, Champasak, Saravan, Sekong, Attapeu)

Among emergency areas

Yes 03 June 2017

Oxfam

Included in the Oxfam in

Lao PDR Contingency

Plan

5

At district level: 40,000 population affected by each time of flood At provincial level: 60,000 people affected by each time of flood In 3 provinces: between 50.000 and 60.000 people affected (can vary) About 200,000 people may affected one time

A mechanism existed within Oxfam and able to access to fund right after submitting the request proposal

.

Oxfam in Laos will continue the humanitarian preparedness and response plan in 4 districts (Kasi, Met and Feuang of Vientiane province , Bokeo, Oudomxay

Oxfam has a mandate to work where a large humanitarian needs. No matter of geographical area.

Yes, access to

Oxfam affiliates

catastrophic fund if big

disaster hits. Oxfam

normally does not provide

funding for localised and

small scale disasters)

02 June 2015

Health Poverty Action

N/A 5 N/A on request

from International

Yes, HPA has a sub office and staff in the

5 Districts in

Attapeu, all 10 Districts in

Yes 3 2013

(a short training)

88

Agency Emergency preparedness plan available

Number of staff with emergency experience

Prepositioned supplies for how many beneficiaries

Earmarked budget for emergencies

Warehouse and transport capacities

Main geographical coverage

Flexibility to operate in other geographical areas

Capability to rapidly mobilize additional resources

Number of staff with experience in Rapid Assessment

Last emergency training conducted

HQ and funding appeals

provinces. Transport is available.

Champasack, 3 Districts in

Sekong and 1 District in

Savannakhet

CARE International

Currently being

updated 10 None current

Via Global Emergency Response with CI

No

Vientiane, Sekong, Phongsaly and Sayabouly provinces

Will depend on nature of emergency and response

Yes 04 2009

World Vision Yes, currently

being updated

10 member in National Disaster Management Team

Developing contract with local suppliers.

Use 20% of Area Program and National Emergency Preparedness and Response Fund

No warehouse

Vientiane Capital, Luang Prabang, Khammouane, Savannakhet, Champassack,Salavane, Attapeu

Depends on the type and severity of a disaster

Yes

10 member in National Disaster Management Team and we have at least 4 staffs in each district where we work.

2018 (sep) conducted Training on

post‐disaster emergency

Attapeu

Preparedness andr response training (with special focus

on child protection in humanitarian action) for all staff (roll out

in 2019)

French Red Cross N/A 03 None No Yes, nationwide in collaboration

with LRC

Vientiane capital, Khammouane, Champassak

provinces

Yes, according to LRC

nationwide mandate and

provincial branches

Yes 03

2010 (preparedness

to respond and rapid

assessment)

Lao Red Cross

Yes 36 Rice 14 tons

Kitchen utensils Clothing

In emergency, LRC can

launch Appeal for DREF

4 warehouses : 1 HQ w/h 3 Regional

warehouses

‐ 1 HQ w/h covering Vientiane

Capital, Vientiane province

All villages of the districts

Yes 05 2008

89

Agency Emergency preparedness plan available

Number of staff with emergency experience

Prepositioned supplies for how many beneficiaries

Earmarked budget for emergencies

Warehouse and transport capacities

Main geographical coverage

Flexibility to operate in other geographical areas

Capability to rapidly mobilize additional resources

Number of staff with experience in Rapid Assessment

Last emergency training conducted

‐1 Reg.w/h in Pakse, covering 4

provinces ‐1 Reg.w/h in

Thakhek covering 3 provinces

‐ 1 Reg.w/h in Oudomxay covering 8 provinces

Plan International in Lao PDR

Yes 03 N/A N/A

USD 20,000 available

immediately for WASH activities in

these provinces or elsewhere depending on

scale of emergency

Standby arrangements in

Oudomxay, Bokeo, and Saravan

Provinces

Yes Yes 03 2012

UN‐Habitat

TBC 04 N/A N/A

Yes, in cooperation with

the local Departments of

Public Works and Transport and

Nam Papas

Currently projects covering 16 provinces

Yes Yes 01 2009 (On The Job Training)

WSP‐World Bank

N/A 02 N/A N/A N/A

Working on policy and advocacy areas (concerned line ministries), with some pilot activities in Sekong and Champasak

No No 02

May‐June 2009 (theoretical and on‐the‐job training)

WHO Not yet 02

Materials available in health kits, which

include wash materials. Quantities to be made

available through

Funds to be made

available according to the specific

Not available National NA Yes 02 2010

90

Agency Emergency preparedness plan available

Number of staff with emergency experience

Prepositioned supplies for how many beneficiaries

Earmarked budget for emergencies

Warehouse and transport capacities

Main geographical coverage

Flexibility to operate in other geographical areas

Capability to rapidly mobilize additional resources

Number of staff with experience in Rapid Assessment

Last emergency training conducted

WHO’s network according to the needs

requirements of the

emergency

(USD 5,000)

Annex R ‐ Cluster Specific Preparedness Plan ‐ Logistics

Activities Responsible agencies

Timeline Status Comment

1 Appoint a National Logistics Cluster Preparedness Officer for minimum 12 months

WFP and MoLSW

September 2019

In progress Preparedness officer to work with MoLSW on preparedness workplan

2 Form Logistics Preparedness Working Group to develop and implement work plan

WFP and MoLSW

August 2019

In progress

3 Conduct a gap analysis desk top simulation exercise to develop logistics tools and capacity building workplan.

WFP and MoLSW

October 2019

4 Conduct MSU assembly ToT training to Govt, Red Cross and NGO’s in 3 Provinces

WFP and MoLSW

Aug ‐Oct 2019

In progress Vientiane, Champasack, Odomxay

5 Develop a mechanism for recording and updating stockpiled/prepositioned relief items in country/region

WFP and MoLSW

October 2019

6 Develop and implement real time logistics access constraints mapping capacity

WFP and MoLSW

Q4 2019 On‐going Update as needed

7 Develop and implement Humanitarian Logistics Capacity map for Lao PDR

WFP and MoLSW

Q4 2019 Update annually

8 Develop strategy for managing unwanted/ not needed donated items

WFP and MoLSW

9 Conduct warehouse management training to Govt and NGO’s

WFP and MoLSW

2019

10 Upgrade MoLSW’s Vientiane warehouse to a Relieve item prepositioning warehouse

2019

11 Identify or preposition MSU’s around country for emergency temporary warehousing

2019

12 Develop and implement any other activities identified and agreed from Simex

WFP and MoLSW

2019‐2020