FUNCTION 6 – CONTINGENCY PLAN, PREPAREDNESS AND CAPACITY BUILDING

M6 – S1

Deactivation and Transition

The de-activation of clusters is a decision to stand-down one or several clusters because:

1. either the cluster has transferred responsibility for delivery and possibly capacities, tools, systems and resources to national and/or development partners, or

2. humanitarian needs in a particular sector have sharply decreased or ceased (e.g. when affected people have returned, reintegrated or relocated).

What is Preparedness and Contingency Planning?

Emergency preparedness is continuous cycle of planning, organizing, training, ensuring availability of supplies, evaluating response and improving activities

Within that field, contingency planning is a process to develop a plan to respond to a specific situation when things could go wrong (i.e.80 000 – 100 000 displaced into XX district because of flooding)

EG: 90 day planning

What is Contingency Planning?

Contingency planning is a tool and a process to anticipate and solve problems that typically arise during humanitarian response:

Implement preparedness actions

Analyse potential emergencies

Analyse potentialimpact

Establish clear obj. & strategies

Example:

Due to unusual weather patterns, Niangoma is at risk of large-scale flooding this year.

Example:

Up to 1.5 million people would be displaced from their homes and 50% of domestic crop production would be wiped out.

Example:

Preventing abuse and exploitation.

Family tracing systems in place and working.

Ensuring sufficient support to vulnerable children and families.

Example:

Raise awareness of preventive measures.

Pre/post emergency supplies in risk areas.

Reinforce local social services/education.

• Deal with anticipated problems before onset of crisis

• Take steps to enhance preparedness

TIME

RELATIONSHIPS

EFFECTIVENESS

Enhance the quality of humanitarian response!

• Establish relationships with partners• Develop shared understanding of common

challenges• Clarify roles & responsibilities• Strengthen coordination

mechanisms

• Identify constraints to effective response• Focus on operational issues• Adapt • Agree common tools, approaches

Why do contingency planning?

• Build on existing crisis management and contingency plans, structures and projects – avoid introduction of parallel contingency measures

• Clear agreed objectives, response strategies, and action plans for possible and likely scenarios

• Application of international & national policy & standards• Ensure an inclusive process to identify risks, vulnerabilities,

consequences and possible rights violations• Identify gaps in information or projected response• Assess institutional capacities and partnerships in order to strengthen

key relationships• Ensure there is a mechanism to review and update plans

Contingency responsibility for the Coordination Group

Development of likely disaster scenarios based on risk analyses with estimates of numbers of affected people and types of impact

Capacity mapping of government and humanitarian agencies

Identification of roles and responsibilities for components of emergency response

Establishment of multi-sectoral and sectoral coordination mechanisms

Response matrices prepared by all sectors

Preparedness actions such as developing uniform assessment instruments, supply stockpiling and long term agreements, disaster management training

Contingency Planning

• Dedicated leadership• Appropriate resources• Investment in planning process, not just

planning document

Commitment

• Effective leadership• Clear management and coordination• Prioritization of key issues• Appropriate delegation • Clear process and milestones• Continuous communication

Execution

• Engagement of all stakeholders • Inclusion of government in meaningful

role• Effective information sharing

Inclusion

Failure in any one area diminishes the quality of the contingency planning process and results.

• Taking action on planning recommendations

• Integration of contingency plans at sector and organizational levels

Follow up

SUCCESS CRITERIA

“It is better to plan when it is not needed, than not to have planned when it was necessary.”

Contingency Planning…

Let’s develop our next steps…

Let’s agree on our next steps…