6th Annual Pacific Humanitarian Team Workshop 21 to 25 …pacifichumanitarian.info/wp-content/uploads/2014/09/2013... · 2014-09-11 · PHT 6th Annual Workshop, 21-25 October 2013

6th Annual Pacific Humanitarian Team Workshop 21 to 25 October 2013, Suva, Fiji

“The Pacific Humanitarian Team

developed by the Pacific

for the Pacific”

Workshop Report

PHT 6th Annual Workshop, 21-25 October 2013

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Table of Contents Acronyms ................................................................................................................................................... 3 Foreword .................................................................................................................................................... 4 Overview ..................................................................................................................................................... 5

Summary of outcomes and next steps ................................................................................................... 5 Additional points from 2013 ................................................................................................................... 7

Workshop Sessions ................................................................................................................................... 8 Day 1: Monday 21 October 2013 ............................................................................................................... 8

PHT Position Statement Consultations with NDMOs............................................................................................. 8 Central Emergency Response Fund (CERF) and Emergency Cash Grants (ECG) Training ................................... 8

Day 2: Tuesday 22 October 2013 .............................................................................................................. 9 Session 1: PHT Year in Review ........................................................................................................................... 9 Session 2: NDMO needs from the PHT ................................................................................................................ 9 Session 3: Humanitarian Financing and Response Planning................................................................................10 Session 4: Communications with Communities ...................................................................................................11 Session 5: 2013 Simulation Exercise Outcomes ..................................................................................................11 Session 6: Disability Inclusion .............................................................................................................................12

Day 3: Wednesday 23 October 2013 ........................................................................................................12 Session 7: Gender inclusion ...............................................................................................................................12 Session 8: Creating a Pacific UN Disaster Assessment and Coordination (UNDAC) Team ...................................13 Session 9: Future of Early Warning in the Pacific ................................................................................................14 Session 10: Climate Update – the upcoming cyclone season...............................................................................14 Session 11: PHT Cluster Working Groups ...........................................................................................................15

Day 4: Thursday 24 October 2013 ............................................................................................................15 Sessions 12 and 13: PHT Position Statement Consultations ................................................................................15 Session 14: NGO Roundtable .............................................................................................................................16 Session 15: FRANZ partnership and coordination roundtable ..............................................................................17 Optional evening session: The False Dichotomy – Humanitarian vs. Development ...............................................18

Day 5: Friday 25 October 2013 .................................................................................................................18 Developing a Strategy for Disaster and Climate Resilient Development in the Pacific (SRDP) ..............................18

Annex 1: Agenda .......................................................................................................................................20 Annex 2: Participants List .........................................................................................................................23 Annex 3: NDMO Information Needs from the PHT ....................................................................................26 Annex 4: NDMO List of Issues for PHT Consideration .............................................................................27

Polynesia ...............................................................................................................................................27 Micronesia and Polynesia continued ....................................................................................................29 Melanesia ...............................................................................................................................................30

Annex 5: PHT Cluster Working Plans: 2013-2014 .....................................................................................31 FOOD SECURITY CLUSTER ..................................................................................................................31 PACIFIC WATER, SANITATION AND HYGIENE (WASH) CLUSTER .......................................................36 EDUCATION CLUSTER ..........................................................................................................................42 HEALTH AND NUTRITION CLUSTER .....................................................................................................45 PROTECTION CLUSTER (PHPC) ...........................................................................................................48 SHELTER CLUSTER ...............................................................................................................................51 LOGISTICS CLUSTER ............................................................................................................................55

Annex 6: Overview of PHT Position Statement Consultations .................................................................56 Annex 7: PHT workshop evaluation ..........................................................................................................58


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Acronyms CERF Central Emergency Response Fund CMC Civil Military Coordination CWC Communicating with Communities Working Group DISMAC Disaster Management Committee (Fiji) DPO Disabled People’s Organization ECG Emergency Cash Grant EiE Education in Emergencies ENSO El Niño-Southern Oscillation EWS Early Warning System FDPF Fiji Disabled Peoples Federation FRANZ France, Australia and New Zealand Arrangement FRCS Fiji Red Cross Society GBV Gender-based Violence HAP Humanitarian Action Plan IASC Inter-Agency Standing Committee ICCG PHT Inter Cluster Coordination Group IDRL International Disaster Response Law IFRC International Federation for the Red Cross IOC UNESCO-Intergovernmental Oceanographic Commission IOM International Organization for Migration MPP Minimum Preparedness Package NDMO National Disaster Management Office NDPO National Disabled People’s Organization NGOs Non-Government Organizations OCHA United Nations Office for the Coordination of Humanitarian Affairs ORSNET Oceania Regional Seismic Network PDN Pacific Disaster Net PHT Pacific Humanitarian Team PICs Pacific Island Countries PTWC Pacific Tsunami Warning Centre RC UN Resident Coordinator RMI Republic of the Marshall Islands ROP UN OCHA Regional Office for the Pacific SAG Pacific Humanitarian Team Strategic Advisory Group SOPAC Secretariat of the Pacific Community, Applied Geoscience and Technology Division SPC Secretariat of the Pacific Community SRDP Strategy for Disaster and Climate Resilient Development in the Pacific TC Tropical Cyclone UNDAC United Nations Disaster Assessment and Coordination VHT Vanuatu Humanitarian Team


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Foreword Dear Colleagues, Thank you for taking the time to attend this year’s Pacific Humanitarian Team workshop in Suva. Through your active participation and engagement, the PHT continues to be an indispensable platform for cultivating innovation, sharing practices, critically analysing challenges and finding practical solutions to continually improve and excel in our work for the people in the Pacific region. This year an even stronger emphasis was placed on the demand side of humanitarian action and disaster management, keeping NDMOs at the center of the PHT workshop to ensure that the support available is fully aligned with what national authorities need from the PHT. The annual PHT workshop brings together diverse partners to consult and take action on how to best align what is needed with what is available – providing a greater understanding of what is expected from PHT partners, and how best to use PHT resources in the preparedness, response and recovery phases. It is clear both from discussions during the week, as well as the sheer number of colleagues attending the workshop in Suva that the PHT remains a relevant mechanism for effective disaster management in the Pacific. It was particularly pleasing to see this year’s PHT workshop consultations conducted with a frank and open spirit. It is clear that we cannot rest on our laurels – after five years of existence, successful engagements and activities, there remain challenges which must be addressed and improvements to be made. For the PHT to be a reliable, timely and effective mechanism, it is important that there is commitment from participating organizations to prepare for, and act quickly to provide resources on the ground when required. Our struggle with diminishing resources accompanied by greater demands and expectations can at times be incredibly difficult. Yet, it is our responsibility to decipher the greatest impact we can achieve based on our available resources, as directed through regular dialogue with NDMOs and adapting and aligning the PHT’s provision of resources with the needs of national mechanisms. I believe that using this as the foundation for our workshop was successful. It enabled the discussions and outcomes to hone in on where PHT organizations have an added value, and how to complement these with, rather than encroach on, national expertise and capacity. As we go forward into the 2013 – 2014 cyclone season and beyond, I hope that you will recall the points and discussions from the PHT workshop, and let them influence and guide your thinking, planning and decision-making. I look forward to work together with you in the year to come.

Sune Hjelmervik Gudnitz Head of Office Regional Office for the Pacific Office for the Coordination of Humanitarian Affairs United Nations


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Overview

“We have come a long way since the embryonic phase of the PHT. This week has truly taken the PHT to another level where things have crystalized in terms of clarity and commitment.”

-2013 PHT workshop participant The Pacific Humanitarian Team (PHT) was established by Pacific humanitarian partners in 2008. The PHT was established to ensure that humanitarian responders work together to prepare for and deliver timely and appropriate humanitarian assistance to Pacific Island countries. Since 2008, a PHT regional workshop has been held annually to support national authorities and partners strengthen regional, national and community level preparedness and response coordination, to be then translated into action. The PHT annual workshop is organized by the United Nations Office for the Coordination of Humanitarian Affairs (OCHA) Regional Office for the Pacific and attended by over 100 partners from National Disaster Management Offices (NDMO’s) and national ministries, Non-Governmental Organizations, UN agencies, Red Cross and Red Crescent Movement, donors, civil-society groups and regional and international organizations. The 2013 PHT Regional Workshop continued to build on and consolidate lessons learned from experiences, progress and the challenges faced within Pacific Island Countries and the region. A key focus of the 2013 PHT Regional Workshop was to collectively develop the PHT Position Statement to further define PHT coordination arrangements and to clarify how members can support national authorities for improved humanitarian action in the region. The workshop also featured a climate update for the 2013-2014 cyclone season and a discussion on changes to early warning systems in the Pacific. It also included a session on new technology and how it is changing humanitarian assistance and NGO and donor roundtable on key disaster preparedness and recovery programmes in the region. This PHT Regional Workshop Report for 2013 captures the key messages and spirit generated from the workshop and identifies the key outcomes and next steps for the PHT for the year ahead. All PowerPoint presentations, photos and material from the 6th PHT Regional Workshop are available on the PHT website at http://www.phtpacific.org/content/6th-pht-regional-workshop-2013. Summary of outcomes and next steps Strategic outcomes

1. NDMO consultation and inputs with PHT partners at the Workshop will be worked on in the upcoming months and years in line with the Position Statement. The key messages following NDMO consultations include:

a. To strengthen dialogue between PHT and NDMO b. To formalise working arrangements between countries and PHT c. To adapt PHT cluster arrangement to meet the needs of individual countries d. PHT partners to examine ways to strengthen linkages with NGOs at the country level

2. The Position Statement consultations are now complete. Three priority areas have been developed (please see

below). The PHT draft Position Statement will be reviewed by NDMOs and the PHT Strategic Advisory Group prior to release to all PHT stakeholders in December 2013. Furthermore there was agreement that the document will be revisited at the next annual PHT Workshop.

Priority Area 1: PHT partners to improve quality and coordination of capacity strengthening initiatives at national level - To provide predictable and reliable support to national capacity strengthening, PHT partners should align their support behind national priorities in a coordinated manner and according to their comparative advantage. Priority Area 2: Enhanced PHT cluster performance – Efficient management or functioning of regional PHT clusters is the joint responsibility of the Cluster Lead Agency and cluster members with the aim of supporting national partners in preparedness and response.


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Priority Area 3: Information management, monitoring and evaluation and assessments - Strengthening the collection and use of primary (e.g. assessment) and secondary (baseline data, maps etc.) data is a priority for improved disaster preparedness and response.

3. PHT partners to continue to engage and support development of the Strategy for Disaster and Climate Resilient

Development in the Pacific (SRDP) at regional and national levels. Next steps: short term

• PHT Cluster Lead agencies and key partners to draft a common workplan for 2014 based on the messaging from NDMOs, Position Statement Priority Areas, and cluster workplans. (January 2014)

• Further strengthen the development of Humanitarian Action Plans (response plans) during emergencies by taking into consideration best practices. Revision of the HAP template and guidance note accordingly and integrate the process into workshops and training. This will be facilitated by OCHA in consultation with PHT Cluster Lead agencies and NDMOs.

• Establish Communication with Communities (CwC) working group to support mapping of information, education and communication materials from round the region and compile CwC best practices in the Pacific.

• In 2014 Simulation exercises will require continued support and need to be linked to training activities and test priority areas identified by national partners.

• In an effort to strengthen Gender sensitive approaches by PHT partners across all aspects of their work, the following will take place: A) strengthen PHT Gender Surge support and Community of Practice; B) complete a 3W of Gender activities in the Pacific; and C) Develop a compendium of best practices on prevention of GBV in the Pacific.

• A Pacific UNDAC strategy and accompany training program will be shared for discussion with NDMO and finalized in early 2014.

• Continue to strengthen the relationship between the PHT and scientific bodies such as climate and early warning mechanisms to support humanitarian action with better severe weather and climate data.

• Update key information products for the region: Contingency stock mapping, 3W of PHT partners, PHT website as a common platform for during response.

Next steps: medium term

• PHT cluster workplans developed with partners to use as a guide for cluster activities in the coming 12 -24 months and be reported on in the next annual PHT meeting.

• PHT partners at all levels need to have greater disability-inclusive approaches to disaster risk management in the Pacific.

• A number of early warning systems exist and some are being updated/revised, however, as humanitarians, the PHT partners need to translate early warning into appropriate early action with the aim of increasing resilience and getting communities back on their feet quicker following a disaster.

• Strengthen PHT relationship with North Pacific following TC Bopha and RMI drought. • Ensure better standardization of assistance packages through better coordination within the PHT and with NDMOs.

(from NGO round table).


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Additional points from 2013 The PHT defined

The PHT is a group of partners comprising of development/humanitarian agencies, donors, national governments and inter-government organizations with the capacity to assist Pacific Island Countries prepare for and respond to disasters in the Pacific region. Humanitarian action is coordinated using a cluster approach which supports national led disaster management. This means that the national authorities in each Pacific Island Country (PIC) are at the center of the PHT and in turn the work of each PHT partner is to be aligned with the national authorities. For further information, and in the interests of clarity amongst all PHT partners, we invite you to read the PHT Position Statement which outlines the PHT’s purpose and role as agreed by PHT partners. This can be found on the PHT website at: https://www.phtpacific.org/content/pacific-humanitarian-team-position-statement-2014-2020 What the PHT is doing differently

The theme of the 2013 Annual Pacific Humanitarian Team Workshop was “Enhanced Support to National Authorities.” National authorities have a central role in guiding and safeguarding the PHT’s focus and how the PHT can best use its collective resources to complement and support national preparedness, response and early recovery actions. While this focus essentially was not different to the previous annual workshops, planning for this year’s workshop centered on how this could be better integrated within each session and progressively developed during the course of the week. This year we sought to create a space for honest and open dialogue amongst NDMO’s and PHT partners. A ‘solution-focused’ mind-set by PHT partners was strongly encouraged during the workshop to galvanize the PHT as a stronger mechanism to support national authorities. In turn, NDMOs acknowledged that the relationship between the NDMO’s and the PHT is a reciprocal one thus NDMO’s share the responsibility to strengthen the PHT by communicating their needs and providing direction to the PHT. On perception

A key change and progress made at this years’ PHT was a greater understanding and reinforcement that the PHT was created, developed and owned by the Pacific. Although conceptually derived from the Inter-Agency Standing Committee (IASC) cluster approach, and endorsed as the only regional IASC humanitarian coordination mechanism in the world, the Pacific clusters were developed and adapted by regional partners to suit the Pacific context and better serve the people of the Pacific. The joint development of the PHT Position Statement reflects the agility and flexibility of the coordination structure, and that it is the NDMOs and the PHT partners in the region who ultimately decide what the PHT is and how it should continue to evolve. Furthermore, the PHT annual workshop should not be perceived as a stand-alone and separate event where ideas are discussion but not translated into action after the workshop. Rather the workshop is a seamless component of our activities throughout the year and one which is naturally integrative of relevant sectors which work hand in hand with the humanitarian sector, including development, disaster risk reduction and climate change. On sustainability

The development and implementation of our activities needs to ensure that longer-term and sustainable approaches are an integral part of our activities. Sustainability needs to remain at the forefront in the planning and implementation of our activities. These messages were embedded throughout PHT workshop particularly on Day 5 where the PHT had a unique opportunity to consult on the development of the Strategy for Disaster and Climate Resilient Development in the Pacific (SRDP) facilitated by the Secretariat of the Pacific Community (SPC).


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Workshop Sessions Day 1: Monday 21 October 2013 PHT Position Statement Consultations with NDMOs Facilitated by Kristel Griffiths, Consultant, UN OCHA Regional Office for the Pacific (ROP) The opening session of Day 1 was dedicated to NDMO consultations on the PHT Position Statement. This session focused on understanding what information NDMO’s require and expect to be included in the Position Statement. It also provided NDMO’s with an opportunity to review and comment on whether the draft statement prepared by the PHT Strategic Advisory Group clearly and accurately reflects NDMO’s understanding of what the PHT is, what it should be and what the focus of the PHT should be in future years. The consultations provided an opportunity to seek NDMO guidance and input on the PHT Position Statement in advance of the open consultations with all PHT participants on Day 4 of the workshop. Key messages • The PHT was established primarily to support national authorities, in particular NDMO’s. • NDMO’s have a central role in guiding and safeguarding the focus of the PHT and how the PHT can best use its

collective resources to complement and support national preparedness, response and early recovery actions. • The linkages between national coordination arrangements and the support provided by the regional clusters need to

be clearly defined. The ‘entry points’ for accessing PHT support need to be clarified and contextualized to ensure alignment with countries’ individual needs and national coordination arrangements.

Key actions and who will take it forward • NDMO’s and PHT Strategic Advisory Group to review and approve the final version of the PHT Position Statement

following open consultation. The final version will be available to all PHT stakeholders in December 2013. Central Emergency Response Fund (CERF) and Emergency Cash Grants (ECG) Training Facilitated by Özgül Özcan, Humanitarian Affairs Officer Asia-Pacific Section UN OCHA New York

This session highlighted the application and relevance of the CERF and ECG to Pacific Island Countries and how these funds can be accessed during emergencies. The CERF grant was used for humanitarian operations in the Republic of the Marshall Islands (RMI) in June 2013 – this was the first time the CERF was used in the Pacific. RMI NDMO shared their experiences on the CERF application process including what worked well and where improvements could be made. The outcome was greater awareness and understanding of the CERF and ECG for NDMO’s and how they can be accessed. Key messages • The CERF is a grant mechanism available for humanitarian emergencies in the Pacific. The CERF provides grants

to life-saving projects in an emergency situation. The minimum allocation size is approximately US$300,000 to ensure that a grant can have a sizeable impact.

• To access CERF funds, the OCHA Regional Office for the Pacific is the first port of call. The CERF Secretariat itself can always be contacted for questions. Ultimate responsibility lies with the Resident Coordinator (RC) responsible for the affected country. Grants can be given to UN agencies and the International Organization for Migration (IOM) and then implemented by Government and NGOs.

• Life-saving criteria is a necessary and key component of the CERF application. • ECGs are an additional funding mechanism on a much smaller scale, outside of the CERF funding mechanism.

Maximum allocation amount is US$100,000 per emergency mainly for direct and immediate emergency response. To access ECGs, the OCHA Regional Office for the Pacific is the first port of call. The application has to be submitted through the RC responsible for the affected country but can be initiated by NDMOs and fully implemented by the Government.


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Day 2: Tuesday 22 October 2013 Session 1: PHT Year in Review Facilitated by Jennifer Worthington (Vanuatu Humanitarian Team International Coordinator, Oxfam) and Marc Overmars (Pacific WASH Cluster Coordinator and WASH Specialist, UNICEF Pacific) This session outlined the key achievements and milestones of the individual PHT Clusters over the past 12 months, including emergency responses, initiatives, achievements and challenges. Key messages • The PHT supports the capacity building of national emergency coordination arrangements. • The PHT supported the emergency responses for Typhoon Bopha in Palau (Dec 2012), Tropical Cyclone Evan in

Fiji and Samoa (Dec 2012), Temotu Tsunami in Solomon Islands (Feb 2013) and the drought in Marshall Islands (April 2013).

• Individual Clusters have worked throughout the year to build their capacity and those of the national authorities within the Pacific Island region.

• PHT initiatives included the completion of the PHT Performance Review and the development of the PHT Position Statement.

• Practical tools have been developed including ‘Disaster response in Asia and the Pacific: A Guide to International Tools and Services’ and ‘Institutionalizing Gender Mainstreaming Support to the PHT’ by the UN Gender Group.

Key actions and who will take it forward • A unified understanding that the PHT is a collaborative mechanism guided by each PHT partner • PHT partners to improve on our collaboration with local government counterparts. Session 2: NDMO needs from the PHT Facilitated by Kristel Griffiths, UN OCHA ROP This session provided an opportunity for the PHT participants to hear the needs and requirements of NDMO’s from the PHT. This session built on the information needs identified by NDMO’s in the opening session of the workshop. Upon hearing the needs and requirements of the NDMO’s, PHT participants and NDMO’s broke into Country Working Groups to develop practical and workable solutions to address the needs of NDMOs in each of the Pacific Island Countries. Please note: These key messages by the NDMO communicated to the PHT partners, informed the basis of the activities and sessions of the PHT Workshop. This allowed for the PHT Workshop and resulting activities by its partners to be unified and shaped strategically by the needs of the NDMO’s and national authorities. In addition, expectations must be managed and balanced with regard to the PHT clusters ability to engage every requested location prior to the next PHT Workshop due to limited human and financial resources. Key messages NDMO representatives developed this list during the Day 1 discussion at the 6th Annual Regional Workshop from the 21

October 2013 in Suva, Fiji. The session is called ‘NDMO closed discussion on PHT support’. On 22 October NDMO facilitated 60 minute discussions around each of these five points in smaller working groups. Working group inputs have been included in Annex 4. 1. Dialogue between PHT and NDMO - As discussed the NDMOs felt that there is limited understanding amongst the

NDMO of what PHT does and how it can support country NDMOs etc. Therefore, the purpose of the dialogue is to discuss issues specific to each of the PICs and to allow PHT to discuss what PHT through its various clusters can provide to support the NDMOs, national authorities and so forth. The dialogue can be in various forms given that PICs are at different levels of progress in relation to national capacity for preparedness and response. In light of this level of progress, the NDMOs agreed to the following options and forms of dialogue:


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1.1 NDMOs on-to-one meetings with PHT – this will allow some of the NDMOs who are not familiar or have a good understanding of PHT and its roles, capacity and support. Countries that are interested in this kind of arrangement include Tonga, Kiribati, Tuvalu, Nauru and most likely the North Pacific.

1.2 Workshops and simulations between Country’s versions of clusters either sub-committees or sectors and the PHT clusters to establish an understanding of their functions, roles and responsibilities, procedures and in particular what the PHT cluster can provide to support the needs of the country’s clusters/sub-committees/sectors in preparation for a disaster and during a disaster event. Countries like Samoa, Cook Islands, Fiji and Solomon Islands are interested in this kind of arrangement.

1.3 Some of the countries only have 1 or 2 people in the NDMOs, and the PHT is viewed as one of the regional bodies that can provide surge capacity but how to do this needs to be understood. (It is important to note that countries would like to have the dialogue in-country. And it is also an opportunity for PHT members to familiarize themselves with the working environment in these countries.)

2. Formalising working arrangements between countries and PHT - In some countries like Cook Islands, Samoa and Fiji, working arrangements with PHT have been formalized either through National Disaster Management Plans or Disaster legislations. For countries like Kiribati and Tuvalu for instance, these arrangements are yet formalized so that it is formally recognized by their respective countries and also through their response arrangements.

3. Adapting the cluster arrangement to meet the needs of the countries - This has been raised by the NDMOs in particular the countries that do not have working arrangements in place to enable the PHT to provide support for their countries. Adapting the cluster system should be based on what the countries have in place to ensure a smooth transition and or operationalization of such an arrangement. For example, if a country opts to use the sector approach, PHT is expected to assist the countries in aligning the cluster system to their sector arrangement.

4. Capacity building - Capacity building is needed to prepare countries to receive support from PHT during disaster response. Capacity building could be training in logistics, shelter management, or even a workshop to develop SOPs to enable a country cluster/sector or sub-committee and the PHT cluster to work together without disruption during emergency response.

5. PHT to find ways to link in NGOs and to ensure consistency with training frameworks - The NDMOs feel that PHT should look at ways to strengthen linkages with NGOs at country level. There is a limited number of NGOs in countries that does work in disaster preparedness and response. And given the growing number of NGOs in countries, some of the NDMOs felt that PHT can assist the countries by developing NGOs capacity to better respond to disasters and therefore provide additional capacity to assist governments in coordinating disaster or emergency response.

Key actions and who will take it forward • PHT partners to ensure that planning and implementation of their activities are in consultation with, and based on

the needs of, the respective NDMOs and national authorities in country. • PHT partners to ensure that regular engagement is conducted with relevant NDMOs including technical cluster or

sector projects and programs which traditionally only primarily liaise with respective line Ministries in country. • NDMO’s are able to utilize the country summaries (please find in Annex 4) as a practical reference and framework

to initiate/continue dialogue internally and with PHT partner organizations, particularly on how the PHT can best support country needs and requirements.

Session 3: Humanitarian Financing and Response Planning Facilitated by Greg Grimsich (Humanitarian Affairs Officer, UN OCHA ROP) and Özgül Özcan (Humanitarian Affairs Officer Asia-Pacific Section UN OCHA New York) In 2010 the PHT introduced a template and guidance note for a response plan in Pacific emergencies often referred to as Humanitarian Action Plan (HAP). This session discussed the rational and value of response planning as experienced in several recent emergencies. Five response plans have been developed by PICs and humanitarian partners following recent emergencies. Participants discussed the added value of the planning process and the planning documents that have been developed. Working groups discussed how to further improve Response Plans and humanitarian partners ability develop them in a timely manner.


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Key messages • The HAP is a tool that provides an overview of urgent life-saving needs, ideally developed within a week of the

emergency's onset. It identifies acute needs to be addressed over a limited timeframe (three to six months). It further serves as an inventory of priority humanitarian actions.

• The HAP’s rational and value is to provide a framework for strategic, coordinated, and inclusive programming and also diminishes the number of competing and overlapping documents (numerous appeals/proposals).

• In recent emergencies the development of response plans is being led less by the PHT and increasingly by governments with OCHA support (TC Evans in Fiji, Santa Cruz Earthquake and Tsunami in Solomon Islands and drought in RMI).

• Donors highlighted that the HAP has proven useful tool for their consideration for resourcing as it is a single and coordinated document on behalf of all the humanitarian sectors which seek assistance for the specific emergency.

• NDMOs highlighted that the response planning process has helped bring all humanitarian actors together and have a common understanding of the various activities that each are involved in.

Key actions and who will take it forward • OCHA to facilitate and coordinate the PHT’s revision of the HAP and its respective guidelines. Session 4: Communications with Communities Facilitated by Elisabeth McLeod, Public Information Officer, UN OCHA ROP The session highlighted how new technology is changing humanitarian preparedness and response in the Pacific including the sharing of communication initiatives from the Pacific. Key messages • Communication is a form of assistance, as important as water, food and shelter. • Communications is a two-way process. • Effective communication requires resources, a consistent and clearly articulated approach. • New technology is changing the way disaster affected people communicate with each other and with humanitarian

responders. Key actions and who will take it forward • Establish a Communications with Communities Working Group (CwC) - coordinated by OCHA ROP. The Working

Group will be led by Government, with departmental leads from NDMO, Information Department/Ministry, Welfare Department/Ministry and technical lead from OCHA, media development agencies, partner agencies (UN, donors, NGOs) and telecommunication companies.

• CwC working group will then work together to collect materials from across Pacific region. • OCHA will explore establishing or utilize existing platform to make messaging available to all. Session 5: 2013 Simulation Exercise Outcomes Facilitated by Mark Mitchell (Humanitarian Programme Officer, Caritas AOTEAROA NEW ZEALAND) and Carlos Calderon (Pacific Humanitarian Manager, Oxfam New Zealand) The objective of this session was to provide information and update our partners in the region on the progress of the NZ Consortium SimEx. The consortium comprises of seven New Zealand partners which are ADRA, Caritas, Christian World Services, Oxfam, Rotary, TEAR Fund and UNICEF. Key messages • The Pacific SimEx is involves stakeholders from New Zealand and in each of the participating countries: Vanuatu,

Tonga and Fiji in a combined disaster simulation exercise. • The project, funded by NZ Aid Programme, seeks to test existing plans in each of the countries from the national

level through to the community/school level in order to test coherence and identify gaps in the processes. • Simulation exercises have taken place in each of the three countries listed.


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Key actions and who will take it forward • The NZ Consortium SimEx will produce a report which will outline the key findings and recommendations from each

of the locations. Lessons learned in each location will also be collated. • The NZ Consortium SimEx will produce a video, drawing on the experiences of the three exercises as a "how-to"

guide for countries and organizations seeking to run a SimEx. • Following the evaluation of the programme in 2014 the reports and recommendations will be distributed to NDMO’s

and other stakeholders in the region. Where necessary stakeholders will be encouraged to take note of the recommendations in future planning.

Session 6: Disability Inclusion Facilitated by Shane Antonio (Disability Inclusive Development Officer) and Naomi Navoce (Gender and Youth Officer), Pacific Disabilities Forum

“An inclusive community is a resilient community” The session focused on the importance of inclusion of persons with disabilities in disaster risk management, planning and implementation. In addition, a personal experience was shared by one of the PHT participants on how they were affected by a disaster in the Pacific which demonstrated the stark realities and hardship people with disabilities continue to face during a disaster. Key messages • Persons with disabilities have positive inputs that can be utilized by humanitarian actors. • Inclusive communication of disaster warning systems and any other related messaging is needed by all

stakeholders including Fiji Red Cross Society and the Fiji Disaster Management Committee (DISMAC). • PDF is working with partners on the AusAID funded Fiji Disabled Peoples Federation (FDPF) disability inclusive

disaster risk and reduction project with the roll out of this pilot project in Buretu, Tailevu-Fiji. • Publication of ‘Disability Inclusiveness Disaster Preparedness & Risk Reduction Management’ report. • Overwhelming positive responses were received on the ‘UN global survey explains why so many people living with

disabilities die in disasters’ by UNISDR and distributed by the Pacific Disaster Net (PDN).

Key actions and who will take it forward • Disabled Peoples Organizations (DPO) and National Disabled Peoples Organizations (NDPO) to strengthen

partnership and engagement with the government. • DPO’s and DISMAC to ensure that accessibility for persons with disabilities is standardized in evacuation centers. • DISMAC, Fiji Red Cross Society and DPOs to provide mobility devices as part of relief assistance to persons with

disabilities. • NDPO and DISMAC to provide a more inclusive data collection process before, during and after disasters (initial

impact assessment etc.). Day 3: Wednesday 23 October 2013 Session 7: Gender inclusion Facilitated by Anne Rehagen (UN Gender Group Coordinator), Katalaine Duaibe (National Programme Specialist - Gender, Climate Change/Disaster Preparedness) and Pip Ross (Protection and Gender Advisor) at UN Women/UN Gender Surge. This session highlighted the importance of gender in disaster management. It further discussed how the Gender Surge is a tool provided by the UN Gender Group to support the PHT and its role in emergencies.


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Key messages • Gender Surge is a capacity of the UN Gender Group in support of the PHT that is available for emergencies in the

region for which attention to gender and Gender-Based Violence (GBV) is necessary to address. • Whether or not a country requests international assistance, the Gender Focal Points in-country can be contacted to

provide a gender lens in preparedness and response. The Gender Surge aims to continually build the capacity of these gender focal points.

• Gender mainstreaming in Disaster Management is key to meeting the humanitarian needs of women, men, boys and girls.

• The Gender Focal Point Contact List has been distributed to the participants at the PHT workshop. • The Gender Surge has reviewed the Minimum Preparedness Checklists. Key actions and who will take it forward • The Gender Focal Points will develop a matrix of 3W’s (who, what, where) of agencies /actors in either area of

Gender and/or GBV and help identify participants for training in 2014. • Preparedness training will be conducted in the Solomon Islands on Gender and GBV in emergencies by UNFPA

and UN Women with National Counterparts. • Development of standard operating procedures on GBV for Fiji by UN Women, UNFPA and community of practice • Capacity building for the Protection and Gender Cluster Working Group for Vanuatu by UN Women and Protection

Cluster. Session 8: Creating a Pacific UN Disaster Assessment and Coordination (UNDAC) Team Facilitated by Ben Negus (Humanitarian Affairs Officer), OCHA Geneva The objective of this session was to present and explore the value of a Pacific UNDAC team to support the Pacific national authorities, primarily the NDMO’s, PHT and SPC during an emergency response. The Pacific UNDAC Team will be mobilized at the request of the Pacific national governments when national capacities and resources have been exceeded, to assist in the provision of immediate life-saving goods and services during an emergency response. Key messages • The United Nations Disaster Assessment and Coordination (UNDAC) comprises of a regionally-based, rapidly

deployable team as part of the international emergency preparedness and response system for sudden-onset emergencies. UNDAC teams can deploy at short notice (12-48 hours) anywhere in the world. They are provided free of charge to the disaster-affected country, and deployed upon the request of the affected Government, United Nations Resident or Humanitarian Coordinator. There have been 16 UNDAC responses in the Pacific since 1998.

• To date, UNDAC has been received well in the Pacific region. However, ownership and commitment of Pacific Island members has dropped significantly over the last 10 years. Currently only four Pacific Islanders are active members of UNDAC. To ensure that the system regains its strength and utility to serve PICs, the Pacific UNDAC Team will need to be comprised of, guided and owned by, the Pacific.

• Pacific UNDAC team membership will have ownership at the highest levels in PICs with qualified candidates sought from among NDMO’s, national response agencies, UN agencies, NGO’s, and Pacific Fire Services in addition to the existing team management and selection by New Zealand and Australia.

• UNDAC cannot be a stand-alone system. It must ensure that its preparedness and response actions are closely aligned with the efforts being undertaken by regional and local actors including governments, communities, organizations, UN agencies and donors.

Key actions and who will take it forward • A Pacific UNDAC Strategy is being drafted for consultation with Pacific national authorities and PHT partners. • For 2014-2015, one induction course and one refresher course are foreseen with specialized training opportunities

for members in the areas of assessments and coordination and to build the core Pacific UNDAC team.


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Session 9: Future of Early Warning in the Pacific Facilitated by Rajendra Prasad (UNESCO/IOC Programme Officer) c/o SPC-SOPAC Division This session drew the attention of PHT to the present status, challenges and needs of Early Warning Systems (EWS) for Tsunami, Tropical Cyclone (TC) and Volcanic hazards and to provide a perspective of the future from a multi-hazard EWS context. Key messages • Regional Tsunami advisory services provided by Pacific Tsunami Warning Centre (PTWC) are expected to undergo

a substantial change effective 1 October 2014 when WARNING and WATCH bulletins from PTWC will be ceased and new advisory bulletins and graphical products introduced depicting level(s) of threat for countries based on forecast tsunami amplitudes.

• Most PICs would need assistance to strengthen their national threat assessment, warning and dissemination capabilities and facilities as well as training to switch over to the new products and services.

• While TC EWS are generally well established in the region, it has its own challenges in areas like TC genesis/formation, intensity and track prediction with warnings often changing, which PHT partners need to keep in mind when preparing for response.

• There is presently no EWS in place in PICs threatened by volcanic hazard. While plans and strategies are being put forward to address this critical need, assistance is required to improve volcanic monitoring and warning systems especially in the cases of PNG and Solomon Islands. Particular support is needed for upgrading the Melanesian Volcanic Network and implementing the Oceania Regional Seismic Network (ORSNET).

• There is a need for high resolution baseline (bathymetry, coastline, topography) data for coastal inundation modelling to improve risk assessment and mapping for hazards such as tsunami, storm surge from TCs and heavy swells.

• For future sustainability, there is need to integrate the EWS for the various hazards in the context of a multi-hazard EWS, especially using common platforms for warning preparation and dissemination and the activation of community Alert systems such sirens.

Key actions and who will take it forward • UNESCO-Intergovernmental Oceanographic Commission (IOC), PTWC, ITIC, SPC and PICs to strengthening

Tsunami EWS including implementation of new PTWC products and services. • WMO, SPREP and PICs to improve TC prediction and warning services. • UNESCO-IOC, SPC, PICs, donors and partners to work on upgrading of Melanesian Volcanic Network and

implementation of Oceania Regional Seismic NETwork (ORSNET). • PICs, donors and partners to improve baseline data for coastal inundation modelling. • WMO, UNESCO-IOC, SPC, SPREP, donors and partners to implement multi-hazard EWS. Session 10: Climate Update – the upcoming cyclone season Facilitated by Neville Koop, SPREP This session provided the climate update for the 2013-14 Pacific cyclone season and invaluable insights to the effects of climate change to our atmosphere and oceans. In turn these effects should be a major consideration in the development and implementation of our cluster activities within the PHT, governments and donors. Key messages • The Pacific remains in a neutral ENSO state. It is predicted that on average 6.6 tropical cyclones will occur in the

south west Pacific between 160E to 120W during El Niño-Southern Oscillation (ENSO) neutral years. • TC activity in ENSO neutral years is confined mostly to west of the dateline resulting in below average activity east

of the date line and average to above average activity west of the dateline. • Due to the presence of the warm Sea Surface Temperature anomalies there is an increased risk of severe tropical

cyclone around countries close to and west of the dateline including Fiji, Vanuatu, New Caledonia and Tonga. • Warming of the climate system is unequivocal. The atmosphere and ocean have warmed, sea level has risen, and

the concentrations of greenhouse gases have increased. The atmospheric concentrations of carbon dioxide (CO2), methane, and nitrous oxide have increased to levels unprecedented in at least the last 800,000 years. CO2


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concentrations have increased by 40% since pre-industrial times, primarily from fossil fuel emissions and secondarily from net land use change emissions. The ocean has absorbed about 30% of the emitted anthropogenic carbon dioxide, causing ocean acidification.

Key actions and who will take it forward • UNICEF and UNOCHA to continue to support PHT partners with severe weather updates based on collated

information from regional met services and Nadraki weather. • For further information please visit the following websites:

o Fiji Metrological Service http://www.met.gov.fj/aifs_prods/RSMCNadi2013_14TropicalCycloneGuidanceSummary_11Oct2013_2_.pdf

o Inter-governmental panel on Climate Change: http://www.ipcc.ch/report/ar5/wg1/#.UnlzwNDpsbQ

Session 11: PHT Cluster Working Groups Facilitated by Nastaran Jafari, Humanitarian and Development Consultant on behalf of UN OCHA ROP In 2011 the PHT ICCG agreed on a standard work plan template which Cluster Lead Agencies and partners could work on as a living document throughout the course of the year. The objective of this session was for clusters to update their previous year work plans in consultation with partners and identify priority activities to address weaknesses or gap in the coming 12 to 24 months. In particular the NDMO’s recommendations shared on Day 2 of the Workshop were strongly taken into consideration within each of the cluster work plans. Key messages • The NDMO feedback from Day 2 to all PHT partners formed an integral foundation for the development of each

cluster work plans. This includes ensuring that preparedness, response and program activities of each cluster are inclusive of regular consultation and engagement with the respective NDMO’s and the relevant national authorities. This aims to ensure that any activities conducted by PHT partners are not separate to, nor inconsistent with, the needs and plans of national authorities. Once this alignment is incorporated within our initial cluster planning, it will protect against divergence in implementation between PHT partners and national authorities.

• For the exercise to be relevant and meaningful to each cluster and ultimately the communities we are serving, the activities within each cluster work plan are to be tangible and practical, managed and delivered within specified timeframe and incorporated into individual and team operational work plans amongst cluster members to link strategic objectives to operational resources.

Key actions and who will take it forward • The draft 2013-2014 PHT Cluster work plans can be viewed in Annex 5 of this report. Day 4: Thursday 24 October 2013 Sessions 12 and 13: PHT Position Statement Consultations Facilitated by Kristel Griffiths, Consultant, UN OCHA ROP This session was conducted through open consultation with NDMOs and PHT partners. Participants were divided into small working groups to review, provide input and finalize a section of the Position Statement. Each group was led by an NDMO representative supported by a PHT Strategic Advisory Group member, a Gender Focal Point, and a mix of other partners from UN agencies, the Red Cross Movement, NGOs, donors and regional organizations. While each group was responsible for finalizing one section of the statement, opportunities were provided to participants to contribute input to the other eight sections during the group-work exercise and during the plenary discussion which followed. Each group contributed important inputs which are now reflected in a final version of the document. Fifty-seven participants from approximately 40 organizations participated in the consultations. Key messages


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• The cluster approach needs to be flexible and adapt to national coordination systems. It needs to recognize that each country has its own unique coordination systems and entry points for engagement.

• Open and transparent opportunities for learning and experience should be encouraged. • Sharing accessible, quality and accurate information should be led by the process of good partnership and trust

between NDMOs and other responders. Key actions and who will take it forward • The final PHT Position Statement based on inputs from this session will be made available for final review and

approval by NDMOs and PHT Strategic Advisory Group by November 2013 and released to PHT stakeholders in December 2013

Session 14: NGO Roundtable Facilitated by Nastaran Jafari, Humanitarian and Development Consultant The NGO roundtable provided an opportunity for several NGO’s to present on their activities and partnership in the Pacific. After presentations, the floor was opened for questions by the workshop participants.

Key messages

New Zealand NGO Disaster Relief Forum The NDRF provides New Zealand NGOs with a forum for cooperation and shared learning for best practice in international humanitarian assistance, and a collective civil society voice on humanitarian issues. The NDRF’s key areas of focus are coordination, policy and practice, learning, advocacy and awareness.

RedR Australia RedR Australia maintains a Standby Register of experts available for short-term deployments for emergency and relief work and provides training for humanitarian workers including WASH, Logistics and Education in Emergencies (EiE).

Oxfam Oxfam upholds the principle of working with others (principally government and civil society) wherever possible. How Oxfam approaches partnership in the humanitarian context is clearly communicated in the Oxfam International Humanitarian Strategy 2020 and the Oxfam Humanitarian Dossier – guidelines for humanitarian responses, and is based on the Oxfam Partnership Principles. The Vanuatu Humanitarian Team (VHT) & the Vanuatu Climate Adaptation Network (VCAN) are consortiums that are managed by Oxfam. Oxfam’s role and approach is as a convenor to facilitate effective engagement and collaboration across the sector and between government and civil society. This approach has improved coordination and preparedness by the NGO sector & improved engagement between the sector and government agencies. Act for Peace Act for Peace focuses primarily on community-based disaster risk management in Fiji, Vanuatu, Tonga and Solomon Islands with the goal of working with partners for safer communities in the countries most at risk and affected by conflict and disaster. In mainstreaming CCA and DRR activities, Act for Peace ensures that community plans are developed taking account of government policies and frameworks, are coordinated and communicated with local government officials, taking account of local government plans and budgets and timelines, available technical skills, and other decision-making processes. Importantly a “technical training” model alone will not succeed in addressing these needs and it will be important for field officers and community organizers to think of themselves as agents of change rather than as community trainers. Save the Children Save the Children strongly focuses on reducing risk and enhancing resilience through their approach on DRR and CCA. Save the Children seeks to ensure children’s needs and capacities are considered in how people prepare for, react to and recover from disasters and adapt to long-term trends by building partnerships and collaboration. As the global and Pacific co-lead agency alongside UNICEF for education in emergencies (EiE) and under the EiE Capacity Building Project, Save the Children works through three pillars of the ‘Comprehensive School Safety Framework’ of safe school facilities, school disaster management, and disaster prevention and risk reduction education.


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Caritas Aotearoa New Zealand Caritas Aotearoa New Zealand’s work on climate change and community resilience targets the most vulnerable communities, informal settlements, youth, women, disabled and displaced, and tangata whenua (the Indigenous peoples of New Zealand). This overarching aim of promoting community resilience will incorporate the work on sustainable livelihoods, WASH, education, DRR and response, and mapping partner capacity across all Pacific partners and working to improve local agility and ability for disaster response. NGO panel plenary discussion • NDMO Cook Islands raised the need to contexualize the Sphere Standards to suit the Pacific. In response, issues

between global minimum standards and Pacific minimum standards were discussed and it was conveyed that individuals, governments and organizations are welcome to directly raise any suggestions with the Sphere committee.

• NDMO Samoa highlighted that the type of aid should be guided by the affected population. For example, during the Samoa 2009 tsunami, many blankets were donated as aid yet this was not useful for the affected population and instead the government incurred costs to manage the unsuitable donations. Therefore a higher level consistency, and assurance of equal distribution, of the assistance is needed. The NGO panel in turn agreed and highlighted the Temotu response in Solomon Islands which was successfully coordinated through the NDMO. However yet there is still a lack of standardization between the kits provided by the different NGO’s. To address this issue, the work plan of the shelter cluster for Non-Food Items will look to coordinate the standardization of kits amongst NGO’s and partners.

Session 15: FRANZ partnership and coordination roundtable Facilitated by Aurelia Balpe Head of Regional Office for IFRC, Pacific

“The importance of the PHT is not dependent on its definition, but that the organizations, governments and

donors work together” The FRANZ roundtable provided participants at the PHT Workshop with a unique opportunity to hear from donor partners from France, Australia and New Zealand on what their focus and priority areas will be over the next 12 months including on policy, geographic focus and funding, and how the PHT can participate in upcoming planned activities. Key messages • The France, Australia, New Zealand (FRANZ) Arrangement was signed in 1992 as response mechanism to natural

disasters in the Pacific. The agreement commits the three countries to share information and to ensure the best use of assets when responding to natural disasters.

• The FRANZ Arrangement was successfully utilized to respond to disasters including the Pacific Tsunami, Tuvalu drought, Solomon Islands dengue fever outbreak, Cyclone Evan in Samoa and Fiji and RMI drought.

• Coordination is critical for the FRANZ agreement. The three countries meet annually to discuss their disaster response mechanisms and to practice FRANZ coordination.

• A key component of FRANZ is resource support (civil, commercial and military). FRANZ roundtable plenary discussion • Participants had some questions around FRANZ as a donor group. The response from the panelists was that

FRANZ is not a donor funding mechanism (it is a coordination mechanism) and that requests for funding should be through the normal channels for each donor government.

• On how to contract the FRANZ group, the response was that the contact is the high commission or embassy in the relevant country.

• On aerial damage assessment support by FRANZ and how to ensure they occur swiftly, a couple of positive examples were provided by speakers on recent turnaround times between request and support being provided. Requests, speakers advised, have to be made through the local mission/embassy.


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• On the use of military assets, panelists highlighted that these are used when and where no other assets are available (last resort principle). However the point was made that in the Pacific, due to the distances, in some instances military assets will be the only available option.

• On AusAID funding for preparedness, the response was that until the situation is clear with the merger with DFAT, nothing could be said about future funding opportunities.

Optional evening session: The False Dichotomy – Humanitarian vs. Development Facilitated by Nastaran Jafari, Independent Humanitarian and Development Consultant (Specialization in Education in Emergencies and DRR in Education) and former PHT Education Cluster Coordinator In the spirit of encouraging and developing creative thinking and innovation, the PHT workshop welcomes dialogue and intellectual social discourse within the humanitarian and development sector. This optional session was facilitated within an informal atmosphere and one which encouraged honest conversations within our line of our work. The session asserts that we have created a false dichotomy between ‘development’ and ‘humanitarian’ sectors. The terms ‘humanitarian’ and ‘development’ were defined and predicated on specific timeframes seen in the typical disaster management cycle diagrams. This in turn has resulted in dichotomies and artificial divide in our way of thinking, planning and implementation between the development and humanitarian sectors. There will always be a need for a humanitarian response as there will always be a need for longer term development and planning and their values will not be diminished. What needs to be removed is the rigid segregation and disunity between the two which we continue to work in within our internal organizations and partnerships. The session demonstrated how both ‘development’ and ‘humanitarian’ sectors can work as complementary forces through the example of how EiE has evolved from purely a preparedness and response approach to sustainable DRR in education approaches including DRR in curriculum, school safety plans and safer school construction. In humanitarian planning and implementation, we must consider and implement longer term development objectives. Similarly development planning must implement disaster preparedness and response particularly as development gains over decades can be lost within a few seconds of a disaster. We can no longer afford to work in silos, or refuse to communicate with each other. This change ultimately also does need to come from within institutional and operational architecture of organizations including donors, governments and NGO’s which currently base their internal structures on this artificial divide such as team composition and budget allocations which can bear little semblance to the realities and needs of the communities we are serving. This particular session provided a timely transition into Day Five’s session on ‘Developing a Strategy for Disaster and Climate Resilient Development in the Pacific (SRDP) facilitated by SPC. In particular it discussed how, we as the PHT, can bridge the divide between the humanitarian and development sectors through working together in a more seamless, unified and complementary approach. Day 5: Friday 25 October 2013 Developing a Strategy for Disaster and Climate Resilient Development in the Pacific (SRDP) The objectives of this session were to: • Provide the Pacific humanitarian community with information on the process for the development of a new Strategy

for Disaster and Climate Resilient Development in the Pacific (SRDP). • Better clarify the linkages that exist between the humanitarian work and the broader development process, in

particular as it relates to building resilience to disasters and climate risks in the Pacific region. • Collect feedback and perspectives to inform preparation of the SRDP, and to ensure that humanitarian community

continues to be actively engaged in this process in the coming months. Key messages • Humanitarian action has a central role to play in pursuing development goals and in building climate and disaster

resilience in the Pacific region.


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• The specific needs and contributions of women, the elderly, children, people with disabilities, the poor, and potentially other groups that are particularly vulnerable, need to be meaningfully acknowledged in the SRDP – “an inclusive community is a resilient community”.

• Building risk resilience in the Pacific region will involve strengthened coordination and active efforts in cooperation between different communities of practice including the “DRM community” the “PHT community” and the “Climate Change community”, based on the recognition that there are significant overlaps between these lines of work, and most importantly that all these groups form one single Community, working towards the same purpose: reducing vulnerability and increasing resilience of Pacific island communities.

• Building resilience will entail not only making use of the most up to date scientific knowledge based on risk mapping and assessment, but also taking stock and learning from traditional knowledge that communities have accumulated over the years, while learning how to cope with disasters and a changing environment.

• The SRDP needs to be coherent with relevant regional policies and coherent with the PHT Position Statement. • Establishing a solid framework for Monitoring & Evaluation, based on the Life-cycle approach, will be key to

monitoring results throughout the life of the SRDP. Key actions and who will take it forward • The Technical Working Group in charge of facilitating preparation of the SRDP, and supporting the work of the

Steering Committee, will endeavor to continue its engagement with the Pacific humanitarian community throughout the formulation process. This will entail providing additional opportunities for the Pacific humanitarian community to provide inputs for the strategy.

• The Pacific humanitarian community will also endeavor to keep engaging into the process for the development of the SRDP and to contribute to its implementation from 2016.


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Annex 1: Agenda

6th Annual Pacific Humanitarian Team Regional Workshop 21-25 October 2013

Holiday Inn, Suva, Fiji The agenda is based on inputs from Pacific Humanitarian Team (PHT) stakeholders. It is also available on

the PHT website at: http://www.phtpacific.org/content/6th-pht-regional-workshop-2013 Day 1: Monday 21 October 2013 The first day has been allocated for consultation on the PHT Position Statement and Central Emergency Response Fund training. Please note: The morning sessions are for NDMOs, Strategic Advisory Group members and PHT Heads of Organizations. The afternoon sessions are for NDMOs, the Inter-Cluster Coordination Group and PHT Heads of Organizations 8:00 Registration 8:30 Welcome 8:40 Opening, Introduction and Aims 8:50 Background and Overview of PHT Position Statement 9:25 PHT Position Statement Consultation - NDMOs & PHT Heads of Organizations 10:00 Morning Break 10:30 PHT Position Statement Consultations (continued) 12:00 Lunch (NDMO Lunch Meeting) 13:00 NDMO closed discussion on PHT support 14:00 Central Emergency Response Fund Overview 14:45 Afternoon Break 15:15 Central Emergency Response Fund (continued) 17:15 Wrap up and close

17:00 Registration open 18:00 Welcome Reception: Hosted by UNOCHA (all participants welcome) Additional information about the PHT Regional Workshop, including an agenda for other days and a participant note, is available on the PHT website at http://www.phtpacific.org/content/6th-pht-regional-workshop-2013


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Day 2: Tuesday 22 October 2013 THEME: GLOBAL DEVELOPMENTS & REGIONAL RELEVANCE 8:00 Registration 8:30 Welcome 8:40 Opening Address 8:50 Introduction and aims - recap from last year 9:00 Session 1: 2012-13 Year in Review, Lessons Learned & PHT Position Statement 9:45 Introduction to the PHT Position Statement 10:00 Session 2: NDMO support requirements from PHT 10:30 Morning Break 11:00 Session 2: NDMO support requirements from PHT (continued) 12:15 Lunch 13:15 Setting the stage for disaster and climate development in the Pacific - The Roadmap 13:30 Session 3: Humanitarian Financing and Response Planning 14:30 Session 4: Communications with Communities 15:30 Afternoon Break 16:00 Session 5: 2013 Simulation Exercise outcomes 16:45 Session 6: Disability Inclusion 17:30 Wrap up and close 18:00 Reception: Launch of Pacific Risk Resilience Programme (Hosted by UNDP)

Day 3: Wednesday 23 October 2013 THEME: TOOLS & SERVICES DURING A DISASTER 8:30 Recap 8:45 Session 7: Gender Inclusion 9:30 Session 8: UNDAC in the Pacific 10:15 Morning Break 10:45 Session 9: Future of Early Warning in the Pacific 11:30 Session 10: Climate Update – the upcoming cyclone season 12:15 Lunch 13:15 Session 11: PHT Cluster Working Groups – introduction 13:30 Session 11: PHT Cluster Working Groups 15:30 Afternoon Break 16:00 Session 11: PHT Cluster Working Groups – plenary 16:45 Session 12: Overview of PHT Position Statement and NDMO feedback 17:15 Wrap up and close 18:00 Optional evening sessions: PHT Position Statement Priorities – Capacity Strengthening

and Assessments


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Day 4: Thursday 24 October 2013 THEME: PACIFIC HUMANITARIAN TEAM – THE WAY FORWARD 8:30 Recap 8:45 Session 13: PHT Position Statement 10:30 Morning Break / Working groups continue 11:00 Session 13: PHT Position Statement (continued) 12:30 Lunch 13:30 Session 14: NGO Roundtable 15:00 Afternoon Break 15:30 Session 15: FRANZ partnership and coordination 17:00 Recommendations and Next Steps 18:00 Optional evening: The False Dichotomy - Humanitarian vs. Development

Day 5: Friday 25 October 2013 THEME: DISASTER RISK MANAGEMENT & CLIMATE CHANGE ROADMAP 8:30 Opening address 8:45 Rationale for the Strategy for Disaster & Climate Resilient Development in the Pacific

(SRDP) 9:00 The Journey Thus Far, and the Destination Roadmap 9:20 The Future We Want - Proposed Structure and Content of the SRDP 9:50 Inclusion of Disaster Management (DM) in the SRDP 10:15 Refreshments 10:45 SRDP Goal and Objectives 11:00 Possible SRDP Objective - Strengthened Preparedness, Response, Relief and Recovery 11:20 Logical Framework for a DM-related Objective 12:15 Lunch 13:00 Logical Framework for a DM-related Objective - Reporting Back 13:45 Ensuring Effective and Efficient Implementation 15:30 Refreshments 16:00 Next Steps - Engagement and Implementation 16:30 Summary of Workshop Findings 16:45 Closing 17:00 Social Function – TBC


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Annex 2: Participants List First name Last name Organisation Role Country 1 Ross Hardy Act for Peace Pacific Programs Manager Australia 2 Dorothy Bryce-Fauonuku Act for Peace Project Regional Manager Tonga 3 Anna Krikun ADRA Fiji 4 Mark Le Roux ADRA Country Director Vanuatu 5 Casey Faust AusAID Emergency Response Officer Australia 6 Barbara Ratusznik AusAID Public Diplomacy & Disaster Response Australia 7 John Morley AusAID First Secretary, Regional Programs Fiji 8 Natasha Freeman Australia Red Cross Society Program Coordinator – Log.s & Int. Emergencies Australia 9 Tukatara Tangi Australian High Commission Program Manager, Disaster Preparedness, Water &

Sanitation (Dev Corp Section) Fiji

10 Daniel Salter British High Commission Deputy British High Commissioner Fiji 11 Mark Mitchell Caritas Aoterroa Humanitarian Programme Officer New Zealand 12 Jennie O'Donovan CID NGO Liaison & Disaster Cordinator New Zealand 13 Cristelle Pratt Consultant Fiji 14 Maurice McCarthy Digicel Chief Executive Officer Fiji 15 Antonio Eliu EOC Administrative Officer/Director Marshall Islands 16 Rosalba Tuseo European Union Fiji 17 Elizabeth Christy FAO International Emergency Consultant Samoa 18 Dirk Schulz FAO Food Safety and Nutrition Officer Samoa 19 Ismael Lara Fiji Red Cross Society Regional Communications & Advocacy Fiji 20 Roshni Chand FPSPI Disaster Program Manager Fiji 21 Malek Akchour French Red Cross Society Head of Pacific Regional Delegation New Caledonia 22 Jojina Ah Yuk Habitat for Humanity Community Liaison Officer Fiji 23 Masi Latianara Habitat for Humanity National Director Fiji 24 Judith Greenwood ICRC Head of Regional Delegation Fiji 25 Aurelia Balpe IFRC Head of Regional Office - Pacific Fiji 26 Finau Limuloa IFRC Humanitarian Diplomacy Delegate Fiji 27 Ysabeau Rycx IFRC Pacific Disaster Management Coordinator Fiji 28 Christine Strater IFRC Operations Coordinator Malaysia 29 Cleo Hennessy IOM Drought Response in the RMI FS of Micronesia 30 Christian Nielsen Live and Learn Executive Director Australia 31 Justin Kemp MCDEM International Engagement Programme Coordinator New Zealand 32 John Titmus MCDEM Northern Regional Coordinator New Zealand 33 Jenny Wells MFAT Humanitarian Policy and Partnership Manager New Zealand 34 Esron Marck Vano Min of Justice & Comm. Services Women's Economic Development Officer Vanuatu 35 Agnetha Vavekaramui Ministry of Environment (MECDM) Representative Solomon Islands 36 Vimal Deo Ministry of Health Fiji 37 Ateca Kama Ministry of Health Acting, Manager Food & Nutrition Centre Fiji 38 Ofa Launi Masila Ministry of Internal Affairs Assistant Secretary Women Affairs Tonga


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39 Patricia Lesatele Ministry of Women, Community & Social Development Senior Community Development Officer Samoa

40 Raijeli Mawa Ministry of Women, Social Welfare and Poverty Alleviation

Thematic desk officer for End Violence Against Women and Access to Services Fiji

41 Patrick Arioka NDMO GIS and Remote Sensing Officer Cook Islands 42 Sunia Ratulevu NDMO PDMO (RMR) Fiji 43 Manasa Tagicakibau NDMO Director Fiji 44 James Lukan NDMO Asst Director for Emergency Management FS of Micronesia 45 Michael Foon NDMO Policy officer- DRM Kiribati 46 Roy Harris NDMO NDMO Nauru 47 Singeo Franz NDMO Civil Preparedness Officer Palau 48 Filomena Nelson NDMO Principle Disaster Management Officer Samoa 49 Jonathan M Tafiariki NDMO Deputy Director Solomon Islands 50 Leveni Aho NDMO Director Tonga 51 Sumeo Silu NDMO Disaster Coordinator (NDMO) Tuvalu 52 Shadrack Welegtabit NDMO Director (NDMO) Vanuatu 53 Michelle Dwight New Zealand Red Cross Society Emergency operations advisor New Zealand 54 Nastaran Jafari OCHA Consultant and PHT facilitator Australia 55 Ozgul Ozcan OCHA CRD Pacific Desk Officer New York 56 Ben Negus OCHA ESS Switzerland 57 Markus Werne OCHA ROAP Deputy Head of Office Thailand 58 Greg Grimsich OCHA ROP HAO Fiji 59 Sune Gudnitz OCHA ROP Head of Office Fiji 60 Elisabeth McLeod OCHA ROP PIO Fiji 61 Amita Prasad OCHA ROP Finance/Admin Officer Fiji 62 Rashmi Rita OCHA ROP IMO Fiji 63 Kristel Griffiths OCHA Support Australia 64 Anders Bue Bitsch OCHA Support Fiji 65 Tai Kare Lund Jorgensen OCHA Support Fiji 66 Marie Yee OCHA Support Fiji 67 Erik Friberg OHCHR Deputy Head of Office, OIC Fiji 68 Charmaine Consul Gonçalves OXFAM Pacific Humanitarian Coordinator Australia 69 Carlos Calderon OXFAM Pacific Humanitarian Manager New Zealand 70 Simon Donald Vanuatu NDMO, NZ placement Emergency Communication Advisor Vanuatu 71 Paolo Malatu OXFAM National Coordinator of the VHT Vanuatu 72 Jennifer Worthington OXFAM Humanitarian Programme Cord., Pacific Vanuatu 73 Shane Antonio Pacific Disability Forum Development Officer Fiji 74 Naomi Navoce Pacific Disability Forum Gender and Youth Officer Fiji 75 Watisoni Lalavanua Partners in Community Development Project Officer Fiji 76 Kirsten Sayers RedR CEO Australia


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77 Atunaisa Kaloumaira Risk Management Consultancy Environmental and Risk Management Consultant Fiji 78 Jack French Save the Children EiE Consultant Fiji 79 Asilika Rainima Save the Children Assistant Manager Programmes Fiji 80 Jutta May SOPAC/SPC Information Management Advisor Fiji 81 Mosese Sikivou SOPAC/SPC Deputy Director, DRP Fiji 82 Cristina Casella SPC Fiji 83 Noa Tokavou SPC/SOPAC Disaster Management Advisor Fiji 84 Neville Koop SPREP Meteorology Climate Adviser Fiji 85 Osnat Lubrani UN UN Resident Coordinator Fiji 86 Sarah Mecartney UN Habitat Habitat Programme Manager for the Pacific Fiji 87 Katalaine Duaibe UN Women Programme Specialist, Gender, CC & DRR Fiji 88 Anne Rehagen UN Women UN Gender Group Secretary Fiji 89 Pip Ross UN Women Protection and Gender Officer Fiji 90 Peter Batchelor UNDP Regional Manager Fiji 91 Tevita Dawai UNDP Fiji 92 Adi Galokepoto UNDP National Programme Officer Solomon Islands 93 Sione Halatuituia UNDP National Programme officer Tonga 94 Karen Bernard UNDP PC Programme Specialist, DRR & Recovery Fiji 95 Moortaza Jiwanji UNDP PC DRM Programme Specialist Fiji 96 Dorah Wilson UNDP PRR National Programme Officer Vanuatu 97 Jeff Kyle UNDSS Regional Security Advisor Fiji 98 Rajendra Prasad UNESCO/SOPAC National Programme Officer for UNESCO/IOC Fiji 99 Mark Schreiner UNFPA Representative Fiji 100 Catherine Gordon UNHCR Liaison Officer for the Pacific Australia 101 Richard Towle UNHCR Regional Representative, Protection Cluster Lead Australia 102 Isabelle Austin UNICEF Deputy Representative Fiji 103 Seini Kurusiga UNICEF Nutrition Cluster Lead: Nutrition Specialist Fiji 104 Marc Overmars UNICEF WASH Specialist Fiji 105 Laisani Petersen UNICEF Child Protection Officer Fiji 106 Iosefo Volau UNICEF Education Officer, Education Cluster Lead Fiji 107 Brooke Yamahoshi UNICEF Fiji 108 Akapusi Tuifagalele UNISDR Regional Disaster Reduction Officer Fiji 109 Timothy Wilcox UNISDR Sub Regional Coordinator Pacific Fiji 110 Ruger Kahwa OCHA Head of Office PNG 111 Jason Brendon US Embassy Regional Environmental Officer Fiji 112 Sandeep Singh US Embassy Fiji 113 Anthony Blake VERT Fiji and EHS Trust VERT Fiji and EHS Trust Fiji 114 Tanveer Siddiqui WFP Technical Officer Philippines 115 Rokho Kim WHO Environmental Health Specialist Fiji 116 Gerard Ganaba WVI Humanitarian Affairs Director - Pacific Timor Leste Vanuatu


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Annex 3: NDMO Information Needs from the PHT FROM DAY ONE CONSULTATIONS, MONDAY 21 OCTOBER 2013 NDMO participants reported that they required more information on questions related to process or the ‘how to’ of the PHT, followed by information on who the PHT members are and what capacities/ commitments members have towards supporting NDMOs during response and non-response periods. The feedback is listed below. Process § Resources – how can these be mobilised? § Prepositioned supplies. Where are they? What’s available? § Availability / predictability of support from regional cluster leads § How and what types of assistance can the PHT offer countries, particularly outside of disasters? § How to request support? What are the PHT protocols? Need to clarify method for requesting assistance from

PHT partners during emergencies and non-emergencies. § Provide clarity on regional and national clusters. How can the PHT strengthen national clusters and networks?

In countries with cluster arrangement – how can clusters be strengthened? How does the PHT focus on countries that are active in clusters?

§ How can we strengthen PHT support to small islands nations? (with only minor presence of members – low visibility of PHT)

§ Some support needed to assist NDMOs identify needs, assistance and priorities (e.g. small scale NDMOs with limited staff)

§ Clarification on PHT funding mechanism funding processes. How do they work? § UN Resident Coordinator(s) to visit countries to demonstrate knowledge of the country context § While there is endorsement from the Inter-Agency Standing Committee (IASC) there needs to be Pacific Island

Forum (PIF) endorsement at Pacific level to support roles and work of the PHT to NDMOs. Other § What is the PHT? § What does the PHT offer? What does each member offer? What is the capacity/capability of the PHT? § How does it link to the roadmap? How is the PHT connected to other mechanisms, programs and partners etc.?

How does the PHT complement these? § Clarify the role of the PHT in humanitarian response and also preparedness § Information and availability, avoid duplication of preparedness actions.


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Annex 4: NDMO List of Issues for PHT Consideration On Monday 21 October, NDMOs developed a detailed list of five issues they would like to have discussed further in the PHT. These are available under session 2, Tuesday, 22 October, and summarized below: 1. Dialogue between PHT and NDMO 2. Formalising working arrangements between countries and PHT 3. Adapting the cluster arrangement to meet the needs of the countries 4. Capacity building 5. PHT to find ways to link in NGOs and to ensure consistency with training Based on this list, each NDMO facilitated a 60 minute discussion around these points in smaller working groups. Working group inputs have been included in the following tables. Polynesia

Potential country solutions NDMO Request The Cook Islands Samoa Tonga Tuvalu Dialogue between PHT and NDMO (country-based)

- Country NDMO has to meet half way of any dialogue to express their commitment as well as PHT - Dialogue by PHT directly with sector agencies of the national government to start firming an arrangement of cluster and ministries should be planned and engaged immediately. (Helps solidify matters and issues for preparedness and emergency periods)

-Workshop and simulation between Samoa and prioritized clusters -Contingency planning between Samoa’s community, IDP sub-committee and relevant PHT clusters including Health, WASH, Nutrition, Shelter, Gender and Protection

-NDMO to initiate formalization of national cluster system inclusive of civil society organizations. -PHT to provide assistance / support upon request.

-Distinguish UNDAC from PHT PHT (OCHA) to visit Tuvalu (NDMO) to provide an orientation on the type of support offered to NDMO -Explore/establish/adopt coordination that will assist NDMO’s response -Provide the necessary technical assistance to build on existing strengths/systems (i.e. plans, act, SOPs, etc.)

Formalising working arrangements between countries and PHT

-The word ‘formalising’ should be deleted as it makes it seem that an agreement or contract is necessary when in fact it is not the point. -In the Cook Islands context, however, during emergency periods as well the current SOP arrangement for international assistance Cook Islands requests PHT assistance through the NDMO directly to UNOCHA and the Cluster Coordinators. -For preparedness, the links for cluster and ministry directly is necessary

Already formalized in the Samoa National Disaster Management Plan Need to test these arrangements through a simulation exercise

Each national cluster leads to formalize working arrangements with PHT.

Disaster Act ↓ Disaster Plan → The PHT fits here plus local NGOs and the private sector ↓ Hazard Support Plan (to be developed) Cluster support to be linked at this level depending on nature of the country’s needs for assistance. Cluster to fit with the government system.


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Potential country solutions NDMO Request The Cook Islands Samoa Tonga Tuvalu

The links of PHT to Ministry directly should firm an arrangement to ready the cluster/PHT for emergency periods.

Adapting cluster arrangements to meet the needs of countries

-The answer to this question can be explained by the response to question 2.

N/A Clusters to be clustered to suit Tonga’s context (more like merge clusters) to fit our context.

Capacity building

-The link of this question can be explained by the response to question 3. -Forging a direct arrangement (bilateral) directly to Ministry sector i.e. to Health PHT allows the capacity building programs to be initiated for contingency planning, logistics and shelter management. That arrangement should allow the next steps to follow through for preparedness periods.

-Training of trainers in some of the key trainings e.g. logistics, shelter management etc. -Capacity building for PHT

-System analysis to identify gaps in cluster system -Need to find commitment from donors to address gaps -Liaise with PHT on addressing needs.

-Needs assessment for capacity building -Coordinated by the PHT

PHT to coordinate NGOs to ensure consistency with training especially at country level.

-This should be the NDMO role however with the assistance of PHT and UNOCHA. -NDMO role to setup the linkages with NGOs, as well as monitor training framework consistency at the country level. Therefore heads are to be determined by the NDMO.

To be further discussed To be further discussed -Mention the local NGOs and private sector in the Disaster Plan similar to PHT. -Include NDOs and private sector in capacity building activities.


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Micronesia and Polynesia continued Potential country solutions NDMO Request The Federated States of Micronesia and the

Republic of the Marshall Islands Palau Nauru and Kiribati

Dialogue between PHT and NDMO (country-based)

-PHT to work closely with SOPAC on Joint National Action Plan -Involve donor – USAID → PHT to support discussion with Government – Response and recovery plan

FSM Joint risk assessment network – coordinate with Government to reach NGOs.

-Possibly adapting the cluster system. As context, Palau uses the incident command system and so in terms of disaster each agency has their roles under the Disaster Risk Management Framework. -Strengthen relationships as to know the role, response and what PHT can provide more clearly.

Nauru -Currently no PHT arrangement so a MoU or similar agreement is needed -One on one time needed. Official visit to government officials and NDMO -UN office could lobby government Kiribati -Different setting, more agencies and partners e.g. Red Cross, High Commissions, NGOs but not very coordinated -A need for PHT to play a coordination role, both in response and preparedness -Currently not much awareness of PHT


Ensure cluster system is tailored to national coordination system

RMI - NDC → All Government Ministry Heads Chair Chief Secretary → NEOC › WASH (MSWC, IOM, UNICEF › Food (RND, Resources & Development, IOM, FAO) › Health (Ministry of Health, WHO) › Logistics (Ministry of Finance, IOM)

How to do it? FSM -PHT work closely with SOPAC being part of Joint National Action Plan (JNAP). JNAP policy approved by Government. Right time for SOPAC FSM consultant to tailor PHT cluster support to national arrangement and formalize it into JNAP. RMI -JNAP with Parliament

-Regular communications between NDMO and PHT and not limited to disaster only -Information sharing

-MOU between Governments and PHT -Need to institutionalize relationships beyond individuals


Use existing coordination framework (Joint risk assessment network) to reach NGOs and coordinate at the national level.

-Incorporate the cluster arrangements as an annex to the Disaster Risk Management Framework.

-There is a need to adapt the arrangement for Kiribati and Nauru. Need to reflect country ministries and existing committees and create point (or person) for engagement in each ministry/committee.

Capacity building Liaise closely with USAID in the development of Response/Recovery Plan

-Training or workshops in logistics, evacuation center management, resource management.

-PHT/OCHA could support NDMOs to create more manageable, sustainable system in government -Build capacity of NDMOs e.g. through training, assessment, information management, logistics, community, public communications, simulations, surge capacity


Surge capacity for response -Include NGOs and other major donors in all trainings and workshops.

To be further discussed


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Melanesia Potential country solutions NDMO Request Fiji Solomon Islands Vanuatu Dialogue between PHT and NDMO (country-based)

-PHT presence in Fiji is an advantage as far as dialogue and corporation with PHT is concerned. There was some dialogue with PHT with regards to the preparation of Humanitarian Action Plan (HAP)- 2 action plans with a timeframe of 3 months. PHT was running in parallel to the government systems. Identifying the response. The clusters were given the list of requirements. -PHT appears to deal with response only and clusters are only activated during disasters. -To improve the response the cluster need to be involved in the preparedness. The NDMO kept the clusters alive after the disasters to plan for the preparedness.

-Expand detail on clusters arrangements in country. Refer to NDRMP. -Have a separate document on top of NDMRP to outline the arrangements and positioning of PHT in NDMO arrangements -Better understanding of how PHT can fit in overall NDRMP (Narrative) and in clusters

-VHT is in place but is it good for NDMO to have more visibility of VHT members with their work, plans and resources and how we can link with PHT cluster leads / co-leads in a formal way – especially with skilled personnel, resources etc.


-There is no formal arrangement like a Memorandum of Understanding (MoU), However, the PHT system and clusters were adopted and implemented during TC Evan.

-Work in NDMO to strengthen / clarify roles with PHT (based on NDRMP) -Need ‘narrative’ as annex to NDRMP

-VHT has an MOU between members and between the NDMO. -VHT member agencies are also PHT members and source resources and staff from Head Offices in New Zealand, Australia and New Caledonia as surge capacity as required.


-PHT and cluster system has been adopted by the Government. -NDMO has instructed that cluster to be activated and led by relevant ministries. -Disaster Management Act - currently reviewed to reflect the PHT and cluster.

-Large potential for innovation across other national clusters e.g. livelihood, public service/infrastructure

-Vanuatu has 5 clusters established with Government Ministry leadership and agency / NGO co-leadership -A gender and protection working group is also established -NDMO needs to be aware of PHT cluster leads in Suva and what resources and skills they have to offer

Capacity building -Assessment - Capacity Gaps. -Capacity building of officers at the national level in a cost effective way. -Using experts from the region to build capacity of personnel in countries in need.

-Strengthen capacity building needs and NDMO Implementation e.g. national level capacity

-Strengthen cluster leads at the national level to lead the clusters -Skill development and training for NDMO and provincial staff in disaster coordination and cluster-based skills -Support for provincial disaster plans and national cluster plans


-There is a need to coordinate the NGOs through the NDMO, Divisions, clusters to avoid duplication and to ensure quality standards. -Donors could put it as a requirement NGOs to share information and to go through relevant clusters to get data and to coordinate assistance.

-Work with country (NDMO) to link with NGOs, Province and stakeholders -Training (consortium of NGOs who, where and what?) -Specialised skills services

-Sustainability of cluster support in country with cluster leads and co-leads.


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Annex 5: PHT Cluster Working Plans: 2013-2014 Please note that the following Cluster Working Plans are working drafts and subject to further inputs from members, NDMO’s and relevant line Ministries. Furthermore they are living documents and are designed to be agile and adapt to changing environments.

FOOD SECURITY CLUSTER Cluster Terms of Reference: Goal(s): • Regional: Act as a managed and facilitated member-based forum for the collection, dissemination and information management of Food Security stakeholder activities, tools,

technical expertise and lessons learned -- in support of national authorities’ efforts in the preparedness and response phases of a crisis -- to deliver a coordinated, integrated multi-sectoral approach to food security in the PICTs

• National [NB: not formally a ‘cluster’ unless declared by ERC]: Upon request, drawing on the expertise and presence of the members of the Pacific FS Cluster at regional level, and members in country, provide support to/strengthen existing country-level coordination structures to address issues of food security through the provision of technical guidance, tools, targeted support to assessments and support to the design of FS strategies and interventions

Key objectives for the cluster for 2013 -2014:

• Raise awareness of the Pacific Food Security (FS) cluster, FS issues in general, the Cluster mechanism, and support available from members from preparedness through to response to support

• Provide support for facilitation, coordination and technical inputs to national authorities requesting country-level assistance in the area of food security coordination and implementation

• Strengthen - through the members operating at national level and the dissemination of lessons learned, tools and technical guidance -- a disaster risk management approach to food security that builds resilience for food and nutrition security in the preparedness phase and contributes to a faster recovery from crisis

• Create an inclusive, facilitated and operational forum for all stakeholders operating in FS in the region to share information on activities, tools, approaches and, in times of crisis, upon request, activate a network to provide direct coordinated support to national authorities.

Prioritized Countries: TO BE DETERMINED. Target for year 1, based on national authority demand and partner presence: five to six Prioritized Areas of Responsibility (AoRs): This is subject to further discussion and inputs from NDMOs and line ministries Focus and strategic priorities for Oct. 2013- 2014 [as per OCHA-suggested headings]: 1. Coordination & capacity building: Establish the FS regional forum as a point of reference for regional and national actors (with governments leading at national level) to seek guidance on FS tools and approaches; the platform to act as point of entry for requests to back-stop national-level capacity building in specific areas, particularly during the preparedness phase (e.g. baseline information; hazard mapping and identification of minimum preparedness actions); in the event of crisis and a request from a country, assist in surge support through the mobilization of personnel from FS cluster members (from the region or beyond); tools and strategies for assessments and scenario reports; support to any funding appeal documentation (HAP, CERF, other). [Note: need to distinguish situations where a national cluster (formal) is requested and established (thus led/surged by FAO) vs. the ‘network’ approach in the absence of a formal national cluster (i.e. the current situation).]


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2. Advocacy: Cluster members to provide support to national stakeholders to ensure the development and/or implementation of food security policies and plans that are ‘climate-proof’, benefit from the technical know-how of specialized agencies, and focus on building resilience of communities, authorities and partners. 3. Preparedness: Focus on ensuring relevant line ministries involved in food security [ed note - cover broad spectrum of players from Ministry of Agriculture, Ministry of Natural Resources, Ministry of Fisheries, Ministry of the Environment, Ministry of Livestock, etc] are fully engaged in and contributing to NDMO-led preparedness plans so that due attention is given to the FS sector. [NB - The areas of advocacy, training, coordination, capacity building and information management all also come under preparedness so separation here is a little artificial.] 4. Information Management: As a first step, the FS cluster must complete and maintain a mapping of FS stakeholders operating across the region (3W); national authority structures/mandates for FS and applicable plans and policies; database of tools, lessons learned, guidance, etc. With time and resources, this area can develop into more advanced IM with data analysis, mapping, etc. 5. Needs assessment and Analysis: Act as a ‘clearing house’ for FS-related assessment tools (templates and formats covering the range of needs assessment phases, from immediate to PDNA, to DALA, to more in-depth sectoral assessment (e.g. household economy assessment) as well as a quality control discussion forum for new and emerging tools; provide surge capacity through the FS partners (and potentially external parties such as stand-by partners) to assist authorities in conducting assessments and analysis where this is required. 6. Response (consideration for Early Recovery/Livelihood measures that increase resilience - note: food security strategies are anchored in approaches that support early recovery and support to livelihoods.): The regional FS cluster, upon request from national level stakeholders, can provide guidance drawn from cluster members to response interventions for immediate relief while building (or re-establishing) longer-term resilience. This will be done largely through building on the existing/current programming underway by partners and authorities in country prior to the crisis, with a more immediate recovery component (e.g. particularly where seasonal cropping calendars or other considerations have a time-critical factor). The cluster will draw on cluster member technical expertise to guide the interventions of stakeholders wanting to provide immediate relief that may have longer-term negative impacts (e.g. asset replacement for fishermen leading to over-fishing; support leading to flooding of markets with produce, thus ultimately limiting livelihood strengthening; re-planting of inappropriate crops or forestry products). 7. Inclusive practices and approaches (i.e. gender, disabilities, protection, psycho-social): at regional cluster level, provide general guidance on FS strategies that take gender roles into consideration with a view to ensuring increased productivity (ref to State of Food and Agriculture 2011 “Women in Agriculture”); at national level, provide support/guidance for the design of interventions recognizing the differing gender roles in agriculture and how targeting can have a direct impact on increased production and thus HH food security, income, etc (i.e. increased mechanized tools for tasks performed by women to increase production for both consumption and income; training of women involved in market sales; formation of farming associations etc). With regard to the area of people with disabilities, the cluster can raise awareness amongst members in the design, implementation and monitoring phase of interventions. Also, promotion of inclusion of this aspect in baseline, needs assessment and monitoring work.

Coordination & Capacity Building Strategic priority 1: Establish the FS regional forum as a point of reference for regional and national players to seek guidance on FS tools and approaches; and to back-stop national-level capacity building in specific areas, particularly during the preparedness phase (e.g. baseline information; hazard mapping and identification of minimum preparedness actions)

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 1.1 Establish a coordinated, regional, forum for stakeholders active in Food Security in the Pacific

1.1.1 Regular (monthly) meetings to be held, primarily via remote connectivity (skype, e-mail, other methods). Meetings to be minuted and broadly distributed (and posted on PHT site under FS cluster section)

FAO This column to be completed with partner contributions

FAO has secured funds to provide this facility through end of March 2014

1.1.2 Maintain a 3XW of stakeholders involved in FS interventions, fostering collaboration across countries and organizations

FAO Same as above

1.2 Promote the FS cluster’s potential areas

1.2.1 Respond to current country-level demands for the establishment/introduction of a FS coordinating mechanism,

FAO with partner/s co-chair and NDMO/line ministries


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of support to national authorities (NDMOs, MinAg, other ministries, relevant other entities eg. Meteorological orgs, academia etc)

with NDMO/line ministry(ies) and a selected partner agency co-chairing meetings on a regular (monthly?) basis, feeding back requests/priorities to regional FS cluster 1.2.2. Engage in outreach to countries affected by a crisis in the coming 12 months (if not part of group above)

FAO and FS partner best placed to act as co-chair

Ad hoc

1.2.3 Engage in strategic and planned outreach to ‘less covered’ (i.e. fewer partners) countries [based on some kind of prioritization scale]

FAO and [co-chairs]

1.3 Strengthen stakeholder capacity to maintain effective coordination fora

1.3.1 Through its membership, and upon request from national authorities, provide support for effective coordination: membership scoping, effective meeting management, documentation, dissemination, follow up

1.4 Ensure ‘on the job’ capacity building to countries affected by crises impacting FS

Areas to be covered: contingency planning; baseline design and data collection/analysis; assessment tool tailoring/design; programme/intervention design (pre/post crisis)

In-country partners

Advocacy Strategic Priority 2: Provide support to regional and national stakeholders to ensure the development and/or implementation of food security policies and plans that are ‘climate-proof’ and focus on building resilience of communities, authorities and partners.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 2.1 Ensure regional strategies on DRM/CC reflect FS specific needs

Cluster to collect and present member inputs in relation to FS for ongoing regional strategy formulation

2.2. Provide support to the review/formulation of national FS policies/strategies

Cluster members provide support national authorities to ensure DRM/CC/resilience (and thus preparedness and response to crises) is addressed in FS plans/strategies; where necessary, raise awareness at highest levels of government for the consideration of FS issues as immediate humanitarian needs

2.3 Facilitate strengthened donor engagement

Conduct donor mapping vis a vis FS (pre and post crisis) FAO and cluster members Produce/disseminate cluster partner communication products raising awareness of FS needs/issues

FAO and cluster members

Provide support to the formulation of HAPs, CERF applications and other funding requests


Preparedness Strategic priority 3: Focus on ensuring relevant line ministries involved in food security [which can include a broad spectrum of partners such as the Ministry of Agriculture, Ministry of Natural Resources, Ministry of Fisheries, Ministry of the Environment, Ministry of Livestock, etc] are fully engaged in, and have the capacity to contribute to, the NDMO-led preparedness plans so that due attention is given to the FS sector.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 3.1 Support to key ‘building blocks of preparedness’

Conduct hazard mapping and contingency planning exercises in relation to FS

NDMOs, line ministries

Guidelines on minimum baseline category identification and guidance for collection (how to collate and analyse data)


Collate and circulate information on traditional practices, NDMOs/Line Ministries/Country-


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programme design, appropriate resilience components, for provision to regional cluster for dissemination

level partners

Information Management Strategic priority 4 : FURTHER WORK NEEDED

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 4.1 Support the sharing and access of tools and information to strengthen FS preparedness and response

Basic: 3 W and FS player contact list, email list etc FAO More advanced: Tools repository with guidance on usage etc Further: ‘Good practice’ mapping -- either current or traditional practice (authorities/ag extension services to feed in) and/or from projects/academia/other

FAO, cluster members, national authorities

4.2 Data collation and analysis

At national level, if requested and resources are available, the cluster can provide data collation and analysis

Needs Assessment and Analysis Strategic priority 5: Act as a ‘clearing house’ for FS-related assessment tools (templates and formats covering the range of N/A phases, from immediate to PDNA, to DALA, to more in-depth sectoral assessment (e.g. household economy assessment) as well as a quality control discussion forum for new and emerging tools; provide surge capacity through the FS partners (and potentially external parties such as stand-by partners) to assist authorities in conducting assessments and analysis where this is required.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 5. 1 Build the capacity and support the implementation of the assessment of needs following crisis

Mapping/cataloguing of existing assessment tools in use in the region; compare/relate to global/other context cluster tools mapping

FAO, national level coordination fora, line ministries

Development of and training on rapid needs assessment forms and review/refinement (IDA, MIRA and others). Agreement on common definitions to allow for data merging/collation and analysis.

FAO, cluster members

PDNA training and tailoring to local context (e.g. Fiji experience, just completed by FAO)

FAO, cluster members with PDNA expertise

Sharing of member tools for assessments in the area of FS FAO, cluster members E.g. FAO - Phased Needs Assessment Framework covering: Food security baseline; Rapid food security Assessment; Detailed food security assessment; livelihood recovery assessment.

Response Strategic Priority 6: The regional FS cluster, upon request from national level stakeholders, can provide guidance to response interventions for immediate relief while building (or re-establishing) longer-term resilience. This will be done largely through building on the existing/current programming underway in country prior to the crisis, bolstered by additional support and a more immediate recovery component, particularly where seasonal cropping calendars or other considerations have a time-critical factor. The cluster will help guide the interventions of players wanting to provide immediate relief that may have longer-term negative impacts (e.g. asset replacement for fishermen leading to over-fishing).


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OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS 6.1 [reg] Provide timely and appropriate support to national authorities responding to crisis with an impact on FS

REGIONAL backstopping role (i.e. no official cluster established at national level): -Work with line ministries to provide guidance, share tools etc -Where FS network in place, work through partners to provide support etc -As necessary and if requested, surge personnel


6.2 [nat] Establish national FS cluster/complementary mechanism to assist authorities in the coordination of the FS aspect of a response to a crisis

In the scenario in which a country requests a formal cluster (approved by RC), FAO will stand up a national FS cluster and provide lead agency functions together with the designated national authorities

FAO with co-lead (MinAg, partners etc)

Food aid aspect: food ration [more on this required and linkage to Health and Nutrition cluster]

Inclusive practices and approaches Strategic Priority 7: At regional cluster level, provide general guidance on FS strategies that take gender roles into consideration with a view to ensuring increased productivity (e.g. Pakistan work, SOFA 201-2011 “Women in Agriculture” etc); at national level, provide support/guidance for the design of interventions recognizing the differing gender roles in agriculture (i.e. increased productivity)

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS 7.1 Enhance FS cluster members’ capacity to design and implement FS interventions that support productive capacities of all community members

Through cluster member ongoing work, research, document and highlight differing gender roles of women in agriculture (including livestock, fisheries etc); share approaches and information gathered.


With regard to the area of people with disabilities, the cluster to raise awareness amongst its members in the design, implementation and monitoring phase of interventions. Also, promotion of inclusion of this aspect in baseline and needs assessment work.

FAO, PDF


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PACIFIC WATER, SANITATION AND HYGIENE (WASH) CLUSTER Pacific WASH Cluster Key Objectives: The key objectives of the WASH humanitarian response as identified in the Pacific WASH Cluster TOR are to: • reduce morbidity and mortality cases due to WASH-related diseases; • preserve life with dignity; and • restore normalcy in the lives of affected populations by providing safe access to and ensuring use of water, sanitation and hygiene in emergency situations in collaboration with

partners. BACKGROUND: In the Pacific, water is the primary medium through which natural hazards affect peoples’ livelihoods and wellbeing. However, even in normal circumstances, many Pacific Island Countries and Territories are struggling to secure adequate fresh water and sanitation for all their citizens. The region is under the pressures of growing populations, vast distances, limited and ephemeral water resources, and incomplete and eroding infrastructure. Limited institutional capacity, thinly spread human resources, and inadequate and irregular funding sources all limit countries’ and territories’ ability to effectively respond. Prioritized Countries: Countries with high disaster risk (Fiji, Samoa, Solomon Islands, Vanuatu and Tonga) and countries with relative low capacity to deal with emergencies (e.g. small island states). Operational Objectives: Mapping of the objectives as articulated in the current Pacific WASH Cluster ToR to the overarching areas identified by the PHT: 1. Coordination and Information management

• 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.

2. Capacity strengthening • promotion and support for training and capacity building;

3. Needs assessment and analysis • effective needs assessment and analysis, including the collection, analysis and reports on sex and age disaggregated data on programme coverage;

4. Advocacy, Preparedness and Response • appropriate planning and strategy development for a predictable response; • adequate emergency preparedness; • responsive advocacy and resource mobilization.

5. Inclusive approaches and Application of standards • utilization of participatory and community based approaches ensuring that men and women are equally and meaningfully involved in decision-making and in programme • design, implementation and monitoring; • attention to priority cross cutting issues (Gender, capacity etc.).


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6. Monitoring & evaluation • To be discussed

Strategic Priorities for 2013/2014:

WASH Cluster Coordination and Information Management Strategic priority 1: Maintain a coordinated and effective approach to the work of the Pacific WASH Cluster and its members

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT / INDICATOR STATUS / COMMENTS 1.1 Inclusion of key humanitarian actors and coordination with national/local authorities, civil society and other relevant actors

1.1.1 Collect and maintain regional and national WASH cluster contact lists

Pacific WASH Cluster Coordinator/UNICEF

Contact lists with relevant information List updated November 2013,contacts from additional members solicited through PHT and Pacific WASH Coalition

1.1.2 Organize quarterly Pacific WASH Coalition meetings with WASH Cluster Agenda item and make information available to all WASH Cluster partners

Pacific WASH Coalition Secretariat and WASH Cluster Coordinator

Meeting minutes and presentations shared on quarterly basis

Quarterly meetings held in June and September 2013. Look into future expansion through video and Skype links with non-Suva-based members

1.1.3 Countries to provide focal point and key local contacts for WASH emergency preparedness and response coordination

NDMOs in collaboration with national water and sanitation sector coordination bodies

List of National WASH Contacts National WASH Cluster contact lists available and updated for VAN, SOL, FIJ, RMI and KIR

1.2 Engagement with global and regional disaster preparedness and response networks

1.2.1 Pursue opportunities for engagement with the Australian Council for International Development (ACFID) Protection Working Group, and the NZ Council for International Development NGO Disaster Relief Forum to explore areas of collaboration & mutual capacity-building

WASH Cluster Coordinator

Increased membership of Pacific WASH Cluster with NZ and AU based agencies

Contact established with Information Officer New Zealand Council for International Development for briefing on WASH in the Pacific in Qrtr4 2013

1.2.2 Maintain linkages with Global WASH Cluster Group


Share relevant findings of 18th Global WASH Cluster Meeting, 30 and 31 October 2013, Jakarta Indonesia

1.3 Maintain knowledge and information management

1.3.1 Support inter-agency coordination efforts and regularly update other Cluster Coordinators at Inter Cluster Coordination Group (ICCG) meetings

WASH Cluster Coordinator and ICCG members

Minutes ICCG meetings and timely exchange of relevant information

ICCG meetings attended and membership of Strategic Advisory Group

1.3.2 Collate tools & training materials; Develop and maintain list of current research and information-gathering activities

UNICEF List of current research/protection studies updated and shared with members on regular basis, including contact details of source organizations

1.4.4. Maintain Pacific WASH Cluster page on the PHT website and share relevant information (3W, contact lists, ToR, action plan)

UNICEF, UNOCHA Key information readily/publicly available online


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1.3. Map regional and national response capacity and update information on agency stand-by capacity including skills, emergency stocks, financing, and human resources.

Capacity Strengthening Strategic Priority 2: Strengthen Regional, National and Local capacities for WASH emergency preparedness and response

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT / INDICATOR STATUS / COMMENTS 2.1 Promotion and support for training and capacity building

2.1.1 Conduct WASH humanitarian coordination training in priority countries based on government requests

National WASH Cluster Leads, NDMOs and UNICEF

Number of trained WASH Cluster members with certificates issued

Solomon Islands (held Sept 2013) 16 male / 6 female trained Fiji (held Sept 2013) 14 male / 8 female trained Vanuatu (planned 2-6 Dec 2013)

2.1.2 Share training package with Samoa, Tonga, Palau and foster twinning on training programs between countries

UNICEF and Samoa, Tonga, Palau

Training needs identified for priority countries Tonga, Palau and Samoa contacted Oct 2013 and awaiting information on training needs

2.1.3 Consult on design of NZAID funded drought resilience project in Cook Islands, Tokelau, Tuvalu, Kiribati and the Marshall Islands. Water security officers to be supported in each country to increase capacity for drought preparedness and response.

SPC/SOPAC and interested partners

Design of capacity building program contains adequate linkages to drought preparedness and response.

Consultations to commence Q1 2014

2.1.4 Support WASH Delegate in Samoa New Zealand Red Cross Technical assistance in WASH provided Deployment tbc for 2014

2.1.5 Support Emergency WASH Officer at Fiji Ministry of Health to strengthen Fiji’s WASH Cluster through a one year appointment

Fiji MoH, UNICEF Dedicated WASH Officer position established to develop and implement Fiji WASH Cluster work plan

Secondment commenced September 2013

2.1.6 Secondment of ADRA New Zealand engineer to Vanuatu to support rural WASH activities including drinking water safety planning

ADRA Trained Vanuatu-based ADRA WASH staff Deployment and training tbc

2.1.7 Deliver training on drinking water safety planning to Vanuatu as part of climate and disaster risk resilience program in 6 Provinces

UNICEF/WHO Training delivered for drinking water safety planning in selected communities and drinking water safety plans operational

Qrtr 1-3 2014


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2.1.8 Map training needs for PIC WASH Clusters and explore opportunities for RedR collaboration on WASH in Emergencies training

WASH Cluster Coordinator with RedR and UNICEF

Joint mapping of training needs for Pacific island countries in consultation with National WASH Clusters

WASH in Emergencies course delivered in the Philippines in Sept 2013 and an annual RedR WASH in Emergencies technical course delivered in Dookie, Australia in Oct 2013. RedR also collaborating with Centre for Disaster Management in Hawaii (East West Centre) on WASH and Site management for Health Emergencies in Large Populations

Needs Assessments Strategic priority 3: Establish tools and systems for effective needs assessment and analysis at the national level

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT / INDICATOR STATUS / COMMENTS 3.1 Effective needs assessment and analysis, including the collection, analysis and reports on sex and age disaggregated data on programme coverage

3.1.1 Improve WASH components of National response needs assessment tools

NDMO, National WASH Clusters

Agreed needs assessment tools

3.1.2 National-level harmonization of WASH assessment tools between national-level WASH agencies

National WASH Clusters Agreed WASH needs assessment methodology

Assessment methodologies to be evaluated at the VAN WASH Cluster Coordination training in Dec 2013 and to be included in SOL and FIJ post training Qrtr 1-3 2014

WASH Cluster Advocacy, Preparedness and Response Strategic priority 4: Provide adequate support to National WASH preparedness and response

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT / INDICATOR STATUS / COMMENTS 4.1 Appropriate planning and strategy development for a predictable response

4.1.1 Develop WASH contingency plans

National WASH Clusters, NDMOs

Updated and endorsed contingency plans Contingency plans being developed in Solomon Islands and Fiji. Vanuatu to be developed as part of WASH humanitarian coordination training

4.1.2 Availability national and regional stocks evaluated by National WASH Clusters and Pacific WASH Cluster members

National WASH Clusters and Pacific WASH Cluster members

List of stocks and supplies available and shared with NDMOs and WASH Cluster Leads where relevant

Pre-positioned supplies available from UNICEF in Suva, Port Vila and South Tarawa listed and updated

4.2 Provide timely, adequate and coordinated

4.2.1 Review National Emergency Preparedness and Response Plans

National WASH Clusters, NDMOs

Adequate reflection of WASH considerations in National disaster management, contingency and response plans

National disaster management plans collated for all Pacific island countries and available for review


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support to national level WASH responses to emergencies

4.2.2 Supplies provided during emergencies reviewed and adequacy of national and regional supplies evaluated by National WASH Clusters and Pacific WASH Cluster members

NDMOs, National WASH Clusters and Pacific WASH Cluster members

Need for standardization of supplies identified at country level

Review of supplies being evaluated in Solomon Islands, Fiji and Vanuatu as part of WASH humanitarian coordination training

4.2.3 Support development of WASH Section of Humanitarian Action Plans

National WASH Clusters and Pacific WASH Cluster members

Humanitarian Action Plans adequately capture WASH needs and initiatives

HAPs to be developed with inputs from WASH Cluster members as appropriate

4.3 Advocacy and resource mobilization

4.3.1 Support WASH Clusters in resource mobilization

Pacific WASH Cluster members

Resource mobilization supported and coordinated with donors

WASH Cluster Coordination training contains session on resource mobilization including CERF etc.

4.3.2 Advocacy for Pacific WASH Cluster and provide clarity on available support to PICs

Pacific WASH Cluster Coordinator and Cluster members

Active engagement of members, increased involvement in coordinated support to PICs and information sheet on available support widely shared

Inclusive Approaches and Standards Strategic Priority 5: Ensure inclusive approaches and appropriate guidelines and technical standards for WASH emergency response and monitor their application

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT / INDICATOR STATUS / COMMENTS 5.1 Facilitate the preparation of guidelines and technical standards for drinking water supply, basic sanitation and hygiene education during emergencies

5.1.1 Advocacy for application of agreed National standards during emergencies

NDMO, National WASH Clusters

Countries consult on standards FIJ, SOL and VAN to discuss standards as part of post-training follow-up

5.1.2 Introduction of SPHERE standards and WASH Chapter

UNICEF Knowledge shared on SPHERE standards and their application at National level

WASH Cluster Coordination training captures SPHERE standards

5.1.3 Introduction of Core Commitments for Children

UNICEF Knowledge shared on CCCs and their application at National level

WASH Cluster Coordination training captures WASH relevant elements of Core Commitments for Children

5.1.4 Support Aid Effectiveness and move towards harmonization of approaches based on agreed best practices

WASH Cluster members

5.2 Utilize participatory, community and rights-based

5.2.1 Attention and prioritization of special considerations and cross cutting issues

WASH Cluster members Use WASH gender checklist and gender markers during program design, implementation and monitoring Special considerations in assessments, surveys, technical designs etc.

Gender Marker Tip Sheet available from Global WASH Cluster best practice IASC and Gender Handbook in Humanitarian Action available from IASC


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approaches ensuring that men and women are equally and meaningfully involved in decision-making as well in programme design, implementation and monitoring

5.2.2 Align to national and global development objectives in achieving targets for improved Water, Sanitation, Hygiene

WASH Cluster members WASH strategic priorities and targets for preparedness included in National and Regional strategies

Pacific Regional Strategy being developed with support of SOPAC in conjunction with Pacific CCA/DRR Roadmap

Monitoring and Evaluation Strategic Priority 7: Enable effective WASH humanitarian monitoring by establishing data collection, evaluation, and reporting tools and establishing baselines

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT / INDICATOR STATUS / COMMENTS 7 Monitoring and Evaluation

7.1.1 Pacific WASH Cluster Workplan to be circulated to the wider Pacific WASH Cluster for additional information updates and finalization.


Agreed Workplan 2013 Draft based on PHT consultations to be further amended based on additional inputs

7.2 Implementation of the Pacific WASH Cluster workplan to be monitored


Quarterly update available Progress shared through quarterly Pacific WASH Coalition meetings and PHT website

7.3 Pacific and national WASH Cluster Performance monitored and analyzed


Performance monitoring undertaken for WASH Cluster and shared with members with questionnaire aimed at recording perception of partners and Cluster coordinator(s)

Methodology available from Global WASH Cluster best practices

7.4 Pacific WASH Cluster Effectiveness, efficiency and inclusiveness to be evaluated after one year at next PHT meeting


Annual evaluation of work plan implementation

Evaluation shared through PHT annual meeting and PHT website

7.5 Collection of sector data to inform humanitarian response scenarios in priority countries

National WASH Clusters

7.6 Provide guidance to national WASH Clusters on development of performance monitoring frameworks for WASH response

WASH Cluster Members


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EDUCATION CLUSTER This work plan provides insight into the Education Cluster’s action plan for 2014. It does not cover work currently being undertaken in each cluster member country, but shows what work is being done between cluster member countries. Cluster Terms of Reference: Goal(s): • Regional: Act as a managed and facilitated member-based forum for the collection, dissemination and information management of Education stakeholder activities, tools,

technical expertise and lessons learned -- in support of national authorities’ efforts in the preparedness and response phases of a crisis -to deliver a coordinated, integrated multi-sectoral approach to Education in the PICTs

• National: The goal of the national Education Cluster is to improve coordination between the Ministry of Education, UNICEF, Save the Children and non-governmental organizations (NGOs) in order to support the Government of Fiji to ensure that children affected by manmade and natural disasters are protected and able to access quality basic education.

Key objectives for the cluster for 2013 -2014: Under each focus area, all regional Cluster members are encouraged to share information amongst the cluster. This includes lessons learned, forms used, templates designed etc. The goal is to create better coordination between Cluster members but also to replicate good practice from different countries. Main areas of focus will be:

• Preparedness - Prioritize School Safety in national level clusters, Advocate for Child Protection in preparedness activities • Response - Standardize assessment forms across the Education Sector • Coordination - Formalizing arrangements between Cluster co-leads, SOP for Cluster, Roles and Responsibilities identified for Cluster members

Prioritized Countries: Fiji, Vanuatu, Solomon Islands, Samoa Focus and strategic priorities for Oct. 2013- 2014 [as per OCHA-suggested headings]: 1. Coordination & capacity building: Identify the education cluster focal points in each country, assist with the formalization of clusters at national level and ensure leadership arrangements have been signed and agreed upon. Provide capacity building support during surge capacity efforts in education response. 2. Advocacy: Cluster members to provide support to national stakeholders to ensure the development and/or implementation of Education policies and programs that adhere to Education in Emergencies principles. Advocate for Child Protection to be a key component of preparedness and response activities. 3. Preparedness: Focus on the pre-positioning of education supplies in coordination with national stakeholders. Distribute the stock lists to regional cluster members including lessons learned from contextualizing stock lists and ensuring pre-position items reflect inclusive development principles. Prioritize schools safety in national level cluster by providing access to guidelines developed and policies drafted in Fiji. 4. Information Management: Share completed activities (NGO mapping, MOU, ToR and SOPs) in Fiji Education Cluster with national level clusters. Complete 3W at regional level by combining national NGO mapping exercises. Ensure open communication between regional cluster members for information sharing and successful implementation of cluster activities. 5. Needs assessment and Analysis: Advocate for the standardization of assessment forms within national clusters using completed countries as example. Provide technical support/advice where needed on the development of standardize forms.


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6. Response: The regional Education cluster, upon request from national level stakeholders, can provide guidance to cluster members on response planning. Coordination between regional cluster members will be advocated for during response to ensure donor involvement. Minimum Standards will be advocated for with technical expertise offered to implementing countries. 7. Inclusive practices and approaches (i.e. gender, disabilities, protection, psycho-social): Engage with other national clusters to provide access for inter-cluster coordination. Provide assistance to national clusters in key components of gender and disability inclusive response. Advocate additional training in child protection and psychosocial support during preparedness planning and response.

Coordination & Capacity Building Strategic priority 1: Identify the education cluster focal points in each country, assist with the formalization of clusters at national level and ensure leadership arrangements have been signed and agreed upon. Provide capacity building support during surge capacity efforts in education response.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 1.1 1 Establish Focal Points contact list

1.1.1 Contacts identified and commitment sought from cluster members. Contact lists distributed to partners

Save the Children, UNICEF, MOE

TBA TBA

1.2 Formalize involvement of education stakeholders into national clusters

1.2.1 Have national level cluster members sign ToR for education cluster membership

SC, UNICEF, MoE

1.2.2. Sign MoU between MoE, SC and UNICEF on co-leadership SC, UNICEF and MoE – and in country partners

1.3 Strengthen stakeholder capacity to maintain effective coordination

1.3.1 Provide capacity building support during surge capacity efforts in education response.

UNICEF

Advocacy Strategic Priority 2: Cluster members to provide support to national stakeholders to ensure the development and/or implementation of Education policies and programs that adhere to Education in Emergencies principles. Advocate for Child Protection to be a key component of preparedness and response activities.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 2.1 Ensure regional and national strategies on DRM/CC reflect Education needs

Inform cluster members of national level policy and programming efforts and work for inclusion of EiE Principles.

2.2. Provide support for the inclusion of Child Protection in EIE programming and planning

Share Child Protection advocacy resources and materials between cluster members

2.3 Facilitate strengthened donor engagement

Reach out to donor partners in country and encourage cluster involvement

SC, UNICEF

Preparedness Strategic priority 3: Focus on the pre-positioning of education supplies in coordination with national stakeholders. Distribute the stock lists to regional cluster members including lessons learned from contextualizing stock lists and ensuring pre-position items reflect inclusive development principles. Prioritize schools safety in national level cluster by providing access to guidelines developed and policies drafted in Fiji.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 3.1 Pre-positioned items in country are coordinated with key stakeholders

Share pre-positioning plans between cluster co-leads NDMOs, line ministries Provide feedback to national clusters on successful pre-positioning efforts, including stock lists

Cluster co-leads

Develop regional advice on education pre-position supplies that take into account disability inclusiveness

Cluster co-leads


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3.2 School safety guidelines are developed or planned for MOE

Provide feedback from successfully implementation of school building guidelines to regional cluster partners

Cluster co-leads

Information Management Strategic priority 4 : Share completed activities (NGO mapping, MOU, ToR and SOPs) in national Education Cluster with regional clusters. Complete 3W at regional level by combining national NGO mapping exercises. Ensure open communication between regional cluster members for information sharing and successful implementation of cluster activities.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 4.1 Support the sharing and access of tools and information to strengthen Education preparedness and response

National cluster provide report on activities to regional cluster, including templates and information collected.

Cluster co-leads

Complete a 3W at regional level by sharing national level efforts and combining to identify key stakeholders

Needs Assessment and Analysis Strategic priority 5: Advocate for the standardization of assessment forms within national clusters using completed countries as example. Provide technical support/advice where needed on the development of standardized forms.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 5. 1 All clusters have nationally standardized assessment forms for education sector

Advocate for cluster co-leads to lead standardization process, and provide examples of completed forms from countries with standardization completed.

Needs analysis tools to be shared amongst regional cluster Response Strategic Priority 6: The regional Education cluster, upon request from national level stakeholders, can provide guidance to cluster members on response planning. Coordination between regional cluster members will be advocated for during response to ensure donor involvement. Minimum Standards will be advocated for with technical expertise offered to implementing countries.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS 6.1 All clusters are aware of surge capacity availability from regional cluster

Inform national clusters of education stakeholder contacts who can support in times of emergency

6.2 Donors present at national cluster meetings

Donors are informed of cluster meetings and needs of education response

Inclusive practices and approaches Strategic Priority 7: Engage with other national clusters to provide access for inter-cluster coordination. Provide assistance to national clusters in key components of gender and disability inclusive response. Advocate additional training in child protection and psychosocial support during preparedness planning and response.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS 7.1 Communicate with the other cluster national level to find avenues of inter-cluster coordination

Reach out to cluster co-leads to engage in their response and work plans, and to attend meetings.

Cluster co-leads

7.2 Education response has elements of inclusive development

Provide support in response planning stage to national Education clusters in components of inclusive development


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HEALTH AND NUTRITION CLUSTER GOALS:

• To reduce avoidable mortality, morbidity and disability, and restore the delivery of, and equitable access to, preventive and curative health and nutrition services as quickly as possible and in as sustainable a manner as possible in disaster affected populations in the Pacific region.

• To ensure that IASC principles that relate to health and nutrition constitute the foundation for all activities of the Pacific Humanitarian Team. KEY OBJECTIVES: § Ensure inclusion of key humanitarian partners for the cluster, respecting their respective mandates and program priorities § Plan and implement proportionate, appropriate and timely health and nutrition responses in humanitarian crisis situations which will address both the immediate needs of the

affected populations. This will be achieved through providing predictable, systematic and country-driven services. PRIORITIZED COUNTRIES: Fiji, Samoa, Solomon Islands, Vanuatu and Tonga PRIORITIZED AREAS OF RESPONSIBILITY (AORS): Health: WHO Nutrition: UNICEF Technical assistance for development work – WHO/UNICEF Coordination & Capacity building - WHO & UNICEF Preparedness and response planning – WHO & UNICEF Advocacy and resource mobilization – WHO & UNICEF Crosscutting issues – WHO/UNICEF and relevant partner (Food security, Gender) Community outreach: IFRC STRATEGIC PRIORITIES FOR 2013: 1. Health and nutrition coordination & capacity: maintain a coordinated and effective approach to the work of the PHHNC and its members 2. Health and nutrition advocacy: advocate with regional, national and relevant local stakeholders on selected health and nutrition issues in the Pacific region 3. Health and nutrition preparedness: continue building capacity of national disaster management agencies and focal points in priority countries 4. Health and nutrition response: provide support to national level response during emergencies 5. Health and nutrition mainstreaming: identify entry points for work across preparedness, response and recovery work


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Coordination & Capacity Strategic priority 1: Maintain a coordinated and effective approach to the work of the PHHNC and its members

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 1.1.Ensure appropriate and strengthened coordination with all humanitarian partners (including government and the private sector)

1.1.1. Organize cluster meetings on a quarterly basis (minimum) and more frequently if necessary.

WHO and UNICEF (regional) MOH (Country focal point) with support from NDMO and WHO/UNICEF

Meeting summary notes Follow up of meeting decisions

Fiji cluster will be invited as observer

1.1.2. Develop ToR for cluster WHO and UNICEF Agreed and endorsed TOR 1.1.3 Recruit an officer or consultant to support CLA as Focal Point providing regular updates of status of cluster member activities to lead agencies (incl. preparation and briefings at quarterly meetings, ICCG, etc.)

WHO and UNICEF ToR for the responsible officer drafted Funding for the post of PHHNC officer identified/mobilized

Subject to the funding

1.1.4 Identify focal points in countries WHO/UNICEF Cluster focal points identified and agreed 1.1.5. Review the performance of the cluster and make recommendations for strengthening it

Consultant

Performance review report Subject to the funding

1.2. Maintain knowledge and information management

1.2.1. Support inter-agency efforts for the adaptation of Global Health and Nutrition Cluster integrated needs assessment processes & tools such as HeRAMS

All members At least one country using HeRAMS for health resources availability assessment

1, 2.2. Develop & maintain list of current research & information-gathering activities pursued by PHHNC member

All members List of current research/protection studies

1.2.3. Maintain PHHNC page on the PHT website

OCHA, WHO, UNICEF Key PHHNC information readily/publicly available online

Funding needed

1.2.4 Review nutrition assessment tool used in Fiji and SI, for validation and modification to ensure alignment with Global Health and Nutrition cluster tools.

UNICEF,WHO, World Vision (Pacific) and other relevant agencies

Review report activity in UNICEF Regional workplan for 2014

Advocacy and Resource Mobilization Strategic Priority 2: Advocacy with regional and national stakeholders to actively support and participate in PHHNC activities.

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 2.1. Advocate with and mobilize relevant stakeholders with PHHNC related mandates

2.1.1. Map the NGOs of the Pacific region active in the health and nutrition support in disasters

WHO and UNICEF Findings of review

Human resources are needed to do this

2.1.2. Assign focal point for the vulnerable group in the cluster

All members

Focal point for gender, minority and disabled persons

2.1.3. Advocate for wider membership of PHHNC cluster

WHO/UNICEF with support from MoH, and other Key cluster

Widened membership of PHHNC list WHO/UNICEF at the regional level and with MOH in country.


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partners 2.2 Technical assistance to support necessary advocacy and resource mobilization.

2.2.1 Develop advocacy strategy and materials especially for acceptance and support (health & nutrition as human right issues), resource mobilization and awareness. (see 3.3 below)

WHO,UNICEF, UNFPA TOR for TA Advocacy strategy, materials Funding proposal for advocacy work

To be further discussed between the partner agencies

Preparedness Strategic priority 3: Continue building capacity of national disaster management agencies and health and nutrition focal points in priority countries

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 3.1. Build on and strengthen local capacity via training and other capacity building activities

3.1.1. Training workshop on the roles and responsibilities of health and nutrition cluster

WHO and UNICEF Training workshop Funding needed NiE awareness workshop for Sol Is in January (UNICEF)

3.1.2. Share relevant cluster guidance (hard / soft copies) with national stakeholders

All members Key documents disseminated

3.2. Technical assistance to develop PHHNC strategy and action plan and SOPs for preparedness and response

3.2 Undertake important development work for the HNC cluster including : -HNC Strategic Plan, TOR and SOPs -Advocacy plan and materials -Training needs of cluster members esp. focal points -Develop toolkits

WHO,UNICEF, UNFPA with support from OCHA

• TOR and final report including: (HNC strategic plan (document) TOR SOPs Advocacy materials and Toolkits

Funding support to be discussed by WHO & UNICEF

Response Strategic priority 4: Provide support to national response during emergencies

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS 4.1. Ensure timely and effective response

4.1.1 Pre-position emergency supplies WHO and UNICEF & UNFPA

A database of pre-positioned supplies of all PHHNC members

4.1.2 Convene PHHNC according to the IASC performance standards and Health Emergency Response Framework (ERF)

WHO and UNICEF

Performance review of PHHNC

Mainstreaming Strategic Priority 5: Identify entry points for mainstreaming health and Nutrition across preparedness, response and recovery work

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS 5.1. Roll out mainstreaming activities and resources

5.1.1. Promote health and nutrition mainstreaming through the PHT, inter-cluster coordination meetings & cluster contingency planning processes

WHO and UNICEF Regular representation of PHHNC at the ICCG

5.1.2. Advocate for mainstreaming of health and nutrition emergency preparedness activities in national government planning

WHO,UNICEF,UNFPA

National work plans incorporating Emergency preparedness activities

Collaboration with NDMO or its equivalents are needed


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PROTECTION CLUSTER (PHPC) GOALS: • To monitor and advocate for the effective integration of protection principles and protection-based activities into regional, national and local responses to disaster affected

populations in the Pacific region. • To ensure that IASC principles that relate to protection constitute the foundation for all activities of the Pacific Humanitarian Team. In supporting, monitoring and advocating for effective integration of protection into regional, national and local disaster response, the PHPC pursues a rights-based approach that seeks to promote safety, wellbeing and dignity for disaster-affected populations. This includes efforts to meet the needs, promote the rights, and build the capacity of the most vulnerable including the displaced, persons with disabilities, people living with HIV, older persons, children, ethnic or religious minorities, and other marginalised groups affected by disaster. The PHPC promotes the mainstreaming of fundamental protection principles - such as non-discrimination, gender analysis, safe and dignified access to basic services, identification of the most vulnerable, do no harm, and community empowerment - into all humanitarian activities in order to ensure that all affected people - women, men, girls and boys - can access adequate assistance and protection. The PHPC recognises that the primary responsibility for protection of disaster-affected populations rests with national governments and works to enhance national capacity to prevent and respond to protection concerns arising from, or exacerbated by disaster situations. In pursuing its objectives, the PHPC engages with government agencies, civil society and communities. KEY OBJECTIVES: § Raise awareness and build capacity of key regional, national and local (where applicable) stakeholders on protection principles and responsibilities; § Ensure emergency preparedness and response interventions address the most marginalised persons / groups; § Identification of protection concerns, gaps and challenges and communication of these to relevant partners and stakeholders; § Effectively mainstreaming protection concerns and approaches into the work of all sectors / clusters; § Provide support to national level protection clusters [when activated]; and § Coordinate protection activities during humanitarian emergencies that require an international response.

PRIORITIZED COUNTRIES: Fiji, Samoa, Solomon Islands, Vanuatu and Tonga PRIORITIZED AREAS OF RESPONSIBILITY (AORS): Child Protection in Emergencies: UNICEF & Save the Children (with support from GenCap) Gender Based Violence: UN Women & UNFPA (with support from GenCap & UNICEF) Land, Housing & Property, and Internal Displacement: UN Habitat & OHCHR STRATEGIC PRIORITIES FOR 2013: 1. Protection coordination & capacity: maintain a coordinated and effective approach to the work of the PHPC and its members 2. Protection advocacy: advocate with regional, national and relevant local stakeholders on selected protection issues in the Pacific region 3. Protection preparedness: continue building capacity of national disaster management agencies and protection focal points in priority countries 4. Protection response: provide support to national level protection response during emergencies 5. Protection mainstreaming: identify entry points for protection work across preparedness, response and recovery work


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Protection Coordination & PHPC Capacity Strategic priority 1: Maintain a coordinated and effective approach to the work of the PHPC and its members

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 1.1. Maintain the coordinated approach to the work of the PHPC and its members

1.1.1. Organize PHPC cluster meetings on a quarterly basis (minimum) and more frequently if necessary whilst maintaining email contacts between meetings.

OHCHR and UNHCR

Meetings and emails

1.1.2. Cluster leads and key agencies designate staff members as focal points for enhanced information sharing

OHCHR, UNHCR, UN Women, UNFPA, UNICEF, UN Habitat

Contact list of cluster and AoRs focal points updated [PHPC ‘core group’]

1.1.3 Focal Point Agencies ensure good information sharing within AoRs, and provide regular updates to PHPC lead agencies (incl. briefings at quarterly meetings)

UN Women, UNFPA UNICEF, UN Habitat, OHCHR, UNHCR

AoRs networks activated AoR updates provided at quarterly PHPC meetings

1.1.4. Liaise with GPC regarding support for protection training and other capacity building opportunities for PHPC members (inc. distance learning)

OHCHR, UNHCR

Information on protection training opportunities circulated to all PHPC members as they arise

1.2. Engagement with global and regional protection networks

1.2.1. Maintain awareness of the ongoing work of the Global Protection Cluster and its AoRs, and provide inputs to GPC development of protection tools and resources, based on Pacific experience

OHCHR, UNHCR, UNFPA, UNICEF, UN Women

Pacific experience fed into GPC

1.2.2. Pursue opportunities for PHPC engagement with the Australian Council for International Development (ACFID) Protection Working Group, and the NZ Council for International Development NGO Disaster Relief Forum to explore areas of collaboration & mutual capacity-building

OHCHR, UNHCR Participation in ACFID PWG and NZCID NDRF meetings and areas of potential collaboration identified

1.3. Maintain knowledge and information management

1.4.3. Support inter-agency efforts for the adaptation of Global Protection Cluster integrated needs assessment processes & tools

All PHPC members Protection integrated in common needs assessment methodologies / tools

1.4.4. Develop & maintain list of current research & information-gathering activities pursued by PHPC member and related to protection issues in the Pacific region that may inform protection assessment and programming in disasters

OHCHR, with regular input from all PHPC members

List of current research/protection studies/tools, and list of available trainings, updated and shared with PHPC members on a regular basis, including contact details of source organizations

1.4.4. Maintain PHPC page on the PHT website OCHA, OHCHR Key PHPC information readily/publicly available online


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Protection Advocacy Strategic Priority 2: advocacy with national and regional stakeholders on selected protection issues in the Pacific region

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 2. Advocacy with NDMOs and other relevant stakeholders to recognize and address the specific protection concerns & persons with specific needs, including displacement

2.1. Offer support in undertaking a review of existing protection coverage, including IDP issues, in NDMPs and NAPs in the Pacific region

OHCHR, OCHA, UNHCR with Brooking Inst. & SRSG Protection of IDPs

Findings of reviews (of evacuation plans, cyclone plans, volcano plans etc).

2.2. Develop and disseminate IEC materials on protection in emergencies including thematic advocacy messages, tools and materials, including on preventing and responding to GBV in emergencies; child protection in emergencies; protection of people with disabilities etc.

UN Women, UNFPA, GenCap OHCHR, UNHCR, UNICEF, Pacific Disability Forum (PDF)

Protection advocacy and IEC messages developed targeting key stakeholders involved in DRR/DRM including NDMOs, civil society and first responders

Protection Preparedness Strategic priority 3: Continue building capacity of national disaster management agencies and protection focal points in priority countries

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS 3. Technical assistance and practical protection guidance to national disaster management agencies and protection focal points in priority countries, including first responders

3.1. Activities to increase protection awareness and capacity of national protection actors at various levels

OHCHR, UN Women, UNFPA, UNICEF

Specific protection briefings and training activities, and inclusion of ‘Protection Mainstreaming in Emergencies’ sessions in CP, GBV or sectorial workshops targeting relevant national government & non-government actors

3.2.Pursue engagement with first responders such as National Red Cross Societies and other international or national NGOs for stronger protection response (including for the creation of protection structures)

OHCHR, UNHCR, UNFPA, UN Women, UNICEF

Contact established with National Red Cross focal points for Disaster Management within 5 priority countries, and opportunities for protection capacity-building explored

3.3. Share relevant IASC, GPC and other protection guidance (hard / soft copies) with national stakeholders

OHCHR, all PHPC members

Key documents disseminated

Protection Response Strategic priority 4: Provide support to national level protection response during emergencies

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS 4. Provide timely, adequate and coordinated support to national level protection responses to emergencies

4.1. Share Protection E-PREP and other protection materials with Protection Emergency Team (PET) roster members

OHCHR, UNHCR, PET roster members

Operational stand-by PET roster (incl. updated roster contact list available for season)

4.2. Review regularly Protection Emergency Preparedness and Response Plan (EPREP)

OHCHR, UNHCR with PHPC members

Updated Protection EPREP Input to review of UNDAC list of indicators


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Protection Mainstreaming Strategic Priority 5: Identify entry points for protection work across preparedness, response and recovery work

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS 5.1. Roll out protection mainstreaming activities and resources

5.1. Promote protection mainstreaming through the PHT, inter-cluster coordination meetings & cluster contingency planning processes

OCHA, OHCHR, UNHCR, UN Women, UNFPA, UNICEF, OCHA

Protection is mainstreamed throughout the PHT & cluster contingency planning

5.2. Disseminate protection tools & materials to other clusters to ensure that protection considerations and a rights-based approach are applied across response sectors

OHCHR, UNHCR, UN Women, UNFPA, UNICEF, OCHA

Key sectorial training activities include protection and apply a rights based approach

5.3. Attend cluster meetings during emergencies to ensure protection is incorporated into sectorial response

OHCHR, UNHCR, UN Women, UNFPA, UNICEF

SHELTER CLUSTER This 2013 working plan has been drafted using the work conducted between 2010 and 2013. All the shelter cluster sessions held during the PHT annual meetings of 2010 to 2013 have informed this work-plan as well as lessons learned from responses, strategic documents and IASC guidance documents. The yearly work plan elaborates priorities discussed and agreed to during the PHT annual meeting in November 2013. These priorities are not limited and/or restrictive. It can expand based on opportunistic circumstances and specific needs identified along the year as well as capacities to address them. This work-plan needs to be reviewed and approved by the PHT members as part of the validation process. Goal(s):

• To improve coordination among the national and regional shelter partners. • To improve coordination among the national and regional partners to meet emergency shelter needs in a timely way to the most vulnerable. • To improve shelter activities and evaluate progress through advocacy for safe building practices.

Prioritized Areas of Responsibility (AoRs):

1. Support service delivery 2. Inform strategic decision-making 3. Planning and strategy development. 4. Advocacy 5. Monitoring and reporting the implementation of the cluster strategy and results; recommending corrective action where necessary. 6. Contingency planning/preparedness/capacity building.

Focus and strategic priorities for Oct. 2013- 2014: (the following strategic priorities have been identified following the 6 areas of responsibility)

1. Clarify national level cluster system and coordination mechanisms 2. Improve coordination of initial damage assessment


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3. Improve information management and sharing 4. Key areas of advocacy: Standardization of NFIs, Evacuation centers assessment, donor advocacy 5. Improve sharing and monitor progress 6. Enhance shelter capacities at national level

Support Service Delivery Strategic priority : Clarify national level cluster system and coordination mechanisms

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS Coordination Mechanism

• Advocate for local level shelter cluster arrangements to ensure that discussions and decisions held at national level are being received at local level.

NDMO and all PHT members

At least 4 countries have started the discussion at national level

Conversely, this could also develop “bottom up” information management flows. Involve local Agencies to facilitate this process. E.g. CSOs could be well positioned to take on this role given their on the ground reach, links to government / business respectively, and strong presence in emergency response.

• NDMO to identify shelter cluster/team lead/focal point

NDMO At least 2 countries have appointed shelter cluster lead/focal point

• Lead focal point to develop ToR. Focal point/NDMO with technical support from IFRC

At least 1 lead/focal point has clear ToRs

Informing Strategic Decision Making Strategic Priority : Improve coordination of initial damage assessment

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS Better housing damage assessment

• Identify the gaps for getting IDA information out sooner and better

NDMOs/ PHT members At least one country has reviewed their assessments forms in coordinated manner

PHT members should be the ones participating to IDAs at national level and technical support at regional level

• In-country stakeholders consultation and agreement on assessment form

NDMOs/ PHT members At least 1 country has agreed on joint assessment and tested it

• Testing damage assessment form to ensure all stakeholders are involved

Planning and strategy development Strategic priority : Improve information management and sharing

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS Information Management

• What capacities of shelter cluster members and what they have to offer

IFRC (support from OCHA)

One regional mapping of shelter cluster actors is finalized – contact list updated

Will depend on acceptance of technical support at national level as well as capacities of IFRC to secure HR for this work

• Encourage systematic use of who is doing what and where (3Ws) matrix into preparedness and response mapping exercise

NDMO/IFRC/OCHA/PHT members

At least one matrix is available at regional level 80% of emergency shelter related response has been informed by shelter 3Ws matrix

Information sharing • Support emergency shelter related information management and sharing during emergency response

NDMOs/IFRC/PHT members

Emergency shelter response support related information is centralized at national level and shared with wider PHT members

Advocacy Strategic priority : Key areas of advocacy: Standardization of NFIs, Evacuation centers, advocacy to donors

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS Standardize Shelter • Encourage standard prepositioning at national NDMOs/IFRC technical At least one Pacific country has prepositioned Most likely Fiji


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Kits and NFIs:

level across all the stakeholders support standards emergency shelter and shelter kits • NDMO ensures compliance to shelter kits/NFI

standards NDMOs/IFRC/OCHA technical support

2 countries NDMO have standard list of NFIs NDMOs need first to define set and standard of NFIs they want in-country.

Standardization of Emergency shelters (evacuation centers)

• Sharing guidelines for EC assessment upon request

• Assessment of potential evacuation centres

• Retrofit EC to meet EC standards

IFRC NDMO/technical support upon request NDMOs

At least one NDMO has receive technical guidance for EC assessment At least 2 countries have undertaken EC assessment

Samoa is on going Prioritized countries Fiji and Samoa, potential for Tonga and others based on request

Donor advocacy • Messaging on shelter need; constant meetings with donors so timing of emergency funds meets changing needs

Focal point/NDMO with technical support from IFRC

One donor has committed to support emergency shelter in the Pacific at regional and national level

Will depend on needs and available HR. However it is already part of IFRC regional office current work.

Monitoring and reporting Strategic priority : Improve sharing and monitor progress

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/ INDICATOR STATUS / COMMENTS Improve response reporting and monitoring

• Monitoring, feedback and follow-up to identify impact vs. commitments


• Clarity on whose role it is to take M&E actions

• Visible through a common platform


M&E role and responsibility is defined into at least one country level ToRs for shelter cluster

Sharing good practices and monitoring cluster work

• Share reports on activity progress with cluster partners.

• Share response emergency shelter cluster lessons learned with PHT members

IFRC Response shelter cluster lessons learnt are shared with PHT members as well as good practices

Contingency planning/preparedness/capacity building Strategic priority : Enhance shelter capacities at national level

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS SOPs at National level/Guidance Notes (or Guidelines)

• Lead on specific shelter cluster contingency planning process in at least one country context.

Focal point NDMO with technical support from IFRC

One country has begun to develop SOPs/guidance notes (or guidelines) for shelter cluster management at national level

Building Shelter Capacity

• Preliminary assessment of existing capacities in country and specific needs in relation to capacity building for shelter

IFRC/OCHA/SPC Matrix of existing resources and capabilities versus needs

• Ensure emergency shelter kit trainings are conducted for Red Cross and non RC actors in preparedness time and during response

IFRC/NDMOs One module is developed to be part of the Emergency Response Team Training manual of the Red Cross national societies. Number of joint national emergency shelter kits trainings conducted.

• Support training in Evacuation Centre NDMOs/ SPC/ IFRC At least one training is delivered at national The countries most likely to move


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management to raise capacity at national level • Review the ECM training materials to ensure

the needs of people with disabilities are reflected.

SPC/PDF

level involving all actors in EC management At least one training is delivered at a sub-national level (e.g. Division, Province, Island, State) involving all actors in EC management Ensure participation of people with disability in these trainings National DRM trainers assist in/ lead the delivery of ECM training at national and sub-national levels

forward with ECM training are Fiji and Samoa. In both countries ECM will be delivered at the national level by the end of the month. The next step will be to revise the training to reflect their new national SOP/Guidelines. Then offer one course at the national level before moving to sub-national training

Capacity building information management

• Encourage joint training for IDA at national level

Focal point/NDMO /SPC / IFRC / OCHA

At least one country has developed a uniform national IDA form for use by all agencies At least one countries has established formal agreements between Government, Red Cross and NGOs to use a single national IDA form for data collection At least one country has completed inter-agency training on their national IDA process before the next cyclone season

Emphasise the need for standardised data collection feeding into a single assessment. Then work towards a training course that teaches people how to use the standard form and the process for data compilation. Rather than teaching them generic concepts and forms.

Inclusive practices and approaches Strategic Priority : Improve accessibility and security of Emergency shelter (Evacuation centres) to people with specific needs

OBJECTIVE ACTIVITY RESPONSIBILITY OUTPUT/INDICATOR STATUS / COMMENTS Address specific needs in evacuation centres

• List of accessible evacuation centres for people with disabilities

NDMOs One country has a list of evacuation centers accessible for people with disabilities

Need to be further discussed to see how NDMOs can get technical support to ensure this.

• Provide greater promotion and emphasis to cross-cutting issues in the shelter response.

Focal point/ technical support from IFRC

At least 2 examples of good practices for cross cutting issues, can be shared with PHT members

Visual media, for example similar to the BBB poster, could be used to promote this.

• Ensure protection issues are identified and address in evacuation centres during emergencies

Focal point/NDMO with technical support from IFRC/UNHCR

Will depend on needs and resources


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LOGISTICS CLUSTER

Objective Activities Responsible Indicator Timing Increase communication & coordination of logistics activities

1. Establish a regional logistics focal point (located in the Pacific region).

2. NDMOs clearly defines the base logistics needs. 3. Define requirements & actions associated with enhanced

surged capacity. 4. Link cluster to key ministry/NDMO focal points

1. OCHA/WFP 2. NDMOs 3. WFP 4. NDMOs

1. Formalised role for regional logistics focal person.

2. NDMO needs integrated into PHT emergency response manual.

Within 12 months

Increase capacity building & training activities

1. Logistics-focused trainings & simulation exercises for NDMO & PHT members.

2. Civil military training due to heavy presence of militaries in response in the region.

3. Initiate mentoring system & linking of DM activities between NDMOs/Governments.

1. PHT, NDMOs, Donors (through High Commission offices)

2. OCHA, NDMOs, SOPAC

1. Increased conduct of trainings and simulations inclusive of PICs.

Within 12 months

Enhance & integrate SOPs/Response plans

1. Logistics capacity assessments for remaining PICs in addition to the initial 6 countries.

2. Update key disaster laws and plans where appropriate. 3. Establish a regular mechanism for sharing of plans and

activities between and within PHT and NDMOs.

1. PHT & NDMOs 2. NDMOs 3. PHT & NDMOs

1. LACs 2. Use Logistics Cluster

website to establish a Pacific section for information sharing

Within 12 months

Ensure the inclusion of all community members

1. Plan logistics-focused trainings/activities such that it is accessible to all members of society through involvement of local NGOs, private sector, etc.

2. Package easy to handle relief items such that it is easier to carry.

3. Selection of relief items (size x weight) to be distributed based on accessibility.

PHT

1. Attendees to trainings/activities represent all mentioned sectors.

2. Guidelines for relief item distribution reference mentioned sizing needs.

Within 12 months


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Annex 6: Overview of PHT Position Statement Consultations Objective The goal is to deliver a PHT Position Statement that is collectively developed and owned by NDMOs and PHT partners which lays the foundations for a more coherent and collective understanding of the PHT and how it can best support national authorities and improved humanitarian action in the region. It is to be used to guide PHT activity over a six-year period from 2014 to 2020. Background The PHT Position Statement has been developed based on the findings of the PHT Performance Review 2008 to 2012, which found that NDMOs and PHT partners sought greater clarity on the PHT coordination arrangement. This included clarity on what the PHT is, the roles and responsibilities of PHT members, how it works and what the focus of PHT partners should be in the coming years. PHT Strategic Advisory Group In May 2013, a PHT Strategic Advisory Group was established on the advice of the former UN Resident Coordinator in Fiji, to lead the delivery of a PHT Position Statement. The group included representatives from AusAID, IFRC, ISDR, NDMOs in Fiji, Tuvalu and Vanuatu, NZ Ministry of Foreign Affairs and Trade, OCHA, Oxfam, SPC, UNFPA, UNDP, WHO and UNICEF. Members volunteered their own time to contribute to the delivery of a Position Statement which would reflect broader PHT stakeholder interests and be relevant and appropriate for the Pacific. Members met twice and contributed written inputs to the Position Statement over four months from June to September 2013. PHT Heads of Organization Group On 9 October 2013, the PHT Heads of Organization Group met to review the first draft of the PHT Position Statement prepared by the PHT Strategic Advisory Group. The Group provided inputs and agreed to share a draft for consultation purposes with PHT stakeholders at the 6th Annual PHT Workshop in October 2013. Consultations Consultations on the PHT Position Statement were held during the 6th Annual PHT Workshop from 21 to 25 October 2013. NDMO consultations took place on Day 1 and were followed with consultations with the broader PHT partnership on Day 4 of the workshop. NDMOs and PHT partners reviewed the draft developed by the PHT Strategic Advisory Group. Participants were also invited to provide their inputs on the PHT Position Statement during the week of the workshop. A final draft was developed based on the feedback and inputs received from NDMOs and PHT partners during the workshop. Participating organizations in the PHT Position Statement Consultations Fifty-seven participants from 40 organizations participated in the Day 4 consultations.

No Organization Country-base 1 Adventist Development and Relief Agency (ADRA) Fiji 2 Adventist Development and Relief Agency (ADRA) Vanuatu 3 AusAID/DFAT Fiji 4 AusAID/DFAT Australia 5 Australia Red Cross Society Australia 6 Caritas New Zealand 7 Council for International Development (CID) New Zealand 8 Emergency Management Cook Islands (EMCI) Cook Islands 9 Food and Agriculture Organization of the United Nations (FAO) Samoa 10 Habitat for Humanity Fiji 11 International Federation of the Red Cross (IFRC) Fiji 12 International Organization for Migration Marshall Islands 13 Ministry of Civil Defence and Emergency Management New Zealand 14 Ministry of Env. CC DM Solomon Islands 15 Ministry of Foreign Affairs and Trade New Zealand 16 Ministry of Internal Affairs Tonga


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17 Ministry of Justice and Communication Services Vanuatu 18 Ministry of Women, Community and Social Development Samoa 19 Ministry of Women, Social Welfare and Poverty Alleviation Fiji 20 National Disaster Management Office (NDMO) Fiji Fiji 21 National Disaster Management Office (NDMO) Kiribati Kiribati 22 National Disaster Management Office (NDMO) Marshall Islands Marshall Islands 23 National Disaster Management Office (NDMO) Nauru Nauru 24 National Disaster Management Office (NDMO) Samoa Samoa 25 National Disaster Management Office (NDMO) Solomon Islands Solomon Islands 26 National Disaster Management Office (NDMO) Tonga Tonga 27 National Disaster Management Office (NDMO) Tuvalu Tuvalu 28 National Disaster Management Office (NDMO) Vanuatu Vanuatu 29 National Emergency Management Office (NEMO) Palau Palau 30 NDMO Vanuatu Vanuatu 31 New Zealand Red Cross Society New Zealand 32 Oxfam Australia 33 Oxfam New Zealand 34 Vanuatu Humanitarian Team Vanuatu 35 Pacific Disability Forum Fiji 36 Save the Children Fiji 37 Secretariat of the Pacific Community (SPC) Fiji

38 The Foundation of the Peoples of the South Pacific International (FSPI) Fiji

39 UN Office for the Coordination of Humanitarian Affairs (OCHA) Fiji 40 UN Office for the Coordination of Humanitarian Affairs (OCHA) Papua New Guinea 41 UN Women Fiji 42 UNDP Pacific Centre Fiji 43 UNICEF Fiji 44 United Nations High Commissioner for Refugees (UNHCR) Australia 45 World Food Programme (WFP) Philippines 46 World Health Organization (WHO) Fiji 47 World Vision International Vanuatu

Final review The PHT Position Statement was reviewed by NDMOs and PHT Strategic Advisory Group following consultations and approved for sharing with PHT stakeholders in November 2013.


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Annex 7: PHT workshop evaluation

“By and large this has been a wonderful PHT. It has been the best of the 4 PHT’s I have attended. Facilitation was great. We have come a long way since the embryonic phase of the PHT. This week has truly taken the PHT to another level where things have crystalised in terms of clarity and commitment.

NDMO’s have been a great source of information for better support between them and the PHT participants. The proposed Strategy by SOPAC further provided the promise of stronger collaboration and

synergies to deliver our work better for the people of the Pacific. Vinaka Vakalevu!”

“With today’s discussions, we have really discussed some of the important and sensitive issues involving NGO’s and donors”

“NGO roundtable was very informative”

“This is the way to go – more dialogue and consensus on issues of common interest, for better preparedness response and recovery from emergencies and disasters”

“The PHT Position Statement is a well thought out instrument to facilitate the PHT”

“Great to hear about humanitarian financing and the HAP. Also disability inclusion was a great session.”

“A good spread of topics throughout the day”

“Great job to make it fun as well as informative!”

-Participants from the 2013 PHT Workshop Recommendations • Dialogue between NDMO’s and the PHT need to be enhanced and single NDMO’s need greater attention

and support • It would be valuable to have either a session or pre-prepared document with the plan of the NDMO’s for

their activities for the upcoming cyclone season e.g. contingency and sectorial plans • It would be useful to hear more direct experiences such as the one delivered by PDF • The next PHT Workshop should see the completion of the Position Statement and move into practical

work including Standard Operating Procedures and Coordination Tool • It would be more valuable to allocate greater time for the NGO’s to provide more information on their

activities and less on their role and functions • Greater time was needed for cluster discussion • Active participation is required throughout each day • We need more accountability of actions • A main point is that we need to be realistic with our concepts and plans

Documents

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