This guideline is an effort from the internationalDRR Community and brokered by UNISDR

Introductory CapstoneEnhancing Disaster Preparedness for Effective Response

Words into Action Guidelines

a companion for implementing Sendai Framework Priority 4

May 2017 - Consultative version

This Words into Action Guideline aims to support the practical implementation of the Sendai Framework for Disaster Risk Reduction Priority 4 component on enhancing disaster preparedness for effective response. It targets emergency managers, relevant government officials and other actors working to strengthen risk-aware disaster preparedness within and across sectors and at all administrative levels in a country. This guideline, envisaged as an introductory ‘capstone’, highlights the key principles and required actions outlined in the Sendai Framework to enhance disaster preparedness for effective response, points to existing resources that provide more detailed explanations and guidance, and illustrates implementation with examples. It consists of three main sections: Principles, Guidelines, and Practices

Target Audience: National Disaster Management Offices (NDMOs), Emergency Managers and relevant government officials, civil society and international organizations, within and across all sectors at national/local and global/regional Levels

Cover photo from DIPECHO project in Nicaragua: A local brigade in Somotillo, Nicaragua, is participating in a general simulation drill being held to strengthen local response capacities.

Photo credit: © Welthungerhilfe/Florian Kopp 2008, CC BY-SA 2.0, https://www.flickr.com/photos/eu_echo/8029613796/

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Words into Action: Enhancing Disaster Preparedness for Effective Response (Sendai Framework, Priority 4)

Contents

Contents 2 ..............................................................................................

i. Acknowledgements 3 ...................................................................................

ii. About Words into Action 4 ...........................................................................

Introduction 5 .........................................................................................

I. Principles 7 ..........................................................................................

II. Guidelines 10 .....................................................................................1: Understand risk and invest in preparedness action 10 ........................................2: Prepare for natural, man-made or other types of hazards 13 ...............................3: Engage key stakeholders and actors 13 ............................................................4: Ensure components and principles of preparedness, including gender equitable

and universally accessible response 14 .............................................................5: Operationalize response preparedness frameworks seeking interoperability

between local, national, regional and international systems 15 ...........................6: Link with “Build Back Better” in recovery, rehabilitation and reconstruction 16 .......

III. Practices 17 .......................................................................................

Next Steps 36 .........................................................................................

References 64 .........................................................................................

Annex 1: Sendai Framework Priority 4 – full text 65 ...................................................

Annex 2: Sendai Framework Guiding Principles – (a) through (i) 69 ................

Annex 3: Sendai Global Targets 70 .............................................................

Annex 4: Key Terminology 71 ....................................................................

Annex 5: Recommended Topics for Concise Thematic Guides 73.....................

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i. Acknowledgements

This guideline is the product of literature reviews, discussions and contributions from diverse stakeholders, as well as UNISDR-nominated experts appointed specifically for the development of the Words into Action guidelines.

UNISDR gratefully acknowledges the following individuals that have been part of the working group: Jonathan Abrahams - Disaster Risk Management Focal Point, Emergency Risk Management and Humanitarian Response, World Health Organization (WHO), Geneva; Sandra Averous Monnery – Programme Officer, United Nations Environmental Programme (UN Environment), Paris; Lisa Bothwell - Regional Integration Disability Specialist for FEMA Region VII, Federal Emergency Management Agency (FEMA), Kansas City, MO; Massimo Ciotti - Deputy Head of Unit, Head of Country Preparedness & Support Section, European Centre for Disease Prevention and Control (ECDC), Solna, Sweden; Anthony Craig – Chief, Emergency Preparedness and Response, World Food Programme (WFP), Rome; Beatriz Fernandez - Consultant, United Nations Environmental Programme (UN Environment), Paris; Rajan Gengaje - Head, Preparedness & Response Unit and Regional Disaster Response Adviser, United Nations Office for the Coordination of Humanitarian Affairs - Regional Office for Asia and the Pacific (OCHA), Bangkok; Alasdair Hainsworth – Chief Disaster Risk Reduction Services Division, World Meteorological Organization (WMO), Geneva; Oliver Lacey-Hall – Head, United Nations Office for the Coordination of Humanitarian Affairs (OCHA) - Indonesia, Jakarta; Jakob Lund – Programme Officer and Puk Ovesen - Consultant, United Nations Entity for Gender Equality and the Empowerment of Women (UNWOMEN), New York and Geneva; Jens Kampelmann– Sendai Focal Point a.i., German Federal Foreign Office (German FFO), Berlin; Masayo Kondo Rossier - Humanitarian Affairs Officer, United Nations Office for the Coordination of Humanitarian Affairs (OCHA), Geneva; Kate McCarthy-Barnett - Regional Disability Integration Specialist, FEMA Region I, Federal Emergency Management Agency (FEMA), Boston, MA; Marcie Roth – Senior Advisor and Director of the Office of Disability Integration and Coordination. U.S. Department of Homeland Security, Federal Emergency Management Agency (FEMA), Washington, DC; Sarah Wade-Apicella –Programme Officer, United Nations Office for Disaster Risk Reduction Office for Northeast Asia and Global Education and Training Institute (UNISDR ONEA-GETI), Incheon, ROK; Chadia Wannous - Senior Advisor, Scientific and Technological Community, United Nations Office for Disaster Risk Reduction (UNISDR), Geneva; Lana Garrels, Intern, and Pierre Willems –Consultant, United Nations Office for the Coordination of Humanitarian Affairs (OCHA).

Thanks to additional contributors: Oumar Camara, Chef de la Division Reconstruction et Rehabilitation, Service National de Gestion des Catastrophes et des Urgences Environnementales (SNGCUE), Guinea; Lorenzo Guadagno, International Organisation for Migration (IOM), Geneva; Joe Leitmann, Team Leader, Resilient Recovery & Urban Resilience, Global Facility for Disaster Reduction and Recovery (GFDRR), Washington, DC; Stefanie Mey-Richters, Desk Officer, Federal Office of Civil Protection and Disaster Assistance (BBK), Bonn, Germany; Jonathan Suk, Expert, Emerging Threats and Preparedness, and Svetla Tsolova, Senior Expert Monitoring and Evaluation, European Centre for Disease Prevention and Control (ECDC), Solna, Sweden.

Special thanks go to the coordinating author of this capstone guideline, Masayo Kondo Rossier of UN OCHA and to the Preparedness for Effective Response Words into Action facilitator, Sarah Wade-Apicella, Programme Officer, UNISDR ONEA-GETI.

UNISDR is also grateful to Craig Duncan, Senior Programme Officer, Dave Paul Zervaas, Programme Management Officer, and Alex Tsakiridis from the UNISDR Knowledge Management Unit, Jiyeong Jeong, Youmi Oh and Yuri Choe from UNISDR ONEA-GETI, and Lana Garrels and Pierre Willems from UN OCHA, for their contribution and research in developing the guideline.

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ii. About Words into Action

The Sendai Framework for Disaster Risk Reduction charts the global course of 1

action for disaster risk reduction (DRR) from 2015 to 2030. During the consultations and negotiations that led to its finalization, strong calls were made to develop practical guidance. This guidance would support implementation, ensure engagement and ownership of action by all stakeholders, as well as strengthen accountability in DRR.

As a result, paragraph 48(c) of the Sendai Framework calls upon “the United Nations Office for Disaster Risk Reduction (UNISDR), in particular, to support the implementation, follow-up and review of this framework.” The support would be carried out by “generating evidence-based and practical guidance for implementation.” This could happen through “close collaboration with States, and through mobilization of experts; reinforcing a culture of prevention in relevant stakeholders […]”

Accordingly, the Words into Action (WiA) implementation guidelines were introduced to support the above process by providing practical guidance on how to implement the Sendai Framework.

The different WiA guides may focus on a specific sector or stakeholder group. They are intended to ensure worldwide access to expertise, communities of practice and networks of DRR practitioners. The guidelines offer specific advice on the steps suggested to implement a feasible and people-centered approach in accordance with the Sendai Framework. While these guidelines are not meant to be exhaustive handbooks that cover each detail, those who need in-depth information will find pointers to other sources of information in addition to the annexes which contain further resources and examples.

The overall WiA strategy envisages three main outputs:

• Guidelines in practical, how-to-do handbooks, made readily accessible for local and field use, both printed and online

• 'How-to-do DRR' packages, maintained online and up-to-date, validated and co-curated by communities on PreventionWeb

• Information-sharing workspaces and on-line discussion forums, to provide support for communities of practice and professional networks

In short, the WiA guidelines are pragmatic roadmaps to programming an effective implementation strategy. This is facilitated by promoting a good understanding of the main issues, obstacles, solution finding strategies, resourcing and aspects for efficient planning.

The Sendai Framework for Disaster Risk Reduction 2015-20301

http://www.unisdr.org/we/inform/publications/43291

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Introduction

The global policy for reducing disaster risk and building resilience, the Sendai Framework for Disaster Risk Reduction 2015-2030 , reinforces the need for 2

States and other relevant stakeholders to manage disaster risk rather than manage disasters. The Framework builds upon the guidance given in its predecessor, the Hyogo Framework for Action (HFA), and continues to prioritize disaster preparedness for effective response within Sendai Framework Priority 4, with strong backing from UN Member States. Local, national, regional and international actors clearly understand the need for enhanced, risk-informed preparedness to ensure effective, efficient and timely response to both small-scale and large-scale disasters associated with all types of hazards.

The HFA (2005-2015) called for strengthening preparedness for response at all levels. It is recognized that significant disaster preparedness progress during the same decade led to a reduction of lives lost and increase in the availability of early warning, public awareness, response capacities and improved understanding of who does what when a disaster event occurs. 3

The increase in response capacities was variable across countries however: more action is needed to improve underlying levels of preparedness and to ensure that preparedness is continuously strengthened and updated in accordance with changes in risks and other dynamic factors in communities and countries, for example, the availability of information technologies. The Sendai Framework Priority 4 articulates this requirement to enhance disaster preparedness for effective response in order to contribute to achieving the Sendai Framework overall goal:

The substantial reduction of disaster risk and losses in lives, livelihoods and health and in the economic, physical, social, cultural and environmental assets of persons, businesses, communities and countries.

Priority 4 focuses on two areas of action: enhanced preparedness for effective response and the principle of ‘Build Back Better’, that is to say, the inclusion of risk management measures in the recovery, rehabilitation and reconstruction phases to reduce risks of future events. Priority 4 therefore represents an important emphasis on continuity and innovation. The continuity aspect is focused on the need to further improve preparedness for response, including through a renewed commitment to early warning systems that should be multi-hazard and multi-sectoral, and the preservation of functioning of critical

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Global Assessment Report on Disaster Risk Reduction 2015. 3

http://www.unisdr.org/we/inform/publications/42809

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infrastructures for the continued provision of essential services, such as health, education, transport, communications, power and water. It also includes the anticipation of “cascading disasters”, i.e. disasters that are magnified by multiple, sequential and interconnected hazards. Attention is also given to evacuation and displacement. This guideline will focus only on 4

the enhanced preparedness aspect, while other guidelines address other related areas.

Disaster preparedness is one of the best-documented aspects of disaster risk reduction. There are numerous guidance documents at local, national and global levels on this topic. Therefore, this guideline aims to briefly describe the key principles and required actions outlined in the Sendai Framework to enhance disaster preparedness for effective response, point to existing resources that provide more detailed explanations and guidance, and illustrate implementation with examples.

This guideline consists of three sections:

1. PrinciplesThis guideline recognizes the direct relevance of 9 of 13 Sendai 5

Framework Principles (a) – (i) as well as the seven Sendai Framework Global Targets (a) – (g). It aims to elaborate how the principles can be applied to enhancing disaster preparedness for effective response, and how preparedness actions contribute to achieving the global targets.

2. Guidelines This guideline directs practitioners to already existing guidelines to enhance disaster preparedness for effective response. While it highlights some examples, it is not exhaustive.

3. PracticeRelevant case studies or recommendations are included to illustrate key Sendai Framework principles and approaches in practice. It intends to inspire solutions and exchange among practitioners. Stakeholders are invited to share practices via the Community of Practice space https://cc.preventionweb.net/wia/preparedness/practice/.

Reading the Sendai Framework for Disaster Risk Reduction 2015 – 2030 4

http://www.unisdr.org/we/inform/publications/46694

Annex 2: Sendai Framework Guiding Principles – (a) through (i)5

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I. Principles

This guideline recognizes the direct relevance of the first 9 of 13 Sendai Framework Principles (a) – (i) and aims to elaborate how the principles can be applied to enhancing disaster preparedness for effective response, whilst taking into account national circumstances consistent with domestic laws, international obligations and commitments:

(a) [Primary responsibility of the State] Continue strengthening good governance in disaster risk reduction strategies at all levels, whilst improving preparedness and national coordination for disaster response, rehabilitation and reconstruction. The Sendai Framework provides an enabling framework for effective response to take action at two levels: 1) national and local levels, and 2) global and regional levels.

(b) [Shared responsibility] Enable others to take action: the state and its institutions cannot act alone to manage risk. Work together with all identified relevant stakeholders and across sectors at central and sub-national levels need to realize the most effective risk-informed disaster preparedness and response, as appropriate.

(c) [Protection] Apply and promote human rights standards to strengthen disaster risk management, including preparedness actions. Seek to prevent and reduce risk, including violations of international humanitarian and human rights.

(d) [All-of-society engagement] Leave no one behind: ensure inclusion and non-discrimination. Build on the principle of shared responsibility, and take the risks and needs of all people at risk into account in preparedness planning, tools and information. Engage them in the design and conduct of disaster preparedness, thereby reducing barriers to engagement and providing access to all, including people who are elderly, who have disabilities, who are poor and other people who have access and functional needs. Facilitate the participation and leadership of women in preparedness to ensure gender-responsive disaster risk reduction.

(e) [Coordination mechanisms] Systematically coordinate disaster preparedness within and across sectors at all levels, with clear coordination mechanisms at each level and between levels, as well as with organizations.

(f) [Empowering local decision-makers] Ensure enabling conditions are present to empower local authorities and communities to make risk-informed decisions in preparedness and response. This requires carrying out the all-of-society approach (inclusive of communities, industries and local governments), and accounting for gender equity, age, poverty,

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disability and other risk factors.

(g) [Multi-hazard approach and inclusive risk-informed decision-making] Prioritize disaster preparedness at organizational, local, national, regional and global levels on the basis of risk assessments, by mapping specific hazards, exposure, vulnerabilities and capacities. Be prepared for multiple hazards, including hazards that may be triggered by other hazards (cascading hazards such as ‘na-techs ’). Train decision makers 6

and practitioners in how to conduct and use the results of such assessments. Use and contribute to open-source risk data platforms to 7

exchange data and plan together.

(h) [Sustainable development] Plan and take disaster preparedness actions in coherence across relevant sectors such as agriculture, education, health, housing and urban development, among others. Disaster preparedness forms part of wider disaster risk reduction as it allows people, communities and institutions to take pre-emptive action and respond effectively to reduce the impact of disasters, while contributing to sustainable development.

(i) [Local and specific risks] Identify, analyze and evaluate all known risks as part of a comprehensive multi-hazard risk assessment that takes into account local and specific characteristics. This is required to determine the measures to reduce disaster risk, including to be prepared for effective response.

Global Targets

Enhancing disaster preparedness within and across all sectors in line with the Sendai Framework Principles will also contribute to the achievement of the seven Sendai Framework global targets 8

The targets related to disaster loss and damage aim to substantially reduce, by 2030:

(a) ! [global disaster mortality]

(b) ! [numbers of affected people]

(c) ! [economic losses in relation to global GDP]

(d) ! [disaster damage to critical infrastructure and disruption of basic services]

‘Na-tech’ refers to those technological hazards that arise directly as a result of the impacts of a 6

natural hazard event.

INFORM is a global, open-source risk assessment for humanitarian crises and disasters. It can 7

support decisions about prevention, preparedness and response (although currently data is largely available at national level only).

See Sendai Framework Global Targets Annex 3.8

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Embedding the following approaches in disaster preparedness for effective response actions will directly contribute to the achievement of these targets:

• Ensure the community is prepared to protect themselves from risks.

• Ensure all sectors whose actions contribute to reduced mortality (including emergency response and health agencies) are prepared for rapid response to save lives.

• Build resilience, coping capacity and self-reliance by enhanced and participatory preparedness and other forms of capacity development.

• Safeguard and support continuity of operations by formulating Business Continuity Plans (BCP).

• Include effective planning and resource allocation for post-disaster reconstruction of accessible public buildings, incorporating the “Build Back Better” concept, as part of emergency preparedness work.

The following targets also call to substantially increase:

(e) " [the number of countries with national and local DRR strategies by 2020]

• Ensure that effective response preparedness planning is included in the national and local DRR strategies, together with the establishment of the required coordination mechanisms at national and local levels for effective response.

(f) " [international cooperation to developing countries by 2030]

• Enhance cooperation to and between developing countries on risk-informed preparedness and capacity building for disaster and emergency response.

(g) " [access to multi-hazard early warning systems and disaster risk information and assessments by 2030]

• Ensure broader investment in accessible and inclusive early warning and two-way communication with disaster-prone communities to enable emergency management actors and communities at risk to take pre-emptive and protective action (such as evacuation) enhancing peoples’ situational awareness and the options open. 9

• Support the meaningful participation of women and marginalized groups in development of early warning systems to ensure their effectiveness in reaching people most at risk.

The IASC-ERP (Emergency Response Preparedness) approach includes this as a Minimum 9

Preparedness Actions/MPA.)

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II. Guidelines

Using existing guidelines

This introductory ‘capstone’ guideline aims at promoting smooth operations between existing guidance and initiatives to provide direction for risk-informed of disaster preparedness for response required to implement the Sendai Framework.

To do this, the aforementioned nine Sendai Framework Guiding Principles need to be taken into account, and the following concrete approaches taken when using existing guidance.

1: Understand risk and invest in preparedness action Enhancing disaster preparedness for effective response requires knowledge of what risks and for events to be prepared for. This involves two closely interrelated components, both of which have two broad elements:

1.1 Know the risks through risk assessment.

• Know and communicate which types of events, due to natural and human-induced hazards such as climate-related hazards, could occur in the local context as well as those that might originate elsewhere but pose a local risk such as epidemics and pandemics and infrastructure failure

• Assess if they are likely to happen, in the local context (the risk profile)

• Know and communicate the current and projected situation related to each of these events (risk monitoring and early warning)

• Know people’s exposure, vulnerability and capacity - especially the risk factors (e.g. poverty, gender inequality, age, disability), including through systematic collection, analysis and use of sex and age disaggregated data and consultation with affected women and men and marginalized groups, to develop preparedness measures including the design of the most appropriate response plans for the community at risk.

1.2. Design and plan for preparedness action:

• Invest in basic preparedness action that is relevant to all or most of the 10

potential events, using an all-hazards approach

To help UN Country Teams establish a minimum level of response preparedness the ERP 10

approach provides a group of Minimum Preparedness Actions (MPAs). These measures serve as the basic building blocks of emergency preparedness. They are relevant for all country contexts and usually do not require significant additional resources to implement.

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• Invest in additional targeted preparedness action , including contingency 11

planning to achieve a state of readiness to respond to specific situations

• Invest in capacity development to build and maintain the ability of women and men, girls and boys, people with disabilities and others with access and functional needs, organizations and societies to successfully manage their risks themselves

Preparedness for Disaster Response Actions

The following types of preparedness actions can be supported by checklists: 12

✓ Lead and Coordinate: include local authorities, civil society and communities

✓ Identify, Assess and Monitor All Risk: by analyses of hazards, exposure, vulnerability and capacities using sex- and age-disaggregated data (e.g for hydrometeorological, geophysical, biological and technological hazards)

✓ Put Early Warning Systems in Place: ensure the participation and needs of all

✓ Assess and Collect Needs of All: manage and disseminate information including sex- and age-disaggregated data and disability and access and functional needs (needs assessment and information management)

✓ Assess Operational and Human Capacities: identify who knows and does what where, and what’s needed where across sectors and communities

✓ Formulate Risk-informed Emergency Response, Contingency and Business Continuity Plans: ensure plans are based on risk assessments of multi-hazard, specific hazard and climate scenarios , and identification of accountabilities for maintaining relevance of the plans 13

The ERP approach also provides a group of Advanced Preparedness Actions (APAs) to help 11

Country Teams increase preparedness once they identify a specific moderate or high risk. These actions take the humanitarian community to a state of readiness to respond, and build on the MPAs already in place.

Minimum Preparedness Actions (MPAs) and Advanced Preparedness Actions (APAs) that form 12

part of the current Emergency Response Preparedness (ERP) approach of the IASC have inspired these preparedness actions. The Inter-Agency Standing Committee (IASC) is a unique inter-agency forum for coordination, policy development and decision-making involving the key UN and non-UN humanitarian partners. The IASC was established in June 1992. https://interagencystandingcommittee.org/about-iasc

For an elaboration of risk-informed contingency planning, see Chapter 2 - Key Components in 13

Preparedness Planning, section 2.1 on Contingency Planning in the Disaster Preparedness for Effective Response Guidance and Indicator Package for Implementing Priority Five of the Hyogo Framework

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✓ Plan for External Assistance and Support: consider sub-national, national, regional and international levels

✓ Prepare to Make Funding and Alternative Relief Arrangements: understand available mechanisms

✓ Communicate, Educate and Train: ensure plans are communicated, and capacity and understanding built among all actors and all target recipients

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Coherence at all levels Preparedness can be seen as coherent action within and across multiple levels and sectors Understanding that preparedness is an investment is important. Even if a hazardous event does not materialize, in many - if not most - situations, basic multi-hazard preparedness and additional

actions to achieve readiness to specific hazards will have longer lasting beneficial effects. For example, conducting simulations to test readiness contributes to raising awareness of risks and the capacities required to respond.

A realistic appreciation of current and likely future capacity to

respond to events from different hazards and of varying magnitudes and is also important. This will inform any potential need for external assistance, including

national assistance to local actors and regional or international assistance to national responders. If this is a potential requirement, sources of

external assistance should be included in planning and other preparedness action.

Lead

ersh

ip Coordination

Across all functional response areas

Same functional response area

Response organizations

Communities and households

Individuals

All-of-Society engagement

✓ Conduct Simulations: “stress-test” plans and to ensure individuals and organizations understand their roles and the roles of others

✓ Stockpile Relief Supplies: Ensure a reserve of required supplies and/or establish arrangements for timely acquisition of relief supplies

✓ Identify and Advise Requirements to Change Standard Arrangements: including standard operating procedures for initial phases of response, implemented as part of basic preparedness actions

Refer to selected list of existing guidance to take a risk-informed approach to disaster preparedness for response on pages 38-40.

2: Prepare for natural, man-made or other types of hazards The Sendai Framework promotes an inclusive, multi-hazard approach to enable risk-informed decision-making. Guidance materials are abundant in understanding types of risks and region/county that are at risk. The selected list of guidance can contribute to determining existing risk factors and demonstrate approaches to disaster preparedness for effective response, in particular, at national and local levels, including communities and individuals.

An all-hazards approach whereby common capacities provide for an effective and efficient way to address a wide range of risks should be applied. However, it should be noted that specific risk scenarios require adaptation of these capacities and greater emphasis on certain capacities, for example, disease surveillance, diagnostic services, vaccines and pharmaceuticals for biological hazards.

Refer to selected list of existing preparedness and disaster risk management guidance to prepare for natural, man-made or other types of hazards on pages 41-46.

3: Engage key stakeholders and actors The Sendai Framework also focuses on all-of-society engagement in disaster risk reduction. Therefore when planning and conducting preparedness actions, participatory approaches and inclusiveness should always be kept in mind. Stakeholders include those parts of the community and country who are at risk of disasters and those actors who contribute to disaster risk management, including all public sectors, businesses and business persons, civil society organizations, voluntary work organizations, academia, regional and international actors, and community leaders and members, including children and youth, persons with disabilities and others with access and functional

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needs, older persons, indigenous peoples, and migrants . Available guidance 14

materials focus on different stakeholders at different levels in planning and conducting preparedness actions.

Refer to selected list of existing preparedness and disaster risk management guidance materials on engaging key stakeholders and actors pages 46-60..

4: Ensure components and principles of preparedness, including gender equitable and universally accessible response In order to ensure the goal of Sendai Framework is met, it is important to use of all appropriate resources, incentives and decision-making responsibilities to embed the Sendai Framework Principles, including the principles of universal design . Designing and implementing enhanced preparedness plans cannot 15

be done without women and girls, men and boys, people with disabilities, people with different barriers (cultural, linguistic, legal), older persons, indigenous peoples, migrants or others with access and functional needs and vital capacities, their organizations and networks.

For example, the potential and actual contributions in terms of skills and capacities of women to prepare for disaster and ensure community resilience remain under-utilized. Women are often the drivers, strong networkers and caretakers in the community, playing a constructive and productive role in preparedness. Few women leaders participate in national and local disaster risk reduction platforms, however. For effective preparedness it is necessary to have the substantive participation of women from disaster-prone communities with the necessary and knowledge about the gendered dimensions of disasters. Local grassroots organizations and women’s groups are often key informants, knowledgeable of local needs and opportunities, as well as important community mobilizers.

Components and principles of preparedness must be based on equal access -- effective communication, physical accessibility and programmatic modification -- equal opportunity, self-determination, inclusion, and integration at no charge.

Refer to the Sendai Framework, section V, Role of stakeholders.14

The term "universal design" was coined by the architect Ronald L. Mace to describe the concept 15

of designing all products and the built environment to be aesthetic and usable to the greatest extent possible by everyone, regardless of their age, ability, or status in life. https://www.ncsu.edu/ncsu/design/cud/about_us/usronmace.htm

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Refer to selected list of existing guidelines on components and principles of

preparedness, including gender equitable and universally accessible response page 52-61.

5: Operationalize response preparedness frameworks seeking interoperability between local, national, regional and international systems A thorough preparedness framework forms the foundation for effective response, both at national and local levels and at regional and global levels. Such a framework, especially if elaborated in a collective, participatory manner, enables interoperability of stakeholders at all levels.

National and Local Levels At national and local levels, a thoroughly laid out preparedness framework consists of three sub-elements: the strategic framework, the legal framework and finally, response plans. Where necessary, those sub-elements may preliminarily be supplemented by basic or minimum preparedness actions (MPAs).

Strategic Framework, Legal Framework and Response PlansThe strategic framework for a given country forms the overarching structure, which needs to be broken down into corresponding legislation and further be spelled out in corresponding response plans.

The legal framework translates the strategic framework into a hierarchy of norms - at the levels of constitution, national legislation, sub-national level legislation where applicable, and local legislation. It describes the structure of the national preparedness system and foresees and further defines a corresponding hierarchy of response plans.

Response plans spell out the actions to be taken to respond to emergencies in accordance with strategic and, in most cases, legal frameworks. Much emphasis needs to be put on standard operating procedures (SOPs), together with corresponding easy-to-use checklists and templates.

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In 2013, the United Nations Office for Disaster Risk Reduction (UNISDR) produced the results from a global survey on the experiences of people with disabilities in disasters and in disaster management. The survey showed not only the lack of personal preparedness plans with 71 percent reporting that they did not have one, but how often people with disabilities are being left out of the development of community plans with 50 percent expressing a desire to participate. Planning without people with disabilities and access and functional needs and their organizations takes away from the empowerment, inclusiveness, non-discrimination and accessibility required to reduce disaster risk.

> https://www.flickr.com/photos/isdr/10184703984/in/set-72157634649035180 > http://www.unisdr.org/2013/iddr/

The conjunction of strategies, legislation and response plans need to cover the following areas:

• Roles and responsibilities: leadership, coordination and multi-stakeholder engagement

• Risk assessment and monitoring, early warning

• Finances

• Management

• Communications, information management

• Operations

• External international assistance, coordinated action in disaster preparedness

Global and Regional Levels The following three actions will need appropriate frameworks:

• Early warning

• Regional operational mechanisms and sharing of response capacities

• Guidance instruments for coordinated action in disaster preparedness and response

Further information will be available in the Words into Action concise guide on “Response Preparedness Frameworks”.

Refer to selected list of existing guidelines response preparedness frameworks for risk-informed response on page 61-62.

6: Link with “Build Back Better” in recovery, rehabilitation and reconstruction While one part of Sendai Framework Priority 4 is about “enhancing disaster preparedness for effective response”, the other part is about preparedness for and implementation of “build back better” in recovery, rehabilitation and reconstruction. There are opportunities to strengthen preparedness for effective response in the post-event recovery period and the aftermath. Additionally, recovery planning to "Build Back Better" must be done pre-disaster.

Refer to selected list of existing guidelines on linking preparedness with ‘Build Back Better’ pages 62-64.

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III. Practices

In this section, practices and recommendations on how to implement and conduct risk-informed preparedness are presented to illustrate the first 9 of 13 Sendai Framework Principles (a) – (i), as elaborated in Section I of this guideline.

(a) [Primary responsibility of the State]MOZAMBIQUEBuilding up preparedness capacities Mozambique suffers frequent floods and cyclones. Floods in 2000 and 2001 affected over four million people; the 2000 floods also cost the country a fifth of that year’s gross national product. The government subsequently strengthened its preparedness and response capacity, setting up a structure to coordinate disaster management at all levels, from central government to local administrations and communities. A new national disaster management agency (INGC) was created in 2000, followed by a national emergency operations centre and three regional centres. International donors gave support to train staff and equip the national headquarters and regional centres. The new structure was based on Latin American models, and specialists from that region were brought in to give advice. In 2006 the government published a comprehensive strategy for disaster management and vulnerability reduction.In February 2007 there was severe flooding in the Zambezi river basin and the southern coast was hit by a cyclone. The two events forced over 300,000 people from their homes and tens of thousands lost their crops; essential infrastructure was badly damaged. Actions coordinated by the INGC and regional emergency operations centres prevented many deaths and evacuated more than 200,000 people to temporary camps and resettlement sites established after the 2000–2001 floods. Whereas in 2000–2001 Mozambique had depended heavily on foreign aid and international agencies had led the response, in 2007 the government coordinated response efforts and did not appeal for international assistance.Good Practice //

• A national disaster management agency was established, followed by a national emergency operations centre and three regional centres.

• The improved emergency preparedness structure enabled informed and rapid decision-making during the crisis.

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• Simulation exercises also contributed to the effectiveness of the response.

• The government stockpiled relief supplies against the threat of floods, key staff were moved to the regional operating centres well before the waters arrived and communities monitored water levels.

• Because disaster preparedness had been made part of the school curriculum there was better awareness of flood risk and the appropriate actions to take.

C. Foley, Mozambique: A Study in the Role of the Affected State in Humanitarian Action (London: ODI, 2007), http://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/3423.pdf

(b) [Shared Responsibility] PAKISTAN Earthquake Reconstruction and Rehabilitation Authority of Pakistan (ERRA) Institution-building and capacity building for local governments Following the 8 October 2005 Earthquake the Government quickly established national agencies for relief and reconstruction. The Earthquake Reconstruction and Rehabilitation Authority (ERRA) has been integrating disaster risk management into its community preparedness work, with a guidebook for mainstreaming disaster risk reduction into development, hazard indication maps for the districts of Mansehra and Muzaffarabad, and Disaster Management Committees and Emergency Response Teams being established in 112 Union Councils across the two districts. Good Practice //

• The project mainstreamed disaster risk reduction into district development processes with technical support from national and international partners.

• Workshops developed guidelines for integrating disaster risk reduction in future development planning, and in national reconstruction planning.

• A concise mainstreaming guidebook has been compiled for district planning officials

Local Governments and Disaster Risk Reduction Good Practices and Lessons Learned: A contribution to the “Making Cities Resilient” Campaign. (UNISDR, 2010) INDONESIA Asian Disaster Preparedness Center, Bandung Institute of Technology & Jakarta Provincial Government

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Many partners, one system: An integrated Flood Early Warning System (FEWS) for JakartaIntegrating improvements into the Flood Early Warning System for Jakarta has been a true multi-stakeholder process, involving a huge range of local authorities and partners. Through managing everyone’s interests and roles, and improving coordination, the Early Warning System was upgraded from top to bottom. Technical improvements made earlier flood warnings possible. Preparedness capacity was built and streamlined. Key coordination hubs and standard operating procedures were established and tested with comprehensive drills, so that institutions and communities are ready to act on warnings.Good Practice //

• This was a successful example of a multi-level multi-stakeholder collaboration between the national, provincial and city governments, working with local NGOs and communities, for a fully integrated early warning system. Each stakeholder actively fulfilled their roles and responsibilities, and there was a common vision and shared perspective on improving the Integrated FEWS.

• Stakeholders at all levels were involved in a mix of multi-level capacity building activities, such as training of trainers and simulation exercises, from government institutions to very local communities. This raised the level of readiness of the government officials in charge of disseminating warnings and hazard information, as well as preparing communities better for response, evacuation, and coping strategies.

• Participatory consultation was built in through creating a feedback process. The Participatory Feedback Groups attended by all stakeholders bridged the gap between government and community perceptions of flood risk reduction initiatives.

• The existence of a Technical Working Group consisting of experts from prominent institutions was a key factor for success.

Local Governments and Disaster Risk Reduction Good Practices and Lessons Learned: A contribution to the “Making Cities Resilient” Campaign. (UNISDR, 2010)

TANZANIA –setting up a Flexible Framework on chemical accidents prevention and preparedness Programme Over 90% of the chemicals used and handled by companies in Tanzania are imported. Accidents related to chemical spillages were reported, which were caused during road transportation of substances by fuel tankers and trucks. These accidents from the transportation of chemicals led to fires frequently resulting in casualties.

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Recognizing the need to improve the sound management of chemicals, the Government Chemist Laboratory Agency (GCLA) – the implementation Agency for the Industrial and Consumer Chemicals in Tanzania, in collaboration with UN Environment and the Swiss Federal Office for the Environment (FOEN), initiated the Chemical Accident Prevention and Preparedness (CAPP-TZ) programme project in Tanzania, in order to prevent and prepare for major chemical accidents in Tanzania, and thus to improve industrial safety and safety of local communities nearby areas of potential industrial risks. The CAPP-TZ project involved the implementation of the Flexible Framework for Addressing Chemical Accident Prevention and Preparedness (CAPP), an initiative led by UN Environment that promotes the improvement of prevention and preparedness to chemical accidents, in order to address the risks associated with chemical accidents. The nature of “Flexible Framework” reflects that it can be developed by any country, regardless of location, size or industrialization level, and thus expected that each country would be able to design its own programme.Through the implementation of UN Environment’s Flexible Framework for Addressing Chemical Accident Prevention and Preparedness (CAPP), it was possible to improve Tanzania’s situation about chemical risk management and accident prevention

Good Practice //

• By improving the ability of relevant agencies and institutions in Tanzania, the capacity of the country to prevent and prepare for chemical accidents could be improved, and thus of the safety of communities living near industrial areas.

• The CAPP-TZ project resulted in the creation of a Roadmap, which outlined the steps needed for Tanzania to implement a CAPP programme, providing a framework and timeline to develop and accomplish the activities, as well as ensuring some national budget was allocated to CAPP implementation.

• The CAPP-TZ project improved coordination and communication among government agencies, industry representatives and other stakeholders.

UN Environment

(c) [Protection] SOUTH-EAST TURKEY Refugee Inclusion in Earthquake Casualty EstimationEarthquake risk analyses are an essential part of the disaster risk

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reduction process, helping to inform resource allocation pre-event and direct humanitarian aid response post-event. Earthquakes are environmental hazards with long return periods. For this reason, long-term earthquake risk assessments are often favoured over their short-term counterparts. In Turkey, these assumptions are being challenged by the current scale of social and political upheaval. Since 2011, Turkey has accommodated nearly 2.8 million Syrian refugees amidst the ongoing Syrian civil war. In contrast to other Middle Eastern countries, only a small portion of Syrian refugees in Turkey (~10%) reside in refugee camps. The remaining Syrian refugee populations have settled in local villages and cities – increasing occupancy in existing structures, many of which are highly vulnerable to earthquake shaking. The seismic resistance of Turkey’s building stock remains a major area of concern in light of high collapse rates during recent earthquakes. The prevalence of Syrian refugees living outside of formal camps is an important distinction for earthquake risk assessments. With population density increases exceeding 10 per cent in several south-eastern provinces, it is becoming increasingly important to integrate Syrian refugee populations into existing population models rather than to analyse their situations in isolation. Yet, the data sources commonly used in earthquake risk assessments are not updated frequently enough to support this type of analysis. In an effort to account for refugee populations in earthquake casualty estimations, the population estimates from the Turkish Statistical Institute’s Address Based Population Registration System (ABPRS) were adjusted to include statistics on Syrians under temporary protection, available from the Directorate General of Migration Management (DGMM) of Turkey. While this process is straightforward, it is limited in scope to refugees who are formally registered by Turkish authorities. Displaced populations and unregistered refugees remain unaccounted for in our modified population model.

Good Practice //

• Using these two population scenarios (ABPRS and refugee-adjusted ABPRS), a comparative analysis could be performed on earthquake casualty estimations across south-eastern Turkey.

• 15 earthquake scenarios were simulated at varying fault locations and earthquake magnitudes, comparing the casualty estimates produced before and after including refugee populations. This process had two fundamental goals: (a) to understand the impacts associated with earthquakes in provinces with varying refugee populations; and (b) to determine the underestimations associated with a standard census-based population model.

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• Including Syrian refugee populations in earthquake casualty estimations increased the total number of projected casualties in earthquake scenarios across south-eastern Turkey. These increases ranged from a few extra casualties to 1,579 additional casualties, varying with earthquake location and magnitude.

For government and aid agencies working to provide a region with aid post-event, understanding these varying scales is important for implementing adequate response plans. With refugee casualties reaching hundreds of individuals in over 50 per cent of this case study’s simulations, it is clear that short-term population movements are an important consideration for scenario-based risk planning activities.

Bradley S. Wilson and Thomas R. Paradise from forthcoming MICIC studies

Disaster Preparedness among Migrant Farmworker Communities in the UNITED STATES Empowered Action During Disaster

During and immediately following the wildfires that ravaged Southern California in October 2007, migrant farmworkers in Southern California faced pronounced barriers to information, resources and recovery that negatively impacted an already socioeconomically vulnerable community. In the wake of this disaster the Farmworker CARE (Collaboration/Communication, Activism/Advocacy, Research/Resources and Empowerment/Education) Coalition mobilized to assess and mitigate the impact of the fires upon the migrant farmworker community as well as build the capacity of the coalition and community to respond to the specific needs of the community in future disasters.

Migrant farmworkers, mostly from Mexico, make a significant contribution to the over USD30 billion agricultural industry in the state of California, yet these communities live in poverty, have limited access to healthcare and health insurance, and largely underuse public service benefits they may qualify to receive. In the U.S.-Mexico border region migrant farmworker health is further hindered by a strong presence of Immigration and Customs Enforcement (ICE) vigilance that shape daily life for undocumented migrants. The impact of ICE presence (the “migra”, in Mexican slang) cannot be understated. Fear of deportation follows migrants like a shadow, people avoid travelling outside of their homes unnecessarily and know that even a quick walk to drop off a child at school might result in being arrested. This enforcement combined with anti-immigrant sentiment and political and social exclusion has led to pronounced health disparities for migrant farmworkers in the region.

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The 2007 California Firestorm consisted of 8 separate fires that lasted for 10 days, burning 368,316 acres and destroying 1,751 homes. Researchers at California State University San Marcos’ National Latino Research Center were among the first to receive reports from migrant farmworker community leaders active in Poder Popular. In the midst of the disaster the news was dire: migrant farmworkers were ordered to continue working in the fields despite evacuation orders and heavy smoke and ash in the air; evacuated migrants were turned away from receiving disaster relief and some were asked for identification to check their immigration status at evacuation shelters; migrants affected by the fires were not seeking out necessary health care, many did not know where to access shelters or what their rights were; many families did not heed evacuation orders for fear of deportation; an entire mobile home park housing migrants burned within minutes in the middle of the night, sending families running for their lives to the local hotel on the Indian reservation where they lived.

Coalition members worked fast to aid where possible, and joined forces with other immigrant rights activists that were also witnessing gross negligence and injustices, on the part of disaster management organizations and local and federal authorities, in addressing the needs of immigrants during and following the fires.The experience of the Coalition’s disaster response forced agencies and community leaders to recognize the lack of proper infrastructure needed to respond to disaster in a meaningful way. It was clear that the Coalition needed to both forge partnerships with other key actors and build its own organizational capacity in key areas of disaster response. One result of the disaster was a significant increase in coalition membership.Good Practice //

• Building a coalition before a disaster is vital to being able to develop and manage disaster preparedness projects.

• Capacity building at all levels is integral to implementing disaster preparedness work specific to migrant communities.

• Expand partnership: A key strategy employed in the development of the response plan during disaster was the expansion of partnerships in areas not represented in the Coalition, yet vital in times of disaster, migrant-language media (including local radio and TV stations in migrant language, as well as larger companies that broadcast locally), food banks, disaster preparedness organizations, and faith based organizations to join its efforts.

• Advocacy on behalf of the migrants to uphold their civil and human rights of is vital to the success of disaster preparedness efforts.

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• Development and maintenance of a disaster preparedness plan for migrants is a continuous process which requires dedicated personnel, community involvement, financial resources, and capacity building.

Konane M. Martínez Ph.D. and Arcela Núñez Álvarez Ph.D., National Latino Research Center, California State University San Marcos from forthcoming MICIC studies

(d) [All-of-society engagement] Indonesia National Agency for Disaster Management, Indonesia The joint management of Merapi VolcanoThe Merapi Forum is an example of a true local multi-stakeholder forum that brings together local and national government, community volunteers, the media, educational institutes, the private sector, NGOs and donors, to jointly manage the risks posed by the active Merapi Volcano. With a mandated parent agency at central government level, local governments have helped coordinate many partners to design and carry out risk mapping, preparedness planning and mass community drills.Good Practice //

• It is a mainly local initiative, initiated by local government authorities.

• The participatory process gives space for the communities to take the lead in their areas of disaster risk reduction responsibility.

• Ownership was fostered among the stakeholders, particularly between community members directly facing the risks of the volcano and the local governments. There was substantial willingness among different stakeholders to contribute resources to the joint programs and activities.

• Local governments acknowledged and appreciated the work of the grassroots communities.

• Different levels of government were committed to the project. Practical support is provided by central and provincial governments, including the Indonesian National Agency for Disaster Management and Ministry for Energy and Mineral Resources.

• The complex obstacles faced were resolved through: Deliberation and consensus building, Actual involvement of local communities in mapping hazard risks, Broad-based multi-stakeholder participation from local communities to international donors and development NGOs, combining local wisdom on early warning with scientific findings.

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India-State National Disaster Management Authority-Tsunami Early Warning and Community Preparedness Drills

While a tsunami cannot be prevented, its impact can be greatly mitigated through regular community-wide preparedness including training and drills, timely warnings, effective response, public awareness and education. India pursues a de facto "zero casualty" policy through a system-wide approach to preparedness planning: the Indian Tsunami Early Warning Centre (ITEWC) hosted at the Indian National Centre for Ocean Information Services (INCOIS) in Hyderabad has a dissemination plan that reaches out to a nationwide network of disaster response and emergency operations centres, district centres, the general public and the media.

On the occasion of the IOWave16 test of the Indian Ocean Tsunami Early Warning System, some 30,000 people were evacuated in Odisha as part of a major annual awareness raising exercise and the inauguration of the first-ever World Tsunami Awareness Day on November 5, 2016. Since the deadly 2004 Indian Ocean Tsunami, the Government of India has established the Indian Tsunami Early Warning System and the Intergovernmental Oceanographic Commission (IOC) of UNESCO began tsunami drills in 2009. By the time Super Cyclone Phailin hit Odisha in 2013, the state of awareness and preparedness was such that few lives were lost.Good Practice //

• Training has focused on developing community task force groups for search and rescue, first aid, relief and supplies, as well as rehabilitation groups, and those focused on identifying and assisting groups in communities to ensure prompt evacuation with priority to kids and lactating mothers, older persons and pregnant women, and the physically challenged.

• Village volunteers lead task forces, each represented by women and men, boys and girls, with the know-how and training to lead the evacuation.

• The multi-purpose cyclone shelter belongs to the community and is theirs to manage, so its upkeep is regular. The shelter is also a small source of income. Fees are paid for its use during community functions.

India evacuates 30,000 in tsunami drill (Geneva: UNISDR, 2016)

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(e) [Coordination mechanisms] EL SALVADOR Oxfam America -Inclusive risk-informed decision-makingStrengthening connections between communities and local government Based throughout the watershed areas of Ahuachapán and Sonsonate in El Salvador, PRVAS is a disaster risk reduction programme coordinated by a consortium of NGOs and donors, working to bring local communities into dialogue with local and national governments and funding sources. Where local governments were committed to the process, strong multi-stakeholder engagement, community capacity building, and collaborative disaster preparedness exercises were achieved. Good Practice //

• Forming a regional consortium of NGOs and donor agencies avoided duplication of work, allowing for better sharing of experiences and more effective leverage of scarce funds for disaster risk reduction.

• Communities were linked with local government, both directly and through NGOs, making the processes of dialogue and advocacy sustainable. Communities realized that they had the right and ability to continue the dialogue and to work to reduce their vulnerability.

• The programme area was defined not by lines on a map, but was an entire watershed area from the mountains down to the sea, across administrative boundaries.

Local Governments and Disaster Risk Reduction Good Practices and Lessons Learned: A contribution to the “Making Cities Resilient” Campaign. (UNISDR, 2010)

BELGIUM, PORTUGAL AND ROMANIA ECDCEbola preparedness coordination and peer review

In the European Centre for Disease Control technical report on Ebola emergency preparedness in the EU Member States of Belgium, Portugal and Romania, the following common conclusions from peer-review visits were drawn. The review of findings by the visit teams identified a large degree of similarity in the challenges which the countries faced in preparing for possible Ebola cases.

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Good Practice //

• Simulation exercises were recognised as a good tool for learning.

• The value of incident (case) reviews as a learning tool to strengthen preparedness was discussed. Incident reviews also help to revise actions taken and improve the timeliness of response (applied in all countries at a different scale and scope).

• While preparing for Ebola response measures, cross-sectoral coordination was improved, given the need for cooperation between health, transport, border services, etc.

• ‘One-stop shop’ for information on Ebola was provided to citizens, for example through telephone hotlines or websites.

• Lessons learned from past events were used to enhance the Ebola response. Experiences from SARS, avian influenza, MERS CoV and A(H1N1) fed directly into the Ebola preparedness planning.

• Efficient structures to coordinate preparedness and response measures in the context of the Ebola health threat were established // Common challenges

• Resourcing: a number of caveats were noted with regard to sufficient availability of staff and resources. Staff issues with regard to business continuity, in particular the number of trained staff that need to be mobilised to care for a single Ebola patient over a sustained period of time, and the establishments of procedures to manage the impact of this staff mobilisation so other hospital services are not compromised. Need to plan the continuity of operations in situations with more than one Ebola case.

• Personal protective equipment (PPE): challenges in obtaining and deploying Ebola-appropriate PPE in quantities needed to manage a confirmed case for several weeks; challenges in ensuring the timely training of a sufficient number of healthcare workers on how to use Ebola-appropriate PPE (challenge successfully resolved in some, but not all countries); challenges with excessive layering of PPE, which makes it difficult for healthcare workers to do their job.

• Transparency of processes: ensuring sufficient consultations with key stakeholders in a time of crisis in order to develop or adapt the necessary guidelines and standard operating procedures.

• Case definition: Some countries relied on relatively specific case definitions for identifying persons who require investigation for possible infection with Ebola virus, without specific algorithms for the

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investigation of persons considered to be at a lower probability of infection.

• Capacities: − Recognised need for more exercises and training− Emergency departments in non-designated hospitals may need further assistance in preparedness planning.

• Evaluation, legacy and application of lessons learned: a comprehensive evaluation plan should be considered so that lessons learned can be used to improve protocols and guidance. Need to ensure that practices and experiences from Ebola are captured and sustained to improve preparedness for future threats.

• Interoperability of plans between sectors: More attention could be paid to ensure the interoperability of the various sectoral plans with the preparedness plans from the health sector.

European Centre for Disaster Prevention and Control (ECDC)

APELL implementation: BARRANQUILLA, COLOMBIA: A case study on the adoption of APELL and the creation of a coordinating group.

In 1986, in Barranquilla, Colombia, a group of chemical industries initiated a process to deal with situations that could arise in the event of an emergency. For four years, the group was trying to reach out to the community and prepare it to respond in case of emergencies. After these years of work, the group had managed to develop a study of the communities neighbouring industries. However, the initial objectives had not been met.

Then, in 1990, one of the industries, acting as an APELL Champion, presented to the group APELL, which at the time was a new methodology. The group found that this new methodology had the same goals that had been set in Barranquilla four years before, and adopted the APELL Process for implementation, starting in 1991. Over the years, the group has matured and adapted its structure to steer the APELL Process in alignment with the local priorities.Good Practice //

• The Grupo Directivo (Steering Group), participates in the strategic development and decision making related to the plans proposed by the Asamblea (Assembly), consisting of the local Stakeholders and including industry leaders, local authorities and support groups responsible for monitoring and emergency response and of community

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leaders.

•The implementation of the Action Plan is the responsibility of the APELL Process Directora Ejecutiva (Executive Director), who also guides the activities of four committees that have different responsibilities (capacity building, transport, dissemination and emergencies), and fosters links with support agencies, government and the community

Sources: Awareness and Preparedness for Emergencies at Local

Level (APELL), UNEP. 2015, and APELL Barranquilla website: http://apellbarranquilla.org/ Source: UN Environment

(f) [Empowering local decision-makers] PERU UNDP Peru and Municipal Governments of Chincha, Pisco, Cañete and Ica -Empowering local government as leaders in disaster reduction and recoveryAfter the 2007 earthquake in Peru, reconstruction and recovery in the affected regions was typically fragmented and not well integrated into overall development and risk reduction work. Affected themselves by the quake, local government institutions were cast into a passive role. This UNDP project partnered with municipal governments to help them enhance their roles as leaders and coordinators of local development and recovery.Good Practice //

• Local governments were supported to implement disaster risk reduction through helping them assume responsibility for coordinating and leading development-focused recovery, alongside central government and civil society organizations.

• The whole project adopted a gender approach across the board, supporting the initiatives of 20 women’s organizations.

APELL implementation - India: A case study on a two-track approach implementation of APELLIn India, APELL has been implemented in partnership with the National Safety Council of India since 1992. A two-track approach was used whereby endorsement efforts with national and local government

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proceeded simultaneously. The national level focused on raising national awareness, building national consensus, strengthening safety audit and risk assessment, and developing national guidelines. The local government effort focused on the needs identified in the communities.

One of the lasting outcomes was a new set of rules called "Chemical Accidents (Emergency Planning, Preparedness and Response) Rules", 1996, notified under the Environmental (Protection) Act 1986, to provide legal backing to the formation of APELL-like coordination groups called Local Crisis Groups (LCGs) in all industrial areas having hazardous installations, as well as strengthening their capabilities through training, equipment and networking. Furthermore, the APELL Process has been recommended in the National Disaster Management Guidelines on Chemical (Industrial) Disasters issued by the National Disaster Management Authority in April 2007. Awareness and Preparedness for Emergencies at Local Level (APELL), UNEP. 2015, and National APELL Centre (India). Indian Experience – Project Implementation http://apell.eecentre.orgIndianExperienceAPELLProjectImplementation.pdf Ibid.

(g) [Multi-hazard approach and inclusive risk-informed decision-making] MULTI-HAZARD RISK ASSESSMENTCANADA Government of Ontario The Ontario Provincial Hazard Identification and Risk Assessment The Ontario Provincial Hazard Identification and Risk Assessment (HIRA) process provides a ranked risk assessment of the frequency and potential impact of different hazards on the province, including natural, technological and man-made hazards. The 2003 assessment provided a baseline for Ministry-level assessments to be conducted throughout the provincial government, and preparedness planning was improved. The initial Provincial HIRA was revised with an updated assessment, including a methodology for prioritizing hazards, due for completion at the end of 2009. The process was led by Emergency Management Ontario, part of the Ministry of Community Safety and Correctional Services.Good Practice // The Provincial HIRA provides a rigorous, baseline assessment that:

• Enabled disaster prevention, mitigation, preparedness, response and recovery practices to be as effective as possible by highlighting the

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hazards of greatest concern.

• Used a methodology that combines qualitative and quantitative data to assess risk through examining the frequency and potential magnitude of each hazard. This makes the process as accurate as possible.

• Gave emergency management professionals at all levels of government a practical and easy-to-use tool to assess the magnitude and frequency of each hazard. This then highlights which hazards should be a priority for preparedness programmes.

• Offered a dynamic and scientifically based method of assessing evolving hazards and risk.

• Identified the most likely hazards to which the Government of Ontario may have to respond, including priorities for training and exercises.

Local Governments and Disaster Risk Reduction Good Practices and Lessons Learned: A contribution to the “Making Cities Resilient” Campaign. (UNISDR, 2010)

GENDER-RESPONSIVE AND INCLUSIVE EMERGENCY RESPONSE PREPAREDNESS NEPAL: Inter-Cluster Humanitarian Gender Working Group, Co-led by UN Women Nepal and UN OCHAGender Equality Resource Guide for Nepal Emergency Response Preparedness (ERP) for Earthquake Scenario

Following the humanitarian response to the Nepal earthquakes in 2015, the Humanitarian Country Team (HCT) After Action Review identified the establishment of a gender coordination architecture, through the Inter-Cluster Humanitarian Gender Working Group (GWG) consisting of cluster gender focal points in Nepal, as a good practice and recommended its continuation across the humanitarian-development continuum.

In response, UN Women and UN OCHA developed a joint country-specific work plan for Nepal to ensure gender-responsive emergency response preparedness, building on the pioneering achievements during the humanitarian response. As part of this, the GWG, prepared a Gender Equality Resource Guide for Emergency Response Preparedness, in line with normative standards and guidance including the IASC Gender Policy Statement. It was validated through an inclusive process incorporating feedback from the GWG multi-stakeholder forum of gender equality advocates and experts from CSOs, NGOs, Nepal Red Cross Society, Development Partners and the UN, the Women-Friendly Disaster Management Core Group of Women’s CSOs, and the Asia-Pacific Regional Gender in Humanitarian Working Group, co-led by UN Women, UN OCHA

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and the Asia Disaster Preparedness Centre. The Resource Guide was integrated as an annex in the Nepal ERP II for earthquake scenario as a practical guidance on how to implement the gender equality commitments set out in the ERP.

The Resource Guide sets out responsibilities for collective coordination under the leadership of the HCT to ensure that the human rights of women, girls, boys and men across different backgrounds are equally promoted and protected, and their distinct needs, interests, resources and capacities are incorporated into preparedness, immediate response and early recovery processes as well as in reconstruction and transition efforts. The Resource Guide for the ERP, the first of its kind, consists of two parts: 1) Main Guidance document for mainstreaming gender equality in preparedness and response with key actions for stakeholders at different levels and 2) a set of 30 annexes with templates and tools (developed and used by the GWG) to support implementation of the key actions. The endorsement of the Gender Equality Resource Guide for the ERP and its incorporation in the Nepal Contingency Plan was of critical importance for ensuring gender-responsive disaster preparedness in Nepal. The roll-out of the Gender Equality Resource Guide for the ERP is ongoing at the national and district levels in Nepal, in collaboration with the Ministry of Home Affairs and the UN RCO, supported by UN Women Nepal.Good Practice //

• Incorporating practical evidence-based resource guidance on gender equality as an annex in ERP to support its gender-responsive implementation based on good practices and lessons learned.

• An inclusive process ensuring collective ownership and validation by all humanitarian clusters and multiple stakeholders from women’s organizations, NGOs, Red Cross Society, Development Partners and the UN through the Inter-Cluster Gender Working Group, as well as technical support from the Asia-Pacific Regional Gender in Humanitarian Working Group.

Ibid.

(h) [Sustainable development] FIJI UNDP Pacific Centre Beyond early warning and response: Risk-sensitive local development Flooding in Navua, Fiji, caused extensive damage to crops, livestock, houses, roads and bridges, and has been exacerbated by poor development planning. In the floods of 2003 and 2004, hundreds of people lost their homes and belongings. Taking a long-term approach to

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strengthening local level disaster risk reduction, the UNDP Pacific Centre worked with multiple partners and stakeholders on this comprehensive, locally-implemented project. The initiative raised awareness of the links between development and flooding within the planning process, helped develop early warning systems, supported communities to assess their vulnerabilities, drawn up plans of action and put those plans into practice. Good Practice //

• Different institutionalized processes of central and traditional government were respected.

• Communities analyzed their own risks, vulnerabilities and development priorities, and addressing them from within, instead of relying on external forces through participatory methods.

• Gender-sensitive participatory methods ensured women’s participation.

• An advocacy and awareness strategy on disaster risk was developed for local level use.

• Community action plans were aligned with the capacities and resources of the communities.

• Traditional local leadership mobilized communities.

Ibid.

JORDANInforming Disaster Risk Management and Preparedness Plans in Aqaba, through Urban Seismic Risk Mapping Seismological and archaeological studies indicate that Aqaba, Jordan’s only coastal city, is at significant risk of intensive earthquakes. As many as 50 major events have occurred in the last 2,500 years, including one as recent as November 1995.45 At that time, DRM considerations were not included in city plans. In 2001, Aqaba was declared a special economic zone, which opened the door for investment, especially in tourism- and trade-related services.

The anticipated urban growth associated with Aqaba’s new status was expected to increase its seismic risk. To minimize the potential human and financial losses from seismic hazards, the Aqaba Special Economic Zone Authority (ASEZA), the United Nations Development Programme (UNDP), and the Swiss Agency for Development and Cooperation launched a project to integrate seismic risk reduction considerations into Aqaba’s economic development in 2009.

Under this partnership, the Jordanian Royal Scientific Society conducted a seismic hazard risk assessment. In addition to producing tools for

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quantifying the level of seismic risk affecting the city (usable by both scientists and legislators), the project supplied the evidence for an earthquake risk management master plan and served as the basis for an operational framework for earthquake risk reduction.

This analysis was developed from data on building distribution provided by the Aqaba Department of Statistics, Population and Housing Census. Analysis also pointed to temporal elevated changes in the risk associated with the tourist peak season, weekend, and/or Ramadan. Moreover, the hospital capacity at the time of the analysis was 206 beds among three hospitals—a figure that clearly highlights challenges that would be encountered in the aftermath of an earthquake event, given that the scenario predicted more than 1,900 people requiring treatment. A key finding was the potential impact of the earthquake on Jordan’s only seaport, through which most imports and exports pass. Among the improvements that were made are the following:Good Practice //

• A new, risk-informed DRM master plan was prepared for the city.

• A DRM Unit and multi-stakeholder coordination committee were established within the ASEZA to ensure that all development work takes risk reduction into account.

• Through this city assessment, the Jordanian Royal Scientific Society strengthened its risk assessment capacity and is now able to carry out seismic risk assessments for other parts of the country, including the Irbid Governorate.

• Using the plausible seismic risk scenarios, ASEZA has also established and trained community-level emergency response teams, including search and rescue teams, to save lives in the event of a disaster.

• The Aqaba Development Company, a partner of the ASEZA, is now using the findings of the seismic risk assessment to make decisions about construction projects and about allocation of land to new businesses.

These initiatives are being replicated in other Jordanian cities to improve capacities of local authorities to protect trade, tourism, and culture. Because of these achievements and its overall progress in reducing disaster risk, the city of Aqaba was recognized by UNISDR as a role model city at the First Arab Conference on Disaster Risk Reduction, held in Jordan in March 2013.Understanding risk in an Evolving World: Emerging Best Practices in Natural Disaster Risk Assessment. 2014. P.119.

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(i) Local and specific risks MOZAMBIQUEA community-managed flood warning systemA flood and cyclone warning system in the Búzi River basin in Mozambique is a typical example of design for the needs and capacities of local communities. Work on setting up the system began in 2002 with the help of experts from Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) and Honduras, and with co-financing from the Munich Re Foundation.Good Practice //

• Appointed village officials take rain and river gauge readings along the river, passing on messages by radio to a control centre if there is heavy rain or river levels rise.

• If a crisis threatens, blue, yellow and red flags are raised to indicate different alert levels and volunteers issue warnings using drums, megaphones, SMS and local radio.

• The volunteers receive training and there are regular system tests and practice drills.

In February 2007 Cyclone Flavio struck the area. Strong winds and heavy rainfall caused considerable damage and river levels rose rapidly. Villages at risk had been warned two days beforehand, and when the order to evacuate came from the district government some 2,300 inhabitants were moved to designated safe areas. The floods caused extensive damage to property and infrastructure, but only four people were killed.

Flood-warning System in Mozambique: Completion of the Búzi Project (Munich: Munich Re Foundation, 2007), http://www.preventionweb.net/publications/view/2919

Mozambique: Disaster Risk Reduction as the Basis for Climate Change Adaptation (Eschborn: GIZ, 2011), http://www.preventionweb.net/files/32970_32970giz20110501enmozambiquedisaste.pdf

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Next Steps

The Working Group hopes that this introductory capstone on Enhancing Disaster Preparedness for Effective Response is helpful as a companion for implementing risk-informed preparedness for effective response, Sendai Framework Priority 4. It is an evolving and living document. Several topics of concise guides (see Annex 5) on “Disaster Preparedness for Effective Response” are under development. After reviewing existing guidelines presented in this guide and learning about good practices, it is recommended that you also use those thematic concise guides relevant to your needs and context for more detailed guidance.

We invite you to join the community, share your comments and your case studies in the Community of Practice space: https://cc.preventionweb.net/wia/preparedness/practice/

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Selected list of existing guidance to take a risk-informed approach to disaster preparedness for response

IASC Emergency Response Preparedness (ERP) Approach – Guidance Note (2015) Target audience: UN Country Teams (UNCT) and/or Humanitarian Country Teams (HCT) The ERP approach is a practical, flexible, responsive and resource-light system for understanding and preparing for potential emergencies. Focusing on large-scale emergencies with multiple actors, the ERP enables readiness for an immediate in-country response by the broader humanitarian community and in conjunction with national action, vital in dealing with an unfolding emergency. With a strong base in planning, readiness and knowledge and understanding of risks, ERP is a guide to preparing for both slow- and sudden-onset crises (other than refugee crises). It is based on three key elements: i) Risk Analysis and Monitoring; ii) Minimum Preparedness Actions (MPA); iii) Advanced Preparedness Actions and Contingency Planning.

Latest version > https://www.humanitarianresponse.info/en/node/129104Related links: ERP at-a-glance, FAQs and training package > https://www.humanitarianresponse.info/en/coordination/preparedness/documents

IASC Policy on Protection in Humanitarian Action (2015) Target audience: Humanitarian Service Providers and National Actors This policy defines the centrality of protection in humanitarian action, as per the December 2013 statement of the IASC Principals, as well as the process for its implementation at country level. In doing so, it seeks to reinforce complementary roles, mandates and expertise of all relevant actors.Latest version > https://interagencystandingcommittee.org/protection-priority-global-protection-cluster/documents/inter-agency-standing-committee-policy

IASC Gender Handbook (2015) Target audience: Humanitarian Service Providers and National Actors The Handbook sets forth standards for the integration of gender issues from the outset of a new complex emergency or disaster, so that humanitarian services provided neither exacerbate nor inadvertently put people at risk; reach their target audience; and have maximum positive impact.Latest version> https://www.interaction.org/document/iasc-gender-handbookRelated links and updates > https://interagencystandingcommittee.org/gender-and-humanitarian-action/news-public/gender-handbook-humanitarian-action

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Mainstreaming Gender Equality in Preparedness and Response in Nepal: A Resource Guide (2015) Target audience: UN Country Teams (UNCT) and/or Humanitarian Country Teams (HCT) The resource guide sets out responsibilities for collective coordination under the leadership of the Nepal UNCT/HCT to ensure that human rights of women, girls, boys and men across different backgrounds are equally promoted and protected, and their distinct needs, interests, resources and capacities are incorporated into preparedness, immediate response to early recovery and to reconstruction and transition. > http://reliefweb.int/report/nepal/mainstreaming-gender-equality-preparedness-and-response-nepal-resource-guide

Making Disaster Risk Reduction Gender-Sensitive Policy and Practical Guidelines (2009). Target audience: National and Local Government Included in this publication is a policy guideline on gender mainstreaming, and practical guidelines on how to institutionalize gender-sensitive risk assessments, implement gender-sensitive early warning systems, and use gender-sensitive indicators to monitor gender mainstreaming progress. This publication offers policy and practical guidelines for national and local governments to implement gender-responsive disaster risk reduction. Gender-responsive DRR is a cost-effective win-win option for reducing vulnerability and sustaining the livelihoods of whole communities > http://www.preventionweb.net/go/9922

Disaster Preparedness for Effective Response Guidance and Indicator Package for Implementing Priority Five of the Hyogo Framework - UNISDR (2008) Target audience: National and local actors in disaster management and disaster risk management This guidance and indicator tool was designed to provide guidance on how to meet the challenge of being prepared to respond as set it was set out in Priority Five of the Hyogo Framework for Action (HFA) – the predecessor to the Sendai Framework for Disaster Risk Reduction. This tool aimed primarily to assist governments, local authorities, and other stakeholders at the beginning of the process of developing a disaster preparedness capability. Given that many governments and others have gained a wide range of experience in developing disaster preparedness systems in a risk reduction framework, it is expected that stakeholders will adapt the tool to their particular context as appropriate. Its recommendations remain relevant to the Sendai Framework.> http://www.preventionweb.net/go/2909

Selected list of existing guidance to take a risk-informed approach to disaster preparedness for response

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Vulnerability and Capacity Assessment (VCA) – IFRC (2006)Target audience: National Red Cross/Red Crescent Societies; National, local disaster management actors; Community leaders VCA is complementary to national and sub-national risk, hazard, vulnerability and capacity mapping exercises that identify communities most at risk. VCA uses various participatory tools to gauge people’s exposure to and capacity to resist natural hazards. It is an integral part of disaster preparedness and contributes to the creation of community-based disaster preparedness programmes at the rural and urban grass-roots level. It enables local priorities to be identified and appropriate action taken to reduce disaster risk and assists in the design and development of programmes that are mutually supportive and responsive to the needs of the people most closely concerned. > http://www.preventionweb.net/go/1755 All IFRC VCA documents, tools and case studies > http://www.ifrc.org/en/what-we-do/disaster-management/preparing-for-disaster/disaster-preparedness-tools/disaster-preparedness-tools/

Selected list of existing guidance to take a risk-informed approach to disaster preparedness for response

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Selected list of existing preparedness and disaster risk management guidance to prepare for natural, man-made or other types of hazards

Index for Risk Management (INFORM) Target audience: National and local disaster risk management actors INFORM is a global, open-source risk assessment for humanitarian crises and disasters. It can support decisions about prevention, preparedness and response. The index balances the hazard and exposure dimension on one side, and the vulnerability and the lack of coping capacity dimensions on the other side. Hazard dependent factors are treated in the hazard and exposure dimension, while hazard independent factors are divided into two dimensions: the vulnerability dimension that considers the strength of the individuals and households relative to a crisis situation, and the lack of coping capacity dimension that considers factors of institutional strength. Latest version > http://www.inform-index.org/ See more risk models on PreventionWeb > http://www.preventionweb.net/risk/models

Awareness and Preparedness for Emergencies at Local Level (APELL) – UNEP (2015) Target audience: National and local disaster risk management actors, communities and individuals The APELL process aims to help countries minimize the health, environmental and economic costs of disasters through building preparedness and community awareness of the risks. The primary focus of the APELL Methodology is to improve local emergency preparedness capacity for technological hazards and environmental emergencies. With a multi-stakeholder approach that promotes the collaboration between local communities, local authorities and industry, the APELL Methodology is a ten-element planning process designed to identify and create awareness of hazards and risks, accident prevention and mitigation, empowering the local community to build preparedness capacity. It is intended to be owned, implemented and maintained by individual communities and the local stakeholders within those communities.Latest version> http://apell.eecentre.org/Modules/GroupDetails/UploadFile/Handbook-v2.10.3-WEB-Compressed_latest.pdf Related links and updates > http://apell.eecentre.org/ResourceDetail.aspx?readmroe/id=1_3664

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A literature review on community and institutional preparedness synergies - ECDC (2017) Target audience: Disaster risk management decision-makers and practitioners This literature review was conducted to identify the range of methods used to prioritise communicable disease threats for the purposes of emergency preparedness planning. Instead of recommending a single definitive approach to risk ranking of communicable diseases for the purpose of preparedness planning, this review provides an evaluation of the strengths and limitations of the available methods. This approach is intended to help inform decision-makers’ choice of an appropriate risk-ranking method and ensure that these methods are carried out according to best practice.> http://www.preventionweb.net/go/52278

A Strategic Framework for Emergency Preparedness, WHO (2016) Target audience: Ministries of Health and health stakeholders The Strategic Framework for Emergency Preparedness is a unifying framework which identifies the principles and elements of effective country emergency preparedness from a health perspective. It adopts the major lessons of previous initiatives and lays out the planning and implementation process by which countries can determine their priorities and develop or strengthen their operational capacities for events including local- and national-level outbreaks of infectious diseases that have the potential to cross borders, epidemics and pandemics, as well as other types of emergencies caused by natural, technological and societal hazards which can have a significant impact on people’s health and on society. The framework enables stakeholders to identify their roles in and contributions to emergency preparedness, and gives financial partners at national and international levels a basis on which to inform their investments. It points to other more detailed frameworks and tools that can help set priorities. > http://who.int/ihr/publications/9789241511827/en/

Selected list of existing preparedness and disaster risk management guidance to prepare for natural, man-made or other types of hazards

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On Drought

Drought-Ready Communities A Guide to Community Drought Preparedness - The Drought Ready Communities (DRC) project, USA (2011) Target audience: Communities To complete the DRC process, a community should use this document and accompanying resources to guide them through a number of tasks. A summary of expected accomplishments to be completed in each section include: getting started (inviting community participation, information gathering, establishing monitoring, public awareness and education, and planning responses. > http://drought.unl.edu/portals/0/docs/DRC_Guide.pdf

Drought risk reduction framework and practices: contributing to the implementation of the Hyogo Framework for Action - UNISDR (2009) Target audience: National and local disaster risk management actors This document is intended to assist national governments and local communities, as well as international, regional and donor communities, to address the root causes of drought-related disasters, and to reduce drought impacts and the consequences for human welfare and food insecurity. It discusses drought policy and governance, risk identification and early warning, awareness and knowledge management, and effective mitigation and preparedness measures.

Latest version> http://www.preventionweb.net/go/11541 Related links and updates > http://apell.eecentre.org/ResourceDetail.aspx?readmroe/id=1_3664

Drought monitoring and early warning: concepts, progress and future challenges - WMO (2006) Target audience: National and local disaster risk management actors This publication explains the various concepts and challenges of drought monitoring and early warning systems as part of WMO's implementation activities for the International Year of Deserts and Desertification. It details the considerable progress made on these issues in some drought-prone countries by highlighting several case studies from around the world. > http://www.preventionweb.net/go/1856

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On Nuclear

Nuclear and radiological emergency guidelines: Preparedness, response and recovery, 2015. – IFRC (2008) Target audience: National Red Cross/Red Crescent Societies The purpose of this document is to assist National Societies to plan, prepare for, and respond to a range of nuclear and radiological emergencies, and as a result reduce the human suffering such incidents may produce. It provides basic background information on nuclear and radiological risks, some examples of scenarios that illustrate the range of possible emergency events, and potential services and assistance that may be needed following such events. The document addresses collaborative and cooperative actions that a National Society can take with its government and non-government partners, and provides guidance with respect to a radiological emergency operating environment.> http://www.preventionweb.net/go/48057

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On Disease

Best practices in ranking emerging infectious disease threats –ECDC (2015) The threat of serious, cross-border infectious disease outbreaks in Europe is a significant challenge in terms of emergency preparedness. Types of threats and pathogens involved shift in response to changing factors such as climate change, global travel, immigration patterns, environmental degradation, and social inequalities. In order to effectively target the use of resources to manage the risks of outbreak, it is necessary to formulate rankings or prioritization of human and/or animal pathogens. Seventeen case studies were selected for inclusion in this review. Instead of recommending a single definitive approach to risk ranking of communicable diseases for the purpose of preparedness planning, this review provides an evaluation of the strengths and limitations of available methods, with a framework of best practice suggestions specific to individual methodologies and general points. This approach is intended to help inform decision-makers’ choice of an appropriate risk-ranking method and ensure that these methods are carried out according to best practice. > http://ecdc.europa.eu/en/publications/publications/emerging-infectious-disease-threats-best-practices-ranking.pdf

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On Tropical Cyclone

Tropical Cyclones: A Preparedness Guide, USA - American Red Cross, FEMA, NOAA (2011) Target audience: Communities and individuals This document is intended for families to develop a plan for hurricane hazards that includes actions that can be taken based on specific hurricane hazards. It covers the following: tropical cyclones and hurricane hazards basics; (ii) storm surge; (iii) tornadoes; (iv) high winds; (v) inland flooding; and (vi) explains the tropical cyclone graphical products. > http://www.preventionweb.net/go/21514

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On Earthquake

Earthquake preparedness guide, India - NDMI (2012) Target audience: Communities and individuals This bilingual guide book highlights that we can't avoid future earthquakes, but preparedness and safe building construction practices can certainly reduce the extent of damage and loss. To take necessary action it is mandatory for every citizen to have elementary knowledge of earthquake, forces acting on structures, remedial measures to be taken for structural safety and knowledge of do's and don'ts before, during and after an earthquake. This guide will serve as a reference tools to sensitize citizens about the issues of concerning preparedness measures for an earthquake. > http://www.preventionweb.net/go/31286

Earthquake preparedness guide, India - NDMI (2012) Target audience: Communities and individuals This bilingual guide book highlights that we can't avoid future earthquakes, but preparedness and safe building construction practices can certainly reduce the extent of damage and loss. To take necessary action it is mandatory for every citizen to have elementary knowledge of earthquake, forces acting on structures, remedial measures to be taken for structural safety and knowledge of do's and don'ts before, during and after an earthquake. This guide will serve as a reference tools to sensitize citizens about the issues of concerning preparedness measures for an earthquake. > http://www.preventionweb.net/go/31286

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Living on shaky ground: how to survive earthquakes and tsunamis in Northern California – Earthquake Country Alliance (2011) Target audience: Communities and individuals Part of the Putting down roots in earthquake country series: This document is intended to promote earthquake and tsunami readiness. It is based on the best currently available scientific, engineering, and sociological research; following its suggestions, however, does not guarantee the safety of an individual or of a structure. It includes new information on the 2011 Japan Tsunami in California. > http://www.preventionweb.net/go/20650 Related publication > http://www.oregongeology.org/tsuclearinghouse/resources/pdfs/shakygroundmagazine_Oregon.pdf

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On Tsunami

Tsunami Preparedness: Information Guide for Disaster Planners – IOC, UNESCO (2008) Target audience: Community planners The Intergovernmental Oceanographic Commission (IOC) recommends that planners use this guide as a basis for forming a strong tsunami readiness policy within the community. It provides a general plan of action and basic framework for dealing with the unique hazards resulting from tsunamis. This guide outlines the construction and maintenance of defensive structures and discusses how current disaster prevention and emergency response planning can be improved by using research on past tsunamis. > http://www.preventionweb.net/go/8362 (in English, French and Spanish)

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List of selected guidance materials on engaging key stakeholders and actors

For National, Local and Community Actors

Strengthening disaster risk management in India: A review of five state disaster management plans – CDKN, ODI (2016)Target audience: National and local disaster management actors This report provides an overview and analysis of how the State Disaster Management Plans (SDMP) from five diverse Indian states fare against six key parameters, including responsibility for risk reduction, preparedness, response, recovery and resilience, as well as promoting gender and social inclusion. Its findings show that while response and relief measures have been mainstreamed across government departments, there is still a need to mainstream disaster risk management. It also highlights the importance of understanding the needs of women and other marginalised groups beyond the context of response or relief, in all stages of the disaster management cycle. This report could be useful to other States who want to enhance their capacities and capabilities at the subnational level and implement the National Disaster Management Plan.>http://www.indiaenvironmentportal.org.in/files/file/Strengthening%20disaster%20risk%20management%20in%20India.pdf

Community Early Warning Systems: Guiding Principles - IFRC (2013) Target audience: National Red Cross/Red Crescent Societies in planning and implementing field operations; National and local disaster management actors This guide aims to provide an overview of successful practice from the field for the disaster risk reduction/management practitioner interested in early warning systems (EWS) from more than 50 countries across the world, both inside the International Red Cross and Red Crescent Movement and alongside it, through key partners. This guide is organized into three parts: (i) understanding, (ii) guiding and (iii) practicing. > http://www.preventionweb.net/go/30938

Disaster Preparedness Event Kit - American Red Cross (2011)Target audience: National Red Cross/Red Crescent Societies in planning and implementing field operations; National and local disaster management actors This toolkit is designed to centralize resources and to provide some of collective best practices to empower the partners. Included is a step-by-step guide on how to plan an event as well as general information, such as, safety guides, informational brochures, games, and press materials to help you better engage a wide range of audiences.>http://www.redcross.org/images/MEDIA_CustomProductCatalog/m18066260_Preparedness_Event_Toolkit.pdf

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Building Capacity in Disaster Risk Management: Red Cross Red Crescent Lessons Learned in the Democratic Republic of Korea (2010) Target audience: Communities and individuals This document reports on a programme set up to reduce the risk of ‘natural’ disasters and help communities of the most flood-prone provinces in the Democratic People’s Republic of Korea to protect themselves, overcoming the effects of disasters, raising awareness of the risk and learning how to prepare at the community level. The programme could be adopted the countries which experience flooding, droughts frequently since the programme was set up to reduce the risk of natural disaster and to help communities protect themselves and overcome the effects of disaster.>http://www.preventionweb.net/go/15912

Ready Responder Prepare. Plan. Stay Informed – FEMA (2010) Target audience: Emergency response planners; First responders; Communities and individuals The Ready Responder Toolkit is designed to provide emergency response agencies with a series of planning tools to help prepare their personnel and their families for emergencies. These tools are flexible and customizable to be used by planners to meet the needs of their agency or department. This toolkit provides resources on how to develop an organizational preparedness plan; examples of how to promote individual, family and organizational preparedness; and engage other agencies and departments in these efforts.> https://www.cbrne-terrorism-newsletter.com/resources/RRToolkit.pdf

List of selected guidance materials on engaging key stakeholders and actors

For National, Local and Community Actors

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For National Authorities

OCHA ROSA Disaster Response and Preparedness in Southern Africa: A Guide to International Tools and Services Available to Governments (2012) Target audience: National authorities and disaster management actors This guide for Southern African Government Disaster Management Authorities/Agencies (NDMAs) and Disaster Managers on different mechanisms, international tools and services and needs assessments for disaster response and disaster response preparedness was developed to enhance the knowledge capabilities of NDMAs and their local partners. The international tools introduced by this guide could be requested and adapted by National Governments to their national contexts, strengthening humanitarian effectiveness and account ability of the international humanitarian system.http://reliefweb.int/sites/reliefweb.int/files/resources/Disaster_Response_and_Preparedness_in_Southern_Africa-A_Guide_to_International_Tools_and_Services_Available_to_Governments.pdf

OCHA ROLAC Guide for Governments (2011) Target audience: National authorities and disaster management actors The Guide for Governments is a tool to assist national authorities in becoming familiar with humanitarian partners, the United Nations system, donors, and other agencies at various levels of aggregation and disaggregation and with their various roles and responsibilities and available tools in the event of a disaster. Through the structured presentation of four principle areas of action (coordination, financial resource mobilization, technical team mobilization and informing management), the guide helps to identify coordination spaces, existing capacities, and available tools. >English: http://reliefweb.int/sites/reliefweb.int/files/resources/Full_report_115.pdf>Spanish: http://docplayer.es/9706412-Guia-para-gobiernos-r-e-d-l-a-c.html

OCHA ROAP Disaster Response in Asia and the Pacific: A Guide to International Tools and Services - in English, Bahasa Indonesia, Chinese and Japanese (2013) Target audience: National authorities and disaster management actors This guide is designed to help disaster managers in national Governments gain basic knowledge of how to use international tools and services. It aims to support the growing disaster response and disaster response preparedness capabilities that exist at national level across Asia and Pacific.> http://www.unocha.org/publications/asiadisasterresponse/ > https://docs.unocha.org/sites/dms/ROAP/Promotional%20Materials/The%20Guide-Web-FINAL.pdf

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For Regional and Global Actors

Camp Management Toolkit – CCCM Cluster (2015) Target audience: Camp managers, national and local disaster risk management actors Applicable to both IDP and refugee scenarios, the Toolkit incorporates a wide range of relevant information on managing displaced populations living in communal settings (collective centres, spontaneous sites, established camps, etc.). Large-scale displacements caused by recent conflict and natural disaster events have created a high demand for the Toolkit, which has proven an invaluable resource for field practitioners, government actors and displaced populations since its original release in 2004. >http://www.globalcccmcluster.org/tools-and-guidance/publications/camp-management-toolkit-2015>http://www.globalcccmcluster.org/system/files/publications/CMT_2015_Portfolio_compressed.pdf

Child-centered risk assessment: Regional synthesis of UNICEF assessment in Asia (2014). Target audience: National authorities and disaster risk management actors This publication aims to provide practical guidance to government counterparts, UNICEF offices and partner organizations interested in conducting risk assessments that consider the needs of children. This publication begins by outlining the importance of child-centred DRR in Asia and the Pacific and describing UNICEF’s actions to advance risk-informed programming. It presents UNICEF’s approach to child-centered risk assessments undertaken by six UNICEF offices in the region: India, Indonesia, Lao PDR, Nepal, Pakistan and Solomon Islands.>http://www.preventionweb.net/go/36688

Strong, safe and resilience: A strategic policy guide for disaster risk management in East Asia and the Pacific – World Bank (2013) Target audience: Disaster risk management decision-makers and practitioners This document presents a comprehensive disaster risk management framework that offers practical opportunities for targeted policy action and investments, stretching across sectors and jurisdictions and reaching all the way to communities at risk and the most vulnerable populations. It also outlines the challenges and opportunities as well as new priorities for the disaster risk management (DRM) field in East Asia and the Pacific. It takes stock of the most important activities, highlights examples of global good practice and innovative products, and makes recommendations for reducing risks and building resilience in the short, medium, and long run. > http://www.preventionweb.net/go/33445

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ASEAN Standard Operating Procedure for Regional Standby Arrangements and Coordination of Joint Disaster Relief and Emergency Response Operations (2009) Target audience: National and local disaster risk management actors This Standard Operating Procedure (SOP) provides (i) the guides and templates to initiate the establishment of the ASEAN Standby Arrangements for Disaster Relief and Emergency Response , (ii) the procedures for joint disaster relief and emergency response operations, (iii) the procedures for the facilitation and utilization of military and civilian assets and capacities, and (iv) the methodology for the periodic conduct of the ASEAN regional disaster emergency response simulation exercises (ARDEX) which shall test the effectiveness of this procedure. The point is that this is an agreement signed by ASEAN Member States which means other unions could establish agreements for Disaster Relief like ASEAN Member States.>http://www.asean.org/storage/images/2015/January/asean_resource_kit/SASOP.pdf

For Regional and Global Actors

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For Private Sector

Severe weather: Emergency preparedness and response planning - IBHS (2016) Target audience: Small businesses To help keep small businesses “open for business”, IBHS developed this severe weather emergency preparedness and response planning toolkit. It is designed as a stand-alone guide, along with a customizable checklist, that can be used by any small business to build a plan for responding to operational disruptions. > http://disastersafety.org/wp-content/uploads/2016/04/ez-prep-ibhs.pdf

Disaster resilience of small to mid-size businesses on New Orleans historic corridors, US – AECOM (2016) Target audience: Small businesses and local authorities In order to better understand how small businesses in New Orleans are prepared for disasters, project partners, in collaboration with the City of New Orleans Office of Resilience and Sustainability (ORS) and the New Orleans Redevelopment Authority (NORA), developed a Disaster Resilience Survey for Small Businesses. The results of this project are documented in this report and provide valuable information to the businesses surveyed and the City overall regarding the existing state if small business disaster preparedness and awareness. The countries and cities which want to improve resilience their cities with Mid-Sized Businesses can adapt this survey according to theirs context and situation. > http://http://www.preventionweb.net/go/50168

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List of selected guidance materials on components and principles of preparedness, including gender equitable and universally accessible response

Discrimination

Tips for effectively communicating with protected populations during response and recovery Target audience: National and local disaster risk management actors While the Federal Emergency Management Agency (FEMA) and its federal partners remain in close coordination with state, local, and tribal governments to coordinate and provide resources as needed in connection with preparedness, response and recovery associated with the blizzard of 2015 impacting the northeastern United States, states, localities, and other recipients are reminded of their obligations to carry out their federally assisted activities in a manner that does not discriminate based on race, color, national origin, including limited English proficiency. This document shows some tips or practices regarding effective communication can help jurisdictions meet their obligations to carry out their disaster related activities in a non-discriminatory manner. >http://www.dhs.gov/publication/tips-effectively-communicating-protected-populations-during-response-and-recovery

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Migrants

The MICIC Guidelines – IOM (2016) Target audience: National authorities, private sector actors, civil society and international organizations to protect migrants This Guidelines was written to provide guidance for different stakeholders, which are states, private sector, civil society and international organizations. Through a broad and inclusive consultative process, launched in 2014, the MICIC Initiative developed Guidelines to Protect Migrants in Countries Experiencing Conflict or Natural Disaster (The Guidelines). The Guidelines apply to situations in which migrants are present in a country experiencing a conflict or natural disaster. They provide concrete and practical guidance to stakeholders at the local, national, regional, and international levels on how to prepare for and respond to crises in ways that protect and empower migrants, leverage their capacities, and help migrants and communities recover from crises. > http://www.preventionweb.net/go/49339

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Integrating Migrants in emergency preparedness, response and recovery in their host countries, MICIC Reference handbook – IOM (2016) Target audience: National and local disaster risk management actors This document is intended to help emergency management institutions in countries of destination include migrants in their work. IOM has developed a manual and a training course that builds on past case studies and experiences to provide a set of indications and tools on key topics, including: understanding the characteristics of local migrant groups, communicating with migrants, planning for migrants’ evacuation; and assisting migrants before and after emergencies. This manual covers the substantive aspects of these topics. >http://publications.iom.int/fr/books/integrating-migrants-emergency-preparedness-response-and-recovery-their-host-countries

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Gender

IASC’s Gender Handbook in humanitarian actions: Target audience: Disaster risk management decision-makers and practitioners The handbook sets forth standards for the integration of gender issues from the outset of a new complex emergency or disaster. The handbook aims to provide actors in the field with guidance on gender analysis, planning and actions to ensure that the needs; contribution; and capacities of women, girls, boys and men are considered in all aspects of humanitarian response. The handbook consists of two parts. 1) The first part provides gender background and fundamental principles, such as the basics of gender equality, the international legal framework for protection, coordination of gender equality in emergencies, and gender and participation in humanitarian action 2) The second part describes gender specific areas of work, such as camp coordination, education, food issues, health, livelihoods, non-food items, registration, shelter and WASH. > https://interagencystandingcommittee.org/node/2917

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Community

National Planning Framework – DHS, USA (2016) Target audience: Individuals, communities, the private and nonprofit sectors, faith-based organizations, and all levels of government The purpose of this page is to provide information on the National Planning Frameworks. The Frameworks describe how the whole community works together to achieve the National Preparedness Goal. There is one Framework for each of the five mission areas, Prevention, Protection, Mitigation, Response, and Recovery. The Frameworks follow a whole community approach to preparedness, which recognizes that everyone can contribute to and benefit from national preparedness efforts. >https://www.fema.gov/national-planning-frameworks

The MEND Guide - CCCM Cluster (2014) Target audience: Disaster management authorities Timely, well prepared and effectively managed evacuation processes are critical to the survival and protection of exposed and vulnerable people before, during and after the onset of disaster. The manner in which evacuations are carried out may significantly affect the ability of practitioners to manage assistance to populations in evacuation sites. Some national disaster management authorities in disaster-prone countries have extensive experience in mass evacuations. (Philippines and China) Other countries find the process challenging or they have limited access to comprehensive guidance to manage the necessary planning process. This Comprehensive Guide for Planning Mass Evacuations in Natural Disasters – the MEND Guide - came to life at the request of several countries and national disaster management authorities to address this gap and provide a quick reference document entailing practical experiences. >http://www.globalcccmcluster.org/tools-and-guidance/publications/mend-guide

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A Whole Community Approach to Emergency Management: Principles, Themes, and Pathways for Action – FEMA, USA (2011) Target audience: All members of the emergency management community This document presents a foundation for increasing individual preparedness and engaging with members of the community as vital partners in enhancing the resiliency and security for our Nation through a Whole Community approach. It is intended to promote greater understanding of the approach and to provide a strategic framework to guide all members of the emergency management community as offering an overview of core principles, key themes, and pathways for action that have been synthesized from a year-long national dialogue around practices already used in the field. >https://www.fema.gov/media-library-data/20130726-1813-25045-0649/whole_community_dec2011__2_.pdf

FEMA Guidance on Planning for Integration of Functional Needs Support Services in General Population Shelters - FEMA, USA (2010) Target audience: State emergency managers and shelter planners The purpose of this document is to provide planning guidance that can be incorporated into existing shelter plans to State emergency managers and shelter planners to meet access and functional needs of children and adults in general population shelters. This guidance is designed to integrate Functional Needs Support Services (FNSS) into the general shelter planning process and/or existing documents. > http://www.fema.gov/pdf/about/odic/fnss_guidance.pdf

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Indigenous peoples

Disaster resilience, management and preparedness in aboriginal communities in Darwin and Palmerston, Australia – Charles Darwin University, Larrakia Nation, Australian Red Cross (2016) Target audience: National and local disaster risk management actors This document was developed based on the research which was to explore the experiences of Aboriginal and Torres Strait Islander peoples in Darwin when a cyclone, bushfire or severe weather event strikes and in its aftermath, and to identify determinants of vulnerability from the perspective of these communities. > http://www.cdu.edu.au/sites/default/files/the-northern-institute/drmp-report-2016.pdf

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Disability

FCC Guidance on Accessibility of Emergency Information on Television – USA (2015) Target audience: Broadcasters and cable operators FCC rule means that emergency information must be provided both aurally and in a visual format to make local emergency information accessible to persons who are deaf or hard of hearing, and to persons who are blind or have visual disabilities. The information provided visually and aurally must include critical details regarding the emergency and how to respond.>http://www.fcc.gov/guides/emergency-video-programming-accessibility-persons-hearing-and-visual-disabilities >http://transition.fcc.gov/cgb/consumerfacts/emergencyvideo.pdf

UN global survey explains why so many people living with disabilities die in disasters – UNISDR (2013) Target audience: Individuals and communities This news reports on the results of the first-ever UN global survey of people living with disabilities on how they cope with disasters, which explain why they suffer from the threat of their lives in disproportionate numbers in disasters. According to the results of this survey, the key reason why a disproportionate number of disabled persons suffer in disasters is because their needs are neglected by the official planning process in the majority of situations. The responses of this survey were received for analysis in advance of International Day for Disaster Reduction on October 13. There are recommendations from respondents for the next global agreement on disaster risk reduction. > http://www.unisdr.org/archive/35032

DHS Guide to Interacting with People Who Have Disabilities-USA (2013) Target audience: DHS Personnel, contractors, and grantees from the Office for Civil Rights and Civil Liberties This guide has been developed to assist the target audience in their interactions with people who have disabilities. It offers a summary of disability myths and facts, guidance on appropriate language, and tips for effective interactions with people who have disabilities.> http://dhs.gov/sites/default/files/publications/guide-interacting-with-people-who-have-disabilties_09-26-13.pdf

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Emergency preparedness guide for people with disabilities/special needs – Canada (2010) Target audience: Individuals with special needs and community planners While disasters and emergencies affect everyone, their impact on people with disabilities / special needs is often compounded by factors such as reliance on electrical power, elevators, accessible transportation and accessible communication – all of which can be compromised in emergency situations. This guide provides information on preparing an emergency plan and kit for people with disabilities / special needs and for caregivers. >https://www.getprepared.gc.ca/cnt/rsrcs/pblctns/pplwthdsblts/pplwthdsblts-eng.pdf > http://www.preventionweb.net/go/35105

Disaster preparedness and the deaf community – American Red Cross (2005) Target audience: Individuals who are deaf or hard of hearing, and latened deaf Individuals who are and community The purpose of this document is to assist people to plan and prepare for disaster. It provides information and steps listed for people to be more prepared. The four steps to preparedness: i) Get informed ii) Make a plan iii)Build a kit iv)Maintain your plan and kit v) When disaster strikes vi) Emergency contact card >http://www.cidrap.umn.edu/sites/default/files/public/php/332/332_brochure.pdf>http://www.preventionweb.net/go/34530

Disability

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Guidance for Governments

Disability

Accommodating Individuals With Disabilities in the Provision of Disaster Mass Care, Housing, & Human Services (2007) Target audience: Emergency planners, responders and government agenciesA new reference guide was released, outlining existing legal requirements and standards relating to access for people with disabilities. A Reference Guide for Accommodating Individuals with Disabilities in the Provision of Disaster Mass Care, Housing and Human Services is the first of a series of disability-related guidelines produced by the Federal Emergency Management Agency (FEMA) for disaster preparedness and response planners and service providers at all levels. It illustrates how applicable Federal laws relate to government entities and non-government, private sector and religious organizations.>News release: https://www.fema.gov/news-release/2007/08/21/accommodating-people-disabilities-disasters-reference-guide-federal-law

National Council on Disability: Emergency Management (2005) Target audience: All levels of government Publications in the section contain findings and recommendations from analysis of applicable laws, regulations, policy guidance, barriers, promising practices, and emergency management models that include active involvement of knowledgeable people with disabilities during each phase. These consider the importance of comprehensive communication, planning, and implementation activities from preparation through recovery phases of disaster planning.> http://www.ncd.gov/policy/emergency-management

Emergency Transportable Housing (2014) Target audience: Entities subject to the ADA or ABAThis is final guidelines for emergency transportable housing, which ensure that the emergency transportable housing units are readily accessible to and usable by disaster survivors with disabilities. It is issued for the accessibility standards adopted by the U.S. Department of Justice (DOJ) for the design, construction, and alteration of facilities by entities subject to the Americans with Disabilities Act (ADA) or Architectural Barriers Act (ABA). > http://www.access-board.gov/guidelines-and-standards/buildings-and-sites/emergency-transportable-housing/final-guidelines-for-emergency-transportable-housing

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Chapter 7 of the ADA Best Practices Tool Kit for State and Local Governments Target audience: State and local governments This Chapter 7 (Emergency Management Under Title II of the ADA) provides how to make emergency management programs, services, and activities accessible to everyone, including people with disabilities. The questions which Chapter 7 answers are as follows: (i) What does emergency management cover? (ii) How does the ADA apply to emergency management? (iii) What are some of the common problems faced by people with disabilities in accessing emergency- and disaster-related services, programs, activities, and facilities? (iv) What are some of the steps that state and local governments can take to make emergency- and disaster-related services, programs, activities, and facilities accessible to people with disabilities? > https://www.ada.gov/pcatoolkit/chap7emergencymgmt.htm

ADA Checklist for Emergency Shelters (2007) Target audience: State and local officials and operators of emergency shelters This document provides informal guidance to assist the target audience in understanding the Americans with Disabilities Act (ADA) and the Department's regulation to provide technical assistance to individuals and entities that have rights or responsibilities under the Act. The following is ADA checklist for emergency shelters: (a) Evaluating the Physical Accessibility of Emergency Shelters, (b) Conducting Accessibility Survey, (c) Getting Started, (d) Tools Needed, (e) Taking Measurements, (f) Taking Photographs, (g) Completing the Survey and Checklist, (h) After Completing the Survey and Checklist >http://www.ada.gov/shleterck.htm

Guidance for Governments

Disability

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Guidance for Governments

Discrimination

Guidance to State and Local Governments and Other Federally Assisted Recipients Engaged in Emergency Preparedness, Response, Mitigation, and Recovery Activities on Compliance with Title VI of the Civil Rights Act of 1964 Target audience: Recipients of federal financial assistance engaged in emergency management The purpose of this guidance is to help the target audience ensure that all members of the community affected by disasters do not face unlawful discrimination on the basis of race, color, or national origin in violation of Title VI of the Civil Rights Act of 1964. This guidance provides an overview of the application of Title VI in emergency and disaster management, and examples of promising practices to ensure nondiscrimination on the basis of race, color, and national origin. Furthermore, there are useful resources that may assist recipients of federal financial assistance to understand their broader civil rights obligations: (i) Tips and Tools for Reaching Limited English Proficient Communities in Emergency Preparedness, Response, and Recovery, and (ii) a Checklist for Recipients of Federal Financial Assistance.>https://www.justice.gov/crt/file/885401/download

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Guidance for Private Sector

Disability

ADA National Network/FEMA Webinar Series: Emergency Management and Preparedness - Inclusion of Persons with Disabilities Target audience: Employers, governmental entities, service providers and individuals with disabilities The ADA National Network provides a comprehensive set of services for up-to-date information, consultation, referrals, resources and training on the Americans with Disabilities Act. >http://www.adaconferences.org/Emergency/Archives/ >https://www.accessibilityonline.org/ao/archives/

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Office of Disability Employment Policy- Emergency Preparedness – Department of Labor, USA (2005) Target audience: Individuals, organizations, and employers This document aims to assist the target audience in creating emergency preparedness plans that take into account the needs of people with disabilities. It provides information about emergency preparedness and people with disabilities, including (i) practical guidelines to help emergency managers and employees plan for workplace emergencies, (ii) addenda - serving individuals with disabilities during an emergency, (iii) fact sheet that provides an overview of how to effectively consider the needs and perspectives of people with disabilities in workplace emergency preparedness plans.>http://www.dol.gov/odep/topics/EmergencyPreparedness.htm >https://www.dol.gov/odep/pubs/ep/preparing/Workplace_Final.pdf

Guidance for Private Sector

Disability

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List of selected existing guidance materials on response preparedness frameworks for risk-informed response

International Disaster Response Law (IDRL) Guidelines: Guidelines for the Domestic Facilitation and Regulation of International Disaster Relief and Initial Recovery Assistance – IFRC (2011)Target audience: National authorities, Humanitarian organizations, and Regional Inter-Governmental Organizations This Guideline is a set of recommendations to governments on how to prepare their disaster laws and plans for the common regulatory problems in international disaster relief operations. It advises them as to the minimal quality standards they should insist upon in humanitarian assistance as well as the kinds of legal facilities aid providers need to do their work effectively. While responding to today’s common problems, they are based on existing international legal and policy documents.>http://www.ifrc.org/what-we-do/disaster-law/about-disaster-law/international-disaster-response-laws-rules-and-principles/idrl-guidelines/

Model Act on IDRL – IFRC, OCHA, IPU (2013) Target audience: National authorities and international assistance partners The "Model Act for the Facilitation and Regulation of International Disaster Relief and Initial Recovery Assistance" is intended to assist states to strengthen their legal preparedness for international disaster cooperation. It is built upon, and is intended as a supplement to, the Guidelines for the domestic facilitation and regulation of international disaster relief and initial recovery assistance (IDRL Guidelines), which were adopted by the state parties to the Geneva Conventions in 2007. >http://www.ifrc.org/en/what-we-do/idrl/model-act-on-idrl/

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EU Host Nation Support (HNS) Guidelines (2012) Target audience: National authorities participating in the EU Civil Protection Mechanism This Guidelines was written to stress the need to develop EU guidelines for the provision of host nation support (HNS) to Participating States delivering assistance during a major emergency. These EU Host Nation Support Guidelines (EU HNSG) aim at assisting the affected Participating States to receive international assistance in the most effective and efficient manner. The level of HNS may vary according to the severity of the situation and will be subject to a prior agreement between the requesting and offering Participating States. These guidelines are of a non-binding nature which aim to provide guidance and support. The EU HNSGs are based on experience and lessons learnt by Participating States during emergencies, exercises and trainings and incorporate the existing relevant international documents.>http://ec.europa.eu/echo/files/about/COMM_PDF_SWD%2020120169_F_EN_.pdf

List of selected existing guidance materials on response preparedness frameworks for risk-informed response

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List of selected existing guidance materials on linking preparedness with “Build Back Better”

Disaster Recovery: ASEAN Training of Trainers (TOT) on Disaster Recovery (2015) Target audience: National and local disaster response and recovery actors; Humanitarian assistance and development actors The training-of-trainers manuals provide National Disaster Management Authorities the materials from which to conduct their own training activities at the national level, helping to ensure that disaster response and management actors in their countries are familiar with the most recent methodologies and approaches. The purpose of this course is to advance the capabilities of ASEAN Member States (AMS) for planning and conducting disaster recovery activities. This course builds upon existing training standards and course curricula pertaining to disaster recovery, and provides participants with opportunities to apply acquired knowledge through practical application of skills. > http://ahacentre.org/wp-content/uploads/2016/12/ASEAN_Recovery_Training_Guide_VF_0.pdf

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National disaster Recovery Framework: Strengthening Disaster Recovery for the Nation - FEMA (2011) Target audience: National and local disaster risk management actors The National Disaster Recovery Framework (NDRF) is a guide to promote effective recovery, particularly for those incidents that are large-scale or catastrophic. The NDRF provides guidance that enables effective recovery support to disaster-impacted States, Tribes and local jurisdictions. It provides a flexible structure that enables disaster recovery managers to operate in a unified and collaborative manner. It also focuses on how best to restore, redevelop and revitalize the health, social, economic, natural and environmental fabric of the community and build a more resilient Nation.> https://www.fema.gov/pdf/recoveryframework/ndrf.pdf

Disaster as opportunity? Building back better in Ache, Myanmar and Haiti - ODI/HPG Working Paper (2013) Target audience: Disaster risk management decision-makers and practitioners After disasters strike, can homes, communities, and institutions be ‘built back better’? This report examines the concept ‘build back better’, and seeks to understand the aspirations, implications and resulting impact of the term on recovery and reconstruction in three disaster responses - the Indian Ocean tsunami in Aceh, Cyclone Nargis in Myanmar and the earthquake in Haiti.Since the tsunami, build back better has been advocated in many other disasters. But can such disasters be made into opportunities for change? Build back better raises several uncomfortable questions for the humanitarian community: what does ‘better’ look like? Better for who, where, how? Is it ethical in humanitarian terms to exploit people’s vulnerability after a disaster to drive social change? And to what extent can questions of inequality be addressed by humanitarian aid at all? This paper seeks to address some of these questions and dilemmas.> http://www.preventionweb.net/go/35958

List of selected existing guidance materials on linking preparedness with “Build Back Better”

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Tools for Mainstreaming DRR: Guidance Notes for Development Organizations - ProVention Consortium (2007) Target audience: National and local disaster risk management actors Since the late 1990s, there has been increasing recognition of this need to ‘mainstream’ disaster risk reduction into development- that is, to consider and address risks emanating from natural hazards in medium-term strategic frameworks and institutional structures, in country and sectoral strategies and policies and in the design of individual projects in hazard-prone countries. A number of development organizations have begun efforts to mainstream disaster risk reduction into their work, undertaking various related institutional, policy and procedural changes and adjusting operational practice. This prevention project on Tools for mainstreaming disaster risk reduction supports this process, providing a series of 14 guidance notes for use by development organizations in adapting programming, project appraisal and evaluation tools to mainstream disaster risk reduction into their development work in hazard-prone countries. >http://www.livestock-emergency.net/userfiles/file/common-standards/Benson-Twigg-2007.pdf

List of selected existing guidance materials on linking preparedness with “Build Back Better”

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References

Climate Risk and Early Warning Systems. 2015. Crews Initiative: building multi-hazard early warning system and risk information capacities with strengthened international cooperation. http://www.unisdr.org/files/45967_crewspresentation.pdf

C. Foley, Mozambique: A Study in the Role of the Affected State in Humanitarian Action (London: ODI, 2007) http://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/3423.pdf

Global Facility for Disaster Reduction and Recovery. 2014. Understanding risk in an Evolving World: Emerging Best Practices in Natural Disaster Risk Assessment.https://www.gfdrr.org/sites/gfdrr/files/publication/Understanding_Risk-Web_Version-rev_1.8.0.pdf

IOM. 2016. Guidelines to protect migrants in countries experiencing conflict or natural disaster (MICIC-Migrants in Countries in Crisis Initiative) http://micicinitiative.iom.int/sites/default/files/document/MICIC_Guidelines_web.pdf

John Twigg. 2015. Good Practices Review 9: Disaster Risk Reduction. RR. Humanitarian Practice Network (HPN).http://odihpn.org/wp-content/uploads/2011/06/GPR-9-web-string-1.pdf

UNEP. 2015. Awareness and Preparedness for Emergencies at Local Level (APELL) http://apell.eecentre.org/Modules/GroupDetails/UploadFile/Handbook-v2.10.3-WEB-Compressed_latest.pdf

UNIDSR. 2010. Local Governments and Disaster Risk Reduction Good Practices and Lessons Learned: A contribution to the “Making Cities Resilient” Campaign. http://www.unisdr.org/files/13627_LocalGovernmentsandDisasterRiskRedu.pdf

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Annex 1: Sendai Framework Priority 4 – full text

Paragraph 32 of the Sendai Framework for Disaster Risk Reduction outlines the fourth and final priority for implementing the Sendai Framework and elaborates the importance of actions at National and Local Levels, as well as Global and Regional to both enhance preparedness for effective response as “Build Back Better”. The following is the exact text, with those actions related to enhancing preparedness for effective response in orange:

Priority 4: Enhancing disaster preparedness for effective response and to “Build Back Better” in recovery, rehabilitation and reconstruction

32. The steady growth of disaster risk, including the increase of people and assets exposure, combined with the lessons learned from past disasters, indicates the need to further strengthen disaster preparedness for response, take action in anticipation of events, integrate disaster risk reduction in response preparedness and ensure that capacities are in place for effective response and recovery at all levels. Empowering women and persons with disabilities to publicly lead and promote gender equitable and universally accessible response, recovery, rehabilitation and reconstruction approaches is key. Disasters have demonstrated that the recovery, rehabilitation and reconstruction phase, which needs to be prepared ahead of a disaster, is a critical opportunity to “Build Back Better”, including through integrating disaster risk reduction into development measures, making nations and communities resilient to disasters.

National and local levels 33. To achieve this, it is important:

(a) To prepare or review and periodically update disaster preparedness and contingency policies, plans and programmes with the involvement of the relevant institutions, considering climate change scenarios and their impact on disaster risk, and facilitating, as appropriate, the participation of all sectors and relevant stakeholders;

(b) To invest in, develop, maintain and strengthen people-centred multi-hazard, multisectoral forecasting and early warning systems, disaster risk and emergency communications mechanisms, social technologies and hazard-monitoring telecommunications systems; develop such systems through a participatory process; tailor them to the needs of users, including social and cultural requirements, in particular gender; promote the application of simple and low-cost early warning equipment and

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facilities; and broaden release channels for natural disaster early warning information;

(c) To promote the resilience of new and existing critical infrastructure, including water, transportation and telecommunications infrastructure, educational facilities, hospitals and other health facilities, to ensure that they remain safe, effective and operational during and after disasters in order to provide live-saving and essential services;

(d) To establish community centres for the promotion of public awareness and the stockpiling of necessary materials to implement rescue and relief activities;

(e) To adopt public policies and actions that support the role of public service workers to establish or strengthen coordination and funding mechanisms and procedures for relief assistance and plan and prepare for post-disaster recovery and reconstruction;

(f) To train the existing workforce and voluntary workers in disaster response and strengthen technical and logistical capacities to ensure better response in emergencies;

(g) To ensure the continuity of operations and planning, including social and economic recovery, and the provision of basic services in the post-disaster phase;

(h) To promote regular disaster preparedness, response and recovery exercises, including evacuation drills, training and the establishment of area-based support systems, with a view to ensuring rapid and effective response to disasters and related displacement, including access to safe shelter, essential food and non-food relief supplies, as appropriate to local needs;

(i) To promote the cooperation of diverse institutions, multiple authorities and related stakeholders at all levels, including affected communities and business, in view of the complex and costly nature of post-disaster reconstruction, under the coordination of national authorities;

(j) To promote the incorporation of disaster risk management into post-disaster recovery and rehabilitation processes, facilitate the link between relief, rehabilitation and development, use opportunities during the recovery phase to develop capacities that reduce disaster risk in the short, medium and long term, including through the development of measures such as land-use planning, structural standards improvement and the sharing of expertise, knowledge, post-disaster reviews and lessons learned and integrate post-disaster reconstruction into the economic and social sustainable development of affected areas. This should also apply to temporary settlements for persons displaced by disasters;

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(k) To develop guidance for preparedness for disaster reconstruction, such as on land-use planning and structural standards improvement, including by learning from the recovery and reconstruction programmes over the decade since the adoption of the Hyogo Framework for Action, and exchanging experiences, knowledge and lessons learned;

(l) To consider the relocation of public facilities and infrastructures to areas outside the risk range, wherever possible, in the post-disaster reconstruction process, in consultation with the people concerned, as appropriate;

(m)To strengthen the capacity of local authorities to evacuate persons living in disaster-prone areas;

(n) To establish a mechanism of case registry and a database of mortality caused by disaster in order to improve the prevention of morbidity and mortality;

(o) To enhance recovery schemes to provide psychosocial support and mental health services for all people in need;

(p) To review and strengthen, as appropriate, national laws and procedures on international cooperation, based on the Guidelines for the Domestic Facilitation and Regulation of International Disaster Relief and Initial Recovery Assistance.

Global and regional levels 34. To achieve this, it is important:

(a) To develop and strengthen, as appropriate, coordinated regional approaches and operational mechanisms to prepare for and ensure rapid and effective disaster response in situations that exceed national coping capacities;

(b) To promote the further development and dissemination of instruments, such as standards, codes, operational guides and other guidance instruments, to support coordinated action in disaster preparedness and response and facilitate information sharing on lessons learned and best practices for policy practice and post-disaster reconstruction programmes;

(c) To promote the further development of and investment in effective, nationally compatible, regional multi-hazard early warning mechanisms, where relevant, in line with the Global Framework for Climate Services, and facilitate the sharing and exchange of information across all countries;

(d) To enhance international mechanisms, such as the International Recovery Platform, for the sharing of experience and learning among countries and

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all relevant stakeholders;

(e) To support, as appropriate, the efforts of relevant United Nations entities to strengthen and implement global mechanisms on hydrometeorological issues in order to raise awareness and improve understanding of water-related disaster risks and their impact on society, and advance strategies for disaster risk reduction upon the request of States;

(f) To support regional cooperation to deal with disaster preparedness, including through common exercises and drills;

(g) To promote regional protocols to facilitate the sharing of response capacities and resources during and after disasters;

(h) To train the existing workforce and volunteers in disaster response;

(i) To strengthen the capacity of local authorities to evacuate persons living in disaster-prone areas.

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Annex 2: Sendai Framework Guiding Principles – (a) through (i)

Paragraph 19 of the Sendai Framework for Disaster Risk Reduction elaborates thirteen principles, (a) – (m) principles to guide the implementation of the Framework, while taking into account national circumstances, and consistent with domestic laws, international obligations and commitments.

This Words into Action guideline recognizes the direct relevance of the following 9 of 13 Sendai Framework Principles, (a) – (i), and aims to elaborate how the principles can be applied to enhancing disaster preparedness for effective response.

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a) [Primary responsibility of the State] Each State has the primary responsibility to prevent and reduce disaster risk, including through international, regional, subregional, transboundary and bilateral cooperation

b) [Shared responsibility] Disaster risk reduction requires that responsibilities be shared by central Governments and relevant national authorities, sectors and stakeholders, as appropriate to their national circumstances and system of governance

c) [Protection] Managing the risk of disasters is aimed at protecting persons and their property, health, livelihoods and productive assets, as well as cultural and environmental assets, while promoting and protecting all human rights, including the right to development

d) [All-of-society engagement] Disaster risk reduction requires an all-of-society engagement and partnership. It also requires empowerment and inclusive, accessible and non-discriminatory participation, paying special attention to people disproportionately affected by disasters, especially the poorest

e) [Coordination mechanisms] Disaster risk reduction and management depends on coordination mechanisms within and across sectors and with relevant stakeholders at all levels

f) [Empowering local decision-makers] It is necessary to empower local authorities and local communities to reduce disaster risk, including through resources, incentives and decision-making responsibilities

g) [Multi-hazard approach and inclusive risk-informed decision-making] Disaster risk reduction requires a multi-hazard approach and inclusive risk-informed decision-making based on the open exchange and dissemination of disaggregated data

h) [Sustainable development] Disaster risk reduction is essential to achieve sustainable development

i) [Local and specific risks] Disaster risks have local and specific characteristics that must be understood for the determination of measures to reduce disaster risk

Annex 3: Sendai Global Targets

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a) Substantially reduce global disaster mortality by 2030, aiming to lower average per 100,000 global mortality between 2020-2030 compared to 2005-2015.

b) Substantially reduce the number of affected people globally by 2030, aiming to lower the average global figure per 100,000 between 2020-2030 compared to 2005-2015.

c) Reduce direct disaster economic loss in relation to global gross domestic product (GDP) by 2030.

d) Substantially reduce disaster damage to critical infrastructure and disruption of basic services, among them health and educational facilities, including through developing their resilience by 2030.

e) Substantially increase the number of countries with national and local disaster risk reduction strategies by 2020.

f) Substantially enhance international cooperation to developing countries through adequate and sustainable support to complement their national actions for implementation of this framework by 2030.

g) Substantially increase the availability of and access to multi-hazard early warning systems and disaster risk information and assessments to the people by 2030.

Annex 4: Key Terminology 16

Preparedness The knowledge and capacities developed by governments, response and recovery organizations, communities and individuals to effectively anticipate, respond to and recover from the impacts of likely, imminent or current disasters.

Annotation: Preparedness action is carried out within the context of disaster risk management and aims to build the capacities needed to efficiently manage all types of emergencies and achieve orderly transitions from response to sustained recovery.

Preparedness is based on a sound analysis of disaster risks and good linkages with early warning systems, and includes such activities as contingency planning, the stockpiling of equipment and supplies, the development of arrangements for coordination, evacuation and public information, and associated training and field exercises. These must be supported by formal institutional, legal and budgetary capacities. The related term “readiness” describes the ability to quickly and appropriately respond when required.

A preparedness plan establishes arrangements in advance to enable timely, effective and appropriate responses to specific potential hazardous events or emerging disaster situations that might threaten society or the environment.

Contingency planning A management process that analyses disaster risks and establishes arrangements in advance to enable timely, effective and appropriate responses.

Annotation: Contingency planning results in organized and coordinated courses of action with clearly identified institutional roles and resources, information processes and operational arrangements for specific actors at times of need. Based on scenarios of possible emergency conditions or hazardous events, it allows key actors to envision, anticipate and solve problems that can arise during disasters. Contingency planning is an important part of overall preparedness. Contingency plans need to be regularly updated and exercised.

Disaster managementThe organization, planning and application of measures preparing for, responding to and recovering from disasters.

Report of the open-ended intergovernmental expert working group on indicators and 16

terminology relating to disaster risk reduction, UN General Assembly report A/71/644, 1 December 2016.

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Annotation: Disaster management may not completely avert or eliminate the threats; it focuses on creating and implementing preparedness and other plans to decrease the impact of disasters and “build back better”. Failure to create and apply a plan could lead to damage to life, assets and lost revenue.

Emergency management is also used, sometimes interchangeably, with the term disaster management, particularly in the context of biological and technological hazards and for health emergencies. While there is a large degree of overlap, an emergency can also relate to hazardous events that do not result in the serious disruption of the functioning of a community or society.

Disaster riskThe potential loss of life, injury, or destroyed or damaged assets which could occur to a system, society or a community in a specific period of time, determined probabilistically as a function of hazard, exposure, vulnerability and capacity.

Residual risk is the disaster risk that remains even when effective disaster risk reduction measures are in place, and for which emergency response and recovery capacities must be maintained. The presence of residual risk implies a continuing need to develop and support effective capacities for emergency services, preparedness, response and recovery, together with socioeconomic policies such as safety nets and risk transfer mechanisms, as part of a holistic approach.

Compensatory disaster risk managementActivities strengthen the social and economic resilience of individuals and societies in the face of residual risk that cannot be effectively reduced. They include preparedness, response and recovery activities, but also a mix of different financing instruments, such as national contingency funds, contingent credit, insurance and reinsurance and social safety nets.

Early warning systemAn integrated system of hazard monitoring, forecasting and prediction, disaster risk assessment, communication and preparedness activities systems and processes that enables individuals, communities, governments, businesses and others to take timely action to reduce disaster risks in advance of hazardous events.

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Annex 5: Recommended Topics for Concise Thematic Guides

Although many guidance materials are available as presented above, on the basis of baseline study conducted by the Working Group, following areas are identified as lacking guidance with regard to disaster preparedness for effective response:

• Design & Conduct of Collective Simulation exercises (OCHA) – interim consultative version to be made available at the 2017 Global Platform

• National legal frameworks and preparedness plans (German Federal Foreign Office)

• Environment (UN Enivronment)

• Health (WHO) with UNISDR

• Media and public awareness (UNISDR)

• Multi-hazard early warning (WMO) – linked to all-of-society approach, multi-hazard risk management, etc.

It is recommended that concise thematic guides of the above topics be developed over time, by respective working group members and experts, reviewed by peer groups.

Each guide includes cross-cutting issues, such as gender-equitable and universally accessible approaches, incorporation of the private sector and preparedness for various modalities (e.g. cash and in-kind relief items), and stakeholders (e.g. coherence between local emergency response plans and regional/national authorities’ emergency response plans).

The Words into Action-Working Group on “Disaster Preparedness for Effective Response” will continue to develop concise thematic guides that build on existing guidance and manage a Community of Practice in disaster preparedness for effective response, with representatives of stakeholders and actors as key partners in achieving gender-equity and universal accessibility throughout this endeavor.

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This guide is an effort from the international DRR Community and brokered by UNISDR

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