r e g n u g n i t h g Emergency Preparedness and Response ...

WFP/Vanessa Vick/Uganda

Emergency Preparedness and Response PackageFirst Edition July 2012

Figh

ting

Hun

ger

Wor

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ide

WFP/Rein Skulerud

WFP/Griet Hendrickx/Uganda

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Foreword

Emergency preparedness is a critical part of WFP’s efforts to improve its

capacity to respond to crises—both natural and man-made. Planning in

advance for a major event that could significantly impact our operations allows

WFP to more effectively and efficiently use scarce humanitarian resources.

Preparedness is not a plan on a shelf. Rather it should be integrated into WFP

operational decision making processes, including project formulation,

operational planning and implementation. It should be a holistic process,

which encompasses an analysis of the risks facing a country as well as the

operational capabilities of the national government, WFP and partners –

NGOs, other UN agencies, regional institutions, and many others. There is full

recognition that successful preparedness activities need to incorporate the

efforts of all these actors to ensure a comprehensive response to the

humanitarian challenges looming on the horizon.

As the world in which we operate becomes ever more hazardous, complex and

fast paced, the Emergency Preparedness and Response Package offers

practical solutions to the immediate problems at hand, building on many years

of experience. It also takes these skills and experience to a new level by

integrating for the first time contingency planning, risk assessment, business

continuity planning and security management. Complex as this integration is,

this new tool uses a common sense approach to support the practical

implementation of these efforts where they are most important: WFP Country

Offices and Regional Bureaux.

We sincerely hope that this new Emergency Preparedness and Response

Package will help WFP and partners to even more effectively assist those

in need.

Ramiro Lopes da Silva

Deputy Executive Director, Operations Department

Emergency Preparedness and Response Package

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The package and its annexes can be downloaded from

WFP’s EPweb at: http://epweb.wfp.org/ep2/hp/.

Access to EPweb is password-protected to safeguard

confidentiality. Please refer any access requests and

questions to the Emergency Preparedness and Response

Branch (ODEP) at WFP Headquarters and/or to the

Regional Bureaux Emergency Preparedness and

Response Officers.

WFP/Rein Skullerud/Indonesia

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List of Annexes 6

Preface 9

SECTION I

Introduction 10

1.1 Why a new guide? 10

1.2 What’s new? 11

1.3 What is already in place? 12

1.4 Why does Emergency Preparedness and Response

matter more than ever? 14

SECTION II

Emergency Preparedness and Response Package (for Country Offices) 18

Inter-Agency Level 22

2.1 Part I: Risk Assessment 22

2.1.1 Step One: Risk Identification 242.1.2 Step Two: Risk Ranking 262.1.3 Step Three: Risk Illustration 282.1.4 Step Four: Risk Response 292.1.5 Triggers for stepping up preparedness 30

2.2 Part II: Emergency Preparedness and Response Checklists 32

2.2.1 Minimum Preparedness Actions (MPAs) 332.2.2 Emergency Readiness Actions (ERAs) 332.2.3 Concept of Operations Template 372.2.4 Standard Operating Procedures (SOPs) for the First

72-Hour Response 372.3 Supporting Documents and Roles and Responsibilities 38

2.3.1 The EPRP at Area Office and Sub-Office levels 382.3.2 Roles and Responsibilities 38

Table of Contents


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2.3.3 Support Tools 40EPRP web tool 40E-Learning CD-ROM 40Electronic EPRP folder 40

2.3.4 Early Warning Analysis and Crisis Support 41

SECTION III

The Checklists 43

3.1 Minimum Preparedness Actions (MPAs) 44

CO Management 47Human Resources 49Programme 50Pipeline 51Food Procurement 52Non-Food Procurement 53Logistics 54ICT 55Finance 56Administration 57Security 58Communication 59Reporting 60

3.2 Emergency Readiness Actions (ERAs) 62

CO Management 66Human Resources 68Programme 69Pipeline 71Food Procurement 72Non-Food Procurement 73Logistics 74ICT 76Finance 78Administration 80Security 81Communication 83Reporting 84

3.3 Standard Operating Procedures for First 72-Hour Response 86

CO Management 88Human Resources 89

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Programme 90Pipeline 91Food Procurement 92Logistics 93ICT 94Finance 95Administration/Non-food Procurement 96Security 97Communication 98Reporting 99

3.4 Concept of Operations Template 101

SECTION IV

Emergency Preparedness and Response in Countries where

WFP is not present (for Regional Bureaux) 104

4.1 Terms of Reference for a Multi-functional Emergency

Preparedness Mission 106

4.2 Terms of Reference for a Start-up Emergency Response Team 108

Acronyms 112


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Annex 1 Risk Management FrameworkAnnex 2 Security Management PolicyAnnex 3 Inter-Agency Contingency Planning GuidelinesAnnex 4 Cluster ApproachAnnex 5 IRA directiveAnnex 6 SOP for the management of critical incidentsAnnex 7 Documents for hard copy retentionAnnex 8 EMOP project templatesAnnex 9 Maps, Calendars — examplesAnnex 10 Initial-rapid EFSAAnnex 11 LCA — TOR and TemplateAnnex 12 Policy and procedural changes on the delegation of FAAnnex 13 Long-Term Agreement SampleAnnex 14 WFP Communication StrategyAnnex 15 Talking Points and Q&A samplesAnnex 16 Guidance for Country EditorsAnnex 17 Report Matrix templateAnnex 18 Reports, Templates, Sample InfoAnnex 19 Programme Critical Incident MatrixAnnex 20 IR-EMOP, EMOP budget templatesAnnex 21 Request for quotation templateAnnex 22 TOR ETC Annex 23 Goods and Services Plan sample

List of Annexes

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Annex 24 Emergency Communication ChecklistAnnex 25 Activation Protocol for Responding to Corporate EmergenciesAnnex 26 Special Operation project templateAnnex 27 Concept of operations — CONOPS logistics Annex 28 MedEvac Procedures for WFP staffAnnex 29 Inter-Agency Needs assessment Annex 30 Working Capital Financing FacilityAnnex 31 Press release sample with the statement of the ED Annex 32 UN security level system guideAnnex 33 Contact sheet of staff for emergencies — sampleAnnex 34 TOR Logistics clusterAnnex 35 TOR Food Security ClusterAnnex 36 WFP Guide on Dealing with the MediaAnnex 37 TOR EPRP — Focal PointAnnex 38 Checklist — examples for Sub-office checklistsAnnex 39 Protection Concerns in Emergencies

The documents related to each Annex can be found on EPweb under:

http://epweb.wfp.org/ep2/eprp/ or on the CD-ROM for the

EPRP focal point.


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WFP/Marcus Prior/DRC

1234

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This package is divided into four main sections:

Section I: Introduction

This section provides:

• an explanation as to why WFP’s Contingency Planning Guidelines of 2002 havebeen replaced by the Emergency Preparedness and Response Package;

• a brief overview on what’s new, and a summary of what achievements have beenmade by WFP in emergency preparedness and response over the past 15 years;

• an analysis of why emergency preparedness and response matter more than ever.

Section II: WFP’s Emergency Preparedness and Response

Package (for Country Offices)

This section guides Country Offices in conducting a Risk Assessment andexplains the purpose and use of the Emergency Preparedness and ResponseChecklists.

Section III: Emergency Preparedness and Response Checklists

This section contains the three, sequentially-linked EmergencyPreparedness and Response Checklists:

• Minimum Preparedness Actions

• Emergency Readiness Actions

• Standard Operating Procedures for the First 72-Hour Response

It also provides a template with which to develop a Concept of Operations.

Section IV: Guidance on Emergency Preparedness and

Response in Countries where WFP is not present

(for Regional Bureaux).

The last section provides guidance for Regional Bureaux on how to set up anemergency preparedness mission and a start-up emergency response mission incountries where WFP is not present (oversight countries).

Preface


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1.1 Why a new guide?

1. The Emergency Preparedness and Response Package has been developedfollowing a Strategic Evaluation in 2009 of WFP’s contingency planning.The Evaluation was carried out by a team of senior external evaluators withlong-term experience in emergency preparedness and organizationaldevelopment.

2. The Evaluation found that contingency planning had been exercised at leastonce in virtually all of WFP’s Country Offices during the period 2002-2008.Where broad participation of staff and partners had been sought,contingency planning had been effective in promoting greater riskawareness, a better understanding of potential response strategies and gaps,and team building and improved coordination within WFP and withpartners.

Introduction

1 WFP defines emergency preparedness as “Actions, arrangements and procedures in anticipation of

an emergency to ensure that the response, when needed, be rapid, appropriate and effective.”

(Source: WFP’s Programme Guidance Manual)

2 Summary Report of the Strategic Evaluation of WFP’s Contingency Planning (2002-2008). Posted

at: http://docustore.wfp.org/stellent/groups/public/documents/ep/wfp210932.pdf

1Emergency preparedness1 is not an end in itself but a

process intended to enhance WFP’s emergency response

capability. The strongest value of emergency preparedness

derives from a shared understanding of operational risks

and their likely impact on WFP and its operating

environment. Detailed emergency response planning should

only be undertaken if a risk is almost certain and is

well-defined. In other cases, mainstreaming a minimum

level of emergency preparedness is more effective.2

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3. Notwithstanding these accrued benefits, the effectiveness of WFP’scontingency planning in contributing towards emergency preparedness andresponse at the field level was found to be rather limited. While much timehad been devoted to detailed scenario development, too little emphasis hadbeen placed on concrete preparedness-enhancing actions, such as the pre-positioning of stocks, logistical arrangements, improved access tosources of information, and pre-approved agreements with partners orauthorities. Linkages to other preparedness-enhancing processes withinWFP had been rather limited, leading to a duplication of work.

4. The Strategic Evaluation made the following recommendations which wereendorsed by WFP Management at the October 2009 Executive Boardmeeting:3

i. Re-conceptualize contingency planning from a stand-alone operationalplanning activity to an element in an integrated strategic problem-solving process conducted within an overall inter-agency framework.

ii. Reaffirm and consolidate commitment to and support andaccountability for emergency preparedness, including contingencyplanning, as and when appropriate.

iii. Build on field experience and initiatives to update the guidance materialand develop skills while institutionalizing the revised approach.

1.2 What’s new?

5. The Emergency Preparedness and Response Package builds on the findingsand recommendations of the Strategic Evaluation, and follows extensiveconsultations with Regional Bureaux, Country Offices and relevant technicaldivisions in WFP Headquarters. It takes into account peer reviews,approaches to emergency preparedness as developed by partner UNagencies, and international standards.4

3 Associated with each strategic recommendation are a number of operational recommendations

which can be found on pages 15-16 of the Summary Report of the Strategic Evaluation of WFP’s

Contingency Planning (2002-2008). Posted at: http://docustore.wfp.org/stellent/groups/

public/documents/ep/wfp210932.pdf

4 Please refer to ASIS SPC.1-2009. ASIS International. 2009. Organizational Resilience: Security

Preparedness and Continuity Management Systems. Alexandria, USA, ASIS International. Posted at:

http://www.asisonline.org/guidelines/ASIS_SPC.1-2009_Item_No._1842.pdf


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6. The Package is WFP’s toolbox for enhancing emergency preparedness andresponse capabilities at the field level. As such, it replaces WFP’sContingency Planning Guidelines that were adopted in 2002. It is based onWFP’s Emergency Preparedness and Response Framework, which outlinesthe organization’s corporate policy, methods and procedures forestablishing sufficient preparedness levels at all times.

7. The Package builds on the experience and expertise gathered by WFP andits partners in contingency planning, business continuity and pandemicplanning. It creates linkages with other planning processes and frameworks,at both internal and inter-agency levels. These include Country Offices’Annual Performance Plans, WFP’s corporate Risk Management Frameworkand Security Management Policy, Inter-Agency Contingency Planning andthe Global Humanitarian Cluster Approach.5

8. The Package equips WFP Country Offices with the tools they will needduring the Country Office Annual Performance Plan to conduct a RiskAssessment and to mainstream a minimum level of preparednessthroughout all functional areas. When a specific risk becomes moreimminent, Country Offices can use the Package’s recommended EmergencyReadiness Actions to help them step up their readiness level. In case of anemergency, the Package also provides guidance as to how to respond duringthe first 72 hours of a disaster.

9. Implementation of the Emergency Preparedness and Response Packagerequires the involvement of all functional units in WFP Country, Area andSub-Offices. Country Office Management is to lead the process. As amanagement tool, the Package provides a framework for accountability andresourcing for emergency preparedness.

1.3 What is already in place?

10. WFP’s 1994 Mission Statement identifies disaster prevention, preparednessand mitigation as priority areas for the organization. Since the MissionStatement was published, WFP has championed a number of ground-breaking initiatives:

5 Please refer to Annexes 1-4 for more information on each of these processes and frameworks.

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• establishment of the Augmented Logistics Intervention Team forEmergencies, ALITE (1995);

• stand-by agreements with 18 government agencies, NGOs andcommercial companies (starting 1995);

• launch of the Fast Information Technology and TelecommunicationsEmergency and Support Team (FITTEST) (1998);

• establishment of the first United Nations Humanitarian ResponseDepot (UNHRD) in Brindisi, Italy (2000), and then four more in Dubai,Ghana, Malaysia and Panama;

• roll-out of emergency preparedness and response trainings (2001);

• establishment of the Field and Emergency Support Office (FESO) inDubai (2001);

• launch of Contingency Planning Guidelines6 and the EmergencyPreparedness Web (EPweb) (2002);

• partnership established with the Turin-based Information Technologyfor Humanitarian Assistance Cooperation and Action (ITHACA) tojointly develop IT products and services (2006);

• launch of the joint, biannual WFP/UNICEF IT Emergency ManagementTraining (2007);

• collaboration established with the European Union EmergencyResponse Services to access satellite imagery for emergencypreparedness and response (2009);

• launch of WFP’s global online learning course “Getting Ready forEmergencies” (2009); and

• roll-out of the “Readiness Initiative” (Bangkok 2010), the latest in aseries of inter-agency simulation exercises carried out at regional levelsince 2007.

11. At the inter-agency level, WFP was appointed co-chair of the Inter-AgencyStanding Committee (IASC) Sub-Working Group on Preparedness in 2001.In this role, and in the same year, WFP facilitated the collectivedevelopment of early warning tools and the launch of the IASC Contingency

6 World Food Programme. 2002. Contingency Planning Guidelines. Rome, WFP. Posted at:

http://docustore.wfp.org/stellent/groups/EP1/documents/EP/WFP001081.pdf

Planning Guidelines. In 2005, WFP became the Global Cluster Lead inLogistics and in Emergency Telecommunications. In December 2010, WFPassumed co-lead responsibilities for the Global Food Security Cluster. At thefield level, WFP has led the Disaster Management Team in a number ofcomplex emergencies.

1.4 Why does Emergency Preparedness and Response matter more than ever?

12. Food assistance needs have increased significantly since 2007/8 and, as aresult, WFP beneficiary figures have risen. In order to formulatecomprehensive preparedness and response strategies to the growinghumanitarian challenges, the organization has been obliged to continuallyimprove preparedness and to work more closely with partners in the UNsystem and with national governments, regional institutions, the NGOcommunity and research centres.


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140,000

120,000

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02006 2007 2008 2009

Figure 1. WFP’s Relief Beneficiaries versus WFP’s Overall Beneficiaries 2006-20097

Source: WFPAnnual PerformanceReport 2006, 2007,2009, 2010.

Overall

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7 Overall beneficiaries. 2009: 75 countries; 2008: 77 countries; 2007: 80 countries; 2006: 78

countries.

13. Between 2005 and 2010, WFP invested more than US$40 million incountry-specific emergency preparedness and response activities. Thisinvestment was funded by the Immediate Response Account for countriesstruck by a crisis or disaster. During the same period WFP declared twelvecorporate emergencies. Another nine emergency operations requiredextensive corporate support from WFP, with regular Task Force meetingsand international staff deployment. WFP’s portfolio grew significantly, asdid the proportion of WFP’s programme of work allocated towards relief.

14. The growing humanitarian challenges have had an impact on the livelihoodsof local populations and on WFP. Natural and man-made disasters have alsotaken their toll. In 2010, WFP staff and assets were severely affected byHaiti’s earthquake: one colleague lost her life, several were injured andnearly all struggled to cope with the deaths and injuries of family membersand friends. WFP facilities and assets were badly damaged, forcing staff torelocate within the capital Port-au-Prince almost overnight.

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8 2008 and 2009 expenses are according to IPSAS, while 2006 and 2007 values are based on UNSAS.

4.5

4

3.5

3

2.5

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2006 2007 2008 2009

Figure 2. WFP Relief Expenses versus Overall Expenses 2006-20098

Source: WFPAnnual PerformanceReport 2010

US

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Relief


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Working under a (Semi-)Remote Control Set-up

In situations of heightened insecurity, WFP may have to relocate staff andoffices within the country, or outside, and switch to a (semi-)remotecontrol implementation mode. This transition can happen suddenly andwithout warning, and its effects on staff and on operations may beprotracted. WFP emergency preparedness planning needs to consider therapid lock-down or closure of offices, destruction of sensitivedocumentation (electronic and hard copies), and relocation/evacuation ofnational and international staff. It also needs to identify options for WFP tomaintain operational capability through partners, including NGOs, localauthorities and/or commercial entities.

Since 2007 in Afghanistan, and later in Somalia, WFP has made extensiveuse of third parties to ensure that work carried out by its partnerscontinues to be independently monitored. For this type of arrangement anNGO or for-profit consulting firm is selected to carry out the role of FoodMonitor. This third-party contractor is completely removed from any aspectof programme design and implementation. They are trained by WFP andfocus exclusively on assessments, distribution and post-distributionmonitoring. Contractual arrangements of this type must include a degreeof flexibility so that monitoring activities can be extended to newgeographical areas if such an expansion is necessitated by WFP’sprogramme requirements and developments in the security situation.

15. Armed conflict, civil unrest, terrorism and crime have become major threatsto WFP and the whole UN system. Working on the frontlines, WFPcolleagues and partners are exposed to the “trend […] of a lack of respect forthe emblems and efforts of humanitarian organizations [which has]continued unabated.”9 This has led to politically- and criminally-motivatedtargeting of humanitarian workers and to their increased vulnerability.

16. The increasingly hazardous environment in which WFP operates hasobliged the organization to move beyond the traditional way of doingcontingency planning. Risk management, business continuity and securitymanagement issues must now be incorporated into the preparednessprocess.

9 UN Secretary-General’s Report on Safety and Security of Humanitarian Personnel and Protection of

United Nations Personnel (A/64/336) to the General Assembly. Posted at:

http://www.un.org/Docs/journal/asp/ws.asp?m=A/64/336

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WFP/Dane Norvarlic/Haiti


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17. The Emergency Preparedness and Response Package consists of two,sequentially-linked parts that are to be implemented by WFP CountryOffices in coordination with their respective Area Office and/or Sub-Office:

Part I: Risk Assessment (Section 2.1)

Part II: Emergency Preparedness and Response Checklists (Section 2.2)

2WFP’s Emergency Preparedness and ResponsePackage (for Country Offices)

Emergency preparedness is not a stand-alone, one-off

activity. Instead, it is a process that is developed and

adapted alongside and according to a country’s risk

profile, the humanitarian situation on the ground and the

operational capability of WFP and its partners, including

the national government.

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Figure 3. WFP’s Emergency Preparedness and Response Package


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18. The objectives of the Emergency Preparedness and Response Package are to:

i. provide a practical framework for Country Offices to continuallyimprove their preparedness and response;

ii. forge a common understanding of potential risks and the impactthat those risks might have on WFP’s internal and externalenvironment;

iii. establish and mainstream a standard for minimum emergencypreparedness at Country Office level;

iv. guide Country Offices as a risk becomes more imminent, and helpthem raise their emergency readiness level;

v. allow Country Offices to maintain resilience and to recover quicklyfrom any disruptions and crisis events;

vi. enable Country Offices to scale up their operational responsecapability so that they can adequately address food assistance needsamong affected populations, and effectively assume their cluster-lead responsibilities;

vii. guide Country Offices in their initial emergency response;

viii. strengthen WFP in advance of a crisis or disaster by enabling theorganization to position itself vis-à-vis government and partneragencies.

19. The Package requires the participation of all functional units in WFPCountry, Area and Sub-Offices. The Country Director (CD) hasultimate responsibility for the progressive adoption of thePackage. The Regional Bureaux and the Emergency Preparedness andResponse Branch (ODEP) assume an advisory and technical support role inthis process. Regional Bureaux are also tasked with identifying prioritycountries where WFP is not present and, in those countries, ensuring aminimum level of emergency preparedness.10

10 Please refer to Section IV “WFP’s Emergency Preparedness and Response in Countries where WFP is

not present”.

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Emergency Preparedness: its definition and objectives

WFP defines emergency preparedness as “actions, arrangements andprocedures in anticipation of an emergency to ensure that response,when needed, be rapid, appropriate and effective”.11 The EmergencyPreparedness and Response Package (EPRP) provides guidance forCountry Offices to implement a set of actions that address both WFP’sinternal and external environment.

Internal environment

WFP’s programmes, processes, staff and assets

In this context the EPR actions are designed to:

• protect the Country Office and its programmes against the negativeimpact of a crisis or disaster;

• allow the Country Office to maintain resilience and recover fast fromany disruptions which may have compromised its functioning; and

• enable the Country Office to scale up its operational responsecapability with due attention to staff health and safety issues.

External environment

Population, Food Security Situation, Infrastructure and PartnershipNetworks

In this context the EPR actions are designed to enable WFP to:

• quickly and adequately address food and nutrition security needsamong the population affected by the crisis or disaster;

• effectively carry out cluster-lead responsibilities; and• position the organization in advance of a crisis or disaster

vis-à-vis government and partner agencies.

11 WFP Programme Guidance Manual — Emergency Preparedness


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Inter-Agency Level

20. The EPRP does not substitute for Inter-Agency Emergency (IA)Preparedness and Contingency Planning. Roles and responsibilitiesassigned to and accepted by WFP at IA level need to become specificpreparedness actions within the relevant EPR process to ensure that WFPmaintains the capacity necessary to carry out its IA responsibilities.

21. The methodology suggested by the EPRP, which combines ContingencyPlanning, Business Continuity and Pandemic Planning as well as RiskManagement, is increasingly being adopted by other UN agencies. It hasbeen introduced to the Inter-Agency Standing Committee (IASC) Sub-Working Group on Preparedness and contributed significantly to thenew methodology used in the revision of the IA Contingency PlanningGuidelines which is due to be concluded by the end of 2012.

2.1 Part I: Risk Assessment

Risk Management is a structured process which enables the

user to identify and assess risks, and to establish measures or

controls with which to respond to them. In this context, it is

geared towards anticipating risks to which WFP and

beneficiaries may be exposed, and towards preventing those

risks from reducing WFP’s capacity to effectively fulfil its

mandate.

22. In 2010, the WFP Division for Performance and AccountabilityManagement (RMP) identified lack of preparedness to respond toheightened humanitarian food assistance needs and lack of preparedness tomaintain business continuity in the event of a disaster as being keyoperational risks for the organization.

23. While the exact timing of a disaster cannot be predicted, understanding thelikely impact of disasters on WFP’s internal and external environment willhelp WFP Country Offices undertake minimum preparedness and adequateemergency readiness actions.

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24. Risk Assessment is the first component of WFP’s Emergency Preparednessand Response Package and is a mandatory part of the Annual PerformancePlan for all Country Offices. The Assessment is based on RMP’s RiskProfiling Methodology. It is structured into four steps:

Step One: Risk Identification

Step Two: Risk Ranking

Step Three: Risk Illustration

Step Four: Risk Response

Risk is the possibility that an event will occur that will affect

the achievement of WFP’s objectives and mandate.

25. Country Offices are the owners of their Risk Assessment. For the purposesof developing a Risk Profile for their country they are advised to consultwith UN agencies, partners, the Red Cross and Red Crescent Movement,research institutes12 and — where feasible — with the national authorities.These consultations will enable WFP to gather a variety of information,insights and views, to harmonize and link up with preparedness approachesof partners, and to gain a better understanding of response capabilities onthe ground. National authorities may have data and monitoring systems inplace to assess the risk of natural disasters. Similarly, WFP can assist thosewith whom they consult by acting as a source of risk-related informationthrough WFP’s Early Warning and other monitoring systems.

26. The Risk Assessment will consider the Threat and Vulnerability Assessmentas carried out by the Security Management Team (SMT).

27. The Risk Assessment should be a consultative process in which differentopinions are brought together. It should be carried out taking intoconsideration all possible cross-cutting issues that may arise in a givencontext. These may include protection13, gender, and HIV and AIDS.Responsibility for validation of the resulting Risk Assessment lies with theCountry Director.

12 National, regional and international scientific bodies, such as seismologic institutes and

organizations, have the capacity to support WFP in disaster modelling.

13 For examples of typical protection concerns please refer to Annex 39. More information on

Protection in WFP operations is posted at: http://pgm.wfp.org/index.php/Topics:Protection_issues


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2.1.1 Step One: Risk Identification

28. Within WFP, risks are defined within three major categories: contextual,programmatic and institutional.

29. Contextual risks are found in the broad settings in which WFP operates.They can include political and social risk factors such as intensified conflict,political instability and natural and climatic hazards. Generally, thesecontextual risks are beyond the control of humanitarian actors and cannotbe prevented. However, they can be predicted and mitigated.

30. Programmatic risks can be grouped into two main areas: the risk offailing to achieve programme objectives, and the potential to cause harm toothers. Risks associated with possible programme failure include settingoverly ambitious objectives, using untested programme approaches, andbasing programmes on flawed needs assessment. The second area covers arange of risks that may result in WFP interventions inadvertently having anegative effect. WFP’s Do No Harm approach attempts to eliminate orminimise these risks.

Contextual Risk:

Risk of state failure,return to conflict,development failureand humanitarian crisis. Factors that WFP is affectedby, but over which we have very little control.

Figure 4. Risk Categories

Programmatic

Risk:

Risk of not reachingour programmeobjective or ofpotentially causingharm to others — forinstance, by drawingbeneficiaries into aconflict zone or byhurting fragileeconomies with aid.

Institutional Risk:

Risks with significantimplications for WFP,such as securityissues, reputationalloss, and financiallosses throughcorruption. These can affect WFP as aninstitution, and couldcompromise ourability to reach people in need.

25

31. Institutional risks are internal to WFP but would have implicationsbeyond the organization. They include fiduciary and corruption risks, andpotential funding deficits and reputational loss.

32. When identifying risks, the Country Office must look at all risks that itmight face and group them within the three categories as beingcontextual, programmatic and/or institutional. As shown in Figure 4,programmatic risks may arise as a result of risks — or as a consequence ofresponses to risks — in either of the other two categories. Likewise,institutional risks may arise as a result of — or as a consequence of theresponse to programmatic risks.

33. The EPRP focuses on mitigating the effects of contextual risksthat impact on ongoing operations or give rise to a need to launchnew ones. These contextual risks can be divided into thefollowing types:

• natural hazards, such as earthquakes and pandemics, and extremeseasonal weather events that cause floods, landslides or droughts;

• armed conflict and civil unrest;

• restrictive government legislation, such as export and import bans;

• drastic changes in the socio-economic environment, such as a surge inprices of essential goods;

• terrorism and crime.

34. When risks are identified it is important to be as specific as possible whendescribing them so that they can be monitored (see section 2.1.5 onTriggers). If, for example, one of the identified risks is conflict then it needsto be clearly noted who the potential belligerents are, in which part of thecountry they could clash, and what main factors underlie the risk ofviolence.


26

2.1.2 Step Two: Risk Ranking

35. Once a Country Office has identified the most prominent risks, it needs toscore them separately for each category by their perceived impact andlikelihood of occurrence. In doing so, risks are ranked on a scale of 1 to 3.Multiplying these two variables will give a value that will indicate theseriousness— low, medium or high — of a given risk (see Figure 5). Table 1, below, provides guidance on how to assess impact and likelihood,and how to rate the level of seriousness.

Impact

Negligible (1)

WFP is still able to carry out its operations, with almost no delays/losses. Heightened foodassistance needs and cluster-lead responsibilities can be addressed through minimalinvestment in on-going operations. National response capabilities and those of in-countrystakeholders are high. Minimal impact on staff and assets.

Minor (2)

WFP is still able to carry out its operations, though with some delays/losses. Heightened foodassistance needs and cluster-lead responsibilities can be addressed through minorinvestment in on-going operations. National response capabilities and those of in-countrystakeholders are fairly high. Minor impact on staff and assets.

Moderate (3)

Programme delivery may be hampered. Additional resources and activities withinongoing operations and cluster-lead responsibilities will be required to attend to systemdisruptions and heightened humanitarian needs. National response capabilities and thoseof in-country stakeholders are medium. Some impact on staff and assets.

Severe (4)

Programme delivery will significantly be hampered. Substantial additional resources and activities within ongoing operations and cluster-lead responsibilities will be required toattend to system disruptions and heightened humanitarian needs. National responsecapabilities and those of in-country stakeholders are low. Considerable impact on staffand assets

Critical (5)

WFP activities could be blocked. The event may require a massive WFP response. National response capabilities and those of in-country stakeholders are extremely low.Critical impact on staff and assets.

Table 1. Components of Risk Ranking

27

Likelihood

Very unlikely (1)

The event has a remote chance of arising — up to a 20 percent chance within the current year — and/orhas occurred very infrequently, if ever, in the past.

Unlikely (2)

The event has a low chance of arising — between a 20 and 40 percent chance within the current year —or has occurred a couple of times in the past.

Moderately likely (3)

The event has a possible chance of arising — betweena 40 and 60 percent chance within the current year —or has occurred a few times in the past.

Likely (4)

The event has a probable chance of arising — betweena 60 and 80 percent chance within the current year —or has occurred several times in the past.

Very likely (5)

The event has a significant chance of arising — over 80 percent chance within the current year — or has occurred frequently in the past.

Seriousness

The seriousnessrating is themultiplication ofthe impact riskranking with thelikelihood risk

Low

Average Score: 1–7

Medium

Average Score: 8-14

High

Average Score: 15-25


28

2.1.3 Step Three: Illustration

36. Once a Country Office has ranked its risks, it should illustrate on a RiskGraph the contextual risks for which the EPRP provides mitigation actions.The Risk Graph helps the Country Office visualize its Risk Profile. It drawsattention to those risks whose seriousness levels rank in the medium/highrange and which require Mitigating Actions beyond the MinimumPreparedness Actions.

Figure 5. Risk Graph

1:

Neg

ligib

le2

: M

inor

3:

Mod

erat

e4

: S

ever

e5

: C

riti

cal

1: Veryunlikely 2: Unlikely

3: Moderately

likely4: Likely 5: Very

likely

Likelihood

Imp

act

Seriousness=Impact x Likelihood

Ser

iou

snes

s=Im

pact

x L

ikel

ihoo

d

Emergency Readiness Actions (ERAs)

Early Warning (EW)

Minimum Preparedness Actions (MPAs)

High Seriousness (15-25)

Medium Seriousness (8-14)

Low Seriousness (1-7)

MPA(5)

MPAEW(10)

MPAEWERA(15)

MPAEWERA(20)

MPAEWERA(25)

MPA(4)

MPAEW(8)

MPAEW(12)

MPAEWERA(16)

MPAEWERA(20)

MPA(3)

MPA(6)

MPAEW(9)

MPAEW(12)

MPAEWERA(15)

MPA(2)

MPA(4)

MPA(6)

MPAEW(8)

MPAEW(10)

MPA(1)

MPA(2)

MPA(3)

MPA(4)

MPA(5)

29

2.1.4 Step Four: Risk Response

37. Having illustrated its risks, the Country Office should record them, bycategory, in a Risk Register. The Register consists of two parts: riskassessment and mitigation actions, indicating which risk response strategyshould be applied and which mitigating actions should be put in place:

• Accept the risk, as it is;

• Control the risk through mitigation actions;

• Avoid the risk by temporarily halting WFP activities and stepping upmonitoring activities; or

• Transfer the risk by operating through partners on a (semi-)remotecontrol basis (as in Afghanistan and Somalia).

(This sequence gives rise to the mnemonic ACAT.)

38. The EPRP is designed to assist Country Offices in controlling/mitigating theeffects of the contextual risks identified.

39. Country Directors are advised to escalate a risk alert to Regional Bureaulevel, if:

• the risk might impact on neighbouring countries;

• managing the risk requires capacities and resources beyond thoseavailable at Country Office level.

40. In their ongoing operations, Country Offices need to make adequatebudgetary provisions for the implementation of both the MinimumPreparedness Actions and most of the Emergency Readiness Actions (asapplicable). With sufficient justification, additional corporate resources canbe requested from the Immediate Response Account and the WorkingCapital Financing Facility for the purposes of conducting assessments anddisaster simulation exercises, and for pre-positioning food under theEmergency Readiness Actions.


30

2.1.5 Triggers for stepping up preparedness

41. Risk monitoring is an important part of the risk management process.Through their respective positions staff already monitor, in a general sense,important developments in the country. The EPRP focuses on specifics, i.e.critical indicators that need to be monitored in relation to risks that havebeen identified. Individually and/or collectively, these indicators need to beanalysed for tipping points that will act as triggers for decision-making.Monitoring these critical indicators will enable the Country Office to decidewhether it has reached a threshold that requires it to increase itspreparedness level from Minimum Preparedness Actions (MPAs) toEmergency Response Actions (ERAs). For each contextual risk, the CountryOffice should identify those thresholds through a discussion process basedon the following question:

What has to happen to make it necessary to step up the Country Office’spreparedness level by implementing the Emergency Readiness Actions?15

42. The final decision on when to implement the ERAs is taken by theCountry Director. The critical indicators — agreed upon by the CountryOffice — establish clear threshold levels that indicate when a risk isbecoming significantly more imminent and, in so doing, support thisdecision-making process.

43. To enable them to monitor the identified risks more closely, the CountryOffice should consider asking for support from the Early Warning structuresin Regional Bureaux and Headquarters.

15 Example: the risk is flood. A possible critical indicator might be: the water level in river x. In this casethe trigger would be: the level of water in river x exceeds y cm.

31

RIS

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Lik

elihood

(1/2

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Seri

ousness

(Im

pact

x

Lik

elihood)

Ris

k

Response:

Accept

Contr

ol

Avoid

Tra

nsfe

r

Ris

k

Manager

Tri

ggers

for

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ppin

g u

p

pre

pare

dness

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tus o

f M

PAs

(Done,

Deadline s

et,

To b

e initia

ted)

Sta

te in %

Deadline

to

com

ple

te

Em

erg

ency

Readin

ess

Actions

activate

d

(yes/n

o)

Sta

tus o

f ERAs

(Done,

Deadline s

et,

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e initia

ted)

Sta

te in %

Deadline t

o

com

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te

1

In

dic

ato

r:

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e:

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shold

:

Monitore

d b

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2

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e:

Thre

shold

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d b

y:

PR

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RIS

KS

Ris

k

No.

Ris

k

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Ris

k

Descri

ption

Mitig

ation A

ctions

curr

ently in p

lace

Impact

(1/2

/3/4

/5)

Lik

elihood

(1/2

/3/4

/5)

Seri

ousness

(Im

pact

x

Lik

elihood)

Ris

k

Response:

Accept

Contr

ol

Avoid

Tra

nsfe

r

Mitig

ating A

ctions N

eeded

Ris

k

Manager

Mitig

ation

Action

Imple

mente

r

Sta

rt

Date

/

End

Date

Note

s

1

IN

ST

IT

UT

IO

NA

L R

IS

KS

Ris

k

No.

Ris

k

Ref.

Ris

k

Descri

ption

Mitig

ation A

ctions

curr

ently in p

lace

Impact

(1/2

/3/4

/5)

Lik

elihood

(1/2

/3/4

/5)

Seri

ousness

(Im

pact

x

Lik

elihood)

Ris

k

Response:

Accept

Contr

ol

Avoid

Tra

nsfe

r

Mitig

ating A

ctions N

eeded

Ris

k

Manager

Mitig

ation

Action

Imple

mente

r

Sta

rt

Date

/

End

Date

Note

s

1

!

Table 2. Risk Register Facsimile

2.2 Part II: Emergency Preparedness and Response Checklists

44. The Emergency Preparedness and Response Checklists form the second partof the Package. The checklists employ a holistic approach, integratingsecurity management, business continuity, IT disaster recovery andcontingency planning. Each checklist has a specific function at a specificpoint during the evolution of a risk. Thus, the checklists are not to beadopted simultaneously:

45. Some of the preparedness and readiness actions need to be addressed by theCountry Office Management directly. Others need to be addressed byindividual functional units, facilitated by an EPR Focal Point who has beenidentified by the Country Office Management. Several actions may alreadyhave been initiated or completed as part of the regular work process. Others,such as data-gathering and mapping, may be carried out and provided by orthrough partners. Where there are gaps, these should be addressed throughindividual preparedness actions in the Annual Performance Plan and in theWork Plan of relevant staff. Country Offices can add more actions if deemednecessary in the context of their specific operating environment.


32

No.

1

2

3

Type of Checklist

Minimum PreparednessActions (MPAs)

Emergency ReadinessActions (ERAs)including CONOPS template

Standard OperatingProcedures for the First 72-Hour Response (SOPs)

Timeframe for Adoption

As part of the Country OfficeAnnual Performance Plan andMid-Year Performance Review.

As a specific risk becomesimminent that will havemedium/high-impact on aCountry Office, its programmes,processes and the operatingenvironment.

Upon outbreak of a disaster orcrisis.

33

46. Final responsibility and accountability for the Package lies withthe Country Director who must sign off on the MPAs, ERAs and SOPsand any updates.

2.2.1 Minimum Preparedness Actions (MPAs)

47. Minimum Preparedness Actions (MPAs) represent the first checklist that aCounty Office must implement in order to mainstream a minimum level ofemergency preparedness throughout all functional areas. The MPAs arebased on a multi-hazard approach. While they do take into account the riskprofile established for a Country Office, they are not risk-specific.

48. The objectives of the MPAs are to:

• establish a standard of minimum emergency preparedness for whichCountry Offices can be held accountable;

• facilitate a rapid build-up of emergency readiness, should a risk becomeimminent; and

• buffer against the negative impacts of an unexpected, sudden-onsetdisaster.

49. The progress of MPA implementation shall be reviewed on a six-monthlybasis by the Country Office Management as part of the Country OfficeAnnual Performance Plan and the Mid-Year Performance Review, and/oraccording to the seasonal hazard calendar.

2.2.2 Emergency Readiness Actions (ERAs)

50. Emergency Readiness Actions (ERAs) represent the second checklist whichwill be acted upon when a risk becomes imminent or when a high-impact,sudden-onset event, such as an earthquake in a densely populated area, isanticipated. The term “Emergency Readiness Actions” is used to indicateactions that will bring the Country Office to an advanced level of readinessto respond to a specific risk.

51. Unlike the MPAs, the ERAs are risk-specific. They build on the MPAsalready in place and include a set of questions and concrete actions that willenable the Country Office to augment its emergency response capability and


34

to develop a Concept of Operations (CONOPS). Most particularly at thisstage, Country Offices are strongly advised to align their emergencypreparedness strategies with those carried out at the inter-agency andcluster levels.

52. In cases of slow-onset or recurring emergencies, such as droughts orhurricanes, monitoring through early warning systems and seasonal timingwill be critical in determining when to implement the ERAs. Monitoring,analysis and early warning can also provide valuable advance notice ofimpending conflict-related emergencies and, in so doing, maximise theimpact of the ERAs. In the case of sudden-onset emergencies, such asearthquakes, there may be only very limited time — or none at all — to putthe ERAs in place. In such emergencies, the MPAs and other preparedness-enhancing efforts adopted at Country Office, Regional Bureaux andHeadquarters17 will act as critical buffers that help the Country Office tomaintain resilience.

53. Stepping up preparedness from minimum preparedness to an emergencyreadiness level is closely connected to monitoring the triggers, identified by

The purpose of the EPRP’s Guidance Questions

Before ERAs are implemented, the Country Office should assess theimpact of the anticipated disaster on WFP’s operation andbeneficiaries in more detail. For this purpose, the EPRP contains boxesthat precede the ERA checklist for each unit, which provide lists ofguidance questions relating to the scope and context of theanticipated scenario. Before the unit’s ERA template is filled out thesequestions should be used as bases for discussion within the unit. Theyare structured in a way that will gather essential backgroundinformation and help to identify special requirements and operationalconstraints. It is important that these issues are considered so that anadequate preparedness level for potential disaster situations can beestablished. The questions, especially those for Country OfficeManagement, are designed to be used as reference points in case theCountry Office decides to draft a Concept of Operations (CONOPS).16

16 For the Concept of Operations template please refer to section 3.4.

17 Please refer to the Emergency Preparedness and Response Framework.

35

the Country Office team during the risk assessment. The decision as towhen to implement the ERAs lies ultimately with the CountryDirector and will follow consultation with partners in-country and theRegional Bureau. Regional Directors may determine the need to involveHeadquarters units. Early warning analysis may support the CountryDirector in making this decision.

54. The objectives of the ERAs are to:

• step up the Country Office’s emergency preparedness level, in view of animminent risk, to one of emergency readiness;

• guide the Country Office in identifying elements that are essential fordrafting a Concept of Operations18, and obtaining information critical tointer-agency appeals such as the Central Emergency Response Fund(CERF), Flash Appeals and the Consolidated Appeal Process (CAP);

• complement and support the inter-agency contingency planningprocess and WFP’s cluster-lead responsibilities; and

• feed into emergency preparedness planning carried out by nationalauthorities and other partners in-country.

18 Please refer to section 3.4.


36

Slow-onset disasters

Slow-onset disasters give humanitarian actors more time to get ready forthe anticipated event; thus, preparations for them differ from those forsudden-onset events. In these contexts continuous monitoring systemswill enable WFP Country Offices to assess the scope and course of thecrisis more accurately. As soon as they realise that a slow onset disaster,such as a drought, is about to unfold, Country Offices must intensify theirmonitoring.

Preparedness for slow-onset disasters is often hampered by other factorslike public unawareness, and this can lead to shortfalls in funding for thenecessary scale-up of operations at the beginning of the crisis.Awareness-raising and the mobilization of funds are therefore essentialparts of preparedness in the early stages of a slow-onset disaster. Soundanalysis and extensive monitoring will enable the Country Office toprovide periodic alerts and to present a coherent and proportionalresponse strategy. In preparing a Concept of Operations19 Country Officeswill find the EPRP’s Communications template useful. It is a concisedocument which will act as a guide to presenting WFP’s operationalresponse strategy to the impending crisis to donors, media and thegeneral public in a clear and well-structured manner.

19 For the CONOPS template please see section 3.4.

37

2.2.3 Concept of Operations Template

55. When a Country Office identifies a need to step up its preparedness and itdecides to implement the ERAs for one or more risks that have becomeimminent, the Country Office has the option to develop a Concept ofOperations (CONOPS). A CONOPS is based on information gathered via theguidance questions that precede each ERA checklist. It should help theCountry Office to structure its response activities before or in the immediateaftermath of an emergency. The objectives of the CONOPS are to:

• communicate in a concise and clear manner the anticipated scope of thedisaster, and the nature and scope of WFP’s planned operationalresponse at Country Office, Regional Bureau and Headquarters levels;

• support the timely drafting of an Immediate Response EmergencyOperation (IR-EMOP) if the risk materialises;

• clearly explain WFP’s response strategy to the imminent risk to the hostgovernment, UN partner agencies and other relevant stakeholders; and

• facilitate input and access to IA-funding mechanisms.

It may be important to reflect specific challenges in the CONOPS. In orderto identify these challenges, each Country Office unit should go throughthe guidance questions which precede the unit-specific ERA checklist.

2.2.4 Standard Operating Procedures (SOPs) for the

First 72-Hour Response

56. Standard Operating Procedures (SOPs) for the First 72-Hour Responserepresent the third checklist and should be implemented as soon as thedisaster strikes. SOPs are meant to guide the Country Office in its initialemergency response when decisions have to be taken fast20 and criticalactions cannot be overlooked. Country Office Management and essentialstaff should review the SOPs at the ERA stage — i.e. once a risk becomesimminent — and assign responsibilities ahead of a disaster. Heads of Units(HOUs) are responsible for ensuring that their unit members are familiarwith the SOPs, and should have a hard copy to hand and available to their

20 The SOPs of the EPRP are complementary to the Critical Incident SOPs that have been developed

for Headquarters.


38

staff members at all times. The objectives of the SOPs are to:

• promote the health and safety of all WFP staff and employees;

• maintain WFP’s resilience and augment its operational capability (e.g. through the Immediate Response Account [IRA], EmergencyOperations [EMOPs] and Special Operations [SO]);

• facilitate coordination within WFP and with partners. This also applieswhen WFP is the cluster lead.

2.3 Supporting Documents and Roles andResponsibilities

2.3.1 The EPRP at Area Office and Sub-Office levels

57. Being prepared and ready to respond to emergencies is important not onlyat Country Office level but also at Area and Sub-Office levels, and it isrecommended that the EPRP is also implemented in these offices. Theprocess is almost the same. It begins with validation of the risk assessmentundertaken by the Country Office, but the scope of the assessment isadjusted to take into account factors specific to those or Area or Sub-Offices’contexts. After the assessment has been validated the EPR checklists areimplemented. These may need to be adapted for each Area or Sub-Office toallow for offices’ different structures, functions and sizes. Very small Area orSub-Offices with only three to five staff may find that they only need to gothrough the MPA checklist and SOPs for Management, but large Area orSub-Offices might find it more useful to go through all of the checklists thatare applicable to their functional units. Annex 38 provides examples of MPAand ERA checklists, as well as SOPs, which have been tailored to theArea/Sub-Office context in pilot countries.

2.3.2 Roles and Responsibilities

Country Office Management

58. Country Office Management (usually, the Country Director [CD] and theDeputy Country Director [DCD]) is accountable for the implementation ofthe whole EPRP. The Country Office Management selects and directlysupervises the EPRP technical Focal Point. The Risks Register, the

39

Minimum Preparedness Actions Checklists and, if implemented, theEmergency Readiness Actions Checklists, need to be approved and signedoff by the Country Director. The Country Office Management also decides ifand when to implement the ERAs to step up the Country Office’spreparedness level for risks that have become imminent.

EPRP Focal Point21

59. The EPRP Focal Point is appointed by Country Office Management andsupports the implementation of the EPRP in the Country Office as well asArea and Sub-Offices. The Focal Point’s main responsibilities are facilitatingthe risk assessment exercise and consolidating the various units’ checklists.He/she is also responsible for compiling and maintaining the Country Officeemergency folder. He/she is the custodian of the final document and shouldupdate it periodically, especially when the risk profile of the countrychanges.

Heads of Units

60. Heads of Units (HOUs) are accountable for the implementation of their ownUnit’s checklist. They are encouraged to coordinate with other HOUs andthe Country Office Management for cross-unit issues.

Individual staff members

61. Every staff member needs to participate in the emergency preparednessprocess so that the Country Office can achieve the highest possible standardof emergency preparedness. Staff members are responsible forimplementing the actions assigned to them and should meet the deadlinesset in the checklists.

21 Please see Annex 37 for the complete TOR of the EPRP Focal Point.


40

2.3.3 Support Tools

EPRP web tool

62. The EPRP will also be uploaded to EPweb. The online tool will display thepreparedness level of each country so that everybody can access thisinformation easily. The Country Office EPRP Focal Point is responsible forinputting data into the system and for keeping it up-to-date. These data willbe presented in a similar way to those in the EPRP checklists. EPweb canalso be used to directly request support from the Early Warning Team(EWT) in Headquarters regarding the monitoring of specific risks.22

E-Learning CD-ROM

63. The E-Learning CD-ROM is an interactive learning tool for every staffmember. It guides users through the EPRP, step by step, and explains thePackage’s background and purpose and how to implement the differentparts. The CD-ROM can also be used as a support tool by newly-appointedEPRP Focal Points or any other staff member.

Electronic EPRP folder

64. It is strongly recommended that the Country Office ICT unit creates anelectronic folder on the shared drive and stores in it core documentscollected through the EPRP implementation so that they are quicklyaccessible at all times. The folder should contain the electronic versions ofthe Country Office’s risk graph, risks register, MPA, ERA, SOP checklistsand all other related documents. In case a situation arises in whichcomputers cannot be used, a hard copy of these documents should be storedin the Country Office/Area Office/Sub-Office and in a secure off-sitelocation.

22 To access the EPRP web tool, please go to: http://epweb.wfp.org/ep2admin

41

2.3.4 Early Warning Analysis and Crisis Support23

65. The ODEP “Early Warning Analysis and Crisis Support Team” monitorsnatural hazards and socio-political developments around the globe daily inorder to identify situations that could impact WFP activities or trigger newoperations.

66. The Headquarters-based team can provide tailored analytical services on-demand to Country Offices and Regional Bureaux, and it can collaboratewith ODEP’s Emergency Preparedness and Response (EPR) and GeographicInformation Systems (GIS) teams and other Headquarters units, such asField Security Division (ODF) and the Vulnerability Analysis and MappingUnit (VAM), to provide comprehensive and high quality products. Forinstance, the team can advise Country Offices and Regional Bureaux as tohow to identify, detail and monitor natural hazards and political risks, andhelp them define indicators and thresholds for emergency readiness actions.

67. Country Offices are encouraged to make use of Headquarters capacity whendeveloping EPRP risk profiles. At the same time, to ensure a common WFPview of risk, Regional Bureaux are encouraged to compile a regular regional“Early Warning Matrix” that is based on Country Office risk profiles andassessments for countries where there is no WFP presence.

23 The ODEP Early Warning, Analysis and Crisis Support Team can be contacted through the regional

EPR Focal Points or directly at [email protected]


42

WFP/Rein Skullerud/Pakistan

43

The checklists on the following pages

are for reference only.

Working versions of the checklists are

available for download at the EPRP page

on EPweb at the following link:

http://epweb.wfp.org/ep2/eprp/

Emergency Preparedness and Response Package 3The Checklists


44

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la

vo

rp

pA

de

vo

rp

pA

" "

" "

"y

______________

:_

_/_

__

_/_

__

_

:y

bd

______________

" "

" "

"______________ _

__

______________

" "

" "

"

" "

" "

"

S

TA

TU

S

Done

Deadline

set

To b

e

initia

ted

!

!

!"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

"

SU

TA

TS

en

oD

enil

da

eD set

!!

"

eb

oT

det

aitini

!

"

"

"

"

"

3.1 Minimum Preparedness Actions (MPAs)

45

Type o

f ri

sk(s

):

Mu

lti-

ha

za

rd

, in

clu

din

g s

low

- and s

udden-o

nset

dis

aste

rs.

Obje

ctive:

To e

sta

blish a

sta

nd

ard

fo

r m

inim

um

em

erg

en

cy p

re

pa

re

dn

ess a

t C

ou

ntr

y,

Are

a a

nd

Su

b-O

ffic

e l

eve

l th

at

facilitate

s a

speedy b

uild-u

p o

f em

erg

ency r

eadin

ess a

nd h

elp

s b

uff

er

again

st

the n

egative im

pact

of

a s

udden-o

nset

dis

aste

r.

When:

To b

e a

dopte

d a

s p

art

of

the C

ou

ntr

y O

ffic

e A

nn

ua

l W

ork P

lan

. Pro

gre

ss h

as t

o b

e r

evie

wed a

t th

e M

id-Y

ea

r

Pe

rfo

rm

an

ce

Re

vie

w a

nd in r

esponse t

o s

ignific

ant

changes in t

he o

pera

tional envir

onm

ent.

To b

e incorp

ora

ted into

the

Term

s o

f Refe

rence a

nd p

erf

orm

ance a

ppra

isals

of

indiv

idual sta

ff.

Who:

Fo

ca

l P

oin

t w

ith

Co

un

try O

ffic

e M

an

ag

em

en

t a

nd

fu

ncti

on

al

un

its.

Com

ple

tion:

The c

hecklist

shall indic

ate

for

each M

PA:

• S

tatu

s (

“Done”,

“D

eadline s

et”

, “T

o b

e initia

ted”)

;

• L

ea

d (

Nam

e o

f pers

on r

esponsib

le f

or

the im

ple

menta

tion o

f th

e r

espective a

ction);

• D

ue

da

te/T

imefr

am

e (

to b

e identified f

or

all a

ctions w

ith s

tatu

s “

Deadline s

et”

and “

To b

e initia

ted”)

;

• R

eso

urce

re

qu

ire

me

nt

(as a

ppro

pri

ate

).

Outp

ut:

M

PA

s a

do

pte

d a

nd a

n e

me

rg

en

cy f

old

er f

or e

ach

un

it c

re

ate

d.

Accounta

bility:

O

vera

ll a

ccounta

bility f

or

the a

doption o

f th

e M

inim

um

Pre

pare

dness A

ctions lie

s w

ith t

he C

D.

The F

oca

l P

oin

t com

piles

and u

pdate

s t

he s

tatu

s b

efo

re s

ubm

itting it

for

appro

val to

the C

D.


46

Fu

ncti

on

al

Areas

Nam

e o

f A

cco

un

tab

le M

an

ag

er

CO

Managem

ent

Hum

an R

esourc

es

Pro

gra

mm

e

Pip

eline

Food P

rocure

ment

Non-F

ood P

rocure

ment

Logis

tics

ICT

Fin

ance

Adm

inis

tration

Securi

ty

Com

munic

ation

Report

ing

47

CO

Man

ag

em

en

t

No

. M

inim

um

Prep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)24

Co

mm

en

ts

Done

Deadline

set25

To be initiated

1

Fam

ilia

rize s

taff

with t

he E

merg

ency P

repare

dness a

nd R

esponse P

ackage a

nd r

ela

ted m

ate

rial, inclu

din

g t

he

Cri

tical In

cid

ents

SO

Ps,2

6 t

he E

merg

ency P

repare

dness a

nd R

esponse F

ram

ew

ork

, th

e R

isk M

anagem

ent

Fra

mew

ork

27 a

nd t

he S

ecuri

ty M

anagem

ent

Policy.2

8

2

Identify

needs a

nd o

pport

unitie

s f

or

sta

ff t

rain

ing in e

merg

ency p

repare

dness a

nd e

xerc

ise (

sim

ula

tions)

at

CO

level.

29

3

Identify

a F

ocal Poin

t fo

r com

pilin

g/u

pdating t

he M

PA c

hecklist.

The c

hecklist

and u

pdate

s w

ill be b

ased o

n inputs

by f

unctional units.

Dete

rmin

e a

tim

eline f

or

CD

appro

val and r

eflect

sta

tus o

f com

ple

tion o

n E

PW

eb.

4

Ensure

that

an e

merg

ency f

old

er

(hard

and s

oft

copy)

is c

reate

d a

nd t

hat

it c

onta

ins a

ll r

ele

vant

docum

enta

tion

requir

ed b

y t

he c

hecklists

. This

will be n

eeded in t

he e

vent

of

an e

merg

ency.

(It

may b

e u

sefu

l to

org

aniz

e t

he

fold

er’s in s

ections/s

ub-f

old

ers

(per

functional unit)

for

quic

k a

ccess.)

5

Identify

essential fu

nctions in t

he C

O a

nd e

sta

blish a

chain

of

com

mand a

nd c

om

munic

ation p

roto

col to

be

activate

d a

t th

e o

nset

of

an e

merg

ency.

6

Identify

pote

ntial off

-site location(s

).

7

Identify

essential CO

docum

ents

;30 k

eep h

ard

and s

oft

copie

s in o

ff-s

ite location(s

).

8

Esta

blish a

Ris

k P

rofile

/Regis

ter

for

the c

ountr

y a

nd p

lace it

on E

PW

eb.

9

Esta

blish c

onta

ct

with t

he e

merg

ency F

ocal Poin

t(s)

in t

he n

ational govern

ment

and p

ut

conta

ct

deta

ils in t

he

em

erg

ency f

old

er.

10

Ensure

WFP’s

part

icip

ation in I

nte

r-Agency C

ontingency P

lannin

g31 a

nd o

ther

dis

aste

r pre

pare

dness e

ffort

s a

t

24

The r

esourc

e r

equir

em

ents

for

the M

PAs s

hould

be b

udgete

d w

ithin

the c

urr

ent

CO

pro

gra

mm

es.

25

If a

ction is p

ut

in y

ellow

or

red,

indic

ate

a c

lear

tim

efr

am

e f

or

its im

ple

menta

tion in t

he “

Due d

ate

/Tim

efr

am

e”

colu

mns.

26

For

the D

irective o

f Cri

tical In

cid

ents

Sta

ndard

Opera

tion P

rocedure

s p

lease r

efe

r to

Annex 6

.

27

For

WFP’s

corp

ora

te R

isk M

anagem

ent

Fra

mew

ork

ple

ase r

efe

r to

Annex 1

.

28

For

WFP’s

corp

ora

te S

ecuri

ty M

anagem

ent

Policy p

lease r

efe

r to

Annex 2

.

29

RBx a

nd H

Q s

taff

can p

rovid

e a

dvic

e o

n n

eeds a

nd s

ourc

es o

f tr

ain

ing a

s w

ell a

s c

onduct

in-c

ountr

y e

merg

ency m

anagem

ent

exerc

ise (

sim

ula

tions).

30

For

a lis

t of

essential docum

ents

to b

e k

ept

in h

ard

and s

oft

copy p

lease r

efe

r to

Annex 7

.

31

For

Inte

r-Agency C

ontingency P

lannin

g G

uid

elines p

lease r

efe

r to

Annex 3

.

countr

y level.


48

CO

Man

ag

em

en

t (co

nti

nu

ed

)

No

. M

inim

um

Prep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline set

To be

initiated

11

If t

ime p

erm

its,

conduct

with s

upport

fro

m t

he R

egio

nal Bure

au a

nd H

Q a

n e

merg

ency m

anagem

ent

exerc

ise

(sim

ula

tion)

for

one o

f th

e h

ighest

risks identified t

hro

ugh t

he r

isk a

ssessm

ent.

12

In lia

ison w

ith S

ecuri

ty,

and in a

ccord

ance w

ith U

N D

epart

ment

of

Safe

ty a

nd S

ecuri

ty (

UN

DSS)

regula

tions,

ensure

that

all s

taff

are

equip

ped w

ith t

he r

equir

ed c

om

munic

ation t

ools

.

13

Ensure

that

Focal Poin

ts f

or

cro

ss-c

utt

ing issues s

uch a

s p

rote

ction,

gender,

HIV

and A

IDS,

Sexual Explo

itation

and A

buse a

s w

ell a

s o

thers

are

identified.3

2

14

Make s

ure

that

all u

nits c

oncern

ed,

e.g

. Pro

gra

mm

e a

nd F

inance,

are

fam

ilia

r w

ith t

he m

ost

recent

financia

l

dir

ectives,

part

icula

rly t

he g

uid

elines o

n I

RA P

repare

dness,

IR-E

MO

P a

nd E

MO

P.3

3

15

Ensure

CO

sta

ff a

re f

am

ilia

r w

ith I

nte

r-Agency e

merg

ency r

esponse m

echanis

ms s

uch a

s t

he C

luste

r Appro

ach.

32

For

Term

s o

f Refe

rence f

or

pro

tection F

ocal Poin

ts a

nd m

ore

info

rmation o

n p

rote

ction t

rain

ing f

or

sta

ff p

lease c

onta

ct

the H

um

anitari

an P

olicy a

nd T

ransitio

n S

erv

ice (

PSH

) in

HQ

.

For

info

rmation a

bout

the S

exual Explo

itation a

nd A

buse F

ocal Poin

t ple

ase r

efe

r to

the E

D-c

ircula

r: h

ttp:/

/docusto

re.w

fp.o

rg/s

tellent/

gro

ups/p

ublic/d

ocum

ents

/cd/w

fp047703.p

df

33

For

the d

irectives p

lease r

efe

r to

Annex 5

.

49

Hu

man

Reso

urces

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Com

pile a

lis

t of

all s

taff

,34 t

heir

conta

ct

deta

ils,

insta

lled d

ependents

and n

ext

of

kin

, and d

istr

ibute

to a

ll s

taff

a lis

t conta

inin

g t

he e

ssential conta

ct

info

rmation.

2

Esta

blish a

nd r

egula

rly u

pdate

a r

oste

r of

national and local sta

ff c

andid

ate

s f

or

imm

edia

te r

ecru

itm

ent

for

each

functional are

a.

3

Identify

vis

a a

nd s

ecuri

ty c

leara

nce r

equir

em

ents

for

sta

ff d

eplo

ym

ent

and e

vacuation.

4

Rem

ind s

taff

to h

ave u

p-t

o-d

ate

ID

card

s a

nd o

ther

rele

vant

pers

onal docum

enta

tion (

e.g

. vaccin

ation b

ookle

t,

etc

.) a

t hand a

nd t

o k

eep c

opie

s in t

he o

ff-s

ite location.

5

Rem

ind inte

rnational sta

ff t

o r

egula

rly u

pdate

the lis

t of

their

pers

onal item

s f

or

insura

nce p

urp

oses.

6

Pre

pare

and d

issem

inate

a c

onta

ct

list

of

medic

al pro

fessio

nals

, clinic

s a

nd h

ospitals

to w

hic

h s

taff

should

be

refe

rred in t

he e

vent

of

a m

edic

al em

erg

ency.

Fam

ilia

rize a

ll s

taff

, especia

lly d

rivers

, w

ith info

rmation a

bout

whic

h f

acilitie

s a

re e

quip

ped t

o h

andle

whic

h m

edic

al pro

cedure

s,

and w

here

these f

acilitie

s a

re locate

d.

Coord

inate

with t

he h

ead o

f dri

vers

to t

rain

their

team

so t

hat

all d

rivers

are

fam

ilia

r w

ith t

he r

oute

s.

7

In c

oord

ination w

ith S

ecuri

ty,

ensure

that

all C

O/A

O/S

ub-O

ffic

e s

taff

have r

eceiv

ed f

irst

aid

tra

inin

g.

8

Ensure

that

all C

O s

taff

have r

eceiv

ed b

asic

and a

dvanced s

ecuri

ty t

rain

ing,3

5 t

hat

all s

taff

and p

art

ners

have

receiv

ed a

copy o

f th

e S

ecre

tary

-Genera

l’s B

ulletin o

n S

pecia

l M

easure

s f

or

Pro

tection f

rom

Sexual Explo

itation

and A

buse,3

6 a

nd t

hat

all h

ave r

eceiv

ed a

copy o

f th

e I

CSC’s

37 S

tandards o

f Conduct f

or t

he I

nternatio

nal Civ

il

Servic

e.

9

Ensure

that

every

sta

ff m

em

ber

receiv

es e

ssential in

form

ation (

securi

ty,

medic

al pro

cedure

s,

etc

.),

and t

hat

this

info

rmation is a

lso d

issem

inate

d t

o t

hose w

ho m

ight

not

have a

ccess t

o e

-mail (

e.g

. dri

vers

).

34

Sta

ff inclu

des T

DYers

and s

taff

on R

&R in t

he C

ountr

y,

Are

a a

nd S

ub-O

ffic

es.

Ple

ase r

efe

r to

Annex 3

3 f

or

an e

merg

ency s

taff

conta

ct

sheet.

35

For

basic

and a

dvanced s

ecuri

ty t

rain

ing c

ours

es p

lease g

o t

o h

ttp:/

/go.w

fp.o

rg/w

eb/w

fpgo/f

ield

securi

ty/t

rain

ing.

36

For

the z

ero

tole

rance p

olicy o

n S

exual Explo

itation a

nd A

buse,

inclu

din

g t

he S

G B

ulletin a

nd E

D c

ircula

rs p

lease g

o t

o:

htt

p:/

/docusto

re.w

fp.o

rg/s

tellent/

gro

ups/p

ublic/d

ocum

ents

/cd/w

fp016115.p

df

37

Inte

rnational Civ

il S

erv

ice C

om

mis

sio

n :

htt

p:/

/hom

e.w

fp.o

rg/h

rmanual/

Acro

bat_

Docs/I

CSC_Std

_Conduct-

English.p

df


50

Pro

gram

me

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Ensure

the r

egula

r update

of

the C

ountr

y P

rofile

.38

2

Ensure

the a

vailability o

f th

e f

ollow

ing m

aps,

lists

and c

ale

ndars

:39

•

map(s

) of

the p

opula

tion p

rofile

, id

eally d

epic

ting f

ood s

ecuri

ty,

povert

y,

maln

utr

itio

n levels

, eth

nic

ity

and p

opula

tion d

ensity b

y a

dm

inis

trative a

reas.

If t

he m

aps c

annot

be p

roduced,

collect

the r

ele

vant

GIS

-data

and c

onta

ct

the G

IS u

nit a

t H

Q f

or

support

;

•

a lis

t of

food s

ecto

r/clu

ste

r part

ners

per

adm

inis

trative a

rea;

•

a lis

t of

oth

er

hum

anitari

an a

cto

rs (

inclu

din

g N

GO

s/C

BO

s)

per

adm

inis

trative a

rea (

food a

nd n

on-f

ood);

•

a lis

t of

WFP d

istr

ibution p

oin

ts p

er

adm

inis

trative a

rea;

•

seasonal fo

od s

ecuri

ty c

ale

ndar(

s);

•

seasonal hazard

cale

ndar(

s).

40

3

Com

pile a

nd r

egula

rly u

pdate

conta

ct

deta

ils o

f lo

cal and n

ational govern

ment

counte

rpart

s.

4

Clo

sely

monitor

develo

pm

ents

in t

he f

ood s

ecuri

ty s

ituation t

hro

ugh inte

rnal and/o

r exte

rnal m

onitori

ng

syste

ms,

such a

s v

uln

era

bility a

naly

sis

and m

appin

g (

VAM

), t

he M

inis

try o

f Agri

culture

(M

oA),

FAO

, etc

.

5

Pre

pare

a lis

t of

cultura

lly a

ccepta

ble

foods t

hat

would

be s

uitable

in a

n e

merg

ency a

nd c

ould

be r

apid

ly

mobiliz

ed.

6

Togeth

er

with t

he H

R u

nit identify

candid

ate

s w

ho a

re q

ualified t

o c

arr

y o

ut

em

erg

ency f

ood s

ecuri

ty

assessm

ents

and k

eep t

heir

conta

ct

deta

ils a

t hand.

7

Have g

eneri

c c

hecklists

/questionnair

es

41 f

or

such a

ssessm

ents

as w

ell a

s o

ther

essential assessm

ent-

rela

ted

tools

in p

lace.

These inclu

de G

PS d

evic

es,

calc

ula

tors

, sta

tionery

and p

aper,

etc

.

8

Ensure

that

a M

onitori

ng a

nd E

valu

ation (

M&

E)

matr

ix is a

vailable

that

can b

e e

asily a

dapte

d a

nd u

sed.4

2

9

Ensure

that

the p

rogra

mm

e s

taff

is f

am

ilia

r w

ith t

he A

ltern

ative P

rogra

mm

e I

mple

menta

tion

Fra

mew

ork

(APIF

). 4

3

43

The A

PIF

is c

urr

ently b

ein

g d

evelo

ped b

y t

he P

rogra

mm

e D

ivis

ion in H

Q.

For

more

info

rmation,

refe

r to

htt

p:/

/epw

eb.w

fp.o

rg/e

p2/p

ages/?

PageID

=122

38

For

an o

verv

iew

of

sta

ndard

info

rmation t

o b

e inclu

ded in a

Countr

y P

rofile

ple

ase r

efe

r to

the E

MO

P p

roje

ct

docum

ent

tem

pla

tes in A

nnex 8

.

39

For

exam

ple

s o

f th

e f

ollow

ing m

aps,

lists

and c

ale

ndars

ple

ase r

efe

r to

Annex 9

. D

ata

for

these p

roducts

does n

ot

necessari

ly h

ave t

o c

om

e f

rom

WFP.

40

Seasonal hazard

cale

ndars

are

pre

pare

d b

y O

DEP a

nd a

re a

vailable

for

every

countr

y o

n E

Pw

eb.

41

For

generi

c c

hecklists

, questionnair

es,

as w

ell a

s g

uid

ance m

ate

rial fo

r in

itia

l and r

apid

food s

ecuri

ty a

ssessm

ents

, ple

ase r

efe

r to

Annex 1

0.

42

For

a m

anual on h

ow

to w

ork

with t

he M

&E M

atr

ix p

lease r

efe

r to

htt

p:/

/hom

e.w

fp.o

rg/m

anuals

/me/1

35.h

tm

51

Pip

eli

ne

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Ensure

that

the P

ipeline h

as u

p-t

o-d

ate

info

rmation c

oncern

ing t

he e

xpecte

d t

ime o

f arr

ival of

new

-arr

ival and

in-c

ountr

y s

tocks s

o t

hat

com

modity r

eallocation c

an b

e c

arr

ied o

ut

at

any g

iven t

ime.

2

Ensure

that

the W

FP a

dvance m

echanis

ms,

how

they w

ork

, and a

ny s

upply

-chain

pro

cedure

s a

re s

uff

icie

ntly

unders

tood.

3

Monitor

and r

evie

w r

egula

r sourc

es o

f data

and info

rmation r

equir

ed f

or

takin

g P

ipeline d

ecis

ions.

These inclu

de

com

modity p

rices,

borr

ow

ings,

food s

tatistics a

nd lead t

imes,

etc

.

4

Ensure

that

Pip

eline is p

art

of

the s

upply

chain

gro

up f

or

the a

llocation o

f Food F

orw

ard

purc

hases.

5

Make s

ure

that

contr

ibutions t

hat

have b

een c

onfirm

ed a

re p

rogra

mm

ed s

wiftly.


52

Fo

od

Pro

cu

rem

en

t

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Identify

the t

ype a

nd q

uantity

of

food t

hat

can b

e r

apid

ly p

rocure

d,

borr

ow

ed a

nd p

rocessed locally a

nd

regio

nally.

2

Monitor

the p

rices a

nd a

vailability o

f th

e m

ain

local fo

od c

om

moditie

s.

3

Com

pile a

lis

t of

exis

ting a

nd p

ote

ntial lo

cal fo

od s

uppliers

, in

clu

din

g p

rivate

tra

ders

, para

sta

tal org

aniz

ations

and n

ational str

ate

gic

gra

in r

eserv

es.

4

Ensure

that

conta

ct

has b

een e

sta

blished w

ith n

ational auth

ori

ties r

egard

ing im

port

and e

xport

restr

ictions,

local le

gis

lation,

and t

he a

vailability o

f lo

cal pro

duct

specific

ations,

etc

. Com

munic

ate

this

info

rmation a

nd t

hese

arr

angem

ents

to R

B.

5

Ensure

that

sta

ff b

eyond t

he p

rocure

ment

team

are

fam

ilia

r w

ith r

ule

s g

overn

ing local purc

hases.

53

No

n-Fo

od

Pro

cu

rem

en

t

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Com

pile a

lis

t of

suppliers

of

off

ice e

quip

ment,

sta

tionery

, and f

uel supplies,

etc

.

2

Negotiate

long-t

erm

agre

em

ents

(LTA)4

4 w

ith t

hese s

uppliers

. These a

gre

em

ents

should

inclu

de a

cla

use

guara

nte

ein

g t

hat

the s

upplier

will keep in s

tock a

mutu

ally a

gre

ed m

inim

um

level of

supplies/s

tocks

specific

ally f

or

WFP.

3

Identify

pote

ntial part

ners

who c

ould

make a

vailable

cri

tical non-f

ood ite

ms o

n a

loan/l

ease b

asis

duri

ng a

n

em

erg

ency.

Such ite

ms w

ould

inclu

de v

ehic

les a

nd I

CT e

quip

ment,

etc

.

4

Identify

local tr

ansport

ation s

erv

ices t

o w

hic

h t

he C

O/A

O/S

ub-O

ffic

e c

an r

esort

if

at

any t

ime t

here

should

be a

short

age o

f off

ice v

ehic

les.

44

For

a long-t

erm

agre

em

ents

sam

ple

ple

ase r

efe

r to

Annex 1

3.


54

Lo

gis

tics

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Ensure

that

the logis

tics c

apacity a

ssessm

ent

(LCA)4

5 is u

p-t

o-d

ate

and a

t hand a

t all t

imes.

2

Revie

w t

he landsid

e t

ransport

, sto

rage a

nd h

andling (

LTSH

) m

atr

ix e

very

six

month

s (

min

imum

).

3

Ensure

that

the s

hort

lists

of

transport

ers

and o

ther

logis

tical serv

ice p

rovid

ers

are

up-t

o-d

ate

. These lis

ts

should

be u

pdate

d a

t le

ast

once p

er

year.

4

Identify

a F

ocal Poin

t to

get

fam

ilia

r w

ith c

usto

ms c

leara

nce a

nd t

ax w

aiv

er

pro

cedure

s.

That

is b

ecause h

e/s

he

will need t

o b

e a

ble

to identify

options f

or

fast-

trackin

g e

merg

ency c

arg

o f

or

the c

ountr

y a

nd n

eig

hbouri

ng

countr

ies.

5

Com

pile a

conta

ct

list

of

Logis

tics F

ocal Poin

ts in o

ther

UN

agencie

s a

s w

ell a

s in local and inte

rnational part

ner

org

aniz

ations.

Esta

blish a

clo

se w

ork

ing r

ela

tionship

with t

hem

and d

ete

rmin

e t

heir

logis

tics n

eeds a

nd

capacitie

s,

and t

heir

pote

ntial to

share

assets

.

6

With s

upport

fro

m H

Q A

via

tion,

evalu

ate

air

opera

tors

' ra

tes,

safe

ty a

spects

, and t

heir

capacity t

o m

obiliz

e a

ir

taxis

and h

elicopte

rs f

or

em

erg

ency r

esponse.

Be f

am

ilia

r w

ith p

rocedure

s f

or

over-

flig

ht

and landin

g p

erm

its.

45

For

guid

ance o

n h

ow

to p

repare

an L

CA p

lease r

efe

r to

Annex 1

1.

55

IC

T

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Esta

blish a

n a

ppro

pri

ate

ICT a

pplications a

nd s

erv

ices s

yste

m f

or

work

ing f

rom

hom

e f

or

essential sta

ff.

The

syste

m w

ill in

clu

de:

•

Inte

rnet

connections;

•

lapto

ps t

hat

are

equip

ped w

ith e

ndpoin

t pro

tection s

oft

ware

, up-t

o-d

ate

vers

ions o

f W

indow

s a

nd

Mic

rosoft

Off

ice,

mail s

yste

ms a

nd a

ny o

ther

essential soft

ware

, adapto

rs a

nd a

wir

ele

ss n

etw

ork

inte

rface;

•

VH

F h

and-h

eld

radio

s a

nd m

obile p

hones.

Ensure

that

eligib

le a

nd n

ew

ly a

rriv

ing s

taff

have r

eceiv

ed V

HF r

adio

tra

inin

g.

2

Ensure

that

in t

he e

vent

of

an e

merg

ency t

he O

ffic

e's

off

-site location c

an b

e r

apid

ly e

quip

ped w

ith a

n

auto

nom

ous b

ack-u

p c

om

munic

ations s

yste

m (

BIT

SAT o

r BG

AN

), a

n I

T t

oolk

it,

a m

ail s

erv

er

and C

OM

PAS

sta

tion,

media

(ta

pes a

nd h

ard

dri

ves),

a s

ate

llite p

hone,

a V

HF b

ase r

adio

sta

tion,

a s

ola

r pow

er

kit a

nd a

5kVA g

enera

tor.

46

3

Lia

ise w

ith A

dm

in-u

nit a

nd t

he h

ead o

f dri

vers

to e

quip

at

least

one o

ffic

e v

ehic

le w

ith t

wo b

att

eri

es a

nd a

charg

er/

invert

er

to r

e-c

harg

e p

hones a

nd lapto

ps,

and t

o a

lways h

ave a

dditio

nal batt

eri

es in s

tock.

Als

o inclu

de

a V

HF a

nd H

F m

obile c

om

munic

ation k

it,

a s

ate

llite p

hone a

nd a

GPS.

4

Conduct

and t

est

on a

weekly

basis

a b

ackup o

f essential docum

ents

identified b

y C

O u

nits t

o b

e s

tore

d in

off

-site location(s

).

5

Com

pile a

conta

ct

list

of

ICT F

ocal Poin

ts in o

ther

UN

agencie

s,

as w

ell a

s in local and inte

rnational part

ner

org

aniz

ations,

and e

sta

blish c

lose w

ork

ing r

ela

tionship

with t

hem

. D

ete

rmin

e t

heir

ITC c

apacitie

s a

nd t

heir

pote

ntial fo

r shari

ng a

ssets

.

6

Esta

blish a

n E

PRP f

old

er

on t

he s

hare

d d

rive w

ith s

ub-f

old

ers

for

each u

nit a

nd m

ain

tain

it.

46

To a

void

pote

ntial dam

age f

rom

flo

odin

g a

nd/o

r ro

of

leaks,

“data

centr

es”

or

“serv

er

room

s”

should

not

be locate

d in t

he b

asem

ent

or

on t

he g

round o

r to

p f

loors

.


56

Fin

an

ce

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline set

To be

initiated

1

Identify

key f

inance s

taff

whose p

resence w

ill be r

equir

ed in t

he e

vent

of

an e

merg

ency.

Ensure

that

those

responsib

le f

or

or

who a

re d

esig

nate

d t

o p

erf

orm

fin

ancia

l tr

ansactions a

re p

roperl

y info

rmed o

f and instr

ucte

d

in t

heir

fin

ancia

l re

sponsib

ilitie

s,

and t

hat

they a

re e

quip

ped w

ith t

he n

ecessary

WIN

GS p

rofile

s.

2

Put

in p

lace a

suitable

panel of

appro

vin

g a

nd c

ert

ifyin

g o

ffic

ers

so t

hat

segre

gation o

f duties is e

nsure

d a

t all

tim

es.4

7

3

Esta

blish a

suitable

CO

/Sub-O

ffic

e p

anel of

sig

nato

ries f

or

bank a

ccounts

and e

lectr

onic

paym

ent

syste

ms

(EPS).

4

Appoin

t dis

burs

ing o

ffic

er(

s)

and p

ett

y c

ash a

ccount

hold

ers

/cashie

rs p

er

sta

ff e

ligib

ility c

rite

ria.

5

In c

onsultation w

ith t

he R

FO

and t

he C

FO

, esta

blish b

ackup m

echanis

ms f

or

financia

l pro

cedure

s,

as r

equir

ed.4

8

These m

echanis

ms m

ust

be c

apable

of

bein

g e

mplo

yed d

uri

ng inte

rmitte

nt

loss o

f connectivity,

financia

l syste

m

bre

akdow

n o

r oth

er

types o

f em

erg

ency.

6

Use t

he e

xis

ting c

orp

ora

te c

hecklist

to v

eri

fy d

ocum

enta

tion r

equir

ed t

o s

upport

each t

ype o

f financia

l

transaction.4

9

7

Ensure

that

a c

ash s

afe

is a

vailable

at

all o

ffic

e s

ites f

or

the s

afe

keepin

g o

f cash,

fuel coupons,

oth

er

cash ite

ms

and im

port

ant

docum

ents

.

47

This

is t

o e

nsure

com

pliance w

ith C

F02006/0

03 “

Policy o

n P

rocedura

l Change o

n t

he D

ele

gation o

f Fin

ancia

l Auth

ori

ty”.

Ple

ase r

efe

r to

Annex 1

2.

48

Ple

ase r

efe

r to

htt

p:/

/wik

i.w

fp.o

rg/f

inancia

lresourc

em

anagem

entm

anual/

index.p

hp/M

ain

_Page f

or

guid

ance.

49

Ple

ase r

efe

r to

htt

p:/

/wik

i.w

fp.o

rg/f

inancia

lresourc

em

anagem

entm

anual/

index.p

hp/M

ain

_Page f

or

guid

ance.

57

Ad

min

istr

ati

on

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Assis

t CO

Managem

ent

in identify

ing p

ote

ntial off

-site location(s

) fo

r w

ork

.50

2

Assis

t CO

Managem

ent

in identify

ing s

taff

accom

modation f

acilitie

s t

hat

can b

e r

apid

ly a

ctivate

d w

hen n

eeded.

3

Identify

appro

pri

ate

location(s

) to

hold

str

ate

gic

sto

cks o

f essential non-f

ood ite

ms.

Regula

rly c

heck u

p o

n

sto

cked ite

ms t

o e

nsure

that

they a

re u

sable

and in g

ood c

onditio

n.

4

In c

oord

ination w

ith s

ecuri

ty,

arr

ange f

or

firs

t aid

kits t

o b

e d

istr

ibute

d t

o a

ll indiv

idual sta

ff m

em

bers

, and

ensure

that

firs

t aid

kits a

nd f

ire e

xtinguis

hers

are

pre

sent

in a

ll v

ehic

les a

nd W

FP p

rem

ises,

as p

er

the

requir

em

ents

of

Min

imum

Opera

ting S

ecuri

ty S

tandard

s (

MO

SS)

and/o

r th

e W

FP S

ecuri

ty R

isk A

ssessm

ent.

Ensure

that

all k

its a

nd e

xtinguis

hers

are

main

tain

ed.

50

The s

ize o

f th

e p

ote

ntial off

-site location(s

) depend(s

) on t

he s

ize o

f th

e C

ountr

y O

ffic

e a

nd S

ub-O

ffic

es a

nd o

n t

he lik

ely

im

pact

of

the s

cenari

o(s

) id

entified in t

he c

ountr

y’s

ris

k p

rofile

.


58

Secu

rit

y

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Lia

ise w

ith t

he H

R u

nit t

o e

nsure

that

all C

O s

taff

have r

eceiv

ed b

asic

and a

dvanced s

ecuri

ty t

rain

ing.5

1

2

Fam

ilia

rize a

ll s

taff

with r

ele

vant

part

s o

f th

e c

ountr

y-s

pecific

UN

Securi

ty P

lan.5

2

3

Ensure

com

pliance w

ith m

inim

um

opera

ting s

ecuri

ty s

tandard

s (

MO

SS)/

min

imum

opera

ting r

esid

ential securi

ty

sta

ndard

s (

MO

RSS)

in e

ach o

pera

tional are

a a

nd a

dvis

e s

taff

to k

eep s

uff

icie

nt

food a

nd w

ate

r supplies a

t

hom

e.

4

Lia

ise w

ith U

ND

SS a

nd e

sta

blish a

Ward

en S

yste

m w

ith c

om

munic

ation p

roto

cols

,53 e

tc.

5

In c

oopera

tion w

ith U

ND

SS,

set

up c

lear

pro

cedure

s f

or

the e

vacuation o

f all b

uildin

gs,5

4 inclu

din

g o

ff-s

ite

locations,

guesth

ouses,

etc

., a

nd c

onduct

regula

r dri

lls t

o t

est

these p

rocedure

s.

6

Dete

rmin

e t

he n

um

ber

of

essential heavy a

nd lig

ht

vehic

les a

nd h

ow

many o

f th

em

need s

ate

llite t

rackin

g

devic

es,

and e

nsure

fundin

g f

or

the s

am

e.5

5

7

In c

oord

ination w

ith H

um

an R

esourc

es,

ensure

that

all C

O/S

O/A

O s

taff

have r

eceiv

ed f

irst

aid

tra

inin

g.

8

Coord

inate

with A

dm

inis

tration,

who is r

esponsib

le f

or

arr

angin

g t

he d

istr

ibution o

f firs

t aid

kits t

o a

ll indiv

idual

sta

ff m

em

bers

, and f

or

ensuri

ng t

hat

firs

t aid

kits a

nd f

ire e

xtinguis

hers

are

pre

sent

in a

ll v

ehic

les a

nd W

FP

pre

mis

es,

per

the r

equir

em

ents

of

MO

SS a

nd/o

r th

e W

FP S

ecuri

ty R

isk A

ssessm

ent.

9

Lia

ise w

ith H

um

an R

esourc

es a

nd p

roduce a

nd d

istr

ibute

em

erg

ency e

ssential conta

ct

info

rmation t

o a

ll s

taff

.

51

For

basic

and a

dvanced s

ecuri

ty t

rain

ing c

ours

es p

lease g

o t

o h

ttp:/

/go.w

fp.o

rg/w

eb/w

fpgo/f

ield

securi

ty/t

rain

ing

52

For

more

info

rmation o

n t

he S

ecuri

ty R

isk M

anagem

ent

(SRM

), M

inim

um

Opera

ting S

ecuri

ty S

tandard

s (

MO

SS),

and G

uid

elines f

or

Dete

rmin

ing A

ccepta

ble

Ris

ks p

lease r

efe

r to

:

htt

p:/

/docusto

re.w

fp.o

rg/s

tellent/

gro

ups/p

ublic/d

ocum

ents

/manual_

guid

e_pro

ced/w

fp200457.p

df

53

For

guid

ance o

n e

sta

blishin

g a

ward

en s

yste

m a

nd c

om

munic

ation p

roto

cols

ple

ase r

efe

r to

the S

ecuri

ty in t

he F

ield

Bookle

t poste

d a

t:

htt

p:/

/docusto

re.w

fp.o

rg/s

tellent/

gro

ups/p

ublic/d

ocum

ents

/manual_

guid

e_pro

ced/w

fp184437.p

df

(under

revis

ion).

54

For

guid

ance o

n h

ow

to d

evelo

p a

buildin

g e

vacuation p

lan p

lease r

efe

r to

the S

ecuri

ty in t

he F

ield

Bookle

t poste

d a

t:

htt

p:/

/docusto

re.w

fp.o

rg/s

tellent/

gro

ups/p

ublic/d

ocum

ents

/manual_

guid

e_pro

ced/w

fp184437.p

df

(under

revis

ion).

Evacuation p

lans s

hould

addre

ss t

ransport

, em

erg

ency s

helteri

ng a

nd f

ood n

eeds.

55

Sate

llite t

rackin

g d

evic

es f

or

vehic

les a

re r

equir

ed in “

mediu

m-

to h

igh-r

isk”

securi

ty e

nvir

onm

ents

.

59

Co

mm

un

icati

on

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Put

in p

lace a

pro

tocol on h

ow

media

issues s

hould

be h

andle

d a

t CO

/AO

/Sub-O

ffic

e level, a

nd identify

a

spokespers

on f

or

the C

O.

2

Ensure

the d

esig

nate

d s

pokespers

on h

as r

eceiv

ed a

ppro

pri

ate

media

tra

inin

g.

3

Develo

p a

media

and c

om

munic

ation s

trate

gy f

or

the c

ountr

y t

hat

is a

imed a

t fo

ste

ring a

nd p

reserv

ing W

FP’s

positiv

e im

age a

mong,

and t

he o

rganiz

ation’s

accepta

nce b

y,

the local popula

tion a

nd p

art

ners

.56

4

Main

tain

up-t

o-d

ate

key t

alk

ing p

oin

ts57 a

t all t

imes.

5

Make s

ure

a d

esig

nate

d,

qualified P

ublic I

nfo

rmation (

PI)

Off

icer/

Focal Poin

t has b

een identified a

nd is t

rain

ed

in h

ow

to u

pdate

the C

O w

eb p

age

58 o

n W

FP’s

website.

6

Esta

blish a

lis

t of

linguis

tic s

kills

am

ong s

taff

on t

he g

round s

o t

hat

sta

ff w

ith r

ele

vant

skills

can b

e c

onta

cte

d b

y

the P

I O

ffic

er

if h

e o

r she n

eeds s

upport

for

field

vis

its.

7

Ensure

that

lists

of

national and inte

rnational m

edia

and m

edia

conta

cts

in t

he c

ountr

y a

re u

p-t

o-d

ate

. Lis

ts

should

inclu

de m

edia

rela

tions d

epart

ments

and c

onta

cts

in p

art

ner

org

aniz

ations (

UN

, N

GO

s,

Sta

nd-b

y

part

ners

, and g

overn

ment)

.

8

Ensure

that

essential equip

ment,

such a

s d

igital stills c

am

era

s a

nd/o

r oth

er

vid

eo c

am

era

s,

is a

vailable

and

functionin

g.

Make s

ure

that

PI

sta

ff a

nd t

he P

I Focal Poin

t are

tra

ined t

o u

se t

hese d

evic

es.

9

Identify

who t

o c

onta

ct

if t

he C

O s

hould

requir

e e

xte

rnal vis

ual support

serv

ices f

or

vid

eo a

nd/o

r stills.

10

For

com

munic

ation p

urp

oses k

eep in s

tock a

min

imum

quantity

of

vis

ibility ite

ms,

such a

s h

ats

, T-s

hir

ts,

stickers

and f

lags,

etc

.

56

For

furt

her

info

rmation p

lease r

efe

r to

WFP’s

corp

ora

te C

om

munic

ations S

trate

gy (

2008)

in A

nnex 1

4.

57

For

sam

ple

Talk

ing P

oin

ts p

lease r

efe

r to

Annex 1

5.

58

For

guid

elines o

n h

ow

to u

pdate

CO

Countr

y P

ages p

lease r

efe

r to

the G

uid

ance f

or

Countr

y E

ditors

and t

he lin

ks t

o t

uto

rials

pro

vid

ed in A

nnex 1

6.

Rep

orti

ng

No.

Min

imu

m P

rep

ared

ness A

cti

on

s (

MP

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be

initiated

1

Make s

ure

a d

esig

nate

d,

qualified R

eport

s O

ffic

er

is a

ppoin

ted a

nd t

hat

he/s

he is f

am

ilia

r w

ith W

FP’s

ongoin

g

opera

tions a

nd p

roje

cts

.

2

Develo

p a

Report

s M

atr

ix59 f

or

the C

ountr

y O

ffic

e f

or

use d

uri

ng e

merg

encie

s.

The M

atr

ix s

hould

inclu

de a

tim

eline f

or

cir

cula

tion a

nd a

dis

sem

ination lis

t.

3

Have c

orp

ora

tely

pre

-form

ula

ted r

eport

tem

pla

tes

60 r

eadily a

vailable

and/o

r in

use a

nd e

nsure

that

they a

re

regula

rly u

pdate

d a

nd a

dapte

d t

o t

he s

ituation in t

he c

ountr

y.

4

Ensure

that

the c

om

pute

r soft

ware

is a

dequate

for

the p

repara

tion o

f re

port

s.

5

Ensure

that

the R

eport

Off

icer(

s)

or

Focal Poin

t(s)

are

fam

ilia

r w

ith t

he s

tructu

re o

f th

e C

oncept

of

Opera

tions

to b

e d

raft

ed in c

ase a

ris

k b

ecom

es im

min

ent

(chapte

r 3.4

).

59

For

a R

eport

s M

atr

ix t

em

pla

te p

lease r

efe

r to

Annex 1

7.

60

Such r

eport

s m

ay inclu

de S

itre

ps,

Executive B

riefs

and N

ightly N

ote

s.

Genera

l in

form

ation,

report

ing t

em

pla

tes a

nd/o

r sam

ple

s c

an b

e f

ound in A

nnex 1

8.

For

info

rmation a

nd g

uid

ance o

n

Donor

Handouts

, Activity U

pdate

s,

Monitori

ng a

nd E

valu

ation r

eport

s,

Fundin

g P

roposals

, and P

ipeline U

pdate

s,

etc

., p

lease r

efe

r to

htt

p:/

/go.w

fp.o

rg/w

eb/w

fpgo/r

eport

s


60

61

WFP/Mohamed Siddig/Sudan

RIS

K:_

__

__

__

__

__

__

__

__

__

__

__

__

__

__

_

<<

Ye

ar>

>

<<

Na

me

of

Co

un

try

Off

ice

>>

FO

R C

D/

DC

D O

NLY

Orig

inal

su

bm

issio

n:

____/_

___/_

___

Su

bm

itte

d b

y:

______________

Ap

pro

val:

____/_

___/_

___

Ap

pro

ved

by:

______________

FO

R C

D/

DC

D O

NLY

1.

Revie

w

____/_

___/_

___

Su

bm

itte

d b

y:

______________

Ap

pro

val:

____/_

___/_

___

Ap

pro

ved

by:

______________

ST

AT

US

D

one

Deadline

set

To b

e

initia

ted

Not

applicable

%

%

%

%

ST

AT

US

Done

Deadline

set

To b

e

initia

ted

Not

applicable

%

%

%

%

RIS

K:_

__

__

_

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

__

>>r

ae

Y<

<

la

nigi

rO

ois

sim

bu

s

NO

DCC

DD

/D

CCR

OF

:n

o_

__/

__

__/

__

__

YL

N

__

en

oD

ffO

yrtn

uo

Cf

oe

ma

N<

<

SU

TA

TS e

nild

ae

D set

eb

oT

det

aitini

N a

>>

ecif

to

N

elb

acil

pp

a

ois

sim

bu

s

ettim

bu

S

la

vo

rp

pA

de

vo

rp

pA

wei

ve

R.

1

ttim

bu

Se l

av

or

pp

A

:n

o

:y

bd

______________

:_

__/

__

__/

__

__

:y

bd

______________

NO

DCC

DD

/D

CCR

OF

w_

__/

__

__/

__

__

:y

bd

______________

:_

__/

__

__/

__

__

______________ _

_

______________ Y

LN

__

______________ _

_

% en

oD

%%

%

SU

TA

TS e

nild

ae

D set

eb

oT

det

aitini

N a

%%

%

%

to

N

elb

acil

pp

a

%

pp

de

vo

rp

pA

__

_/_

__

_/_

__

_

:y

bd

______________

__

______________

%%

%

%

3.2 Emergency Readiness Actions (ERAs)


62 62

63

Type o

f ri

sk:

S

pecif

ic s

low

- or

sudden-o

nset

dis

aste

rs.

Obje

ctive:

To s

tep

up

WFP

’s e

merg

en

cy r

ead

iness l

evel

at

Co

un

try,

Area a

nd

Su

b-O

ffic

e l

evel in

ord

er

to m

ain

tain

resilie

nce a

nd

augm

ent

the o

rganiz

ation’s

opera

tional re

sponse c

apability in t

he e

vent

of

a d

isaste

r.

When:

O

nce a

ris

k h

as b

eco

me i

mm

inen

t or

when a

hig

h-i

mp

act,

su

dd

en

-on

set

even

t is

an

ticip

ate

d.

Who:

Fo

cal

Po

int

wit

h C

O M

an

ag

em

en

t an

d e

ssen

tial

sta

ff in c

onsultation w

ith t

he w

ider

hum

anitari

an c

om

munity a

nd

govern

ment,

if

feasib

le.

A F

ocal

Po

int

shall b

e identified t

o c

om

pile t

he E

RA c

hecklist

for

CD

ap

pro

val.

The c

hecklist

will be b

ased o

n inputs

pro

vid

ed

by f

un

cti

on

al

areas’ acco

un

tab

le m

an

ag

ers.

Com

ple

tion:

The c

hecklist

shall indic

ate

for

each E

RA:

•

Sta

tus (

“Done”,

“D

eadline s

et”

, “T

o b

e initia

ted”)

;

Actions t

hat

are

not

applicable

should

be m

ark

ed a

s s

uch in t

he “

com

ment”

colu

mn.

• Lead

(N

am

e o

f pers

on r

esponsib

le f

or

its im

ple

menta

tion);

• D

ue d

ate

/T

imefr

am

e (

to b

e identified f

or

actions w

ith t

he s

tatu

s “

Deadline s

et”

and “

To b

e initia

ted”)

; and

• R

eso

urce r

eq

uir

em

en

t (a

s a

ppro

pri

ate

).

Outp

ut:

E

RA

s a

do

pte

d b

y t

he C

O w

ith r

ele

vant

support

ing d

ocum

enta

tion in p

lace (

e.g

. C

oncept

of

Opera

tions).

Accounta

bility:

O

vera

ll a

ccounta

bility f

or

the a

doption o

f Em

erg

ency R

eadin

ess A

ctions lie

s w

ith t

he C

D,

who a

ppro

ves a

ny u

pdate

.

Fu

ncti

on

al

Areas

Nam

e o

f A

cco

un

tab

le M

an

ag

er

CO

Managem

ent

Hum

an R

esourc

es

Pro

gra

mm

e

Pip

eline

Food P

rocure

ment

Non-F

ood P

rocure

ment

Logis

tics

ICT

Fin

ance

Adm

inis

tration

Securi

ty

Com

munic

ation

Report

ing


64

65

ER

As:

Co

un

try O

ffic

e M

an

ag

em

en

t G

uid

an

ce Q

uesti

on

s (

basis

fo

r d

raft

ing

a C

ON

OP

S)

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

O M

an

ag

em

en

t in

rela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

1) S

cen

ario

an

d p

lan

nin

g a

ssu

mp

tio

ns:

! W

hat

type o

f dis

aste

r is

anticip

ate

d a

nd in w

hat

location?

! W

hat

are

the t

riggers

to b

e c

losely

monitore

d?

! W

hat

will be t

he h

um

anitari

an im

pact

within

the c

ountr

y a

nd b

eyond? H

ow

many p

eople

will be a

ffecte

d? W

ill it lead t

o d

ispla

cem

ents

? W

ill it lead t

o a

ccess

challenges?

! W

hat

is t

he lik

ely

response o

f th

e n

ational govern

ment,

neig

hbouri

ng c

ountr

ies,

bilate

ral part

ners

, re

gio

nal entities,

the h

um

anitari

an c

om

munity a

nd d

onors

?

! W

hat

is t

he lik

ely

im

pact

of

the c

risis

on W

FP’s

opera

tional capability?

! Is t

he g

overn

ment

likely

to c

om

e f

orw

ard

with a

request

for

assis

tance?

! W

hat

would

be t

he s

cope o

f W

FP’s

assis

tance (

type o

f activity,

num

ber

of

beneficia

ries,

locations a

nd d

ura

tion)?

! W

hat

would

be t

he d

elivery

, dis

trib

ution a

nd m

onitori

ng a

rrangem

ents

?

! W

hat

are

the r

isks a

nd o

pport

unitie

s f

or

WFP a

nd t

he h

um

anitari

an c

om

munity a

t la

rge? W

ill org

aniz

ations r

equir

e a

dditio

nal securi

ty m

easure

s?

2) C

oo

rd

inati

on

(in

tern

al

an

d e

xte

rn

al)

an

d p

artn

ersh

ip a

rran

gem

en

ts:

! W

hat

will be t

he c

oord

ination a

rrangem

ents

at

national and s

ub-n

ational le

vel?

Will th

e L

ogis

tics,

Em

erg

ency T

ele

com

munic

ations a

nd/o

r Food S

ecuri

ty

Clu

ste

rs b

e a

ctivate

d? I

f yes,

does t

he C

O h

ave s

uff

icie

nt

sta

ff w

ith a

n a

dequate

skill set

available

to a

ssum

e c

luste

r coord

ination r

esponsib

ilitie

s?

! H

as a

n inte

r-agency c

ontingency p

lan b

een d

evelo

ped f

or

the d

isaste

r?

! W

ho w

ill be W

FP’s

counte

rpart

s in t

he n

ational govern

ment

and a

mong t

he local auth

ori

ties t

o s

upport

an e

merg

ency r

esponse?

! W

hat

are

the c

apacitie

s o

f W

FP’s

part

ners

to c

ontinue o

pera

ting d

uri

ng a

n e

merg

ency r

esponse?

! D

oes t

he C

O f

ore

see t

he involv

em

ent

of

military

acto

rs in t

he e

merg

ency r

esponse;

if y

es,

is t

here

a n

eed f

or

civ

il-m

ilitary

coord

ination?

3) R

eso

urcin

g r

eq

uir

em

en

ts (

i.e.

foo

d,

no

n-f

oo

d a

nd

sta

ffin

g)

! W

hat

are

the a

ugm

ente

d r

esourc

e r

equir

em

ents

? W

hat

is t

he e

xpecte

d d

onor

response?

! W

hat

is t

he p

ote

ntial fo

r ra

pid

ly a

ccessin

g f

ood a

nd n

on-f

ood ite

ms? I

n c

ase o

f lo

cal/

regio

nal purc

hase,

what

are

the p

ote

ntial constr

ain

ts a

nd r

eperc

ussio

ns

of

the d

isaste

r on m

ark

ets

?

! W

ill th

e s

cenari

o d

em

and c

hanges in t

he s

taff

ing s

tructu

re (

e.g

. sta

ff a

ugm

enta

tion o

r re

location/e

vacuation)?

! W

ill th

e s

cenari

o r

equir

e e

nhanced s

ecuri

ty m

easure

s t

o e

nsure

sta

ff h

ealth a

nd s

afe

ty?

! C

an t

he C

O a

bsorb

opera

tional augm

enta

tion u

nder

the e

xis

ting p

rogra

mm

es in-c

ountr

y? W

ill it r

equir

e a

n I

R-E

MO

P a

nd/o

r a S

pecia

l O

pera

tion?

! W

ill th

e C

O n

eed s

pecific

technic

al support

fro

m t

he R

B a

nd/o

r H

Q? D

oes t

he C

O f

ore

see t

he n

eed t

o r

un a

sim

ula

tion e

xerc

ise t

o s

tress-t

est

its e

merg

ency

readin

ess c

apability?

CO

Man

ag

em

en

t

No

. E

merg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set61

To be

initiated

1

Ensure

that

the E

PR

Focal Poin

t com

piles t

he E

RA c

hecklists

based o

n inputs

by f

unctional units,

and d

ete

rmin

e a

tim

eline f

or

CD

appro

val.

2

Check w

heth

er

the M

inim

um

Pre

pare

dness A

ctions a

re in p

lace a

nd u

pdate

d.

3

Revie

w t

he S

tandard

Opera

ting P

rocedure

s f

or

the F

irst

72-H

our

Response s

o t

hat

responsib

ilitie

s f

or

each a

ction

poin

t can b

e a

ssig

ned.

4

Develo

p a

Concept

of

Opera

tions f

or

the im

min

ent

dis

aste

r.

5

Put

in p

lace e

nhanced s

ecuri

ty m

easure

s a

s a

gre

ed b

y t

he S

MT.

6

If d

rastic d

ete

riora

tion o

f th

e s

ecuri

ty s

ituation is f

ore

seen,

identify

options f

or:

rapid

lock-d

ow

n o

r clo

sure

of

off

ices;

the d

estr

uction o

f sensitiv

e e

lectr

onic

and h

ard

-copy d

ocum

enta

tion;

rem

ote

or

sem

i-re

mote

contr

ol

imple

menta

tion.

7

Revie

w t

he n

eed f

or

any o

f th

e c

luste

rs (

Logis

tics,

ETC,

Food S

ecuri

ty)

to b

e a

ctivate

d,

and b

e f

am

ilia

r w

ith t

he

responsib

ilitie

s a

s lead/c

o-l

ead o

f any o

f th

em

. If

clu

ste

rs d

o n

eed t

o b

e a

ctivate

d,

advis

e t

he R

C/H

C.

8

In c

ase c

luste

rs a

re a

ctivate

d,

assess w

heth

er

the C

O h

as t

he n

ecessary

infr

astr

uctu

re in p

lace t

o c

ope w

ith

incre

ased s

taff

ing a

nd o

pera

tional dem

ands.

9

Revie

w e

ssential fu

nctions in C

O/A

O/S

ub-O

ffic

e,

identify

the p

rofile

and n

um

ber

of

additio

nal sta

ff t

hat

may b

e

requir

ed,

and d

ete

rmin

e s

ourc

es f

or

possib

le s

taff

augm

enta

tion (

e.g

. th

rough d

eplo

ym

ent

of

inte

rnational sta

ff

and s

tand-b

y p

art

ners

and/o

r re

cru

itm

ent

of

national and local sta

ff).

10

Conta

ct

the e

merg

ency F

ocal Poin

t in

the g

overn

ment

to a

ssess t

he n

ational em

erg

ency r

esponse c

apability a

nd

the s

cope f

or

WFP a

ssis

tance.

11

Revie

w c

oord

ination a

rrangem

ents

and r

esponse p

lans w

ith U

NCT/H

CT/D

MT a

nd c

luste

r part

ners

, and d

iscuss

the n

eed f

or

— o

r update

of

— a

n inte

r-agency c

ontingency p

lan.

12

Revie

w o

ptions f

or

rapid

ly a

ccessin

g f

ood a

nd n

on-f

ood ite

ms t

hro

ugh c

all-f

orw

ard

of

ship

ments

, lo

cal and

regio

nal pro

cure

ment,

borr

ow

ing f

rom

local and r

egio

nal sto

cks,

govern

ment,

UN

HRD

s a

nd F

ITTEST,

and p

ut

in

pla

ce p

re-a

uth

ori

sations f

or

loans f

rom

host

govern

ments

and p

art

ner

agencie

s,

etc

.

61

If a

n a

ction is h

ighlighte

d in y

ellow

or

red,

indic

ate

a c

lear

tim

efr

am

e f

or

its im

ple

menta

tion in t

he “

Due d

ate

/Tim

efr

am

e”

colu

mn.


66

67

CO

Man

ag

em

en

t (co

nti

nu

ed

)

No

. E

merg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be

initiated

13

Identify

sourc

es f

or

fundin

g e

merg

ency r

eadin

ess a

ctions (

e.g

. IR

A a

nd W

ork

ing C

apital Fin

ancin

g F

acility).

14

Develo

p a

lis

t of

donors

that

requir

e p

re-a

ppro

val of

loanin

g o

f fo

od t

o d

iffe

rent

pro

jects

.

15

Togeth

er

with t

he u

nits c

oncern

ed —

such a

s P

rogra

mm

e,

Logis

tics a

nd F

inance —

dis

cuss a

nd a

ssess t

he n

eed

for

dra

ftin

g a

n I

RA P

repare

dness.

Hu

man

Reso

urces

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e H

um

an

Reso

urces i

n r

ela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! Is t

here

a n

eed t

o a

ugm

ent

the C

O H

um

an R

esourc

es s

taff

ing s

tructu

re?

! D

oes t

he C

O h

ave t

he f

acilitie

s a

nd p

rocedure

s in p

lace t

o t

rack s

taff

at

the d

uty

sta

tion a

nd t

heir

dependents

at

all t

imes?

! D

oes t

he C

O h

ave in p

lace t

he c

apacity t

o r

apid

ly r

ecru

it a

dditio

nal sta

ff?

! W

hat

pers

onal pre

pare

dness m

easure

s a

re C

O s

taff

recom

mended t

o t

ake,

and h

ave s

taff

been info

rmed a

bout

them

?

Hu

man

Reso

urces

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Update

info

rmation in t

he s

taff

conta

ct

list6

2.

2

Request

that

sta

ff u

pdate

the lis

t of

their

pers

onal item

s.

Rem

ind t

hem

to h

ave I

D c

ard

s a

nd o

ther

rele

vant

docum

ents

at

hand,

and t

o s

tore

copie

s f

or

safe

keepin

g in o

ff-s

ite location(s

).

3

Dra

ft g

eneri

c t

erm

s o

f re

fere

nce f

or

additio

nal sta

ff w

ho m

ight

need t

o b

e d

eplo

yed/r

ecru

ited.

4

Identify

opport

unitie

s f

or

recru

itm

ent

of

local and n

ational sta

ff t

hro

ugh t

he C

O r

oste

r and/o

r deplo

ym

ent

of

inte

rnational sta

ff a

nd s

tand-b

y p

art

ners

. The latt

er

should

be d

one in c

onsultation w

ith C

O M

anagem

ent,

RB

and H

Q.

5

Identify

accom

modation a

nd t

ransport

ation o

ptions t

o c

ate

r fo

r augm

ente

d s

taff

needs.

6

In c

onsultation w

ith S

ecuri

ty,

com

munic

ate

changes in s

ecuri

ty c

leara

nce r

equir

em

ents

.

7

Lia

ise w

ith S

ecuri

ty o

n v

isa r

equir

em

ents

, and o

bta

in r

ele

vant

vis

as f

or

inte

rnational sta

ff a

nd t

heir

dependents

in-c

ountr

y t

o p

repare

for

eventu

al evacuation,

should

that

becom

e n

ecessary

.

8

Update

the lis

t of

vis

a r

equir

em

ents

for

incom

ing inte

rnational sta

ff.

If r

estr

ictions a

re e

ncounte

red,

liais

e w

ith

RB f

or

support

and f

ind s

olu

tions.

62

Sta

ff inclu

des T

DYers

and s

taff

on R

&R in t

he C

O/A

O/S

ub-O

ffic

e.

For

a s

am

ple

of

a s

taff

tra

ckin

g s

yste

m p

lease r

efe

r to

Annex 3

3.


68

69

Pro

gram

me

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e P

ro

gram

me i

n r

ela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! D

oes t

he C

O h

ave s

uff

icie

nt

skille

d s

taff

ing c

apacity in P

rogra

mm

e t

o c

onduct

assessm

ents

, augm

ent

opera

tions,

and f

ulfil its

Food S

ecuri

ty C

luste

r co-l

ead

responsib

ilitie

s,

if t

he C

luste

r is

activate

d?

! W

hat

is t

he lik

ely

im

pact

of

the d

isaste

r on W

FP’s

ongoin

g p

rogra

mm

e a

ctivitie

s? H

ow

will th

e d

isaste

r im

pact

on W

FP’s

key p

art

ners

?

! D

oes t

he C

O h

ave e

nough info

rmation a

bout

the p

opula

tion lik

ely

to b

e a

ffecte

d b

y t

he d

isaste

r? F

or

insta

nce,

are

suff

icie

nt

data

available

concern

ing

dem

ogra

phic

sta

tistics,

food s

ecuri

ty a

nd n

utr

itio

n s

tatu

s,

and local fo

od e

conom

ies? A

re t

here

any info

rmation g

aps t

hat

need t

o b

e f

ille

d t

hro

ugh

assessm

ents

?

! W

ill W

FP e

ngage p

art

ners

in t

hese a

ssessm

ents

? I

s t

here

a n

eed f

or

train

ing a

ssessm

ent

team

mem

bers

?

! D

oes t

he C

O h

ave s

uff

icie

nt

logis

tical support

(such a

s v

ehic

les,

air

cra

ft,

and G

PS)

and I

CT c

om

munic

ations e

quip

ment

(com

pute

rs,

radio

handsets

, etc

.) f

or

assessm

ent

team

s?

! D

oes t

he C

O w

ant

to r

equest

an I

RA P

repare

dness f

or

fundin

g a

ssessm

ent

activitie

s?

! W

hat

type o

f new

activitie

s m

ay b

e r

equir

ed? W

hat

would

be t

he m

ost

appro

pri

ate

assis

tance,

takin

g into

account

local fo

od h

abits,

the f

unctionin

g o

f fo

od

mark

ets

and o

ther

food s

ourc

es,

and a

ccess t

o c

ookin

g f

acilitie

s a

nd w

ate

r?

! W

hat

will be t

he g

eogra

phic

targ

eting a

nd b

eneficia

ry s

ele

ction c

rite

ria?

! W

hat

will be t

he d

istr

ibution a

nd m

onitori

ng a

rrangem

ents

duri

ng t

he e

merg

ency p

hase? W

ill th

ose a

rrangem

ents

requir

e a

dditio

nal part

ners

, tr

ain

ing,

equip

ment

and/o

r to

ols

?

! W

hat

measure

s n

eed t

o b

e p

ut

in p

lace t

o e

nsure

the p

rote

ction o

f beneficia

ries d

uri

ng f

ood d

istr

ibutions?

! In c

ollabora

tion w

ith L

ogis

tics,

try t

o p

roje

ct

how

long c

urr

ent

food s

tocks a

nd e

xpecte

d c

onsig

nm

ents

will cover

the e

stim

ate

d n

eeds.

What

are

the o

uts

tandin

g

requir

em

ents

?

For checklist, see following page.

Pro

gram

me

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Call f

or

an inte

r-agency f

ood s

ecuri

ty m

eeting (

or

Clu

ste

r m

eeting,

if a

ctivate

d)6

3 t

o:

•

Analy

se p

repare

dness a

nd r

esponse c

apabilitie

s o

f govern

ment

and p

art

ners

;

•

Define f

ood a

ssis

tance g

aps t

o b

e f

ille

d b

y W

FP a

nd o

ther

acto

rs;

•

Decid

e w

heth

er

additio

nal fo

od s

ecuri

ty a

ssessm

ents

are

needed.

If y

es,

agre

e o

n t

he c

om

positio

n o

f

assessm

ent

team

s,

pote

ntial tr

ain

ing n

eeds,

and f

undin

g a

nd e

quip

ment

requir

em

ents

.64

2

Dra

w u

p a

Pro

gra

mm

e I

mpact

Matr

ix65 t

o identify

the s

cope o

f th

e e

merg

ency’s

pote

ntial im

pact

on t

he

pro

gra

mm

es.

Dra

w u

p a

Pro

gra

mm

e C

riticality

Matr

ix66 t

o identify

the r

equir

em

ents

, and p

riori

tize t

he

continuation o

f ru

nnin

g p

rogra

mm

es a

nd im

ple

menta

tion in c

ase o

f th

e d

isaste

r.

3

Conta

ct

mappin

g a

nd d

ata

units (

GIS

and V

AM

, etc

.) f

or

the late

st

vers

ions a

nd u

pdate

s o

f all e

ssential m

aps

and d

ata

and,

if a

pplicable

, esta

blish a

regula

r com

munic

ation s

trate

gy f

or

update

s.

4

Identify

the m

ost

appro

pri

ate

activitie

s n

eeded t

o r

each p

ote

ntial beneficia

ries (

inclu

din

g v

uln

era

ble

gro

ups)

and e

stim

ate

initia

l re

lief

requir

em

ents

.

5

Have k

ey f

ood c

om

modity p

rices a

t hand in o

rder

to f

acilitate

the r

apid

com

pilation o

f an I

R-E

MO

P a

nd/o

r an

EM

OP b

udget.

67

6

Com

pile a

lis

t of

pote

ntial coopera

ting p

art

ners

and t

heir

conta

ct

deta

ils.

7

Ensure

that

the c

om

pla

ints

and f

eedback m

echanis

ms a

re f

unctional and t

hat

beneficia

ry c

om

munitie

s a

re

info

rmed a

t dis

trib

ution p

oin

ts a

nd p

roje

ct

sites o

n h

ow

to a

ccess t

he c

om

pla

ints

mechanis

ms.6

8

8

Ensure

that

a b

asic

tem

pla

te o

f both

dis

trib

ution c

ard

s a

nd d

istr

ibution r

eport

s is d

raft

ed a

nd –

if

applicable

–

transla

ted into

local la

nguages t

o b

e q

uic

kly

pri

nte

d a

nd a

vailable

.

63

For

Term

s o

f Refe

rence o

f th

e F

ood S

ecuri

ty C

luste

r ple

ase r

efe

r to

Annex 3

5.

64

For

generi

c c

hecklists

, questionnair

es,

and g

uid

ance m

ate

rial fo

r in

itia

l and r

apid

food s

ecuri

ty a

ssessm

ents

ple

ase r

efe

r to

Annex 1

0.

65

For

more

deta

ils a

nd g

uid

ance o

n h

ow

to u

se t

he P

rogra

mm

e I

mpact

Matr

ix p

lease r

efe

r to

Annex 1

9.

66

For

more

deta

ils a

nd g

uid

ance o

n h

ow

to u

se t

he P

rogra

mm

e C

riticality

Matr

ix p

lease r

efe

r to

Annex 1

9.

67

For

IR-E

MO

P a

nd E

MO

P b

udget

tem

pla

tes p

lease r

efe

r to

Annex 5

and 2

0.

68

For

info

rmation o

n d

iffe

rent

good p

ractices p

lease c

onta

ct

the H

um

anitari

an P

olicy a

nd T

ransitio

n S

erv

ice (

PSH

) in

HQ

.


70

71

Pip

eli

ne

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e P

ipeli

ne i

n r

ela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! Is t

here

a n

eed t

o a

ugm

ent

the C

O s

taff

ing s

tructu

re in P

ipeline?

! D

oes t

he C

O h

ave e

nough info

rmed P

ipeline O

ffic

ers

to m

eet

incre

asin

g r

eport

ing d

em

ands?

! W

hat

pote

ntial pro

ble

ms m

ight

there

be f

or

Pip

eline’s

curr

ent

str

uctu

re d

uri

ng t

he e

xpecte

d d

isaste

r?

Pip

eli

ne

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be

initiated

1

Assess w

heth

er

regula

r sourc

es o

f data

and info

rmation t

hat

are

requir

ed f

or

decis

ion-m

akin

g —

e.g

. com

modity

pri

ces,

borr

ow

ings,

food s

tatistics,

and lead t

ime,

etc

. —

are

still a

vailable

and r

eliable

, and m

onitor

changes.

2

Identify

, to

geth

er

with t

he P

rogra

mm

e a

nd L

ogis

tics u

nits,

needs f

or

and s

ourc

es o

f pote

ntial opera

tional

augm

enta

tion.

Fo

od

Pro

cu

rem

en

t

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e F

oo

d P

ro

cu

rem

en

t in

rela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! Is t

here

a n

eed t

o a

ugm

ent

the C

O s

taff

ing s

tructu

re in F

ood P

rocure

ment?

! W

hat

are

the lik

ely

im

pacts

of

the d

isaste

r on local and r

egio

nal fo

od m

ark

ets

?

! W

hat

are

the local and r

egio

nal fo

od p

rocure

ment

options d

uri

ng a

n e

merg

ency p

hase?

! W

hat

mig

ht

be t

he im

pact

of

WFP’s

response o

n local and r

egio

nal fo

od m

ark

ets

?

! W

hat

are

the f

ood p

rocessin

g a

nd f

ood t

ransfo

rmation f

acilitie

s in t

he c

ountr

y a

nd in t

he r

egio

n?

Fo

od

Pro

cu

rem

en

t

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Ste

p u

p t

he m

onitori

ng o

f pri

ces o

f m

ain

food c

om

moditie

s in local as w

ell a

s r

egio

nal m

ark

ets

. M

onitor

the

latt

er

with a

ssis

tance f

rom

RB.

2

Set

up a

short

list

of

local and (

with R

B)

regio

nal fo

od s

uppliers

with p

ote

ntial capacity t

o d

eliver

duri

ng a

n

em

erg

ency.

3

Identify

food r

eserv

es a

t national le

vel, a

ssess t

he g

overn

ment’s f

ood r

eserv

e p

olicy,

and d

ete

rmin

e

opport

unitie

s f

or

loans/d

onations.

4

In lia

ison w

ith F

AO

, id

entify

local and r

egio

nal fo

od p

rocessin

g a

nd f

ood t

ransfo

rmation o

ptions,

as r

equir

ed,

and a

scert

ain

mechanis

ms f

or

quality

testing.

5

Have a

t hand k

ey f

ood c

om

modity p

rices t

hat

will fa

cilitate

the r

apid

com

pilation o

f an I

R-E

MO

P a

nd/o

r EM

OP

budget.

69

68 F

or

IR-E

MO

P a

nd E

MO

P b

udget

tem

pla

tes p

lease r

efe

r to

Annex 5

and 2

0.


72

73

No

n-F

oo

d P

ro

cu

rem

en

t

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e N

on

Fo

od

Pro

cu

rem

en

t in

rela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! D

oes t

he C

O n

eed a

sto

ck o

f basic

necessity ite

ms t

o a

ttend t

o s

taff

needs?

! D

oes t

he C

O n

eed a

dditio

nal vehic

les (

inclu

din

g a

rmoure

d v

ehic

les)

to t

ransport

sta

ff? A

re s

uff

icie

nt

fuel re

serv

es in p

lace f

or

WFP v

ehic

les?

! D

oes t

he C

O h

ave g

enera

tors

in p

lace t

o e

nsure

an u

nham

pere

d s

upply

of

ele

ctr

icity?

No

n-F

oo

d P

ro

cu

rem

en

t

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Revie

w local and r

egio

nal pro

cure

ment

options,

inclu

din

g t

he a

vailability o

f non-f

ood ite

ms (

NFIs

) at

UN

HRD

:

•

Com

pile a

lis

t of

local/

regio

nal non-f

ood s

uppliers

that

have c

apacity t

o c

ontinue s

upply

ing d

uri

ng a

n

em

erg

ency;

•

Dra

w u

p long-t

erm

agre

em

ents

;70

•

If L

TAs d

o n

ot

exis

t, p

repare

Purc

hase R

equis

itio

ns/P

urc

hase O

rders

(PRs/P

Os)

for

essential N

FIs

.

2

Dis

cuss w

ith o

n-s

ite s

erv

ice c

ontr

acto

rs t

he lik

ely

im

plications o

f th

e a

nticip

ate

d e

vent

and s

eek w

ays t

o

ensure

continuity o

f serv

ices t

hro

ugh e

xis

ting c

ontr

acto

rs a

nd/o

r altern

ative a

rrangem

ents

(supply

of

sta

tionery

, w

ate

r, t

ransport

ation,

spare

part

s,

and f

uel, e

tc.)

.

3

Revie

w o

ptions f

or

seekin

g loans/l

eases o

f cri

tical N

FIs

fro

m p

art

ners

.

70

For

a long-t

erm

agre

em

ent

sam

ple

ple

ase r

efe

r to

Annex 1

3.

Lo

gis

tics

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e L

og

isti

cs i

n r

ela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! Is t

he L

CA u

p-t

o-d

ate

?

! if

the C

luste

r is

activate

d d

oes t

he C

O h

ave s

uff

icie

nt

skille

d L

ogis

tics s

taff

ing c

apacity t

o u

pdate

the L

CA,

augm

ent

opera

tions,

and f

ulfil its

Logis

tics C

luste

r-

lead r

esponsib

ilitie

s?

! D

o y

ou f

ore

see t

hat

oth

er

agencie

s m

ight

request

logis

tics s

erv

ices f

rom

WFP?

! W

ill th

ere

be a

need f

or

more

CO

MPAS s

tations?

! D

oes t

he C

O n

eed s

upport

fro

m t

he G

lobal Logis

tics S

upport

Cell a

nd A

LIT

E f

or

the d

eplo

ym

ent

of

sta

nd-b

y p

art

ners

, and f

or

dra

ftin

g a

Specia

l O

pera

tion,

etc

.?

! C

an t

he n

eeds f

or

logis

tics a

ugm

enta

tion b

e c

overe

d b

y t

he c

urr

ent

opera

tion o

r does it

requir

e t

he launch o

f a S

pecia

l O

pera

tion? W

ill it b

e n

ecessary

to launch

an a

ir o

pera

tion f

or

carg

o a

nd/o

r passenger

serv

ices (

UN

HAS)?

! W

ill th

ere

be a

need f

or

the d

eplo

ym

ent

of

em

erg

ency k

its a

nd o

ther

em

erg

ency logis

tics s

upport

equip

ment,

such a

s m

obile s

tora

ge u

nits,

from

the U

NH

RD

netw

ork

?

! W

ill th

e d

isaste

r have a

n im

pact

on im

port

or

export

regula

tions?

! H

ow

will th

e d

isaste

r im

pact

on W

FP’s

contr

acto

rs a

nd s

uppliers

?

! W

here

are

the in-c

ountr

y s

tora

ge locations a

nd w

hat

are

their

capacitie

s? A

re t

hey locate

d in s

ecure

are

as a

nd p

rote

cte

d f

rom

the e

ffects

of

the a

nticip

ate

d

dis

aste

r (e

.g.

floods)?

If

sto

rage c

apacity n

eeds t

o b

e a

ugm

ente

d,

will th

e C

O r

equir

e t

hir

d-p

art

y s

erv

ice p

rovid

ers

?

! W

hat

are

the d

elivery

route

s f

rom

WFP w

are

house(s

) in

the c

ountr

y t

o t

he a

ffecte

d a

rea a

nd h

ow

easily a

ccessib

le a

re t

hey?

! D

oes t

he C

O h

ave e

nough in-c

ountr

y t

ransport

capacity t

o s

erv

e p

rim

ary

, secondary

and t

ert

iary

legs? I

f not,

how

could

capacity b

e incre

ased?

! W

hat

could

be t

he a

ltern

ative t

ransport

modes t

o r

each t

he a

ffecte

d p

opula

tion? W

hat

would

be t

he s

chedule

for

openin

g n

ew

route

s? W

hat

actions w

ould

be

requir

ed f

rom

the g

overn

ment,

WFP a

nd o

thers

?

! A

re a

dditio

nal securi

ty a

rrangem

ents

requir

ed o

n t

ransport

route

s a

nd/o

r at

sto

rage f

acilitie

s? W

hat

would

be t

he c

osts

of

augm

enting s

ecuri

ty m

easure

s?

! H

ow

will th

e a

nticip

ate

d e

merg

ency r

esponse a

ffect

the c

urr

ent

landsid

e t

ransport

, sto

rage a

nd h

andling (

LTSH

) ra

te?

! H

ow

much f

ood is c

urr

ently a

vailable

in s

tock? H

ow

much f

ood is e

n r

oute a

nd h

ow

long w

ill it t

ake t

o a

rriv

e?

! In c

ollabora

tion w

ith P

rogra

mm

e a

nd P

ipeline,

pro

ject

for

how

long t

he t

ota

l estim

ate

d f

ood n

eeds w

ill be c

overe

d b

y c

urr

ent

food s

tocks a

nd e

xpecte

d

consig

nm

ents

.

! W

ill th

ere

be a

need f

or

inte

rnational or

national m

ilitary

or

civ

il d

efe

nce a

ssets

? I

f yes,

has t

he n

eed b

een d

iscussed w

ith t

he H

um

anitari

an C

ountr

y T

eam

?


74


75

Lo

gis

tics

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Revis

e t

he L

CA,

if n

ecessary

.71

2

Based o

n initia

l re

lief

requir

em

ents

estim

ate

d b

y P

rogra

mm

e,

and t

he f

ood a

vailable

in t

he c

ountr

y a

nd e

n r

oute,

revie

w t

he n

eed f

or

pre

-positio

nin

g o

f fo

od a

nd/o

r lo

gis

tical assets

at

ED

Ps a

nd a

rrange n

ecessary

pre

-positio

nin

g.

3

Have k

ey t

ransport

and logis

tics r

ate

s a

t hand in o

rder

to f

acilitate

the r

apid

com

pilation o

f an I

R-E

MO

P a

nd a

Specia

l O

pera

tion,

as r

equir

ed.

4

Call f

or

an inte

r-agency logis

tics c

oord

ination m

eeting (

or

clu

ste

r m

eeting,

if a

ctivate

d)7

2 t

o d

ete

rmin

e e

xis

ting

logis

tics c

apabilitie

s a

nd a

ugm

enta

tion n

eeds.

5

Cre

ate

an invento

ry o

f spare

logis

tics c

apacity (

transport

and w

are

housin

g,

etc

.).

Identify

requir

em

ents

for

additio

nal lo

gis

tics s

upport

equip

ment

(e.g

. pre

fabs,

pallets

, genera

tors

, scale

s a

nd M

SU

s,

etc

.),

and d

ete

rmin

e

modes/s

chedule

s f

or

the a

cquis

itio

n o

f such e

quip

ment.

6

Identify

contr

acto

rs a

ble

to e

nsure

the f

um

igation o

f w

are

houses a

nd f

ood ite

ms s

hould

infe

sta

tion o

ccur.

If

contr

acto

rs a

re n

ot

available

, ensure

that

fum

igation e

quip

ment

and p

roducts

are

sto

ckpiled a

nd e

asily a

ccessib

le,

and t

rain

sta

ff h

ow

to u

se t

hem

pro

perl

y.

7

Revie

w t

he m

ain

serv

ice p

rovid

ers

’ availability a

nd c

om

pete

ncy t

o s

upport

augm

ente

d logis

tics o

pera

tions.

These

suppliers

inclu

de U

NH

RD

, lo

cal and r

egio

nal suppliers

, air

port

/port

, custo

ms a

nd c

ivil a

via

tion a

uth

ori

ties,

transport

ers

, air

cra

ft o

pera

tors

and w

are

house o

wners

, etc

.

8

Update

the s

hort

lists

of

pote

ntial serv

ice p

rovid

ers

and d

raft

Requests

for

Quota

tions,7

3 a

s r

equir

ed.

9

Revie

w t

he n

eed f

or

air

support

, in

clu

din

g U

nited N

ations H

um

anitari

an A

ir S

erv

ice (

UN

HAS)

deplo

ym

ent:

•

if s

upport

is n

eeded,

conta

ct

HQ

Avia

tion t

o r

evie

w t

he p

rocedure

s f

or

deplo

yin

g a

n a

ir o

pera

tion a

nd t

o

seek landin

g p

erm

its,

and a

ssess t

he n

eed a

nd f

easib

ility f

or

pre

-positio

nin

g a

ircra

ft o

r helicopte

rs in t

he

regio

n.

10

Esta

blish c

onta

cts

with p

ort

auth

ori

ties t

o identify

slo

ts f

or

bri

ngin

g in W

FP s

hip

ments

71

For

an L

CA r

eport

tem

pla

te a

nd L

CA g

uid

elines p

lease r

efe

r to

Annex 1

1 a

nd h

ttp:/

/dlc

a.logclu

ste

r.org

/

72

For

Term

s o

f Refe

rence o

f th

e L

ogis

tics C

luste

r ple

ase r

efe

r to

Annex 3

4.

73

For

a R

equest

for

Quota

tions (

RFQ

) te

mpla

te p

lease r

efe

r to

Annex 2

1.

10

Esta

blish c

onta

cts

with p

ort

auth

ori

ties t

o identify

slo

ts f

or

bri

ngin

g in W

FP s

hip

ments

.

11

Develo

p a

str

ate

gy t

o m

ain

tain

adequate

and s

ecure

access t

o f

uel (d

iesel, p

etr

ol and J

et

A-1

).

12

Conta

ct

the G

lobal Logis

tics S

upport

Cell a

nd A

LIT

E t

o e

nsure

that

logis

tics-r

ela

ted c

ost

ele

ments

— s

uch a

s

transport

rate

s a

nd a

cquis

itio

n o

f lo

gis

tics a

ssets

, etc

. —

are

readily a

vailable

so t

hat

the L

TSH

matr

ix c

an b

e

revis

ed a

s r

equir

ed.

IC

T

4) Q

uesti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e I

CT

in

rela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! If

the C

luste

r is

activate

d d

oes t

he C

O h

ave s

uff

icie

nt

skille

d I

CT s

taff

ing c

apacity t

o s

upport

opera

tional augm

enta

tion,

and t

o f

ulfil its

clu

ste

r-le

ad

responsib

ilitie

s in E

merg

ency T

ele

com

munic

ations?

! D

oes t

he C

O h

ave s

uff

icie

nt

info

rmation o

n p

ossib

le c

lients

of

the E

TC

(e.g

. lo

cation a

nd c

onta

ct

deta

ils,

etc

.)?

! D

oes t

he C

O h

ave s

uff

icie

nt

ICT a

nd a

ssocia

ted e

quip

ment

in p

lace f

or

essential sta

ff t

o w

ork

fro

m h

om

e a

nd/o

r in

an o

ff-s

ite location?

! D

oes t

he C

O h

ave s

uff

icie

nt

ICT c

om

munic

ations e

quip

ment

in p

lace t

o c

ate

r to

the n

eeds o

f additio

nal sta

ff d

eplo

yed a

nd/o

r re

cru

ited? E

quip

ment

needed

would

inclu

de c

om

pute

rs,

mobile p

hones,

radio

sets

, sate

llite p

hones a

nd b

andw

idth

, etc

.

! W

hat

are

the s

ourc

es t

hro

ugh w

hic

h a

dditio

nal IC

T a

nd c

om

munic

ations e

quip

ment

could

be a

cquir

ed,

if n

eed b

e?


76


77

IC

T

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Call f

or

an inte

r-agency I

CT c

oord

ination m

eeting (

or

ETC m

eeting,

if c

luste

r is

activate

d)7

4 t

o d

ete

rmin

e

exis

ting I

CT c

apabilitie

s a

nd a

ugm

enta

tion n

eeds.

2

In o

rder

to s

upport

opera

tions,

pri

ori

tize c

ritical IT

applications a

nd s

erv

ices f

or

sta

ff a

nd p

art

ner

agencie

s.7

5

3

Update

the invento

ry o

f spare

ICT a

nd c

om

munic

ations e

quip

ment

and c

onta

ct

pote

ntial sourc

es (

e.g

. re

gio

nal

sto

cks,

local suppliers

, FIT

TEST a

nd F

ESO

) to

ensure

that

any e

quip

ment

gaps c

an b

e r

apid

ly f

ille

d.

4

Ensure

availability a

nd f

unctionality

of

equip

ment

that

will allow

sta

ff t

o w

ork

fro

m h

om

e (

if t

err

estr

ial

connectivity is s

till u

sable

and c

om

merc

ial serv

ice p

rovid

ers

are

still f

unctionin

g),

and/o

r fr

om

a f

ully e

quip

ped

off

-site location.

Dis

sem

inate

to s

taff

altern

ative o

pera

ting a

nd a

ctivation p

rocedure

s f

or

the o

ff-s

ite location.

5

Ensure

that

backup c

om

munic

ation a

nd e

lectr

ical syste

ms,

associa

ted e

quip

ment

and h

ard

ware

are

in p

lace

and f

unctionin

g,

inclu

din

g H

F/V

HF,

VSAT,

Inte

rnet,

tele

phone,

etc

., in C

O/A

O/S

ub-O

ffic

e a

nd o

ff-s

ite locations.

Conduct

regula

r checks t

o e

nsure

that

all e

quip

ment

is f

unctionin

g.

6

Assess w

ith p

art

ner

agencie

s t

he n

eed t

o s

et

up a

UN

Radio

Room

.

7

Dra

w u

p a

dra

ft b

udget

for

augm

ente

d in-h

ouse I

CT s

erv

ices a

nd W

FP’s

clu

ste

r-le

ad r

esponsib

ilitie

s.

8

Rem

ain

in c

lose c

onta

ct

with t

he R

egio

nal IT

Off

icer

(RIT

O),

OD

IF a

nd F

ITTEST.

74

For

Term

s o

f Refe

rence o

f th

e E

merg

ency T

ele

com

munic

ations C

luste

r ple

ase r

efe

r to

Annex 2

2.

75

For

info

rmation o

n I

T e

merg

ency r

esponse s

ee W

FP I

T B

est

Pra

ctices o

n w

ww

.wfp

.org

/ict-

em

erg

ency.

Fin

an

ce

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e F

inan

ce i

n r

ela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! Is t

here

a n

eed t

o a

ugm

ent

the C

O s

taff

ing s

tructu

re in F

inance?

76

! D

oes t

he C

O/A

O/S

ub-O

ffic

e h

ave a

n a

dequate

sig

nato

ry p

anel fo

r its b

ank a

ccounts

and e

lectr

onic

paym

ent

syste

ms (

EPS)?

! A

re t

hose r

esponsib

le o

r desig

nate

d t

o p

erf

orm

fin

ancia

l tr

ansactions p

roperl

y b

riefe

d a

bout

their

fin

ancia

l re

sponsib

ilitie

s? A

re t

he r

equir

ed W

ING

S p

rofile

s

gra

nte

d?

! A

re t

he b

anks in w

hic

h C

O/A

O/S

ub-O

ffic

e m

ain

tain

bank a

ccounts

lik

ely

to f

unction d

uri

ng t

he a

nticip

ate

d d

isaste

r? I

f not,

should

the C

O/A

O/S

ub-O

ffic

e o

pera

te

on a

cash b

asis

or

can o

ther

UN

agencie

s p

erf

orm

these f

unctions f

or

WFP? I

f altern

atives t

o c

onventional bankin

g a

re r

esort

ed t

o,

will th

ey e

nta

il a

dditio

nal costs

for

WFP?

! W

ill th

e p

ett

y c

ash level be s

uff

icie

nt

at

CO

/AO

/Sub-O

ffic

e level?

If

not,

have m

easure

s b

een p

ut

in p

lace t

o:

1)

either

incre

ase t

he p

ett

y c

ash level to

the a

llow

ed

maxim

um

level, o

r 2)

request

the o

penin

g o

f an im

pre

st

or

sub-i

mpre

st

account?

! Is t

he c

urr

ent

pett

y c

ash t

hre

shold

for

makin

g p

aym

ents

adequate

? I

f not,

have y

ou c

onsid

ere

d t

he u

se o

f opera

tional advances o

r openin

g a

cash im

pre

st

or

sub-i

mpre

st

account?

76

Alw

ays e

nsure

segre

gation o

f duties a

mong F

inance s

taff

. In

the e

vent

that

com

ple

te s

egre

gation o

f duties c

annot

be o

bserv

ed —

for

insta

nce a

t th

e e

arl

y s

tage o

f an e

merg

ency a

nd p

endin

g

deplo

ym

ent

of

additio

nal sta

ff —

ensure

that

this

scenari

o is p

roperl

y d

ocum

ente

d a

nd t

hat

necessary

waiv

ers

are

obta

ined f

rom

the E

xecutive D

irecto

r or

her

dele

gate

.


78


79

Fin

an

ce

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be

initiated

1

Revie

w t

he c

om

positio

n o

f th

e p

anel fo

r appro

vin

g a

nd c

ert

ifyin

g o

ffic

ers

and f

or

join

t bank s

ignato

ries.

2

Pro

vid

e C

O M

anagem

ent

with f

requent

update

s o

n t

he b

udget

sta

tus p

er

line ite

m.

3

Assess w

heth

er

the b

anks in w

hic

h W

FP m

ain

tain

s its

accounts

have t

he c

apacity t

o c

ontinue o

pera

ting a

nd t

o

meet

WFP c

ash r

equir

em

ents

in t

he e

vent

of

an e

merg

ency:

•

If y

es,

revie

w t

he n

eed o

f openin

g a

n im

pre

st/

sub-i

mpre

st

account;

•

If n

o,

dete

rmin

e w

heth

er

WFP m

ay h

ave t

o w

ork

on a

cash b

asis

. If

so,

agre

e o

n p

rocedure

s f

or

cash

reple

nis

hm

ent,

dis

burs

em

ents

and s

afe

guard

ing,7

7 in c

onsultation w

ith R

FO

.

4

Identify

wheth

er

it is n

ecessary

to r

equest

an incre

ase in t

he p

ett

y c

ash level and t

hre

shold

at

CO

/AO

/Sub-

Off

ice.

5

Revie

w t

he c

hecklist

of

docum

enta

tion r

equir

ed t

o s

upport

all f

inancia

l tr

ansactions a

nd e

nsure

that

such

docum

enta

tion r

em

ain

s r

eadily a

ccessib

le in t

he e

vent

of

a d

isaste

r.

77

Each c

ash a

dvance o

f m

ore

than U

S$5,0

00 r

equir

es a

safe

with c

om

bin

ation a

nd k

eys,

and a

safe

invento

ry.

Ad

min

istr

ati

on

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e A

dm

inis

trati

on

in

rela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! Is t

here

a n

eed t

o a

ugm

ent

the C

O s

taff

ing s

tructu

re in A

dm

inis

tration?

! D

oes t

he C

O n

eed t

o o

pen n

ew

/additio

nal off

ice s

ites t

o a

ccom

modate

an a

ugm

ente

d s

taff

ing s

tructu

re? I

f yes,

what

are

the s

ite p

repara

tion r

equir

em

ents

?

Ad

min

istr

ati

on

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

Reso

urce

Req

uir

em

en

t (U

S$

)

Co

mm

en

ts

Done

Deadline set

To be initiated

1

Update

the s

taff

conta

ct

list

with s

taff

call s

igns p

rovid

ed b

y S

ecuri

ty a

nd d

istr

ibute

it

to s

taff

.

2

Esta

blish a

dra

ft G

oods a

nd S

erv

ices P

lan

78 t

o s

upport

opera

tional augm

enta

tion.

3

In c

oord

ination w

ith S

ecuri

ty a

nd H

R u

nit,

update

off

ice invento

ry a

nd e

nsure

that

there

is a

surp

lus o

f cri

tical

equip

ment

and s

upplies t

o a

ttend t

o s

taff

needs.

This

inclu

des invento

ry s

uch a

s v

ehic

les,

basic

spare

part

s,

fuel, d

rinkin

g a

nd n

on-d

rinkin

g w

ate

r, e

merg

ency f

ood (

with c

ookin

g f

acilitie

s),

bla

nkets

, sle

epin

g b

ags,

mosquito n

ets

and p

re-p

aid

SIM

card

s.7

9

4

Ensure

that

new

or

additio

nal off

ice s

ites,

when n

eeded,

can b

e v

ery

rapid

ly f

urn

ished w

ith e

ssential off

ice

equip

ment

and s

upplies.

5

In c

oord

ination w

ith S

ecuri

ty,

pre

pare

a v

ehic

le a

llocation p

lan t

o e

nsure

that

MO

SS-c

om

pliant

vehic

les c

an b

e

made a

vailable

in a

reas w

here

needs a

re e

xpecte

d t

o r

ise.

6

Ensure

that

suff

icie

nt,

altern

ative local dri

vin

g a

nd t

ransport

ation s

erv

ices a

re in p

lace.

78

For

a s

am

ple

Goods a

nd S

erv

ices P

lan p

lease r

efe

r to

Annex 2

3.

79

Mobile p

hones a

re t

o b

e p

rovid

ed b

y I

CT.


80

81

Secu

rit

y

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e S

ecu

rit

y i

n r

ela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! Is t

here

a n

eed t

o a

ugm

ent

the C

O s

taff

ing s

tructu

re in S

ecuri

ty?

! W

ill th

e c

risis

or

dis

aste

r le

ad t

o c

hanges in t

he s

ecuri

ty s

ituation?

! If

yes,

will th

ese c

hanges a

llow

the C

O t

o f

unction w

ith t

he c

urr

ent

sta

ffin

g s

tructu

re? W

ill th

ese c

hanges r

equir

e r

elo

cation o

r evacuation o

f sta

ff?

! W

ill th

ere

be a

need f

or

additio

nal securi

ty m

easure

s?

! W

ill C

O s

taff

and p

art

ners

be a

ble

to a

ccess o

ffic

e p

rem

ises a

nd o

pera

tional are

as?

! A

re s

upport

and t

he a

bility t

o a

naly

se t

he s

ecuri

ty s

ituation in t

he o

pera

tional are

a a

dequate

?

! A

re a

dditio

nal securi

ty a

rrangem

ents

requir

ed o

n t

ransport

route

s a

nd/o

r at

sto

rage f

acilitie

s? W

hat

would

augm

enting s

ecuri

ty m

easure

s c

ost?

! Is t

here

a n

eed f

or

additio

nal safe

ty m

easure

s a

t dis

trib

ution p

oin

ts?


Secu

rit

y

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline

set

To be initiated

1

Seek s

upport

fro

m t

he R

egio

nal Securi

ty O

ffic

er/

OD

F t

o u

pdate

the W

FP S

ecuri

ty R

isk A

ssessm

ent

and t

o

am

end t

he S

ecuri

ty P

lan a

ccord

ingly

.

2

Info

rm C

O s

taff

of

any c

hanges in t

he s

ecuri

ty s

ituation.

3

Identify

additio

nal securi

ty m

easure

s t

hat

are

requir

ed (

e.g

. guard

s,

arm

oure

d v

ehic

les,

peri

mete

r pro

tection

and r

adio

s,

etc

.);

pro

vid

e s

taff

with r

adio

equip

ment

and c

all s

igns,

as r

equir

ed,

and t

rain

them

how

to u

se it.

4

Lia

ise w

ith P

rocure

ment

and/o

r Adm

inis

tration t

o d

ete

rmin

e r

esourc

ing o

ptions (

e.g

. U

NH

RD

, lo

cal/

regio

nal

pro

cure

ment)

, and a

scert

ain

what

LTAs a

nd c

usto

ms p

repara

tion,

etc

. are

needed.

5

Exerc

ise t

he S

ecuri

ty P

lan.

6

Revie

w t

he r

elo

cation a

nd e

vacuation p

lan

80 a

nd m

ake t

he n

ecessary

pre

para

tions in c

ollabora

tion w

ith

Adm

inis

tration a

nd H

um

an R

esourc

es.

7

Pro

vid

e a

lis

t advis

ing inte

rnational sta

ff w

hic

h ite

ms t

hey s

hould

take w

ith t

hem

in c

ase o

f a

relo

cation/e

vacuation.

8

Exerc

ise a

buildin

g e

vacuation d

rill.

9

Develo

p a

cri

sis

com

munic

ation s

trate

gy w

ith S

MT m

em

bers

and t

est

and u

se t

he c

om

munic

ation s

yste

m f

or

the e

xchange o

f cri

sis

-specific

info

rmation a

nd a

ssis

tance.

10

Rem

ind s

taff

to k

eep e

merg

ency s

tocks o

f re

ady-t

o-e

at

food a

nd w

ate

r at

hom

e,

as n

ecessary

.

11

In c

oord

ination w

ith A

dm

inis

tration,

pre

pare

a v

ehic

le a

llocation p

lan t

o e

nsure

that

MO

SS-c

om

pliant

vehic

les

can b

e m

ade a

vailable

in a

reas w

here

needs a

re e

xpecte

d t

o r

ise.

80

For

guid

ance o

n h

ow

to d

evelo

p a

n e

vacuation o

r re

location p

lan p

lease r

efe

r to

the S

ecuri

ty in t

he F

ield

Bookle

t on

htt

p:/

/docusto

re.w

fp.o

rg/s

tellent/

gro

ups/p

ublic/d

ocum

ents

/manual_

guid

e_pro

ced/w

fp184437.p

df

Evacuation p

lans s

hould

inclu

de t

ransport

, em

erg

ency s

helteri

ng a

nd f

ood n

eeds.


82

83

Co

mm

un

icati

on

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e C

om

mu

nic

ati

on

in

rela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! W

hat

would

WFP’s

media

and c

om

munic

ations s

trate

gy b

e f

or

the a

nticip

ate

d e

merg

ency a

nd h

ow

will it lin

k t

o t

he s

trate

gy t

hat

the U

N C

risis

Managem

ent

Team

(C

MT)

may e

sta

blish?

! W

hat

support

is r

equir

ed f

rom

RB/H

Q? I

s t

here

a n

eed t

o s

trength

en t

he C

O’s

PI

sta

ffin

g s

tructu

re?

Co

mm

un

icati

on

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline set To be initiat

ed

1

Consult w

ith R

B/H

Q o

n a

pote

ntial m

edia

and c

om

munic

ation s

trate

gy a

nd its

roll-o

ut

for

the a

nticip

ate

d

cri

sis

.81

2

Sta

rt d

evelo

pin

g r

isk-s

pecific

talk

ing p

oin

ts a

nd Q

&As w

ith t

he R

B P

I O

ffic

er

and H

Q C

om

munic

ations D

ivis

ion.8

2

3

Ensure

that

the C

ountr

y P

age

83 o

n W

FP’s

website c

arr

ies u

p-t

o-d

ate

info

rmation o

n t

he d

evelo

pin

g s

ituation.

4

Ensure

that

WFP is r

epre

sente

d in U

N p

ress b

riefings.

5

Ensure

that

media

conta

cts

are

up-t

o-d

ate

, in

clu

din

g m

edia

rela

tions in p

art

ner

org

aniz

ations (

UN

, N

GO

s,

Sta

nd-b

y p

art

ners

, govern

ment)

, and a

gre

e o

n a

com

mon a

ppro

ach t

o p

rote

ct

fam

ilie

s a

nd t

o r

ela

y m

essages

to t

he p

ress,

etc

.

6

Consid

er

dia

loguin

g w

ith t

he m

edia

to s

ensitiz

e t

hem

to t

he d

evelo

pin

g s

ituation.

Org

anis

e f

ield

tri

ps f

or

journ

alists

, especia

lly f

or

slo

w-o

nset

dis

aste

rs.

7

Pre

-positio

n v

isib

ility ite

ms in k

ey h

ubs in o

rder

to b

rand v

ehic

les,

ware

houses a

nd o

ffic

es a

s q

uic

kly

and w

idely

as p

ossib

le a

s a

nd w

hen t

hey a

re n

eeded.

8

Initia

te t

he c

all f

orw

ard

of

those ite

ms,

if n

eeded.

9

Ensure

pro

mpt

availability o

f vid

eo a

nd p

hoto

cre

ws.

81

For

furt

her

guid

ance p

lease r

efe

r to

the e

merg

ency c

om

munic

ation c

hecklist

pro

vid

ed in A

nnex 2

4.

82

For

sam

ple

Talk

ing P

oin

ts a

nd Q

&As p

lease r

efe

r to

Annex 1

5.

83

For

guid

elines o

n h

ow

to u

pdate

CO

Countr

y P

ages p

lease r

efe

r to

the G

uid

ance f

or

Countr

y E

ditors

and t

he lin

ks t

o t

uto

rials

pro

vid

ed in A

nnex 1

6.

Rep

orti

ng

Qu

esti

on

s t

o b

e c

on

sid

ered

by C

ou

ntr

y O

ffic

e R

ep

orti

ng

in

rela

tio

n t

o s

tep

pin

g u

p t

he E

merg

en

cy R

ead

iness L

evel:

! Is t

here

a n

eed t

o a

ugm

ent

the C

O s

taff

ing s

tructu

re in R

eport

ing?

! D

oes t

he C

O h

ave e

nough info

rmed R

eport

s O

ffic

ers

who c

ould

meet

incre

asin

g r

eport

ing d

em

ands?

! A

re t

he c

urr

ently-u

sed r

eport

ing t

em

pla

tes a

nd t

ools

adequate

for

the n

ew

situation o

r do t

hey n

eed t

o b

e a

dapte

d?

! W

ho is t

o r

eceiv

e w

hat

kin

d o

f in

form

ation a

nd w

hen? A

re d

istr

ibution lis

ts lik

ely

to c

hange?

Rep

orti

ng

No.

Em

erg

en

cy R

ead

iness A

cti

on

s (

ER

As)

Sta

tus

Du

e d

ate

/

Tim

efr

am

e

Lead

R

eso

urce

Req

uir

em

en

t

(U

S$

)

Co

mm

en

ts

Done

Deadline set

To be initiated

1

Dra

ft a

Nig

htly N

ote

84 t

o info

rm S

enio

r M

anagem

ent

on t

he d

evelo

pin

g s

ituation.

2

Revie

w t

he R

eport

s M

atr

ix85 f

or

the C

ountr

y O

ffic

e a

nd e

nsure

that

it is u

p-t

o-d

ate

.

3

Revie

w p

re-f

orm

ula

ted r

eport

tem

pla

tes

86 a

lready d

esig

ned a

nd/o

r in

use,

and c

heck if

they w

ill m

eet

the n

eeds

for

an e

merg

ency.

Ensure

that

update

s o

f la

test

report

s a

re a

vailable

.

4

Revie

w t

he d

issem

ination lis

t fo

r diffe

rent

report

s a

nd e

nsure

that

the lis

t w

ill m

eet

the info

rmation n

eeds o

f

RB,

HQ

, donors

and p

art

ner

agencie

s.

5

Ensure

that

essential equip

ment

and s

oft

ware

— inclu

din

g a

ltern

ative a

ccess t

o inte

rnet,

em

ail a

nd c

om

pute

r syste

ms,

etc

. —

are

available

and f

unctionin

g.

If t

here

are

pro

ble

ms,

ensure

they a

re a

ddre

ssed q

uic

kly

togeth

er

with I

CT.

6

If d

ecid

ed b

y C

O M

anagem

ent,

assis

t in

dra

ftin

g a

Concept

of

Opera

tions (

chapte

r 3.4

).

84

For

a N

ightly N

ote

tem

pla

te p

lease r

efe

r to

Annex 1

8.

85

For

a t

em

pla

te o

f a R

eport

s M

atr

ix p

lease r

efe

r to

Annex 1

7.

86

Such r

eport

s m

ay inclu

de S

itre

ps,

Executive B

riefs

, and N

ightly N

ote

s f

or

whic

h g

enera

l in

form

ation,

report

ing t

em

pla

tes a

nd/o

r sam

ple

s c

an b

e f

ound in A

nnex 1

8.


84

WFP/Marcus Prior/Central African Republic

85

<<

Ye

ar>

>

<<

Na

me

of

Co

un

try

Off

ice

>>

FO

R C

D/

DC

D O

NLY

Orig

inal

su

bm

issio

n:

____/_

___/_

___

Su

bm

itte

d b

y:

_____________

Ap

pro

val:

____/_

___/_

___

Ap

pro

ved

by:

_____________

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ae

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iffO

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tn

uo

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ma

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>>

eci

>r

ae

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iffO

yr

tn

uo

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oe

ma

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>>

eci

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bu

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ani

gir

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detti

mb

uS

:y

b

:la

vo

rp

pA

:y

bd

ev

or

pp

A

YL

NO

DCC

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OF

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_____________

3.3 Standard Operating Procedures for the First 72-Hour Response


86 86

87

Type o

f event:

O

utb

reak o

f a s

low

- or

sudden-o

nset

dis

aste

r.

Obje

ctives:

•

Pro

mo

te t

he h

ealt

h a

nd

safe

ty o

f all W

FP s

taff

and e

mplo

yees.

•

Main

tain

WFP

’s b

usin

ess c

on

tin

uit

y a

nd a

ug

men

t it

s o

perati

on

al

cap

ab

ilit

y (

e.g

. th

rough I

R-E

MO

Ps a

nd

Specia

l O

pera

tions).

•

Facil

itate

co

ord

inati

on

within

WFP a

nd w

ith p

art

ners

, in

clu

din

g a

s c

luste

r le

ad.

When:

W

ith

in f

irst

72

ho

urs o

f a c

ris

is/

dis

aste

r.

Who:

A

ll C

O s

taff

Outp

ut:

• C

O s

taff

an

d i

nsta

lled

dep

en

den

ts a

cco

un

ted

fo

r.

• R

esp

on

se g

ap

s i

den

tifi

ed

.

• R

eli

ef

assis

tan

ce s

tarte

d.

• W

FP

po

sit

ion

ed

in

th

e i

nte

r-a

gen

cy e

merg

en

cy r

esp

on

se a

nd

wit

h G

overn

men

t.

• I

R-E

MO

P a

nd inputs

for

the C

oncept

of

Opera

tions d

raft

ed a

nd s

ubm

itte

d t

o R

B/H

Q.

Accounta

bility:

O

vera

ll a

ccounta

bility f

or

the a

doption o

f Sta

ndard

Opera

ting P

rocedure

s lie

s w

ith t

he C

D.

CO

Man

ag

em

en

t

No

. S

tan

dard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se

(S

OP

s)

Lead

C

om

men

ts

W

ith

in F

irst

24

Ho

urs

1

Account

for

all s

taff

and d

ependants

, in

clu

din

g s

taff

on m

issio

n a

nd R

&R,

and

pro

mote

health a

nd s

afe

ty.

2

Conduct

an initia

l bri

efing w

ith s

taff

pre

sent

in t

he o

ffic

e a

nd r

em

ind t

hem

to

imple

ment

the r

espective S

OPs.

3

Conta

ct

the R

egio

nal D

irecto

r and t

he D

irecto

r of

Em

erg

encie

s t

o:

•

info

rm t

hem

about

the d

isaste

r;

•

obta

in e

ndors

em

ent

for

the C

O t

o o

ffer

assis

tance t

o t

he g

overn

ment;

•

dete

rmin

e t

he n

eed f

or

Task F

orc

e M

eetings a

nd w

heth

er

WFP’s

em

erg

ency r

esponse is t

o b

e t

reate

d a

s a

Corp

ora

te E

merg

ency.8

7

4

Conta

ct

the e

merg

ency F

ocal Poin

t in

the g

overn

ment

to b

ett

er

unders

tand

the h

um

anitari

an im

pact

of

the d

isaste

r and t

he n

ational re

sponse c

apability.

Seek t

he g

overn

ment’s e

ndors

em

ent

for

a W

FP inte

rvention.

5

Consult w

ith U

NCT/H

CT/D

MT/S

MT m

em

bers

about

the h

um

anitari

an a

nd

securi

ty im

pact

(i.e

. possib

le n

eed f

or

relo

cation/e

vacuation),

clu

ste

r

activation,

inte

r-agency r

esponse p

lans a

nd c

oord

ination m

echanis

ms.

6

Convene a

meeting w

ith C

O e

ssential sta

ff t

o:

•

Imple

ment

the d

ecis

ion f

rom

consultations w

ith U

NCT/H

CT/D

MT/S

MT

regard

ing s

ecuri

ty m

easure

s/r

elo

cation/e

vacuation;

•

Agre

e o

n a

sta

ff a

ugm

enta

tion,

if a

pplicable

;

•

Revie

w w

heth

er

it is n

ecessary

to c

ancel any a

ctivitie

s o

r m

issio

ns.

Wit

hin

Fir

st

72

Ho

urs

7

Define w

heth

er

furt

her

off

ice s

pace is r

equir

ed t

o a

ccom

modate

additio

nal

sta

ff.

8

Develo

p a

Concept

of

Opera

tions.8

8

9

Advis

e t

he R

egio

nal D

irecto

r and D

irecto

r of

Em

erg

encie

s o

n c

ritical re

sourc

e

requir

em

ents

(i.e.

food,

non-f

ood a

nd s

taff

ing).

10

Dra

ft a

n I

R-E

MO

P a

nd inputs

for

a C

ON

OPS L

ogis

tics/S

pecia

l O

pera

tion,

as

necessary

, and s

ubm

it t

hem

to t

he R

egio

nal Bure

au a

nd O

DL f

or

pro

cessin

g.8

9

87

Ple

ase r

efe

r to

the A

ctivation P

roto

col fo

r Respondin

g t

o C

orp

ora

te E

merg

encie

s (

ED

2006/0

03)

in A

nnex 2

5.

88

For

the C

oncept

of

Opera

tions t

em

pla

te p

lease r

efe

r to

section 3

.4.

88

For

guid

ance o

n h

ow

to d

raft

an I

RA E

MO

P a

nd a

Specia

l O

pera

tion,

and f

or

CO

NO

PS logis

tics s

am

ple

s,

ple

ase r

efe

r to

Annexes 2

0,

26 a

nd 2

7.


88

89

Hu

man

Reso

urces

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se (

SO

Ps)

Lead

C

om

men

ts

W

ith

in F

irst

24

Ho

urs

1

Get

in c

onta

ct

with a

ll s

taff

usin

g t

he s

taff

conta

ct

list9

0 t

o a

scert

ain

health a

nd

safe

ty.

2

In c

oord

ination w

ith S

ecuri

ty,

pre

pare

a lis

t of

aff

ecte

d s

taff

and t

heir

insta

lled

dependants

91 a

nd s

hare

the lis

t w

ith C

O M

anagem

ent.

3

Assis

t aff

ecte

d s

taff

and t

heir

insta

lled d

ependants

in s

eekin

g m

edic

al serv

ice

92

and p

sychosocia

l support

, as r

equir

ed.

4

Assis

t th

e C

O M

anagem

ent

in d

ealing w

ith s

urv

ivors

.

5

Assis

t CO

Managem

ent

in info

rmin

g t

he f

am

ilie

s o

f lo

cal and n

ational sta

ff w

ho

have b

een a

ffecte

d a

nd s

hare

em

erg

ency c

onta

ct

info

rmation w

ith t

hem

.

Do

no

t rele

ase a

ny i

nfo

rm

ati

on

on

sta

ff w

elf

are p

rio

r t

o a

pp

ro

val

by

CO

Man

ag

em

en

t.

6

Esta

blish a

syste

m o

f support

team

s o

n r

ota

ting,

six

-hour

shifts

so t

hat

these

fam

ilie

s c

an b

e in c

onta

ct

with W

FP o

n a

24/7

basis

.

7

Assis

t th

e C

O M

anagem

ent

and S

ecuri

ty in p

repari

ng f

or

sta

ff r

elo

cation o

r

evacuation,

if n

eeded.

Ensure

that

vis

as a

re in p

lace f

or

sta

ff a

nd t

heir

insta

lled d

ependants

who h

ave t

o b

e e

vacuate

d t

o a

safe

haven.

Wit

hin

Fir

st

72

Ho

urs

8

Initia

te t

he r

ecru

itm

ent

of

local and n

ational sta

ff p

er

the s

taff

augm

enta

tion

pla

n w

ith t

he s

upport

of

the R

oste

r Syste

m,

if e

sta

blished.

90

For

a s

am

ple

of

a s

taff

conta

ct

list

ple

ase r

efe

r to

Annex 3

3.

91

Aff

ecte

d s

taff

and d

ependants

inclu

de a

ll indiv

iduals

who a

re in g

rave d

anger,

have b

een inju

red o

r have d

ied a

s a

result o

f th

e c

risis

or

dis

aste

r. T

he lis

t should

indic

ate

wheth

er

there

are

min

ors

that

need t

o b

e c

are

d f

or

because t

heir

pare

nts

or

guard

ians h

ave b

een a

ffecte

d.

92

For

guid

ance o

n m

edic

al evacuations p

lease r

efe

r to

the M

edic

al Evacuation P

rocedure

s f

or

WFP S

taff

(2008)

in A

nnex 2

8.

Pro

gram

me

93

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se

(S

OP

s)

Lead

C

om

men

ts

W

ith

in F

irst

24

Ho

urs

1

Dis

patc

h a

n a

ssessm

ent

team

with L

ogis

tics

94

to t

he a

ffecte

d a

rea a

nd

identify

beneficia

ries a

nd t

heir

location f

or

imm

edia

te r

elief

assis

tance.

2

Identify

geogra

phic

al pri

ori

ty a

reas f

or

a W

FP inte

rvention;

estim

ate

the

num

ber

of

people

aff

ecte

d a

nd in n

eed o

f em

erg

ency f

ood a

ssis

tance;

develo

p a

n initia

l Food A

llocation P

lan a

nd s

hare

with L

ogis

tics.

Based o

n t

he a

bove,

dra

w u

p inputs

for

an I

R-E

MO

P.

Wit

hin

Fir

st

72

Ho

urs

3

Call f

or

an inte

r-agency f

ood s

ecuri

ty c

oord

ination m

eeting (

or

clu

ste

r

meeting,

if a

ctivate

d)

to:

•

revie

w t

he im

pact

of

the d

isaste

r on t

he f

ood s

ecuri

ty o

f aff

ecte

d

popula

tions;

•

agre

e o

n t

he m

odalities a

nd s

cope o

f an initia

l/ra

pid

em

erg

ency

food s

ecuri

ty a

ssessm

ent9

5 a

s p

art

of

an inte

r-agency e

ndeavour;

•

access f

ood s

tock a

vailability a

mong g

overn

ment

and p

art

ners

.

4

Define t

ools

and m

odalities,

inclu

din

g p

art

ners

hip

arr

angem

ents

for

food

dis

trib

utions a

nd m

onitori

ng.

93

To f

acilitate

dis

cussin

g c

hallenges t

hat

may p

revent

you f

rom

im

ple

menting t

he p

rogra

mm

e a

s p

er

sta

ndard

pro

cedure

s,

and t

o a

sses p

ossib

le a

ltern

atives,

ple

ase u

se t

he A

ltern

ative

Pro

gra

mm

e F

ram

ew

ork

(APF).

See t

he lin

k t

o t

he t

ool in

EPw

eb.

94

For

generi

c c

hecklists

and q

uestionnair

es,

as w

ell a

s g

uid

ance m

ate

rial fo

r in

itia

l and r

apid

food s

ecuri

ty a

ssessm

ents

, ple

ase r

efe

r to

Annex 1

0.

95

Ple

ase r

efe

r to

Annex 1

0 f

or

WFP’s

initia

l and r

apid

food a

ssessm

ent

tem

pla

te,

and t

o A

nnex 2

9 f

or

the I

nte

r-Agency G

uid

ance N

ote

on N

eeds A

ssessm

ent.


90

91

Pip

eli

ne

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se

(S

OP

s)

Lead

C

om

men

ts

Wit

hin

Fir

st

24

Ho

urs

1

Togeth

er

with L

ogis

tics,

dete

rmin

e f

ood s

tocks a

vailable

in-c

ountr

y a

nd in

neig

hbouri

ng c

ountr

ies.

Wit

hin

Fir

st

72

Ho

urs

2

Dete

rmin

e p

ossib

ilitie

s f

or

loans a

nd b

orr

ow

ings a

mong e

xis

ting

pro

gra

mm

es t

o c

over

the a

dditio

nal fo

od r

equir

em

ents

assessed b

y

Pro

gra

mm

e.

3

Lia

ise w

ith R

egio

nal Bure

au a

nd H

Q t

o d

efine h

ow

to f

ulfil t

he a

dditio

nal

food r

equir

em

ents

.

Fo

od

Pro

cu

rem

en

t

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se

(S

OP

s)

Lead

C

om

men

ts

Wit

hin

Fir

st

24

Ho

urs

1

In c

oord

ination w

ith H

Q a

nd R

B,

conta

ct

local and r

egio

nal fo

od s

uppliers

and a

scert

ain

the t

ype,

quantity

and p

rice o

f fo

od t

hat

is a

vailable

for

imm

edia

te p

urc

hase.

Wit

hin

Fir

st

72

Ho

urs

2

Initia

te p

urc

hase o

f fo

od,

as f

easib

le,

takin

g into

account

food m

ark

et

conditio

ns.9

6

96

Countr

y D

irecto

r dele

gate

d a

uth

ori

ty:

dir

ect

food p

urc

hases f

or

EM

OPs u

p t

o U

S$200,0

00;

com

petitive f

ood p

urc

hases f

or

EM

OPs u

p t

o U

S$500,0

00.


92

93

Lo

gis

tics

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se (

SO

Ps)

Lead

C

om

men

ts

Wit

hin

Fir

st

24

Ho

urs

1

Togeth

er

with P

ipeline,

dete

rmin

e t

he t

ype a

nd q

uantity

of

WFP f

ood t

hat

is

available

in t

he c

ountr

y a

nd e

n r

oute,

and c

om

munic

ate

this

info

rmation t

o C

O

Managem

ent.

2

Togeth

er

with P

rogra

mm

e,

dis

patc

h a

n a

ssessm

ent

team

to t

he a

ffecte

d a

rea.

3

Based o

n t

he initia

l Food A

llocation P

lan p

repare

d b

y P

rogra

mm

e,

dra

w u

p a

transport

and d

elivery

pla

n a

nd s

tart

deliveri

es.

Wit

hin

Fir

st

72

Ho

urs

4

In c

oord

ination w

ith H

Q,

RB a

nd/o

r CO

Food P

rocure

ment,

dete

rmin

e m

odalities

and a

tim

efr

am

e f

or

the d

elivery

of

local/

regio

nal fo

od p

urc

hases t

o t

he a

ffecte

d

are

a.

5

Call f

or

an inte

r-agency logis

tics c

oord

ination m

eeting (

or

clu

ste

r m

eeting,

if

activate

d)

to:

•

revie

w t

he logis

tics r

equir

em

ents

;

•

assess t

he n

eed f

or

WFP t

o e

xte

nd logis

tics s

upport

serv

ices t

o p

art

ner

agencie

s;

•

ensure

that

logis

tics e

ffort

s u

nder

the inte

r-agency r

esponse a

re

coord

inate

d.

6

Mobiliz

e a

nd c

ontr

act

transport

and s

tora

ge a

rrangem

ents

to d

istr

ibute

WFP

food in t

he a

ffecte

d a

rea a

nd t

o p

rovid

e s

erv

ices t

o c

luste

r clients

.

7

Mobiliz

e N

FI

requir

em

ents

(e.g

. M

SU

, pre

fabs,

pallets

, etc

.) a

nd a

cquir

e f

uel fo

r

transport

ation.

8

If a

ir s

upport

and U

NH

AS d

eplo

ym

ent

are

requir

ed,

conta

ct

HQ

Avia

tion.

9

Dra

ft inputs

for

a L

ogis

tics C

ON

OPS a

nd a

Specia

l O

pera

tion,

and s

ubm

it t

o

HQ

/RB logis

tics.

IC

T

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se (

SO

Ps)

Lead

C

om

men

ts

Wit

hin

Fir

st

24

Ho

urs

1

Conduct

a f

irst

assessm

ent

to identify

cri

sis

-/em

erg

ency-r

ela

ted c

om

munic

ation

dis

ruptions a

nd a

dditio

nal IC

T r

ela

ted r

equir

em

ents

within

the C

O/A

O/S

ub-O

ffic

e,

and r

ela

y r

equests

to C

D,

RB (

RIT

O)

and H

Q.9

7

2

Assis

t in

sett

ing u

p a

UN

Radio

Room

, as a

pplicable

.

Wit

hin

Fir

st

72

Ho

urs

3

In c

lose c

ollabora

tion w

ith A

dm

inis

tration,

Non-F

ood P

rocure

ment

and L

ogis

tics,

insta

ll e

ssential IC

T e

quip

ment,

Inte

rnet

connections,

and c

om

munic

ation s

yste

ms in

new

ly-d

eplo

yed o

ffic

e s

ites.

4

Call f

or

an inte

r-agency I

CT c

oord

ination m

eeting (

or

ECT m

eeting,

if c

luste

r is

activate

d)

to:

•

revie

w I

CT r

equir

em

ents

;

•

assess w

heth

er

part

ner

agencie

s n

eed W

FP t

o e

xte

nd its

ICT s

upport

serv

ices t

o t

hem

;

•

ensure

that

ICT e

ffort

s u

nder

the inte

r-agency r

esponse a

re c

oord

inate

d.

5

Coord

inate

with p

art

ner

org

aniz

ations in t

he c

ountr

y o

n a

ny E

TC

-/in

ter-

agency-

rela

ted o

pera

tional needs o

r activitie

s.

97

For

additio

nal in

form

ation o

n I

T e

merg

ency r

esponse a

nd r

ela

ted S

OPs s

ee W

FP I

T B

est

Pra

ctices a

nd S

OPs o

n w

ww

.wfp

.org

/ict-

em

erg

ency


94

95

Fin

an

ce

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se (

SO

Ps)

Lead

C

om

men

ts

Wit

hin

Fir

st

24

Ho

urs

1

Advis

e C

O M

anagem

ent

of

budget

sta

tus p

er

line ite

m.

2

Monitor

the f

unctionin

g o

f th

e local bankin

g s

yste

m.

3

If local banks a

re n

ot

functionin

g,

dete

rmin

e t

he n

eed f

or

the C

O/A

O/S

ub-O

ffic

e

to o

pera

te o

n a

cash b

asis

, and a

ctivate

back-u

p p

rocedure

s w

ith r

espect

to c

ash

reple

nis

hm

ents

, dis

burs

em

ents

and t

he s

afe

guard

ing o

f cash,

as a

gre

ed w

ith t

he

RFO

.

4

In c

ase o

f fu

ll o

r in

term

itte

nt

loss o

f connectivity,

activate

back-u

p r

ecord

ing a

nd

report

ing m

echanis

ms t

o c

aptu

re d

isburs

em

ents

of

cash b

ased o

n a

vailable

IT/S

yste

ms s

upport

(W

ING

S/N

on-W

ING

S).

Once c

onnectivity is r

e-e

sta

blished,

ensure

that

all f

inancia

l tr

ansactions a

re inputt

ed into

WIN

GS.

5

Ensure

that

all f

inancia

l tr

ansactions a

re f

ully d

ocum

ente

d w

ith o

rigin

al

paperw

ork

.

Wit

hin

Fir

st

72

-H

ou

rs

6

Revie

w t

he c

om

positio

n o

f th

e p

anels

for

appro

vin

g a

nd c

ert

ifyin

g o

ffic

ers

and f

or

join

t bank s

ignato

ries.9

8

7

Revie

w t

he n

eed f

or

openin

g a

sub-i

mpre

st

account.

8

Esta

blish W

FP’s

cash r

equir

em

ents

.

9

Revie

w w

heth

er

it is n

ecessary

to r

equest

incre

ases in t

he p

ett

y c

ash level at

CO

/AO

/Sub-O

ffic

e a

nd in t

he t

hre

shold

to e

ffect

paym

ents

by p

ett

y c

ash.

10

Revie

w w

heth

er

it is n

ecessary

to r

equest

an a

llocation f

rom

the W

ork

ing C

apital

Fin

ancin

g F

acility

99,

and c

om

munic

ate

this

info

rmation t

o C

O M

anagem

ent.

98

In t

he e

vent

that

com

ple

te s

egre

gation o

f duties c

annot

be o

bserv

ed a

t th

e e

arl

y s

tage o

f th

e e

merg

ency a

nd p

endin

g d

eplo

ym

ent

of

additio

nal sta

ff,

ensure

that

this

scenari

o is p

roperl

y

docum

ente

d a

nd t

hat

necessary

waiv

ers

are

obta

ined f

rom

the E

xecutive D

irecto

r or

her

dele

gate

.

99

For

info

rmation o

n t

he W

ork

ing C

apital Fin

ancin

g F

acility p

lease r

efe

r to

Annex 3

0.


96

Ad

min

istr

ati

on

/N

on

-fo

od

Pro

cu

rem

en

t

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se (

SO

Ps)

Lead

C

om

men

ts

Wit

hin

Fir

st

24

Ho

urs

1

Mobiliz

e a

nd p

rovid

e c

ritical supplies t

o s

taff

, in

clu

din

g,

as r

equir

ed:

sanitary

item

s;

dri

nkin

g/n

on-d

rinkin

g w

ate

r; e

merg

ency f

ood w

ith c

ookin

g f

acilitie

s;

bla

nkets

; sle

epin

g b

ags;

and p

re-p

aid

SIM

card

s.

2

Sta

rt im

ple

menting t

he G

oods a

nd S

erv

ices P

lan

100 t

o s

upport

opera

tional and

sta

ff a

ugm

enta

tion.

3

In t

he e

vent

of

syste

m o

uta

ge a

nd loss o

f connectivity,

transactions s

hould

be

manually r

ecord

ed a

nd s

upport

ed b

y r

ele

vant

docum

enta

tion.

Wit

hin

Fir

st

72

Ho

urs

4

Identify

additio

nal off

ice s

pace,

as r

equir

ed.

In c

lose c

ollabora

tion w

ith I

CT a

nd

Securi

ty,

mobiliz

e e

ssential equip

ment

and s

upplies t

o e

nsure

im

media

te

functionality

.

5

Hir

e local serv

ices t

o c

ate

r fo

r augm

ente

d s

taff

tra

nsport

ation n

eeds.

100

For

a s

am

ple

Goods a

nd S

erv

ices P

lan p

lease r

efe

r to

Annex 2

3.

97

Secu

rit

y

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se (

SO

Ps)

Lead

C

om

men

ts

Wit

hin

Fir

st

24

Ho

urs

1

Ascert

ain

changes in t

he s

ecuri

ty s

ituation,

inclu

din

g c

hanges in s

ecuri

ty

cle

ara

nce r

equir

em

ents

, th

rough im

media

te c

onsultation w

ith U

ND

SS a

nd t

he

deplo

ym

ent

of

a s

ecuri

ty a

ssessm

ent

team

, pre

fera

bly

with U

ND

SS.

Info

rm C

O

Managem

ent,

CO

sta

ff a

nd O

DF/H

Q a

ccord

ingly

.

2

Identify

additio

nal securi

ty m

easure

s t

hat

are

requir

ed —

guard

s,

vehic

les w

ith

specia

l re

quir

em

ents

, peri

mete

r pro

tection a

nd r

adio

s,

etc

. —

and c

om

munic

ate

these r

equir

em

ents

to C

O M

anagem

ent

and O

DF/H

Q.

3

Request

assis

tance f

rom

OD

F/O

MI

to c

onduct

a p

ost-

event

technic

al assessm

ent

of

off

ice b

uildin

gs,

if c

ircum

sta

nces w

arr

ant

this

.

4

Dete

rmin

e w

heth

er

relo

cation/e

vacuation a

re n

eeded.1

01

If s

o,

facilitate

the

pro

cess in c

lose c

ollabora

tion w

ith A

dm

inis

tration a

nd H

um

an R

esourc

es.

5

Identify

and a

ctivate

additio

nal com

munic

ation c

hannels

per

the c

ountr

y-s

pecific

Securi

ty P

lan (

UN

DSS/S

MT).

101

For

guid

ance o

n e

vacuation a

nd r

elo

cation p

lans p

lease r

efe

r to

the S

ecuri

ty in t

he F

ield

Bookle

t, w

hic

h is p

oste

d a

t:

htt

p:/

/docusto

re.w

fp.o

rg/s

tellent/

gro

ups/p

ublic/d

ocum

ents

/manual_

guid

e_pro

ced/w

fp184437.p

df

Evacuation p

lans s

hould

addre

ss t

ransport

, em

erg

ency s

helteri

ng a

nd f

ood n

eeds.

Co

mm

un

icati

on

No.

Sta

nd

ard

Op

erati

ng

Pro

ced

ures f

or t

he F

irst

72

-Ho

ur R

esp

on

se (

SO

Ps)

Lead

C

om

men

ts

Wit

hin

Fir

st

24

Ho

urs

1

In c

onsultation w

ith R

B,

PI

and H

Q C

om

munic

ations,

esta

blish a

public p

ositio

n

for

the m

edia

on W

FP’s

em

erg

ency r

esponse a

nd issuance m

edia

talk

ing p

oin

ts,

Q&

As a

nd a

pre

ss r

ele

ase w

ith a

n E

D s

tate

ment.

102

2

Update

the C

O w

ebpage

103 a

nd f

eed t

he late

st

info

rmation o

n t

he s

ituation into

EPw

eb’s

Cri

sis

Page.1

04

3

Feed into

and a

ttend a

ll U

N p

ress b

riefings.

Wit

hin

Fir

st

72

Ho

urs

4

Share

with,

and s

olicit r

egula

r m

edia

update

s f

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100

WFP/Polly Egerton/Cambodia

101

3.4 Concept of Operations Template

Background

General context:

Recent developments:

WFP’s current operational structure:

Scope of Emergency

Planning assumptions:

Security:

Operational constraints:

Please give a concise overview of the situationin the affected country/region and of thecrisis’s origin(s), background and effects.

Please explain the latest developments in thesituation (e.g. political developments, conflictintensification, population movement,increase in flooding, etc.)

Please provide a brief outline of WFP’sstructure in the country; any currentoperations, such as ongoing EMOPs, PRROs,etc.; and any response to the crisis that hasbeen provided through operations that pre-dated the crisis.

Please specify the anticipated scale of theaffected population/vulnerable groups; theadditional WFP caseload; the geographicarea of assistance and how the situation mayaffect, and/or necessitate change in, on-goingoperations.

Please list and explain any security concernsthat relate to WFP staff, beneficiaries andoperations.

Please list critical areas for WFP’s assistanceand obstacles to provision in those areas, suchas communication difficulties, importrestrictions, visa restrictions, accessconstraints, etc.


102

WFP’s operational response

Operation objective:

Programme:

Logistics and Procurement:

Please try to specify the objective of WFP’splanned operation (e.g. to meet the basicnutritional needs of the people most affectedby the crisis by providing food assistance).

Please explain the planned Programmeactivities.

i. Basic conclusions of assessments alreadycarried out, or a short summary ofplanned assessments. (Summaries offindings must not exceed three lines andshould not detail methodology, etc.)

ii. What is the planned Programmeapproach, including activities (i.e. newactivities/modified existing activities;targeting; food/cash/vouchers; andwhich modality — general fooddistribution (GFD), safety net, etc.)?

iii. How does WFP plan to carry out theactivities (i.e. partners, pre-positioning, technology, etc.)?

iv. Distribution. Who will be WFP’spartners?

Please specify the arrangements and planswith regard to:

i. Logistical support needs. What will theybe (SO, UNHAS)?

ii. Storage: briefly describe WFP’s logisticcapacity in the country. If applicable,also describe government and othercapacities that WFP could use.

103

Coordination

Anticipated Resource Requirements

Food:

Budget:

Operational capacity:

Briefly summarise WFP’s coordinationmechanisms with the government, theimplementing partners and otherstakeholders. If applicable, also specify WFP-led cluster activities (ETC, Logistics,Food Security) and IASC-activities.

Please specify the overall needs for food,pointing out what can be covered throughexisting Pipeline arrangements.

Please summarise expected needs for theamended budget and specify possible optionsthat have been identified to cover thesefunding needs. If this document outlines twoor more operations, then the budget for eachshould be summarized separately.

Please summarise likely additionaloperational capacity requirements (offices,staff, vehicles etc.), and state how they will be addressed (recruitment, TDY,partnerships, etc.).


104

68. WFP has an obligation to ensure a minimum level of emergencypreparedness in countries in which it is not present. This applies especiallyto those countries that are prone to any contextual risks outlined inparagraph 33, and that are likely to request humanitarian assistance and/orcluster support in the event of a disaster. Regional Bureaux play animportant role in this regard, coordinating closely with ODEP,104 ODL,105

ODI,106 and ODXF,107 etc., as well as with regional inter-agencypreparedness networks.

69. Emergency preparedness in priority countries where WFP is not presentincludes:

• risk identification and monitoring through early warning systems;

• collection of data and other types of information concerning thelivelihoods of local populations and the operating environment;

• identification of national and regional emergency response capabilitiesand options (through the government, partner agencies on the groundand WFP structures in neighbouring countries);

• identification of opportunities to link up with national and regionalemergency preparedness initiatives.

70. Regional Bureaux are also advised to:

• monitor at Country Offices and UNHRDs within the region theavailability of food stocks, logistics equipment and ICT kits which canbe called forward in an emergency;

4WFP’s Emergency Preparedness andResponse in Countries where WFP isnot present (for Regional Bureaux)

104 ODEP: Emergency Preparedness and Response Branch (WFP Headquarters)

105 ODL: Logistics Division (WFP Headquarters)

106 ODI: IT and Facilities Management Services Division (WFP Headquarters)

107 ODXF: WFP Food Security Analysis Service

105

• compile a list of staff per functional area who can be called upon forimmediate deployment; and

• explore with RM108 possibilities and procedures for working on a cashbasis and for manually recording transactions in case of disruption ofthe banking system and/or system outage.

71. In cases where WFP does not have enough information (either within theorganization or from secondary sources), it is recommended that therelevant Regional Bureau, with the support of Headquarters, launches amulti-functional emergency preparedness mission to the countryconcerned.109 The information gathered will be consolidated at RegionalBureau level and made available on EPweb. If the risk level persists or if thecountry environment changes drastically, the Regional Bureau shall updatethe information through established contacts or a follow-up mission.

72. Once a disaster strikes, the Regional Bureau, in consultation with theDirector of Emergencies, will field a start-up emergency response team tothe country concerned. The team will be headed by an EmergencyCoordinator and will seek administrative and logistics support throughpartners on the ground (e.g. UNDP) in order to become operational. It willwork with the Resident Coordinator and the Humanitarian Coordinator oncoordination issues. It will seek their support in developing a workingrelationship with the government to agree on the scope and modalities of aWFP intervention, including cluster support. The team will set up thenecessary WFP management and operational structures. It will carry out arapid Emergency Food Security Assessment and an LCA (if not donebeforehand), define partnership arrangements, assume clusterresponsibilities and start relief assistance. The mission will coordinate withall relevant stakeholders on the ground, including donor representatives.

108 RM: Resource Management and Accountability Department

109 The options for applying for an IRA Preparedness can be taken into consideration to improve the

preparedness in countries where WFP is not present. For the directive please refer to Annex 5.


106

4.1 Terms of Reference for a Multi-functionalEmergency Preparedness Mission

1. Meet with representatives of UN agencies and other key partnersamong the NGO community, the Red Cross and Red CrescentMovement, regional/global financial institutions and donors todetermine:

• the risk profile of the country (including triggers);

• the likely humanitarian impact of the risks identified;

• risk monitoring capacities in place;

• the emergency preparedness and response strategy within theinternational aid community;

• potential coordination and partnership arrangements in an emergencyresponse (including the need for cluster activation);

• food aid policy and strategy within the country;

• potential administrative and operational support required by a WFPstart-up team; and

• potential funding sources.

2. Meet with line ministries, including the government’s emergencyfocal point, to assess:

• the emergency preparedness and response capacity of the nationalgovernment;

• whether the government is likely to come forward with a request forWFP’s assistance in the event of a disaster (including as cluster lead);

• potential coordination and partnership arrangements in an emergencyresponse, including the nomination of Focal Points within thegovernment and WFP; and

• risks and opportunities for WFP.

107

3. Conduct the following assessments:

• a Food Security Assessment, including food market analysis, todetermine the vulnerability profile of the local population, the mostappropriate programme tools (e.g. food/cash/vouchers), and thepotential scope of a WFP intervention and its partnershiparrangements;

• a Logistics Capacity Assessment (LCA) to identify points of entry (andtheir capacity), customs clearance procedures, the transport market,warehousing capacity and infrastructure; and

• a Security Assessment110 to determine what security measures to put in placeto protect WFP staff, assets and premises, should WFP establish a presence.

4. Identify options for:

• rapidly accessing food and non-food items from the regional UNHRDand/or food stocks held at national level by government, NGOs, the RedCross and Red Crescent Movement and the private sector;

• office accommodation and transportation of staff;

• contracting services, employing national/local staff, and processingpayments; and

• regional/local food procurement.

5. Draw up a proposal for the composition of an initial emergencyresponse team, including:

• an Emergency Coordinator, supported by Programme, Logistics,Human Resources, Finance/Administration, ICT,Communications/Reporting staff; and

• the identification of potential team members who could commencedeployment preparation.

110 Depending on information available through UNDSS.


108

4.2 Terms of Reference for a Start-up EmergencyResponse Team

1. Establish contact with line ministries, including thegovernment’s emergency focal point, to determine:

• the humanitarian impact of the disaster;

• the emergency response capability of the national government;

• the scope of WFP’s emergency assistance, based on the government’srequest;

• coordination and partnership arrangements, including nominatingFocal Points within the government and WFP; and

• risks and opportunities for WFP.

2. Meet with UN agencies, cluster partners and the donorcommunity to determine:

• the humanitarian and security impact of the emergency;

• inter-agency response plans and coordination mechanisms (includingthe need for cluster activation);

• operational response mechanisms; and

• potential funding sources.

3. Assume cluster-lead responsibilities as required:

• determine membership and coordination structures of Food Security,Logistics and ECT clusters, as applicable in the given context; and

• determine cluster partners’ service requirements and estimate relatedcosts.

109

4. Assessments

• Conduct an Emergency Food Security Assessment to determine foodassistance needs among the affected population, suitable Programmetools (food/cash/vouchers), and funding requirements.

• If it has not been done already, conduct a Logistics Capacity Assessmentto identify points of entry (and their capacity), customs clearanceprocedures, the transport market, warehousing capacity andinfrastructure.

5. Project formulation

• Draw up IR-EMOP, EMOP and Inter-Agency appeal requests (e.g. CERF, Flash Appeal, CAP) as well as donor proposals.

• Draw up inputs for a CONOPS logistics and/or SO (if required) andsubmit to ODL.

6. Implementation

HR

Programme

• Initiate the recruitment of local and national staff.

• Facilitate deployment of international staff andstand-by partners (e.g. by addressing visa andsecurity clearance requirements) and identifyadequate support mechanisms in the duty station(e.g. the provision of accommodation andtransportation).

• Define Programme modalities, includingProgramme tools such as food/cash/vouchers.

• Identify Cooperating Partners and draw uppartnership agreements.

• Initiate distributions and put in place monitoringarrangements.


110

Food Procurement

Logistics

ICT

Finance

• Identify local food procurement and foodtransformation options (if applicable).

• Process customs clearance for incomingemergency cargo.

• Mobilize transport and warehousingarrangements.

• Initiate deliveries of relief items to beneficiariesand cluster partners.

• Install essential ICT equipment, internetconnections and communication systems innewly-deployed office sites, and extend services tocluster clients, as required.

• Establish cash requirements and paymentmodalities.

• Put in place a suitable panel of approving andcertifying officers.112

• Open an imprest/sub-imprest account.

• Establish a suitable Country Office/Sub-Officesignatory panel for bank accounts and electronicpayment systems (EPS).

• Appoint disbursing officer(s) and petty cashaccount holders/cashiers.

• Ensure that a cash safe is available at all officesites for the safekeeping of cash, fuel coupons andother important items and documents.

112 Ensure segregation of duties at all times in compliance with CF02006/003 “Policy on Procedural

Change on the Delegation of Financial Authority”.

111

• Identify office space and set up Country Office andSub-Office structures. Mobilize essentialequipment, supplies and services to ensureimmediate functioning of the office(s) and to caterto staff needs.

• Determine transport requirements and modalities(through purchase, rent or leasing).

• Put in place adequate security measures topromote the safety of WFP staff, assets andpremises.

• Complete all reporting requirements (DailySituation Reports, Executive Briefs, and DonorBriefs, etc.).

• Draw up a County Office web page113 and feed dailyupdates on the situation into the EPweb CrisisPage.114

• Respond to media queries in line with the mediastrategy, as agreed with HQ CommunicationsDivision.

113 For guidelines on how to update CO Country Pages, please refer to the Guidance for Country Editorsand the links to tutorials provided in Annex 16.

114 For guidelines on how to update EPweb’s Crisis Page, please refer to

http://epweb.wfp.org/guides/file.axd?file=2009%2f10%2fMicrosoft+Word+-

+EP+WEB+COUNTRY+PAGE+CONTENT+MANAGEMENT_Guide.pdf


112

ALITE Augmented Logistics and Intervention Team for Emergencies

AO area office

CAP Consolidated Appeal Process

CBO community based organization

CD Country Director

CERF Central Emergency Response Fund

CFO Chief Financial Officer

CM corporate monitoring

CMT crisis management team

CO Country Office

COMPAS Commodity Movement Processing and Analysis System (WFP)

CONOPS Concept of Operations

DCD Deputy Country Director

DMT disaster-management team

ED Executive Director

EDP extended delivery point

EFSA emergency food security assessment

EMOP emergency operation (WFP)

EPR Emergency Preparedness Response (WFP)

EPRO Emergency Preparedness and Response Officer (WFP)

EPRP Emergency Preparedness and Response Package (WFP)

EPS electronic payment system

ERA emergency readiness action

ETC emergency telecommunications cluster

EWT early warning team

FAO Food and Agriculture Organization of the United Nations

Acronyms

113

FESO Field Emergency and Support Office

FITTEST Fast Information Technology and Telecommunications Emergency Support Team

FP focal point

GFD general food distribution

GIS geographic information system

HCT Humanitarian Country Team

HF high frequency

HOU Head of Unit

IA Inter-Agency Emergency

IACP Inter-Agency Contingency Plan

IASC Inter-Agency Standing Committee

ICT information and communications technology

IR-EMOP Immediate Response Emergency Operation

IRA Immediate Response Account

IT Information Technology

LCA logistics capacity assessment

LTA long-term agreement

LTSH landside transport, storage and handling

M&E monitoring and evaluation

MDG Millennium Development Goal

MORSS minimum operating residential security standards

MOSS minimum operating security standards

MPAs Minimum Preparedness Action

MSU Mobile Storage Unit

NFI non-food item


114

NGO non-governmental organization

ODEP Emergency Preparedness and Response Branch (WFP)

ODF Field Security Division (WFP)

ODI IT and Facilities Management Services Division (WFP)

ODL Logistics Division (WFP)

PC Personal Computer

PI Public Information

PR/PO Purchase Requisition/Purchase Order

PRRO protracted relief and recovery operation

PSA Programme Support and Administration Budget

Q&A Questions and Answers

RB Regional Bureau

RC/HC Resident Coordinator/Humanitarian Coordinator

RFO Regional Finance Officer

RITO Regional IT Officer

RMP Department for Performance and Accountability Management

R&R rest and recuperation

SMT Security Management Team

SO Special Operation

SOP standard operating procedures (for First the 72-Hour Response)

TDY temporary duty assignment

TOR terms of reference

UN United Nations

UNCT United Nations Country Team

UNDSS United Nations Department of Safety and Security

UNHRD United Nations Humanitarian Response Depot

UNHAS United Nations Humanitarian Air Service

VAM vulnerability analysis and mapping

VHF Very High Frequency

VSAT Very Small Aperture Terminal

WFP World Food Programme

115

WFP/Rika Morioka/Myanmar

The ODEP EPRP-team can be contacteddirectly through [email protected]

To access the EPRP web tool, please go tohttp://epweb.wfp.org/ep2admin

Printed: July 2012

Photo credits, front cover (clockwise from top left): WFP/Jim Farrell/Haiti, WFP/Louis Hamann/Haiti, WFP/Dane Norvarlic/Haiti, WFP/Charlie Hatch-Barnwell/Malawi, WFP/Veejay Villafranca/Philippines back cover: WFP/Alejandro Chicheri/Haiti Design: CP Publications Unit

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