OSOCC Guidelines - usarvvf.it · accordance with the INSARAG Guidelines, ... OSOCC Guidelines)...

UNITED NATIONS 1

OFFICE FOR THE COORDINATION OF HUMANITARIAN AFFAIRS

(OCHA)

OSOCC Guidelines

DRAFT

1

A] Introduction After the major earthquake that struck Armenia in 1988, it was widely recognized that international response must be timely, adequate, coordinated, and must not be a burden on the stricken country’s resources. The International Search and Rescue Advisory Group (INSARAG) was established in 1993 and has, amongst other things, developed a concept for On-Site Operations Coordination Centres (OSOCC) to improve international response coordination.

The OSOCC is designed to provide a platform for coordination and information exchange for international relief providers. The OSOCC works in close cooperation with the Local Emergency Management Authorities (LEMA).

Purpose of the OSOCC Guidelines These Guidelines provide guidance to the United Nations Disaster Assessment and Coordination (UNDAC) team and to other organizations that are the first to arrive at the site of a disaster to establish a coordination structure. The coordination structure should be designed to assist national and local authorities with the coordination of and to facilitate the work of international responders.

The OSOCC Guidelines have been developed by OCHA in cooperation with IFRC and experts from the UNDAC team. They are to be seen as a living document subject to revision and improvement according to experience gained in emergencies and exercises. B] The OSOCC Concept In order to ensure effective and immediate coordination of international responders in major disasters, a coordination structure has to be set up as soon as possible, ideally prior to or together with the arrival first international responders.

The OSOCC concept foresees three components that work in close cooperation with national and local authorities of the affected country. These are:

1) Reception Centres at entry points (e.g. airports) in order to register international responders and to provide initial information

2) The actual OSOCC, to be established in the proximity of national or local emergency management authorities to assist with the coordination of and to facilitate the work of international responders

3) One or more Sub-OSOCC, as needed, in remote areas of the disaster where coordination of international actors is required.

All three components are to be initially established and staffed by members of the UNDAC team and strengthened by personnel from national authorities and international responders. However, and in accordance with the INSARAG Guidelines, if international SAR teams arrive prior to the establishment of Reception Centres, OSOCC or Sub-OSOCC, they should be prepared to set-up and operate respective component until support from UNDAC or the UN Country Team has been mobilized.

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C] OSOCC Guidelines Structure The following section describes the functional elements of Reception Centres, OSOCC, and Sub-OSOCC, with a focus on their responsibilities, including a suggested method for implementation, and a recommended format for data output.

C.1 Reception Centre

The purpose of the Reception Centre is to assist airport authorities with the registration of international relief actors and to facilitate the arrival of international actors in terms of logistics and admin requirements

C.2 OSOCC and Sub-OSOCC

The purpose of the OSOCC is to support national and local authorities with the coordination of international relief, to facilitate the coordination and activities of international actors in the disaster area in terms of information, admin, logistics and coordination.

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C.1.1. Reception Centre Management Task: Establishment of Reception Centre Description: Identify a suitable location for Reception Centre and reception desks in cooperation with airport authorities and coordinate/supervise the set-up Templates:

- checklist to establish Reception Centre Annex I - chart for Reception Centre set-up Annex II

Format: meeting with airport authorities, briefing of Reception Centre staff Activities/workflow:

- identify requirements - meet and negotiate with national authorities - develop plan of action - brief staff - supervise set-up

Task: Supervise and coordinate Reception Centre functionality Description: Ensure that all staff (including liaison personnel from other entities, if any) have a clear understanding of the purpose and functioning of the Reception Centre, their tasks and responsibilities and carry out their activities according to agreed upon workflow procedures. Format: Overview of tasks of Reception Centre functions (chapter C, OSOCC Guidelines) Templates: OSOCC Guidelines section C.1 – Reception Centre Activities/workflow:

- brief staff according to task-overview - supervise activities

Task: Ensure external reporting and information flow Description: Develop and maintain a reporting schedule in cooperation with the OSOCC to ensure consistent information flow between the Reception Centre and the OSOCC as well as to airport authorities. Format: meetings/briefings, telephone, e-mail (as appropriate) Templates:

- Report Schedule Annex IV - Meeting Schedule Annex V

Activities/workflow: - determine reporting requirements (recipients, contents, format and frequency) - develop reporting schedule - supervise implementation

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C.1.2. Reception Centre Liaison Task: Ensure liaison with national authorities Description: Identify suitable counterparts in national authorities with respect to administration, policy, security and logistics, make necessary arrangements for support and register standing agreements and ensure that they are aware of the purpose of the Reception Centre. Format: meetings and briefings Templates: Standing Arrangements Log Annex VI Activities/workflow:

- determine requirements for arrangements - determine and register counterparts - make necessary arrangements - register standing agreements - ensure continuous information exchange - maintain a good relationship

Task: Ensure visibility and recognition of the Reception Centre Description: Establish a marking system to ensure visibility of the Reception Centre to arriving international actors and ensure that respective local (airport), national and international authorities are informed about its existence and purpose. Format: Marking and signalling (indicators and flags), arrangements for notification of incoming teams with national authorities, briefings Activities/workflow:

- mark Reception Centre - identify and register local (airport), national and international counterparts - brief counterparts about purpose of Reception Centre

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C.1.3. Reception Centre Logistics

Task: Facilitate logistics support for international actors Description: Make logistics arrangements with airport authorities and facilitate logistical support to international actors and register formal standing agreements Format: liaison, meetings, briefings, hand-outs Templates: Standing arrangements log (Annex VI) Activities/workflow:

- identify and register national logistics counterparts - identify logistics procedures (accommodation, fuel, water, transport, warehouses, etc.) - determine logistics requirements of arriving international actors - arrange for logistics support - brief international actors

Task: Contributions tracking Description: Track incoming contributions, if required, and report to OSOCC Format: contributions-overview Templates: Contribution overview (Annex XII) Activities/workflow:

- identify and register counterparts to obtain necessary information - collect and register contributions - report to OSOCC

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C.1.4. Reception Centre Administration Task: Registration of international actors Description: Register incoming actors, including contact information and arrival/departure schedule Templates: SAR Registration form Annex VII Activities/workflow:

- Register teams - briefing (hand-out)

Task: Prepare for crowd management Description: prepare to handle several simultaneously arriving SAR teams Format: reception desk, waiting area, marking and signalling, arrangements for paging with airport authorities Templates: Standing Arrangements Log (Annex VI) Activities/workflow:

- determine requirements for crowd management and make arrangements with airport authorities

- brief staff about setup

Task: Report according to the reporting schedule Description: Ensure that reporting is consistently carried out according to the defined reporting schedule Format: e-mail, fax, tel Templates: Reporting Schedule (Annex IV) Activities/workflow:

- finalize input timely to meet reporting deadlines - issue report or information

Task: Filing and backup of documents Description: File documents of the Reception Centre and ensure regular backup of electronic files. Format: Binders, Floppy discs Activities/workflow:

- develop filing concept - brief staff - file documents - backup of electronic files as required

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C.2.1. OSOCC and Sub-OSOCC Management

Task: Identify OSOCC venue and coordinate/supervise set-up Description: Ensure that the OSOCC is set up in the proximity of national and other coordinating bodies, taking into consideration security and crowd management concerns. Format: briefing of staff Templates:

- Checklist to establish OSOCC (Annex VIII) - Set-up chart (Annex IX)

Activities/workflow: - define requirements - negotiate with national authorities (LEMA) - develop plan of action - brief staff - supervise set-up

Task: Supervise and coordinate activities of the OSOCC Description: Ensure that all staff (including liaison personnel from other entities, if any) have a clear understanding of the purpose and functioning of the OSOCC, their tasks and responsibilities, and carry out their activities according to agreed upon workflow procedures. Templates: Overview of tasks of OSOCC functions (chapter D, OSOCC Guidelines) Activities/workflow:

- brief staff according to task-overview - supervise activities

Task: Ensure external and informal information flow Description: Develop and maintain reporting schedule to ensure consistent information flow between the OSOCC and its counterparts and hold frequent staff briefings to ensure internal information exchange. Format: meetings, telephone conferences, e-mail, Fax Templates: Reporting schedule (Annex IV) Activities/workflow:

- determine external reporting requirements (recipients, contents, format and frequency) - develop reporting schedule - define schedule for daily OSOCC staff briefings - supervise implementation

Task: Develop exit strategy Description: Develop and prepare a suitable exit strategy, including identification of counterparts and procedures for hand-over of coordination activities of the OSOCC to national authorities or the UN Country Team as well as an evacuation plan, if necessary. Format: Handout, briefing Templates: Arrangement log (Annex VI) Activities/workflow:

- define counterparts - develop hand-over or evacuation plan in cooperation with counterparts - register arrangements - brief staff

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C.2.2. OSOCC and Sub-OSOCC Operations

Task: Develop and maintain assessment plan Description: Identify requirements for assessment, plan and register assessment missions, brief and debrief assessment teams and process assessment results. Format: Map, chart of assessment missions, resources overview Templates: Rapid needs assessment form (Annex X) Activities/workflow:

- determine assessment requirements - compose assessment teams - prepare and conduct assessment briefings - monitor and track assessment missions - debrief assessment teams - process assessment results - provide output to information management function

Task: Develop and maintain operations plan Description: Determine and international actors and their capacity, identify requirements for international resources and develop a plan for their assignment, maintain an activity log of international actors and organize operations meetings, as appropriate. Format: activity-log, large-format map Templates: - Activity log (Annex XI) - SAR team registration form (Annex VII) Activities/workflow:

- identify international actors resources - develop an operations plan for the allocation of resources - track activities - register results - provide output to information management function

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C.2.3. OSOCC and Sub-OSOCC Logistics

Task: Ensure logistical support for the OSOCC Description: Make arrangements with national and international counterparts to provide logistics support to the OSOCC, as appropriate. Format: liaison, meetings, hand-outs Templates: Standing arrangements log (Annex VI) Activities/workflow:

- identify logistics requirements of OSOCC - identify and register counterparts - make and register arrangements - prepare briefing and handouts

Task: Liaise with national and international logistics entities Description: Establish contact and make arrangements for cooperation with national and international (e.g. UNJLC) logistics entities, including national, migration and customs offices, to facilitate requests for assistance from international actors (e.g. air/road transport, warehousing, maps, translators, potable water, fuel, lubricants, accommodation, office space), if required. Format: liaison and meetings, hand-out Templates: Standing arrangements log (Annex VI) Activities/workflow:

- identify and register counterparts - make and register arrangements for liaison and information exchange - prepare briefings and handouts

Task: Track contributions Description: Track donor contributions, if required Format: meetings, contributions-overview Templates: Contribution overview (Annex XII) Activities/workflow:

- identify and register counterparts - collect and register contributions - output to information management function

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C.2.4. OSOCC and Sub-OSOCC Security

Task: Liaise with UN designated official Description: Ensure regular updates on security concerns with the UN designated official or field security officer and prepare security briefing for the daily OSOCC meetings or ad-hoc briefings for international actors, as required. Format: liaison, meetings, handout Templates: Standing agreement log (Annex VI) Activities/workflow:

- liaise with designated official or field security officer - make and register arrangements - prepare briefing and handout, as appropriate

Task: Establish rapid notification system for OSOCC staff and international actors in case of security threat Description: Establish an early warning system for sudden change in the security situation within the OSOCC and among international actors. Format: telephone, radio, e-mail, handout Activities/workflow:

- determine early-warning indicators - define notification system - prepare briefing or handout, as appropriate

Task: Develop evacuation plan for the OSOCC Description: If required, develop an evacuation plan for the OSOCC, and prepare briefing and exercising of OSOCC staff Format: handout Activities/workflow:

- develop evacuation plan in cooperation with designated official or field security officer - prepare briefing and handout - train the evacuation plan in drill exercises with OSOCC staff

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C.2.5. OSOCC and Sub-OSOCC Communications

Task: Establish and maintain OSOCC internal communication Description: Set-up procedures and infrastructure to ensure effective internal communication within the OSOCC, including the establishment of computer networks in order to share data and resources (e.g. printers) as well as voice communication through VHF or mobile phone. Format: Briefing, handout with call-signs, frequencies, mobile phone numbers, computer passwords (network or e-mail) Activities/workflow:

- identify requirements - establish infrastructure - develop communications plan (frequencies, call-signs etc.) - register contact details with admin function - brief staff and issue handout (passwords), if appropriate

Task: Establish and maintain OSOCC communication within the affected country Description: Set-up infrastructure and procedures to ensure effective communication with national and international key actors of the relief operation within the affected country or region Format: Liaison, briefings Activities/workflow:

- identify telecommunications facilities of counterparts - develop communications plan in cooperation with national/local authorities - set-up and maintain infrastructure - register contact details with admin function - brief of staff and issue handout (passwords), if appropriate

Task: Establish and maintain OSOCC international communication Description: Set-up infrastructure to ensure communication with international partners, including the establishment of internet and e-mail connectivity, satellite telephones, and the local purchase of SIM-cards for mobile telephones, if necessary. Format: Liaison, briefings Activities/workflow:

- identify requirements - identify available resources and technical possibilities - set-up and maintain infrastructure - register contact details with admin function - brief of staff and issue handout (passwords), if appropriate

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C.2.6. OSOCC and Sub-OSOCC Media

Task: Develop and maintain a media management plan Description: Develop policy and procedures to handle media Format: briefing Activities/workflow:

- identify overall UN media policy - develop OSOCC media management plan - prepare briefing and handout

Task: Prepare media information kits and press releases Description: Prepare updated media information kits and press releases for handout, which should give a brief overview about the own organization, purpose, responsibilities, planned and ongoing activities and achievements. Format: Text handout, flipchart Activities/workflow:

- compile information from all OSOCC functions - develop handout - prepare and distribute handout/press-release

Task: Organize press conferences, if required Description: Organize press conferences, if required Format: Announcement, (e-mail, fax), meeting Activities/workflow:

- determine need for press conference and inform ResRep - Announce the press conference - brief OSOCC functions and compile information - Register participants - prepare and facilitate the press conference

Task: Monitor and analyse national and international media Description: Monitor and analyse national and international media (with the support from national media liaison) and identify mission critical developments and trends Format: Briefing Activities/workflow:

- identify national and international media - develop media-monitoring process - evaluate results - brief staff, if necessary

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C.2.7. OSOCC and Sub-OSOCC Liaison

Task: Ensure liaison with national and international authorities Description: Identify counterparts among national authorities and international actors, ensure that they are aware of the purpose of the OSOCC and determine possible area of interaction and mutual support Format: meetings and briefings Templates: Standing Arrangements Log Annex VI Activities/workflow:

- determine and register counterparts - brief about own purpose - determine possible area of interaction and mutual support - ensure continuous information exchange, if necessary - maintain a good relationship, if necessary

Task: Ensure that liaison persons assigned to the OSOCC are utilized accordingly Description: In cooperation with OSOCC functional elements, determine the requirements and profile of liaison persons and ensure that they are used according to their respective capacity. Format: Briefings Activities/workflow:

- identify requirements or possible utilization of available liaison persons with OSOCC functions

- assist OSOCC functions to develop TOR for liaison persons - monitor liaison persons utilization

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C.2.8. OSOCC and Sub-OSOCC Administration

Task: Maintain contacts overview Description: Establish and update a list of contacts of national and international actors in the field and at headquarters as well as an overview of locations in the area of operation Format: Contacts overview Templates: Contact list (Annex XIII) Activities/workflow:

- collect contact details of counterparts from all OSOCC functions - maintain database - prepare handouts, as required

Task: Maintain meeting and event schedule Description: Establish and update a overview of scheduled meetings organized by the OSOCC or by other national and international actors. Format: Chart Templates: Meeting schedule (Annex V) Activities/workflow:

- collect details about scheduled events (such as meetings and VIP visits) from all OSOCC functions

- update event schedule, as needed Task: Maintain a filing system Description: Develop and maintain a paper and electronic filing system for the OSOCC and arrange for regular backup of electronic data Format: briefing Activities/workflow:

- file documents - backup of electronic files in regular intervals, if required

Task: Maintain OSOCC duty-roster Description: Develop and maintain an OSOCC duty roster, if required Format: Chart Activities/workflow:

- collect availability of staff from all OSOCC functions - produce and display duty roster

Task: Establish front-desk for the OSOCC Description: Establish a front-desk to handle external visitors to the OSOCC Format: briefing, staff and visitor name-tags Activities/workflow:

- establish front-desk and waiting area, including signalling and indicators - develop front-desk duty roster - brief staff about procedures - operate front-desk

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C.2.9. OSOCC and Sub-OSOCC Information Management

Task: Manage emergency related information Description: Ensure that pre-analyzed information provided by the OSOCC functions is compiled and categorized as input for situation reports and report information gaps (missing, wrong, or contradictory data) to the operations cell for appropriate action. Format: as appropriate (the categorization of information should be done in the staff member’s personal work-style) Activities/workflow:

- determine work-method in cooperation with OSOCC functions - process (categorize and analyze) incoming information - request for clarification about missing, wrong, or contradictory data from respective OSOCC

functions

Task: Draft Situation reports (or flash-appeals, if appropriate) Description: Draft situation reports or flash appeals based on the analyzed information provided by the OSOCC functions and disseminate the situation reports according to the OSOCC’s reporting schedule Format: situation report or flash appeal (with respective attachments, i.e. charts, tables, etc.) Templates: Flash Appeal (Annex XIII) Activities/workflow:

- determine deadline for input from OSOCC functions - compile information and draft situation report - disseminate Sitrep according to reporting schedule

OSOCC Guidelines ANNEX I

ANNEX I - Reception Centre checklist.doc

Establishment of Reception Centre

Checklist

- identify airport crisis management centre (or equivalent) and determine focal points

for administration, logistics, customs - brief airport crisis management on own purpose and how Reception Centre (and

OSOCC) can support processing arrival of international actors and relief - negotiate venue that is visible and easily accessible but not too exposed to public

traffic - set-up reception centre with communication links (e-mail, phone and computers for

data processing. A wireless LAN would be ideal) - establish one ore more reception desks easily visible and accessible - prepare for crowd management, including:

- indicators throughout the airport - visible signal (Reception Centre flags) on reception desks and Reception Centre - arrangements for paging with airport authorities - preparation of waiting (and rest) area for SAR teams

- arrangements for customs and admin support for arriving teams - arrangements for transport of teams to the site - prepare briefing handouts about own purpose, contact information and situation

update - prepare handout of maps (if possible, otherwise this might be done in the OSOCC) - prepare questionnaires for registration of arriving teams - develop reporting schedule (i.e. what reports are send when to the OSOCC and

airport Crisis Management) - develop meeting schedule, taking care of regular and ad-hoc meetings - prepare briefing of arriving teams - prepare for support of departing teams, including accommodation, logistics, and

flight booking - prepare questionnaires for departing teams - develop exit strategy, including the identification of procedures that should be

maintained and the entities to which they should be handed over

OSOCC Guidelines ANNEX II

ANNEX II Reception Centre - setup-chart.doc

Reception Centre

Set-up

Airport Crisis Management

Centre Arrival terminal 1

Arrival terminal 2

Arrival terminal 3

Reception Desk

Reception Centre

Receptin Desk

Reception Desk

Area for waiting SAR teams

Departure and transport area for

SARteams

Reception Centre

SAR Reception

Reception Centre

Reception Centre

Reception Centre

SAR Reception

SAR Reception

SAR Reception Centre

Communications link

Liaison link

Reception Centre

SAR Reception

UN flag marking

indicators

SAR departure

OSOCC Guidelines ANNEX III

ANNEX III - Reception Centre briefing.doc

Reception Centre

Briefing points for initial Reception Centre setup

Overall situation - overview of own infrastructure, including Reception Centre, OSOCC, ResRep, etc. - location, setup and functioning of airport Crisis Management and respective

authorities (customs, logistics, etc.) Reception Centre setup and activities: - own responsibilities vis-à-vis airport crisis management, international actors and

OSOCC - physical locations and infrastructure of Reception Centre, including main office,

reception desk(s), waiting area for SAR teams, SAR team departure area, accommodation for own staff, rest rooms

- briefing on necessary or already completed (standing) arrangements with airport crisis management and other local/national actors

- requirements and location of office equipment Reception Centre activities - assignment of tasks to Reception Centre staff, including available (or

expected/requested) support staff (translators) and liaison personnel

Communications: - requirements for signalling and marking - requirements for internal and external communication links (VHF, e-mail, phone,

liaison) - announcement of reporting schedule (what, when, to whom) - announcement of meeting schedule (internal and external), including next meeting

of Reception Centre staff - announcement of media management concerns (sensitive issues) - provision of contact information of relevant contact persons Safety & security - common security concerns in the given country - measures in case of safety threats (aftershocks) - development and drill of an evacuation plan, if necessary Logistics: - accommodation and catering - logistics focal points and (standing) arrangements

OSOCC Guidelines ANNEX IV

ANNEX IV - Report Schedule.doc

Reporting Schedule

Regular Report Day/Time Responsibility Recipient Remarks Sitrep daily information ResRep

cc: OCHA

Press release daily media media distribution list

Ad-hoc reports (to be constantly updated and provided upon request) Report Responsibility Remarks Contact list admin Contributions overview information attachment to Sitrep Activity log operations attachment to Sitrep Own purpose media prepared once only to handout for

media and distribution at briefings and meetings

Report schedule admin Meeting schedule admin SAR team overview operations attachment to Sitrep

OSOCC Guidelines ANNEX V

ANNEX V - Meeting Schedule.doc

Meeting Schedule

Date Time Place & Venue Chair Participants Report Y/N

OSOCC Guidelines ANNEX VI

ANNEX VI - Standing Arrangements Log.doc

Standing Arrangements Log

Arrangement: UNICEF provides the venue for the daily sectoral meetings on shelter in their field office in Düsze Date/time: 12/11/99 Valid until: - Counterpart contact:

Mr. Jack Miller UNICEF Project Manager mobile: +455 888 799

Responsible officer:

Thomas Peter OSOCC operations manager mobile: +456 999 6325

Remarks:

OSOCC Guidelines ANNEX VII

ANNEX VII - SAR Team Registration Form.doc

(example) PRELIMINARY INFORMATION ON INTERNATIONAL SAR TEAMS

AS OF 19 NOVEMBER 1999

Country Team Name HQ Contact Team Leader # Pers. # Dogs Equipment Field Contact Live Rescues

Bodies Recovered

Algeria Civil Protection Col. Ferroukhi 35 SAR Medical

213-2748007 fx. 213-2727216

1 7

Armenia Mr. A. Tananyan 25 2 SAR 0532-3678236 0 4 Austria AFDRU M. Bock 114 18 SAR

Medical 43-6641214767 0 0

Austria NGO 31 Search capacity 0 0 Belgium 50 30 SAR

Field hospital

Bulgaria Civil Protection Mr. Stoimenov 50 5 2 helicopters 359-88521990 0 2 Czech Rep. P. Busic 33 5 SAR

Field Hospital 05-322944279 0 2

Czech Rep. ADRA O. Jiranek 4 42063427247 Denmark DEMA F. Nielsen 43 9 SAR

45-23325622 Sat. 873-761282838

0 0

Total: 42 teams (SAR and medical) 2 assessment teams

1488 persons 278 dogs

Total: 8 alive 118 dead

OSOCC Guidelines ANNEX VIII

ANNEX VIII - OSOCC checklist.doc

Establishment of OSOCC

Checklist

Location considerations - the OSOCC should be located in the proximity to LEMA and/or international

coordinating bodies (e.g. UN JLC) - OSOCC should not be exposed to safety and security risks (e.g. close to high

buildings in earthquakes) - location should enable rapid evacuation in countries with security risks - location should support crowd management. This includes:

- possibility to effectively establish indicators and visible signals (OSOCC flags) - accessibility from one direction only for establishment of a single front desk - place for meeting room (area) in the proximity - place for waiting area for SAR teams and other groups in the proximity (ideally

with coffee or refreshments) LEMA meeting considerations - handouts with information about own purpose and contact details should be prepared

prior to the meeting - brief LEMA about own purpose and how OSOCC can support with the coordination

of international actors and relief - request for information about organization of LEMA’s crisis management, including

assigned functions and responsibilities, workflow procedures and contact details of Focal Points (admin, logistics, security, etc.)

- determine role and responsibility of the OSOCC in terms of assessment and operations planning of international SAR teams

- determine priority needs for international assistance - determine planned or ongoing activities such as assessment missions, (sectoral)

meetings and VIP visits (ministers, etc.) - determine the procedure for regular information exchange between OSOCC and

LEMA (liaison, meetings, reports) - determine the possibility for logistics support, including transport (helicopters),

warehouses, drinking water, fuel and identify respective Focal Points - request for maps - determine safety and security constraints - determine media situation, including local, national and international media

representation and any concerns of the Government in this regard

OSOCC Guidelines ANNEX IX

ANNEX IX - OSOCC Setup.doc

OSOCC Setup

LEMA

Front Desk

Rest and dining area for OSOCC staff and aiting area for visitor

(with tables, seats and refreshment/coffee) Informatin

Management (should be separated to enabel hard work)

Communications with all telecomms

equipment

Entrance

Meeting room withLCD screen, computers and/or

display charts

Desks of OSOCC functions

Desks for liaison and temporary

support

Head OSOCC

OSOCC

OSOCC

UNJLC (if established, or any

other international coordination body)

Liaison O OSOCC Indicators

Legend:

Signal Flags

Operations Room

OSOCC Guidelines ANNEX X

ANNEX X - Rapid Needs Assessment Form.doc

Form completed by (name):

Rapid Needs Assessment Date:

Location Name GPS/Gird Contacts

Local and international (name, title/function, org, tel,

fax, e-mail, mobile)

Affected population, Identified needs and priority

(H = high, M = medium, L = low) Local/national and international

resources & response Accessibility options and

constraints (roads, rail, water, air)

OSOCC Guidelines ANNEX XI

ANNEX XI - Activity Log.doc

Activity LOG

Activity type: [assessment] [humanitarian relief] Activity: Joint Assessment mission to Yallova Participants:

- Richard van Hatzebrouck (UNDAC) - Alf Kiil (UNDAC) - Gerorg Kim (UNICEF) - Jang Lee (WHO)

Start Data/Time: 12/3/2001, 13:00 End Date/Time: 14/3/2001, 17:00 Remarks:

OSOCC Guidelines ANNEX XII

ANNEX XII - Contributions Overview.doc

(example) Contributions Overview as of 21 November 1999

Donor Cash / in kind contributions Date Value Algeria Medical supplies N/A Austria One water expert N/A Belgium 100 tents

2,600 blankets 600 baxter-bottles 100 stretchers

N/A

Cyprus Relief supplies (clothing, cleaning materials and school items)

N/A

Denmark Officer from DEMA to support the OSOCC N/A Germany Three water expert from THW

N/A

Kyrgyzstan 50 winterized tents (for 20 people each) N/A Israel Field hospital (104 staff)

1,000 sleeping bags N/A

Italy Three field kitchens (15,000 meals /day) N/A Italy (through OCHA Pisa Warehouse)

100 winterized tents 100 fuel heaters 1,600 blankets Four electric generators (2x 12.5KW, 2x 4KW)4 motor pumps

USD 500,000

Latvia 10,000 blankets N/A Norway (through OCHA)

Cash contribution for local purchase of relief supplies

USD 50,000

Cash contribution through OCHA (to cover coordination costs)

USD 50,000 UK

Two helicopters (support to the UNDAC team/OSOCC)

N/A

IFRC Cash USD 100,000 Support staff to the UNDAC team on-site N/A OCHA 20 generators, 1420 sleeping bags, 1000 lamps N/A

UNDP Camp for 500 persons in Kanaysli, psychological treatment of children through schools in Kanaysli

USD 1,600,000 (nutrition USD 500,000) (water/sanitation: USD 500,000) (education: USD 400,000) (psychosocial interventions: USD 200,000)

Total of cash contributions: USD 3,258,000.

OSOCC Guidelines ANNEX XIII

ANNEX XIII - Contact List.doc

Contacts Overview

Name Organization Function Tel Fax e-mail

OSOCC Guidelines ANNEX XIV

ANNEX XIV - Flash Appeal.doc

(example) United Nations Appeal for International Assistance

on behalf of the Government of Papua New Guinea

I SUMMARY

1.1 Objective The objective of the United Nations Appeal for International Assistance on behalf of the Government of Papua New Guinea (PNG) is to encourage donors to contribute to continuing relief needs in drought and frost affected areas for up to twelve months. The appeal concentrates on priorities for international assistance in emergency management, rural water supply, food relief, health and nutrition, and agriculture.

1.2 United Nations Appeal: Breakdown by Sector

Serial Sector Requirement, in cash (USD) 1 Emergency Management 173,000 2 Rural Water Supply 2,729,000 3 Food Relief (including

logistics) (4,120,000 /month)

4 Health and Nutrition 503,000 5 Agriculture 781,000 Total Sum Appealed For: 4,186,000 (+ 4,120,000 /month)

II INTRODUCTION

2.1 UNDAC Mission This appeal was prepared during a United Nations Disaster Assessment and Coordination (UNDAC) mission from 21 November to 6 December 1997. The UNDAC team examined a range of measures to support drought affected communities for a period of up to twelve months. The priority needs were determined on the basis of consultations with senior officials in departments of national and provincial government, United Nations agencies and NGOs, and representatives of the donor community in PNG. The team was also able to meet with members of the teams which carried out the nation-wide assessment of the situation, and to make two visits to affected areas in the Highlands and on the coast.

2.2 Papua New Guinea: Country and Society PNG is a country of about 463,000 sq. km area with a population of 4.4 million. Geographically the country occupies half of the large island of New Guinea as well as a large number of other islands ranging in size from the 38,000 sq. km of New Britain, down to small atolls a few hectares in area. The main island is dominated by a rugged spinal mountain range rising to 4,300 metres, on which the majority of the population live. Elsewhere the population is concentrated in the most fertile land although nowhere is completely uninhabited. PNG Society is extremely culturally and linguistically diverse owing to its isolated development in steep highland valleys, and dispersal through many islands. More than 700 languages, one quarter of all known, are spoken in the country. Three official languages, English, Tok Pijin and Motu (both artificial) help to draw the country together.

2.3 Papua New Guinea: Level of Development PNG became independent in 1975 after many years of German, British and latterly Australian government. Since independence, development in administration and public service has been slow, limited by restricted educational opportunities and changing political priorities. In recent years there has probably been a reduction in infrastructure in rural areas, particularly in relation to education and health. Life expectancy in 1990 was 52 years for men and 51 years for women. Malaria and respiratory diseases are endemic, typhoid is not uncommon and there is significant infant mortality from meningitis, diarrhoea and pneumonia. Nutritional standards are low since, although supplies of staples are generally adequate, these are mainly root crops of low energy and protein density. Chronic malnutrition among children is as high as 35-40%. A recent UNICEF report suggests that subsistence agriculture, on which approximately 25% of the population depend, is becoming unsustainable because of increased population pressure and land constraints. Another 60% depend on cash crops.

2.4 Papua New Guinea: Political / Administrative System PNG is a democracy in which 109 Members of Parliament (MP) are elected for terms of up to 4 years.



Governments are generally formed by coalitions in constant flux, though to maintain some continuity, votes of no confidence are not permitted to unseat a government until it has been in power for 18 months. For administrative purposes, the country is divided into 19 provinces, plus the National Capital District around Port Moresby. One MP is elected to represent each province, who is usually also appointed as Governor. The Provinces are divided into Districts, each also with an MP, and subdivided into Local Level Governments (LLGs). LLGs have elected local assemblies each electing a president. Provincial Assemblies, consisting of the Governor, all district MPs, the presidents of all district assemblies and a few nominated special-interest counsellors, govern each province. A career public service based on the Australian model is responsible for national administration.

2.5 Emergency Management System PNG has a National Disaster Act and supporting National Disaster Plan prepared in 1987. The disaster management system is headed by a National Disaster Committee (NDC), responsible to Cabinet, the National Executive Council (NEC). The NDC is composed of the secretaries of selected departments, chaired by the Secretary of the Department of Provincial and Local Government Affairs (DPLGA). There are lower level disaster committees in provinces and districts, with varying levels of training and effectiveness. A permanent National Disaster and Emergency Service (NDES), a headquarters organisation constituted within the DPLGA, is responsible for the operational coordination of emergency response, including logistics and communications.

III EMERGENCY SITUATION

3.1 Nature of the Emergency The situation in early December 1997 is described in UNDHA-Geneva Situation Reports on the PNG Drought and Frost, Nos. 1-5. The worst affected mainland provinces are Chimbu, Enga, Western, Sandaun (previously West Sepik), East Sepik, Southern, Eastern and Western Highlands, and the coastal and island provinces of Gulf, Milne Bay and Manus. Many areas in these provinces have not had significant rainfall since July 1997, and some have had almost none all year. Meanwhile, the El Niño Southern Oscillation (ENSO) is continuing, and though there has been some rain in the Highlands, lower than average rainfall is expected to continue into 1998. Fires have devastated extensive areas of grassland, forest, tree plantations and gardens, and the haze has at times restricted aviation. To compound the situation, above 2,200m a prolonged series of nightly frosts have destroyed cash crops and staple root-vegetable crops.

3.2 Impact of the Emergency The current food situation in the Highlands, and in the islands, where water supply is often more critical than lack of food, is either as predicted or worse, with most communities already at risk moving into higher categories (the classification system used is at Annex A). In the worst affected areas, all garden food has gone and remaining forest food is already much reduced by extensive burning. Approximately 80% of PNG’s total population are now reliant on unfamiliar water sources, usually the larger (and also more polluted) rivers. Community health care and education are affected with health centres, aid posts and many rural schools closed due to lack of water. Overall, some 500,000 people now have very little food and restricted access to safe water, and the consequences of this are becoming more apparent, with an increasing incidence of eye infections, skin disease and diarrhoea, and strong anecdotal evidence of deaths amongst those who would not normally be considered vulnerable.

A graphic presentation of the current situation, based on a nation-wide assessment, is at Annex B.

3.3 Projected Evolution of the Emergency As the drought continues the numbers in need of food aid grow with each passing month. Even if widespread heavy rain falls soon, and subsistence farmers are able to plant seedlings, the first crops will not be ready for consumption before April 1998. However, most seedlings in the Highlands have been consumed, and if rain comes large quantities of seed materials will be needed in the affected areas. If no rain falls the country will enter the next dry season (May to October), and food aid for increasing numbers will be needed throughout 1998.

3.4 Implications for the Economy and Public Utilities The drought emergency is damaging not only subsistence farming but also the production of cash crops such as coffee. More significantly for the national economy, some mines have had to close as the level of water has dropped in the rivers on which they depend for supplies and the transport of ore. There are three main hydro-electric schemes PNG and all are less than half full. The Surinumu Dam provides both power and water to Port Moresby where power is already being rationed. By March 1998 no further water will be available for hydro-electric purposes. As alternative generation capacity is very limited major power



restrictions will ensue. Urban water supply alone will run out in August/September 1998, unless there is major rainfall in the catchment area.

3.5 Implications for Society Most alarming are the wider social implications of the emergency for PNG, which is already subject to strong centrifugal forces, with the possibility of large-scale population migration from the rural to the urban areas. Such a movement is already perceptible. This could cause law and order problems in the localities to which the Highlanders descend, long term damage to social cohesion, and even conflict.

IV NATIONAL RESPONSE TO THE EMERGENCY

4.1 Government Government response to date has been limited, although planning for greater response is under way. Some officials privately acknowledge that the emergency is beyond the capacity of PNG to manage alone. Though not a comprehensive overview of government response, a “National Action Plan from 1 December 1997 to 31 March 1998” has been prepared and distributed to the international community. In financial terms USD 2.8 million was granted to provincial authorities from emergency funds in September, and a special drought relief trust-fund has recently been established with USD 15.5 million. A recent supply bill proposes USD 42 million for drought relief in 1998.

4.2 Private Sector Villagers have their own coping mechanisms including the use of their limited cash reserves, selling assets and changing spending patterns to buy imported food. Rice sales are running at 550,000 MT per week, 25% more than 1996, even before the delivery of significant food aid. The numbers threatened by famine will rise as many families’ cash runs out, and there is particular concern for those living in areas away from the road network who have little contact with the market economy.

4.3 National Red Cross Society and NGOs There are a limited number of secular NGOs in PNG but the churches play major roles in health services, welfare and disaster relief activities. The PNG Council of Churches is conducting food distribution in Southern Highlands, and is planning to assist water supplies with funding from a World Council of Churches Appeal. The PNG Red Cross Society is undertaking relief distributions with the support of IFRC.

V INTERNATIONAL RESPONSE TO THE EMERGENCY

5.1 Donor Community The reluctance of donors to make large contributions reflects the slow and relatively modest national response. The exception is Australia, which has provided the majority of international assistance to date. In addition to expertise and funds, AusAID continues to provide extensive technical, logistical and operational support to PNG. The Australian Defence Force (ADF) is mounting an airlift to deliver rice, flour and oil to the worst affected communities which are inaccessible by road. Their mission is planned to continue into 1998. Donor contributions to date are listed at Annex D.

5.2 United Nations As Chairman of the UN Disaster Management Team (UNDMT), the Resident Coordinator has been requested by the Government to act as the focal point for the coordination of international assistance. UNDP has established a database of donor contributions and monthly resource requirements to contribute to the Government’s information management of the emergency. WFP has fielded a mission to assess the food security situation and to make recommendations for further action. DHA dispatched a UN Disaster Assessment and Coordination (UNDAC) team with national members from Australia and Fiji, to identify unmet relief needs and to assist resource mobilisation through the preparation of this appeal to the international community.

5.3 International Federation of Red Cross and Red Crescent Societies (IFRC) IFRC has launched an emergency appeal (No. 17/97) for USD 407,000 to assist 160,000 beneficiaries in dire need, for a period of six months.

5.4 International NGOs Action by Churches Together (ACT) has launched an appeal for USD 500,000 to provide food, medical and other relief assistance in close cooperation with provincial authorities. A number of international NGOs have been supported by AusAID and other donors, and whilst no consolidated list of NGO activity



is maintained by the Government, the following activities have been identified: - CARE Papua New Guinea (an offshoot of CARE Australia): provision of facilitators to advise the

governments and disaster committees of three provinces on relief distribution; - Caritas: food distribution through Catholic missions, training of national relief teams, provision of

planting materials and of water storage and distribution systems; - World Vision: provision of facilitators to advise one provincial government and disaster

committee on relief distribution; - Adventist Development and Relief Organisation (ADRA): water related activities in highland

provinces; - Medecins sans Frontiers: considering the provision of health and water related assistance in

Western Province; - OXFAM / Community Aid Abroad: presently evaluating a range of possible inputs.

5.5 Other Possible Sources of Assistance The World Bank would not normally consider short term humanitarian aid, but rather strategic preparation for the future through long term project assistance. Nevertheless, it is considering a scheme of road improvement in the Highlands to develop the very poor communications infrastructure, to facilitate relief, and above all to generate a modest cash income with which those in most need can buy the rice and other commodities which are still available. Such a programme would cost a USD 5 million and take at least 4 months to initiate. USAID has also conducted an information gathering mission, but has yet to make any decision to provide additional assistance to PNG. 5.6 Summary of International Donor Contributions A consolidated table showing all international assistance to date, broken down by sector, is at Annex D. This table is summarised below:

Serial Sector Value (USD)

1 Emergency Management 468,000 2 Rural Water Supply 3,000 3 Food Relief (one-off /

monthly) 174,000 / 3,243,000

4 Health and Nutrition 1,149,000 5 Agriculture 25,000 6 Cash to Govt Trust Fund 733,000 7 Cash to IFRC & NGOs 2,918,000 Total Value Donated 5,470,000 (+ 3,243,000 /month)

VI EMERGENCY MANAGEMENT

6.1 Objective

To assist the national emergency response structure to manage the current crisis effectively, and if possible to build its capacity to manage future crises.

6.2 Situation: Assessment Findings and Recommendations An extensive assessment of the situation in September/October provided the first concrete evidence of the severity of the crisis, and of its potential human consequences. The assessment was sponsored and led by AusAID and involved 13 teams, mainly agriculturists from the Department of Agriculture and Livestock (DAL), but also health and water supply specialists. Many of the same persons are members of the 16 teams currently conducting a two week reassessment to be completed by 16 December 1997. Their aim is to refine the data collected and to cover the areas not visited on the first assessment in September/October. The AusAID Assessment Report is the foundation of both the national and international response to the drought. It recommended the following actions:

- provide immediate food aid in certain locations; - facilitate access to cash income by villagers; - provide irrigation for crop production and maintenance of planting material; - facilitate access to drinking water for villagers and institutions; - address urgent health problems; - restore infrastructure for aid delivery; - transmit key extension messages.



6.3 National Response To Date A more complex structure than that described at paragraph 2.5 above has been established to manage this drought. Political coordination of the drought response is the responsibility of a National Drought Relief Committee (NDRC), chaired by the Governor of Eastern Highlands Province with mixed political and public service membership and an outside executive officer. An advisory Working Group (WG), composed of the convenors of a range of specialist technical working groups, was created to provide advice to the NDC and the NDRC. Unfortunately, there is confusion both within the Government and without, over the division of responsibilities for the relief operation between these ad hoc groups and the permanent organisations already described, though this is being resolved as the main operational coordination role is assumed by NDES. However, at present this office is neither prepared nor resourced to manage such a nation-wide life-threatening emergency. At provincial and district level, measures to combat the drought vary according to their general administrative effectiveness. A schematic diagram of the national system for management of the emergency is at Annex C.

6.4 International Response To Date Australia has dominated the international assistance to national management of the emergency. This has concentrated upon the situation and needs assessment missions, but to promote coordination Australia has also established a mechanism for liaison between NDES and the provinces. On a technical level it has also included direct support to NDES and DPLGA through the provision of computer equipment, the secondment of advisers and emergency management training for staff.

6.5 Urgent Unmet Needs The immediate strengthening of PNG emergency response structures at national, provincial and district levels is clearly needed. This would include the clarification and reinforcement of a government-wide structure to coordinate national response, and the designation of a single national emergency management focal point with responsibility for issuing written requests for donor assistance. Strengthening these institutions within a limited time frame will require expertise - particularly in operational and information management - at key points in the structure to facilitate communication within the system, to monitor and report on the effectiveness of relief measures, and to provide relevant training.

6.6 Priority Relief Requirements Identified inputs to improve national emergency management are as follows:

- access to satellite (NDVI) imagery for assessment and monitoring, at a cost of USD 35,000; - mounting a drought awareness campaign in radio and print, at a cost of USD 28,000; - production and distribution of a self-help drought education video, at a cost of USD 70,000. - emergency management training for NDES and provincial staff, at a cost of USD 40,000;

The total cost is estimated at USD 173,000.

VII RURAL WATER SUPPLY

7.1 Objective To provide safe and sufficient drinking water to communities in the Highlands, coastal and island areas.

7.2 Situation Much of PNG experiences year-round rainfall, the volume varying with the seasons. Port Moresby is the driest area with most of the 1000 mm of seasonal rain falling between November and April. Elsewhere, rainfall ranges from 2000 to 6000 mm and falls more evenly through the year. With such regular rainfall, irrigation is not generally practiced and wells and cisterns are uncommon except in the driest areas. Between April and November 1997 there has been a 20 to 80% rainfall deficit at almost every observer site, and many of the shallow wells, creeks and springs on which people normally rely have dried up. Water still flows in the major rivers but the rural population must travel long distances to collect water, the quality of which is deteriorating. Purification capacity is limited; communities are therefore forced to use unsafe water for survival, despite known disease risks.

7.3 National Response To Date There is no single water department in PNG, and the national response has been fragmented, concentrating on public education using leaflets, newspapers, radio and television programmes encouraging people to preserve water resources and to boil drinking water. Meanwhile, priorities for practical measures are agreed at the technical level but there is limited capacity for implementation.

7.4 International Response To Date



Australia has funded the provision of 4,500 20 litre water containers for domestic use, and has commenced delivery of fresh water to isolated island communities. UNFPA has pledged USD 300,000 for health and water related needs (see also the Health Sector above).

7.5 Urgent Unmet Needs Two different categories of people have urgent unmet needs. In the Highlands the main mechanism for coping with severe water shortages is migration. Their main need is for accessible points from which safe drinking water can be collected. In some of the outer islands, people are already having to drink brackish water or increasingly scarce coconut milk. Where these are unacceptable or unavailable, they must move to places where water is still available. In these areas it is necessary to ensure adequate water storage facilities and either to transport water to them or to provide desalination equipment. Schools and health centres require reliable water supply systems to remain open, and as assets valued by the community, they would be suitable centres for community water storage or purification facilities. It may be possible to link such water projects with existing school and health facility development projects to obtain best value from funds.

7.6 Priority Relief Requirements The following are considered the immediate priorities for relief in the water sector:

- assistance with transportation and storage of drinking water for small islands in Manus and Milne Bay Province, at a cost of USD 21,000.

- provision of technical assistance and equipment to establish ground water collection points for communities in 25 coastal areas (with others to follow), at a cost of USD 500,000;

- provision of small-scale pumping and purification facilities at bridges on major rivers to give access to safe drinking water, at a cost of USD 694,000;

- Improve supplies to high schools closed by lack of water, at a cost of USD 1,094,000; - supply of 40,000 20 litre plastic collapsible water containers, at a cost of USD 316,000; - provision of a water level / quality monitoring service, at a cost of USD 104,000;

The total cost is estimated at USD 2,729,000.

VIII FOOD RELIEF

8.1 Objective To provide food assistance to affected communities (categories 4 and 5) facing famine.

8.2 Situation At least 150,000 people are presently in a critical life-threatening situation, with no food other than dwindling bush or “famine” foods available. In early October, a further 175,000 were eating only very small amounts of rapidly diminishing food from their gardens and were supplementing this with bush food. Another 220,000 still had some food in their gardens, which will be consumed by the end of the year. Thus about 545,000 people (13% of PNG’s total population) in highland provinces, remote lowlands and the outer islands now have insufficient food on which to live, a figure which is expected to rise with the conclusion of the reassessment exercise. Most of these areas are characterised by weak and in places non-existent infrastructure, particularly in roads and truck capacity (only 2-300 in the whole Highlands), which has significant logistic implications. Although there is a functional if expensive freight forwarding and local distribution network, security on most highland roads is also a serious concern.

8.3 National Response To Date In September 1997 the Government disbursed USD 2.8 million to provincial disaster committees to procure and deliver food relief for one month to affected villages. In rural areas, the traditional method of sharing individual earnings among all clan members (the “wantok” system) ensures distribution of the limited food across the community. The worst affected have been avoiding starvation by consuming various survival foods from the bush, i.e. yams, pandanus, ferns and young plant shoots. In some areas these “famine” foods are now scarce as forest fires and the heat of the dry soil has destroyed wild vegetation.

8.4 International Response To Date The ADF airlift is targeting communities classified as Category 5 and 4+ in need of immediate food aid that are completely inaccessible other than by air, at a cost of USD 3.2 million per month. The operation currently supplies 60,000 persons, a figure which could rise to 160,000 by the end of 1997, regardless of any rainfall, stretching available ADF airlift capacity to the limit. The food ration, originally designed just as a supplement to locally available food, is based upon 8 kg of rice, 2 kg of wheatflour and 1 litre of vegetable oil, per person per month. It is recognised to be deficient in protein. Following its own



assessment mission, WFP will reconsider the food security situation in January and, if necessary, make plans for a limited food intervention.

8.5 Urgent Unmet Needs The National Action Plan sets the monthly food needs as follows:

Province Rice

(MT) Flour (MT)

Oil (litres)

Tinned Fish (cartons)

Tinned Meat (cartons)

Western 415 104 51,000 Central 208 52 26,500 Chimbu 370 92 46,200 Madang 480 120 90,000 Milne Bay 315 85 40,750 Morobe 220 69 38,380 Sandaun (W. Sepik) 109 27 13,440 Enga 744 27 92,800 Southern Highlands 728 182 92,000 Eastern Highlands 681 168 84,090 New Ireland 40 10 4,830 North Solomons 46 12 5,750 East Sepik 157 39 19,740 Manus 29 9 3,750 Gulf 100 16 12,300 Oro 41 10 4,800 Western Highlands 250 66 33,300 Monthly Totals 4,933 1,090 659,630 20,000 20,000

8.6 Priority Relief Requirements The Government has allocated USD 15.5 million to cover all relief needs from November to the end of 1997. At the current rate of USD 2.8 million per month to purchase food aid alone, plus an estimated USD 1.3 million for delivery, distribution and security, the Government allocation will not last beyond early 1998. Although a further USD 42 million is earmarked in a supply bill for drought relief in 1998, this is still unconfirmed, and assistance with funding or with food supplies in kind is required.

IX HEALTH AND NUTRITION

9.1 Objective

To provide basic health and nutrition services for those put at risk by the drought.

9.2 Situation At the national level, health and nutrition in PNG is the responsibility of the Department of Health. Each province also has a health division responsible for day-to-day administration of health matters. Health facilities are provided by both government and the churches with the proportion of each varying from province to province. Many of the church facilities are significantly supported by government funding. Hospitals are generally located in major centres or missions whilst remaining rural areas are serviced by aid posts staffed by nurses or paramedics. Some 50% of aid posts are established and maintained by the churches. A significant number are closed at present by lack of water or because staff have not been paid. Although no deaths have been certified as directly attributable to the famine, the death rate outside health facilities appears to be increasing. Between 300 and 500 deaths from malaria, diarrhoea and other causes have being reported amongst people not normally at serious risk from these causes of death. It is assumed that they are weakened by lack of food or have been forced to drink unsafe water.

9.3 National Response To Date After a delay when supplies were held up on the wharf, the Department of Health has begun to distribute new stocks of health stores and pharmaceuticals to hospitals and aid posts. It is also increasing its disease monitoring and responding to recently reported outbreaks of malaria, typhoid, diarrhoea and possible encephalitis, as best it can. A shortage of professional staff is inhibiting this response as is the closing down of aid posts.



9.4 International Response To Date Australia has supplied pharmaceuticals and medical supplies to the value of USD 845,000 which are now in Port Moresby. It has also provided fuel to keep Balimo Health Centre running and air transport of supplies for remote health facilities not accessible by road. UNFPA has pledged USD 300,000 to meet health and water supply needs.

9.5 Urgent Unmet Needs The general run-down of the health system has resulted in a lack of nutrition and health surveillance. There are concerns about the nutritional adequacy of the food relief ration and its impact on standards of health. Increasing incidence of disease is being reported but PNG is short of health professionals able to assess reported outbreaks and to plan appropriate response. Disease prevention capacity is also limited and in view of the resources needed to rejuvenate the health patrol system, the only short term solution is to increase public awareness through a comprehensive media campaign.

9.6 Priority Relief Requirements PNG has identified the following priority requirements for relief in the health and nutrition sector:

- monitoring of nutritional status in Category 4 and 5 communities, including travel, equipment and logistical support, at a cost of USD 67,000;

- a nutritionist to advise on supplementary food needs of those receiving food aid, particularly vulnerable groups such as children and pregnant or lactating mothers, at a cost of USD 20,000;

- technical personnel for disease outbreak surveillance and response, at a cost of USD 347,000; - assistance in preparing and mounting a multi-lingual media campaign (in radio and print) with

measures to prevent the outbreak of serious disease, at a cost of USD 69,000. The total cost is estimated at USD 503,000.

X AGRICULTURE

10.1 Objective

To re-establish the supply of seeds and planting materials for all staple crops through rapid multiplication in central locations and the importation of seeds unavailable locally.

10.2 Situation The recent assessment of the drought/frost affected areas has confirmed the devastation caused to agricultural production in general. In affected areas, many food gardens have been completely unproductive, denying the people of their basic staples and daily provisions. In addition, poor harvests in many areas have meant that the few remaining replanting materials have inevitably been consumed as survival food.

10.3 National Response To Date The Department of Agriculture and Livestock (DAL) has made a submission for the procurement and supply of seeds and planting materials for rehabilitation. The following programmes have been initiated by the DAL headquarters to supplement other ongoing rehabilitation work undertaken by provincial and district offices:

- 70 MT of seed potatoes distributed to the five Highland Provinces in November 1997. Another 60 MT are expected in January 1998;

- 5 MT of maize seeds distributed to Morobe, Central, Madang and Eastern Highlands; - 200 kg of peanut seeds have been planted in nurseries, with seed materials expected to be

distributed to farmers in February 1998 when multiplication plots are harvested (plus additional imported seeds from Israel);

- the Kandep High Altitude Research Centre has been allocated USD 140,000 for improvement in station capacity;

- PNG Cocoa Board has allocated USD 347,000 for rehabilitation of cocoa production over 12 months, in addition to free distribution of seeds;

- the Coffee Industry Corporation (CIC) will subsidise coffee seedlings produced and distributed by selected farming nurseries over 12 months, at a cost USD 486,000.

10.4 International Response To Date AusAID has seconded an agriculture rehabilitation adviser to DAL and New Zealand has donated USD 35,000 towards seed materials through Baptist Missions in all highland provinces.

10.5 Urgent Unmet Needs



Whilst approximately 540,000 people need immediate food aid, the number in need of planting materials is estimated at 100,000 families. Without urgent provision of seeds and planting materials to restore staple food supplies, food aid will have to continue beyond April 1998.

10.6 Priority Relief Requirements Agricultural rehabilitation will involve the restoration of short term subsistence crops in both Highland and coastal areas, over the next six to eight months. Proposed requirements for planting materials and imported seeds for distribution are listed in two sub-programmes according to their geographical region, and the specific locations where stockpiles will be established:

Lowland Region:

Serial Crop Requirement Cost (USD) Locations for Stockpiles 1 Sweet Potato 15 million cuttings 104,000 Bubea, Kerevat, Laloki 2 Taro 1 million suckers 26,000 Bubea, Kerevat, Laloki 3 Cassava 200,000 cuttings 5,000 Bubea, Kerevat, Laloki 4 Yam 200 MT 15,000 Bubea, Kerevat, Laloki 5 Corn/Maize 10 MT 30,000 Erap, Kerevat, Laloki 6 Vegetables imported seed 3,000 Bubea, Laloki Subtotal 183,000

Highland Region:

Serial Crop Requirement Cost (USD) Locations for Stockpiles 1 Sweet Potato 25 million cuttings 200,000 Aiyura, Kondiu 2 Potato (Irish) 120 MT 83,000 Mt. Hagen 3 Potato Plantlets 150,000 plantlets 70,000 Aiyura 4 Corn/Maize 10 MT 24,000 Mt. Hagen 5 Vegetables imported seed 20,000 Mt. Hagen 6 Cassava 50,000 cuttings 6,000 Menifo Subtotal 403,000

The total cost, including distribution of these materials at USD 195,000, is estimated at USD 781,000.

XI INTERNATIONAL RELIEF STRATEGIES 11.1 United Nations Appeal The United Nations Appeal on Behalf of the Government of PNG is for a sum of USD 4.2 million to provide immediate relief from the effects of the frost and drought emergency, plus a further USD 4.1 million per month to cover food needs. A breakdown of the appeal by sector is presented in the Consolidated Table of Priority Relief Needs at Annex E, and this is summarised below:

Serial Sector Requirement, in cash (USD)

1 Emergency Management 173,000 2 Rural Water Supply 2,729,000 3 Food Relief (including logistics) (4,120,000 /month) 4 Health and Nutrition 503,000 5 Agriculture 781,000 Total Sum Appealed For: 4,186,000 (+ 4,120,000 /month)

11.2 Channels for Contributions It is envisaged that donors could contribute to this UN appeal either by making a general cash donation, or by targeting a specific sector and relief need with cash or with the goods and services identified above. In the latter case, to ensure coordination of international response with the existing national and international response, potential donors are requested to liaise with the relevant UN agency, NGO and/or counterpart government department. Cash contributions can be made through any of the following channels:

- through UNDHA (to be channelled through the UN Resident Coordinator in Port Moresby) by direct transfer to account No. CO-590.160.1 at Swiss Bank Corporation, PO Box 2770, CH-1211 Geneva 2, citing “PNG - Drought”.



- through NGOs active in the relief effort, specifically the National Red Cross Society, ADRA, CARE, Caritas, World Vision and the PNG Council of Churches.

- directly to the PNG Government National Drought Relief Trust Account (No. 294-236444, Papua New Guinea Banking Corporation, Port Moresby); In order to assist the UN Resident Coordinator to fulfil the focal point role given to him by the Government of PNG, donors are requested to report any cash donation, and the value of any goods or services in kind, to DHA-Geneva.

11.3 Implementation and Monitoring Funds channeled through DHA will be spent in coordination with the relevant organisations of the UN system, in accordance with national priorities. NDES within the Department of Provincial and Local Government Affairs (DPLGA) will assume the national coordinating role for the implementation of the contributions, in liaison with the UNDMT and the donor committee in Port Moresby. All relief activities funded by this appeal will be implemented by respective government departments and/or by the NGOs indicated in the Consolidated Table of Outstanding Relief Needs at Annex E. Monitoring at point of delivery will be carried out by provincial and district administrators assisted by NGO representatives stationed in selected provinces.

11.4 Reporting and Accountability All disbursements through DHA and UNDP to the implementing organisations and government departments will follow the procedures established by DHA for emergency appeals. DHA and UNDP will make provision for accounting for the use of funds channeled through them, and will produce a report on the results of the appeal and on the use of the funds raised, which will be submitted to donors within twelve months of the appeal.

ANNEXES: A. AusAID Assessment Classification System. B. PNG Drought and Frost Affected Areas, as at 24 November 1997. C. National Structure for Drought Relief Coordination and Project Implementation. D. Consolidated Table of International Donor Contributions to Date. E. Consolidated Table of Priority Relief Needs.

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