contingency plan - HumanitarianResponse

CONTINGENCY PLAN Region VIII

UNOCHA – July 2014

Table of Contents Objectives .........................................................................................................................................................1

Scope of the plan ..............................................................................................................................................1

General Context ................................................................................................................................................1

Scenario/ Risk Analysis ....................................................................................................................................2

Potential Humanitarian Consequences .................................................................................................................3

Planning assumptions .......................................................................................................................................4

Capacity Analysis of Local Government Units (LGUs) ...................................................................................5

Operational Constraints ....................................................................................................................................7

Planned Response Strategy ...................................................................................................................................7

Coordination .....................................................................................................................................................7

Response priorities ...........................................................................................................................................8

Relief response priorities ..................................................................................................................................8

Cross-cutting issues ..........................................................................................................................................9

Recommendations ............................................................................................................................................9

ANNEXES ........................................................................................................................................................ 10

Annex I - Cluster Response Plans ................................................................................................................. 10

Annex II- Standard Operating Procedures ..................................................................................................... 55

Annex III - Initial Rapid Assessment Form ................................................................................................... 58

Annex IV - Capacity Matrix .......................................................................................................................... 65

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INTER-AGENCY CONTINGENCY RESPONSE PLAN

(Region VIII, Humanitarian Community/IASC Partners)

Valid during the period from June to December 2014

Objectives

The purpose of an Inter-agency Contingency Plan is to complement Government efforts by addressing

life-saving critical gaps that arise from the moment an early warning system is triggered before a

disaster, and up to four critical days in the immediate aftermath of the disaster until an adequate

humanitarian response is mobilised.

Scope of the plan

The scope of the plan includes the Yolanda-affected areas in Region VIII for Leyte, Samar, Eastern

Samar and Biliran provinces.

General Context

Six months after Typhoon Haiyan struck the Philippines, the hard hit areas of Region VIII have not

yet fully recovered from the impact of the typhoon. The looming typhoon season poses great risk to

the fragile recovery situation of the region. Despite rapid progress made by the affected population

with the support of the Government and the humanitarian community, an estimated 1.27 million

people in Leyte/Biliran and 138,780 people in Samar are still without appropriate shelter, making

them more vulnerable to hazards and exposed to protection risks. Although many households have

been able to repair their homes, many of these structures will not be able to withstand heavy rains or

major storms in the coming months.

Additionally, the majority of evacuation centres (ECs) in the region have been affected and are

consequently not usable to accommodate people even for a short period of time in case of a new

disaster. According to IOM’s Damage Assessment Report of designated evacuation centres in Samar

and Eastern Samar, only 53 of 634 (8 per cent) pre-Yolanda ECs are usable, with 415 ECs (66 per

cent) unusable due to substantial damage, and the remaining 166 (26 per cent) were completely

destroyed. Typhoon Haiyan caused extensive damage to the schools which are usually used as ECs.

Most of the damaged school buildings still need to be repaired or to be rebuilt. Although 746

classrooms have been repaired and 293 makeshift/semi-permanent classrooms have been established,

there are still many classrooms and day care centres in Region VIII currently operating under

tarpaulins and tents. Four classrooms in Tacloban City and Tanauan are still being used as ECs. In the

event of evacuations, more classrooms will be occupied for a sustained period of time, which will

pose a disruption to learning. There are approximately 1.1 million school-age children (5-17 years

old) in Region VIII, including 790,000 elementary and 310,000 secondary school children attending a

total of 4,130 schools. Many children and teachers will not be able to go to school and day care

centres due to the resulting trauma and fear from the typhoon.

According to the CCCM Cluster, those identified as the most vulnerable are families living in

spontaneous settlements and those living in tents (3,096 families/13,867 people) identified across the

region as of 8 June. Also at high risk of displacement are families living in makeshift shelters along

coastal areas. Families remaining in ECs, both in schools and private buildings are at risk of being

evicted unless temporary shelter solutions can be found elsewhere. Evicted families are likely to

return to squatting in unsafe areas. Also at the risk of flooding are those living in bunkhouses (close to

5,000 families at full capacity). Additionally, families who have moved further away from their place

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of origin in transitional and permanent sites, should there continue to be no sustainable livelihood

support and incentives, may return to unsafe areas and become an additional caseload.

Although efforts are underway to rebuild or repair damaged facilities, basic services and infrastructure

remain in poor condition across the region. Only 40 per cent of Rural Health Units (RHUs) and 50 per

cent of Barangay Health Stations (BHS) in Leyte are fully functional. In Eastern Samar, only 56 per

cent of RHUs and 35 per cent of BHSs are functioning fully. Storms and heavy rains can easily

damage the health facilities and can cause serious disruption for access of health, WASH and other

basic services. Across the region, the doctor to population ratio is lower than the standard (1:27,000).

The nurse and midwife to population ratios are better and meet the standard. However, the increased

demand during emergencies, coupled with the decrease in the number of health workers as some of

them will be victims themselves will adversely affect the delivery of health services to affected

populations.

The majority of sanitation response to date has been in the provision of temporary/emergency latrines

which can be easily damaged by strong winds. Posing another risk is cholera transmission which is

increased in populations affected by the typhoon. With severe windstorms, water sources can become

unsafe for drinking due to the incursion of floodwaters, faecal contamination caused by overflow of

latrines, inadequate sanitation and upstream contamination of interconnected water sources. Also,

DOH/WHO are predicting a significant risk of Dengue/Chickengunya (although the current situation

is largely under control) for the upcoming rainy season due to existing environmental risk factors like

storm debris and ponding water.

Scenario/ Risk Analysis

The hazard covered in this plan is a tropical storm or typhoon of moderate intensity which most likely

will originate from the Western Pacific Ocean moving to the eastern coast of Region VIII. This will

be accompanied by heavy rain and/or strong winds which will trigger flooding, landslide and storm

surges. The impact of the wind will depend on the meteorological conditions that are categorized by

PAGASA into 4 storm signals.1 Based on historical data from PAGASA, Region VIII is particularly

vulnerable from June to September to tropical cyclones and to typhoons during the

November/December period.

Consultations with Government partners in the region indicate that the municipalities highlighted in

the map below are likely to face a highest risk of storm surge, flooding and/or landslides. The wind

may bring moderate to heavy damage to the exposed communities especially along the eastern coast,

which is also most susceptible to storm surge due to exposure to the Pacific Ocean Coastline. Some

hilly and mountainous areas are also prone to landslides due to loose soil which is aggravated by

prolonged rains. The hazard mapping of these areas is still on-going and the maps will be updated

once the mapping process is completed. Humanitarian partners’ response will be in one or more of the

identified municipalities.

1 http://kidlat.pagasa.dost.gov.ph/genmet/psws.html: For Storm signal #1, tropical cyclone winds of 30 km/h (19 mph) to 60 km/h (37 mph) are expected within the next 36 hours. This may damage houses of very light materials and may be partially unroofed. Unless this warning signal is upgraded during the entire existence of the tropical cyclone, only very light or no damage at all may be sustained by the exposed communities. For Storm signal #2, tropical cyclone winds of 60 km/h (37 mph) to 100 km/h (62 mph) are expected within the next 24 hours. The wind may bring light to moderate damage to the exposed communities. Large number of nipa and cogon houses may be partially or totally unroofed and some galvanized iron roofing may be peeled off. For Storm signal #3, tropical cyclone winds of 100 km/h (62 mph) to 185 km/h (115 mph) are expected within the next 18 hours. Moderate to heavy damage may be experienced, particularly in the agricultural and industrial sectors. Majority of all nipa and cogon houses may be unroofed or destroyed and there may be considerable damage to structures of light to medium construction. There may be widespread disruption of electrical power and communication services. For Storm signal #4, tropical cyclone winds of greater than 185 km/h (115 mph) are expected within 12 hours. Most residential and institutional buildings of mixed construction may be severely damaged. Electrical power distribution and communication services may be severely disrupted. In the overall, damage to affected communities can be very heavy

http://kidlat.pagasa.dost.gov.ph/genmet/psws.html

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Potential Humanitarian Consequences

Apart from the loss of human life, the main immediate consequences of a typhoon/storm surges and

floods are the destruction of houses and crops, damages to infrastructure (which can lead to

inaccessibility to basic services, e.g. health clinics and schools) internal displacement, separation of

children from caregivers and possible trauma and psychological distress. In particular, the water and

sanitation sector will be affected because of a likely disruption to existing water distribution systems

and sanitation infrastructure. Accessible water is normally contaminated by debris, chemicals, raw

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sewage (from destroyed sewage systems) or even decomposing animal and human bodies, which

easily leads to outbreak of diseases.

Planning assumptions

For humanitarian partners to respond as envisaged in this plan, it is assumed that they will not be

adversely affected by the disaster to an extent that requires pre-disaster evacuation.

Even a low category typhoon accompanied by immense rain and strong gusts of wind can

significantly damage repaired houses especially temporary shelters including the 200,000

makeshift houses in Haiyan affected areas. Bunkhouses are also vulnerable to flooding as some of

them are located in unsafe areas, with poor drainage and sanitation facilities. The debris from

destroyed structures may block the main roads that will impede the accelerated delivery of food,

water and other necessities to affected population. This may instigate looting for survival when

much needed relief assistance is delayed.

Currently identified as the most vulnerable are families living in spontaneous settlements,

primarily in coastal areas and those living in tents across the region. Also at risk of flooding are

those living in bunkhouses (over 5,000 families) in sites indicated in the table below. Currently,

there are 62 active displacement sites across Region VIII which are in Guiuan (40), Tacloban (20)

and Ormoc (2). These comprise of 48 transitional sites, 12 tent cities and 2 ECs. According to a

recent assessment report of IOM on the ECs in Eastern Samar, locations of the ECs along the

coastal barangays are below elevation from the highway and are susceptible to flooding/high tide.

Storms and heavy rains will also cause serious disruption of WASH facilities in these locations as

identified by CCCM cluster.

Table 1: Number of most vulnerable living in Bunkhouses, Evacuation Centres and Tent City) people in Region 8

Damage to current dwelling structures would result in the utilization of still existing schools,

tents, churches, barangay halls and gymnasiums as designated temporary evacuation centres by

the respective Local Government Units (LGUs). This will disrupt learning. After some time, it is

anticipated that evacuees in schools will be transferred to tents (camps) and temporary houses so

that classes can resume. Others will stay with host families (relatives/friends) or return to their

own houses.

Municipality No. of Families No. of Persons

Tacloban 2,330 10,262

Ormoc 649 2,793

Tanauan 413 1,714

Hernani 388 1,961

Basey 345 1,628

Guiuan 344 1,598

Palo 297 1,408

Marabut 66 301

Balangkayan 60 314

Salcedo 48 192

Borongan 46 194

Maydolong 24 115

Mercedes 23 129

San Isidro 15 74

Total 5,048 22,683

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The impact of strong winds and flooding may cause injuries or fatalities to men, women and the

most vulnerable such as children, the elderly, 219 People with Disabilities (PWDs) in

displacement sites and the indigenous people living in the coastal (i.e. Bajaus in Isabel and Bato,

Leyte) and mountainous (i.e. Mamanwas in Biliran) areas. The impact would be greater on those

living in geographically isolated and disadvantaged areas (GIDA) that do not have access to safe

ECs. The disaster would also increase the risk of water borne and other diseases such as diarrhoea

and dengue.

Damage to power lines may affect emergency medical and other services especially in facilities

without back-up generators. Internally Displaced People (IDPs) will face protection risks by

living in congested ECs without proper lighting and in makeshift dwellings without partition and

proper roofing. The lack of electricity is also likely to affect the communication between the

Government at various levels and the affected people. Most of the affected communities get

information through cell phones, radio, televisions, and social media. This is likely to be disrupted

due to limited electricity supply following the disaster.

Basic health care will remain available but certain essential drugs may be unavailable in some

locations. Aggravating factors include damage to water systems, sanitation and health facilities.

Protection of IDPs is a concern as a high proportion of men and women, as well as children who

are already vulnerable as described above may be in need of psychosocial support and increased

protection from the negative impact of the disaster.

Security across the region is not anticipated to pose operational constraints, with crime and

politically-motivated violence remaining at negligible levels. Isolated cases of crime could be

related to genuine need for basic food and shelter items.

Capacity Analysis of Local Government Units (LGUs)

Consultations with LGUs across the region indicate that the resources of the local government would

not suffice to provide for all the affected population as most of the 5 per cent Disaster Risk Reduction

and Management (DRRM) fund has been exhausted during the Yolanda response. According to most

LGUs, the areas where they are weakest and therefore prioritise as in need of most support include the

following:

Preparedness Plans - Limited or no updated preparedness plans available.

Evacuation centers - Insufficient safe ECs (70-90 per cent of ECs were damaged and very few

have been repaired) with limited access to WASH facilities and food stocks.

Capacity and staffing – municipal staff/teams and capacities exist but need training, with some

requiring search and rescue equipment. Potential use of PNP/AFP anticipated.

Logistics – limited vehicles for evacuation and limited heavy equipment capacity for road

clearance. Heavy equipment for debris clearance needed. Military assets e.g. helicopters will be

needed to airdrop assistance in isolated areas with local guidance.

Communication and coordination – limited access to radio, no access to satellite phones;

communication disruption is expected.

Stocks and funds – Some LGUs have MoA with the National Food Authority (NFA) for food

supplies. However, the location of NFA warehouses is an issue for some LGUs. Stockpiles of

food exist in some locations but delays of up to two weeks are expected in some areas. Food and

NFI Stocks in one LGU may not be easily accessed in another.

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First-responder Government and CBO capacity exists in many municipalities and Barangays, with

strong early warning and DRR initiatives in place. Humanitarian actors that are still present in the

region will be used to complement these efforts. Currently, there are 150 UN and I/NGOs partners in

the region that are ready to support the initial response.

The available capacity of the Korean Military and those of PP14 partners especially for heavy road

clearance and logistic support if needed will be used within Palo, Tanauan, Tolosa, Dulag and

Tacloban Municipalities. If requirement is beyond these areas within Region VIII, engagement at the

national level for the facilitation of emergency support by the military contingents in the affected

areas shall be explored.

A review of all available capacity in the region and in other parts of the country including staff and

stocks is on-going. Advocacy on areas where support is required in advance will be stepped up once

this process is completed.

Engagement with Government counterparts to strengthen existing mechanisms is on-going. For

example, CCCM, trainings for relevant stakeholders are incorporated with DRR components and

contingency planning workshops at Barangay level. CCCM is also in the process of supporting the

Government to identify and map out safe evacuation centres in certain LGUs that can be used in the

event of a disaster. Shelter Cluster’s 8 key messages posters have been translated in to local languages

and work with Communication with Communities working group is in progress to support

communities’ preparedness. Additionally the Shelter Cluster’s Recovery Guidelines include guidance

on emergency shelter programmes which complement the more detailed emergency technical

guidelines so as to ensure equitability in response and pre-positioned stock. The WASH cluster has

already identified the focal points for a number of municipalities who will be the entry points for the

coordination of the disaster response in WASH. For Nutrition cluster, the Regional NNC, UNICEF

and cluster partners have allocated and prepositioned enough nutrition supplies and commodities for

Region VIII, good for at least six months. The Education cluster will work to accelerate

repair/reinforcement of damaged classrooms. Protection cluster is prepositioning NFIs such as

women/child-friendly space tents and kits and protection relief items in strategic locations.

Appropriate protection messages in local languages has also been distributed and pre-positioned.

Triggers

This plan shall be operationalized when:

Before disaster:

On Storm Signal #2, tropical cyclone winds of 60 km/h (37 mph) to 100 km/h (62 mph)

expected within next 48 hours.

After the disaster:

The Government of the Philippines requests international assistance.

The minimum number of affected families reaches 10,000 concentrated in 1-3 municipalities.

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Operational Constraints

With heavy rains and flooding, some roads will become impassable, further isolating remote

communities (please refer to barangays with access challenges map). This will hamper access of

humanitarian workers to the

affected areas and may affect the

timeliness of humanitarian

interventions. Damage to public

utilities, electric posts and

communication lines including

landlines, may slow down

communication and provision of

required services.

Due to shortage of evacuation

centres, affected people will be

scattered, some living in host

families, thus widening areas

where assistance needs to be

provided.

Congestion in ports could pose a

constraint if relief goods of large

scale are needed. Similarly, if

severe weather remains for a

protracted period, shipping routes

may become temporarily

impassable.

Planned Response Strategy

Coordination

The regional level Humanitarian Team composed of UN agencies, NGOs and the Red Cross & Red

Crescent Movement is in place and will be used to coordinate the response. In addition, 7 out of the

11 clusters that were activated in response to Typhoon Haiyan namely WASH, Shelter, CCCM,

Protection, FSAC, Education and Health, are still active and will be used to coordinate the response.

Nutrition cluster, though just handed over co-lead functions to the Government but support if needed

will be availed through UNICEF.

The Office of Civil Defence (OCD) remains the main counterpart for regional level coordination of

Humanitarian assistance and will lead the process on the Government side. The humanitarian

community shall also work very closely with DSWD for the response and if circumstance require,

directly with the Affected LGU and other disaster response counterparts such as the Philippine Red

Cross and the deployed Armed Forces of the Philippines (AFP) and Philippine National Police.

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Response priorities

Before disaster (from the moment an early warning has been received)

• Test SOPs

• Review of cluster plans

• Prepare mobilization of assistance

• Review of capacity to respond (staff)

• Stocks review

• Know figures for pre-evacuation and locations

• Test CwC/AAP preparedness mechanism

• Disseminate relevant protection and other messages

• Review security plans

• Meeting with regional HCT

After the disaster:

A rapid Inter- agency needs assessment using the agreed format shall be conducted as soon as a

request for support is received from the Government and the circumstances permit. Based on the

identified needs, the humanitarian actors will work closely to complement Government response

efforts and to fill in identified gaps in the Government led response.

Provision of immediate life-saving assistance / activities.

Relief response priorities

Food

Provision of food.

WASH

Safe water, hygiene education and temporary sanitation facilities.

Sensitize on behavior practices related to water, sanitation and hygiene.

Education

Provide temporary learning spaces to enable continuation of education.

Provide safe spaces for recreation and psychosocial support.

School feeding programme in affected areas is sustained during the emergency situation.

Health

Facilitate access to basic health services in the affected areas.

Provide immediate treatment to the injured and those in need of medical support.

Protection

Provide psychosocial care and support to traumatised children and adults.

Care and well-being ensured of children displaced and/or separated from caregivers as a result

of the emergency. Conduct family tracing and reunification (FTR) for children who are

unaccompanied and separated.

Establish measures for prevention of sexual and economic abuse and exploitation of most

vulnerable especially children and women.

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Nutrition

Provision of supplementary feeding for women and children < 5 to prevent acute severe

malnutrition.

Shelter

Provide emergency life-saving shelters with NFIs support solution.

CCCM

Support the government in implementing pre-emptive evacuation plan and liaise with other

clusters on provision of assistance to displaced population.

Coordination

Activation of clusters and provision of coordination support to OCD and Government line

counterparts.

Logistics and Emergency Tele Communication (ETC)

As necessary

Cross-cutting issues

A gender sensitive approach will be used during the needs assessment upon activation of this plan. An

inter-agency assessment and follow up assistance will consider the specific needs and capacities of

different age and gender groups. Tools and approaches used by assessment teams have already been

developed taking all gender considerations into account. The Protection Cluster response strategy has

also taken into account all the necessary gender dimensions.

If the disaster requires substantial environmental issues to be addressed, capacity will be sourced from

outside the region as the humanitarians currently do not have enough capacity to address

environmental issues.

Accountability to Affected Populations (AAP) offers a people-centred and rights-based framework

linking many of the cross-cutting issues. Communicating with Communities (CwC) is concerned with

two-way communication with affected communities about available services and aid. Both AAP and

CwC will be used as an inter-cluster service to support the response as outlined in their detailed plan

annexed to this plan.

Recommendations

Based on the existing capacities of the humanitarian partners and the preparedness gap consultation

with some municipalities in Region VIII, the following are recommended:

Stock piling of emergency latrine slabs/toilet bowls/portables for support to evacuation

centers (specific details to be provided by WASH cluster).

Stockpiling of 8,000 units of emergency lights/solar lanterns (specific details to be provided

by Protection cluster).

Stockpiling of 5,000 emergency non-food items such as blankets and mats.

Conduct simulation to test the plan.

Rehabilitation of evacuation centres and communication with communities on those

evacuation centres which should not be used owing to structural damage and alternatives that

can be sought

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ANNEXES

Annex I - Cluster Response Plans

Camp Coordination Camp Management Cluster

Preparedness and Response Plan

1. Cluster partners

The Camp Coordination Camp Management (CCCM) cluster co-leads are the Department of Social Welfare and

Development (DSWD) and International Organisation for Migration (IOM). These two organisations, along with

Local Government Units (LGUs) have been the most active partners in the cluster. Other partners for Site

Management have previously included: IEDA, INTERSOS and IDR.

2. Overall objective

CCCM cluster’s overall objective is to ensure the delivery of lifesaving humanitarian assistance for the displaced

population as well as supporting voluntary, dignified, and sustainable return for the majority of the

population. The CCCM cluster objective is to also advocate that durable solutions be found for those facing

extended displacement.

3. Specific objectives

The immediate specific objectives:

1. Identify active displacement sites and establish coordination and management structure in collaboration with DSWD, LGUs and other key stakeholders to ensure adequate assistance and protection to displaced population.

2. Provide site managers and IDPs leaders support in site management, information management and coordination. Ensure registration and master list with segregation for gender, age, and disability. Roll out of Displacement Tracking Matrix (DTM) in critically affected areas.

3. Ensure living conditions in evacuation centres, spontaneous settlements and other temporary settlements are rapidly improved through coordinated assistance from various service providers as well as other clusters.

4. Provide rapid capacity building support to site managers to ensure awareness of CCCM principles, including minimum standards, protection and assistance, as well as coordination and management.

5. Facilitation of voluntary, safe, dignified and sustainable return where possible. Link displaced population seeking to return with organizations providing services to ensure sustainable return. Provide support to site management agencies to ensure that site decommissioning and closure plans are in place.

6. Consolidation of sites accommodating longer term IDPs while advocating for dignified and durable solutions to prevent protracted displacement.

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4. Cluster Context and Risk Analysis

Six months after Yolanda and a portion of the population are still in various stages of displacement.

Currently identified as the most vulnerable are families living in spontaneous settlements and those living in tents (3,096 families/13,867 persons identified across the region – as of 8th June).

Municipality or City Families Persons

Guiuan (E. Samar) 110 498

Tanauan (Leyte) 776 3,473

Tacloban (Leyte) 2,210 9,896

Total 3,096 13,867

Families living in makeshift shelters along coastal areas will also be at high risk of displacement when faced with bad weather. These families are likely to be included into the evacuation plan.

Joint DSWD-IOM Validation process is on-going for both of these vulnerable groups to better target the

families for tent upgrade.

These first 2 groups are commonly included into the city’s and municipalities’ evacuation planning. However,

further displacement could also be see in other vulnerable groups:

Families remaining in evacuation centres, both in schools and private buildings, are at risk of being evicted unless temporary shelter solution can be found elsewhere. Evicted families are likely to return to squatting in unsafe areas.

Also at the risk of flooding are those living in bunkhouses (close to 5,000 families at full capacity). Storms and heavy rains can also cause serious disruption for WASH facilities that have been identified as faulty.

Additionally, families who have moved further away from their place of origin in transitional and permanent sites, should there continue to be no sustainable livelihood support and incentives, may return to danger areas and become additional, unaccounted-for caseload.

Assessments in Easter Samar on condition of existing buildings designated as ECs have shown serious shortfall

of safe and suitable ECs should the need arise in the near future. Similar assessments are planned for Leyte and

Samar in the coming days.

5. Cluster strategy

For families still living in tents, evacuation plans are put into place to ensure timely evacuation when needed. ECs have been identified in collaboration with the city to accommodate these families.

On-going CCCM trainings for relevant stakeholders are incorporated with DRR components and contingency planning workshop at barangay level.

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The cluster continues to advocate for and coordinate support with shelter partners to families who could return to place of origin. Temporary solutions are being sought for families still living in evacuation centres.

Works on bunkhouse site improvement have been on-going to improve common facilities especially in drainage and safe cooking areas.

6. Emergency response

Activities By whom when

Activation of CCCM Cluster and mobilise surge capacity as needed, conduct coordination meetings

and liaise with other clusters on provision of assistance to displaced population.

CCCM Cluster Wk. 1

Support the government in implementing pre-emptive evacuation plan (Tacloban) CCCM Cluster, LGU,

DSWD

Wk. 0

Roll out of Displacement Tracking Matrix, identification of new/additional displacement sites CCCM Cluster Wk. 1 - 2

Development of emergency response strategy, establishing targets and priority areas CCCM Cluster Wk. 1 - 2

Basic CCCM training for Camp Managers and support deployment of CMs CCCM, cluster partners,

LGUs, DSWD,

Wk.1 – 4

IDP Committee Orientation and IDP leader training Wk. 5 – 12

7. Operational constraints

Few humanitarian partners to participate in site management roles during emergency response.

Availability of suitable land for temporary settlement sites.

Faulty bunkhouses latrines construction will be costly to correct, and may overflow in prolonged and heavy rainfall.

8. Preparedness and capacity-building activities

Activities By whom By when

CCCM Training for DSWD, CSWD and MSWDO IOM/DSWD On-going

DILG / LGU ToT mainstreaming CCCM in DRR at Brgy. Level (Tacloban LDRRMC) IOM/DILG June 2014

Assessments of Evacuation Centres CCCM partners July 2014

Disaster Preparedness for IDPs IOM Planned

Fire drills for IDPs IOM/DSWD/Bureau of

Fire

Completed

Tacloban tent cities evacuation plan CCCM/City Completed

Site improvement work for bunkhouses and tent upgrade for brgy. 88 / 89 CCCM, WASH and

Shelter partners

June 2014

Advocate for more durable solutions to be found and reduce number of families staying in tents and

ECs

CCCM cluster On-going

Information Campaign for all existing displacement sites around DRR, Preparedness and Prevention IOM On-going

9. Requirements – list

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Staff/personnel 20 Camp management support staff

10 Senior CMSS

10 new hired local staff

Material (e.g. contingency stocks) NFIs

Shelter grade tarps with tie wire – 5,000 kits on stockpile

Family kits (cooking utensils, sleeping mat and blanket) – 3,000 for procurement

Solar lamps – 2,000 units for procurement

Financial 300,000 USD

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Food Security and Agriculture Cluster


1. Cluster partners

WFP, DSWD..


To provide timely and quality life-saving assistance to 10,000 affected households (male, female and child

headed) so as to improve access to food; Provide seasonally appropriate (agriculture and fisheries) livelihood

inputs/assets to affected households and prevent further deterioration and/or restoring households productive

capacity; restore small scale community assets especially those which are critical to improve access to markets

(e.g. farm to market roads) and agriculture productivity (e.g. irrigation canals, embankments, post-harvest

facilities)


Provide food assistance, 2100 kcal per person per day, to affected households

Timely provision of fisheries and agricultural inputs/assets to enable immediate resumption of normal livelihoods and prevent further deterioration of the food security situation and negative coping mechanisms of affected households


Overall, the Philippine’s economy is highly dependent on agriculture (crops, poultry and livestock, fisheries and

forest products). Typhoon Haiyan negatively affected these livelihoods including in region 8 and most of these

are still to fully recover. The damages report (see table 1) indicates that there was extensive damage to

agriculture, particularly to crop production and fisheries, and agricultural infrastructure. Notably Region VIII is

reported as the second coconut producing region in the country. Based on the MIRA results, the coastal areas of

Eastern Visayas and the Western coastlines of Samar and Leyte recorded the highest proportion of severely

food insecure households. Poverty incidence in Region 8 is reported at 39.7 percent2. While not yet fully

quantified, there have been extensive damages to small scale agriculture infrastructure.

Table 1. Damage to agriculture by sector – includes partial and completely damaged areas and

assets

2 http://www.nscb.gov.ph/ru8/vulnerability_to_poverty_region8.pdf

Region

COCONUT RICE FISHERIES

Trees Area (ha) Area (ha) Volume

(mt)

Boat

Damaged

Sea weed

farm (ha)

VIII 33,944,402 339,444 29,984 34,221 18,951 826

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In responding to the current needs as well as undertaking preparedness activities, there are several contextual

issues which need to be taken into account. Land ownership and insecure tenure status remain critical

challenges; high prices of farm inputs; high degree of indebtedness of small farmers that make them more

vulnerable; many fishing communities are situated public foreshore areas. Fishing communities by economic

necessity live close to the seashore, the poorest of which live in informal settlements.

Overfishing of existing stocks remains a serious risk. The reported baseline is of declining municipal fisheries

production in the past years and the dominance of ‘lesser species’ as well as juvenile sizes in the catch

composition of small-scale fisheries also indicate that the sustainable yield levels in municipal waters may have

been reached.

The Philippines Government remain pivotal in both preparedness and response. The ability of line departments,

especially the Department of Agriculture, Department of Industry and Trade as well as the National Economic

Development Authority to carry out quick damages estimates has always provided a basis for partners to plan for

the immediate response. DSWD list of 4Ps beneficiaries is another tool readily available to identify most at risk

populations as well as potential beneficiaries whenever a disaster hits.

5. Cluster strategy

Continued implementation of ongoing activities, which are geared towards improving livelihoods of vulnerable fisherfolks, small scale coconut farmers and other food insecure groups including the elderly, women and children;

Continue to monitor and coordinated ongoing responses to reduce vulnerability, build resilience and ensure sustainability-particular attention is to avoiding adverse effects, such as over-fishing which could result from an oversupply of fishing boats and equipment;

Continually strengthen the activities of the coconut technical working group (co-led by Philippine Coconut Authority and FAO) and the Fisheries working groups (co-led by FAO and the Bureau of Fisheries and Aquatic Resources) all which provide technical guidance, share best practices, and coordinate partner activities to avoid gaps and overlaps.

Stockpiling of food commodities in strategic locations that can easily be mobilized and utilized during disaster

Mapping of markets as to its functionality particularly availability of primary food commodities for the families

Standby agreement with the National Food Authority for the immediate withdrawal of rice for emergency response



Carry out a rapid needs assessment on the damages and needs including review of available estimates from the Government Departments;

FSAC partners with leadership of WFP, FAO, DSWD and DA

With 1 week

Provision of improved access to food via food, cash or vouchers;

FSAC partners Starting on day 2

Implement cash/food assets activities; FSAC partners Starting week 5

Provision of seeds packages; FSAC partners Depends on the timing of the disaster

Support affected households build alternative livelihoods through intercropping, crop diversification, and livestock-/poultry-raising activities;

FSAC partners Depends on the timing of the disaster. However, in general starting one month after the disaster

Support affected fisherfolks with assets restoration (boats, fishing gears), mariculture and post-harvest especially women

FSAC partners Starting 2 weeks after the disaster

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Destruction of infrastructure such as roads and bridges will pose a challenge to the identification and supply of inputs to the affected population.

Damages to infrastructure will also negatively impact on the mobility of humanitarian workers. Mobilization of partners and donors could hamper the immediate response as required.



Mapping of current partner presence and capacity including prepositioning arrangements; FSAC cluster Ongoing

Stockpiling of food commodities in strategic locations that can easily be mobilized and

utilized during disaster

FSAC partners As soon as early warning

indicate the likelihood of a

disaster

Mapping of markets as to its functionality particularly availability of primary food commodities

for the families

FSAC partners Starting 2 days after the

disaster

Standby agreement with the National Food Authority for the immediate withdrawal of rice for

emergency response

WFP Ongoing


Staff/personnel There will be need to complement existing staff especially in areas of logistics, needs assessment and

distribution and distribution monitoring. In terms of the FSAC additional staff for information management will be

required.

Material (e.g. contingency stocks) For the immediate response the following will be required; food stocks, seeds (depending on the timing of the

disaster). Whenever possible (considering costs effectiveness, availability etc), local procurement of stocks

especially food will be prioritised. Other items related to assets restoration for fisherfolks and support to small

scale coconut farmers with intercropping (livelihood diversification) will be required starting around a week after

the disaster.

Financial Above material and staffing requirements will need additional resources. Pooled funding mechanism will be the

most flexible and timely. Other partners may use internal advance financing facilities.

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Logistics Cluster


1. Cluster partners UN Agencies, International and National NGOs, DSWD, and other relevant Government counterparts with in the

Republic of the Philippines.

2. Overall objective To ensure a coordinated and effective logistics response to a future disaster in Republic of the Philippines.

To provide a comprehensive Logistics support structure that encompasses and offer support and services

where clearly identifiable gaps identified in the Rapid Assessment.


Operations – GLCSC Logisticians act as the focal point at the global level for Logistics Cluster operations, provide a concentration of logistics expertise, and regularly deploy in support of on-going activities or in response to sudden onset emergencies.

GLCSC Logisticians support the activities of the Logistics Cluster by; representing the Logistics Cluster in the Field, facilitating coordination between humanitarian actors during emergencies, designing and managing logistics cluster activities, supporting deployed field staff and offering specific logistical support to specialized agencies.

Coordination – A central focus of the GLCSC is to act as a liaison between humanitarian actors, where

logistics operations are concerned. To that end GLCSC staff: organize and participate in a variety of inter-

organizational forums, prepare and disseminate regular updates on Logistics Cluster activities to partner

organizations, and participate in a variety of specialized working groups.

4. Cluster strategy

To ensure availability of required logistics equipment and ancillary support services to support cluster

activities and the overall Humanitarian initiatives working in coordination with the delegated authorities within

the government organizations of the Republic of the Philippines.

Maintain an inventory of items that are required at the commencement of an Emergency in the WFP Ware

house at Cebu, supported by the Humanitarian Response and Depots.

Support the requirements for emergency support items from the Humanitarian Response Depots.

(www.wfp.org/logistics/humanitarian-response depots)

Identify essential and specialized staffing needs and deploy from the Word Food Programme Emergency

Roster and Strategic Standby Partners.

18 | P a g e



Provision of the arrangement of transport of multiple modes of transport that will include but not be limited to air,

sea and road, for the delivery of relief items to beneficiaries and humanitarian organizations in the areas identified,

where gap exists.

Logistics

Cluster

Requests through

Service Request

Forms

Provision of warehouse space for storage needs of humanitarian community through:

Existing warehouse space based on LCA data .

Leasing of additional warehouses as required from the commercial sector.

Erection of Mobile Storage Units (MSUs) using Logistics Cluster coordination and to position suitable equipment from the World Wide Humanitarian Response Depot (HRD) stocks and Cebu.

Provide emergency equipment comprising of MSUs, pallets, cargo handling equipment and generators from the warehouse situated In Cebu, Strategic partners and HRD.

Assess and establish a list of warehouse availability in the region

List Road Haulage organizations operating within the region, based on the size of the fleet, the capacity and configuration of the equipment available.

Logistics

Cluster

Requests through

Service Request

Forms

Mobilization of available assets to support the delivery of relief items, or access to the affected areas through the

mobilization of air , road sea and air forces or combinations thereof

Logistics

Cluster

Requests through

‘Service Request

Forms’

Provide information management and mapping services to support decision-making by the humanitarian

community (including Situation Reports, Minutes, Bulletins, and Road Network Maps etc.).

Logistics

Cluster

Requests through’

Service Request

Forms’

Establish coordination and distribution hubs to cover all of the areas affected by a natural disaster or calamity. Logistics

Cluster.

As required and link

to the Rapid

Assessment Teams

findings.

Conduct regular coordination meetings with humanitarian partners and government counterparts in affected areas

(after the creation of Clusters) to share information on logistics bottlenecks, solutions , , identify the needs of the

humanitarian community , through collaborate decision-making

Logistics

Cluster

Coordinator

On a ‘Needs’ basis

‘initially’ daily.


Delayed contingency planning at all levels.

Initial, quality communications (see ETC).

Possible delays to the deployment of staff.

Delays to the importation of relief items either at ports, airport or airports due formalities and processes.

Offtake from air and Ships side and delivery to beneficiaries.

In some instance, limited storage facilities.

Documentation flows to triggers Customs formalities.

Access constraints due to damage to the Infrastucture , Ports , roads , bridges and airports

Available Food and Potable water for victims/beneficiaries .

Initially, limited utilities available.

Sustainable fuel flows ( Diesel, petrol and aviation fuel )

19 | P a g e

7. On re-activation of the Logistics Cluster

The Logistics cluster will provide Logistics support to the humanitarian community and upon official requests where identified and critical logistics deficiencies may exist.

The Logistics cluster will be responsible for providing Standard Operating Procedures (SOPs), Concept of Operations (CONOPs), and other necessary guidelines for an effective Logistics Response action.

The Logistics cluster will assist in the delivery and storage of relief items for other agencies, INGOs, NGOs and government counterparts upon request or coordinate service providers to the meet the humanitarian and government counterparts’ needs.

The Logistics Cluster strives to develop means and processes intended to improve the capacity, efficiency, and effectiveness of logistics response to emergencies.

The Logistics methodologies represent the combined expertise of all Logistics Cluster partners, and are made available for the benefit of the humanitarian community via the Logistics Cluster Website.

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Nutrition Cluster


The Nutrition Cluster EPRP is based on the National-level Recommended Nutrition Cluster Response Plan,

otherwise known as the Minimum Service Package for Nutrition (in Emergencies).

1. Cluster partners Department of Health (DOH) National Nutrition Council (NNC) DOST-Food and Nutrition Research Institute Department of Social Welfare and Development (DSWD) Department of Interior and Local Government (DILG) Department of Education (DepED) Commission on Higher Education (CHED) Local Government Units (LGU) United Nations Children’s Fund (UNICEF) World Food Program (WFP) World Health Organization (WHO) Action Contra La Faim (ACF) Health Organisation of Mindanao (HoM) Save the Children Samaritans Purse World Vision International Medical Corps (IMC) Plan International Medecins Sans Frontieres (MSF) International Committee of the Red Cross (ICRC) Philippine Red Cross (PRC) Helen Keller International (HKI)

2. Overall objective To ensure a predictable, timely, coordinated and effective nutrition response to all disaster affected populations

to prevent the worsening of nutritional status of vulnerable groups and minimize preventable deaths

3. Specific objectives 1. Strengthen nutrition information and surveillance systems for improved monitoring as well as decision-

making and timely response. 2. Provide immediate and sustained support for the protection, support and promotion of optimal and

appropriate infant and young child feeding practices (breastfeeding and complementary feeding for children 0-23 months),

3. Provide nutritional support and treatment for malnourished children under five (U5) and pregnant and lactating women (PLW) among the affected population through community-based and facility-based programmes.

4. Ensure access to programmes that prevent and control micronutrient deficiencies (Anaemia, Vit A and other micronutrient deficiencies) of vulnerable populations (children aged between 6-59 months and PLW).

5. Strengthen coordination mechanisms, partnerships, and resource sharing and mobilization to facilitate effective and timely response.

6. Strengthen the capacity of government and partners to prepare for, respond to, and mitigate nutrition emergencies and initiate integration of nutrition interventions into primary health care

21 | P a g e

4. Cluster Context and Risk Analysis The post-Yolanda acute malnutrition rates in the affected regions are within the ‘acceptable’ levels (<5%), however the chronic malnutrition rates are high (above the global threshold that identifies the rate as ‘high’), with more than one in every three children being stunted (30.7%). One in two children aged 6-11 months suffer from anaemia, as do two in five pregnant women and almost one in three lactating women314% of infants never breastfed and this poses high risk on their health and development, and more than 40% have been given infant formula, with no assurance of appropriate hygienic preparation and safe water..

Based on the SMART survey findings, if an emergency occurs this typhoon season in the Yolanda affected municipalities across three regions, more than 3,000 children could require treatment for severe acute malnutrition (SAM) and up to 20,000 children treatment for moderate acute malnutrition (MAM). Aggravating factors including damage to water systems, sanitation and health facilities, and the impact on livelihood and food security will contribute to increased levels of acute malnutrition and micronutrient deficiencies. Furthermore, the high anaemia prevalence in pregnant and lactating women and children coupled with the potential worsening in food security will likely exacerbate the already high levels of chronic malnutrition.4

5. Cluster strategy The Regional Nutrition Cluster will officially deactivate June 01, but key cluster functions will continue under the

lead of the National Nutrition Council as per DOH Department Personnel Order 2007-2492-A. Prior to

deactivation, the Cluster will:

a) Ensure that current Nutrition Cluster activities are well coordinated, and that Cluster Partners receive the support required.

b) Ensure deployment/mobilization of skilled breastfeeding support groups. c) Ensure that Infant and Young Child Feeding IEC materials, anthropometric materials, IYCF forms,

mother baby-friendly tents and other essential-nutrition supplies are distributed to priority LGUs. d) Ensure that all basic services are reaching out to the priority populations e) Ensure that Nutrition Cluster responsibilities and activities are handed back to government counterparts

and sustained

In addition to the above, the Regional NNC, UNICEF and cluster partners have allocated and prepositioned

enough nutrition supplies and commodities for Regions 6, 7 and 8 good for at least 6 months. These supplies

can be easily distributed to areas expected to be affected.

Lastly, the Nutrition Cluster has also strengthened the community-based nutrition surveillance and monitoring

system that allows the reporting of nutrition in emergencies activities. The information gathered by this system

can easily be used for planning and decision-making to ensure timely and effective response.

3 FNRI 2008 4 Department of Health (2014) Summary findings of Nutrition Survey Using SMART methods For Typhoon Yolanda affected areas of Regions VI, VII and VIII The Philippines - February-March 2014

22 | P a g e



Pre-emptive evacuation phase:

1. Coordinate with partners for the following activities: a. General/blanket supplementary feeding for children 6 to 59 months, and pregnant and

lactating women, b. Mobilize skilled breastfeeding support groups and counsellors c. Set-up of mother-baby friendly spaces in evacuation centres, displacement sites,

community spaces (barangay level) d. Strictly comply with the National Code of Marketing of breast0milk substitutes.

2. Alert notification to health facilities with capabilities for SAM (severe acute malnutrition) management.

3. Activation and pre-deployment orientation of a. Joint Rapid Nutrition Assessment Team b. Infant feeding/breastfeeding support groups

4. Pre-deployment orientation 5. Conduct Cluster Coordination meeting

NNC, National

Nutrition Cluster,

Respective LGU-

level nutrition

workers

(Municipal

Nutrition Action

Officers), IYCF

counsellors, high

capacity nutrition

partners (listed

earlier)

Pre-emptive

evacuation phase

Within first 24 hours of impact:

Issue statement of no donation of Breast Milk Substitutes (BMS) and other products in line with national laws.

Assessment team augmentation, if necessary Coordinate/Facilitate team deployment Vitamin A supplementation for 6 to 59 months children Skilled Infant and Young Child Feeding in emergency support (breastfeeding and complementary

feeding)

Without 25 to 71 hours:

Establish contacts and gather critical information (baseline) and identify immediate priorities to include areas that situation may worsen

Assist in the conduct of gap analysis and in the prioritization and planning/ scheduling of nutrition interventions

Skilled Infant and Young Child Feeding in emergency support (breastfeeding and complementary feeding)

Draft and disseminate daily situation report

NNC, Nutrition

Cluster, MNAOs,

Rapid Nutrition

Assessment

Team, Barangay

Nutrition/health

Scholars, IYCF

counsellors.

NNC, Nutrition

Cluster, MNAOs,

Rapid Nutrition

Assessment

Team, Barangay

Nutrition/health

Scholars, IYCF

counsellors. high

capacity nutrition

partners (listed

earlier)

Within 24 hours

Within 72 hours

More than 72 hours:

Provision of technical assistance on the following: o Implementation of nutrition interventions o Information management (e.g. use of data tracking matrix of DSWD) o Monitoring and evaluation o Documentation

Resource augmentation and generation Skilled Infant and Young Child Feeding in emergency support (breastfeeding and complementary

feeding) Compliance and Policy monitoring of EO51 Lead/facilitate cluster coordination initiatives Advocacy for services related to mental health and psychosocial care, water, sanitation and

hygiene, health, and others Activation of 3Ws Technical assistance for “exit” strategy

NNC, Nutrition

Cluster, MNAOs,

Rapid Nutrition

Assessment

Team, Barangay

Nutrition/health

Scholars, IYCF

counsellors. high

capacity nutrition

partners (listed

earlier)

More than 72 hours

7. Operational constraints Prepositioning limited to a ‘regional’ level and not an LGU level. LGU level EPRP not developed.

23 | P a g e

8. Preparedness and capacity-building activities Activities By whom By when

General Preparedness:

System for updating logistics (3 months pre-emergency period) Map resources at a municipal level and preposition. Advocacy to partners on supplementary feeding (e.g. Food and Non-Food Cluster/general public on

appropriate foods to be given for general food ration and supplementary feeding, e.g. iron-fortified rice, sugar, cooking oil, fortified noodles, bread using fortified flour, fortified sardines or products with “SangkapPinoy” seal, iodized salt)

Capacity building on nutrition in emergencies Improve systems for managing relevant data, e.g. ensure availability at all times, keep in “secure” place Skilled IYCF support not immediately available/identified

At an LGU level:

Formulate LGU –level emergency preparedness plans on nutrition (1 day workshop budget included in UNICEF LGU work plan budgets)

Alert Phase:

o Government-led Nutrition Cluster to update resource inventory/mapping of micronutrients with the assistance of UNICEF, if so requested (at an LGU level).

Vitamin A capsules Multiple micronutrient powders Ferrous sulfate and iron folic acid IECs for Nutrition MUAC Tapes Weighing scale Weight for height reference table Height Board Ready-to-Use Therapeutic Food (RUTF) Ready-to-Use Supplementary Food (RUSF) Antibiotics, deworming tablets (for routine acute malnutrition management, to

be coordinated with the health office/centers) Human milk banks (inform them ahead for proper coordination) Mobilize skilled IYCF support Breastfeeding Kit (container/katsa, feeding cup with cover, food container with

spoon and fork, 1 liter glass tumbler with cover, IEC materials, birth registration form)

o Mapping of partners (4Ws- Who, what, when, where)

NNC, Nutrition

Cluster,

respective

Cluster

Partners,

MNAOs, BNS

NNC, Nutrition

Cluster,

UNICEF

NNC,

UNICEF,

MNAOs and

BNS

Nutrition

Cluster

Prior to November

2014

Prior to November

2014

On-going basis

24 | P a g e

9. Requirements – list If an L3 emergency is declared – immediate deployment of a Nutrition Cluster Coordinator and an

Information Management Officer.

Contingency prepositioning of the supplies listed below: o Vitamin A capsules o Multiple micronutrient powders o Ferrous sulfate and iron folic acid o IECs for Nutrition o MUAC Tapes o Weighing scale o Weight for height reference table o Height Board o Ready-to-Use Therapeutic Food (RUTF) o Ready-to-Use Supplementary Food (RUSF) o Antibiotics, deworming tablets (for routine acute malnutrition management, to be coordinated with

the health office/centers) o Human milk banks (inform them ahead for proper coordination) o Mobilize skilled IYCF support o Breastfeeding Kit (container/katsa, feeding cup with cover, food container with spoon and fork, 1

liter glass tumbler with cover, IEC materials, birth registration form

Financial support is required to ensure six months of contingency stocks remain in place at all times.

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CwC and AAP Working Group


1. Cluster partners

The Working Group is an inclusive cross-cluster coordination and technical support mechanism that brings

together all those working on communications with communities and accountability to affected populations,

including UN agencies, international and local NGOs, private sectors including media and telecoms companies,

government bodies (both at the national and local level) and any other appropriate actors. The WG aims to

coordinate life-saving information and listen to community needs.

PIA OCD PECOJON IOM WVI OXFAM CRS UNFPA UNHCR Save the Children PLAN

IEDA Relief Tacloban City LGU DSWD Media Partners/Media Development Agencies First Response Radio Internews HelpAge – Cose CFSI Communitere ILO

Volunteers for the Visayans Urban Poor Associates ActionAid WEDPRO Medair FAO-UN Lutheran World Relief Philippine Red Cross Shelter Cluster Protection Cluster IFRC CCCM Cluster


Support humanitarian partners, government agencies and local government units that respond to current communications needs to develop and maintain two-way communication, dissemination of life-saving information, and information sharing platforms for affected communities. This includes supporting feedback platforms, aid/service referral pathways and measures that ensure meaningful community participation


Identify information needs and communication channel preferences and create a venue for meaningful community participation to the response. CwC and AAP are working with government, clusters and operational agencies to provide solutions to fill the information needs and other needs as identified by the affected communities shared through community consultations and feedback.

Support clusters and operational agencies. Providing technical support and advice to clusters and agencies on the integration and improvement of CwC and AAP into their programs. Support the development and use of a variety of community feedback and complaints mechanisms, referral pathways including the use of media.

Support media partners in dissemination of life-saving information by means of radio, print, and sms, through coordination with PIA, OCD, PECOJON and other media partners.

o Pre-disaster, the CwC Working Group will support PIA, OCD and Philippine Red Cross in disseminating early warnings, evacuation procedures. Member organizations will also work with Disaster Risk Reduction Management Councils in their respective areas, be it municipal or

26 | P a g e

barangay level. The Working Group will coordinate with the DRR Technical Working Group to ensure that Information, Communication and Accountability assessment questions are included in the inter-agency rapid assessments.

o Post disaster, CwC working Group will support the inter-agency rapid assessments and community consultations and continue working with PIA and media partners to disseminate information on the humanitarian response. Communicate clearly the CFMs that exist, if these no longer exist in the first few days e.g. key people are missing – allocate new focal points in the first days and re-establish these mechanisms. Set up community transparency boards at the evacuation centres, and other places people are gathered.


Communication networks are back and affected communities are getting information through traditional communication methods, radio, television, social media and print materials like newspaper, tarpaulins, flyers and brochures. However, once a disaster hits, when electric service is shut down, they will have limited access.

Quick response hampers community involvement

Community needs vary at pre, onset, and post disaster. Feedback from community consultation reflects the needs at real time.

Cluster partners and government agencies are engaged in disaster preparedness activities. These activities need to be supported and well-coordinated.

The current CwC and AAP Working Group have been Tacloban-focused so far. There is support from a number of clusters/sectors in humanitarian response including Health, WASH, Nutrition, Food Security, Protection, Education and the CCCM.

With the aftermath of Yolanda, people are more aware and vigilant about disasters and are more receptive to disaster preparedness activities. The communities are taking a more active interest in the early warnings and want to be involved in the Disaster Preparedness activities.

Media partners are taking a more active role in the early warning information dissemination, requesting for assistance from PAGASA in contextualizing the technical jargon of weather bulletins and advisories.

Resources on hand are the Global Message Library and communication tools (infoasaid and Digital Humanitarian Network or DHN) and the Humanitarian Accountability Partnership (HAP) standard before, during and after an emergency or disaster.

5. Cluster strategy

The CwC/AAP Working Group will work closely with member organizations and clusters to develop key

messages and Information Campaign on disaster preparedness for the communities.

By working with partner government agencies or INGOs, ready or prepare communication and accountability tools for use in either disaster risk reduction or emergency response. The ideal scenario would be involving or listening to affected communities in identifying threats (early warning system), working with clusters to draft appropriate messages and information alerts (communication protocol) and issuing timely action (evacuation procedure).

Train colleagues in communication skills/message delivery and supporting feedback platform to ensure a rights-based approach in the actual response, which means it is capable of providing information for and listens to affected communities. Response’s strategic objectives and operational planning should be adapted on the basis of their inputs.

Review of partner capacities and resources (preparing staff, facilities, activating working group towards preparedness to respond, and fine-tuning proposals for funding support).

Basic CwC program development with partners, including radio and communications equipment

27 | P a g e


Once information about the scale, nature and impact of the emergency or disaster is identified (use of social media and the DHN as well as the initial joint assessments), there will be surge in deployment of staff (CwC or AAP), immediate logistic arrangement (communication facility or equipment) and conduct of Rapid Information Communication Accountability Assessment (RICAA) and capture community consultations/listening exercises. Timeline will be from first to two weeks after the emergency or disaster.

Provide support by liaising with government agencies in setting up various or additional communication options (radio, IEC, media online, etc.) for affected communities. Share results of community consultations and feedback to partners, government, and other decision-makers for the inclusion of community voices in shaping the efforts that will assist them. Timeline will be from first to two weeks after the emergency or disaster.

The Digital Humanitarian Network can be tapped to monitor the impact of the disaster within 48 Hours.

On the second or third week, map additional actors on CwC and AAP, coordinate with existing Working Group and work with other clusters in addressing communication gaps. This includes Government agencies such as the Philippine Information Agency (PIA), Department of Social Welfare and Development (DSWD) and the Office of Civil Defence (OCD), from INGO like the Philippine Internal Non-Government Organization (PINGON), CSOs, media agencies (KBP, PPI and NUJP) and the private sector, especially the telecommunication companies like SMART and Globe.

If CERF / Emergency appeal is prepared, the Working Group will then advocate for the inclusion of communication as a lifesaving intervention – Manila will support the proposal.

Use established systems for incorporating community feedback into ICC. Provide support to all clusters in the analysis and consolidation of community voices. Provide this input back to clusters in a timely manner to ensure the response incorporates community voices into response design and implementation.

Use the support of CDAC or external partners as required to support the international desire for information and coordination of external initiatives.


No dedicated CwC and AAP person in most organizations

No dedicated IM support to the Working Group



Gather IEC Materials on Disaster Preparedness from the different clusters (Shelter, CCCM) and use the Global Message Library.

Coordinate with DRR TWG and the Tacloban City DRR Group to prepare key messages disseminated in print and on radio

Prepare a one-pager list of hotlines for emergency response

Maintain an active coordination mechanism of working group members.

Coordinate with PIA and OCD for typhoon early warnings. PIA has a textblast system to disseminate information of incoming typhoons.

Strengthen referral pathways for issues and concerns of the communities.

Advocate and support inter-agency community consultations and assessments.

WG

WG

WG

PIA and OCD

June-July

28 | P a g e

Inclusion of Information, Communication and Accountability assessment questions in Inter-Agency Assessments

Work with Public Information in OCHA for coordinated media relations

WG

WG


Staff/personnel o CwC and AAP staff o IM to support the WG

Material (e.g. contingency stocks) o Solar radios o Accountability kit – feedback boxes, printed tarps with recommended code of conduct, printed pads

for the help desk, mega phones o Handheld two-way radios (5,000)

Financial o 200,000USD

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HEALTH CLUSTER


1. Cluster partners

1. Department of Health (DOH) 2. Commission on Population 3. Local Government Units (LGUs) 4. World Health Organization (WHO) 5. United Nations Population Fund (UNFPA) 6. United Nations Children’s Fund (UNICEF) 7. Save the Children 8. Medecins Sans Frontieres (MSF) 9. International Medical Corps (IMC) 10. Médicos del Mundo (MDM) 11. Red Cross (PRC/ICRC/IFRC) 12. World Vision 13. Humedica 14. Plan International 15. Samaritan’s Purse 16. Friendly care 17. Action Contre la Faim (ACF) 18. Community and Family Services International (CFSI)

2. Overall objective Ensure affected populations (both direct victims and host populations) have timely access to essential

lifesaving curative and preventive health services (including mental health and psychosocial support,

reproductive health, immunization, and disease surveillance) in order to reduce avoidable mortality,

morbidity, and disability during emergencies or disasters

3. Specific objectives 1. Ensure availability of mobile health teams for populations in evacuation centers and remote areas 2. Ensure the continued provision of facility-based health services with referral and patient transport

mechanisms 3. Ensure availability of other public health services (mental health and psychosocial support, minimum

initial service package for reproductive health, immunization, and disease surveillance) to the affected population

4. Ensure the early detection and response to communicable disease outbreaks 5. Ensure a coordinated health sector response to the emergency or disaster


Only 40% of the RHUs and 50% of the BHS in Leyte are fully functional. This doesn’t mean that the damages they have sustained in TY Yolanda have been fully repaired. Flooding and/or the winds of a Cat 2 typhoon can easily damage the health facilities completely. In Eastern Samar, only 56%of the RHUs and 35% of the BHS are functioning fully.

Across the region, the doctor to population ratio is lower than the standard (1:27,000). The nurse and midwife to population ratio is better and meets the standard. However, the increased demand in emergencies coupled with the decrease in the number of health workers as some of them will be victims

30 | P a g e

themselves will adversely affect the delivery of health services to affected populations. (2014 CHD-8 HEPRR Plan)

In terms of maternal care indicator of percentage of health facility based deliveries, Eastern Visayas Region has made remarkable progress. From 33.7 (95% C.I. 24.2 to 43.2) in 2008, it doubled to 61.6 (95% C.I. 49.9 to 73.4) in 2013 based on the National Demographic and Health Surevey (NDHS). However, this is still below the national target of facility based deliveries of 80% based on the DOH MNCHN strategy Manual of Operations, 2nd edition (2011). Furthermore, this pre-Yolanda achievement is undoubtedly challenged by the aftermath of the disaster.

Only 71% of households have access to safe water. Only 65% of households have sanitary toilets (2014 CHD-8 HEPRR Plan).

Of the 1.8 million population affected in the province of Leyte, it is estimated that 447,290 are women of reproductive age (15 to 49 years old). The National Statistics Office estimates that there will be 2,972 births per month. At risk are an estimated 26,592 pregnant women and 17,835 lactating women who needs access to reproductive health services. It can be projected that around 10 to 15 per cent of deliveries could have life-threatening complications. Moreover, it is estimated that around 9,000 women of reproductive age might experience sexual violence.

The percentage of fully immunized children (FIC) across the region is 75%, lower than the national average. Furthermore, this is lower than the national target of 95% based on the DOH MNCHN strategy Manual of Operations, 2nd edition (2011). The coverage for measles is slightly better at 78.48% (2014 CHD-8 HEPRR Plan).

Flooding can damage and render unusable sanitation facilities in the bunkhouses. Additional displacements will increase overcrowding. These increase the risk for communicable disease outbreaks like diarrhea and measles.

Emergency disease surveillance system can be quickly established at ground level, given the previous and more recent capacity building provided to local health staff and cluster partners, provided lifelines are intact.

The CHD-8 can field 2 public health teams and 2 psychosocial support teams. Each province can field 4 public health teams.

The CHD-8 has 1 ambulance and 4 4x4 vehicles.

CHD-8 has buffer stocks of drugs and medicines to last a month. This is only half the prescribed minimum of buffer stock amount for CHDs which should last two months based on DOH AO 2012-0013 Policy and guidelines on logistics management in emergencies and disasters.

5. Cluster strategy

Coordination

Update cluster and sub-cluster directory

Update resource map and organizational response capacities

Maintain roster of cluster and sub-cluster coordinators, organic technical officers/focal people for emergency response, and information management staff

Health facilities

Continue with quick fixes and ongoing full rehabilitation efforts. Maintain an updated database of rehabilitation status for health facilities

Continue and accomplish health facility resources and services assessment and mapping. Together with the Department of Health and respective LGUs, disseminate the findings to cluster partners for appropriate action on identified priority needs

31 | P a g e

Disease surveillance

Continue capacity building activities at region, province and municipal levels (SPEED and PIDSR)

Personnel, medicines, supplies, equipment

Inventory of member agencies’ personnel and emergency stocks in-country

Preposition tents, emergency health kits, other emergency supplies and equipment


Convene and activate the Health Cluster. Establish coordination mechanisms for foreign medical teams and other cluster partners at the appropriate level (e.g. national and local) as needed

Conduct a rapid health assessment (including initial assessment of health facilities and resources) and formulate an emergency work plan and/or strategic response plan

Deploy mobile medical teams to, and/or establish health outposts in, evacuation centers and affected communities

Set up temporary health facilities (tents) in areas whose RHU and/or BHS have been rendered non functional

Mobilize prepositioned resources and augment medicines, supplies and personnel of health facilities to meet increased demand

Update and maintain contact information and 4W matrix

Collect, collate, validate, analyse and disseminate disease surveillance data and information

7. Operational constraints Lack of NGO implementing partners

Loss of lifelines (communications, electricity, water)

Damage to prepositioned items

Decreased physical access to the affected community due to congestion of airports and/or seaports (logistic difficulties)



Inventory of existing emergency stocks in-country Member

agency Head

of Office in

Region 8;

collation by

cluster lead

Ongoing

Preposition emergency medicines, supplies, equipment in Tacloban warehouse Member

agency

Ongoing

Trainings in PIDSR, mhGAP, EINC, MISP for RH WHO Ongoing until

December 2014

32 | P a g e


Staff/personnel o Cluster coordinator - 1 o Information management officer - 1 o Logistician - 1 o Mobile team staff – for 7 mobile medical teams

Doctor – 7 Nurses - 14 Support staff - 21

o Technical staff – disease surveillance, MHPSS, immunization, reproductive health o Admin support – admin/finance, drivers

Material (e.g. contingency stocks) o Emergency health kits

IEHK – 1 full kit (Basic and Supplementary); 10 Basic units IDDK – 1 full kit RH kits

Kit No. 1-5: 50 kits each

Kit No. 6-10: 17 kits each

Kit No. 11-12: 4 kits each o Tents

27m² - 10 45/48m² - 5

o SPEED - tarpaulins, reporting forms, cell phone cards o Vehicles

Financial – USD500,000

33 | P a g e

WASH Cluster


1. Cluster partners

WASH Cluster has a strong presence on the ground in Region 8 with a strong standing readiness and capacity

to participate in an emergency response should the need occur. The following table details the main WASH

agencies expected to have emergency response capacity after June of this year. Please note that this list does

not necessarily include all cluster partners who currently respond to the ongoing humanitarian and recovery

needs created by Yolanda.

Geographical Area Agency

Eastern Samar OXFAM, ACF, UNICEF, ACTED, PLAN Intl, ACF, SIF, Arche Nova, TDH, LGUs, DoH

Samar UNICEF, ACTED, OXFAM, PLAN Intl, NCA, LGUs, DoH

Eastern Leyte ACF, CRS, OXFAM, Save the Children, UNICEF, WVI, PLAN

Western Leyte ACF, OXFAM, Save the Children, UNICEF, WVI, PLAN


The overall objective of the immediate cluster response in the event of an emergency/disaster is to prevent

Mortality and morbidity increases and outbreak of communicable diseases through immediate access to basic

water, sanitation and hygiene through a predictable, timely, coordinated and effective response.


1. Coordination: Effective leadership is established for WASH cluster/inter-agency coordination, with links to other cluster/ sector coordination mechanisms on critical inter-sectoral issues

2. Water: People (incl. children and women) access sufficient water of appropriate quality and quantity for drinking, cooking and maintaining personal hygiene (Benchmark: 5 -15 l/p/d)

3. Sanitation: People (incl. children and women) access toilets & washing facilities that are culturally appropriate, secure, sanitary, user-friendly and gender-appropriated (Benchmark: 20 people/hygienic toilet)

4. Hygiene Promotion: Children and women receive critical WASH-related information and supplies to prevent child illness, especially diarrhoea.

5. WASH in Learning places : Children access safe water, sanitation and hygiene facilities in their learning environment and child friendly spaces


Philippines in general, and region 8 in particular, is susceptible to multiple natural hazards such as storm

surge, typhoon, flood, land -slides, earthquake, volcano and human induced disasters such as conflict,

leading to loss of life, livelihood and wellbeing of the population. Hard hit areas of Region 8 have not yet

recovered from the Yolanda disaster and the population in this region remain vulnerable. The basic services

and infrastructure remains in poor condition. It is not expected that the recovery and rehabilitation of the

34 | P a g e

basic infrastructure will be completed before the next Typhoon season which is approaching. Although the

WASH Cluster response has transitioned from emergency response to early recovery, it has not reached to

pre-Yolanda status as yet thereby making the WASH services weaker and more vulnerable to the natural

hazards such as storm surge and typhoon. Although it is difficult to predict which hazard will convert into the

disaster and the scale of the impact it would cause to the population, the historical trends suggests that the

area is likely to be hit by number of storm surge or typhoons during the coming season causing a significant

risks such as:

Damage to Infrastructure: Majority of the sanitation response to date has been in the provision of temporary/emergency latrines; strong winds could easily damage these facilities and result in lack of access for those Yolanda Victims currently reached.

Dengue/Chickengunya: although the current situation is largely under control, DOH/WHO are predicting a significant risk for the upcoming rainy season due to existent environmental risk factors due to wide-spread, storm debris and ponding water. A strong joint WASH/Health Cluster dengue management plan with full commitment will plan a vital role in reducing risk.

AWD/Cholera: Cholera is endemic in the Philippines. Over the past 7 years, 6 cholera outbreaks have been reported (WHO WPRO, DOH-CHD VIII), one of which was in a region affected by the typhoon. The risk of cholera transmission is increased in populations affected by the typhoon. With severe windstorms, water sources can become unsafe for drinking due to the incursion of floodwaters, fecal contamination caused by overflow of latrines, inadequate sanitation and upstream contamination of interconnected water sources. Population displacement, crowding, poor access to safe water, inadequate hygiene and toilet facilities, and unsafe practices in handling and preparing food may cause outbreaks of diseases such as acute watery diarrhea, typhoid fever, shigellosis, viral enteritis and hepatitis A.

Coordination: Although significant progress has been made in improving coordination mechanisms at provincial and the municipal level, overall capacity of the local government remain weak to deal with the large scale calamity. LGUs are poorly resourced especially for the WASH sector.

Government disaster response plan and capacity: normally government led disaster preparedness and response plan focuses on food and non-food distribution and misses out the WASH response.

The WASH Cluster partners have been responding to the Yolanda emergency and now moving to recovery.

As such there is a significant presence of the human resource to respond to any eventuality in the near

future. Fortunately, Yolanda response was well funded and a number of projects are continuing during the

Typhoon season aiding to the response capacity in the affected areas.

5. Cluster strategy

The WASH cluster intends to map out the presence of its key partners in the key locations and engage them

to identify their organizational response capacity including human resource capacity, availability of finances

and WASH stock for prepositioning. Some of the WASH cluster members are already in the process of

developing their organizational contingency plans which will be shared with the cluster and made part of the

overall cluster contingency response plan.

WASH cluster will closely work with its key members such as UNICEF and Government counterparts (LGUS

and DoH) to identify the resources especially contingency stocks for prepositioning at the key logistic hub

such as Manila and Tacloban in order to be able to mobilize them within a short notice.

WASH cluster will provide guidance to its member agency in identification of the case load for a likelihood

scenario and assign the caseload to its members based on their response capacity and presence in a

geographical location.

35 | P a g e

WASH cluster has already identified the focal points for number of the municipalities who will be the entry

points for the coordination of the disaster response in WASH. In addition to this, a baseline survey was

conducted recently for most of the areas affected by Yolanda. This baseline will provide a good source of

information regarding the vulnerability and status of the WASH services and will help in assessing the

damage and planning the response quickly.

WASH cluster emergency/ recovery activities included the rehabilitation of the water supply schemes and

provision of the Diesel generators and pumps. These assets will be useful to ensure smooth delivery of the

clean water even during the power outrage due to storm/ typhoon.

The WASH Cluster will maintain a limited stock of WASH NFIs in Tacloban and rely on this stock and any

other stock with the partner agencies on the ground for the first 4-5 days of the emergency and if additional

support is required supplies will be provided from elsewhere in the country.

WASH cluster will advocate for a countrywide contingency stock for a minimum of (50,000 people) within the

region.



The WASH Cluster will provide immediately and lifesaving water, sanitation and hygiene

services in evacuation centres and the worst hit areas.

Appropriate partner

dependent on location of

emergency

Preparedness planning 48

hours prior to event

(assuming advance notice)

Immediate response

within24 – 48 hours

Distribution of chlorinated water through trucking, Jerry cans for water storage and carriage

along with the water purification tablets or solution, a gender and age sensitive family

hygiene kits.

Provision of temporary latrine and bathing facilities


Local WASH Contingency Stocks will be prepositioned at a “regional” level and not at an LGU level. Storm damage may result in inaccessibility of certain affected areas (such as those situated in islands) and damages to road infrastructure may hamper the delivery of the much needed WASH supply and facilities.

Availability of the WASH supplies and construction materials will remain a challenge as there is already a stress in the supply to meet the demand created by the Yolanda reconstruction.

The disaster may hit areas where there is no or poor presence of the WASH cluster partners creating difficulties in mobilizing resources on time.

Cluster coordination and information management capacity will remain poor as the clusters are phasing out in view of the transitioning of the Yolanda emergency into recovery and development.


Risk Activities By whom By when

Cholera / AWD

Outbreak

Share the Cholera Contingency Plan with WASH Cluster (Update key

contacts and information flow chart)

WASH Cluster -

Nicole By 20 May

Check Status of the Cholera Kits in Hospitals with Health

WASH Cluster -

Nicole By 20 May

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Check IEC Materials for Cholera are in place, and in dropbox HP TWG - Legion By 27 May

Approach Manufacture of hypersol (Cebu) to encourage

commercialisation in Region 8

WASH Cluster -

National By 21 May

Dengue/

Chickengunya

outbreak Ensure Vector Control Strategy is in Place for Ormoc/ Commitments OXFAM Ormoc By 27th May

Ensure Vector Control Strategy is in Place for Tacloban/ Commitments

WASH Cluster -

Nicole

Ensure Vector Control Strategy is in Place for Leyte/ Commitments

WASH Cluster -

Nicole

Bednets - Check status with Health

WASH Cluster -

Nicole

Lack of

Coordination at

Municipal Level

Strengthen coordination at the Municipal level. NGO FPs to meet and

discuss key contingency planning activities with Municipalities All NGO FPs -

Consider local capacity building initiatives to deliver the quality WASH

response and prepare for future calamities (Preparedness)

NGO FPs to request a copy of the LGU Emergency Plans

WASH Focussed Rainy Season IEC Materials developed HP TWG

Standard Assessment Form to be developed based on compilation of

Cluster agencies WASH Rapid assessment forms

WASH Cluster -

Sheena By 27th May

Cluster Resource Mapping of WASH contingency stock in Region 8

WASH Cluster -

Nicole

Actor and capacity mapping/province/municipality - including specific

intention to work in ECs

WASH Cluster -

Nicole

Check if there are any LTAs for supplies and services (UNICEF and

other cluster partners, including portalets)

Check if there are any contingency PCAs (UNICEF) and contracts

(NGOs) in place

Mass displacement

Work with IOM to identify List and Map of Evacuation Centres, consider

WASH preparedness activities

WASH Cluster -

Nicole

9. Requirements –

Staff/personnel Material (e.g. contingency stocks) Financial

37 | P a g e

Education Cluster


1. Cluster partners

Department of Education (DepEd), Department of Social Welfare and Development (DSWD), All Hands

Volunteers, AMURT, arche noVa, Caritas Germany, Caritas Switzerland, Childfund, Enfants du Mekong, Feed

the Children, Finn Church Aid, GOAL, ICAN, International Medical Corps, Intersos, Join Together Society,

Nazaren Disaster Response, Oxfam, People In Need, Philippines Children’s Ministry Network, Philippine Red

Cross, Pinoy Relief, Plan, Save the Children, SMART Foundation, UNICEF, World Vision.


Affected pre-school and school-aged girls and boys (3-17 years old) quickly regain access to quality, age-appropriate pre-school, elementary, secondary education and day-care services in safe and protective temporary or transitional learning spaces and schools, with particular attention to vulnerable groups and age-specific needs of girls and boys


a. Safe, temporary learning spaces established in damaged schools and day-care centers in the most affected areas

b. Recreational, teaching and learning materials distributed in the most affected schools and day care centers

c. Teachers are assisted to conduct psychosocial support activities and disseminate life skills messages for students and themselves in protective environment

d. DepEd and DSWD are supported to coordinate the response

4. Cluster Context and Risk Analysis (approximately ½ page)

There are approximately 1.1 million school-age children (5-17 years old) in Region VIII, including 790,000

Elementary and 310,000 Secondary School children attending a total of 4,130 schools. There are 57,000

children between 3 - 4 in 2,100 day care centres. This includes children not in the affected regions of Region VIII.

Of these 450,000 children are in the affected regions of Region VIII.

Although 746 classrooms have been repaired and 293 makeshift/semi-permanent classrooms have been

established, there are still many classrooms and day care centers in Region 8 currently operating under

tarpaulins and tents. Many of these classrooms will become unusable again if the event on scale of the scenario

happens.

In addition, school materials and furniture will be damaged or washed away.

Affected schools will be closed for at least for two weeks.

Four classrooms in Tacloban City and Tanauan are still being used as evacuation centers. In the event of

evacuations, more classrooms will be occupied for a sustained period of time, which poses a serious disruption

to learning.

Many children and teachers will bring back the memory of Typhoon Yolanda, and some will not be able to go to

school and day care centers due to trauma and fear.

38 | P a g e

<Cluster Coordination> The Education Cluster continues to operate in Region VIII, although the number of

activities are reduced. In an event of possible disaster, the DepEd will be able to quickly coordinate the Cluster at

Region VIII and Province/School Division levels, with the support of Save the Children and UNICEF and other

partners. There have been several trainings for the DepEd and DSWD officials as well as for the partners to

improve coordination and IM capacity, while the Frontline Responders’ trainings are currently being planned by

the DepEd Central Office to form Frontline Responders’ teams at each Division level. The ECCD Working Group

is active at Region 8 and Eastern Samar Province.

Inter-Cluster coordination will be assisted by Save the Children and UNICEF.

<Information management>

Updated enrolment data should be obtained from DepEd and DSWD.

DepEd and DSWD’s capacity to keep Cluster partners’ contact lists, send emails and share meeting minutes

need to be developed.

DepEd’s capacity to collect students’ attendance data, and to maintain 3W has been considerably improved

although still room for improvement especially for data analysis, which is being addressed in DepEd’s Frontline

Responders’ Training plan and Education Cluster’s capacity building plan. This will be assisted mainly by a

national IMO (to be recruited).

<Sectoral needs assessment> For DepEd, the sectorial needs assessment form and guidance are being

prepared by DepEd, although they have collected damaged school data. Awareness needs to be raised to share

timely information on damaged schools with partners.

DSWD and ECCD Working Group developed the rapid assessment form and has been training day care

workers.

5. Cluster strategy

a. Accelerate repair/reinforcement of damaged classrooms and facilitate coordination, especially for flooding

b. Replenishment of stocks (tents, tarpaulins and recreational, teaching and learning kits) c. Recruitment of national IMO based in Tacloban to support Region 8 d. Continue strengthening coordination especially at Provincial/School District level, including Frontline

Responders’ training led by DepEd DRRMO e. Continuing Education in Emergencies, ECCD in Emergencies and DRR trainings supported by UNICEF

and INGOs f. Increase PSS training for teachers g. Support integration of DRR in School Improvement Plans linked to Barangay early warning systems


a. Support DepEd and DSWD-led coordination b. Conduct sectoral rapid needs assessments c. Coordinate the establishment of temporary learning spaces in all damaged schools and day-care

centers d. Coordinate the distribution of recreational, teaching and learning materials e. Ensure psychosocial support activities and life skills message dissemination for students and teachers

39 | P a g e


Shortage of contingency stocks

Access to damaged areas

Schools used as evacuation centers

Displacement of or injured/deceased education personnel



Replenishment of contingency stocks UNICEF, Save the

Children, Plan

Ongoing

Repairs and rehabilitation of schools DepEd, Cluster

partners

Development of a common 3W and training of IM focal points DepEd, Cluster

coordination team

Frontline responders training module development and finalisation DepEd, Cluster

coordination team

Frontline responders training (school district/provincial level) DepEd, Cluster

Training of education officials and teachers on Education in Emergencies (including psychosocial support and

DRR)

UNICEF, Save the

Children, Plan,

Intersos, Childfund,

COLF

Development and dissemination of advocacy messages for schools used as evacuation centers DepEd, Cluster

School Improvement Planning and DRR activities at school level Schools

Education Cluster Lessons learned workshops


Staff/personnel – DepEd, DSWD and Education Cluster partners Material (e.g. contingency stocks)

Recreational kits

ECD kits

Student kits 183 School-in-box

Tents 21 tents

Tarpaulins

Financial

40 | P a g e

Shelter Cluster

Region VIII Preparedness and Response Plan

Introduction: Following inter agency Contingency planning working group, the Shelter Cluster preparedness and

response plan for Region VIII is considering these planning assumptions:

- Over-all objective of to mitigate the impact of disaster in Region VIII and save as many lives as possible - To provide support to the Government in mounting a timely and coordinated response to typhoon by

humanitarian partners with optimal use of available resources and logistical strength. - It considers the Yolanda Strategic response plan timeframe (till November 2014) for provinces of

Bilaran, Leyte, Samar and East Samar

1. Cluster partners

NOTE: List of cluster partners with standing readiness to be updated and capacity to be confirmed.

Cluster partner Status

ADRA: 1,000 tarpaulins - will focus in the 2 municipalities where currently intervening

CRS: Contingency stock pre-positioned in equal quantities in Cebu and Davao to cover both Mindanao and Visayas - 10,000 (5,000+5,000) Tarpaulins, 10,000 (5,000+5,000) emergency shelter kits under procurement and 5,000 (2,500+2,500) NFI kits under procurement. Currently have an emergency response team based in Manila currently phasing out, but there will be a capacity to respond in areas affected

Eastern Visaya Network.

Recognise the capacity of the community to respond. Such capacity will be informed through consultation

Green Mindano

Available to provide support in emergency response. Pre-positioned stock of Nippa in Bohol. 1 million shingles. 1 HH = 1000PHP (10x10 or 12x12)

IFRC Pre-positioned contingency stock in country - 10,000 Tarpaulins

IOM Contingency stock pre-positioned in equal quantities in Tacloban and Cebu - 5,000 (2,500+2,500) Tarpaulins.

Medair Tarps and ropes (approx. 1000 - tbc). Talking with local municipalities and the response will be focused on where Medair is already working.

Oxfam: Preparing contingency planning with shelter cluster and wash cluster, Eastern Samar, Western Leyte, or Cebu Content TBC. Identifying potential evacuation centres and access to evacuation centres.

Philippines Red Cross

Standing readiness to respond while rehabilitating warehouses in Tacloban. Current contingency stock available in Leyte (Tacloban and Ormoc) - Shelter repair kits (1,272 sets), Tarpaulins (9,000 pcs), NFI’s (5,000 units) and Tents (1,200 assorted types)

Plan International Contingency stock pre-positioned in Borongan – 1,600 mats Procuring Contingency stock to be pre-positioned in Borongan - 5,000 Tarpaulins

Samaritans’ Purse Have some tarpaulins on stock (amount to be confirmed), could be used in any area, and will be stored in Tacloban.

Shelter Box

Limited stock in Cebu, tarps, various NFIs, could be distributed where needed (amount to be confirmed)

World Vision

Closing Emergency stock (tarpaulins and ropes) in Panay, so planning to bring stock back in Tacloban (amount to be confirmed)

41 | P a g e

2. Overall objective Shelter Cluster will provide immediate emergency shelter assistance, providing support to the Government

in mounting a timely and coordinated response to typhoon by humanitarian partners with optimal use of

available resources and logistical strength


- To support the government in minimizing impacts from the disaster through effective and timely coordination.

- To promote cooperation and co-ordination amongst relevant organizations, as well as inter-cluster coordination in order to meet the needs of emergency shelter and household NFIs during emergencies;

- To provide shelter and household NFIs for the people affected by disasters. 4. Cluster Context and Risk Analysis

- Due to Yolanda impact, majority of the evacuation centres have been affected and therefore are currently unusable for new sudden onset disasters.

- In Region VIII, 492,856 houses have been damaged or destroyed due to Yolanda impact, 91,000 Households have been supported so far through support to self-recovery. The shelter and housing stock is therefore weakened, with major exacerbation of communities vulnerability to new disaster potential impact, with reduction of safe shelters capacity at community level.

- Most vulnerable groups are those who are still living in unsafe zones - coastal areas, landslide prone area and in remote areas, and those who have been affected by Yolanda, who are still stuck in the process of recovery.

- In case of new disaster, remote islands would be the most difficult to reach and therefore would require specific attention for assessments and response.

5. Cluster strategy

- DSWD and shelter cluster partners awareness has been raised on the possible scenario and the possible response required. Contact details have been provided and stock levels routinely checked.

- Consideration has been given to the likely profile of the most affected communities and response developed which will be in technical compliance with the existing Yolanda shelter cluster technical guidelines and also fall under the framework for the Yolanda Recovery Guidelines.

- The proposed response will be: o Emergency shelter NFI’s - in accordance with the technical guidelines

Standard tarpaulins Standard family tents Standard tool kits Standard repair kits – for early recovery

o Household NFI’s - to be defined by the partners o Household and community awareness raising:

Shelter Cluster 8 key messages posters for Yolanda response has been translated into local language and is being disseminated and used to raise awareness of build back safer construction.

- Advocate with all partners on the need for standard and informative rapid assessment data. - Support the communities in identification of existing safe structure and upgrade reinforcing some of the

existing structures, to transform them into safe structure, with increasing the number of evacuation centre / cyclone shelters, in coordination with LGUs and CCCM cluster.

- For Yolanda response continued implementation in accordance with the Shelter Cluster Recovery Guidelines.

42 | P a g e

- Continue monitoring and mapping of Shelter Partners active at municipal level, as for Shelter Cluster 4W or Leyte province municipal coordination matrix.

- Advocate that agencies to identify stock and capacity to respond to the proposed scenario.

6. Emergency response 7.


Gathering information, rapid assessment DSWD, LGU’s, DRMMC 12hrs to 72hrs

Disseminate standard shelter models, tool kits, NFI kits to all partners. DSWD/Shelter Cluster 24hrs

Relief distributions in liaison with affected LGUs and relevant coordination mechanisms Shelter cluster partners 24hrs to 3 wks

Call of emergency shelter cluster meeting at provincial and/or regional level DSWD/Shelter Cluster 24hrs

Share information among agencies DSWD/Shelter Cluster 24hrs to 3 wks

Mapping of available resources (stocks, personnel) DSWD/Shelter Cluster 24hrs to 3 wks

Mapping of affected populations and needs DSWD/Shelter Cluster 24hrs to 3 wks

Compile information and share with humanitarian country team DSWD/Shelter Cluster 24hrs to 3 wks


Mobilization of regional relief stocks (NFRIs and Shelter Kits) if required Shelter cluster partners 24hrs to 3 wks

Potential reinforcement of Shelter Cluster Coordinator team if required DSWD/Shelter Cluster 24hrs to 3 wks


Challenge

Existing vulnerability The affected community are already in a particularly vulnerable position and the base line is very low.

Assessment Assessment will be difficult due to the existing condition of some of the case load.

Capacity Agencies are already responding to Yolanda, some in Bohol, etc,.

Logistics Material supply chain and warehousing capacity

Access to distribution points - especially highlands, islands, etc

Road blocks, debris, flooding of roads will be key constraints, convincing population that assistance and support is underway, which might provoke informal roadblocks.

Transport issues, and control of central transportation points ie. Port, customs.

Prepositioned stock Prepositioned stock for shelter is low.

Agencies might be able to use some of the stock for actual response to Yolanda in a new emergency but this needs to be confirmed by donors or HQ.

Communications Communication to the end beneficiaries of what support will be provided, this information should be ready at LGU level. LGUs need to be prepared with the information, name of beneficiaries, on digital listing if possible.

Sharing and networking of information from LGUs and barangay so that municipalities know where to access information when needed. Information should be available and useful for several clusters.

Information should also be centralised at provincial level so if the information is not available a LGU level, provinces can help and support LGUs that might be affected. The point of contact in each municipality should be the Mayor and if the Mayor is not available agencies might contact the planning department.

Information management Tracking system of what materials and items have been distributed.

SC can prepare a document that is ready track distribution, which would be following actual 4W matrix.

Yolanda There is a need to consider both responses and how they overlap

43 | P a g e



Coordinate with shelter cluster Government lead agency DSWD Shelter Cluster On going

Confirm shelter cluster partners who could respond. Shelter Cluster with inputs

of Cluster partners

Complete

Make an inventory of materials available at regional and country level in

case of emergency (tents, tarpaulins, ropes, etc…) and potential

warehouse capacity

Shelter Cluster with inputs

of Cluster partners

Ongoing

Shelter Cluster partners to identify 1 or 2 members in their organisation to

be part of rapid assessment team, including shelter cluster coordination

team

Shelter Cluster partners

and coordination team

First half of July

Review and if required update of emergency shelters technical standards,

following lessons learned from Yolanda response, with dissemination to

cluster partners.

Shelter Cluster TWiG

First half of

June

1 pager for advocacy to be developed by the cluster and agreed by SAG

members for advocacy to donors to allow for contingency planning funds

and activities.

Shelter Cluster SAG

First half of July


Staff/personnel # Staff # (HH) By

cluster coordinator

information mangers

technical coordinator

admin

1 1 1 1

By shelter cluster - IFRC

Material (e.g. contingency stocks)

Emergency shelter NFI’s - in accordance with the technical guidelines

Standard tarpaulins

Standard family tents

Standard tool kits

18,800 1,200 10,000

By cluster agencies

IEC materials and awareness raising Shelter Cluster 8 key messages poster for Yolanda response has been translated into local language.

10,000 By cluster agencies

Household NFI’s (kitchen sets, blankets and mats)

10,000 By cluster agencies

Financial Gap Shelter Cluster Coordination team covered under Shelter Cluster / IFRC

Current pre-positioned shelter contingency stock sufficient for the caseload of 10,000 affected HH

44 | P a g e

Protection Cluster


1. Cluster partners (combine these with PC and GBVSC)

Government

National Level

Department of Social Welfare and Development (DSWD) Department of the Interior and Local Government (DILG) [including PNP] Council for the Welfare of Children (CWC) Department of Health (Women and Children Protection Unit) Office of Civil Defence (OCD) Commission on Human Rights (CHR)

Regional Level

Regional Field Office of Department of Social Welfare and Development (DSWD-RO) Regional Office of Department of the Interior and Local Government (DILG-RO)

Provincial Level

Provincial Social Welfare and Development Office (PSWDO) Provincial Office of Department of the Interior and Local Government (DILG-PO) Provincial Disaster Risk Reduction and Management Office (PDRRMO)

National Food Authority (NFA) in securing food items as priority in case of another natural disaster

Municipal Level

Municipal Social Welfare and Development Offices (MSWDOs) Municipal Disaster Risk Reduction and Management Office (MDRRMO)

International/NGO Humanitarian Actors

UN High Commissioner for Refugees (UNHCR), as co-lead with Government in fulfilling the five objectives of the Protection Cluster, protection training and monitoring activities

UN Population Fund (UNFPA), as co-lead of GBV Sub-Cluster UN Office for Coordination of Humanitarian Affairs (OCHA), for coordination support Save the Children International, as CPWG/GBVSC co-chair for Ormoc, Western Leyte Plan International – Philippine Country Office, as CPWG/GBVSC co-chair for Borongan and Guiuan,

Eastern Samar Child Fund International – Philippine Country Office, as CPWG/GBVSC co-chair for Region VI Ageing and Disability Task Force (including HelpAge International, CBM, COSE, National Council on

Disability Affairs, Handicap International, CBM, Leonard Cheshire Disability Philippines Foundation Inc.) Commission on Human Rights (progressively taking over co-leadership in protection) UNFPA (SGBV) International Organization for Migration (IOM), camp management, preparedness and response

strategies for bunkhouses CSFI, protection monitoring Members of the Women’s Local NGO Consortium (Convened by Engenderights) UNICEF, as co-chair of the CPWG for Region VIII


45 | P a g e

Protection Cluster to provide support to the Local Government Units (LGUs) both at the provincial and municipal

levels in the preparation and implementation of disaster preparedness and response plan, specifically in terms of

ensuring human rights protection for populations who are already displaced, will be affected and/or will

potentially be displaced in case of a natural disaster, giving emphasis also to ensuring the prevention and

response to GBV and child protection; Support can be in the forms of augmentation of resources

(relief/assistance), advocacy, capacity-building, protection monitoring and coordination.


Augmentation of Resources

1. Follow up with LGUs on availability of data for contingency stocks (food and non-food items); review distribution strategies with emphasis on most vulnerable groups; reiterate protection principles e.g. non-discrimination, community participation, etc.

2. Gather information on immediately available food/NFIs that can be provided by humanitarian/protection

actors in case of disaster (this can be considered by LGUs in anticipating relief requirements)

3. Review logistical requirements for relief distribution and assess where protection actors can support

Advocacy

1. Share findings from local protection needs assessment and highlight potential protection issues

(findings from monitoring activities)

2. Promote the conduct of community consultations in contingency planning and implementation

3. Share available documentation of good practices with LGUs (particularly in addressing protection/IDP

issues in the context of disaster preparedness) e.g. Guiuan’s DRRM Handbook and Training for

Barangay Captains

4. Support LGUs and integrate protection key messages in the development of advocacy/IEC materials

and in setting up early warning systems

Capacity-Building

1. Capacitate LGUs, both police and civilian authorities on protection principles/rights of IDPs as part of

disaster preparedness strategies

2. Integrate protection principles into LGU and UN/INGO-initiated trainings e.g. in camp management

trainings which the MSWDO identified as one of the most urgent

Protection Monitoring and Coordination

1. Prepare existing local structures/systems for protection monitoring and coordination e.g. MDRRM

teams, Referral Pathways

2. Set up protection monitoring and reporting mechanisms, consult and inform LGUs accordingly

GBV and Child Protection

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1. Include CP and GBV programs to promote psychosocial wellbeing in health and community service contingency planning. 2. Strengthen the national, regional and local government and community level mechanisms for the protection of women and children. 3. Minimum standards are achieved in Child Protection and GBV Emergency Response. 4. Facilitate and support family unity and prevent separation of children from caregivers as well as all

forms of violence, exploitation, abuse and neglect. 5. Accountability to Affected Populations is ensured through appropriate means of communications for

awareness campaigns (involve women, men, girls and boys in developing culturally-appropriate messages in local languages).

6. Assess vulnerabilities, security and protection-related risks using tools such as the Displacement Tracking Matrix, MIRA, and Camp Safety Audits for GBV and CP concerns.

7. Disseminate referral and reporting directories and pathways for GBV and the protection of children. 8. Ensure continuity of services by mapping service providers and strengthening existing capacities for a

multi-sectoral approach which entails health, psychosocial support, security, and legal/justice. 9. Plan and stock medical and RH supplies to facilitate a medical response to sexual violence, identifying

priority health stations such as RHUs, provincial and district hospitals and WCPUs. 10. Determine coordination mechanisms and responsibilities (including identification of partners and focal persons for GBV and CP).


Current situation

Lack of designated evacuation centres which can withstand strong or strong tropical storms. The normal procedure of evacuating people to schools will not be possible in the current situation as many schools that were damaged during typhoon Yolanda have still not been repaired

The early warning system to alert all persons (i.e. including vulnerable groups such as the elderly and disabled persons) in the event of a disaster is inefficient. The population requires awareness of allocated places of evacuation, contact numbers/points for medical assistance, etc.

No or inadequate stock piling of emergency food items and water. There is also a lack of an efficient logistics system that would ensure immediate delivery of food and water to affected population in the immediate aftermath of a disaster.

Lack of an efficient system for identifying, monitoring and addressing protection issues, and other emergency social needs (e.g. separation of children, identification and care of persons with special needs such as the elderly and disabled persons)

Lack of a database system at municipal level for storage of civil registration information, which otherwise would enable people to have lost documents replaced within a short period of time

(GBV Specific) Pre-disaster GBV Referral Mechanisms exist but they are in various levels of functionality. There is an immediate need to convene the inter-agency protection mechanisms at different governance level to activate and to adapt the referral mechanisms to an emergency context (i.e. determining entry points for GBV survivors in evacuation centres and updating information about what service delivery points after functioning post-typhoon). Additionally, data from the 2008 NDHS survey on violence against women indicates that the vast majority of GBV survivors – 71% for physical violence and 77% for sexual violence – seek help from family or friends before reporting to service providers. This figure further emphasizes the importance of creating awareness among community members on the importance of receiving health care immediately after a GBV incident and how to access services.

(CP Specific) A joint assessment by Education and Child Protection in February 2014 identified the high rates of stress and behavioural change, less access to services for children compared to before the Typhoon, children at risk of environmental risks outside the home (flooding, roads, wires, etc.), early pregnancy as a main risk facing children, children under 14 are most often targeted by sexual violence, and more children involved in harsh and dangerous labour than before Typhoon Yolanda.

Immediate risks (from 24 to 72 hours after the disaster)

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Lack of access to basic needs such as food, water, shelter, clothes, etc. due to inadequate stocks of these necessities

Lack of access to medical services (physically and due to lack of medical stocks)

Risk of discrimination of indigenous peoples (prevention of access to basic needs and services)

Lack of access to medical facilities with capacity to respond to the needs of survivors of gender based violence (due to lack of medical stocks and human resources)

Lack of access to affected populations in remote areas Lack of transportation for survivors of violence in remote areas to access medical services and to lodge their

cases with the courts. Lack of appropriate sleeping place that takes into consideration the special needs of adults and children Lack of appropriate bathrooms and toilets Risk of unaccompanied and separated children (UASC) who are vulnerable to abuse, violence, and can

easily be targeted for trafficking, especially during the immediate aftermath of a disaster. Risk of neglecting the needs of vulnerable groups, especially the elderly, persons with disabilities Risk of neglecting the needs of persons in temporary relocation sites (e.g. bunkhouses), who have already

been displaced and therefore already vulnerable Children are displaced, separated from parents, caregivers and other family members and relocated.

Displacement and separation can make children particularly vulnerable to child protection concerns including and not limited to, psychosocial distress, exposure to abuse, exploitation, violence and neglect. Children can suffer lasting debilitative effects if not reached and supported immediately.

Inter-mediate risks (after 4 weeks)

HLP issues for a source of risk of forced relocation, lack of permanent housing (lack of durable solutions to displacement), prevention to return to original dwellings due to no dwelling/ geo-hazard mapping policy

Lack of resources to restore livelihood, and/or lack of opportunities to create new livelihood

Remaining need to replace / re-issue lost documents

GBV in transitional relocation sites

Lack of access to schools Risk of early pregnancies/marriages among girls due to lack of opportunities Prolonged displacement and experiencing death or injury of loved ones, separation, devastation of homes

and the sudden disruption of normal life can adversely impact the psychosocial well-being of children and their families.

Separated and unaccompanied children experience profound stress and are particularly vulnerable to abuse, violence, exploitation and trafficking. The effectiveness of the family tracing and reunification process is linked directly to the length of time during which the children are separated, hence the urgency in rolling out a coordinated identification and registration strategy.

Vulnerable households, including single parent or youth-headed households, may require caregivers to work overtime leaving children unattended for long periods of time. Children may also be asked to work and ‘help more’ within and outside of the household. Adolescent girls and boys are often at a greater risk to GBV, exploitation, trafficking, labour, unwanted pregnancies during this period with limited, if any, support or access to services.

Reaching all the children affected requires a significant scaling-up of activities, not only covering evacuation centres and transitory shelters, but maximising outreach provision of assistance to the affected in less accessible areas.

Capacity constraints

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Inadequate capacity and knowledge of LGUs (including MDRRO) to respond to a disaster.

Inadequate human and financial resources, as well as emergency stocks (see also above) to respond to a disaster; as available stocks have already been depleted

Lack of communication and coordination among the relevant local actors (e.g. MDRRO, police, port authorities, social welfare services, etc). Many municipalities do not seem to have a local emergency preparedness plan.

Lack of a strategy among all actors to ensure timely access to remote areas to provide relief and protection assistance.

Lack of knowledge and capacity of PC members to adequately respond to protection issues during an emergency.

Lack of knowledge and capacity of CHR to adequately address identified protection issues during an emergency.

Mainstreaming Information Management remains a challenge both for the government and Lead Agency. There is a direct need for increased capacity in information management, particularly in emergencies.

Need for capacity building on GBV Coordination in Emergencies and Child Protection Coordination in Emergencies for cluster/working group leads at national and sub-national levels.

Need for capacity building on GBV programmes in emergencies and Child Protection in Emergencies, including Minimum Standards for GBV and for Child Protection in Humanitarian Settings, for sub-cluster/working group members and partners (including local NGOs and community-based associations).

DSWD –staff are presently embarking beyond their normal duties as part of Haiyan response and rehabilitation, thus limited human and financial resources to protect women and children against gender based violence due to the number of humanitarian clusters that it has to lead and coordinate, in addition to their own programmes for recovery and rehabilitation.

Local government units – Lack of functionality of inter-agency protection mechanisms for regular coordination, preventive efforts, and case management

Barangay level officials recently elected need to be oriented on implementing protection orders, survivor-centred approach and referral for GBV and child protection issues, amongst other responsibilities for the protection of women and children.

NGOs and other GBV and child protection actors- Inadequate funding to implement prevention and response activities

Findings from the Protection Needs Assessment (Protection Cluster, March/April 2014)

Four major protection issues identified are (a) lack of income generating activities, (b) damaged shelter, (3) lack of documentation and (4) lack of access to basic facilities.

In Eastern Samar, only 8% of evacuation centers are still usable as they sustained no or minor damages (26% destroyed and 66% currently unusable). Situation is not much better in other part of Region VIII.

IDP in host families and IDPs in spontaneous settlements are the groups that face biggest protection risk according to a third (38%) of the respondent barangays. This result does not infer that the rest of the displacement sites are less vulnerable given the limitation of this assessment.

Main problems of IDPs in their current location are absence of livelihood and basic services (i.e. electricity, water, latrines).

Major hindrances to achieve durable solution are the absence of resources to rebuild their houses in their places of origin. Other contributory factors include lack of livelihood source, dwelling are located in No Build Zone areas and perceived no government relocation plan as manifested by majority of the IDP respondents.

Half of the barangay respondent (56%) felt safe and said that there are no more serious security issues while the rest expressed several reasons of insecurity such as unsecure location (in NDZ, prone to storm surge or flood), issues with housing/basic services (unrepaired, lack of electricity) and occurrence of crime incidents.

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Local mayors cited three major housing, land and property- related (HLP) issues: destruction of crops, destruction of housing property and lack of documentation (i.e. land titles). The latter is considered a serious HLP concern as it aggravates existing issues like land disputes, forced eviction, and secondary occupation which were also identified by the respondents

Elderly, women (especially pregnant and lactating mothers), and children (especially girls) are the three most vulnerable groups identified. However, majority could not cite specific protection issues affecting women and children. This can be attributed to limited understanding on children and women protection (e.g. UASC, female HH, etc.)

The cited reasons for vulnerability include the absence of targeted response, traumatic experience, exposure to gender-based violence.

IDPs suggest a targeted response on psychosocial, medical and awareness raising would be the best method of approach with respect to better responding to vulnerable groups.

Despite the presence of humanitarian assistance, significant number of respondents expressed that they have limited access to services and humanitarian assistance because of geographical location, and limited and unequal distribution of assistance. This is expected as 37 barangays out of the 95 covered barangays (48%) are located remotely.

A third of the respondent barangays stated that a quarter of the barangay population have lost civil documentation due to Yolanda. Financial constraints are cited as the major reasons for not having civil documentation before and after Yolanda.

IDPs expressed the need to be informed on the following: Type of assistance, Relocation plan (including No Build Zone), weather

IDPs mainly rely on local officials for information through SMS and word of mouth.

Some recurrent themes from the AAR community consultations (UN OCHA – CwC, May 2014)

The community was informed but did not understand what "storm surge" meant

No designated evacuation center; no clear information on where people can go (although the common practice is to run to the school or church for refuge)

No special assistance to vulnerable groups e.g. elderly, PWDs, pregnant women and children

Limited understanding of the community about contingency planning

Lack of concrete disaster preparedness strategy/plan from the local government; Respondents think it is their “individual responsibility” to be prepared

Respondents do not understand criteria for prioritization in delivery of assistance (damage? Vulnerability?)

Respondents perceive an overall lack or very limited NFI assistance from the LGU (“this only comes from UN/INGOs”)

Several unverified information go around the communities during across all stages of disaster occurrence and response

Respondents identified livelihood as their most urgent need at this point but they do not know how to start or how the government and NGOs can help them

5. Cluster strategy

General

On the lack of evacuation centers: in Eastern Samar in particular, this remains a key protection concern as

relocation will take time, the identification of proper evacuation centers will be paramount.

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The Protection Cluster will work closely with the CCCM cluster to:

Support local authorities and technical partners in prioritizing reconstruction efforts Engage local stakeholders and technical partners on the issue of community based disaster preparedness

Ensure that non-listed/ spontaneous evacuation centers are included in comprehensive disaster preparedness efforts

Furthermore, the Protection Cluster will continue to support the LGU to empower affected communities to learn

and invoke their rights concerning relocation, access to civil documentation and basic services. The Protection

Cluster will also advocate that the LGU:

Delay the transfer of people to permanent relocation sites until the „safe‟ and „unsafe‟ zones have been determined through a scientific process led by the MGB and until people are selected through a fair and transparent process.

Where relocation is justifiable, conduct information campaigns and organize meaningful consultations with affected communities to develop durable relocation plans.

Make livelihoods an integral part of relocation planning. This should include conducting socio economic studies in the early stages of planning, and developing livelihood opportunities for men and women before relocating people.

On the lack of civil documents required to access basic services:

As of early May, some 45,000 survivors had their vital documents re-established through the Mobile Civil

Registration project launched by the DSWD in partnership with UNHCR, the national NGO Initiatives for

Dialogues and Empowerment through Alternative Legal Services (IDEALS), the National Statistics Office (NSO),

local government units and their local civil registrars. This project gives the Haiyan survivors the opportunity to

recover or reconstitute their civil or legal documents such as birth, death and marriage certificates, among others,

which were lost or destroyed during the typhoon. If civil documents are important to prove one’s identity, they are

also required in accessing basic services such as social pension schemes and health programs. The project

targets to assist 100,000 individuals from the 20 most affected municipalities.

There are on-going discussions with the ERL cluster (UNDP, UNICEF and Plan International) to continue such

kind of projects in the recovery phase.

On the lack of data:

The Protection Cluster has initiated the Municipality Protection Profile project that includes protection data into

the existing on-going Community-Based Monitoring System (CBMS) of the Department of Interior and Local

Government (DILG). Institutionalizing this process and tools within the municipal level is a step towards the

protection of vulnerable people being a permanent feature in the disaster risk reduction and development

programs

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(GBV Specific)

Strengthened capacities of government agencies such as the DSWD Rapid Response Teams (including

Regional and Provincial level) and LGU level inter-agency protection mechanisms (Local Committees on Anti

Trafficking and Violence against Women and their Children; Local Council for the Protection of Children). There

is also a need to improve capacities of medical and non-medical staff on basic recognition, recording, reporting

and referral (4Rs) of violence against women and children abuse cases and of medical doctors for clinical

management of sexual violence. Reproductive Health kits for clinical response to sexual violence at RHUs,

District Hospitals and EVRMC, and NFIs (such as Women Friendly Space Tents and kit, solar radios with built-in

flash lights, siren and emergency mobile phone charging) should be prepositioned..

(CP specific)

Inter-cluster initiatives must be undertaken to address the issues identified from the CP outcome survey and joint

assessment by Education and Child Protection. This would require efforts to address economic, shelter, and

psychosocial needs of girls, boys, and their caregivers. Links should be made to the Early Recovery and

Livelihood and Shelter clusters to consider the situation of vulnerable children. CPWG should also establish

strong links with the DepEd to reach out out-of-school children with psychosocial support/peer support groups.

Both studies have highlighted the need for continued psychosocial support as families now transition into

recovery phase. An interpretation workshop was held which resulted to drawing up of recommendations and

actions points on the issues raised for the CPWG, Education Cluster and other clusters to take on. These issues

relate to psychosocial distress and community support mechanisms, access to services, unaccompanied and

separated children (UASC), physical dangers, sexual violence, child labour, and coordination transition.


As during the response to Typhoon Yolanda, it is expected that the Protection Cluster will assist in:


Ensuring physical security

Distribution of core protection/relief items such as tents, plastic sheets, blankets, solar lanterns, etc.

Training of Armed Forces and Police on UN Guiding Principles on Internal Displacement, Child Protection, GBV, anti-trafficking, inclusion of persons with special needs, etc.

Support to the deployment of female PNP and establishment of women and children desks

Protection by presence with frequent field missions to remote areas/areas with indigenous people

UNHCR in

coordination

with DSWD,

GBV, CP,

Shelter

Agencies,

PNP and

Armed

Forces

Immediate

aftermath of the

impact and

throughout the

response period

Ensuring rapid and on-discriminatory access to aid, information and basic services

Support to Local Registry Offices for issuance/reconstruction of civil documentation Mainstreaming of protection principles (inter-cluster, within DSWD and other state

actors)

UNHCR in

coordination

with DSWD,

LCR and

NGOs

Immediate

aftermath of the

impact and

throughout the

response period

Support to implementation of Government policies in relation to displacement/resettlement

Support to registration mechanisms in areas of origin, secondary movement and return

UNHCR in

coordination

with DSWD,

GBV, CP,

Immediate

aftermath of the

impact and

throughout the

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Strategic and material support to local authorities for the decongestion of evacuation centres (distribution of tents and NFIs).

Psycho-social support to IDPs.

PNP and

other units

within LGU

response period

GBV WG/SC will assist in:

Prevent and respond to gender-based violence from the earliest stages of an emergency through multi-sectoral

and coordinated initiatives (See details in chart below).

Response Activities (GBV SC) By Whom By When

Map key services for GBV survivors with regard to capacity and availability GBV SC members, led by DSWD and UNFPA

Finalize GBV Referral pathway in consultation with members of existing inter-agency protection mechanisms

GBV SC members, led by DSWD and UNFPA

Disseminate GBV Referral pathway to evacuation centres and affected communities

Protection Cluster, CPWG, GBV SC members, led by DSWD and UNFPA

Provide post-rape treatment kits to priority health facilities and mobile clinics with capacity to do clinical management of rape

UNFPA

Mobilise GBV actors specialised in psycho-social support to provide counselling GBV SC members, led by DSWD DOH

Support the deployment of PNP female police officers with capacity to handle GBV survivors (during acute phase)

GBV SC members, led by DSWD, PNP and UNFPA

Establish women and children desks in evacuation centres GBV SC members, led by DSWD and UNFPA

Establish Women Friendly Spaces (WFS) and provide equipment for the running of the WFS


Raise awareness on Gender Based Violence by broadcasting key messages on prevention and response


Identify immediately the vulnerable groups to know who they are and their immediate needs

DSWD

Mainstream GBV prevention and response in other humanitarian clusters GBV SC members, led by DSWD and UNFPA

Distribute dignity kits, solar lights, solar radios GBV SC members, led by DSWD and UNFPA

CPWG will assist in:

Response Activities (CPWG) By whom By when

Refresher training / orientation on FTR including definitions of unaccompanied + separated children for social workers (new to LGUs and DSWD) to support rapid FTR

CPWG members

Develop emergency guidance note for municipal SWs and SWAs on basic principles/protocols of case management for rapidFTR cases…and NGOs in municipalities who will support

DSWD, CPWG members

Map location of trained FTR personnel and status of equipment distributed (cell phones, load)

DSWD, WCPD CPWG members

Where no cell phones available, ensure copies of FTR and case management forms in each municipality

DSWD

DSWD Regional office appoint lead SWs to support case management of any FTR or violence/abuse/exploitation cases including being aware of appropriate interim care options to separated children

DSWD, WCPD CPWG members

Disseminate key messages on risks associated with family separation CPWG members

Ensure barangays have complete lists of children / collect school lists to support FTR if necessary

CPWG members + RSCWC (Inc DILG and

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DSWD)

Prepare basic messages on what to do in need of evacuation (identify nearest EC, name tagging children + contact details, focal person in family to get children / elderly / disabled to the EC)

CPWG members

Translate CP messages and reporting/referral protocols to Waray (if not already done) CPWG members

Disseminate basic CP messages and copies of reporting/referral protocols to ECs/barangay halls

CPWG members + GBVSC members

Pre-position tents + kits for CFS’ (10 - 20, store at DSWD R8) UNICEF

Ensure copies of PSS manual available with CFS tents UNICEF

Immediate CPWG meeting called to assess needs and actions CPWG, DSWD,

Review assessment tool and form team/s for joint assessments complimented by existing maps with information (5W and existing maps)

CPWG members

Conduct CP rapid assessment CPWG members

Mobilise support for PSS and rapidFTR CPWG members

Provide appropriate care to separated children CPWG members

Establish CFS in ECs, transit centres CPWG members

Provide PSS inc in CFS CPWG members

Provide appropriate child care and reintegration for survivors of GBV (MSWD / DSWD) MSWD, DSWD


Limited manpower,

Limited/no available evacuation centers (since most of the schools were destroyed by Yolanda),

Local staff and volunteers may not be able to respond if they too may be affected Emergency stockpile may be insufficient, depending on magnitude of an emergency. Immediate access and transport of supplies to emergency-affected areas may be hampered by

logistical difficulties. Staff and partners may not be able to readily respond, if they are likewise affected by the emergency. Limited capacities of partners to respond as they are engaged in multiple response actions Congestion in evacuation centres making it difficult in accessing the most vulnerable persons



Sensitize humanitarian community, state actors, provincial and local Governments of possible need to activate a contingency plan in response to a natural disaster

Protection Cluster through OCHA

July-October

Develop and implement practical protection trainings to key state bodies and LGU units

Protection, Shelter, WASH, CCCM

July-October

Pre-position NFI and protection relief items in strategic locations UNHCR, UNICEF, IOM, UNFPA, OXFAM and Shelter Cluster

July-October

Map locations with concentration of vulnerable groups, warranting priority needs and support

UNHCR, UNICEF, UNFPA, IOM, Shelter Cluster and WASH

July-October

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GBV


Strengthened capacities of government DSWD Rapid Response Teams

(including Regional and Provincial level) and LGU level inter-agency

protection mechanisms (Local Committees on Anti- Trafficking and

Violence against Women and their Children.

GBV SC. With lead of

DSWD UNFPA

July-October

Strengthen capacities of medical and non-medical staff on basic

recognition, recording, reporting and referral (4Rs) of violence against

women and children abuse cases.


DSWD UNFPA

Jully -October

Strengthen capacities of medical doctors for clinical management of sexual

violence


DSWD UNFPA

Ongoing

Pre-positioning of Reproductive Health kits for clinical response to sexual

violence at RHUs, District Hospitals and EVRMC.


DSWD UNFPA

Completed

Preposition of NFIs (such as Women Friendly Space Tents and kit, solar

radios with built-in flash lights, siren and emergency mobile phone

charging). (TBC depending on funding for pre-positioning)


DSWD UNFPA

July-Septermber

CHILD PROTECTION


Disseminate the National Child Friendly Space (CFS) Implementation Guidelines including the tools

NCPWG Core Group on CFS/DSWD

June 2014

Finalise the National Guidelines on Family Tracing and Reunification (FTR) Implementation

DSWD June 2014

Conduct training in Child Protection in Emergencies & CP Cluster Coordination

CWC, DSWD and UNICEF

June-July 2014

Disseminate the TORs of the National CPWG and Regional CPWGs NCPWG, DSWD July 2014

Conduct of Orientation / Discussion on IASC MHPSS Guidelines and Minimum Standards on Child Protection

DOH-NCMH DSWD

July 2014

Conduct of Psychological First Aid (PFA) Training CWC and UNICEF July 2014

Conduct of IASC MHPSS Orientation Workshop CWC and UNICEF August 2014

Capability building activity on FTR / Monitoring and Reporting System UNICEF and DSWD August 2014


Staff/personnel, Material (e.g. contingency stocks), Financial (MLGUs will use the allocated 5% disaster contingency budget)

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Annex II- Standard Operating Procedures

Standard Operating Procedures (SOP) In the event of a natural disaster in Eastern Visayas (region 8), Philippines

July 2014

INTRODUCTION

These Standard Operating Procedures (SOPs) serve as tool for coordinating multi-sectoral response in the event of a disaster described in the region 8 Contingency plan. They will be used in the following situations;

Of natural disaster that causes typhoon, storm surge, floods and landslides,

where the humanitarian community itself is not affected or impacted by the disaster, which would require pre-relocation of staff to a safer place, and;

where the existing in-region capacity is considered adequate and appropriate to respond effectively,

The purpose of these SOPs is to reduce the response time and create efficiency and effectiveness with a clear set of instructions, for everyone involved in responding to the disaster. The SOPs will guide the respective agencies and individuals in terms of roles & responsibilities in their specific key performance areas.

SECTION 1: GENERAL COORDINATION ARRANGEMENTS

Led by OCHA, under the overall guidance of the HC/RC and HCT in Manila, the regional level Humanitarian Team composed of UN agencies, NGOs and the Red Cross movement is in place and will be used to coordinate the response. In addition, 7 clusters namely CCCM, Education, FSAC, Health, Protection, WASH and Shelter are in place and will be used to support a coordinated response.

On the Government side, the Office of Civil Defence (OCD) remains the main counterpart for regional level coordination of Humanitarian assistance. OCHA will coordinate directly with OCD while clusters will mostly work with DSWD and other relevant line Departments which lead clusters. It circumstances require, the humanitarian partners will liaise directly with the LGUs.

SECTION 2: WHEN A DISASTER STRIKES

Triggers

The trigger for activating the Contingency plan will be a request from the Government at any level and the number of affected reaching 10,000 households (50,000 individuals) in close proximity of each other. This will be done in consultation and agreement of HC/RC and Manila based HCT.

Communication procedures

Regardless of how information is relayed to the humanitarian community from the Government or the National Red Cross Society, the following procedures will be applied (regardless of who and how many are involved in the emergency response) under the overall guidance of the HC/RC and the HCT:

1. The agency (or agencies if more than one is contacted) that first receives information of a disaster, immediately informs the OCHA Regional Head of Office.

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2. The OCHA head of Office consults the lead agencies and cluster co-leads to decide on the next steps and if deemed necessary, convene regional humanitarian team for further coordination, strategy setting and information sharing,

3. The regional humanitarian team will assess the information available, establish the scope of possible consequences, and decide on the next steps and actions, including when and how to conduct a joint rapid assessment

4. All information shared by respective agencies will be managed, consolidated and systematized (i.e. identify gaps and inconsistencies in the information available) by OCHA.

5. The decisions of the regional humanitarian team will be shared with Manila for information, support and further action as deemed necessary.

SECTION 3: ROLES AND RESPONSIBILITIES

The OCHA Head of Sub Office

Under the overall guidance of the HC/RC and the HCT, will be responsible for the overall coordination of the emergency response from all non- governmental partners, coordination with the Government through the OCD and the wider humanitarian community (ICRC/IFRC/INGOS/NGOs) as well as leading the advocacy efforts with relevant parties for application of the humanitarian principles (including on access to affected areas and people).

The OCHA head of Sub Office will use existing coordination meetings and structures and/or suggest creation of any additional coordination mechanisms as necessary. OCHA will also coordinate any necessary assessments, joint resource mobilisation (Flash Appeals and CERF applications5), provide Information Management (IM) services and produce joint situation reports.

The Regional Humanitarian Team

The group is composed of UN agencies, NGOs, the Red Cross Movement and the cluster co-leads. At the first meeting convened after the disaster, and under the overall guidance of the HC/RC and the HCT, the meeting will focus on the following issues on the agenda:

Agree on which clusters should be activated,

Agree on liaison and coordination arrangements with the Government,

Decide on joint needs assessment (framework and participation),

Share updated information on contingency stocks,

Nominate an information focal point from each cluster activated (this is under the responsibility of the cluster leads),

Formulate key messages (as guidance for the agencies in their communication with the wider international community),

Clarify roles & responsibilities including those of agencies based on capacity and presence as needed and agree on next steps,

The venue of the Meeting will be either OCHA office or an alternative location communicated by OCHA.

5 While all humanitarian agencies can participate in a Flash Appeal, only UN agencies can receive funds from the Central Emergency

Response Fund (CERF)

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The cluster co- leads

Under the overall guidance of the HC/RC and HCT, cluster co-leads are responsible for the

operational coordination at the intra-cluster level, which entails among other things:

Convene sectoral meetings; prepare and disseminate meeting minutes;

Lead sectoral needs assessments and analysis;

Coordinate sectoral response plans of all actors and interactions with national partners;

Facilitate sectoral monitoring and reporting;

Promote information sharing within the cluster and with other clusters;

Generate and maintain cluster specific information (e.g. contact lists, datasets, needs/gap analysis, policy or technical guidance, etc.).

Each cluster will identify an information focal point that is responsible for providing all relevant

information in a timely manner. This information will form the basis for the compilation of

situation reports, development of Who, What and Where (3xW), mapping and other information

services that are necessary to ensure effective coordination. Depending on which clusters are

relevant to the emergency at this initial phase. The initial information that will be required as

part of the Joint assessment will include:

Areas that are affected,

Number and kind of people affected (disaggregated by sex and age), including number of casualties and injuries,

Extent of Displacement,

Details of needs,

Details of responses by agency,

Gaps in assistance,

Operational constraints (e.g. access),

Financial requirements to fill in the identified gaps

Others as necessary.

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Annex III - Initial Rapid Assessment Form

1. Assessment team information

1.1 Organizations participating:

1.4 Date(s) of assessment

(DD-MM-YYYY):

___________________

1.2 Name of team leader: 1.5 Contact Details:

1.3 Type of disaster: 1.6 Date of the event (started):

2. Geographic information

2.1 Province: 2.4 Municipality/City:

2.2 Barangay: 2.5 GPS Coordinate (Decimal Degree):

2.3 Name/Position of Person interviewed: 2.6 Contact Details:

3. Demographic data

3.1 Total population of Barangay or location visited (Pre crisis ):

3.2 Current total affected population

3.1.1Families 3.1.2Women 3.1.3Pregnant

Women

3.1.4Men 3.1.5Persons

with

Disability

3.1.6Children (under 18)

Girl Boy Total

Under

5

5-12

13-17

3.3 Are IDPs present? Yes No If yes, number of IDPs staying in:

3.4 Inside Designated Evacuation Centers

3.5 Outside Designated Evacuation Centers

3.5.1 Other Public buildings 3.5.2 Host families

3.4.1Families:

3.4.2Individuals: Families: Individuals: Families: Individuals:

RAPID NEEDS ASSESSMENT Natural Disaster Scenario (72 Hours)

59 | P a g e

3.6 Total number dead 3.7 Total number missing 3.8 Total Number injured

3.6.1 Male 3.6.2 Female 3.7.1 Male 3.7.2 Female

3.8.1 Male 3.8.2 Female

4. Relief Effort /Assistance

4.1 Has the community received any assistance? Yes No

if yes, Kind of assistance provided

4.2 Item

Blankets

Cooking Utensils

Clothes

Food

Hygiene Kit(s)

Medicine

Mosquito Nets

Tents

Water

Water Kit(s)

Voucher/Cash

Plastic sheeting

Jerry cans

Others

____________

4.3 When

provided (in

days)

____________

____________

____________

____________

____________

____________

____________

____________

____________

____________

____________

____________

____________

____________

4.4

Qty

____

____

____

____

____

____

____

____

____

____

____

____

____

____

4.5 Source

Gov’t NNGO INGO UN agencies PRC Church Private Entities














60 | P a g e

4.6 Has everybody been covered by the above assistance? Yes/No

If not, what’s the percentage of those in need of further assistance?

5. Shelter

5.1 Housing Damage

5.1.1 Number or Percentage of totally damaged houses

___________#

___________%

5.1.2 Number or Percentage of partially damaged houses (Walls, roof and column collapsed, hanging

wall etc.)

5.1.2.1Habitable 5.1.2.2Inhabitable

_____#______% _____#______%

6. Food Security

6.1 Do people have access to food in their current location? Yes No

6.2 What are the main sources of food in the area? Household food stocks Household garden/farm

Local Market Humanitarian aid from the local government Humanitarian aid from the national government

Others: _________________________

6.3 What percentage of the households still has food stocks? 0% 25% 50% 75% 100%

6.4 How long are the available food stocks expected to last?

Less than a week 1 week 2 weeks 1 month or more

6.5 Do people still have access to the local market? Yes No

6.5.1 If NO, what are the reasons why people no longer have access to the local market?

No money to buy foods

Prices of commodities have increased

No available supplies of commodities

Market was destroyed/physically inaccessible

Others, specify: ____________

7. Water Supply

7.1 Availability of clean water for daily individual requirement ?: ____ Yes _____No

7.2 Alternate water source available? (can be made available for primary use) Yes No

61 | P a g e

7.3 Primary water source: (protected or safe)

Open Well

Bore hole /Hand pump

Stream/river

Storage/collection container

Piped water system

Others

7.5 Condition:

Working

Damaged (Repair required for minimum supply)

Contaminated (or at risk of contamination)

Destroyed

Water Turbid

7.4 Number of families in need of safe adequate water:

___________________

7.6 Do affected families have water containers with lid available

at HH level used for water storage? Yes ______ No_______

8. Sanitary Facilities

8.1 Affected population with access to functioning sanitary facilities(e.g. latrines): 0-24% 25-49% 50-74% 75- 100%

Facilities available for women/men? Yes No

8.2 Number of families in need of sanitation tools (brooms, pails etc):

__________

8.4 Number of families in need of hygiene kits __________

8.3 Adequate personal hygiene supplies available (soap, sanitary

cloth/napkins) Yes No

8.5 What is the level of knowledge of hygiene practices?:

Very Good Good Fair Poor Very poor

8.6 Are provisions and facilities for water and sanitation available in the evacuation centers/community shelters? Yes No

9. Health

9.1 Main health concerns:

Diarrhea Infections

Vomiting Dehydration

Respiratory Others ____________

Trauma

9.2 Availability of medicines/medical supplies:

Adequate

Basic

Inadequate

9.3 Functioning health facilities:

Barangay Health station without Doctor Hospital Birthing facility

Barangay Health station Care with Doctor None

62 | P a g e

9.4 Availability of essential drugs/medicines/medical supplies in health facilities

adequate 3 days 1 week 2 weeks 3 weeks 1month inadequate

10. Nutrition

10.1 Is there information on infants that are exclusively breastfed? Yes No If yes, what percentage of infants are estimated to be

breastfed exclusively?: ___________

10.2 Have infant milk products (e.g. milk formulas) and/or baby bottles/teats been distributed since the emergency\disaster?

Yes No

If yes, by whom? ___________________________

10.3 What percentage of infants in the area are formula fed\formula dependent?

None <10% 10-25% >25% Do not know

10.4 Is there any functional existing capacities and activities on the following Programs?

Vitamin A capsule supplementation for children 6-59 months: No Yes

Iron-Folic Acid tablet distribution for pregnant and lactating women: : No Yes

Multiple Micronutrient Powders/Iron Syrup/Iron Drops for children 6-23 months of age: : No Yes

Management of children with moderate and severe acute malnutrition: No Yes

11. Protection

11.1 Which of the following problems are considered the most severe since the emergency? (Please rank the top 3 (1st, 2nd and 3rd) and put a

4 in all other problems that are present, but are not a top 3 priority.

11.1a Access to humanitarian

assistance

11.1f Lacks of income

generating activities

11.1k.Arbitrary arrest /

detention

11.1p Separated families

11.1b Access to information 11.1g Breakdown of law and

order 11.1l Enforced disappearance

11.1q Psychological trauma

11.1c Access to basic facilities

11.1h Armed violence

against

civilians

11.1m Child labour

11.1r Housing, land and

property

(eviction, dispute, loss of crops)

11.1d Lack of documentation

11.1i Insecurity between

armed

groups

11.1n Recruitment of children

into armed groups

11.1s Don’t know

11.1e Lack of arrangement of

burials

11.1j Tension between host

and displaced population

11.1o Physical and sexual

violence

11.1s Others, specify;

11.2 Are there specific groups of people who are particularly facing more problems than the rest of the population at this time?

(Tick top 3 from responses highlighted in bold. If Persons with Specific Needs is selected, tick top 3)

63 | P a g e

Women Girls Boys Men Elderly Indigenous people Persons with Access Card

Persons with Specific Needs (if selected, tick top 3 below)

Person / child with disability Unaccompanied Children Female-Headed

Household

Elderly-Headed

Household

Don’t know

Single person with disability Separated Children Pregnant and Lactating Solo Parent Others, specify

Chronically-ill Person Child-Headed Household Single elderly GBV Survivors

12. Emergency Education

12.1 How many children/teaching personnel were affected by the disaster and resulting suspension of classes?

1a.Pre-school children (3-4 yrs): 0% 25% 50% 75% 100%

1b.Elementary School-children (5-2 yrs): 0% 25% 50% 75% 100%

1c.Senior School-children (13-17 yrs): 0% 25% 50% 75% 100%

1d.Day care workers: 0% 25% 50% 75% 100%

1e.Teachers: 0% 25% 50% 75% 100%

12.2 When will classes resume? In less than a week after more than week? Indefinitely

12.3 No. of Schools being used as evacuation centers: ____________

12.4 No. of children staying in the evacuation centers. _________ Under 5 yrs. _________ 5-12 yrs. _________13-17 yrs

12.5 No of children staying in host families

12.5 Number or Percentage of totally damaged schools # __________________________

%__________________________

12.6 Number or Percentage of totally/partially damaged schools (Walls, roof and column collapsed, hanging wall etc.)

Usable: #______________ Unusable: # ________________

% ______________ %________________

12.7 What are the most urgent educational needs right now in the area? Check which ones apply:

Identify location for classes Replacing children’s school supplies Water & sanitation at learning sites

Repair of damaged buildings Replacing teaching supplies/kits Others, (specify)________________________

Replacing educational materials Integrate affected children to other schools _________________________

64 | P a g e

13. Emergency Telecoms

13.1 Has telecommunication services been disrupted/damaged in the area? Yes No

If yes, expected time/day/week to restore? ______________

13.2 Is landline telephone working in the area?

Yes No

If not, expected time/day/week to restore? ______

Any nearest Radio - Telcom mast?

Yes No

13.3 Is there

internet

services?

Yes/No

13.4 Is there mobile phone and signal from the Telecoms

company?

Smart Smart Bro

Globe Globe Tattoo

Sun Sun Broadband

14. Access

14.1 Accessibility by road: No By: Car 4WD 6-10 Wheeler Trucks Motorcycle

14.2 By Sea: Boat Access to Airport

14.3 Travel time to affected area from base of operation:

14.4 Best estimate (in number of days) when earliest the transport infrastructure can be recovered near to pre-disaster level.

Roads ____________days

Sea port ____________days

Air-transporter ____________days

Repair bridges ____________days

Other: ____________________________

Agency IOM UNICEF UNHCR UNDP UNFPA WFP Phil. Red Cross IFRC CRS ADRA WHO Save the Children Plan OXFAM WVI Childfund TOTAL Location Remarks

Contact Person Navidad Conrad Maulid Warfa Ronnel Villas Mishael Argonza Allan Mosqueda Warrell Eastwood Joshua Kyler Yvan Castro Ben Lane Joanna Watson

Gabriela "Abbi"

Ma. Ines Luz Renzo Benfatto

Contact Number 09088654543 09175060023 0917-6220021 09178803135 09202958551 09989606293 09175538389 09063182011 09285012064 09286325832 09173177783 (63 917) 539 6834

CCCM

shelter grade tarps with ropes 5,000 5,000

0

0

0

Education

Youth reporters kit 32 kits 32 kits

ECCD Day Care School kit 1950 kits 1950 kits

Kinder School kit 140 kits 140 kits

ECCD Teachers kit 9 kits 9 kits

BTS Teachers kit 2 kits 2 kits

Kinder Teachers kit 85 kits 85 kits

School Supply (NBS) kit 59 kits 59 kits

Volunteer kits 137 kits 137 kits

Tent, light weight rectangular, 72m2 21 sets 21 sets Tacloban

School-in-a-cartoon, 40 students 183 cartoons 183 cartoons

Food Security and Agriculture

Rice 1,000metric tons 300 sacks

20,300 sacks

(50kls/sack) Any NHA warehouse in Region 8

WFP can access rice at any NHA

warehouse anytime

0

0

0

0

0

Health

IEHK (400-500 items) 1 box 4 kits 5 kits

IE Diarrhoel disease kits 2 sets 3 kits 5 kits

Body bags 1,000 bags 1,000 bags

Infant kits 2136 kits 2,136 kits

Eco bags 90 bags 90 bags

Mosquito nets 4705 pcs 4,705 pcs

Reproductive health kits (1-5) 5 kits 5 kits Leyte (UNFPA)

For 10000 people X 5 = 50000

people (UNFPA);

Reproductive health kits (6-10) 2 kits 2 kits Leyte (UNFPA)

For 30000 people X 2 = 600000

people (UNFPA);

Reproductive health kits (11) 1 kit 1 kit Leyte (UNFPA) For 150,000 people (UNFPA);

Dignity kits 3250 kits 3250 kits Leyte (UNFPA)

6.5% (3250) of the 50000 people

are pregnant and lactating

women (UNFPA);

Emergency maternity unit 1 unit 1 unit DOH 8 (UNFPA)

To be handed over to DOH

(UNFPA);

Maternity tents 14 units 14 units DOH 8 (UNFPA)

Pre-positioned at DOH 8

(UNFPA);

Maternity tent equipment 1 unit 1 unit DOH 8 (UNFPA)


(UNFPA);

Generators for maternity tents 14 units 14 units DOH 8 (UNFPA)


(UNFPA);

RH kit2 10 kits 10 kits DOH 8 (UNFPA)


(UNFPA);

Van ambulance 4 units 4 units

EVRMC, LPH, CHO-Tacloban

(UNFPA);

Handed over to recipients

(UNFPA);

Tricycle ambulance 8 units 8 units

Tacloba, Ormoc, Dulag, Tolosa,

Tanauan, Palo, Alangalang,

Kanangga (UNFPA);

Handed over to recipients

(UNFPA);

Youth friendly space 8 units 8 units

Tacloba, Ormoc, Dulag, Tolosa,

Tanauan, Palo, Alangalang,

Kanangga (UNFPA);

Set-up in municipalities/cities

(UNFPA);

Medical missions 35 missions 35 missions Leyte (UNFPA);

For 10000 families (50000

individuals) affected, it is

expected that 6.5% (3250) of the

population are pregnant and

lactating women. The RHMM

can attend to 100 clients per

mission (UNFPA);

Hygiene kits 1000 kits 1,000 kits Leyte (UNFPA);

2% (1000) of the 50000 people

are women aged 15-19 years old

(UNFPA);

Gloves 100 boxes 100 boxes Tacloban WH (UNICEF);

Sod.lact.comp.inj 1000ml w/g.set 35 boxes 35 boxes Tacloban WH (UNICEF);

Sterlization kits 1 set 1 set Tacloban WH (UNICEF);

Amoxixillin, oral suspension (125mg/5ml/bot-100ml 298 boxes 298 boxes Tacloban WH (UNICEF);

New form oral reh.salts, 1Ls/CAR-10x100 534 boxes 534 boxes Tacloban WH (UNICEF);

Tents, rectangular (42m2) 28 sets 28 sets

Logistics

0

0

0

0

0

Common resources for Eastern Visayas Emergency Response

65 | P a g e

Annex IV - Capacity Matrix



Gabriela "Abbi"


Contact Number 09088654543 09175060023 0917-6220021 09178803135 09202958551 09989606293 09175538389 09063182011 09285012064 09286325832 09173177783 (63 917) 539 6834


Nutrition

Vitamin A capsules 0 0

Multiple micronutrient powders 30 cartons 30 cartons

Iron folic acid (60+0.4mg tab) 2 0 2

ReSoMal, 42g sachet for 1 litre 5 0 5

MUAC Tapes (child) 43 133 143

MUAC tapes (adult) 39 39

Scale adult, metric 6-180kg 39 39

Scale, infant, beamtype, 16kg x 10g 36 36

Scale, infant, springtype, 25kg x 100g 78 78

Weight for height reference table 14 14

Height Board 80 80

Ready-to-Use Therapeutic Food (RUTF) 281 356 Cartons 637

Ready-to-Use Supplementary Food (RUSF)

Amoxicillin (powder/oral suspension 125mg/5ml/BOT

100ml 378119 bot

497

Mebendazole 48 48

Breastfeeding BAG with basic items 1295 1,295

Mother Baby Friendly Tents 42m2 (with floor) 24 24

Mother Baby Friendly Tents 42m2 (without floor) 5 5

F75

F100

Nutrition surveillance tools/forms (IYCF and CMAM) enough forms

enough forms

Breast feeding flipchart 117 11 128

breast feeding posters 870 5 875

Protection

Women-Friendly space

(?)Women-

Friendly Space 0

WFS kits

Solar radio (?)Solar radio 0

Emergency lights/Solar lanterns 2,000 units

Solar lanterns for procurement

(IOM)

Child-centered/friendly spaces and kits 8 sets 8 sets

Municipalities of Tacloban, Palo,

Tolosa,Ormoc

Material prepositioned with

MDRRMC, LGU trained

Shelter

Tarpaulins (standard 4x4m) 10,000 10,000 Cebu and Davao (CRS)

Tarpaulins (6x4) 9,000 10,000 1,000 20,000

Plastic Sheeting (rolls)

Shelter kits 10,000 10,000 Cebu and Davao (CRS)

Shelter Tool kits 1,272 873 2,145

Floor mat/rope/nails - (part of a shelter kit) 3905 3905

Tarpauline with rope (shelter kit) 956 956

CGI Sheets (part of shelter kit) 18874 18874

0

Tents

Tents 4 person 0

Tents 8 person 0

No. of complete NFI Kits

Kitchen kits 11522 kits 11522 kits

water kits 28 kits 28 kits

blankets 502 pcs 502 pcs

Blanket, kitchen sets and mats

3,000 kits (for

procurement) 5,000 kits 8,000 kits Cebu and Davao (CRS)

WASH Items

Family Hygiene Kits (Standard) 5,000 WASH kits 1,000 kits 23 Kit 6,000 kits Cebu and Davao (CRS)

Replenishment Hygiene Kits (Standard) 0

Family Water Kits (Standard) 1,000 jerry cans 0 10,000 jerry cans 11,000 jerry cans

HyperSol/Aqua tab (HH for 1 month); water purifier

(NaDCC) 33mg tabs/PAC-50 9,000 PAC 1M aquatabs

2000 HHs for 1

months supply 431 bottles

1 million aquatabs,

431 bottles hyposol,

9,000PAC Tacloban (CRS)

Water Bladders (Total L capacity) 11 TBT 10 M3 5 Water Bladder 5 water bladders

Tap Stands 11 Unit

20 Bladders &

tapstands

20 water bladders &

tap stands

T11 / T45 / T90 (No.) 0

Water Trucking Capacity ( LTA with tankering company) 0

Water Treatment Units (number and capacity m3/day) 0

Water Pumps (No & capacity) 6

Generators (No & capacity)

1 unit with

capacity 3 KVA

Emergency Latrine Slabs / Toilet Bowls (No.) 0

Tarpaulins 0

LTAs with local suppliers for water and sanitation

materials 0

Desludging Capacity ( Will Fund/Long Term Agreement

in place) 0 0

Sludge Pumps (No & capacity) 0 0

Portalets (LTA in place) 0

Hygiene in Emergencies IEC materials (local languages

printed and ready to use) 0 0

Latrine cleaning kits 2310 kits 2,310 kits

Peepoo bags

for 2,500

families/3months) 8,500 bags 11,000 bags Manila (CRS)

Squat plates 300 Squat plates 300 Squat plates

Water tanks (5,000L) 14 Water Tanks 14 Water Tanks

Water tanks (10,000L) 12 Water Tanks 12 Water Tanks

Water treatment (Solvatten) 87 units 87 units

16 ltr bucket with lid, soap bar + 01 (water testing kit)

500 (16 ltr bucket

with lid) + 500

(soap bar @

80grms - Lifebuoy)

+ 01 (water testing

kit)

500 buckets with

soap

Planned pre-

positioned stocks

are still under

process.



Gabriela "Abbi"


Contact Number 09088654543 09175060023 0917-6220021 09178803135 09202958551 09989606293 09175538389 09063182011 09285012064 09286325832 09173177783 (63 917) 539 6834


Food Items

high-energy biscuits (for inventory) (for inventory)

salt, sugar and oil pack 298 packs 298 packs

Mongo beans (25kg) 139 sacks 139 sacks

MRE sachet (Nov14 exp) 15,600 MRE 15,600 MRE

MRE sachet (Dec14 exp) 12,875 MRE 12,875 MRE

0

0

Health

0

0

0

0

0

0

contingency plan - HumanitarianResponse

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