CONTINGENCY PLAN - WHO

CONTINGENCY PLANIndonesia: Earthquake

LAO PDR

VIETNAM

CAMBODIA

MYANMAR

THAILAND

PHILIPPINES

BRUNEI - DARUSSALAM

MALAYSIA

SINGAPORE

Bandar Seri Begawan

Jakarta

Singapore

Phnom Penh

Bangkok

Vientiane

Hanoi

Naypidaw

Kuala Lumpur

Manila

LegendASEAN capital cityIndonesia Province BoundariesASEAN Country

INDONESIADKI Jakarta

West Java

Banten Central Java East

JavaBali

Aceh

North Sumatra

WestSumatra

Bengkulu

Riau

Jambi

South Sumatra

BangkaBelitung Islands

Lampung

Riau Islands

SouthKalimantan

EastKalimantan

CentralKalimantan

WestKalimantan

West Nusa Tenggara

EastNusa

Tenggara

NorthKalimantan

SouthSulawesi

NorthSulawesi

CentralSulawesi

Gorontalo

Maluku

NorthMaluku

WestPapua

PapuaSoutheastSulawesi

Prepared by The Humanitarian Country Team

Table of ContentsBACKGROUND & RATIONALE.............................................................................1

DISASTER IMPACT MODEL.................................................................................3

1. Summary of Risk ................................................................................3

2. Humanitarian Consequences................................................................6

NEEDS ANALYSIS................................................................................................7

1. Community Perceptions........................................................................7

2. Analysis of Needs and Key Immediate Needs (KIN)...........................10

RESPONSE CAPACITY ANALYSIS......................................................................18

1. Sector/Cluster Response Capacity.....................................................18

2. Response Modalities...........................................................................24

COORDINATION AND MANAGEMENT ARRANGEMENTS..................................27

1. Coordination with Government/Civil Society and National NGOs/Donors............................................27

2. HCT Coordination................................................................................28

3. Humanitarian Civil-Military Coordination..........................................31

4. Private Sector......................................................................................32

5. Operational support............................................................................32

PLANNING AND ADVOCACY..............................................................................35

ANNEXES.........................................................................................................36

List of Abbreviations

AHA Centre ASEAN Coordinating Centre For Humanitarian Assistance on Disaster ManagementAJDRP ASEAN Joint Disaster Response Plan ARDEX ASEAN Regional Disaster Emergency Response Simulation ExerciseASEAN Association of South-east Asian Nations BAPPEDA Badan Perencanaan Pembangunan Daerah (Development Planning Agency at sub-

national level)BASARNAS Badan SAR Nasional (National Search and Rescue Agency of the Republic of

Indonesia) BMKG Badan Meteorologi, Klimatologi dan Geofisika (Meteorology, Climatology and

Geophysics Agency of the Republic of IndonesiaBNPB Badan Nasional Penanggulangan Bencana (National Disaster Management Agency

of the Republic of Indonesia)BPBD Badan Penanggulangan Bencana Daerah (Disaster Management Agency at sub-

national level) BPS Badan Pusat Statistik (Statistics Agency of the Republic of Indonesia)CCCM Camp Coordination and Camp Management ClusterCERF Central Emergency Response FundCIQ Customs, immigration, and quarantineCFS Child Friendly SpacesCPWG Contingency Planning Working GroupDIM Disaster Impact ModelDRTF Disaster Response Task ForcesEMT Emergency Medical TeamERAT Emergency Response and Assessment Team of ASEANERC Emergency Relief CoordinatorERP Emergency Response Preparedness Guidance 2015 (issued by the IASC)GDACS Global Disaster Alert and Coordination SystemHCT Humanitarian Country TeamHOT Humanitarian OpenStreetMap TeamHCT Humanitarian Country Team IASC Inter-Agency Standing Committee IDPs Internally Displaced PersonsIFRC International Federation of Red Cross and Red Crescent Societies IM Information ManagementINEE Inter-Agency Network for Education in EmergenciesINSARAG International Search and Rescue Advisory Group IOM United Nations Migration Agency (formerly International Organisation for Migration)JOCCA Joint Operations and Coordination Centre of ASEANKIN Key Immediate Needs

MISP Minimum Initial Service PackagesMNCC Multi-National Coordination CentreMOH Ministry of Health of the Republic of IndonesiaMOSA Ministry of Social Affairs of the Republic of Indonesia MOSS Minimum Operating Security StandardsNDRF National Disaster Response Framework NFIs Non-Food ItemsNGO Non-Governmental Organisation OCHA United Nations Office for the Coordination of Humanitarian Affairs PLJ Pulse Lab JakartaPMI Palang Merah Indonesia (Indonesian Red Cross)RC Resident CoordinatorRFA Requests for AssistanceRFL Restoration of family linksTNI Tentara Nasional Indonesia (National Armed Forces of the Republic of Indonesia)UN-CMCoord United Nations Civil-Military Coordination UNCG United Nations Communications GroupUNDAC United Nations Disaster Assessment and CoordinationUNDP United Nations Development ProgrammeUNDSS United Nations Department of Safety and SecurityUNHAS United Nations Humanitarian Air ServiceUNHCR United Nations High Commissioner for RefugeesUNICEF United Nations Children’s Fund UNPDF United Nations Partnership Development FrameworkUSAR Urban Search and RescueV-OSOCC Virtual On-Site Operations Coordination CentreWASH Water Sanitation and HygieneWFP World Food ProgrammeWHO World Health Organisation

INDONESIA CONTINGENCY PLAN

1

BACKGROUND & RATIONALEThe continuously increasing capacity of the Government of Indonesia on preparing for, responding to and recovering from natural disasters in recent years has changed the nature and potential added value of international humanitarian assistance. An Emergency Response Preparedness (ERP) review of the existing state of disaster preparedness in Indonesia, undertaken in 2016, identified the scenarios in which international assistance may be accepted by Indonesia, with the conclusion that acceptance is more likely in a supporting capacity to government-led response to large-scale disasters, with high impact on multiple countries interests, and where national response and coordination mechanisms remain functional.

Following the recommendations from the review, the Humanitarian Country Team (HCT) in Indonesia reviewed its contingency planning arrangements, making use of the so-called RAPID Response Approach to Disasters in Asia-Pacific (RAPID). Adapted from the Inter-Agency Standing Committee’s (IASC) 2015 Emergency Response Preparedness Guidance, the RAPID approach ensures recognition of the fact that national preparedness response is placed front and centre, with the international humanitarian community playing an augmenting role.

In order to align with the analysis provided in the 2016 review with regard to the potential for Indonesia to accept an offer of international assistance in the event of a major disaster, the HCT agreed to review its existing preparedness capacity around a theoretical scenario involving an earthquake striking Jakarta Province. The primary focus of the Contingency Planing process is to ensure that the HCT’s systems are working properly; the scenario is designed purely as a basis upon which to analyse where and how the HCT would be able to rapidly augment national capacity. As in all planning processes, certain assumptions have been required and thus the ensuing disaster impact model should be seen only as a planning support tool.

The contingency planning process benefitted from being undertaken at the same time that the Government of Indonesia, working with support from the Government of New Zealand, undertook the elaboration of the National Disaster Response Framework (NDRF), which aims at clarifying roles, responsibilities and accountabilities of all related Government insitutions and stakeholders in disaster response. Furthermore, the process was

[January 2018]


2

designed to be symbiotic with disaster response planning of the Association of Southeast Asian Nations (ASEAN) under the ASEAN Joint Disaster Response Plan (AJDRP) for Indonesia.

The Indonesia HCT is well aware that, during the development of this contingency plan, the Government was about to prepare another scenario for the upcoming ASEAN Regional Disaster Emergency Response Simulation Exercise (ARDEX 2018). It was agreed with the National Agency for Disaster Management (Badan Nasional Penanggulangan Bencana – BNPB) that the HCT would continue to use the current scenario to ensure that refined procedures for collective HCT response are developed in support of Government-led response actions. It is expected that these developed procedures will be tested through HCT participation in ARDEX preparation and exercise. The tentative ARDEX 2018 scenario is comparable in term of the affected population and caseloads. For this contingency plan:

• A Disaster Impact Model (DIM) was developed that provides an overall assessment of the projected disaster impact, based on available data sets. The outputs are an estimate of the areas where the impact of the disaster is likely to be more severe, the total number of people affected by the disaster and, based on vulnerability criteria analysis, an estimate for the overall number of people in need.

• Building on the scenario, a series of analyses took place to identify prioritized humanitarian needs and where assistance would have the greatest life-saving and life-sustaining impact.

• Community perceptions were assessed through a pre-crisis community perception exercise, which included insight studies, interviews and group discussions on their immediate needs.

• Building on the results from the pre-crisis community perception exercise, a needs analysis was performed to obtain a clearer picture of prioritized humanitarian gaps. The needs analysis was accomplished by reviewing the results of contingency planning workshops, discussing further with HCT’s Contingency Planning Working Group (CPWG) members and extracting relevant historical data and information from previous disaster responses in Indonesia.

• Phased assistance requirements were decided on the basis of an understanding that international assistance would likely only be useful in the very initial stages of the response, given national capacity and resilience, and related robust mobilization of assistance from within the country.

• Finally, the response capacity analysis highlights the need to deliver a combination of humanitarian assistance to targeted vulnerable groups to achieve the greatest impact, as well as to provide specific technical assistance to Government and national counterparts to enhance quality of response.


3

DISASTER IMPACT MODEL

1. Summary of RiskThe 2016 Indonesia Emergency Response Preparedness (ERP) report suggested three key variables that would impact on the extent to which the Government of Indonesia may be prepared to accept offers of international assistance:

1. The scale and impact of a disaster event.

2. The extent to which other countries national interests were impacted.

3. The extent to which national and sub-national response and coordination mechanisms were impacted.

This analysis leads to three broad categories under which international response and coordination mechanisms may need to function.

Category A

Key VariablesDisaster(s) of almost any scale where primarily only national interests are impacted. National response and coordination mechanisms are still capable of adequately addressing urgent humanitarian needs.

Probable coordination mechanisms

• National coordination by BNPB/BPBD and National Clusters supported by international cluster leads as requested

Potential International assistance

• International assistance by existing actors in country welcomed but not requested

• Specific targeted assistance may be requested

Category B

Key VariablesLarge scale disaster(s) where multiple countries interests are deeply impacted, but national response and coordination mechanisms are still functional and responding to needs.


• Joint coordination • Large scale consular

assistance requiring coordination


• Wide variety of international assistance by a broad range of actors depending on nature and location of disaster

Scenario C

Key Variables

Large scale disaster(s) where national response and coordination mechanisms have been heavily impacted and/or are temporarily in need of international backup to adequately address humanitarian needs and external offers of assistance.


• IASC cluster coordination• Large scale Civ-Mil

coordination• Rapid hand over to joint

coordination and then National coordination


• International assistance by a wide range of actors

• Likely to involve high level civ-mil assistance


4

Considering the recommendations from the 2016 ERP report, and the potential added value of international humanitarian assistance, a scenario within Category B was developed, based on the agreed disaster categorisation between the Government and the HCT – a large-scale disaster where other countries’ interests are deeply affected but where national response mechanisms remain functional. Based on this the developed scenario describes the situation in Jakarta following an earthquake of 7.8M earthquake impacting Banten, West Java and Sumatra with the epicentre in the Sunda Strait. The magnitude of the earthquake severely affected other countries interests in those areas, triggerring provisions of relief assistance, which requires joint coordination between national and international actors. In this scenario, the IASC cluster coordination mechanism has been adapted to ensure optimal engagement with national coordination arrangements.

Please see Annex II for the detailed Disaster Impact Model


5

SCENARIO

Affected area(s) Java and Sumatra. However, this plan is focusing on Jakarta.

Deaths Within first 24 hours, approximately 10,000 deaths are reported with a substantial number of missing people is reported.

Injured 60,000 seriously injured and 200,000 lightly injured people

Temporary Displaced 9,600,000 people, with the following breakdown:

From the displaced population, around 2.5 million people are considered in need of prioritized assistance due to factors including vulnerability and poverty.

Planning assumptions 1. Government leadership remains intact and able to manage the overall situation.

2. Coordination will be challenging, especially in the early days of the response. Between 10 and 20 percent of civil servants cannot perform their tasks in the first two weeks as they are either directly affected or meeting their families’ needs.

3. Electricity is cut off and telecommunications networks (both landline and mobile) are down, but will recover within two weeks.

4. Large scale oil and chemical spills and ensuing fires are expected. Fuel supply within the province confines is disrupted for the first week although supply from outside for aid logistics should continue.

5. Halim Perdana Kusuma International Airport is operational, but is rapidly congested due to high demand. Soekarno-Hatta International Airport runways are damaged, with a few days required to evaluate the condition and make repairs.

6. The northern roadway and railway from Semarang to Jakarta and Banten remain functional.

7. Tanjung Priok Seaport is damaged and will require a few weeks to re-establish operations.

8. HCT leadership and constituents are not directly affected by the disaster, however their operational functions are hampered by disrupted general services and injuries of some staff members as well as the constraints outlined above.

9. The HCT examined other related risks to Jakarta (such as flooding, which would be highly likely in this situation) in addition to the earthquake; however, with the available resources it was decided to focus on a single hazard scenario for this Contingency Plan.

Administrative district Female Male

Central Jakarta 448,000 456,000

West Jakarta 1,118,000 1,164,000

North Jakarta 821,000 825,000

South Jakarta 1,019,000 1,044,000

East Jakarta 1,322,000 1,372,000


6

2. Humanitarian Consequences• With an assumed 45,000 affected foreigners in Jakarta, as well as pre-existing political and economic

relationships, it is recognised that other countries would be under considerable domestic pressure to be proactive in offering to assist in disaster response, starting with support for urban search and rescue activities.

• Damage can be expected to poorly or moderately built structures, including more than 1,100 hospitals and other health facilities, and more than 4,100 schools and other educational structures.

• Medical supplies and capacity would be depleted very quickly.

• The earthquake would have a vast impact, with an estimated 1.6 million houses and other buildings being exposed to the earthquake.

• A significant percentage of the displaced population would likely move out of Jakarta and live temporarily with families and friends, while those remaining would stay close to their homes.

• Destruction or serious damage to multistorey residential buildings will be severe, although it is not possible to know the estimated percentage of damaged high-rise buildings. A number of buildings will have collapsed while many others will instantly become uninhabitable due to damaged stairwells and lifts, as well as damaged water, electricity or sewerage utilities. Assisting residents of multi-occupancy and multipurpose buildings will be a unique challenge in a disaster of this type, taking place in an urban area, since the Government and other responders do not have prior experience of this type of disaster.

• Large numbers of citizens will be sleeping on roads and sports fields, and most of them will be afraid to live inside for the first few weeks. People will gather collectively wherever they can, close to government services or military premises to obtain basic assistance.

• Meeting immediate and ongoing needs for protection and basic life-saving and life-sustaining aid such as food, water and sanitation, and temporary shelter will be the primary requirements. Access to cash based transfer programmes would likely be required as soon as markets start to function.

• The earthquake would cause significant damage to infrastructure and facilities including bridges, roads and the large number of elevated roadways in and around Jakarta, as well as the urban drinking water and wastewater system, while train services would be serverely disrupted in Jakarta’s satellite cities.

• Massive quantities of debris would need to be removed to enable access; but considering the significance of this undertaking, it would take weeks to enable basic access to affected areas.

• Limited capacity of the telecommunications networks for several weeks will hamper affected people’s access to information and for officials and aid agencies to understand their concerns. However, the international and national presence of and access to social media will be a significant driving factor in scaling up the aid operation and will generate pressures on the Government and international partners to deliver assistance in a timely, effective and efficient manner.


7

NEEDS ANALYSIS

1. Community PerceptionsAn analysis of humanitarian needs against the disaster impact model is essential to better understand and validate collective assumptions of communities’ expected vulnerabilities, risks and capacities, as well as preferences around the type of assistance and how it is delivered.

In order to obtain a collective understanding of community perceptions of the needs of those affected by the earthquake, the Contingency Plan Working Group (CPWG) undertook pre-crisis community perception assessments through an insight study, key informant interviews and community group discussions.

Results from pre-crisis assessment are as follow:

a) Community-based organizations. The discussions revealed the existence of robust community organizations, such as PKK (Pembinaan Kesejahteraan Keluarga or Family Welfare Movement), Karang Taruna (social youth group), KSB (Kampung/Kelompok Siaga Bencana or Disaster Preparedness Village programme), and LMK (Lembaga Masyarakat Kelurahan or Village Community Institution). Based on disaster response experience, their capacities have not as yet been optimally factored into the Government’s disaster management system including the Incident Command System and village-level Contingency Planning.

b) Social cohesion. Hundreds of thousands of residents of apartment buildings in all their forms in Jakarta experience low social cohesion, and thus their capacity to recover from a disaster will also be lower. For those living in tightly-knit communities, social cohesion remains strong. As in all disasters, community members will be the first responders prior to the arrival of assistance and support from the Government and its domestic and, potentially, international partners. The analysis showed that the general population felt they had strong capability to manage the consequences of a large-scale disaster, and to support each other in as rapid as possible a return to normality by capitalizing on their cohesiveness. However, the outcome of the discussions emphasised the need for attention to be focused on the most vulnerable.

c) Vulnerable groups. The targeted communities have a reasonably high awareness of the needs of vulnerable groups. The analysis showed that special attention should be given by HCT members and partners to the following groupings and people who are assisting them:

The scenario was developed with the supports of the Indonesian

Meteorology, Climatology and Geophysics Agency (Badan

Meteorologi, Klimatologi dan Geofisika - BMKG) and the Australian

Government-managed DMInnovation who develop InaSAFE, a risk

mapping tool that produces realistic natural hazard impact scenarios

for better planning, preparedness and response activities. The tool

combines a hazard dataset with exposure dataset to produce an

impact assessment in the forms of maps, reports and a list of priority

response actions.

GOVERNMENT SUPPORT


8

i. persons with physical or mental disabilities,

ii. older persons,

iii. children especially under-five and those separated or unaccompanied,

iv. pre-adolescents, particularly female,

v. pregnant women,

vi. people with illnesses, and

vii. refugees and migrants who have language barriers and lack of integration within local communities.

These specific groups will likely require special attention for a longer period as they depend more on facilities to be restored.

d) Communication. Communities are inclined to accept and act upon information provided via formal government channels, together with its apparatus and volunteers. In addition, the Indonesian Red Cross (PMI), amateur radio associations (RAPI and ORARI), mass media and trusted NGOs are perceived as important for communication. As the community is able to articulate its needs to responders there is a commensurate expectation that humanitarian responders will speed up processes in providing humanitarian assistance. While the consultations did not indicate widespread trust in social media as a key informer in a post-disaster situation, the ubiquity of it means that people will inevitably make use of social media tools to a fairly significant extent. Disater response preparedness planning needs to take this phenomenon into account.

e) Data and Information. The community understands that they need to provide verified information on disaster impact and relief assistance requirements. They indicated ability and willingness to provide accurate post disaster information in their area to be utilized by the Government, as long as the communication channel is functioning. The sense of “helpless victim” was not present in the discussions; people clearly want to be fully engaged in the process of articulating needs and monitoring receipt of assistance.

f) Sectoral prioritization. Prioritized needs from community perceptions are categorized per Government operational task forces, as follow:

It is worth noting that the pre-crisis assessments were challenged by

presenting a scenario of an unprecedented devastating earthquake

in Jakarta. Community responses were largely influenced and driven

by intuitive feeling and prior experiences, mostly of flooding. In

addition, a cultural trend to think positively and imagine the best

has posed a difficulty to discuss or imagine catastrophic events,

particularly those beyond living experience in Indonesia.

PRE-CRISIS ASSESSMENT


9

0-14 days 15-30 days• Displacement needs, especially

camp management, ready to eat food, shelter, NFIs.

• Protection - including prevention and identification of separated/unaccompanied children, violence and exploitation, as well as support for all vulnerable groups .

• Displacement, with emphasis on available spaces for special needs, special food for particular population groups and delivery of foodstuffs.

• As part of protection work, psychosocial need is multiplying.

• Need for temporary shelter is emerging, with huge need for collective centres and mass camps.

• Environmental health and water and sanitation especially drinking water, washing needs, and sanitation.

• WASH, with similar needs in drinking water, washing, and sanitation.

• Medical and health services. • Continuation of health services and increase attention of health surveillance.

• Telecommunications need, as part of Public Works and Facilities.

• Education, Early Recovery and Public Work and Facilities needs are emerging, although they were also considered in 0-15 days.

Although the discussions with the community did not extensively explore the consequence of people living in high-rise building, urban SAR activities will be an unavoidable priority given the large number.


10

2. Analysis of Needs and Key Immediate Needs (KIN)Building on the results from the pre-crisis community perception exercise and the disaster impact model, a needs analysis was undertaken to better understand prioritized humanitarian gaps, based on the results of the contingency planning workshops, interviews with stakeholders and a desk-review of previous disaster responses in Indonesia.

Although the overall disaster scenario will affect over 11 million people in the greater Jakarta area, it is understood that the majority have some capacity to cope, including access to alternative housing outside Jakarta, or financial resources and assistance provided by relatives. Analysis of the poverty and vulnerability figures in the DIM shows that the scenario has assumed that there will be approximately 2.5 million people in need of some kind of humanitarian assistance.

While the bulk of the response will be led by the Government of Indonesia, working with national civil society organizations, including the Indonesian Red Cross and various religious organizations, the support of the international community will be required to address gaps in the initial phase, provide targeted support to vulnerable groups and provide technical advice in specific areas. For planning purposes, the response has been divided into two phases:

Phase I (0-14 days):

• Following an inevitable initial period of confusion and lack of access to affected people, the Government will manage the overall situation and begin providing basic assistance.

• Many affected people will leave for other areas of Indonesia with services and markets disrupted for those remaining in Jakarta.

• Many vulnerable communities will be largely dependent on their own resources for much of this period.

• International partners, working under the coordination mechanisms outlined in the National Disaster Response Framework, will release and begin distribution of in-country resources and start to scale up their activities. Limited international resources, likely including search and rescue and surge teams, but not, at this point, large quantities of aid, will arrive.

Phase II (15-30 days):

• By Phase II, in-country assistance from different parts of the country will have started to arrive and reach more people in need.

• International assistance and programmes will have begun to scale up and to reach more isolated and vulnerable communities, while at the same time the risk of secondary crisis from disease or other impacts will grow.


11

Sectoral needs analysis

LOGISTICS

• Identified logistics challenges will be:

1. Blockage of access to disaster areas due to debris, which will impact search and rescue operations and oblige initial relief operations to utilize helicopters to access disaster zones.

2. Difficult access to Jakarta from neighboring provinces because of landslides and road blockages, causing delayed arrival of relief items and emergency responders.

3. Closure of Sukarno Hatta airport:

• All domestic flights to Jakarta most likely canceled.

• International flights diverted to Surabaya, Semarang, Singapore or Medan

• Domestic and international relief cargo will need to be routed to Halim airport, which, given its relatively small size is likely to lead to rapid congestion of the airport and surrounding areas. The airport is located in the center of Jakarta.

• Logistics gaps:

1. It is estimated that both emergency storage and local transport will also face serious issues, obliging the Logistics Cluster to consider provision of support services through:

• Activation of the UN’s Humanitarian Air Services for coordination and contracting air operators to support the relief operation.

• Activation of the Logistics Emergency Teams (LET) for hubs management and provision of transport services.

• Activation of Customs Immigration and Quarantine cell to facilitate cargo import and immigration.

• Activation of the DHL standby partnership to assist with tarmac operations.

2. Support will also be needed for logistics coordination, information management, and civil-military coordination

• Response first priorities would be to:

1. Establish a humanitarian staging area in Halim airport by importing +/- 20 Mobile Storage Units and operational equipment from the UN’s humanitarian response depot in Subang, Malaysia, including from ASEAN’s DELSA stockpile.

2. Coordination and control of international air assets through the MNCC (TNI managed) or the Command Centre (BNPB managed)1, supported by WFP UN-CMCoord coordinators.

3. Establish field hubs in the direct vicinity of the disaster areas to support humanitarian assistance and dispatching of relief items.

1The division of responsibilities between those two platforms should be addressed by the GoI


12

The ability to stand up international logistics support will be reliant upon the development of pre-agreements with the Government of Indonesia (BNPB and TNI) to enable WFP, as logistics cluster lead, and its partners to access Halim Airport and to rapidly start the inward dispatch of logistics equipment and relief supplies. Please see Annex III for the Logistics Concept of Operations for this response that was prepared by the Logistics Emergency Teams.

URBAN SEARCH AND RESCUE (USAR)

• The significant number of collapsed building immediately triggers mobilization of USAR teams. While BASARNAS and its national partners have some light and medium level capacity, the extensive needs will require international teams for heavy and medium USAR operations.

• Following disaster notification from the Global Disaster Alert and Coordination System (GDACS) and confirmation of the need of USAR support from BASARNAS to the INSARAG Secretariat, international USAR teams will mobilise. The international USAR operation is coordinated through the OCHA-managed Virtual On-Site Operations Coordination Centre (V-OSOCC) prior to teams’ arrivals, while the coordination on the ground will be run by BASARNAS with support from the United Nations Disaster Assessment and Coordination (UNDAC) team and ASEAN’s ERAT Team. OCHA will update the Government of Indonesia and the HCT on the USAR operation.

• It is anticipated that the USAR Operation will terminate by day 10 and thus be entirely completed during Phase 1.

DISPLACEMENT AND PROTECTION

• Camp Coordination and Camp Management (CCCM).

o The establishment of big evacuation sites is challenged by people’s stated preference to remain close to their homes and the unavailability of large open spaces. For this reason, it is critical that the GoI and its international partners aim for clearly defined private - public partnerships, where relatively solid structures, such as shopping malls parking spaces, can be used as temporary displacement sites. These structures are sheltered, have access to WASH facilities, banking services for cash-based transfers, once restored, and controlled access points which are important from the protection perspective.

o It is estimated that the number of people who need assistance compared to the total displacement figure will be far less as many people are likely to leave the capital and return to their home-towns for some time2. It is therefore reasonable to suggest that clearly outlined support for out-of-Jakarta transportation might be the most suitable immediate CCCM/shelter response.

2 While reliable data is not available the majority of people living in Jakarta are from other parts of the country or have rela-tives that live away from the disaster site.


13

o For those sites that are established, Government and national partners are likely to provide basic relief assistance, however requirements for support for coordination and camp management, including displacement data and reporting, can be expected in the beginning of the crisis.

o In phase II, operational coordination and management of evacuation sites will generally be improved, however further support and practical training for site managers will likely be required to ensure quality of CCCM services.

o The continuing mass displacement will not be the urban poor, but the residents of multi-purpose and multi-tenancy buildings, particularly for lower economic (rumah susun) and older apartments.

• Shelter

o In-country supplies will not be able to meet immediate emergency shelter needs. The greatest demand will be in the first few weeks as people will remain afraid to live inside. Provision of plastic sheeting and family tents for vulnerable groups and protection-related assistance will be among the most significant areas of need.

o Packages of assistance (i.e. family kits, shelter kits or recovery kits) will need to be rationalized and standardised, as well as identifying items that may be most usefully delivered to and managed by community-based organizations.

o Phase II will see emerging need for education and training on how to safely use salvaged materials for rebuilding. Asbestos contamination in rubble and dust from rubble and passing vehicles will be a major issue.

o HCT agencies will work with their partners on the ground to provide emergency shelter, sleeping materials, kitchen sets and family kits to targeted families.

• Protection.

o In the immediate aftermath of the disaster, the risk of violence, exploitation and abuse is heightened, particularly for women and girls. At the same time, national systems and community and social support networks may weaken.

o Displacement will increase protection risks, including separation, gender-based violence and violence against children, neglect, and discrimination of vulnerable groups, including minorities and people with disabilities. Significant protection risks can be anticipated due to the large scale of displacement and the breakdown of existing community-based support mechanisms, particularly during Phase I of the emergency.

o Responding to the needs of the expected high number of unaccompanied or separated children, as well as elderly and other vulnerable persons who have been separated from their familes as a result of the earthquake, will be important, including through the provision of emergency shelter and temporary foster care.

o It will be necessary to rapidly put in place restoration of family links (RFL) programmes through various networks, including social media, to reunite separated families. Access to psychosocial assistance to ensure the well being of vulnerable populations is also required.

o Government-managed prevention and case management of sexual and gender based-violence, exploitation or abuse will need to be strengthened, while psychosocial distress will also need to be addressed.


14

o Law enforcement authorities will likely be preoccupied with disaster response, and efforts will be needed to ensure security in affected areas through community-based protection monitoring.

o In Phase II, along with the establishment of emergency education programmes, child friendly spaces will need to be put in place in key areas to provide psychosocial support to traumatized children.

• Food Security.

o At household level, the majority of people in Jakarta rarely have food stocks in great quantities and commonly shop daily. To respond to the massive need for food, it is anticipated that stocks will need to be delivered from surrounding areas rapidly, making use of the unaffected railway in the north. The expectation is, thus, that there will be interrupted supply chains for a short period of time but no major gaps in food availability, although it is likely that the Government will accept technical assistance for food security activities.

o In Phase I, helicopters will be needed to drop food aid to the nearest hub; delivery to final recipients will be chaotic as people are not aware of the details of distribution (i.e. time, place and priorities among recepients) and so the establishment of community consultation and information mechanisms will be a key priority across the aid operation.

o Particular attention by Government and HCT agencies should be given to special nutritious food for targeted groups such as pregnant and lactating women, and under-five children.

o Markets are expected to re-open relatively quickly but there may be a need to advocate with the Government to attempt to prevent increases in basic food prices.

o In Phase II, food assistance must be better targeted. Common understanding on requirements or conditions for food assistance through in-kind and cash will be crucial among food assistance providers.

HEALTH

• Health.

o The scenario suggests over 1,100 damaged hospitals and other health facilities, requiring international support at least in the first weeks. Based on previous experience, huge gaps can be expected in major injury treatment including the need for orthopedic medical supplies in early Phase I.

o The Ministry of Health (MoH) will activate and manage the Health Task Force and its sub-task forces. WHO in collaboration with MoH's Crisis Centre will set up the emergency medical team coordination cell (EMT-CC) for all arriving medical teams, while UNDAC teams at entry points will assist in registering and directing international EMTs to the EMT-CC for coordination with MoH.

o Drugs and medical supplies will go through an expedited clearance process by the Food and Drugs Agency and MoH at the entry point.


15

o Although management of dead bodies will be executed by the Government, including for coordination with embassies for deceased foreigners, protective equipment when handling dead bodies will be needed. Non-communicable diseases will need to be addressed in addition to the increased caseload from the earthquake and its impact, including vector-borne diseases.

o In phase II, support for disease surveillance will intensify considering national capacity will be stretched due to the huge needs.

o The HCT agencies’ response will include provision of emergency medical supplies/health kits, reproductive health support MISP (Minimum Initial Service Packages), prevention of general formula milk distribution, special food for under-5 children and support on immunization for under-5 children.

• Nutrition.

o The disaster will greatly impact the health and nutrition status of infants and young children due to poor access to clean water, poor hygiene practices, over-crowded displacement and disruption of health services.

o The main identified need will be to ensure adequate nutritious food for vulnerable people, especially children under five. HCT agencies will complement national efforts to prevent an uncontrolled flow of breast milk substitute and artificial feeding.

PUBLIC WORKS AND FACILITIES

• Water Sanitation and Hygiene (WASH).

o The disaster will impact the urban drinking water system, which is mostly served through piped water, provided by the local water utility company. Without access to safe drinking water the affected population will be vulnerable to waterborne diseases. Most of the need for water storage will be filled by in-country stocks, but the main challenge will be transportation due to blockages from rubble and damaged roadways.

o The Government and in-country actors are familiar with water trucking, which will be required in order to provide clean water and complemented by a supply of filters and filtration systems. However, their capacity to deliver clean water, will not meet the total need, especially in Phase I.

o Portable latrines will also be required in large quantities, complemented by a functioning waste management system. In Phase II, activities that address changes of hygiene practice will be prioritized, particularly as facilities will not be available until people rebuild their homes.

• Telecommunications.

o The restoration of telecommunication services to enable people to reach their families, as well as to communicate about disaster impacts will be a top priority. The service will also be required for disaster response purposes.


16

o The Emergency Telecommunications Cluster will provide support to the operational clusters to ensure access to essential telecommunications (voice and data connectivity), and provide operational and coordination support to the Government, for example by facilitating coordination and information management. To do that, the Cluster – through its own capacity and with FITTEST support – will ensure that all the operational hubs established by the Logistics Cluster will be equipped with V-SAT and / or R-Bgan equipment.

o The Cluster members including Télécoms Sans Frontières will provide connectivity for disaster affected communities with their resources. In phase II, telecommunication networks will be restored substantially, ensuing no additional need for external telecommunications support.

EDUCATION

• Materials and Supplies

o Resulting from investments in disaster preparedness, the Ministry of Education and Culture has adopted international guidance and practice into its policy, which includes the Inter-Agency Network for Education in Emergencies (INEE) and its technical guidelines.

o As some 4,000 schools and other education facilities will be damaged, there will be major gaps which will need to be met through the provision of school tents, equipment and supplies.

• Technical Assistance

o Considering in-country capacity, key needs to be filled by HCT agencies and other international partners are likely to be technical expertise on policy implementation during the response. If there are any gaps, such as on temporary learning spaces, schools kits and school-in-a-box/carton, the agencies will provide the supplies through the education cluster. Some activities in several schools may have re-started in phase II.

EARLY RECOVERY

• Debris Removal

o Debris removal will be crucial. Considering the massive undertaking that will be required, a common understanding on prioritized areas or facilities to be cleared will be needed, as will pre-identification of logical dumping sites within close proximity to origin as further transportation will be challenging.

o It is likely that the Government will welcome technical assistance in the development of environmentally sound rubble clearance practices to increase access for relief and essential services for the affected populations, including debris removal from drains and rivers to avoid secondary hazards, such as flooding. Personal protective equipment should be properly used in rubble clearing activity, as it deals with asbestos and various types of dust.


17

• Governance

o Government will experience challenges in resuming the provision of public services to affected and non-affected communities. Assistance will be provided via either sector-based support and engagement, or through targeting coordination functions performed by the municipal planning and disaster management agencies.

• Livelihoods

o Supporting rapid recovery of livelihoods will be a key programmatic priority for affected people, the Government and its partners. HCT support will include assisting key small and medium scale enterprise groups through grant assistance and emergency employment for clearing activities (manual work) in densely populated areas to provide cash injections to households.

• Environment

o Given the heavily urban profile of the city, the likelihood of significant environmental damage is a near certainty. Support to rapidly ameliorate the impact of environmental damage will be needed, including provision of technical assistance for reducing the negative impacts on the ecosystem and containing hazardous situations that may unfold; for instance, damage to industrial plants and medical facilities that utilize bio-hazard chemicals.

• Social cohesion

o As noted above, social cohesion will be significantly challenged by this disaster and thus provision of technical assistance to restore psyco-social stability; for instance, trauma healing, restoration of social structure and ensuring equity for the distribution of relief assistances as well as public services, will be required.


18

RESPONSE CAPACITY ANALYSIS

1. Sector/Cluster Response CapacityWhen compared with the situation ten years ago, the HCT’s in-country response capacity has decreased due to collective recognition of enhanced national capacity to respond to disasters, a decreased focus on humanitarian issues by donor agencies and the absence of a significant disaster in recent years. Some cluster leads maintain capacity enhancement programmes with the Government and key counterparts and the elaboration of the NDRF has increased a collective HCT focus on ensuring alignment with the revised Government disaster management coordination architecture. For this scenario, rapid capacity mobilization from HCT agency regional offices and headquarters will be essential, as soon as the Government position on receiving international assistance is clarified, in line with the procedures elaborated in the NDRF, which confirm that the Ministry of Foreign Affairs will “consult and coordinate with BNPB regarding international aid and assistance, provide contact point and information for foreign embassy enquiries and inform the international community of the Government’s position on the acceptance of international assistance”.

The tables below provide an overview of the capacity of the HCT and partners to address key immediate needs following a major disaster, while the detailed capacity analysis is available at Annex IV. The clusters can provide a mix of technical assistance to government and other partners, and relief goods and services directly to the affected population.

Based on current in-country or rapidly accessible resources, most clusters will be able to address less than 10 per cent of the anticipated caseload for relief items and services in phase I. Exceptions to this are the establishment of referral hospitals and basic health care services and distribution of schools-in-a-box and other materials where the needs of 10-25 per cent of the caseload can be met, and the distribution of high energy biscuits to vulnerable groups where up to 75 per cent of the caseload can be met in the initial period of the response. Most of the activities will begin within two weeks of the earthquake, while a few activities will be sequenced to start after the third week, once the initial phase is over. Activities will continue as long as there is a stated need and resources are available, or until a formal transition to recovery begins.

Over time, additional resources will be available as required, depending on resources mobilised through appeals or other international mechanisms. This means that careful targeting and strong coordination with the Government and national actors will be critical to ensure that the most vulnerable receive assistance in a timely matter.

For technical assistance, the response delivery will be entirely the responsibility of the Government and other national actors, but clusters will be able to provide various types of expertise and services. It is not possible to estimate the caseload that can be reached for this type of assistance.


19

LOGISTICS

LOGISTICSLead agency: WFP

Main linkage to national arrangements: Logistics Task Force, coordinated by BNPB, Ministry of Social Affairs and TNI

Key Immediate Need: Enable the delivery of relief assistance through logistical supportPHASE I

Relief Goods and Services - Activity Caseload

• Coordination and logistical hubs – humanitarian staging area (Halim Airport); Field hubs (CGK Airport)

• Logistics support services – storage and warehousing, transport services, commodity tracking

N/A

Technical Assistance:Technical expertise and support for logistics

PHASE II


Coordination and logistical hubs – Field hubs (Semerang, W. Java, Sumatra) N/A

Technical Assistance:Technical expertise and support for logistics – airport management support

DISPLACEMENT AND PROTECTION

CAMP COORDINATION AND CAMP MANAGEMENT (CCCM)Lead agency: IOM

Main linkage to national arrangements: Displacement and Protection Task Force, coordinated by Ministry of Social Affairs and Indonesia National Police

Key Immediate Need: Areas for temporary settlement for those displaced and/or without shelterPHASE I


N/A N/A

Technical Assistance:Support for camp management and displacement tracking through existing local partnership


20

SHELTERLead agency: IFRC


Key Immediate Need: Ensure identification of protection needs and delivery of specialised protection servicesPHASE I


• Distribution of emergency shelter items – shelter kits, plastic sheeting, tarps• Distribution of NFIs – family kits and baby kits

10%

Technical Assistance:N/A

PROTECTIONLead agency: IOM and UNHCR


Key Immediate Need: Access to shelter and NFIsPHASE I

Relief Goods and Services - Activity Case load

• Provision of child friendly space kits and support to the activities. • Early childhood development and recreation kits• Distribution of information, education and communication materials – child protection

guidelines and brochures

10%

Technical Assistance:• Technical assistance for case management of unaccompanied and separated children• Restoring family links• Child Protection Minimum Standard Capacity Building for partners & CFS facilitators• Social service volunteers• Prevention of and support to victims of GBV – distribution of information on GBV, advocacy for gender

sensitive shelter management and availability of women friendly spaces• Reporting and referrals systems relating to displacement, psychosocial services, SGBV• Expertise in arranging people movement out of Jakarta.

FOOD SECURITYLead agency: WFP


Key Immediate Need: Access to nutritious foodPHASE I

Relief Goods and Services - Activity Case load

Distribution of high energy biscuits to vulnerable groups >75%

Technical Assistance:Technical expertise in conducting food security assessments/monitoring


21

PHASE II


• Provision of food items• Cash transfers

<10%


HEALTH

HEALTHLead agency: WHO

Main linkage to national arrangements: Health Task Force, coordinated by Ministry of Health

Key Immediate Need: Access to life-saving health services and basic medicinesPHASE I


• Provision of medical supplies and medicines• Provision of ambulances and stretchers• Establishment of referral hospital and basic health care services

<10%

10-25%

Technical Assistance:N/APHASE II


N/A 10%

Technical Assistance:• Technical assistance on prevention of HIV • Trained personnel and volunteers – community-based health, other health service• Ensure availability of safe blood, ARV and condoms• Provide medical services for sexual assault survivors including post exposure prophylaxis (PEP) and

emergency contraceptives (within 72 hours) and psychological first aid (PFA for rape survivors)• Trained personnel and volunteers – doctors, nurses, first aid and PSS

Key Immediate Need: Access to life-saving reproductive health servicesPHASE I


• Provision of reproductive health services – hygiene, pregnant women, post-delivery and baby kits

• Reproductive Health supplies including widwifery and obstetrics kits

<10%

Technical Assistance:Ensure availability of services for normal delivery, emergency obstetric and neo-natal care at primary health centers and referral facilities


22

NUTRITIONLead agency: UNICEF

Main linkage to national arrangements: : Health Task Force, coordinated by Ministry of Health

Key Immediate Need: Prevention and treatment of malnutritionPHASE I


• Provision of micronutrient supplementation• Screening for malnutrition

<10%

Technical Assistance:Technical support for women in IDP camps on how to cook nutritious food using local food resources, integrated with existing public kitchen

PUBLIC WORKS AND FACILITIES

WASHLead agency: UNICEF

Main linkage to national arrangements: Public Works and Facilities Task Force, coordinated by Ministry of Public Works and Housing

Key Immediate Need: Access to clean water and purificationPHASE I


• Provision of purification supplies – water purification sachets• Water treatment – water treatment plants, water trucks, collapsible water

<10%


Key Immediate Need: Access to hygiene and sanitation servicesPHASE I


• Distribution of family hygiene and dignity kits• Mass sanitation modules,• WASH items – buckets, jerry cans• Pumps and equipment for desludging

<10%

Technical Assistance:• Technical assistance - emergency and community-based WASH volunteers• Technical experts in public health engineering and promotion


23

ETCLead agency: WFP

Main linkage to national arrangements: Public Works and Facilities Task Force, coordinated by Ministry of Public Works and Housing

Key Immediate Need: Provision of voice and data connectivity to humanitarian responders and communitiesPHASE I


• V-Sat and equipment• Wi-Fi solution

Humanitarian community and responders

Technical Assistance:• Information Management, Coordination, customer support• Establish local communication networks and links and assist with various communication systemsPHASE II


N/A Support for wider community if required

Technical Assistance:Voice/data connectivity, inc. internet and basic phone access

EDUCATION

EDUCATIONLead agency: UNICEF

Main linkage to national arrangements: Education Task Force, coordinated by Ministry of Education and Culture

Key Immediate Need: Children are able to access education services and re-establish normalcyPHASE I


Distribution of school kits and safe school modules <10%

Technical Assistance:PFA (Psychological First Aid) /PSS (Psychosocial Support) for Teachers and students

PHASE II


• Temporary learning spaces• Rehabilitation of schools – provision of cleaning kits• Distribution of school-in-a-box and other materials

<10%

10-25%

Technical Assistance:Teacher training


24

EARLY RECOVERY

EARLY RECOVERYLead agency: UNDP

Main linkage to national arrangements: Early Recovery Task Force, coordinated by Ministry of Home Affairs and Ministry of Agriculture

Key Immediate Need: Support for re-establishing livelihoods and reconstructionPHASE I


N/A N/A

Technical Assistance:Technical expertise including debris clearance, livelihoods, environment, social cohesionPHASE II


• Cash transfers 10%

Technical Assistance:• PDNA and recovery response initiatives• Alternative income and livelihood resilience in IDP camps• Technical expertise for cash transfers - Livelihood Household Survey, Market Survey, becashready and Last

Mile Mobile Solution (LMMS) for digital beneficiaries registration

2. Response ModalitiesTaking into account the defined disaster scenario, immediate needs and agencies’ capacity to respond, this section identifies the ways assistance will reach the targeted people in need. Generally, delivery of in-kind assistance will be required in the immediate aftermath of the disaster. The ability to deliver the relief supplies identified in Annex IV to this document will require the rapid establishment of an effective logistics supply chain.

For in-kind assistance it is assumed that government agencies will focus on implementing their own response operations, and will expect the delivery of complementary international relief goods to be undertaken by humanitarian agencies. Humanitarian agencies are prepared for such an eventuality but will require initial support from the Government to stand up the required international logistics operation, and the provision of space in which to do so, as well as pre-agreements on where and how the international component plugs into the Government’s coordination mechanism. The articulation of the NDRF provides clarity on this.

Thus, this plan forsees that the Logistics and Emergency Telecommunications clusters will:• Provide support to the operational clusters (HCT members) to move their people and cargo to

disaster affected areas, and • Provide operational and coordination support to the government, for example by managing some

tarmac operations / hubs, and/or by facilitating coordination and information management if needed and requested to do so by Government partners. The Logistics Cluster can also service some of


25

the coordination and information management needs of the Government’s Logistics Task Force.

Logistics Response Design

a. Main Staging Area

Since Sukarno Hatta International Airport is temporarily closed, the main Humanitarian Staging Area will be established in Halim Perdana Kusuma International Airport.

• The staging area will act as the main hub for airlifted and overland humanitarian assistance entering Jakarta.

• Initial manpower support will be required from the Government to set up temporary rub halls/warehouses.

• Because access to affected populations will be hampered by debris and infrastructure damages, a significant percentage of initial operations will be focused on rotary wing (helicopter) operations until access to the disaster zones is restored. This is likely to include the temporary activation of UNHAS services. Pending Government agreement for activation of UNHAS the service can be up and running after two days.

• It is unlikely that significant cargo will arrive by sea in the first phase. Should this happen, it is suggested to utilize Tanjung Emas Seaport in Semarang as sea entry point. With the support of LET members, the Logistics cluster will establish a coordination cell to facilitate this.

b. Asset Prioritization

Due to the size of the disaster and the number of internationals affected, it is likely that many countries will (i) send transport assets to evacuate their nationals, and (ii) send emergency responders and relief items through their military forces. Management of international air assets will be coordinated between government agencies (TNI for MNCC, and BNPB for the Command Centre), the AHA Centre (for ASEAN assets), and the Logistics Cluster (for international assets). It is proposed that this coordination takes place under the aegis of the Government’s Task Force on Logistics; however, further work will be required to put into place the necessary procedures.

c. Field Hubs

In addition to the establishment of the main staging area in Halim airport, in order to support the dispatching the humanitarian aid to the affected populations, five field hubs will be established in direct vicinity of the disaster areas.

• The exact locations will be determined through rapid logistics assessments.• These hubs will be equipped with MSUs, generators, office facilities, forklifts, etc.• These hubs – and the HSA in Halim Airport – will be equipped with V-Sat or other emergency

telecommunication capacity, to ensure connectivity for the humanitarian community.

d. Transport

As last mile logistics might be a major challenge (including for government agencies), the Logistics cluster will be able to provide transportation services by contracting private transport companies.


26

e. Coordination and Information Management

The Logistics Cluster can also support government emergency logistics coordination and information management by facilitating the organization of daily coordination meetings, which should be attended by all actors including Government counterparts, humanitarian partners, logistics service providers and technical logistics agencies, to:

• Ensure that logistics operations are coordinated.

• Identify evolving needs and accessibility issues.

• Review the operational requirements & ConOps.

• Assess the potential need for Cluster support services.

• Ensure dispatches are conducted in accordance with official priorities.

• Inform members; how to access Common Services provider by the Logistics Cluster.

• Circulate Meeting Minutes, Contact Details, SITREPs, etc.

When required, the Logistics cluster could establish Support Cells for the following issues:

• Transportation & Storage.

• Customs Immigration and Quarantine (CIQ) Facilitation.

• Joint Aviation Coordination (UNHAS).

• Civil Military Coordination.

Information from field operations and rapid assessments will be collated and initial Situation Reports are compiled and released to inform regarding;

• Accessibility,

• Extent of damages to infrastructures,

• Potential / initial activities & capacities,

• Availability of transport services / assets and storage facilities.

Within days of a major urban disaster, cash unavailability will become a major problem. Therefore, restoring the banking sector and the cash system as quickly as possible will be essential to reducing social unrest and empowering self recovery. As conditions allow, cash based assistance will be used by HCT agencies to respond to specific needs. Indonesia has experience in cash transfers including for post-disaster programmes. The Ministry of Social Affairs, maintains a robust mechanism for provision of compensation to disaster affected people. Cash compensation includes a maximum of IDR 15 million for deceased persons, five million for major injuries, 25 million for repair to damaged houses, three million for damaged household equipment, and ten thousand per person per day to assist in meeting food needs. The compensation is provided through cash transfer to the bank account of the person or his/her family.

Harnessing the newly-formed Cash Transfer Programme Working Group that is jointly led by the Ministry of Social Affairs and BNPB and learning from global practices, HCT partners will assist in beneficiary targeting criteria for the programme. Realistically, the HCT partners will be in incubation during phase I and II to complement the programme starting in the second month onwards


27

COORDINATION AND MANAGEMENT ARRANGEMENTS

1. Coordination with Government/Civil Society and National NGOs/DonorsA clear Government coordination structure covering national and sub-national levels is articulated in the National Disaster Response Framework (NDRF). The current visualization of the structure is shown in the proposed Emergency Response Command System, for which the command at national level consists of a series of seven Disaster Response Task Forces (DRTF or Satgas).


28

• The centre of coordination will be in the National Command structure that will be developed as soon as an emergency response is declared. The National Command serves to coordinate, control, monitor and evaluate the emergency response. The National Command will house national and international partners in a multi agency coordination centre, the name of which is still pending. It is expected that the Centre will accommodate and co-locate the OSOCC-JOCCA, Multi-National Coordination Centre (MNCC) for military forces, as well as civil-military coordination and sectoral coordination platforms such as USAR coordination and Emergency Medical Team (EMT) coordination.

• Activated if needed, the Support Post provides expedited entry of international off-shore assistance, which is then coordinated by the National Command Post. A Reception and Departure Centre (RDC) will be set up by the UNDAC team, supported by ASEAN ERAT, to register incoming teams, provide latest information and direct humanitarian teams to the main coordination hub at the National Command Post.

• HCT members will engage with their Government counterparts that are grouped in seven Disaster Response Task Forces (DRTFs) within the Operations Section of the National Command structure.

• HCT and international community resources will be mobilized to the affected areas in close coordination with mirroring task forces at provincial and district level.

• As the Task Forces retain their activities throughout the entire disaster management cycle, the HCT’s cluster leads maintain a clear relationship with the related Task Force Coordinators, including during the current preparedness phase. The HCT has reconfigured its coordination architecture to ensure full alignment with the NDRF mechanism, recognising the need to also ensure that cross -cutting issues, such as environment and gender are effectively addressed through inter-cluster and inter-Task Force engagement.

HCT agencies continue to work with the Government to build national capacity and provide support for coordination of international assistance, through clearly defined interoperability systems. This may be best achieved by assisting the Government in building its capacity and experience as an international assistance provider and, through this, increasing understanding of international humanitarian mechanisms.

OCHA and the AHA Centre have worked together with the NDRF development team to articulate triggers for international support, which include specifying the different mechanisms required to receive onshore and offshore assistance. Current practices show that sectoral and sub-national Governments accept offers of assistance for emergency response from international organizations who have ongoing disaster management programmes.


29

2. HCT CoordinationThese Standard Operating Procedures describe key actions that need to be accomplished by HCT constituents:

Time Coordination Activities Responsible Involved

Hour 0-3 Contact internal and external partners to confirm the degree of crisis and collect more information including, but not limited to:

OCHA in coordination with the AHA Centre and the Cluster leads

• The event: specific locations (village, sub-district, district, province), the cause, and the potential impacts

BNPB, BPBDs, Ministries, PMI, NGOs

• Humanitarian impact: casualties, injuries, IDPs, affected population, identification of particularly vulnerable groups. Use existing disaggregated data to look at numbers of boys, girls, men, women likely to have been affected, damaged infrastructure, impact on government and services, destruction of people’s access to basic services. Data to be sex and age disaggregated, wherever possible.

BNPB, BPBDs, Humanitarian OpenStreetMap Team (HOT), DMInnovation, PMI, BPS

• Potential secondary impact, such as environmental impact (for example: gas or oil leaking caused by earthquake or liquid contamination during flood) and business disruptions.

BNPB, BPBDs, related ministries

Alert HCT and Cluster Leads via available telecommunications

OCHA

Alert regional office and headquarters and alert surge rosters (incl. UNDAC/INSARAG/ERAT/EMT)

OCHA, HCT members AHA Centre

Start coordinating with Government Lead/counterparts and cluster partners.

Cluster Leads

Available inventory of existing data and maps:• contact and mailing lists• meeting schedules• Who What Where (3W)• Maps

OCHA in coordination with the AHA Centre and Cluster leads

BNPB, related ministries/ agencies, TNI, Police, PMI, NGOs AHA Centre and UN agencies

Conduct staff safety checks and reporting to UNDSS

All agencies UNDSS


30

Time Coordination Activities Responsible Involved

H3-12 First meeting with the Government RC OCHA and AHA Centre

Flash Update to be developed/released OCHA AHA Centre

Activate Contingency Plan(s) and Business Continuity Plan(s) (if required)

RC HCT and AHA Centre

Day 1 Revise the Disaster Impact Model using available impact data to identify scale, potential population affected, priority population for targeting (as per agreed vulnerabilities)

OCHA BNPB, DMInnovation, HOSM, PLJ

Draft and disseminate the Situation Report as soon as possible and agree on schedule of reporting (likely daily in first 2 weeks)

OCHA Cluster leads, AHA Centre

Convene an immediate HCT (Humanitarian Country Team) meeting and provide information and recommendations on:• Necessity for staff deployment

for preliminary field assessment and coordination support to local government.

• Notification to ERC of activiation of clusters

• Need for Initial Response Plan and/or CERF

• Need for deployment of ASEAN-managed assets

RC, OCHA HCT membership

D1-2 Approve public communication relating to the humanitarian situation on behalf of UN and approve spokesperson(s)

RC OCHA, AHA Centre/ ASEAN Secretariat

Provide update to ERC, including, whether any or all clusters are being activated

RC OCHA

Task Force coordinators to start to call sectoral meetings, supported by Cluster leads/co-leads. First meeting to discuss:• contingency plan review• priorities for response• confirmed capacity to respond (both

in-country and off-shore)• ongoing coordination arrangements

(frequency of meetings, roles and responsibilities etc.)

Task Force coordinators, Cluster leads and Co-leads

Task force members, Cluster partners

D2-5 Call an inter-Task Force coordination meeting

BNPB, OCHA Cluster Leads and Co-Leads, AHA Centre

Mobilise emergency funds (CERF, etc.) RC, HCT, OCHA

Develop key messages for the RC, spokesperson(s) and HCT

RC office, OCHA AHA Centre/ ASEC

D4 Release of Response Plan, Flash Appeal or similar

RC, OCHA Cluster Leads and Co-Leads, AHA Centre


31

Key activities and their frequency (Responsible: BNPB and OCHA, with Cluster Leads and Co-Leads)

0-14 days 15-30 days 2nd month

Inter-sectoral coordination meeting

daily 2-3 days weekly

Sectoral meetings daily 2-3 days weekly

Situation Report daily 2 days Twice a week

Humanitarian Snapshot weekly weekly monthly

Humanitarian Bulletin monthly

Note: Reference documents for activities included in these Procedures are available in this weblink: https://www.humanitarianresponse.info/en/operations/indonesia/indonesia-contingency-planFrom AHA Centre: Link to ADJRP, ERAT FAQ and/or Guidelines, DELSA CatalogueERAT: https://ahacentre.org/asean-emergency-response-and-assessment-team-erat/DELSA catalogue: https://ahacentre.org/wp-content/uploads/2017/03/AHACatalogue_Draft-09_highres_FA.compressed.pdf

Interoperability arrangements between ASEAN and the UN system will be confirmed through trilateral meetings of ASEAN Secretariat, AHA Centre and OCHA. Operational arrangements may include the following priority areas:

• the relationship between the UNDAC and ASEAN Emergency Response and Assessment Team (ERAT) and their related operations management structures,

• the OSOCC and Joint Operations and Coordination Centre of ASEAN (JOCCA), and• civil-military coordination in view of the role of national armed forces as first responders in the

ASEAN region.

3. Humanitarian Civil-Military CoordinationAlthough a regulation is yet to be developed to specifically guide coordination mechanisms among military forces by TNI and between military and civilian organizations,the recent and joint military Humanitarian Assistance and Disaster Response (HADR) exercises by TNI, BNPB, foreign military forces and some HCT members have informed the coordination platforms that will be activated, as follows:

The Multinational Coordination Centre (MNCC) chaired by the TNI, will be part of the National Command function to coordinate foreign military assets. The MNCC coordination meeting will be participated by BNPB and OCHA as processors of the Requests for Assistance (RFA) from civilian partners and the humanitarian community. OCHA will deploy a Civil-Military Coordination (CMCoord) team to ensure the effectiveness and efficiency of the combined efforts, while WFP will also mobilize its Logistics CMCoord officers to specifically deal with logistics operations involving civilian and military organizations.

The National Command chaired by BNPB, will house the civil-military coordination which will facilitate information sharing, situational awareness and task division effectively. The coordination meeting will be participated by liaison officers from the Humanitarian Community including cluster representatives, ASEAN/AHA Centre, as well as TNI and foreign military liaisons.


32

The regular coordination meetings will help clarify the process of Requests For Assistance (RFA) from civilian organizations to military forces. OCHA will ensure that requests for the use of national and foreign military forces from the humanitarian community will first be validated by the Task Force Coordinators and then submitted to the Emergency Response Commander. The Commander or his/her representative will subsequently validate the requests that will then be submitted to the MNCC for planning purposes.

4. Private SectorBNPB has engaged private organizations and made pre-agreements with some of them to enhance disaster response effectiveness and efficiency. In 2015, the agency started profiling resources of private companies with the spirit of mutual cooperation rather than utilizing their Corporate Social Responsibility.3

The HCT will discuss with key private sector partners on the results of Key Immediate Needs and inclusion of their unique assets and capabilities to be identified in the Contingency Plan process. The HCT will consider adding private sector members to its composition so as to ensure their inclusion in the further exercise of the contingency plan.

5. Operational supporta. Needs Assessments

The initial rapid needs assessment in the first days after the disaster will be performed through secondary data collection and analysis, and complemented with selective direct observation. A generic terms of reference for HCT rapid needs assessment, which is available at Annex VI, will clarify the purpose and scope of assessment, and its linkages to decision making on reponse.

The initial assessment will be continued using a multi-sector/cluster Initial Rapid Assessment (MIRA) methodology, and will strengthen or adjust the already launched Humanitarian Response Plan.

3The National Profile on Preparedness Resources, was retrieved on 15 November 2017: https://www.bnpb.go.id//uploads/publication/1142/Profil%20Sumber%20Daya%20Kesiapsiagaan%20BNPB%20tahun%202015.pdf


33

Operational planning will start with revitalization of the HCT Assessment and Information Management Working Group, which is tasked to review the generic terms of references on rapid needs assessment, to agree on rapid needs assessment methodology and tools that consider key characteristics of the urban environment, and to advocate for coordinated assessments.

b. Information Management

Rapid deployment of information management capacity from the OCHA regional office will be a top priority, as will rapid enhancement of information management capacity by cluster lead agencies. Introduction of information tools such as humanitarianID and Who Does What Where and When (4Ws) should be expedited before the disaster happens. Useful secondary data will be compiled since day one of the disaster to estimate caseloads, including vulnerable groups to inform operational planning. The key outset products will include the development or revision of the Disaster Impact Model within 24 hours and the Humanitarian Response Plan which should be ready for publication within 96 hours after disaster.

Data and information services that can be sourced include:• Humanitarian Data Exchange (HDX) https://data.humdata.org/• Pacific Disaster Centre (PDC) www.pdc.org/ • ASEAN Disaster Information Network (ADInet) http://adinet.ahacentre.org• Indonesia Disaster Information Data (DIBI) https://cloudbnpb.cloud/ • Indonesia Scenario Assessment for Emergencies (InaSAFE) inasafe.org/ • Indonesia All Hazard Warning Risk Evaluations (InAWARE) inaware.bnpb.go.id/

c. Response Monitoring

Monitoring will build upon a coordinated assessment approach put in place in the first weeks of the response. The HCT in Indonesia will set up and manage a Humanitarian Response Monitoring Framework. The monitoring framework will outline the process, timing, and responsibilities for the gathering and analysis of data on the collective humanitarian response; set forth scheduled intervals for reporting key findings; and provide evidence for HCT decision-making and corrective actions.

At the inter-cluster level, outcome and output indicators will be tracked as well as progress against strategic objectives of the response will be measured. Cluster coordinators will aggregate project outputs and assess outcome indicators and measure progress towards cluster objectives, and individual organizations will register their projects’ output results and feed them to the respective clusters. Analysis of monitoring information will feed into a number of reporting products, including the Humanitarian Bulletin, the Humanitarian Dashboard, the Humanitarian Needs Overview and the annual IASC Gender Marker monitoring report.

In addition to HCT monitoring efforts, the United Nations Partnership Development Framewok (UNPDF) Disaster Management/Resilience working group will strengthen its monitoring to ensure that response outcomes will be well captured and incorporated into Indonesia UNPDF monitoring and reporting.


34

d. Common Service Areas

CommunicationThe UN Communications Group (UNCG) will extend its service to ensure a coherent communication strategy during the response. Communication relating to the humanitarian situation, on behalf of the UN System, will be approved in advance by the RC. At internal level, information flow on humanitarian issues will be ensured by OCHA, with support of the UNCG.

Safety & Security OCHA will engage the United Nations Department of Safety and Security (UNDSS) in guiding overall security of humanitarian staff and action. Following the earthquake, head count will immediately be exercised and reported to UNDSS. Although specific security threats targeting humanitarian workers are unlikely, vigilant measures will be maintained. UNDSS will review MOSS immediately following a major disaster.

The likelihood of mass unrest following the earthquake and due to scarcity of basic needs including food will be one of main security concerns that may impact humanitarian action and its workers. UNDSS, who has closely work with Indonesia National Police, will continue to do so in order to share information and take necessary actions related to security issue.


35

PLANNING AND ADVOCACY

Resourcing: OCHA will coordinate the development of Humanitarian Response Plan and CERF submission. Additional KIN and response capacity exercises, undertaken as part of the preparations for ARDEX, will provide further detail on essential relief good and services, in term of financial requirements. A more detailed elaboration of these needs is required in order to ensure that immediate release of the Response Plan following an actual major disaster is feasible.

The fundraising strategy will include advocacy to maintain donor awareness of Indonesia’s disaster risk profile, so that donors are well positioned to make swift funding decisions when needed. In-country resource replenishment will also be included in the discussion with key donors. Continued engagement with donors, including through the convening of a HCT donor briefing on this contingency plan is foreseen.

Advocacy: A number of UN agencies and NGOs, as well as the Red Cross family, have experience in implementing feedback mechanisms for more comprehensive engagement with disaster affected communities in Indonesia. Pulling on this experience will be require in order to initiate the development of a joint feedback mechanism that can be used by Government and non-government actors in the event of a large scale-disaster. In this regard building on Government systems already in place, particularly from the Ministries of Home and Social Affairs is considered desirable.

Advocacy efforts in the aftermath of a large-scale disaster will be guided by the priorities and commitments outlined in Agenda for Humanity, especially those under Core Responsibility 3 “Leave No One Behind” . As part of its advocacy work, the HCT will communicate with Government counterparts to ensure that sufficient attention is given to meeting immediate humanitarian needs before the decision is taken to shift focus to disaster recovery activities. The HCT members will work with their constituents at regional and HQ to ensure the same messages are delivered to donor agencies at all level.

Discussions are required between some HCT members and their head offices to ensure that resources can be mobilised in a timely manner even in the absence of asystem-wide Level 3 emergency declaration. The scenario for this Contingency Plan emphasizes fully functional Government response and continued robustness of its coordination mechanisms. Government has made it clear that its agreement to an L3 declaration should be considered as highly unlikely.


36

ANNEXESAnnex I: Contact List

Annex II: Detailed Disaster Impact Model

Annex III: Logistics Concept of Operations

Annex IV: Response Capacity Analysis Matrix

Annex V: Inter-operability Brief between ERC and ASEAN Secretary General

Annex VI: Generic Terms of Reference for HCT Rapid Needs Assessment

OCHA INDONESIAJanuary 2018

CONTINGENCY PLAN - WHO

Documents

Transcript of CONTINGENCY PLAN - WHO