r e g n u g n i t h g emergency preparedness and response
TRANSCRIPT
WFP/Vanessa Vick/Uganda
Emergency Preparedness and Response PackageFirst Edition July 2012
Figh
ting
Hun
ger
Wor
ldw
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Foreword
Emergency preparedness is a critical part of WFP’s efforts to improve its
capacity to respond to crises—both natural and man-made. Planning in
advance for a major event that could significantly impact our operations allows
WFP to more effectively and efficiently use scarce humanitarian resources.
Preparedness is not a plan on a shelf. Rather it should be integrated into WFP
operational decision making processes, including project formulation,
operational planning and implementation. It should be a holistic process,
which encompasses an analysis of the risks facing a country as well as the
operational capabilities of the national government, WFP and partners –
NGOs, other UN agencies, regional institutions, and many others. There is full
recognition that successful preparedness activities need to incorporate the
efforts of all these actors to ensure a comprehensive response to the
humanitarian challenges looming on the horizon.
As the world in which we operate becomes ever more hazardous, complex and
fast paced, the Emergency Preparedness and Response Package offers
practical solutions to the immediate problems at hand, building on many years
of experience. It also takes these skills and experience to a new level by
integrating for the first time contingency planning, risk assessment, business
continuity planning and security management. Complex as this integration is,
this new tool uses a common sense approach to support the practical
implementation of these efforts where they are most important: WFP Country
Offices and Regional Bureaux.
We sincerely hope that this new Emergency Preparedness and Response
Package will help WFP and partners to even more effectively assist those
in need.
Ramiro Lopes da Silva
Deputy Executive Director, Operations Department
Emergency Preparedness and Response Package
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The package and its annexes can be downloaded from
WFP’s EPweb at: http://epweb.wfp.org/ep2/hp/.
Access to EPweb is password-protected to safeguard
confidentiality. Please refer any access requests and
questions to the Emergency Preparedness and Response
Branch (ODEP) at WFP Headquarters and/or to the
Regional Bureaux Emergency Preparedness and
Response Officers.
WFP/Rein Skullerud/Indonesia
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List of Annexes 6
Preface 9
SECTION I
Introduction 10
1.1 Why a new guide? 10
1.2 What’s new? 11
1.3 What is already in place? 12
1.4 Why does Emergency Preparedness and Response
matter more than ever? 14
SECTION II
Emergency Preparedness and Response Package (for Country Offices) 18
Inter-Agency Level 22
2.1 Part I: Risk Assessment 22
2.1.1 Step One: Risk Identification 242.1.2 Step Two: Risk Ranking 262.1.3 Step Three: Risk Illustration 282.1.4 Step Four: Risk Response 292.1.5 Triggers for stepping up preparedness 30
2.2 Part II: Emergency Preparedness and Response Checklists 32
2.2.1 Minimum Preparedness Actions (MPAs) 332.2.2 Emergency Readiness Actions (ERAs) 332.2.3 Concept of Operations Template 372.2.4 Standard Operating Procedures (SOPs) for the First
72-Hour Response 372.3 Supporting Documents and Roles and Responsibilities 38
2.3.1 The EPRP at Area Office and Sub-Office levels 382.3.2 Roles and Responsibilities 38
Table of Contents
Emergency Preparedness and Response Package
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2.3.3 Support Tools 40EPRP web tool 40E-Learning CD-ROM 40Electronic EPRP folder 40
2.3.4 Early Warning Analysis and Crisis Support 41
SECTION III
The Checklists 43
3.1 Minimum Preparedness Actions (MPAs) 44
CO Management 47Human Resources 49Programme 50Pipeline 51Food Procurement 52Non-Food Procurement 53Logistics 54ICT 55Finance 56Administration 57Security 58Communication 59Reporting 60
3.2 Emergency Readiness Actions (ERAs) 62
CO Management 66Human Resources 68Programme 69Pipeline 71Food Procurement 72Non-Food Procurement 73Logistics 74ICT 76Finance 78Administration 80Security 81Communication 83Reporting 84
3.3 Standard Operating Procedures for First 72-Hour Response 86
CO Management 88Human Resources 89
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Programme 90Pipeline 91Food Procurement 92Logistics 93ICT 94Finance 95Administration/Non-food Procurement 96Security 97Communication 98Reporting 99
3.4 Concept of Operations Template 101
SECTION IV
Emergency Preparedness and Response in Countries where
WFP is not present (for Regional Bureaux) 104
4.1 Terms of Reference for a Multi-functional Emergency
Preparedness Mission 106
4.2 Terms of Reference for a Start-up Emergency Response Team 108
Acronyms 112
Emergency Preparedness and Response Package
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Annex 1 Risk Management FrameworkAnnex 2 Security Management PolicyAnnex 3 Inter-Agency Contingency Planning GuidelinesAnnex 4 Cluster ApproachAnnex 5 IRA directiveAnnex 6 SOP for the management of critical incidentsAnnex 7 Documents for hard copy retentionAnnex 8 EMOP project templatesAnnex 9 Maps, Calendars — examplesAnnex 10 Initial-rapid EFSAAnnex 11 LCA — TOR and TemplateAnnex 12 Policy and procedural changes on the delegation of FAAnnex 13 Long-Term Agreement SampleAnnex 14 WFP Communication StrategyAnnex 15 Talking Points and Q&A samplesAnnex 16 Guidance for Country EditorsAnnex 17 Report Matrix templateAnnex 18 Reports, Templates, Sample InfoAnnex 19 Programme Critical Incident MatrixAnnex 20 IR-EMOP, EMOP budget templatesAnnex 21 Request for quotation templateAnnex 22 TOR ETC Annex 23 Goods and Services Plan sample
List of Annexes
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Annex 24 Emergency Communication ChecklistAnnex 25 Activation Protocol for Responding to Corporate EmergenciesAnnex 26 Special Operation project templateAnnex 27 Concept of operations — CONOPS logistics Annex 28 MedEvac Procedures for WFP staffAnnex 29 Inter-Agency Needs assessment Annex 30 Working Capital Financing FacilityAnnex 31 Press release sample with the statement of the ED Annex 32 UN security level system guideAnnex 33 Contact sheet of staff for emergencies — sampleAnnex 34 TOR Logistics clusterAnnex 35 TOR Food Security ClusterAnnex 36 WFP Guide on Dealing with the MediaAnnex 37 TOR EPRP — Focal PointAnnex 38 Checklist — examples for Sub-office checklistsAnnex 39 Protection Concerns in Emergencies
The documents related to each Annex can be found on EPweb under:
http://epweb.wfp.org/ep2/eprp/ or on the CD-ROM for the
EPRP focal point.
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This package is divided into four main sections:
Section I: Introduction
This section provides:
• an explanation as to why WFP’s Contingency Planning Guidelines of 2002 havebeen replaced by the Emergency Preparedness and Response Package;
• a brief overview on what’s new, and a summary of what achievements have beenmade by WFP in emergency preparedness and response over the past 15 years;
• an analysis of why emergency preparedness and response matter more than ever.
Section II: WFP’s Emergency Preparedness and Response
Package (for Country Offices)
This section guides Country Offices in conducting a Risk Assessment andexplains the purpose and use of the Emergency Preparedness and ResponseChecklists.
Section III: Emergency Preparedness and Response Checklists
This section contains the three, sequentially-linked EmergencyPreparedness and Response Checklists:
• Minimum Preparedness Actions
• Emergency Readiness Actions
• Standard Operating Procedures for the First 72-Hour Response
It also provides a template with which to develop a Concept of Operations.
Section IV: Guidance on Emergency Preparedness and
Response in Countries where WFP is not present
(for Regional Bureaux).
The last section provides guidance for Regional Bureaux on how to set up anemergency preparedness mission and a start-up emergency response mission incountries where WFP is not present (oversight countries).
Preface
Emergency Preparedness and Response Package
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1.1 Why a new guide?
1. The Emergency Preparedness and Response Package has been developedfollowing a Strategic Evaluation in 2009 of WFP’s contingency planning.The Evaluation was carried out by a team of senior external evaluators withlong-term experience in emergency preparedness and organizationaldevelopment.
2. The Evaluation found that contingency planning had been exercised at leastonce in virtually all of WFP’s Country Offices during the period 2002-2008.Where broad participation of staff and partners had been sought,contingency planning had been effective in promoting greater riskawareness, a better understanding of potential response strategies and gaps,and team building and improved coordination within WFP and withpartners.
Introduction
1 WFP defines emergency preparedness as “Actions, arrangements and procedures in anticipation of
an emergency to ensure that the response, when needed, be rapid, appropriate and effective.”
(Source: WFP’s Programme Guidance Manual)
2 Summary Report of the Strategic Evaluation of WFP’s Contingency Planning (2002-2008). Posted
at: http://docustore.wfp.org/stellent/groups/public/documents/ep/wfp210932.pdf
1Emergency preparedness1 is not an end in itself but a
process intended to enhance WFP’s emergency response
capability. The strongest value of emergency preparedness
derives from a shared understanding of operational risks
and their likely impact on WFP and its operating
environment. Detailed emergency response planning should
only be undertaken if a risk is almost certain and is
well-defined. In other cases, mainstreaming a minimum
level of emergency preparedness is more effective.2
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3. Notwithstanding these accrued benefits, the effectiveness of WFP’scontingency planning in contributing towards emergency preparedness andresponse at the field level was found to be rather limited. While much timehad been devoted to detailed scenario development, too little emphasis hadbeen placed on concrete preparedness-enhancing actions, such as the pre-positioning of stocks, logistical arrangements, improved access tosources of information, and pre-approved agreements with partners orauthorities. Linkages to other preparedness-enhancing processes withinWFP had been rather limited, leading to a duplication of work.
4. The Strategic Evaluation made the following recommendations which wereendorsed by WFP Management at the October 2009 Executive Boardmeeting:3
i. Re-conceptualize contingency planning from a stand-alone operationalplanning activity to an element in an integrated strategic problem-solving process conducted within an overall inter-agency framework.
ii. Reaffirm and consolidate commitment to and support andaccountability for emergency preparedness, including contingencyplanning, as and when appropriate.
iii. Build on field experience and initiatives to update the guidance materialand develop skills while institutionalizing the revised approach.
1.2 What’s new?
5. The Emergency Preparedness and Response Package builds on the findingsand recommendations of the Strategic Evaluation, and follows extensiveconsultations with Regional Bureaux, Country Offices and relevant technicaldivisions in WFP Headquarters. It takes into account peer reviews,approaches to emergency preparedness as developed by partner UNagencies, and international standards.4
3 Associated with each strategic recommendation are a number of operational recommendations
which can be found on pages 15-16 of the Summary Report of the Strategic Evaluation of WFP’s
Contingency Planning (2002-2008). Posted at: http://docustore.wfp.org/stellent/groups/
public/documents/ep/wfp210932.pdf
4 Please refer to ASIS SPC.1-2009. ASIS International. 2009. Organizational Resilience: Security
Preparedness and Continuity Management Systems. Alexandria, USA, ASIS International. Posted at:
http://www.asisonline.org/guidelines/ASIS_SPC.1-2009_Item_No._1842.pdf
Emergency Preparedness and Response Package
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6. The Package is WFP’s toolbox for enhancing emergency preparedness andresponse capabilities at the field level. As such, it replaces WFP’sContingency Planning Guidelines that were adopted in 2002. It is based onWFP’s Emergency Preparedness and Response Framework, which outlinesthe organization’s corporate policy, methods and procedures forestablishing sufficient preparedness levels at all times.
7. The Package builds on the experience and expertise gathered by WFP andits partners in contingency planning, business continuity and pandemicplanning. It creates linkages with other planning processes and frameworks,at both internal and inter-agency levels. These include Country Offices’Annual Performance Plans, WFP’s corporate Risk Management Frameworkand Security Management Policy, Inter-Agency Contingency Planning andthe Global Humanitarian Cluster Approach.5
8. The Package equips WFP Country Offices with the tools they will needduring the Country Office Annual Performance Plan to conduct a RiskAssessment and to mainstream a minimum level of preparednessthroughout all functional areas. When a specific risk becomes moreimminent, Country Offices can use the Package’s recommended EmergencyReadiness Actions to help them step up their readiness level. In case of anemergency, the Package also provides guidance as to how to respond duringthe first 72 hours of a disaster.
9. Implementation of the Emergency Preparedness and Response Packagerequires the involvement of all functional units in WFP Country, Area andSub-Offices. Country Office Management is to lead the process. As amanagement tool, the Package provides a framework for accountability andresourcing for emergency preparedness.
1.3 What is already in place?
10. WFP’s 1994 Mission Statement identifies disaster prevention, preparednessand mitigation as priority areas for the organization. Since the MissionStatement was published, WFP has championed a number of ground-breaking initiatives:
5 Please refer to Annexes 1-4 for more information on each of these processes and frameworks.
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• establishment of the Augmented Logistics Intervention Team forEmergencies, ALITE (1995);
• stand-by agreements with 18 government agencies, NGOs andcommercial companies (starting 1995);
• launch of the Fast Information Technology and TelecommunicationsEmergency and Support Team (FITTEST) (1998);
• establishment of the first United Nations Humanitarian ResponseDepot (UNHRD) in Brindisi, Italy (2000), and then four more in Dubai,Ghana, Malaysia and Panama;
• roll-out of emergency preparedness and response trainings (2001);
• establishment of the Field and Emergency Support Office (FESO) inDubai (2001);
• launch of Contingency Planning Guidelines6 and the EmergencyPreparedness Web (EPweb) (2002);
• partnership established with the Turin-based Information Technologyfor Humanitarian Assistance Cooperation and Action (ITHACA) tojointly develop IT products and services (2006);
• launch of the joint, biannual WFP/UNICEF IT Emergency ManagementTraining (2007);
• collaboration established with the European Union EmergencyResponse Services to access satellite imagery for emergencypreparedness and response (2009);
• launch of WFP’s global online learning course “Getting Ready forEmergencies” (2009); and
• roll-out of the “Readiness Initiative” (Bangkok 2010), the latest in aseries of inter-agency simulation exercises carried out at regional levelsince 2007.
11. At the inter-agency level, WFP was appointed co-chair of the Inter-AgencyStanding Committee (IASC) Sub-Working Group on Preparedness in 2001.In this role, and in the same year, WFP facilitated the collectivedevelopment of early warning tools and the launch of the IASC Contingency
6 World Food Programme. 2002. Contingency Planning Guidelines. Rome, WFP. Posted at:
http://docustore.wfp.org/stellent/groups/EP1/documents/EP/WFP001081.pdf
Planning Guidelines. In 2005, WFP became the Global Cluster Lead inLogistics and in Emergency Telecommunications. In December 2010, WFPassumed co-lead responsibilities for the Global Food Security Cluster. At thefield level, WFP has led the Disaster Management Team in a number ofcomplex emergencies.
1.4 Why does Emergency Preparedness and Response matter more than ever?
12. Food assistance needs have increased significantly since 2007/8 and, as aresult, WFP beneficiary figures have risen. In order to formulatecomprehensive preparedness and response strategies to the growinghumanitarian challenges, the organization has been obliged to continuallyimprove preparedness and to work more closely with partners in the UNsystem and with national governments, regional institutions, the NGOcommunity and research centres.
Emergency Preparedness and Response Package
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140,000
120,000
100,000
80,000
60,000
40,000
20,000
02006 2007 2008 2009
Figure 1. WFP’s Relief Beneficiaries versus WFP’s Overall Beneficiaries 2006-20097
Source: WFPAnnual PerformanceReport 2006, 2007,2009, 2010.
Overall
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7 Overall beneficiaries. 2009: 75 countries; 2008: 77 countries; 2007: 80 countries; 2006: 78
countries.
13. Between 2005 and 2010, WFP invested more than US$40 million incountry-specific emergency preparedness and response activities. Thisinvestment was funded by the Immediate Response Account for countriesstruck by a crisis or disaster. During the same period WFP declared twelvecorporate emergencies. Another nine emergency operations requiredextensive corporate support from WFP, with regular Task Force meetingsand international staff deployment. WFP’s portfolio grew significantly, asdid the proportion of WFP’s programme of work allocated towards relief.
14. The growing humanitarian challenges have had an impact on the livelihoodsof local populations and on WFP. Natural and man-made disasters have alsotaken their toll. In 2010, WFP staff and assets were severely affected byHaiti’s earthquake: one colleague lost her life, several were injured andnearly all struggled to cope with the deaths and injuries of family membersand friends. WFP facilities and assets were badly damaged, forcing staff torelocate within the capital Port-au-Prince almost overnight.
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8 2008 and 2009 expenses are according to IPSAS, while 2006 and 2007 values are based on UNSAS.
4.5
4
3.5
3
2.5
2
1.5
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2006 2007 2008 2009
Figure 2. WFP Relief Expenses versus Overall Expenses 2006-20098
Source: WFPAnnual PerformanceReport 2010
US
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Working under a (Semi-)Remote Control Set-up
In situations of heightened insecurity, WFP may have to relocate staff andoffices within the country, or outside, and switch to a (semi-)remotecontrol implementation mode. This transition can happen suddenly andwithout warning, and its effects on staff and on operations may beprotracted. WFP emergency preparedness planning needs to consider therapid lock-down or closure of offices, destruction of sensitivedocumentation (electronic and hard copies), and relocation/evacuation ofnational and international staff. It also needs to identify options for WFP tomaintain operational capability through partners, including NGOs, localauthorities and/or commercial entities.
Since 2007 in Afghanistan, and later in Somalia, WFP has made extensiveuse of third parties to ensure that work carried out by its partnerscontinues to be independently monitored. For this type of arrangement anNGO or for-profit consulting firm is selected to carry out the role of FoodMonitor. This third-party contractor is completely removed from any aspectof programme design and implementation. They are trained by WFP andfocus exclusively on assessments, distribution and post-distributionmonitoring. Contractual arrangements of this type must include a degreeof flexibility so that monitoring activities can be extended to newgeographical areas if such an expansion is necessitated by WFP’sprogramme requirements and developments in the security situation.
15. Armed conflict, civil unrest, terrorism and crime have become major threatsto WFP and the whole UN system. Working on the frontlines, WFPcolleagues and partners are exposed to the “trend […] of a lack of respect forthe emblems and efforts of humanitarian organizations [which has]continued unabated.”9 This has led to politically- and criminally-motivatedtargeting of humanitarian workers and to their increased vulnerability.
16. The increasingly hazardous environment in which WFP operates hasobliged the organization to move beyond the traditional way of doingcontingency planning. Risk management, business continuity and securitymanagement issues must now be incorporated into the preparednessprocess.
9 UN Secretary-General’s Report on Safety and Security of Humanitarian Personnel and Protection of
United Nations Personnel (A/64/336) to the General Assembly. Posted at:
http://www.un.org/Docs/journal/asp/ws.asp?m=A/64/336
Emergency Preparedness and Response Package
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17. The Emergency Preparedness and Response Package consists of two,sequentially-linked parts that are to be implemented by WFP CountryOffices in coordination with their respective Area Office and/or Sub-Office:
Part I: Risk Assessment (Section 2.1)
Part II: Emergency Preparedness and Response Checklists (Section 2.2)
2WFP’s Emergency Preparedness and ResponsePackage (for Country Offices)
Emergency preparedness is not a stand-alone, one-off
activity. Instead, it is a process that is developed and
adapted alongside and according to a country’s risk
profile, the humanitarian situation on the ground and the
operational capability of WFP and its partners, including
the national government.
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Figure 3. WFP’s Emergency Preparedness and Response Package
Emergency Preparedness and Response Package
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18. The objectives of the Emergency Preparedness and Response Package are to:
i. provide a practical framework for Country Offices to continuallyimprove their preparedness and response;
ii. forge a common understanding of potential risks and the impactthat those risks might have on WFP’s internal and externalenvironment;
iii. establish and mainstream a standard for minimum emergencypreparedness at Country Office level;
iv. guide Country Offices as a risk becomes more imminent, and helpthem raise their emergency readiness level;
v. allow Country Offices to maintain resilience and to recover quicklyfrom any disruptions and crisis events;
vi. enable Country Offices to scale up their operational responsecapability so that they can adequately address food assistance needsamong affected populations, and effectively assume their cluster-lead responsibilities;
vii. guide Country Offices in their initial emergency response;
viii. strengthen WFP in advance of a crisis or disaster by enabling theorganization to position itself vis-à-vis government and partneragencies.
19. The Package requires the participation of all functional units in WFPCountry, Area and Sub-Offices. The Country Director (CD) hasultimate responsibility for the progressive adoption of thePackage. The Regional Bureaux and the Emergency Preparedness andResponse Branch (ODEP) assume an advisory and technical support role inthis process. Regional Bureaux are also tasked with identifying prioritycountries where WFP is not present and, in those countries, ensuring aminimum level of emergency preparedness.10
10 Please refer to Section IV “WFP’s Emergency Preparedness and Response in Countries where WFP is
not present”.
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Emergency Preparedness: its definition and objectives
WFP defines emergency preparedness as “actions, arrangements andprocedures in anticipation of an emergency to ensure that response,when needed, be rapid, appropriate and effective”.11 The EmergencyPreparedness and Response Package (EPRP) provides guidance forCountry Offices to implement a set of actions that address both WFP’sinternal and external environment.
Internal environment
WFP’s programmes, processes, staff and assets
In this context the EPR actions are designed to:
• protect the Country Office and its programmes against the negativeimpact of a crisis or disaster;
• allow the Country Office to maintain resilience and recover fast fromany disruptions which may have compromised its functioning; and
• enable the Country Office to scale up its operational responsecapability with due attention to staff health and safety issues.
External environment
Population, Food Security Situation, Infrastructure and PartnershipNetworks
In this context the EPR actions are designed to enable WFP to:
• quickly and adequately address food and nutrition security needsamong the population affected by the crisis or disaster;
• effectively carry out cluster-lead responsibilities; and• position the organization in advance of a crisis or disaster
vis-à-vis government and partner agencies.
11 WFP Programme Guidance Manual — Emergency Preparedness
Emergency Preparedness and Response Package
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Inter-Agency Level
20. The EPRP does not substitute for Inter-Agency Emergency (IA)Preparedness and Contingency Planning. Roles and responsibilitiesassigned to and accepted by WFP at IA level need to become specificpreparedness actions within the relevant EPR process to ensure that WFPmaintains the capacity necessary to carry out its IA responsibilities.
21. The methodology suggested by the EPRP, which combines ContingencyPlanning, Business Continuity and Pandemic Planning as well as RiskManagement, is increasingly being adopted by other UN agencies. It hasbeen introduced to the Inter-Agency Standing Committee (IASC) Sub-Working Group on Preparedness and contributed significantly to thenew methodology used in the revision of the IA Contingency PlanningGuidelines which is due to be concluded by the end of 2012.
2.1 Part I: Risk Assessment
Risk Management is a structured process which enables the
user to identify and assess risks, and to establish measures or
controls with which to respond to them. In this context, it is
geared towards anticipating risks to which WFP and
beneficiaries may be exposed, and towards preventing those
risks from reducing WFP’s capacity to effectively fulfil its
mandate.
22. In 2010, the WFP Division for Performance and AccountabilityManagement (RMP) identified lack of preparedness to respond toheightened humanitarian food assistance needs and lack of preparedness tomaintain business continuity in the event of a disaster as being keyoperational risks for the organization.
23. While the exact timing of a disaster cannot be predicted, understanding thelikely impact of disasters on WFP’s internal and external environment willhelp WFP Country Offices undertake minimum preparedness and adequateemergency readiness actions.
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24. Risk Assessment is the first component of WFP’s Emergency Preparednessand Response Package and is a mandatory part of the Annual PerformancePlan for all Country Offices. The Assessment is based on RMP’s RiskProfiling Methodology. It is structured into four steps:
Step One: Risk Identification
Step Two: Risk Ranking
Step Three: Risk Illustration
Step Four: Risk Response
Risk is the possibility that an event will occur that will affect
the achievement of WFP’s objectives and mandate.
25. Country Offices are the owners of their Risk Assessment. For the purposesof developing a Risk Profile for their country they are advised to consultwith UN agencies, partners, the Red Cross and Red Crescent Movement,research institutes12 and — where feasible — with the national authorities.These consultations will enable WFP to gather a variety of information,insights and views, to harmonize and link up with preparedness approachesof partners, and to gain a better understanding of response capabilities onthe ground. National authorities may have data and monitoring systems inplace to assess the risk of natural disasters. Similarly, WFP can assist thosewith whom they consult by acting as a source of risk-related informationthrough WFP’s Early Warning and other monitoring systems.
26. The Risk Assessment will consider the Threat and Vulnerability Assessmentas carried out by the Security Management Team (SMT).
27. The Risk Assessment should be a consultative process in which differentopinions are brought together. It should be carried out taking intoconsideration all possible cross-cutting issues that may arise in a givencontext. These may include protection13, gender, and HIV and AIDS.Responsibility for validation of the resulting Risk Assessment lies with theCountry Director.
12 National, regional and international scientific bodies, such as seismologic institutes and
organizations, have the capacity to support WFP in disaster modelling.
13 For examples of typical protection concerns please refer to Annex 39. More information on
Protection in WFP operations is posted at: http://pgm.wfp.org/index.php/Topics:Protection_issues
Emergency Preparedness and Response Package
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2.1.1 Step One: Risk Identification
28. Within WFP, risks are defined within three major categories: contextual,programmatic and institutional.
29. Contextual risks are found in the broad settings in which WFP operates.They can include political and social risk factors such as intensified conflict,political instability and natural and climatic hazards. Generally, thesecontextual risks are beyond the control of humanitarian actors and cannotbe prevented. However, they can be predicted and mitigated.
30. Programmatic risks can be grouped into two main areas: the risk offailing to achieve programme objectives, and the potential to cause harm toothers. Risks associated with possible programme failure include settingoverly ambitious objectives, using untested programme approaches, andbasing programmes on flawed needs assessment. The second area covers arange of risks that may result in WFP interventions inadvertently having anegative effect. WFP’s Do No Harm approach attempts to eliminate orminimise these risks.
Contextual Risk:
Risk of state failure,return to conflict,development failureand humanitarian crisis. Factors that WFP is affectedby, but over which we have very little control.
Figure 4. Risk Categories
Programmatic
Risk:
Risk of not reachingour programmeobjective or ofpotentially causingharm to others — forinstance, by drawingbeneficiaries into aconflict zone or byhurting fragileeconomies with aid.
Institutional Risk:
Risks with significantimplications for WFP,such as securityissues, reputationalloss, and financiallosses throughcorruption. These can affect WFP as aninstitution, and couldcompromise ourability to reach people in need.
25
31. Institutional risks are internal to WFP but would have implicationsbeyond the organization. They include fiduciary and corruption risks, andpotential funding deficits and reputational loss.
32. When identifying risks, the Country Office must look at all risks that itmight face and group them within the three categories as beingcontextual, programmatic and/or institutional. As shown in Figure 4,programmatic risks may arise as a result of risks — or as a consequence ofresponses to risks — in either of the other two categories. Likewise,institutional risks may arise as a result of — or as a consequence of theresponse to programmatic risks.
33. The EPRP focuses on mitigating the effects of contextual risksthat impact on ongoing operations or give rise to a need to launchnew ones. These contextual risks can be divided into thefollowing types:
• natural hazards, such as earthquakes and pandemics, and extremeseasonal weather events that cause floods, landslides or droughts;
• armed conflict and civil unrest;
• restrictive government legislation, such as export and import bans;
• drastic changes in the socio-economic environment, such as a surge inprices of essential goods;
• terrorism and crime.
34. When risks are identified it is important to be as specific as possible whendescribing them so that they can be monitored (see section 2.1.5 onTriggers). If, for example, one of the identified risks is conflict then it needsto be clearly noted who the potential belligerents are, in which part of thecountry they could clash, and what main factors underlie the risk ofviolence.
Emergency Preparedness and Response Package
26
2.1.2 Step Two: Risk Ranking
35. Once a Country Office has identified the most prominent risks, it needs toscore them separately for each category by their perceived impact andlikelihood of occurrence. In doing so, risks are ranked on a scale of 1 to 3.Multiplying these two variables will give a value that will indicate theseriousness— low, medium or high — of a given risk (see Figure 5). Table 1, below, provides guidance on how to assess impact and likelihood,and how to rate the level of seriousness.
Impact
Negligible (1)
WFP is still able to carry out its operations, with almost no delays/losses. Heightened foodassistance needs and cluster-lead responsibilities can be addressed through minimalinvestment in on-going operations. National response capabilities and those of in-countrystakeholders are high. Minimal impact on staff and assets.
Minor (2)
WFP is still able to carry out its operations, though with some delays/losses. Heightened foodassistance needs and cluster-lead responsibilities can be addressed through minorinvestment in on-going operations. National response capabilities and those of in-countrystakeholders are fairly high. Minor impact on staff and assets.
Moderate (3)
Programme delivery may be hampered. Additional resources and activities withinongoing operations and cluster-lead responsibilities will be required to attend to systemdisruptions and heightened humanitarian needs. National response capabilities and thoseof in-country stakeholders are medium. Some impact on staff and assets.
Severe (4)
Programme delivery will significantly be hampered. Substantial additional resources and activities within ongoing operations and cluster-lead responsibilities will be required toattend to system disruptions and heightened humanitarian needs. National responsecapabilities and those of in-country stakeholders are low. Considerable impact on staffand assets
Critical (5)
WFP activities could be blocked. The event may require a massive WFP response. National response capabilities and those of in-country stakeholders are extremely low.Critical impact on staff and assets.
Table 1. Components of Risk Ranking
27
Likelihood
Very unlikely (1)
The event has a remote chance of arising — up to a 20 percent chance within the current year — and/orhas occurred very infrequently, if ever, in the past.
Unlikely (2)
The event has a low chance of arising — between a 20 and 40 percent chance within the current year —or has occurred a couple of times in the past.
Moderately likely (3)
The event has a possible chance of arising — betweena 40 and 60 percent chance within the current year —or has occurred a few times in the past.
Likely (4)
The event has a probable chance of arising — betweena 60 and 80 percent chance within the current year —or has occurred several times in the past.
Very likely (5)
The event has a significant chance of arising — over 80 percent chance within the current year — or has occurred frequently in the past.
Seriousness
The seriousnessrating is themultiplication ofthe impact riskranking with thelikelihood risk
Low
Average Score: 1–7
Medium
Average Score: 8-14
High
Average Score: 15-25
Emergency Preparedness and Response Package
28
2.1.3 Step Three: Illustration
36. Once a Country Office has ranked its risks, it should illustrate on a RiskGraph the contextual risks for which the EPRP provides mitigation actions.The Risk Graph helps the Country Office visualize its Risk Profile. It drawsattention to those risks whose seriousness levels rank in the medium/highrange and which require Mitigating Actions beyond the MinimumPreparedness Actions.
Figure 5. Risk Graph
1:
Neg
ligib
le2
: M
inor
3:
Mod
erat
e4
: S
ever
e5
: C
riti
cal
1: Veryunlikely 2: Unlikely
3: Moderately
likely4: Likely 5: Very
likely
Likelihood
Imp
act
Seriousness=Impact x Likelihood
Ser
iou
snes
s=Im
pact
x L
ikel
ihoo
d
Emergency Readiness Actions (ERAs)
Early Warning (EW)
Minimum Preparedness Actions (MPAs)
High Seriousness (15-25)
Medium Seriousness (8-14)
Low Seriousness (1-7)
MPA(5)
MPAEW(10)
MPAEWERA(15)
MPAEWERA(20)
MPAEWERA(25)
MPA(4)
MPAEW(8)
MPAEW(12)
MPAEWERA(16)
MPAEWERA(20)
MPA(3)
MPA(6)
MPAEW(9)
MPAEW(12)
MPAEWERA(15)
MPA(2)
MPA(4)
MPA(6)
MPAEW(8)
MPAEW(10)
MPA(1)
MPA(2)
MPA(3)
MPA(4)
MPA(5)
29
2.1.4 Step Four: Risk Response
37. Having illustrated its risks, the Country Office should record them, bycategory, in a Risk Register. The Register consists of two parts: riskassessment and mitigation actions, indicating which risk response strategyshould be applied and which mitigating actions should be put in place:
• Accept the risk, as it is;
• Control the risk through mitigation actions;
• Avoid the risk by temporarily halting WFP activities and stepping upmonitoring activities; or
• Transfer the risk by operating through partners on a (semi-)remotecontrol basis (as in Afghanistan and Somalia).
(This sequence gives rise to the mnemonic ACAT.)
38. The EPRP is designed to assist Country Offices in controlling/mitigating theeffects of the contextual risks identified.
39. Country Directors are advised to escalate a risk alert to Regional Bureaulevel, if:
• the risk might impact on neighbouring countries;
• managing the risk requires capacities and resources beyond thoseavailable at Country Office level.
40. In their ongoing operations, Country Offices need to make adequatebudgetary provisions for the implementation of both the MinimumPreparedness Actions and most of the Emergency Readiness Actions (asapplicable). With sufficient justification, additional corporate resources canbe requested from the Immediate Response Account and the WorkingCapital Financing Facility for the purposes of conducting assessments anddisaster simulation exercises, and for pre-positioning food under theEmergency Readiness Actions.
Emergency Preparedness and Response Package
30
2.1.5 Triggers for stepping up preparedness
41. Risk monitoring is an important part of the risk management process.Through their respective positions staff already monitor, in a general sense,important developments in the country. The EPRP focuses on specifics, i.e.critical indicators that need to be monitored in relation to risks that havebeen identified. Individually and/or collectively, these indicators need to beanalysed for tipping points that will act as triggers for decision-making.Monitoring these critical indicators will enable the Country Office to decidewhether it has reached a threshold that requires it to increase itspreparedness level from Minimum Preparedness Actions (MPAs) toEmergency Response Actions (ERAs). For each contextual risk, the CountryOffice should identify those thresholds through a discussion process basedon the following question:
What has to happen to make it necessary to step up the Country Office’spreparedness level by implementing the Emergency Readiness Actions?15
42. The final decision on when to implement the ERAs is taken by theCountry Director. The critical indicators — agreed upon by the CountryOffice — establish clear threshold levels that indicate when a risk isbecoming significantly more imminent and, in so doing, support thisdecision-making process.
43. To enable them to monitor the identified risks more closely, the CountryOffice should consider asking for support from the Early Warning structuresin Regional Bureaux and Headquarters.
15 Example: the risk is flood. A possible critical indicator might be: the water level in river x. In this casethe trigger would be: the level of water in river x exceeds y cm.
31
RIS
K A
SS
ES
SM
EN
T
MIT
IG
AT
IN
G A
CT
IO
NS
CO
NT
EX
TU
AL R
IS
KS
Ris
k
No.
Ris
k
Descri
ption
Impact
(1/2
/3/4
/5)
Lik
elihood
(1/2
/3/4
/5)
Seri
ousness
(Im
pact
x
Lik
elihood)
Ris
k
Response:
Accept
Contr
ol
Avoid
Tra
nsfe
r
Ris
k
Manager
Tri
ggers
for
ste
ppin
g u
p
pre
pare
dness
Sta
tus o
f M
PAs
(Done,
Deadline s
et,
To b
e initia
ted)
Sta
te in %
Deadline
to
com
ple
te
Em
erg
ency
Readin
ess
Actions
activate
d
(yes/n
o)
Sta
tus o
f ERAs
(Done,
Deadline s
et,
!To b
e initia
ted)
Sta
te in %
Deadline t
o
com
ple
te
1
In
dic
ato
r:
Sourc
e:
Thre
shold
:
Monitore
d b
y:
2
In
dic
ato
r:
Sourc
e:
Thre
shold
:
Monitore
d b
y:
PR
OG
RA
MM
AT
IC
RIS
KS
Ris
k
No.
Ris
k
Ref.
Ris
k
Descri
ption
Mitig
ation A
ctions
curr
ently in p
lace
Impact
(1/2
/3/4
/5)
Lik
elihood
(1/2
/3/4
/5)
Seri
ousness
(Im
pact
x
Lik
elihood)
Ris
k
Response:
Accept
Contr
ol
Avoid
Tra
nsfe
r
Mitig
ating A
ctions N
eeded
Ris
k
Manager
Mitig
ation
Action
Imple
mente
r
Sta
rt
Date
/
End
Date
Note
s
1
IN
ST
IT
UT
IO
NA
L R
IS
KS
Ris
k
No.
Ris
k
Ref.
Ris
k
Descri
ption
Mitig
ation A
ctions
curr
ently in p
lace
Impact
(1/2
/3/4
/5)
Lik
elihood
(1/2
/3/4
/5)
Seri
ousness
(Im
pact
x
Lik
elihood)
Ris
k
Response:
Accept
Contr
ol
Avoid
Tra
nsfe
r
Mitig
ating A
ctions N
eeded
Ris
k
Manager
Mitig
ation
Action
Imple
mente
r
Sta
rt
Date
/
End
Date
Note
s
1
!
Table 2. Risk Register Facsimile
2.2 Part II: Emergency Preparedness and Response Checklists
44. The Emergency Preparedness and Response Checklists form the second partof the Package. The checklists employ a holistic approach, integratingsecurity management, business continuity, IT disaster recovery andcontingency planning. Each checklist has a specific function at a specificpoint during the evolution of a risk. Thus, the checklists are not to beadopted simultaneously:
45. Some of the preparedness and readiness actions need to be addressed by theCountry Office Management directly. Others need to be addressed byindividual functional units, facilitated by an EPR Focal Point who has beenidentified by the Country Office Management. Several actions may alreadyhave been initiated or completed as part of the regular work process. Others,such as data-gathering and mapping, may be carried out and provided by orthrough partners. Where there are gaps, these should be addressed throughindividual preparedness actions in the Annual Performance Plan and in theWork Plan of relevant staff. Country Offices can add more actions if deemednecessary in the context of their specific operating environment.
Emergency Preparedness and Response Package
32
No.
1
2
3
Type of Checklist
Minimum PreparednessActions (MPAs)
Emergency ReadinessActions (ERAs)including CONOPS template
Standard OperatingProcedures for the First 72-Hour Response (SOPs)
Timeframe for Adoption
As part of the Country OfficeAnnual Performance Plan andMid-Year Performance Review.
As a specific risk becomesimminent that will havemedium/high-impact on aCountry Office, its programmes,processes and the operatingenvironment.
Upon outbreak of a disaster orcrisis.
33
46. Final responsibility and accountability for the Package lies withthe Country Director who must sign off on the MPAs, ERAs and SOPsand any updates.
2.2.1 Minimum Preparedness Actions (MPAs)
47. Minimum Preparedness Actions (MPAs) represent the first checklist that aCounty Office must implement in order to mainstream a minimum level ofemergency preparedness throughout all functional areas. The MPAs arebased on a multi-hazard approach. While they do take into account the riskprofile established for a Country Office, they are not risk-specific.
48. The objectives of the MPAs are to:
• establish a standard of minimum emergency preparedness for whichCountry Offices can be held accountable;
• facilitate a rapid build-up of emergency readiness, should a risk becomeimminent; and
• buffer against the negative impacts of an unexpected, sudden-onsetdisaster.
49. The progress of MPA implementation shall be reviewed on a six-monthlybasis by the Country Office Management as part of the Country OfficeAnnual Performance Plan and the Mid-Year Performance Review, and/oraccording to the seasonal hazard calendar.
2.2.2 Emergency Readiness Actions (ERAs)
50. Emergency Readiness Actions (ERAs) represent the second checklist whichwill be acted upon when a risk becomes imminent or when a high-impact,sudden-onset event, such as an earthquake in a densely populated area, isanticipated. The term “Emergency Readiness Actions” is used to indicateactions that will bring the Country Office to an advanced level of readinessto respond to a specific risk.
51. Unlike the MPAs, the ERAs are risk-specific. They build on the MPAsalready in place and include a set of questions and concrete actions that willenable the Country Office to augment its emergency response capability and
Emergency Preparedness and Response Package
34
to develop a Concept of Operations (CONOPS). Most particularly at thisstage, Country Offices are strongly advised to align their emergencypreparedness strategies with those carried out at the inter-agency andcluster levels.
52. In cases of slow-onset or recurring emergencies, such as droughts orhurricanes, monitoring through early warning systems and seasonal timingwill be critical in determining when to implement the ERAs. Monitoring,analysis and early warning can also provide valuable advance notice ofimpending conflict-related emergencies and, in so doing, maximise theimpact of the ERAs. In the case of sudden-onset emergencies, such asearthquakes, there may be only very limited time — or none at all — to putthe ERAs in place. In such emergencies, the MPAs and other preparedness-enhancing efforts adopted at Country Office, Regional Bureaux andHeadquarters17 will act as critical buffers that help the Country Office tomaintain resilience.
53. Stepping up preparedness from minimum preparedness to an emergencyreadiness level is closely connected to monitoring the triggers, identified by
The purpose of the EPRP’s Guidance Questions
Before ERAs are implemented, the Country Office should assess theimpact of the anticipated disaster on WFP’s operation andbeneficiaries in more detail. For this purpose, the EPRP contains boxesthat precede the ERA checklist for each unit, which provide lists ofguidance questions relating to the scope and context of theanticipated scenario. Before the unit’s ERA template is filled out thesequestions should be used as bases for discussion within the unit. Theyare structured in a way that will gather essential backgroundinformation and help to identify special requirements and operationalconstraints. It is important that these issues are considered so that anadequate preparedness level for potential disaster situations can beestablished. The questions, especially those for Country OfficeManagement, are designed to be used as reference points in case theCountry Office decides to draft a Concept of Operations (CONOPS).16
16 For the Concept of Operations template please refer to section 3.4.
17 Please refer to the Emergency Preparedness and Response Framework.
35
the Country Office team during the risk assessment. The decision as towhen to implement the ERAs lies ultimately with the CountryDirector and will follow consultation with partners in-country and theRegional Bureau. Regional Directors may determine the need to involveHeadquarters units. Early warning analysis may support the CountryDirector in making this decision.
54. The objectives of the ERAs are to:
• step up the Country Office’s emergency preparedness level, in view of animminent risk, to one of emergency readiness;
• guide the Country Office in identifying elements that are essential fordrafting a Concept of Operations18, and obtaining information critical tointer-agency appeals such as the Central Emergency Response Fund(CERF), Flash Appeals and the Consolidated Appeal Process (CAP);
• complement and support the inter-agency contingency planningprocess and WFP’s cluster-lead responsibilities; and
• feed into emergency preparedness planning carried out by nationalauthorities and other partners in-country.
18 Please refer to section 3.4.
Emergency Preparedness and Response Package
36
Slow-onset disasters
Slow-onset disasters give humanitarian actors more time to get ready forthe anticipated event; thus, preparations for them differ from those forsudden-onset events. In these contexts continuous monitoring systemswill enable WFP Country Offices to assess the scope and course of thecrisis more accurately. As soon as they realise that a slow onset disaster,such as a drought, is about to unfold, Country Offices must intensify theirmonitoring.
Preparedness for slow-onset disasters is often hampered by other factorslike public unawareness, and this can lead to shortfalls in funding for thenecessary scale-up of operations at the beginning of the crisis.Awareness-raising and the mobilization of funds are therefore essentialparts of preparedness in the early stages of a slow-onset disaster. Soundanalysis and extensive monitoring will enable the Country Office toprovide periodic alerts and to present a coherent and proportionalresponse strategy. In preparing a Concept of Operations19 Country Officeswill find the EPRP’s Communications template useful. It is a concisedocument which will act as a guide to presenting WFP’s operationalresponse strategy to the impending crisis to donors, media and thegeneral public in a clear and well-structured manner.
19 For the CONOPS template please see section 3.4.
37
2.2.3 Concept of Operations Template
55. When a Country Office identifies a need to step up its preparedness and itdecides to implement the ERAs for one or more risks that have becomeimminent, the Country Office has the option to develop a Concept ofOperations (CONOPS). A CONOPS is based on information gathered via theguidance questions that precede each ERA checklist. It should help theCountry Office to structure its response activities before or in the immediateaftermath of an emergency. The objectives of the CONOPS are to:
• communicate in a concise and clear manner the anticipated scope of thedisaster, and the nature and scope of WFP’s planned operationalresponse at Country Office, Regional Bureau and Headquarters levels;
• support the timely drafting of an Immediate Response EmergencyOperation (IR-EMOP) if the risk materialises;
• clearly explain WFP’s response strategy to the imminent risk to the hostgovernment, UN partner agencies and other relevant stakeholders; and
• facilitate input and access to IA-funding mechanisms.
It may be important to reflect specific challenges in the CONOPS. In orderto identify these challenges, each Country Office unit should go throughthe guidance questions which precede the unit-specific ERA checklist.
2.2.4 Standard Operating Procedures (SOPs) for the
First 72-Hour Response
56. Standard Operating Procedures (SOPs) for the First 72-Hour Responserepresent the third checklist and should be implemented as soon as thedisaster strikes. SOPs are meant to guide the Country Office in its initialemergency response when decisions have to be taken fast20 and criticalactions cannot be overlooked. Country Office Management and essentialstaff should review the SOPs at the ERA stage — i.e. once a risk becomesimminent — and assign responsibilities ahead of a disaster. Heads of Units(HOUs) are responsible for ensuring that their unit members are familiarwith the SOPs, and should have a hard copy to hand and available to their
20 The SOPs of the EPRP are complementary to the Critical Incident SOPs that have been developed
for Headquarters.
Emergency Preparedness and Response Package
38
staff members at all times. The objectives of the SOPs are to:
• promote the health and safety of all WFP staff and employees;
• maintain WFP’s resilience and augment its operational capability (e.g. through the Immediate Response Account [IRA], EmergencyOperations [EMOPs] and Special Operations [SO]);
• facilitate coordination within WFP and with partners. This also applieswhen WFP is the cluster lead.
2.3 Supporting Documents and Roles andResponsibilities
2.3.1 The EPRP at Area Office and Sub-Office levels
57. Being prepared and ready to respond to emergencies is important not onlyat Country Office level but also at Area and Sub-Office levels, and it isrecommended that the EPRP is also implemented in these offices. Theprocess is almost the same. It begins with validation of the risk assessmentundertaken by the Country Office, but the scope of the assessment isadjusted to take into account factors specific to those or Area or Sub-Offices’contexts. After the assessment has been validated the EPR checklists areimplemented. These may need to be adapted for each Area or Sub-Office toallow for offices’ different structures, functions and sizes. Very small Area orSub-Offices with only three to five staff may find that they only need to gothrough the MPA checklist and SOPs for Management, but large Area orSub-Offices might find it more useful to go through all of the checklists thatare applicable to their functional units. Annex 38 provides examples of MPAand ERA checklists, as well as SOPs, which have been tailored to theArea/Sub-Office context in pilot countries.
2.3.2 Roles and Responsibilities
Country Office Management
58. Country Office Management (usually, the Country Director [CD] and theDeputy Country Director [DCD]) is accountable for the implementation ofthe whole EPRP. The Country Office Management selects and directlysupervises the EPRP technical Focal Point. The Risks Register, the
39
Minimum Preparedness Actions Checklists and, if implemented, theEmergency Readiness Actions Checklists, need to be approved and signedoff by the Country Director. The Country Office Management also decides ifand when to implement the ERAs to step up the Country Office’spreparedness level for risks that have become imminent.
EPRP Focal Point21
59. The EPRP Focal Point is appointed by Country Office Management andsupports the implementation of the EPRP in the Country Office as well asArea and Sub-Offices. The Focal Point’s main responsibilities are facilitatingthe risk assessment exercise and consolidating the various units’ checklists.He/she is also responsible for compiling and maintaining the Country Officeemergency folder. He/she is the custodian of the final document and shouldupdate it periodically, especially when the risk profile of the countrychanges.
Heads of Units
60. Heads of Units (HOUs) are accountable for the implementation of their ownUnit’s checklist. They are encouraged to coordinate with other HOUs andthe Country Office Management for cross-unit issues.
Individual staff members
61. Every staff member needs to participate in the emergency preparednessprocess so that the Country Office can achieve the highest possible standardof emergency preparedness. Staff members are responsible forimplementing the actions assigned to them and should meet the deadlinesset in the checklists.
21 Please see Annex 37 for the complete TOR of the EPRP Focal Point.
Emergency Preparedness and Response Package
40
2.3.3 Support Tools
EPRP web tool
62. The EPRP will also be uploaded to EPweb. The online tool will display thepreparedness level of each country so that everybody can access thisinformation easily. The Country Office EPRP Focal Point is responsible forinputting data into the system and for keeping it up-to-date. These data willbe presented in a similar way to those in the EPRP checklists. EPweb canalso be used to directly request support from the Early Warning Team(EWT) in Headquarters regarding the monitoring of specific risks.22
E-Learning CD-ROM
63. The E-Learning CD-ROM is an interactive learning tool for every staffmember. It guides users through the EPRP, step by step, and explains thePackage’s background and purpose and how to implement the differentparts. The CD-ROM can also be used as a support tool by newly-appointedEPRP Focal Points or any other staff member.
Electronic EPRP folder
64. It is strongly recommended that the Country Office ICT unit creates anelectronic folder on the shared drive and stores in it core documentscollected through the EPRP implementation so that they are quicklyaccessible at all times. The folder should contain the electronic versions ofthe Country Office’s risk graph, risks register, MPA, ERA, SOP checklistsand all other related documents. In case a situation arises in whichcomputers cannot be used, a hard copy of these documents should be storedin the Country Office/Area Office/Sub-Office and in a secure off-sitelocation.
22 To access the EPRP web tool, please go to: http://epweb.wfp.org/ep2admin
41
2.3.4 Early Warning Analysis and Crisis Support23
65. The ODEP “Early Warning Analysis and Crisis Support Team” monitorsnatural hazards and socio-political developments around the globe daily inorder to identify situations that could impact WFP activities or trigger newoperations.
66. The Headquarters-based team can provide tailored analytical services on-demand to Country Offices and Regional Bureaux, and it can collaboratewith ODEP’s Emergency Preparedness and Response (EPR) and GeographicInformation Systems (GIS) teams and other Headquarters units, such asField Security Division (ODF) and the Vulnerability Analysis and MappingUnit (VAM), to provide comprehensive and high quality products. Forinstance, the team can advise Country Offices and Regional Bureaux as tohow to identify, detail and monitor natural hazards and political risks, andhelp them define indicators and thresholds for emergency readiness actions.
67. Country Offices are encouraged to make use of Headquarters capacity whendeveloping EPRP risk profiles. At the same time, to ensure a common WFPview of risk, Regional Bureaux are encouraged to compile a regular regional“Early Warning Matrix” that is based on Country Office risk profiles andassessments for countries where there is no WFP presence.
23 The ODEP Early Warning, Analysis and Crisis Support Team can be contacted through the regional
EPR Focal Points or directly at [email protected]
43
The checklists on the following pages
are for reference only.
Working versions of the checklists are
available for download at the EPRP page
on EPweb at the following link:
http://epweb.wfp.org/ep2/eprp/
Emergency Preparedness and Response Package 3The Checklists
Emergency Preparedness and Response Package
44
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__
_
:y
bd
" "
" "
"
______________ Y
LN
__
_
" "
" "
"
SU
TA
TS
en
oD
enil
da
eD set
!!
" "
" "
"
eb
oT
det
aitini
!
" "
" "
"
la
vo
rp
pA
de
vo
rp
pA
" "
" "
"y
______________
:_
_/_
__
_/_
__
_
:y
bd
______________
" "
" "
"______________ _
__
______________
" "
" "
"
" "
" "
"
S
TA
TU
S
Done
Deadline
set
To b
e
initia
ted
!
!
!"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
"
SU
TA
TS
en
oD
enil
da
eD set
!!
"
eb
oT
det
aitini
!
"
"
"
"
"
3.1 Minimum Preparedness Actions (MPAs)
45
Type o
f ri
sk(s
):
Mu
lti-
ha
za
rd
, in
clu
din
g s
low
- and s
udden-o
nset
dis
aste
rs.
Obje
ctive:
To e
sta
blish a
sta
nd
ard
fo
r m
inim
um
em
erg
en
cy p
re
pa
re
dn
ess a
t C
ou
ntr
y,
Are
a a
nd
Su
b-O
ffic
e l
eve
l th
at
facilitate
s a
speedy b
uild-u
p o
f em
erg
ency r
eadin
ess a
nd h
elp
s b
uff
er
again
st
the n
egative im
pact
of
a s
udden-o
nset
dis
aste
r.
When:
To b
e a
dopte
d a
s p
art
of
the C
ou
ntr
y O
ffic
e A
nn
ua
l W
ork P
lan
. Pro
gre
ss h
as t
o b
e r
evie
wed a
t th
e M
id-Y
ea
r
Pe
rfo
rm
an
ce
Re
vie
w a
nd in r
esponse t
o s
ignific
ant
changes in t
he o
pera
tional envir
onm
ent.
To b
e incorp
ora
ted into
the
Term
s o
f Refe
rence a
nd p
erf
orm
ance a
ppra
isals
of
indiv
idual sta
ff.
Who:
Fo
ca
l P
oin
t w
ith
Co
un
try O
ffic
e M
an
ag
em
en
t a
nd
fu
ncti
on
al
un
its.
Com
ple
tion:
The c
hecklist
shall indic
ate
for
each M
PA:
• S
tatu
s (
“Done”,
“D
eadline s
et”
, “T
o b
e initia
ted”)
;
• L
ea
d (
Nam
e o
f pers
on r
esponsib
le f
or
the im
ple
menta
tion o
f th
e r
espective a
ction);
• D
ue
da
te/T
imefr
am
e (
to b
e identified f
or
all a
ctions w
ith s
tatu
s “
Deadline s
et”
and “
To b
e initia
ted”)
;
• R
eso
urce
re
qu
ire
me
nt
(as a
ppro
pri
ate
).
Outp
ut:
M
PA
s a
do
pte
d a
nd a
n e
me
rg
en
cy f
old
er f
or e
ach
un
it c
re
ate
d.
Accounta
bility:
O
vera
ll a
ccounta
bility f
or
the a
doption o
f th
e M
inim
um
Pre
pare
dness A
ctions lie
s w
ith t
he C
D.
The F
oca
l P
oin
t com
piles
and u
pdate
s t
he s
tatu
s b
efo
re s
ubm
itting it
for
appro
val to
the C
D.
Emergency Preparedness and Response Package
46
Fu
ncti
on
al
Areas
Nam
e o
f A
cco
un
tab
le M
an
ag
er
CO
Managem
ent
Hum
an R
esourc
es
Pro
gra
mm
e
Pip
eline
Food P
rocure
ment
Non-F
ood P
rocure
ment
Logis
tics
ICT
Fin
ance
Adm
inis
tration
Securi
ty
Com
munic
ation
Report
ing
47
CO
Man
ag
em
en
t
No
. M
inim
um
Prep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)24
Co
mm
en
ts
Done
Deadline
set25
To be initiated
1
Fam
ilia
rize s
taff
with t
he E
merg
ency P
repare
dness a
nd R
esponse P
ackage a
nd r
ela
ted m
ate
rial, inclu
din
g t
he
Cri
tical In
cid
ents
SO
Ps,2
6 t
he E
merg
ency P
repare
dness a
nd R
esponse F
ram
ew
ork
, th
e R
isk M
anagem
ent
Fra
mew
ork
27 a
nd t
he S
ecuri
ty M
anagem
ent
Policy.2
8
2
Identify
needs a
nd o
pport
unitie
s f
or
sta
ff t
rain
ing in e
merg
ency p
repare
dness a
nd e
xerc
ise (
sim
ula
tions)
at
CO
level.
29
3
Identify
a F
ocal Poin
t fo
r com
pilin
g/u
pdating t
he M
PA c
hecklist.
The c
hecklist
and u
pdate
s w
ill be b
ased o
n inputs
by f
unctional units.
Dete
rmin
e a
tim
eline f
or
CD
appro
val and r
eflect
sta
tus o
f com
ple
tion o
n E
PW
eb.
4
Ensure
that
an e
merg
ency f
old
er
(hard
and s
oft
copy)
is c
reate
d a
nd t
hat
it c
onta
ins a
ll r
ele
vant
docum
enta
tion
requir
ed b
y t
he c
hecklists
. This
will be n
eeded in t
he e
vent
of
an e
merg
ency.
(It
may b
e u
sefu
l to
org
aniz
e t
he
fold
er’s in s
ections/s
ub-f
old
ers
(per
functional unit)
for
quic
k a
ccess.)
5
Identify
essential fu
nctions in t
he C
O a
nd e
sta
blish a
chain
of
com
mand a
nd c
om
munic
ation p
roto
col to
be
activate
d a
t th
e o
nset
of
an e
merg
ency.
6
Identify
pote
ntial off
-site location(s
).
7
Identify
essential CO
docum
ents
;30 k
eep h
ard
and s
oft
copie
s in o
ff-s
ite location(s
).
8
Esta
blish a
Ris
k P
rofile
/Regis
ter
for
the c
ountr
y a
nd p
lace it
on E
PW
eb.
9
Esta
blish c
onta
ct
with t
he e
merg
ency F
ocal Poin
t(s)
in t
he n
ational govern
ment
and p
ut
conta
ct
deta
ils in t
he
em
erg
ency f
old
er.
10
Ensure
WFP’s
part
icip
ation in I
nte
r-Agency C
ontingency P
lannin
g31 a
nd o
ther
dis
aste
r pre
pare
dness e
ffort
s a
t
24
The r
esourc
e r
equir
em
ents
for
the M
PAs s
hould
be b
udgete
d w
ithin
the c
urr
ent
CO
pro
gra
mm
es.
25
If a
ction is p
ut
in y
ellow
or
red,
indic
ate
a c
lear
tim
efr
am
e f
or
its im
ple
menta
tion in t
he “
Due d
ate
/Tim
efr
am
e”
colu
mns.
26
For
the D
irective o
f Cri
tical In
cid
ents
Sta
ndard
Opera
tion P
rocedure
s p
lease r
efe
r to
Annex 6
.
27
For
WFP’s
corp
ora
te R
isk M
anagem
ent
Fra
mew
ork
ple
ase r
efe
r to
Annex 1
.
28
For
WFP’s
corp
ora
te S
ecuri
ty M
anagem
ent
Policy p
lease r
efe
r to
Annex 2
.
29
RBx a
nd H
Q s
taff
can p
rovid
e a
dvic
e o
n n
eeds a
nd s
ourc
es o
f tr
ain
ing a
s w
ell a
s c
onduct
in-c
ountr
y e
merg
ency m
anagem
ent
exerc
ise (
sim
ula
tions).
30
For
a lis
t of
essential docum
ents
to b
e k
ept
in h
ard
and s
oft
copy p
lease r
efe
r to
Annex 7
.
31
For
Inte
r-Agency C
ontingency P
lannin
g G
uid
elines p
lease r
efe
r to
Annex 3
.
countr
y level.
Emergency Preparedness and Response Package
48
CO
Man
ag
em
en
t (co
nti
nu
ed
)
No
. M
inim
um
Prep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline set
To be
initiated
11
If t
ime p
erm
its,
conduct
with s
upport
fro
m t
he R
egio
nal Bure
au a
nd H
Q a
n e
merg
ency m
anagem
ent
exerc
ise
(sim
ula
tion)
for
one o
f th
e h
ighest
risks identified t
hro
ugh t
he r
isk a
ssessm
ent.
12
In lia
ison w
ith S
ecuri
ty,
and in a
ccord
ance w
ith U
N D
epart
ment
of
Safe
ty a
nd S
ecuri
ty (
UN
DSS)
regula
tions,
ensure
that
all s
taff
are
equip
ped w
ith t
he r
equir
ed c
om
munic
ation t
ools
.
13
Ensure
that
Focal Poin
ts f
or
cro
ss-c
utt
ing issues s
uch a
s p
rote
ction,
gender,
HIV
and A
IDS,
Sexual Explo
itation
and A
buse a
s w
ell a
s o
thers
are
identified.3
2
14
Make s
ure
that
all u
nits c
oncern
ed,
e.g
. Pro
gra
mm
e a
nd F
inance,
are
fam
ilia
r w
ith t
he m
ost
recent
financia
l
dir
ectives,
part
icula
rly t
he g
uid
elines o
n I
RA P
repare
dness,
IR-E
MO
P a
nd E
MO
P.3
3
15
Ensure
CO
sta
ff a
re f
am
ilia
r w
ith I
nte
r-Agency e
merg
ency r
esponse m
echanis
ms s
uch a
s t
he C
luste
r Appro
ach.
32
For
Term
s o
f Refe
rence f
or
pro
tection F
ocal Poin
ts a
nd m
ore
info
rmation o
n p
rote
ction t
rain
ing f
or
sta
ff p
lease c
onta
ct
the H
um
anitari
an P
olicy a
nd T
ransitio
n S
erv
ice (
PSH
) in
HQ
.
For
info
rmation a
bout
the S
exual Explo
itation a
nd A
buse F
ocal Poin
t ple
ase r
efe
r to
the E
D-c
ircula
r: h
ttp:/
/docusto
re.w
fp.o
rg/s
tellent/
gro
ups/p
ublic/d
ocum
ents
/cd/w
fp047703.p
df
33
For
the d
irectives p
lease r
efe
r to
Annex 5
.
49
Hu
man
Reso
urces
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Com
pile a
lis
t of
all s
taff
,34 t
heir
conta
ct
deta
ils,
insta
lled d
ependents
and n
ext
of
kin
, and d
istr
ibute
to a
ll s
taff
a lis
t conta
inin
g t
he e
ssential conta
ct
info
rmation.
2
Esta
blish a
nd r
egula
rly u
pdate
a r
oste
r of
national and local sta
ff c
andid
ate
s f
or
imm
edia
te r
ecru
itm
ent
for
each
functional are
a.
3
Identify
vis
a a
nd s
ecuri
ty c
leara
nce r
equir
em
ents
for
sta
ff d
eplo
ym
ent
and e
vacuation.
4
Rem
ind s
taff
to h
ave u
p-t
o-d
ate
ID
card
s a
nd o
ther
rele
vant
pers
onal docum
enta
tion (
e.g
. vaccin
ation b
ookle
t,
etc
.) a
t hand a
nd t
o k
eep c
opie
s in t
he o
ff-s
ite location.
5
Rem
ind inte
rnational sta
ff t
o r
egula
rly u
pdate
the lis
t of
their
pers
onal item
s f
or
insura
nce p
urp
oses.
6
Pre
pare
and d
issem
inate
a c
onta
ct
list
of
medic
al pro
fessio
nals
, clinic
s a
nd h
ospitals
to w
hic
h s
taff
should
be
refe
rred in t
he e
vent
of
a m
edic
al em
erg
ency.
Fam
ilia
rize a
ll s
taff
, especia
lly d
rivers
, w
ith info
rmation a
bout
whic
h f
acilitie
s a
re e
quip
ped t
o h
andle
whic
h m
edic
al pro
cedure
s,
and w
here
these f
acilitie
s a
re locate
d.
Coord
inate
with t
he h
ead o
f dri
vers
to t
rain
their
team
so t
hat
all d
rivers
are
fam
ilia
r w
ith t
he r
oute
s.
7
In c
oord
ination w
ith S
ecuri
ty,
ensure
that
all C
O/A
O/S
ub-O
ffic
e s
taff
have r
eceiv
ed f
irst
aid
tra
inin
g.
8
Ensure
that
all C
O s
taff
have r
eceiv
ed b
asic
and a
dvanced s
ecuri
ty t
rain
ing,3
5 t
hat
all s
taff
and p
art
ners
have
receiv
ed a
copy o
f th
e S
ecre
tary
-Genera
l’s B
ulletin o
n S
pecia
l M
easure
s f
or
Pro
tection f
rom
Sexual Explo
itation
and A
buse,3
6 a
nd t
hat
all h
ave r
eceiv
ed a
copy o
f th
e I
CSC’s
37 S
tandards o
f Conduct f
or t
he I
nternatio
nal Civ
il
Servic
e.
9
Ensure
that
every
sta
ff m
em
ber
receiv
es e
ssential in
form
ation (
securi
ty,
medic
al pro
cedure
s,
etc
.),
and t
hat
this
info
rmation is a
lso d
issem
inate
d t
o t
hose w
ho m
ight
not
have a
ccess t
o e
-mail (
e.g
. dri
vers
).
34
Sta
ff inclu
des T
DYers
and s
taff
on R
&R in t
he C
ountr
y,
Are
a a
nd S
ub-O
ffic
es.
Ple
ase r
efe
r to
Annex 3
3 f
or
an e
merg
ency s
taff
conta
ct
sheet.
35
For
basic
and a
dvanced s
ecuri
ty t
rain
ing c
ours
es p
lease g
o t
o h
ttp:/
/go.w
fp.o
rg/w
eb/w
fpgo/f
ield
securi
ty/t
rain
ing.
36
For
the z
ero
tole
rance p
olicy o
n S
exual Explo
itation a
nd A
buse,
inclu
din
g t
he S
G B
ulletin a
nd E
D c
ircula
rs p
lease g
o t
o:
htt
p:/
/docusto
re.w
fp.o
rg/s
tellent/
gro
ups/p
ublic/d
ocum
ents
/cd/w
fp016115.p
df
37
Inte
rnational Civ
il S
erv
ice C
om
mis
sio
n :
htt
p:/
/hom
e.w
fp.o
rg/h
rmanual/
Acro
bat_
Docs/I
CSC_Std
_Conduct-
English.p
df
Emergency Preparedness and Response Package
50
Pro
gram
me
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Ensure
the r
egula
r update
of
the C
ountr
y P
rofile
.38
2
Ensure
the a
vailability o
f th
e f
ollow
ing m
aps,
lists
and c
ale
ndars
:39
•
map(s
) of
the p
opula
tion p
rofile
, id
eally d
epic
ting f
ood s
ecuri
ty,
povert
y,
maln
utr
itio
n levels
, eth
nic
ity
and p
opula
tion d
ensity b
y a
dm
inis
trative a
reas.
If t
he m
aps c
annot
be p
roduced,
collect
the r
ele
vant
GIS
-data
and c
onta
ct
the G
IS u
nit a
t H
Q f
or
support
;
•
a lis
t of
food s
ecto
r/clu
ste
r part
ners
per
adm
inis
trative a
rea;
•
a lis
t of
oth
er
hum
anitari
an a
cto
rs (
inclu
din
g N
GO
s/C
BO
s)
per
adm
inis
trative a
rea (
food a
nd n
on-f
ood);
•
a lis
t of
WFP d
istr
ibution p
oin
ts p
er
adm
inis
trative a
rea;
•
seasonal fo
od s
ecuri
ty c
ale
ndar(
s);
•
seasonal hazard
cale
ndar(
s).
40
3
Com
pile a
nd r
egula
rly u
pdate
conta
ct
deta
ils o
f lo
cal and n
ational govern
ment
counte
rpart
s.
4
Clo
sely
monitor
develo
pm
ents
in t
he f
ood s
ecuri
ty s
ituation t
hro
ugh inte
rnal and/o
r exte
rnal m
onitori
ng
syste
ms,
such a
s v
uln
era
bility a
naly
sis
and m
appin
g (
VAM
), t
he M
inis
try o
f Agri
culture
(M
oA),
FAO
, etc
.
5
Pre
pare
a lis
t of
cultura
lly a
ccepta
ble
foods t
hat
would
be s
uitable
in a
n e
merg
ency a
nd c
ould
be r
apid
ly
mobiliz
ed.
6
Togeth
er
with t
he H
R u
nit identify
candid
ate
s w
ho a
re q
ualified t
o c
arr
y o
ut
em
erg
ency f
ood s
ecuri
ty
assessm
ents
and k
eep t
heir
conta
ct
deta
ils a
t hand.
7
Have g
eneri
c c
hecklists
/questionnair
es
41 f
or
such a
ssessm
ents
as w
ell a
s o
ther
essential assessm
ent-
rela
ted
tools
in p
lace.
These inclu
de G
PS d
evic
es,
calc
ula
tors
, sta
tionery
and p
aper,
etc
.
8
Ensure
that
a M
onitori
ng a
nd E
valu
ation (
M&
E)
matr
ix is a
vailable
that
can b
e e
asily a
dapte
d a
nd u
sed.4
2
9
Ensure
that
the p
rogra
mm
e s
taff
is f
am
ilia
r w
ith t
he A
ltern
ative P
rogra
mm
e I
mple
menta
tion
Fra
mew
ork
(APIF
). 4
3
43
The A
PIF
is c
urr
ently b
ein
g d
evelo
ped b
y t
he P
rogra
mm
e D
ivis
ion in H
Q.
For
more
info
rmation,
refe
r to
htt
p:/
/epw
eb.w
fp.o
rg/e
p2/p
ages/?
PageID
=122
38
For
an o
verv
iew
of
sta
ndard
info
rmation t
o b
e inclu
ded in a
Countr
y P
rofile
ple
ase r
efe
r to
the E
MO
P p
roje
ct
docum
ent
tem
pla
tes in A
nnex 8
.
39
For
exam
ple
s o
f th
e f
ollow
ing m
aps,
lists
and c
ale
ndars
ple
ase r
efe
r to
Annex 9
. D
ata
for
these p
roducts
does n
ot
necessari
ly h
ave t
o c
om
e f
rom
WFP.
40
Seasonal hazard
cale
ndars
are
pre
pare
d b
y O
DEP a
nd a
re a
vailable
for
every
countr
y o
n E
Pw
eb.
41
For
generi
c c
hecklists
, questionnair
es,
as w
ell a
s g
uid
ance m
ate
rial fo
r in
itia
l and r
apid
food s
ecuri
ty a
ssessm
ents
, ple
ase r
efe
r to
Annex 1
0.
42
For
a m
anual on h
ow
to w
ork
with t
he M
&E M
atr
ix p
lease r
efe
r to
htt
p:/
/hom
e.w
fp.o
rg/m
anuals
/me/1
35.h
tm
51
Pip
eli
ne
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Ensure
that
the P
ipeline h
as u
p-t
o-d
ate
info
rmation c
oncern
ing t
he e
xpecte
d t
ime o
f arr
ival of
new
-arr
ival and
in-c
ountr
y s
tocks s
o t
hat
com
modity r
eallocation c
an b
e c
arr
ied o
ut
at
any g
iven t
ime.
2
Ensure
that
the W
FP a
dvance m
echanis
ms,
how
they w
ork
, and a
ny s
upply
-chain
pro
cedure
s a
re s
uff
icie
ntly
unders
tood.
3
Monitor
and r
evie
w r
egula
r sourc
es o
f data
and info
rmation r
equir
ed f
or
takin
g P
ipeline d
ecis
ions.
These inclu
de
com
modity p
rices,
borr
ow
ings,
food s
tatistics a
nd lead t
imes,
etc
.
4
Ensure
that
Pip
eline is p
art
of
the s
upply
chain
gro
up f
or
the a
llocation o
f Food F
orw
ard
purc
hases.
5
Make s
ure
that
contr
ibutions t
hat
have b
een c
onfirm
ed a
re p
rogra
mm
ed s
wiftly.
Emergency Preparedness and Response Package
52
Fo
od
Pro
cu
rem
en
t
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Identify
the t
ype a
nd q
uantity
of
food t
hat
can b
e r
apid
ly p
rocure
d,
borr
ow
ed a
nd p
rocessed locally a
nd
regio
nally.
2
Monitor
the p
rices a
nd a
vailability o
f th
e m
ain
local fo
od c
om
moditie
s.
3
Com
pile a
lis
t of
exis
ting a
nd p
ote
ntial lo
cal fo
od s
uppliers
, in
clu
din
g p
rivate
tra
ders
, para
sta
tal org
aniz
ations
and n
ational str
ate
gic
gra
in r
eserv
es.
4
Ensure
that
conta
ct
has b
een e
sta
blished w
ith n
ational auth
ori
ties r
egard
ing im
port
and e
xport
restr
ictions,
local le
gis
lation,
and t
he a
vailability o
f lo
cal pro
duct
specific
ations,
etc
. Com
munic
ate
this
info
rmation a
nd t
hese
arr
angem
ents
to R
B.
5
Ensure
that
sta
ff b
eyond t
he p
rocure
ment
team
are
fam
ilia
r w
ith r
ule
s g
overn
ing local purc
hases.
53
No
n-Fo
od
Pro
cu
rem
en
t
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Com
pile a
lis
t of
suppliers
of
off
ice e
quip
ment,
sta
tionery
, and f
uel supplies,
etc
.
2
Negotiate
long-t
erm
agre
em
ents
(LTA)4
4 w
ith t
hese s
uppliers
. These a
gre
em
ents
should
inclu
de a
cla
use
guara
nte
ein
g t
hat
the s
upplier
will keep in s
tock a
mutu
ally a
gre
ed m
inim
um
level of
supplies/s
tocks
specific
ally f
or
WFP.
3
Identify
pote
ntial part
ners
who c
ould
make a
vailable
cri
tical non-f
ood ite
ms o
n a
loan/l
ease b
asis
duri
ng a
n
em
erg
ency.
Such ite
ms w
ould
inclu
de v
ehic
les a
nd I
CT e
quip
ment,
etc
.
4
Identify
local tr
ansport
ation s
erv
ices t
o w
hic
h t
he C
O/A
O/S
ub-O
ffic
e c
an r
esort
if
at
any t
ime t
here
should
be a
short
age o
f off
ice v
ehic
les.
44
For
a long-t
erm
agre
em
ents
sam
ple
ple
ase r
efe
r to
Annex 1
3.
Emergency Preparedness and Response Package
54
Lo
gis
tics
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Ensure
that
the logis
tics c
apacity a
ssessm
ent
(LCA)4
5 is u
p-t
o-d
ate
and a
t hand a
t all t
imes.
2
Revie
w t
he landsid
e t
ransport
, sto
rage a
nd h
andling (
LTSH
) m
atr
ix e
very
six
month
s (
min
imum
).
3
Ensure
that
the s
hort
lists
of
transport
ers
and o
ther
logis
tical serv
ice p
rovid
ers
are
up-t
o-d
ate
. These lis
ts
should
be u
pdate
d a
t le
ast
once p
er
year.
4
Identify
a F
ocal Poin
t to
get
fam
ilia
r w
ith c
usto
ms c
leara
nce a
nd t
ax w
aiv
er
pro
cedure
s.
That
is b
ecause h
e/s
he
will need t
o b
e a
ble
to identify
options f
or
fast-
trackin
g e
merg
ency c
arg
o f
or
the c
ountr
y a
nd n
eig
hbouri
ng
countr
ies.
5
Com
pile a
conta
ct
list
of
Logis
tics F
ocal Poin
ts in o
ther
UN
agencie
s a
s w
ell a
s in local and inte
rnational part
ner
org
aniz
ations.
Esta
blish a
clo
se w
ork
ing r
ela
tionship
with t
hem
and d
ete
rmin
e t
heir
logis
tics n
eeds a
nd
capacitie
s,
and t
heir
pote
ntial to
share
assets
.
6
With s
upport
fro
m H
Q A
via
tion,
evalu
ate
air
opera
tors
' ra
tes,
safe
ty a
spects
, and t
heir
capacity t
o m
obiliz
e a
ir
taxis
and h
elicopte
rs f
or
em
erg
ency r
esponse.
Be f
am
ilia
r w
ith p
rocedure
s f
or
over-
flig
ht
and landin
g p
erm
its.
45
For
guid
ance o
n h
ow
to p
repare
an L
CA p
lease r
efe
r to
Annex 1
1.
55
IC
T
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Esta
blish a
n a
ppro
pri
ate
ICT a
pplications a
nd s
erv
ices s
yste
m f
or
work
ing f
rom
hom
e f
or
essential sta
ff.
The
syste
m w
ill in
clu
de:
•
Inte
rnet
connections;
•
lapto
ps t
hat
are
equip
ped w
ith e
ndpoin
t pro
tection s
oft
ware
, up-t
o-d
ate
vers
ions o
f W
indow
s a
nd
Mic
rosoft
Off
ice,
mail s
yste
ms a
nd a
ny o
ther
essential soft
ware
, adapto
rs a
nd a
wir
ele
ss n
etw
ork
inte
rface;
•
VH
F h
and-h
eld
radio
s a
nd m
obile p
hones.
Ensure
that
eligib
le a
nd n
ew
ly a
rriv
ing s
taff
have r
eceiv
ed V
HF r
adio
tra
inin
g.
2
Ensure
that
in t
he e
vent
of
an e
merg
ency t
he O
ffic
e's
off
-site location c
an b
e r
apid
ly e
quip
ped w
ith a
n
auto
nom
ous b
ack-u
p c
om
munic
ations s
yste
m (
BIT
SAT o
r BG
AN
), a
n I
T t
oolk
it,
a m
ail s
erv
er
and C
OM
PAS
sta
tion,
media
(ta
pes a
nd h
ard
dri
ves),
a s
ate
llite p
hone,
a V
HF b
ase r
adio
sta
tion,
a s
ola
r pow
er
kit a
nd a
5kVA g
enera
tor.
46
3
Lia
ise w
ith A
dm
in-u
nit a
nd t
he h
ead o
f dri
vers
to e
quip
at
least
one o
ffic
e v
ehic
le w
ith t
wo b
att
eri
es a
nd a
charg
er/
invert
er
to r
e-c
harg
e p
hones a
nd lapto
ps,
and t
o a
lways h
ave a
dditio
nal batt
eri
es in s
tock.
Als
o inclu
de
a V
HF a
nd H
F m
obile c
om
munic
ation k
it,
a s
ate
llite p
hone a
nd a
GPS.
4
Conduct
and t
est
on a
weekly
basis
a b
ackup o
f essential docum
ents
identified b
y C
O u
nits t
o b
e s
tore
d in
off
-site location(s
).
5
Com
pile a
conta
ct
list
of
ICT F
ocal Poin
ts in o
ther
UN
agencie
s,
as w
ell a
s in local and inte
rnational part
ner
org
aniz
ations,
and e
sta
blish c
lose w
ork
ing r
ela
tionship
with t
hem
. D
ete
rmin
e t
heir
ITC c
apacitie
s a
nd t
heir
pote
ntial fo
r shari
ng a
ssets
.
6
Esta
blish a
n E
PRP f
old
er
on t
he s
hare
d d
rive w
ith s
ub-f
old
ers
for
each u
nit a
nd m
ain
tain
it.
46
To a
void
pote
ntial dam
age f
rom
flo
odin
g a
nd/o
r ro
of
leaks,
“data
centr
es”
or
“serv
er
room
s”
should
not
be locate
d in t
he b
asem
ent
or
on t
he g
round o
r to
p f
loors
.
Emergency Preparedness and Response Package
56
Fin
an
ce
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline set
To be
initiated
1
Identify
key f
inance s
taff
whose p
resence w
ill be r
equir
ed in t
he e
vent
of
an e
merg
ency.
Ensure
that
those
responsib
le f
or
or
who a
re d
esig
nate
d t
o p
erf
orm
fin
ancia
l tr
ansactions a
re p
roperl
y info
rmed o
f and instr
ucte
d
in t
heir
fin
ancia
l re
sponsib
ilitie
s,
and t
hat
they a
re e
quip
ped w
ith t
he n
ecessary
WIN
GS p
rofile
s.
2
Put
in p
lace a
suitable
panel of
appro
vin
g a
nd c
ert
ifyin
g o
ffic
ers
so t
hat
segre
gation o
f duties is e
nsure
d a
t all
tim
es.4
7
3
Esta
blish a
suitable
CO
/Sub-O
ffic
e p
anel of
sig
nato
ries f
or
bank a
ccounts
and e
lectr
onic
paym
ent
syste
ms
(EPS).
4
Appoin
t dis
burs
ing o
ffic
er(
s)
and p
ett
y c
ash a
ccount
hold
ers
/cashie
rs p
er
sta
ff e
ligib
ility c
rite
ria.
5
In c
onsultation w
ith t
he R
FO
and t
he C
FO
, esta
blish b
ackup m
echanis
ms f
or
financia
l pro
cedure
s,
as r
equir
ed.4
8
These m
echanis
ms m
ust
be c
apable
of
bein
g e
mplo
yed d
uri
ng inte
rmitte
nt
loss o
f connectivity,
financia
l syste
m
bre
akdow
n o
r oth
er
types o
f em
erg
ency.
6
Use t
he e
xis
ting c
orp
ora
te c
hecklist
to v
eri
fy d
ocum
enta
tion r
equir
ed t
o s
upport
each t
ype o
f financia
l
transaction.4
9
7
Ensure
that
a c
ash s
afe
is a
vailable
at
all o
ffic
e s
ites f
or
the s
afe
keepin
g o
f cash,
fuel coupons,
oth
er
cash ite
ms
and im
port
ant
docum
ents
.
47
This
is t
o e
nsure
com
pliance w
ith C
F02006/0
03 “
Policy o
n P
rocedura
l Change o
n t
he D
ele
gation o
f Fin
ancia
l Auth
ori
ty”.
Ple
ase r
efe
r to
Annex 1
2.
48
Ple
ase r
efe
r to
htt
p:/
/wik
i.w
fp.o
rg/f
inancia
lresourc
em
anagem
entm
anual/
index.p
hp/M
ain
_Page f
or
guid
ance.
49
Ple
ase r
efe
r to
htt
p:/
/wik
i.w
fp.o
rg/f
inancia
lresourc
em
anagem
entm
anual/
index.p
hp/M
ain
_Page f
or
guid
ance.
57
Ad
min
istr
ati
on
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Assis
t CO
Managem
ent
in identify
ing p
ote
ntial off
-site location(s
) fo
r w
ork
.50
2
Assis
t CO
Managem
ent
in identify
ing s
taff
accom
modation f
acilitie
s t
hat
can b
e r
apid
ly a
ctivate
d w
hen n
eeded.
3
Identify
appro
pri
ate
location(s
) to
hold
str
ate
gic
sto
cks o
f essential non-f
ood ite
ms.
Regula
rly c
heck u
p o
n
sto
cked ite
ms t
o e
nsure
that
they a
re u
sable
and in g
ood c
onditio
n.
4
In c
oord
ination w
ith s
ecuri
ty,
arr
ange f
or
firs
t aid
kits t
o b
e d
istr
ibute
d t
o a
ll indiv
idual sta
ff m
em
bers
, and
ensure
that
firs
t aid
kits a
nd f
ire e
xtinguis
hers
are
pre
sent
in a
ll v
ehic
les a
nd W
FP p
rem
ises,
as p
er
the
requir
em
ents
of
Min
imum
Opera
ting S
ecuri
ty S
tandard
s (
MO
SS)
and/o
r th
e W
FP S
ecuri
ty R
isk A
ssessm
ent.
Ensure
that
all k
its a
nd e
xtinguis
hers
are
main
tain
ed.
50
The s
ize o
f th
e p
ote
ntial off
-site location(s
) depend(s
) on t
he s
ize o
f th
e C
ountr
y O
ffic
e a
nd S
ub-O
ffic
es a
nd o
n t
he lik
ely
im
pact
of
the s
cenari
o(s
) id
entified in t
he c
ountr
y’s
ris
k p
rofile
.
Emergency Preparedness and Response Package
58
Secu
rit
y
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Lia
ise w
ith t
he H
R u
nit t
o e
nsure
that
all C
O s
taff
have r
eceiv
ed b
asic
and a
dvanced s
ecuri
ty t
rain
ing.5
1
2
Fam
ilia
rize a
ll s
taff
with r
ele
vant
part
s o
f th
e c
ountr
y-s
pecific
UN
Securi
ty P
lan.5
2
3
Ensure
com
pliance w
ith m
inim
um
opera
ting s
ecuri
ty s
tandard
s (
MO
SS)/
min
imum
opera
ting r
esid
ential securi
ty
sta
ndard
s (
MO
RSS)
in e
ach o
pera
tional are
a a
nd a
dvis
e s
taff
to k
eep s
uff
icie
nt
food a
nd w
ate
r supplies a
t
hom
e.
4
Lia
ise w
ith U
ND
SS a
nd e
sta
blish a
Ward
en S
yste
m w
ith c
om
munic
ation p
roto
cols
,53 e
tc.
5
In c
oopera
tion w
ith U
ND
SS,
set
up c
lear
pro
cedure
s f
or
the e
vacuation o
f all b
uildin
gs,5
4 inclu
din
g o
ff-s
ite
locations,
guesth
ouses,
etc
., a
nd c
onduct
regula
r dri
lls t
o t
est
these p
rocedure
s.
6
Dete
rmin
e t
he n
um
ber
of
essential heavy a
nd lig
ht
vehic
les a
nd h
ow
many o
f th
em
need s
ate
llite t
rackin
g
devic
es,
and e
nsure
fundin
g f
or
the s
am
e.5
5
7
In c
oord
ination w
ith H
um
an R
esourc
es,
ensure
that
all C
O/S
O/A
O s
taff
have r
eceiv
ed f
irst
aid
tra
inin
g.
8
Coord
inate
with A
dm
inis
tration,
who is r
esponsib
le f
or
arr
angin
g t
he d
istr
ibution o
f firs
t aid
kits t
o a
ll indiv
idual
sta
ff m
em
bers
, and f
or
ensuri
ng t
hat
firs
t aid
kits a
nd f
ire e
xtinguis
hers
are
pre
sent
in a
ll v
ehic
les a
nd W
FP
pre
mis
es,
per
the r
equir
em
ents
of
MO
SS a
nd/o
r th
e W
FP S
ecuri
ty R
isk A
ssessm
ent.
9
Lia
ise w
ith H
um
an R
esourc
es a
nd p
roduce a
nd d
istr
ibute
em
erg
ency e
ssential conta
ct
info
rmation t
o a
ll s
taff
.
51
For
basic
and a
dvanced s
ecuri
ty t
rain
ing c
ours
es p
lease g
o t
o h
ttp:/
/go.w
fp.o
rg/w
eb/w
fpgo/f
ield
securi
ty/t
rain
ing
52
For
more
info
rmation o
n t
he S
ecuri
ty R
isk M
anagem
ent
(SRM
), M
inim
um
Opera
ting S
ecuri
ty S
tandard
s (
MO
SS),
and G
uid
elines f
or
Dete
rmin
ing A
ccepta
ble
Ris
ks p
lease r
efe
r to
:
htt
p:/
/docusto
re.w
fp.o
rg/s
tellent/
gro
ups/p
ublic/d
ocum
ents
/manual_
guid
e_pro
ced/w
fp200457.p
df
53
For
guid
ance o
n e
sta
blishin
g a
ward
en s
yste
m a
nd c
om
munic
ation p
roto
cols
ple
ase r
efe
r to
the S
ecuri
ty in t
he F
ield
Bookle
t poste
d a
t:
htt
p:/
/docusto
re.w
fp.o
rg/s
tellent/
gro
ups/p
ublic/d
ocum
ents
/manual_
guid
e_pro
ced/w
fp184437.p
df
(under
revis
ion).
54
For
guid
ance o
n h
ow
to d
evelo
p a
buildin
g e
vacuation p
lan p
lease r
efe
r to
the S
ecuri
ty in t
he F
ield
Bookle
t poste
d a
t:
htt
p:/
/docusto
re.w
fp.o
rg/s
tellent/
gro
ups/p
ublic/d
ocum
ents
/manual_
guid
e_pro
ced/w
fp184437.p
df
(under
revis
ion).
Evacuation p
lans s
hould
addre
ss t
ransport
, em
erg
ency s
helteri
ng a
nd f
ood n
eeds.
55
Sate
llite t
rackin
g d
evic
es f
or
vehic
les a
re r
equir
ed in “
mediu
m-
to h
igh-r
isk”
securi
ty e
nvir
onm
ents
.
59
Co
mm
un
icati
on
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Put
in p
lace a
pro
tocol on h
ow
media
issues s
hould
be h
andle
d a
t CO
/AO
/Sub-O
ffic
e level, a
nd identify
a
spokespers
on f
or
the C
O.
2
Ensure
the d
esig
nate
d s
pokespers
on h
as r
eceiv
ed a
ppro
pri
ate
media
tra
inin
g.
3
Develo
p a
media
and c
om
munic
ation s
trate
gy f
or
the c
ountr
y t
hat
is a
imed a
t fo
ste
ring a
nd p
reserv
ing W
FP’s
positiv
e im
age a
mong,
and t
he o
rganiz
ation’s
accepta
nce b
y,
the local popula
tion a
nd p
art
ners
.56
4
Main
tain
up-t
o-d
ate
key t
alk
ing p
oin
ts57 a
t all t
imes.
5
Make s
ure
a d
esig
nate
d,
qualified P
ublic I
nfo
rmation (
PI)
Off
icer/
Focal Poin
t has b
een identified a
nd is t
rain
ed
in h
ow
to u
pdate
the C
O w
eb p
age
58 o
n W
FP’s
website.
6
Esta
blish a
lis
t of
linguis
tic s
kills
am
ong s
taff
on t
he g
round s
o t
hat
sta
ff w
ith r
ele
vant
skills
can b
e c
onta
cte
d b
y
the P
I O
ffic
er
if h
e o
r she n
eeds s
upport
for
field
vis
its.
7
Ensure
that
lists
of
national and inte
rnational m
edia
and m
edia
conta
cts
in t
he c
ountr
y a
re u
p-t
o-d
ate
. Lis
ts
should
inclu
de m
edia
rela
tions d
epart
ments
and c
onta
cts
in p
art
ner
org
aniz
ations (
UN
, N
GO
s,
Sta
nd-b
y
part
ners
, and g
overn
ment)
.
8
Ensure
that
essential equip
ment,
such a
s d
igital stills c
am
era
s a
nd/o
r oth
er
vid
eo c
am
era
s,
is a
vailable
and
functionin
g.
Make s
ure
that
PI
sta
ff a
nd t
he P
I Focal Poin
t are
tra
ined t
o u
se t
hese d
evic
es.
9
Identify
who t
o c
onta
ct
if t
he C
O s
hould
requir
e e
xte
rnal vis
ual support
serv
ices f
or
vid
eo a
nd/o
r stills.
10
For
com
munic
ation p
urp
oses k
eep in s
tock a
min
imum
quantity
of
vis
ibility ite
ms,
such a
s h
ats
, T-s
hir
ts,
stickers
and f
lags,
etc
.
56
For
furt
her
info
rmation p
lease r
efe
r to
WFP’s
corp
ora
te C
om
munic
ations S
trate
gy (
2008)
in A
nnex 1
4.
57
For
sam
ple
Talk
ing P
oin
ts p
lease r
efe
r to
Annex 1
5.
58
For
guid
elines o
n h
ow
to u
pdate
CO
Countr
y P
ages p
lease r
efe
r to
the G
uid
ance f
or
Countr
y E
ditors
and t
he lin
ks t
o t
uto
rials
pro
vid
ed in A
nnex 1
6.
Rep
orti
ng
No.
Min
imu
m P
rep
ared
ness A
cti
on
s (
MP
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be
initiated
1
Make s
ure
a d
esig
nate
d,
qualified R
eport
s O
ffic
er
is a
ppoin
ted a
nd t
hat
he/s
he is f
am
ilia
r w
ith W
FP’s
ongoin
g
opera
tions a
nd p
roje
cts
.
2
Develo
p a
Report
s M
atr
ix59 f
or
the C
ountr
y O
ffic
e f
or
use d
uri
ng e
merg
encie
s.
The M
atr
ix s
hould
inclu
de a
tim
eline f
or
cir
cula
tion a
nd a
dis
sem
ination lis
t.
3
Have c
orp
ora
tely
pre
-form
ula
ted r
eport
tem
pla
tes
60 r
eadily a
vailable
and/o
r in
use a
nd e
nsure
that
they a
re
regula
rly u
pdate
d a
nd a
dapte
d t
o t
he s
ituation in t
he c
ountr
y.
4
Ensure
that
the c
om
pute
r soft
ware
is a
dequate
for
the p
repara
tion o
f re
port
s.
5
Ensure
that
the R
eport
Off
icer(
s)
or
Focal Poin
t(s)
are
fam
ilia
r w
ith t
he s
tructu
re o
f th
e C
oncept
of
Opera
tions
to b
e d
raft
ed in c
ase a
ris
k b
ecom
es im
min
ent
(chapte
r 3.4
).
59
For
a R
eport
s M
atr
ix t
em
pla
te p
lease r
efe
r to
Annex 1
7.
60
Such r
eport
s m
ay inclu
de S
itre
ps,
Executive B
riefs
and N
ightly N
ote
s.
Genera
l in
form
ation,
report
ing t
em
pla
tes a
nd/o
r sam
ple
s c
an b
e f
ound in A
nnex 1
8.
For
info
rmation a
nd g
uid
ance o
n
Donor
Handouts
, Activity U
pdate
s,
Monitori
ng a
nd E
valu
ation r
eport
s,
Fundin
g P
roposals
, and P
ipeline U
pdate
s,
etc
., p
lease r
efe
r to
htt
p:/
/go.w
fp.o
rg/w
eb/w
fpgo/r
eport
s
Emergency Preparedness and Response Package
60
RIS
K:_
__
__
__
__
__
__
__
__
__
__
__
__
__
__
_
<<
Ye
ar>
>
<<
Na
me
of
Co
un
try
Off
ice
>>
FO
R C
D/
DC
D O
NLY
Orig
inal
su
bm
issio
n:
____/_
___/_
___
Su
bm
itte
d b
y:
______________
Ap
pro
val:
____/_
___/_
___
Ap
pro
ved
by:
______________
FO
R C
D/
DC
D O
NLY
1.
Revie
w
____/_
___/_
___
Su
bm
itte
d b
y:
______________
Ap
pro
val:
____/_
___/_
___
Ap
pro
ved
by:
______________
ST
AT
US
D
one
Deadline
set
To b
e
initia
ted
Not
applicable
%
%
%
%
ST
AT
US
Done
Deadline
set
To b
e
initia
ted
Not
applicable
%
%
%
%
RIS
K:_
__
__
_
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
__
>>r
ae
Y<
<
la
nigi
rO
ois
sim
bu
s
NO
DCC
DD
/D
CCR
OF
:n
o_
__/
__
__/
__
__
YL
N
__
en
oD
ffO
yrtn
uo
Cf
oe
ma
N<
<
SU
TA
TS e
nild
ae
D set
eb
oT
det
aitini
N a
>>
ecif
to
N
elb
acil
pp
a
ois
sim
bu
s
ettim
bu
S
la
vo
rp
pA
de
vo
rp
pA
wei
ve
R.
1
ttim
bu
Se l
av
or
pp
A
:n
o
:y
bd
______________
:_
__/
__
__/
__
__
:y
bd
______________
NO
DCC
DD
/D
CCR
OF
w_
__/
__
__/
__
__
:y
bd
______________
:_
__/
__
__/
__
__
______________ _
_
______________ Y
LN
__
______________ _
_
% en
oD
%%
%
SU
TA
TS e
nild
ae
D set
eb
oT
det
aitini
N a
%%
%
%
to
N
elb
acil
pp
a
%
pp
de
vo
rp
pA
__
_/_
__
_/_
__
_
:y
bd
______________
__
______________
%%
%
%
3.2 Emergency Readiness Actions (ERAs)
Emergency Preparedness and Response Package
62 62
63
Type o
f ri
sk:
S
pecif
ic s
low
- or
sudden-o
nset
dis
aste
rs.
Obje
ctive:
To s
tep
up
WFP
’s e
merg
en
cy r
ead
iness l
evel
at
Co
un
try,
Area a
nd
Su
b-O
ffic
e l
evel in
ord
er
to m
ain
tain
resilie
nce a
nd
augm
ent
the o
rganiz
ation’s
opera
tional re
sponse c
apability in t
he e
vent
of
a d
isaste
r.
When:
O
nce a
ris
k h
as b
eco
me i
mm
inen
t or
when a
hig
h-i
mp
act,
su
dd
en
-on
set
even
t is
an
ticip
ate
d.
Who:
Fo
cal
Po
int
wit
h C
O M
an
ag
em
en
t an
d e
ssen
tial
sta
ff in c
onsultation w
ith t
he w
ider
hum
anitari
an c
om
munity a
nd
govern
ment,
if
feasib
le.
A F
ocal
Po
int
shall b
e identified t
o c
om
pile t
he E
RA c
hecklist
for
CD
ap
pro
val.
The c
hecklist
will be b
ased o
n inputs
pro
vid
ed
by f
un
cti
on
al
areas’ acco
un
tab
le m
an
ag
ers.
Com
ple
tion:
The c
hecklist
shall indic
ate
for
each E
RA:
•
Sta
tus (
“Done”,
“D
eadline s
et”
, “T
o b
e initia
ted”)
;
Actions t
hat
are
not
applicable
should
be m
ark
ed a
s s
uch in t
he “
com
ment”
colu
mn.
• Lead
(N
am
e o
f pers
on r
esponsib
le f
or
its im
ple
menta
tion);
• D
ue d
ate
/T
imefr
am
e (
to b
e identified f
or
actions w
ith t
he s
tatu
s “
Deadline s
et”
and “
To b
e initia
ted”)
; and
• R
eso
urce r
eq
uir
em
en
t (a
s a
ppro
pri
ate
).
Outp
ut:
E
RA
s a
do
pte
d b
y t
he C
O w
ith r
ele
vant
support
ing d
ocum
enta
tion in p
lace (
e.g
. C
oncept
of
Opera
tions).
Accounta
bility:
O
vera
ll a
ccounta
bility f
or
the a
doption o
f Em
erg
ency R
eadin
ess A
ctions lie
s w
ith t
he C
D,
who a
ppro
ves a
ny u
pdate
.
Fu
ncti
on
al
Areas
Nam
e o
f A
cco
un
tab
le M
an
ag
er
CO
Managem
ent
Hum
an R
esourc
es
Pro
gra
mm
e
Pip
eline
Food P
rocure
ment
Non-F
ood P
rocure
ment
Logis
tics
ICT
Fin
ance
Adm
inis
tration
Securi
ty
Com
munic
ation
Report
ing
Emergency Preparedness and Response Package
64
65
ER
As:
Co
un
try O
ffic
e M
an
ag
em
en
t G
uid
an
ce Q
uesti
on
s (
basis
fo
r d
raft
ing
a C
ON
OP
S)
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
O M
an
ag
em
en
t in
rela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
1) S
cen
ario
an
d p
lan
nin
g a
ssu
mp
tio
ns:
! W
hat
type o
f dis
aste
r is
anticip
ate
d a
nd in w
hat
location?
! W
hat
are
the t
riggers
to b
e c
losely
monitore
d?
! W
hat
will be t
he h
um
anitari
an im
pact
within
the c
ountr
y a
nd b
eyond? H
ow
many p
eople
will be a
ffecte
d? W
ill it lead t
o d
ispla
cem
ents
? W
ill it lead t
o a
ccess
challenges?
! W
hat
is t
he lik
ely
response o
f th
e n
ational govern
ment,
neig
hbouri
ng c
ountr
ies,
bilate
ral part
ners
, re
gio
nal entities,
the h
um
anitari
an c
om
munity a
nd d
onors
?
! W
hat
is t
he lik
ely
im
pact
of
the c
risis
on W
FP’s
opera
tional capability?
! Is t
he g
overn
ment
likely
to c
om
e f
orw
ard
with a
request
for
assis
tance?
! W
hat
would
be t
he s
cope o
f W
FP’s
assis
tance (
type o
f activity,
num
ber
of
beneficia
ries,
locations a
nd d
ura
tion)?
! W
hat
would
be t
he d
elivery
, dis
trib
ution a
nd m
onitori
ng a
rrangem
ents
?
! W
hat
are
the r
isks a
nd o
pport
unitie
s f
or
WFP a
nd t
he h
um
anitari
an c
om
munity a
t la
rge? W
ill org
aniz
ations r
equir
e a
dditio
nal securi
ty m
easure
s?
2) C
oo
rd
inati
on
(in
tern
al
an
d e
xte
rn
al)
an
d p
artn
ersh
ip a
rran
gem
en
ts:
! W
hat
will be t
he c
oord
ination a
rrangem
ents
at
national and s
ub-n
ational le
vel?
Will th
e L
ogis
tics,
Em
erg
ency T
ele
com
munic
ations a
nd/o
r Food S
ecuri
ty
Clu
ste
rs b
e a
ctivate
d? I
f yes,
does t
he C
O h
ave s
uff
icie
nt
sta
ff w
ith a
n a
dequate
skill set
available
to a
ssum
e c
luste
r coord
ination r
esponsib
ilitie
s?
! H
as a
n inte
r-agency c
ontingency p
lan b
een d
evelo
ped f
or
the d
isaste
r?
! W
ho w
ill be W
FP’s
counte
rpart
s in t
he n
ational govern
ment
and a
mong t
he local auth
ori
ties t
o s
upport
an e
merg
ency r
esponse?
! W
hat
are
the c
apacitie
s o
f W
FP’s
part
ners
to c
ontinue o
pera
ting d
uri
ng a
n e
merg
ency r
esponse?
! D
oes t
he C
O f
ore
see t
he involv
em
ent
of
military
acto
rs in t
he e
merg
ency r
esponse;
if y
es,
is t
here
a n
eed f
or
civ
il-m
ilitary
coord
ination?
3) R
eso
urcin
g r
eq
uir
em
en
ts (
i.e.
foo
d,
no
n-f
oo
d a
nd
sta
ffin
g)
! W
hat
are
the a
ugm
ente
d r
esourc
e r
equir
em
ents
? W
hat
is t
he e
xpecte
d d
onor
response?
! W
hat
is t
he p
ote
ntial fo
r ra
pid
ly a
ccessin
g f
ood a
nd n
on-f
ood ite
ms? I
n c
ase o
f lo
cal/
regio
nal purc
hase,
what
are
the p
ote
ntial constr
ain
ts a
nd r
eperc
ussio
ns
of
the d
isaste
r on m
ark
ets
?
! W
ill th
e s
cenari
o d
em
and c
hanges in t
he s
taff
ing s
tructu
re (
e.g
. sta
ff a
ugm
enta
tion o
r re
location/e
vacuation)?
! W
ill th
e s
cenari
o r
equir
e e
nhanced s
ecuri
ty m
easure
s t
o e
nsure
sta
ff h
ealth a
nd s
afe
ty?
! C
an t
he C
O a
bsorb
opera
tional augm
enta
tion u
nder
the e
xis
ting p
rogra
mm
es in-c
ountr
y? W
ill it r
equir
e a
n I
R-E
MO
P a
nd/o
r a S
pecia
l O
pera
tion?
! W
ill th
e C
O n
eed s
pecific
technic
al support
fro
m t
he R
B a
nd/o
r H
Q? D
oes t
he C
O f
ore
see t
he n
eed t
o r
un a
sim
ula
tion e
xerc
ise t
o s
tress-t
est
its e
merg
ency
readin
ess c
apability?
CO
Man
ag
em
en
t
No
. E
merg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set61
To be
initiated
1
Ensure
that
the E
PR
Focal Poin
t com
piles t
he E
RA c
hecklists
based o
n inputs
by f
unctional units,
and d
ete
rmin
e a
tim
eline f
or
CD
appro
val.
2
Check w
heth
er
the M
inim
um
Pre
pare
dness A
ctions a
re in p
lace a
nd u
pdate
d.
3
Revie
w t
he S
tandard
Opera
ting P
rocedure
s f
or
the F
irst
72-H
our
Response s
o t
hat
responsib
ilitie
s f
or
each a
ction
poin
t can b
e a
ssig
ned.
4
Develo
p a
Concept
of
Opera
tions f
or
the im
min
ent
dis
aste
r.
5
Put
in p
lace e
nhanced s
ecuri
ty m
easure
s a
s a
gre
ed b
y t
he S
MT.
6
If d
rastic d
ete
riora
tion o
f th
e s
ecuri
ty s
ituation is f
ore
seen,
identify
options f
or:
rapid
lock-d
ow
n o
r clo
sure
of
off
ices;
the d
estr
uction o
f sensitiv
e e
lectr
onic
and h
ard
-copy d
ocum
enta
tion;
rem
ote
or
sem
i-re
mote
contr
ol
imple
menta
tion.
7
Revie
w t
he n
eed f
or
any o
f th
e c
luste
rs (
Logis
tics,
ETC,
Food S
ecuri
ty)
to b
e a
ctivate
d,
and b
e f
am
ilia
r w
ith t
he
responsib
ilitie
s a
s lead/c
o-l
ead o
f any o
f th
em
. If
clu
ste
rs d
o n
eed t
o b
e a
ctivate
d,
advis
e t
he R
C/H
C.
8
In c
ase c
luste
rs a
re a
ctivate
d,
assess w
heth
er
the C
O h
as t
he n
ecessary
infr
astr
uctu
re in p
lace t
o c
ope w
ith
incre
ased s
taff
ing a
nd o
pera
tional dem
ands.
9
Revie
w e
ssential fu
nctions in C
O/A
O/S
ub-O
ffic
e,
identify
the p
rofile
and n
um
ber
of
additio
nal sta
ff t
hat
may b
e
requir
ed,
and d
ete
rmin
e s
ourc
es f
or
possib
le s
taff
augm
enta
tion (
e.g
. th
rough d
eplo
ym
ent
of
inte
rnational sta
ff
and s
tand-b
y p
art
ners
and/o
r re
cru
itm
ent
of
national and local sta
ff).
10
Conta
ct
the e
merg
ency F
ocal Poin
t in
the g
overn
ment
to a
ssess t
he n
ational em
erg
ency r
esponse c
apability a
nd
the s
cope f
or
WFP a
ssis
tance.
11
Revie
w c
oord
ination a
rrangem
ents
and r
esponse p
lans w
ith U
NCT/H
CT/D
MT a
nd c
luste
r part
ners
, and d
iscuss
the n
eed f
or
— o
r update
of
— a
n inte
r-agency c
ontingency p
lan.
12
Revie
w o
ptions f
or
rapid
ly a
ccessin
g f
ood a
nd n
on-f
ood ite
ms t
hro
ugh c
all-f
orw
ard
of
ship
ments
, lo
cal and
regio
nal pro
cure
ment,
borr
ow
ing f
rom
local and r
egio
nal sto
cks,
govern
ment,
UN
HRD
s a
nd F
ITTEST,
and p
ut
in
pla
ce p
re-a
uth
ori
sations f
or
loans f
rom
host
govern
ments
and p
art
ner
agencie
s,
etc
.
61
If a
n a
ction is h
ighlighte
d in y
ellow
or
red,
indic
ate
a c
lear
tim
efr
am
e f
or
its im
ple
menta
tion in t
he “
Due d
ate
/Tim
efr
am
e”
colu
mn.
Emergency Preparedness and Response Package
66
67
CO
Man
ag
em
en
t (co
nti
nu
ed
)
No
. E
merg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be
initiated
13
Identify
sourc
es f
or
fundin
g e
merg
ency r
eadin
ess a
ctions (
e.g
. IR
A a
nd W
ork
ing C
apital Fin
ancin
g F
acility).
14
Develo
p a
lis
t of
donors
that
requir
e p
re-a
ppro
val of
loanin
g o
f fo
od t
o d
iffe
rent
pro
jects
.
15
Togeth
er
with t
he u
nits c
oncern
ed —
such a
s P
rogra
mm
e,
Logis
tics a
nd F
inance —
dis
cuss a
nd a
ssess t
he n
eed
for
dra
ftin
g a
n I
RA P
repare
dness.
Hu
man
Reso
urces
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e H
um
an
Reso
urces i
n r
ela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! Is t
here
a n
eed t
o a
ugm
ent
the C
O H
um
an R
esourc
es s
taff
ing s
tructu
re?
! D
oes t
he C
O h
ave t
he f
acilitie
s a
nd p
rocedure
s in p
lace t
o t
rack s
taff
at
the d
uty
sta
tion a
nd t
heir
dependents
at
all t
imes?
! D
oes t
he C
O h
ave in p
lace t
he c
apacity t
o r
apid
ly r
ecru
it a
dditio
nal sta
ff?
! W
hat
pers
onal pre
pare
dness m
easure
s a
re C
O s
taff
recom
mended t
o t
ake,
and h
ave s
taff
been info
rmed a
bout
them
?
Hu
man
Reso
urces
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Update
info
rmation in t
he s
taff
conta
ct
list6
2.
2
Request
that
sta
ff u
pdate
the lis
t of
their
pers
onal item
s.
Rem
ind t
hem
to h
ave I
D c
ard
s a
nd o
ther
rele
vant
docum
ents
at
hand,
and t
o s
tore
copie
s f
or
safe
keepin
g in o
ff-s
ite location(s
).
3
Dra
ft g
eneri
c t
erm
s o
f re
fere
nce f
or
additio
nal sta
ff w
ho m
ight
need t
o b
e d
eplo
yed/r
ecru
ited.
4
Identify
opport
unitie
s f
or
recru
itm
ent
of
local and n
ational sta
ff t
hro
ugh t
he C
O r
oste
r and/o
r deplo
ym
ent
of
inte
rnational sta
ff a
nd s
tand-b
y p
art
ners
. The latt
er
should
be d
one in c
onsultation w
ith C
O M
anagem
ent,
RB
and H
Q.
5
Identify
accom
modation a
nd t
ransport
ation o
ptions t
o c
ate
r fo
r augm
ente
d s
taff
needs.
6
In c
onsultation w
ith S
ecuri
ty,
com
munic
ate
changes in s
ecuri
ty c
leara
nce r
equir
em
ents
.
7
Lia
ise w
ith S
ecuri
ty o
n v
isa r
equir
em
ents
, and o
bta
in r
ele
vant
vis
as f
or
inte
rnational sta
ff a
nd t
heir
dependents
in-c
ountr
y t
o p
repare
for
eventu
al evacuation,
should
that
becom
e n
ecessary
.
8
Update
the lis
t of
vis
a r
equir
em
ents
for
incom
ing inte
rnational sta
ff.
If r
estr
ictions a
re e
ncounte
red,
liais
e w
ith
RB f
or
support
and f
ind s
olu
tions.
62
Sta
ff inclu
des T
DYers
and s
taff
on R
&R in t
he C
O/A
O/S
ub-O
ffic
e.
For
a s
am
ple
of
a s
taff
tra
ckin
g s
yste
m p
lease r
efe
r to
Annex 3
3.
Emergency Preparedness and Response Package
68
69
Pro
gram
me
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e P
ro
gram
me i
n r
ela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! D
oes t
he C
O h
ave s
uff
icie
nt
skille
d s
taff
ing c
apacity in P
rogra
mm
e t
o c
onduct
assessm
ents
, augm
ent
opera
tions,
and f
ulfil its
Food S
ecuri
ty C
luste
r co-l
ead
responsib
ilitie
s,
if t
he C
luste
r is
activate
d?
! W
hat
is t
he lik
ely
im
pact
of
the d
isaste
r on W
FP’s
ongoin
g p
rogra
mm
e a
ctivitie
s? H
ow
will th
e d
isaste
r im
pact
on W
FP’s
key p
art
ners
?
! D
oes t
he C
O h
ave e
nough info
rmation a
bout
the p
opula
tion lik
ely
to b
e a
ffecte
d b
y t
he d
isaste
r? F
or
insta
nce,
are
suff
icie
nt
data
available
concern
ing
dem
ogra
phic
sta
tistics,
food s
ecuri
ty a
nd n
utr
itio
n s
tatu
s,
and local fo
od e
conom
ies? A
re t
here
any info
rmation g
aps t
hat
need t
o b
e f
ille
d t
hro
ugh
assessm
ents
?
! W
ill W
FP e
ngage p
art
ners
in t
hese a
ssessm
ents
? I
s t
here
a n
eed f
or
train
ing a
ssessm
ent
team
mem
bers
?
! D
oes t
he C
O h
ave s
uff
icie
nt
logis
tical support
(such a
s v
ehic
les,
air
cra
ft,
and G
PS)
and I
CT c
om
munic
ations e
quip
ment
(com
pute
rs,
radio
handsets
, etc
.) f
or
assessm
ent
team
s?
! D
oes t
he C
O w
ant
to r
equest
an I
RA P
repare
dness f
or
fundin
g a
ssessm
ent
activitie
s?
! W
hat
type o
f new
activitie
s m
ay b
e r
equir
ed? W
hat
would
be t
he m
ost
appro
pri
ate
assis
tance,
takin
g into
account
local fo
od h
abits,
the f
unctionin
g o
f fo
od
mark
ets
and o
ther
food s
ourc
es,
and a
ccess t
o c
ookin
g f
acilitie
s a
nd w
ate
r?
! W
hat
will be t
he g
eogra
phic
targ
eting a
nd b
eneficia
ry s
ele
ction c
rite
ria?
! W
hat
will be t
he d
istr
ibution a
nd m
onitori
ng a
rrangem
ents
duri
ng t
he e
merg
ency p
hase? W
ill th
ose a
rrangem
ents
requir
e a
dditio
nal part
ners
, tr
ain
ing,
equip
ment
and/o
r to
ols
?
! W
hat
measure
s n
eed t
o b
e p
ut
in p
lace t
o e
nsure
the p
rote
ction o
f beneficia
ries d
uri
ng f
ood d
istr
ibutions?
! In c
ollabora
tion w
ith L
ogis
tics,
try t
o p
roje
ct
how
long c
urr
ent
food s
tocks a
nd e
xpecte
d c
onsig
nm
ents
will cover
the e
stim
ate
d n
eeds.
What
are
the o
uts
tandin
g
requir
em
ents
?
For checklist, see following page.
Pro
gram
me
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Call f
or
an inte
r-agency f
ood s
ecuri
ty m
eeting (
or
Clu
ste
r m
eeting,
if a
ctivate
d)6
3 t
o:
•
Analy
se p
repare
dness a
nd r
esponse c
apabilitie
s o
f govern
ment
and p
art
ners
;
•
Define f
ood a
ssis
tance g
aps t
o b
e f
ille
d b
y W
FP a
nd o
ther
acto
rs;
•
Decid
e w
heth
er
additio
nal fo
od s
ecuri
ty a
ssessm
ents
are
needed.
If y
es,
agre
e o
n t
he c
om
positio
n o
f
assessm
ent
team
s,
pote
ntial tr
ain
ing n
eeds,
and f
undin
g a
nd e
quip
ment
requir
em
ents
.64
2
Dra
w u
p a
Pro
gra
mm
e I
mpact
Matr
ix65 t
o identify
the s
cope o
f th
e e
merg
ency’s
pote
ntial im
pact
on t
he
pro
gra
mm
es.
Dra
w u
p a
Pro
gra
mm
e C
riticality
Matr
ix66 t
o identify
the r
equir
em
ents
, and p
riori
tize t
he
continuation o
f ru
nnin
g p
rogra
mm
es a
nd im
ple
menta
tion in c
ase o
f th
e d
isaste
r.
3
Conta
ct
mappin
g a
nd d
ata
units (
GIS
and V
AM
, etc
.) f
or
the late
st
vers
ions a
nd u
pdate
s o
f all e
ssential m
aps
and d
ata
and,
if a
pplicable
, esta
blish a
regula
r com
munic
ation s
trate
gy f
or
update
s.
4
Identify
the m
ost
appro
pri
ate
activitie
s n
eeded t
o r
each p
ote
ntial beneficia
ries (
inclu
din
g v
uln
era
ble
gro
ups)
and e
stim
ate
initia
l re
lief
requir
em
ents
.
5
Have k
ey f
ood c
om
modity p
rices a
t hand in o
rder
to f
acilitate
the r
apid
com
pilation o
f an I
R-E
MO
P a
nd/o
r an
EM
OP b
udget.
67
6
Com
pile a
lis
t of
pote
ntial coopera
ting p
art
ners
and t
heir
conta
ct
deta
ils.
7
Ensure
that
the c
om
pla
ints
and f
eedback m
echanis
ms a
re f
unctional and t
hat
beneficia
ry c
om
munitie
s a
re
info
rmed a
t dis
trib
ution p
oin
ts a
nd p
roje
ct
sites o
n h
ow
to a
ccess t
he c
om
pla
ints
mechanis
ms.6
8
8
Ensure
that
a b
asic
tem
pla
te o
f both
dis
trib
ution c
ard
s a
nd d
istr
ibution r
eport
s is d
raft
ed a
nd –
if
applicable
–
transla
ted into
local la
nguages t
o b
e q
uic
kly
pri
nte
d a
nd a
vailable
.
63
For
Term
s o
f Refe
rence o
f th
e F
ood S
ecuri
ty C
luste
r ple
ase r
efe
r to
Annex 3
5.
64
For
generi
c c
hecklists
, questionnair
es,
and g
uid
ance m
ate
rial fo
r in
itia
l and r
apid
food s
ecuri
ty a
ssessm
ents
ple
ase r
efe
r to
Annex 1
0.
65
For
more
deta
ils a
nd g
uid
ance o
n h
ow
to u
se t
he P
rogra
mm
e I
mpact
Matr
ix p
lease r
efe
r to
Annex 1
9.
66
For
more
deta
ils a
nd g
uid
ance o
n h
ow
to u
se t
he P
rogra
mm
e C
riticality
Matr
ix p
lease r
efe
r to
Annex 1
9.
67
For
IR-E
MO
P a
nd E
MO
P b
udget
tem
pla
tes p
lease r
efe
r to
Annex 5
and 2
0.
68
For
info
rmation o
n d
iffe
rent
good p
ractices p
lease c
onta
ct
the H
um
anitari
an P
olicy a
nd T
ransitio
n S
erv
ice (
PSH
) in
HQ
.
Emergency Preparedness and Response Package
70
71
Pip
eli
ne
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e P
ipeli
ne i
n r
ela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! Is t
here
a n
eed t
o a
ugm
ent
the C
O s
taff
ing s
tructu
re in P
ipeline?
! D
oes t
he C
O h
ave e
nough info
rmed P
ipeline O
ffic
ers
to m
eet
incre
asin
g r
eport
ing d
em
ands?
! W
hat
pote
ntial pro
ble
ms m
ight
there
be f
or
Pip
eline’s
curr
ent
str
uctu
re d
uri
ng t
he e
xpecte
d d
isaste
r?
Pip
eli
ne
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be
initiated
1
Assess w
heth
er
regula
r sourc
es o
f data
and info
rmation t
hat
are
requir
ed f
or
decis
ion-m
akin
g —
e.g
. com
modity
pri
ces,
borr
ow
ings,
food s
tatistics,
and lead t
ime,
etc
. —
are
still a
vailable
and r
eliable
, and m
onitor
changes.
2
Identify
, to
geth
er
with t
he P
rogra
mm
e a
nd L
ogis
tics u
nits,
needs f
or
and s
ourc
es o
f pote
ntial opera
tional
augm
enta
tion.
Fo
od
Pro
cu
rem
en
t
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e F
oo
d P
ro
cu
rem
en
t in
rela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! Is t
here
a n
eed t
o a
ugm
ent
the C
O s
taff
ing s
tructu
re in F
ood P
rocure
ment?
! W
hat
are
the lik
ely
im
pacts
of
the d
isaste
r on local and r
egio
nal fo
od m
ark
ets
?
! W
hat
are
the local and r
egio
nal fo
od p
rocure
ment
options d
uri
ng a
n e
merg
ency p
hase?
! W
hat
mig
ht
be t
he im
pact
of
WFP’s
response o
n local and r
egio
nal fo
od m
ark
ets
?
! W
hat
are
the f
ood p
rocessin
g a
nd f
ood t
ransfo
rmation f
acilitie
s in t
he c
ountr
y a
nd in t
he r
egio
n?
Fo
od
Pro
cu
rem
en
t
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Ste
p u
p t
he m
onitori
ng o
f pri
ces o
f m
ain
food c
om
moditie
s in local as w
ell a
s r
egio
nal m
ark
ets
. M
onitor
the
latt
er
with a
ssis
tance f
rom
RB.
2
Set
up a
short
list
of
local and (
with R
B)
regio
nal fo
od s
uppliers
with p
ote
ntial capacity t
o d
eliver
duri
ng a
n
em
erg
ency.
3
Identify
food r
eserv
es a
t national le
vel, a
ssess t
he g
overn
ment’s f
ood r
eserv
e p
olicy,
and d
ete
rmin
e
opport
unitie
s f
or
loans/d
onations.
4
In lia
ison w
ith F
AO
, id
entify
local and r
egio
nal fo
od p
rocessin
g a
nd f
ood t
ransfo
rmation o
ptions,
as r
equir
ed,
and a
scert
ain
mechanis
ms f
or
quality
testing.
5
Have a
t hand k
ey f
ood c
om
modity p
rices t
hat
will fa
cilitate
the r
apid
com
pilation o
f an I
R-E
MO
P a
nd/o
r EM
OP
budget.
69
68 F
or
IR-E
MO
P a
nd E
MO
P b
udget
tem
pla
tes p
lease r
efe
r to
Annex 5
and 2
0.
Emergency Preparedness and Response Package
72
73
No
n-F
oo
d P
ro
cu
rem
en
t
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e N
on
Fo
od
Pro
cu
rem
en
t in
rela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! D
oes t
he C
O n
eed a
sto
ck o
f basic
necessity ite
ms t
o a
ttend t
o s
taff
needs?
! D
oes t
he C
O n
eed a
dditio
nal vehic
les (
inclu
din
g a
rmoure
d v
ehic
les)
to t
ransport
sta
ff? A
re s
uff
icie
nt
fuel re
serv
es in p
lace f
or
WFP v
ehic
les?
! D
oes t
he C
O h
ave g
enera
tors
in p
lace t
o e
nsure
an u
nham
pere
d s
upply
of
ele
ctr
icity?
No
n-F
oo
d P
ro
cu
rem
en
t
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Revie
w local and r
egio
nal pro
cure
ment
options,
inclu
din
g t
he a
vailability o
f non-f
ood ite
ms (
NFIs
) at
UN
HRD
:
•
Com
pile a
lis
t of
local/
regio
nal non-f
ood s
uppliers
that
have c
apacity t
o c
ontinue s
upply
ing d
uri
ng a
n
em
erg
ency;
•
Dra
w u
p long-t
erm
agre
em
ents
;70
•
If L
TAs d
o n
ot
exis
t, p
repare
Purc
hase R
equis
itio
ns/P
urc
hase O
rders
(PRs/P
Os)
for
essential N
FIs
.
2
Dis
cuss w
ith o
n-s
ite s
erv
ice c
ontr
acto
rs t
he lik
ely
im
plications o
f th
e a
nticip
ate
d e
vent
and s
eek w
ays t
o
ensure
continuity o
f serv
ices t
hro
ugh e
xis
ting c
ontr
acto
rs a
nd/o
r altern
ative a
rrangem
ents
(supply
of
sta
tionery
, w
ate
r, t
ransport
ation,
spare
part
s,
and f
uel, e
tc.)
.
3
Revie
w o
ptions f
or
seekin
g loans/l
eases o
f cri
tical N
FIs
fro
m p
art
ners
.
70
For
a long-t
erm
agre
em
ent
sam
ple
ple
ase r
efe
r to
Annex 1
3.
Lo
gis
tics
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e L
og
isti
cs i
n r
ela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! Is t
he L
CA u
p-t
o-d
ate
?
! if
the C
luste
r is
activate
d d
oes t
he C
O h
ave s
uff
icie
nt
skille
d L
ogis
tics s
taff
ing c
apacity t
o u
pdate
the L
CA,
augm
ent
opera
tions,
and f
ulfil its
Logis
tics C
luste
r-
lead r
esponsib
ilitie
s?
! D
o y
ou f
ore
see t
hat
oth
er
agencie
s m
ight
request
logis
tics s
erv
ices f
rom
WFP?
! W
ill th
ere
be a
need f
or
more
CO
MPAS s
tations?
! D
oes t
he C
O n
eed s
upport
fro
m t
he G
lobal Logis
tics S
upport
Cell a
nd A
LIT
E f
or
the d
eplo
ym
ent
of
sta
nd-b
y p
art
ners
, and f
or
dra
ftin
g a
Specia
l O
pera
tion,
etc
.?
! C
an t
he n
eeds f
or
logis
tics a
ugm
enta
tion b
e c
overe
d b
y t
he c
urr
ent
opera
tion o
r does it
requir
e t
he launch o
f a S
pecia
l O
pera
tion? W
ill it b
e n
ecessary
to launch
an a
ir o
pera
tion f
or
carg
o a
nd/o
r passenger
serv
ices (
UN
HAS)?
! W
ill th
ere
be a
need f
or
the d
eplo
ym
ent
of
em
erg
ency k
its a
nd o
ther
em
erg
ency logis
tics s
upport
equip
ment,
such a
s m
obile s
tora
ge u
nits,
from
the U
NH
RD
netw
ork
?
! W
ill th
e d
isaste
r have a
n im
pact
on im
port
or
export
regula
tions?
! H
ow
will th
e d
isaste
r im
pact
on W
FP’s
contr
acto
rs a
nd s
uppliers
?
! W
here
are
the in-c
ountr
y s
tora
ge locations a
nd w
hat
are
their
capacitie
s? A
re t
hey locate
d in s
ecure
are
as a
nd p
rote
cte
d f
rom
the e
ffects
of
the a
nticip
ate
d
dis
aste
r (e
.g.
floods)?
If
sto
rage c
apacity n
eeds t
o b
e a
ugm
ente
d,
will th
e C
O r
equir
e t
hir
d-p
art
y s
erv
ice p
rovid
ers
?
! W
hat
are
the d
elivery
route
s f
rom
WFP w
are
house(s
) in
the c
ountr
y t
o t
he a
ffecte
d a
rea a
nd h
ow
easily a
ccessib
le a
re t
hey?
! D
oes t
he C
O h
ave e
nough in-c
ountr
y t
ransport
capacity t
o s
erv
e p
rim
ary
, secondary
and t
ert
iary
legs? I
f not,
how
could
capacity b
e incre
ased?
! W
hat
could
be t
he a
ltern
ative t
ransport
modes t
o r
each t
he a
ffecte
d p
opula
tion? W
hat
would
be t
he s
chedule
for
openin
g n
ew
route
s? W
hat
actions w
ould
be
requir
ed f
rom
the g
overn
ment,
WFP a
nd o
thers
?
! A
re a
dditio
nal securi
ty a
rrangem
ents
requir
ed o
n t
ransport
route
s a
nd/o
r at
sto
rage f
acilitie
s? W
hat
would
be t
he c
osts
of
augm
enting s
ecuri
ty m
easure
s?
! H
ow
will th
e a
nticip
ate
d e
merg
ency r
esponse a
ffect
the c
urr
ent
landsid
e t
ransport
, sto
rage a
nd h
andling (
LTSH
) ra
te?
! H
ow
much f
ood is c
urr
ently a
vailable
in s
tock? H
ow
much f
ood is e
n r
oute a
nd h
ow
long w
ill it t
ake t
o a
rriv
e?
! In c
ollabora
tion w
ith P
rogra
mm
e a
nd P
ipeline,
pro
ject
for
how
long t
he t
ota
l estim
ate
d f
ood n
eeds w
ill be c
overe
d b
y c
urr
ent
food s
tocks a
nd e
xpecte
d
consig
nm
ents
.
! W
ill th
ere
be a
need f
or
inte
rnational or
national m
ilitary
or
civ
il d
efe
nce a
ssets
? I
f yes,
has t
he n
eed b
een d
iscussed w
ith t
he H
um
anitari
an C
ountr
y T
eam
?
Emergency Preparedness and Response Package
74
For checklist, see following page.
75
Lo
gis
tics
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Revis
e t
he L
CA,
if n
ecessary
.71
2
Based o
n initia
l re
lief
requir
em
ents
estim
ate
d b
y P
rogra
mm
e,
and t
he f
ood a
vailable
in t
he c
ountr
y a
nd e
n r
oute,
revie
w t
he n
eed f
or
pre
-positio
nin
g o
f fo
od a
nd/o
r lo
gis
tical assets
at
ED
Ps a
nd a
rrange n
ecessary
pre
-positio
nin
g.
3
Have k
ey t
ransport
and logis
tics r
ate
s a
t hand in o
rder
to f
acilitate
the r
apid
com
pilation o
f an I
R-E
MO
P a
nd a
Specia
l O
pera
tion,
as r
equir
ed.
4
Call f
or
an inte
r-agency logis
tics c
oord
ination m
eeting (
or
clu
ste
r m
eeting,
if a
ctivate
d)7
2 t
o d
ete
rmin
e e
xis
ting
logis
tics c
apabilitie
s a
nd a
ugm
enta
tion n
eeds.
5
Cre
ate
an invento
ry o
f spare
logis
tics c
apacity (
transport
and w
are
housin
g,
etc
.).
Identify
requir
em
ents
for
additio
nal lo
gis
tics s
upport
equip
ment
(e.g
. pre
fabs,
pallets
, genera
tors
, scale
s a
nd M
SU
s,
etc
.),
and d
ete
rmin
e
modes/s
chedule
s f
or
the a
cquis
itio
n o
f such e
quip
ment.
6
Identify
contr
acto
rs a
ble
to e
nsure
the f
um
igation o
f w
are
houses a
nd f
ood ite
ms s
hould
infe
sta
tion o
ccur.
If
contr
acto
rs a
re n
ot
available
, ensure
that
fum
igation e
quip
ment
and p
roducts
are
sto
ckpiled a
nd e
asily a
ccessib
le,
and t
rain
sta
ff h
ow
to u
se t
hem
pro
perl
y.
7
Revie
w t
he m
ain
serv
ice p
rovid
ers
’ availability a
nd c
om
pete
ncy t
o s
upport
augm
ente
d logis
tics o
pera
tions.
These
suppliers
inclu
de U
NH
RD
, lo
cal and r
egio
nal suppliers
, air
port
/port
, custo
ms a
nd c
ivil a
via
tion a
uth
ori
ties,
transport
ers
, air
cra
ft o
pera
tors
and w
are
house o
wners
, etc
.
8
Update
the s
hort
lists
of
pote
ntial serv
ice p
rovid
ers
and d
raft
Requests
for
Quota
tions,7
3 a
s r
equir
ed.
9
Revie
w t
he n
eed f
or
air
support
, in
clu
din
g U
nited N
ations H
um
anitari
an A
ir S
erv
ice (
UN
HAS)
deplo
ym
ent:
•
if s
upport
is n
eeded,
conta
ct
HQ
Avia
tion t
o r
evie
w t
he p
rocedure
s f
or
deplo
yin
g a
n a
ir o
pera
tion a
nd t
o
seek landin
g p
erm
its,
and a
ssess t
he n
eed a
nd f
easib
ility f
or
pre
-positio
nin
g a
ircra
ft o
r helicopte
rs in t
he
regio
n.
10
Esta
blish c
onta
cts
with p
ort
auth
ori
ties t
o identify
slo
ts f
or
bri
ngin
g in W
FP s
hip
ments
71
For
an L
CA r
eport
tem
pla
te a
nd L
CA g
uid
elines p
lease r
efe
r to
Annex 1
1 a
nd h
ttp:/
/dlc
a.logclu
ste
r.org
/
72
For
Term
s o
f Refe
rence o
f th
e L
ogis
tics C
luste
r ple
ase r
efe
r to
Annex 3
4.
73
For
a R
equest
for
Quota
tions (
RFQ
) te
mpla
te p
lease r
efe
r to
Annex 2
1.
10
Esta
blish c
onta
cts
with p
ort
auth
ori
ties t
o identify
slo
ts f
or
bri
ngin
g in W
FP s
hip
ments
.
11
Develo
p a
str
ate
gy t
o m
ain
tain
adequate
and s
ecure
access t
o f
uel (d
iesel, p
etr
ol and J
et
A-1
).
12
Conta
ct
the G
lobal Logis
tics S
upport
Cell a
nd A
LIT
E t
o e
nsure
that
logis
tics-r
ela
ted c
ost
ele
ments
— s
uch a
s
transport
rate
s a
nd a
cquis
itio
n o
f lo
gis
tics a
ssets
, etc
. —
are
readily a
vailable
so t
hat
the L
TSH
matr
ix c
an b
e
revis
ed a
s r
equir
ed.
IC
T
4) Q
uesti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e I
CT
in
rela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! If
the C
luste
r is
activate
d d
oes t
he C
O h
ave s
uff
icie
nt
skille
d I
CT s
taff
ing c
apacity t
o s
upport
opera
tional augm
enta
tion,
and t
o f
ulfil its
clu
ste
r-le
ad
responsib
ilitie
s in E
merg
ency T
ele
com
munic
ations?
! D
oes t
he C
O h
ave s
uff
icie
nt
info
rmation o
n p
ossib
le c
lients
of
the E
TC
(e.g
. lo
cation a
nd c
onta
ct
deta
ils,
etc
.)?
! D
oes t
he C
O h
ave s
uff
icie
nt
ICT a
nd a
ssocia
ted e
quip
ment
in p
lace f
or
essential sta
ff t
o w
ork
fro
m h
om
e a
nd/o
r in
an o
ff-s
ite location?
! D
oes t
he C
O h
ave s
uff
icie
nt
ICT c
om
munic
ations e
quip
ment
in p
lace t
o c
ate
r to
the n
eeds o
f additio
nal sta
ff d
eplo
yed a
nd/o
r re
cru
ited? E
quip
ment
needed
would
inclu
de c
om
pute
rs,
mobile p
hones,
radio
sets
, sate
llite p
hones a
nd b
andw
idth
, etc
.
! W
hat
are
the s
ourc
es t
hro
ugh w
hic
h a
dditio
nal IC
T a
nd c
om
munic
ations e
quip
ment
could
be a
cquir
ed,
if n
eed b
e?
Emergency Preparedness and Response Package
76
For checklist, see following page.
77
IC
T
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Call f
or
an inte
r-agency I
CT c
oord
ination m
eeting (
or
ETC m
eeting,
if c
luste
r is
activate
d)7
4 t
o d
ete
rmin
e
exis
ting I
CT c
apabilitie
s a
nd a
ugm
enta
tion n
eeds.
2
In o
rder
to s
upport
opera
tions,
pri
ori
tize c
ritical IT
applications a
nd s
erv
ices f
or
sta
ff a
nd p
art
ner
agencie
s.7
5
3
Update
the invento
ry o
f spare
ICT a
nd c
om
munic
ations e
quip
ment
and c
onta
ct
pote
ntial sourc
es (
e.g
. re
gio
nal
sto
cks,
local suppliers
, FIT
TEST a
nd F
ESO
) to
ensure
that
any e
quip
ment
gaps c
an b
e r
apid
ly f
ille
d.
4
Ensure
availability a
nd f
unctionality
of
equip
ment
that
will allow
sta
ff t
o w
ork
fro
m h
om
e (
if t
err
estr
ial
connectivity is s
till u
sable
and c
om
merc
ial serv
ice p
rovid
ers
are
still f
unctionin
g),
and/o
r fr
om
a f
ully e
quip
ped
off
-site location.
Dis
sem
inate
to s
taff
altern
ative o
pera
ting a
nd a
ctivation p
rocedure
s f
or
the o
ff-s
ite location.
5
Ensure
that
backup c
om
munic
ation a
nd e
lectr
ical syste
ms,
associa
ted e
quip
ment
and h
ard
ware
are
in p
lace
and f
unctionin
g,
inclu
din
g H
F/V
HF,
VSAT,
Inte
rnet,
tele
phone,
etc
., in C
O/A
O/S
ub-O
ffic
e a
nd o
ff-s
ite locations.
Conduct
regula
r checks t
o e
nsure
that
all e
quip
ment
is f
unctionin
g.
6
Assess w
ith p
art
ner
agencie
s t
he n
eed t
o s
et
up a
UN
Radio
Room
.
7
Dra
w u
p a
dra
ft b
udget
for
augm
ente
d in-h
ouse I
CT s
erv
ices a
nd W
FP’s
clu
ste
r-le
ad r
esponsib
ilitie
s.
8
Rem
ain
in c
lose c
onta
ct
with t
he R
egio
nal IT
Off
icer
(RIT
O),
OD
IF a
nd F
ITTEST.
74
For
Term
s o
f Refe
rence o
f th
e E
merg
ency T
ele
com
munic
ations C
luste
r ple
ase r
efe
r to
Annex 2
2.
75
For
info
rmation o
n I
T e
merg
ency r
esponse s
ee W
FP I
T B
est
Pra
ctices o
n w
ww
.wfp
.org
/ict-
em
erg
ency.
Fin
an
ce
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e F
inan
ce i
n r
ela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! Is t
here
a n
eed t
o a
ugm
ent
the C
O s
taff
ing s
tructu
re in F
inance?
76
! D
oes t
he C
O/A
O/S
ub-O
ffic
e h
ave a
n a
dequate
sig
nato
ry p
anel fo
r its b
ank a
ccounts
and e
lectr
onic
paym
ent
syste
ms (
EPS)?
! A
re t
hose r
esponsib
le o
r desig
nate
d t
o p
erf
orm
fin
ancia
l tr
ansactions p
roperl
y b
riefe
d a
bout
their
fin
ancia
l re
sponsib
ilitie
s? A
re t
he r
equir
ed W
ING
S p
rofile
s
gra
nte
d?
! A
re t
he b
anks in w
hic
h C
O/A
O/S
ub-O
ffic
e m
ain
tain
bank a
ccounts
lik
ely
to f
unction d
uri
ng t
he a
nticip
ate
d d
isaste
r? I
f not,
should
the C
O/A
O/S
ub-O
ffic
e o
pera
te
on a
cash b
asis
or
can o
ther
UN
agencie
s p
erf
orm
these f
unctions f
or
WFP? I
f altern
atives t
o c
onventional bankin
g a
re r
esort
ed t
o,
will th
ey e
nta
il a
dditio
nal costs
for
WFP?
! W
ill th
e p
ett
y c
ash level be s
uff
icie
nt
at
CO
/AO
/Sub-O
ffic
e level?
If
not,
have m
easure
s b
een p
ut
in p
lace t
o:
1)
either
incre
ase t
he p
ett
y c
ash level to
the a
llow
ed
maxim
um
level, o
r 2)
request
the o
penin
g o
f an im
pre
st
or
sub-i
mpre
st
account?
! Is t
he c
urr
ent
pett
y c
ash t
hre
shold
for
makin
g p
aym
ents
adequate
? I
f not,
have y
ou c
onsid
ere
d t
he u
se o
f opera
tional advances o
r openin
g a
cash im
pre
st
or
sub-i
mpre
st
account?
76
Alw
ays e
nsure
segre
gation o
f duties a
mong F
inance s
taff
. In
the e
vent
that
com
ple
te s
egre
gation o
f duties c
annot
be o
bserv
ed —
for
insta
nce a
t th
e e
arl
y s
tage o
f an e
merg
ency a
nd p
endin
g
deplo
ym
ent
of
additio
nal sta
ff —
ensure
that
this
scenari
o is p
roperl
y d
ocum
ente
d a
nd t
hat
necessary
waiv
ers
are
obta
ined f
rom
the E
xecutive D
irecto
r or
her
dele
gate
.
Emergency Preparedness and Response Package
78
For checklist, see following page.
79
Fin
an
ce
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be
initiated
1
Revie
w t
he c
om
positio
n o
f th
e p
anel fo
r appro
vin
g a
nd c
ert
ifyin
g o
ffic
ers
and f
or
join
t bank s
ignato
ries.
2
Pro
vid
e C
O M
anagem
ent
with f
requent
update
s o
n t
he b
udget
sta
tus p
er
line ite
m.
3
Assess w
heth
er
the b
anks in w
hic
h W
FP m
ain
tain
s its
accounts
have t
he c
apacity t
o c
ontinue o
pera
ting a
nd t
o
meet
WFP c
ash r
equir
em
ents
in t
he e
vent
of
an e
merg
ency:
•
If y
es,
revie
w t
he n
eed o
f openin
g a
n im
pre
st/
sub-i
mpre
st
account;
•
If n
o,
dete
rmin
e w
heth
er
WFP m
ay h
ave t
o w
ork
on a
cash b
asis
. If
so,
agre
e o
n p
rocedure
s f
or
cash
reple
nis
hm
ent,
dis
burs
em
ents
and s
afe
guard
ing,7
7 in c
onsultation w
ith R
FO
.
4
Identify
wheth
er
it is n
ecessary
to r
equest
an incre
ase in t
he p
ett
y c
ash level and t
hre
shold
at
CO
/AO
/Sub-
Off
ice.
5
Revie
w t
he c
hecklist
of
docum
enta
tion r
equir
ed t
o s
upport
all f
inancia
l tr
ansactions a
nd e
nsure
that
such
docum
enta
tion r
em
ain
s r
eadily a
ccessib
le in t
he e
vent
of
a d
isaste
r.
77
Each c
ash a
dvance o
f m
ore
than U
S$5,0
00 r
equir
es a
safe
with c
om
bin
ation a
nd k
eys,
and a
safe
invento
ry.
Ad
min
istr
ati
on
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e A
dm
inis
trati
on
in
rela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! Is t
here
a n
eed t
o a
ugm
ent
the C
O s
taff
ing s
tructu
re in A
dm
inis
tration?
! D
oes t
he C
O n
eed t
o o
pen n
ew
/additio
nal off
ice s
ites t
o a
ccom
modate
an a
ugm
ente
d s
taff
ing s
tructu
re? I
f yes,
what
are
the s
ite p
repara
tion r
equir
em
ents
?
Ad
min
istr
ati
on
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
Reso
urce
Req
uir
em
en
t (U
S$
)
Co
mm
en
ts
Done
Deadline set
To be initiated
1
Update
the s
taff
conta
ct
list
with s
taff
call s
igns p
rovid
ed b
y S
ecuri
ty a
nd d
istr
ibute
it
to s
taff
.
2
Esta
blish a
dra
ft G
oods a
nd S
erv
ices P
lan
78 t
o s
upport
opera
tional augm
enta
tion.
3
In c
oord
ination w
ith S
ecuri
ty a
nd H
R u
nit,
update
off
ice invento
ry a
nd e
nsure
that
there
is a
surp
lus o
f cri
tical
equip
ment
and s
upplies t
o a
ttend t
o s
taff
needs.
This
inclu
des invento
ry s
uch a
s v
ehic
les,
basic
spare
part
s,
fuel, d
rinkin
g a
nd n
on-d
rinkin
g w
ate
r, e
merg
ency f
ood (
with c
ookin
g f
acilitie
s),
bla
nkets
, sle
epin
g b
ags,
mosquito n
ets
and p
re-p
aid
SIM
card
s.7
9
4
Ensure
that
new
or
additio
nal off
ice s
ites,
when n
eeded,
can b
e v
ery
rapid
ly f
urn
ished w
ith e
ssential off
ice
equip
ment
and s
upplies.
5
In c
oord
ination w
ith S
ecuri
ty,
pre
pare
a v
ehic
le a
llocation p
lan t
o e
nsure
that
MO
SS-c
om
pliant
vehic
les c
an b
e
made a
vailable
in a
reas w
here
needs a
re e
xpecte
d t
o r
ise.
6
Ensure
that
suff
icie
nt,
altern
ative local dri
vin
g a
nd t
ransport
ation s
erv
ices a
re in p
lace.
78
For
a s
am
ple
Goods a
nd S
erv
ices P
lan p
lease r
efe
r to
Annex 2
3.
79
Mobile p
hones a
re t
o b
e p
rovid
ed b
y I
CT.
Emergency Preparedness and Response Package
80
81
Secu
rit
y
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e S
ecu
rit
y i
n r
ela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! Is t
here
a n
eed t
o a
ugm
ent
the C
O s
taff
ing s
tructu
re in S
ecuri
ty?
! W
ill th
e c
risis
or
dis
aste
r le
ad t
o c
hanges in t
he s
ecuri
ty s
ituation?
! If
yes,
will th
ese c
hanges a
llow
the C
O t
o f
unction w
ith t
he c
urr
ent
sta
ffin
g s
tructu
re? W
ill th
ese c
hanges r
equir
e r
elo
cation o
r evacuation o
f sta
ff?
! W
ill th
ere
be a
need f
or
additio
nal securi
ty m
easure
s?
! W
ill C
O s
taff
and p
art
ners
be a
ble
to a
ccess o
ffic
e p
rem
ises a
nd o
pera
tional are
as?
! A
re s
upport
and t
he a
bility t
o a
naly
se t
he s
ecuri
ty s
ituation in t
he o
pera
tional are
a a
dequate
?
! A
re a
dditio
nal securi
ty a
rrangem
ents
requir
ed o
n t
ransport
route
s a
nd/o
r at
sto
rage f
acilitie
s? W
hat
would
augm
enting s
ecuri
ty m
easure
s c
ost?
! Is t
here
a n
eed f
or
additio
nal safe
ty m
easure
s a
t dis
trib
ution p
oin
ts?
For checklist, see following page.
Secu
rit
y
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline
set
To be initiated
1
Seek s
upport
fro
m t
he R
egio
nal Securi
ty O
ffic
er/
OD
F t
o u
pdate
the W
FP S
ecuri
ty R
isk A
ssessm
ent
and t
o
am
end t
he S
ecuri
ty P
lan a
ccord
ingly
.
2
Info
rm C
O s
taff
of
any c
hanges in t
he s
ecuri
ty s
ituation.
3
Identify
additio
nal securi
ty m
easure
s t
hat
are
requir
ed (
e.g
. guard
s,
arm
oure
d v
ehic
les,
peri
mete
r pro
tection
and r
adio
s,
etc
.);
pro
vid
e s
taff
with r
adio
equip
ment
and c
all s
igns,
as r
equir
ed,
and t
rain
them
how
to u
se it.
4
Lia
ise w
ith P
rocure
ment
and/o
r Adm
inis
tration t
o d
ete
rmin
e r
esourc
ing o
ptions (
e.g
. U
NH
RD
, lo
cal/
regio
nal
pro
cure
ment)
, and a
scert
ain
what
LTAs a
nd c
usto
ms p
repara
tion,
etc
. are
needed.
5
Exerc
ise t
he S
ecuri
ty P
lan.
6
Revie
w t
he r
elo
cation a
nd e
vacuation p
lan
80 a
nd m
ake t
he n
ecessary
pre
para
tions in c
ollabora
tion w
ith
Adm
inis
tration a
nd H
um
an R
esourc
es.
7
Pro
vid
e a
lis
t advis
ing inte
rnational sta
ff w
hic
h ite
ms t
hey s
hould
take w
ith t
hem
in c
ase o
f a
relo
cation/e
vacuation.
8
Exerc
ise a
buildin
g e
vacuation d
rill.
9
Develo
p a
cri
sis
com
munic
ation s
trate
gy w
ith S
MT m
em
bers
and t
est
and u
se t
he c
om
munic
ation s
yste
m f
or
the e
xchange o
f cri
sis
-specific
info
rmation a
nd a
ssis
tance.
10
Rem
ind s
taff
to k
eep e
merg
ency s
tocks o
f re
ady-t
o-e
at
food a
nd w
ate
r at
hom
e,
as n
ecessary
.
11
In c
oord
ination w
ith A
dm
inis
tration,
pre
pare
a v
ehic
le a
llocation p
lan t
o e
nsure
that
MO
SS-c
om
pliant
vehic
les
can b
e m
ade a
vailable
in a
reas w
here
needs a
re e
xpecte
d t
o r
ise.
80
For
guid
ance o
n h
ow
to d
evelo
p a
n e
vacuation o
r re
location p
lan p
lease r
efe
r to
the S
ecuri
ty in t
he F
ield
Bookle
t on
htt
p:/
/docusto
re.w
fp.o
rg/s
tellent/
gro
ups/p
ublic/d
ocum
ents
/manual_
guid
e_pro
ced/w
fp184437.p
df
Evacuation p
lans s
hould
inclu
de t
ransport
, em
erg
ency s
helteri
ng a
nd f
ood n
eeds.
Emergency Preparedness and Response Package
82
83
Co
mm
un
icati
on
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e C
om
mu
nic
ati
on
in
rela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! W
hat
would
WFP’s
media
and c
om
munic
ations s
trate
gy b
e f
or
the a
nticip
ate
d e
merg
ency a
nd h
ow
will it lin
k t
o t
he s
trate
gy t
hat
the U
N C
risis
Managem
ent
Team
(C
MT)
may e
sta
blish?
! W
hat
support
is r
equir
ed f
rom
RB/H
Q? I
s t
here
a n
eed t
o s
trength
en t
he C
O’s
PI
sta
ffin
g s
tructu
re?
Co
mm
un
icati
on
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline set To be initiat
ed
1
Consult w
ith R
B/H
Q o
n a
pote
ntial m
edia
and c
om
munic
ation s
trate
gy a
nd its
roll-o
ut
for
the a
nticip
ate
d
cri
sis
.81
2
Sta
rt d
evelo
pin
g r
isk-s
pecific
talk
ing p
oin
ts a
nd Q
&As w
ith t
he R
B P
I O
ffic
er
and H
Q C
om
munic
ations D
ivis
ion.8
2
3
Ensure
that
the C
ountr
y P
age
83 o
n W
FP’s
website c
arr
ies u
p-t
o-d
ate
info
rmation o
n t
he d
evelo
pin
g s
ituation.
4
Ensure
that
WFP is r
epre
sente
d in U
N p
ress b
riefings.
5
Ensure
that
media
conta
cts
are
up-t
o-d
ate
, in
clu
din
g m
edia
rela
tions in p
art
ner
org
aniz
ations (
UN
, N
GO
s,
Sta
nd-b
y p
art
ners
, govern
ment)
, and a
gre
e o
n a
com
mon a
ppro
ach t
o p
rote
ct
fam
ilie
s a
nd t
o r
ela
y m
essages
to t
he p
ress,
etc
.
6
Consid
er
dia
loguin
g w
ith t
he m
edia
to s
ensitiz
e t
hem
to t
he d
evelo
pin
g s
ituation.
Org
anis
e f
ield
tri
ps f
or
journ
alists
, especia
lly f
or
slo
w-o
nset
dis
aste
rs.
7
Pre
-positio
n v
isib
ility ite
ms in k
ey h
ubs in o
rder
to b
rand v
ehic
les,
ware
houses a
nd o
ffic
es a
s q
uic
kly
and w
idely
as p
ossib
le a
s a
nd w
hen t
hey a
re n
eeded.
8
Initia
te t
he c
all f
orw
ard
of
those ite
ms,
if n
eeded.
9
Ensure
pro
mpt
availability o
f vid
eo a
nd p
hoto
cre
ws.
81
For
furt
her
guid
ance p
lease r
efe
r to
the e
merg
ency c
om
munic
ation c
hecklist
pro
vid
ed in A
nnex 2
4.
82
For
sam
ple
Talk
ing P
oin
ts a
nd Q
&As p
lease r
efe
r to
Annex 1
5.
83
For
guid
elines o
n h
ow
to u
pdate
CO
Countr
y P
ages p
lease r
efe
r to
the G
uid
ance f
or
Countr
y E
ditors
and t
he lin
ks t
o t
uto
rials
pro
vid
ed in A
nnex 1
6.
Rep
orti
ng
Qu
esti
on
s t
o b
e c
on
sid
ered
by C
ou
ntr
y O
ffic
e R
ep
orti
ng
in
rela
tio
n t
o s
tep
pin
g u
p t
he E
merg
en
cy R
ead
iness L
evel:
! Is t
here
a n
eed t
o a
ugm
ent
the C
O s
taff
ing s
tructu
re in R
eport
ing?
! D
oes t
he C
O h
ave e
nough info
rmed R
eport
s O
ffic
ers
who c
ould
meet
incre
asin
g r
eport
ing d
em
ands?
! A
re t
he c
urr
ently-u
sed r
eport
ing t
em
pla
tes a
nd t
ools
adequate
for
the n
ew
situation o
r do t
hey n
eed t
o b
e a
dapte
d?
! W
ho is t
o r
eceiv
e w
hat
kin
d o
f in
form
ation a
nd w
hen? A
re d
istr
ibution lis
ts lik
ely
to c
hange?
Rep
orti
ng
No.
Em
erg
en
cy R
ead
iness A
cti
on
s (
ER
As)
Sta
tus
Du
e d
ate
/
Tim
efr
am
e
Lead
R
eso
urce
Req
uir
em
en
t
(U
S$
)
Co
mm
en
ts
Done
Deadline set
To be initiated
1
Dra
ft a
Nig
htly N
ote
84 t
o info
rm S
enio
r M
anagem
ent
on t
he d
evelo
pin
g s
ituation.
2
Revie
w t
he R
eport
s M
atr
ix85 f
or
the C
ountr
y O
ffic
e a
nd e
nsure
that
it is u
p-t
o-d
ate
.
3
Revie
w p
re-f
orm
ula
ted r
eport
tem
pla
tes
86 a
lready d
esig
ned a
nd/o
r in
use,
and c
heck if
they w
ill m
eet
the n
eeds
for
an e
merg
ency.
Ensure
that
update
s o
f la
test
report
s a
re a
vailable
.
4
Revie
w t
he d
issem
ination lis
t fo
r diffe
rent
report
s a
nd e
nsure
that
the lis
t w
ill m
eet
the info
rmation n
eeds o
f
RB,
HQ
, donors
and p
art
ner
agencie
s.
5
Ensure
that
essential equip
ment
and s
oft
ware
— inclu
din
g a
ltern
ative a
ccess t
o inte
rnet,
em
ail a
nd c
om
pute
r syste
ms,
etc
. —
are
available
and f
unctionin
g.
If t
here
are
pro
ble
ms,
ensure
they a
re a
ddre
ssed q
uic
kly
togeth
er
with I
CT.
6
If d
ecid
ed b
y C
O M
anagem
ent,
assis
t in
dra
ftin
g a
Concept
of
Opera
tions (
chapte
r 3.4
).
84
For
a N
ightly N
ote
tem
pla
te p
lease r
efe
r to
Annex 1
8.
85
For
a t
em
pla
te o
f a R
eport
s M
atr
ix p
lease r
efe
r to
Annex 1
7.
86
Such r
eport
s m
ay inclu
de S
itre
ps,
Executive B
riefs
, and N
ightly N
ote
s f
or
whic
h g
enera
l in
form
ation,
report
ing t
em
pla
tes a
nd/o
r sam
ple
s c
an b
e f
ound in A
nnex 1
8.
Emergency Preparedness and Response Package
84
<<
Ye
ar>
>
<<
Na
me
of
Co
un
try
Off
ice
>>
FO
R C
D/
DC
D O
NLY
Orig
inal
su
bm
issio
n:
____/_
___/_
___
Su
bm
itte
d b
y:
_____________
Ap
pro
val:
____/_
___/_
___
Ap
pro
ved
by:
_____________
>r
ae
Y<
<
>>
<<
iffO
yr
tn
uo
Cf
oe
ma
N
>>
eci
>r
ae
Y<
<
>>
<<
iffO
yr
tn
uo
Cf
oe
ma
N
>>
eci
F sim
bu
sl
ani
gir
O
detti
mb
uS
:y
b
:la
vo
rp
pA
:y
bd
ev
or
pp
A
YL
NO
DCC
D/
DCC
DR
OF
:n
ois
s_
__/
__
__ _____________
__
_/_
__
_ _____________
__
__/
__
_____________ _
__
_/_
_
_____________
3.3 Standard Operating Procedures for the First 72-Hour Response
Emergency Preparedness and Response Package
86 86
87
Type o
f event:
O
utb
reak o
f a s
low
- or
sudden-o
nset
dis
aste
r.
Obje
ctives:
•
Pro
mo
te t
he h
ealt
h a
nd
safe
ty o
f all W
FP s
taff
and e
mplo
yees.
•
Main
tain
WFP
’s b
usin
ess c
on
tin
uit
y a
nd a
ug
men
t it
s o
perati
on
al
cap
ab
ilit
y (
e.g
. th
rough I
R-E
MO
Ps a
nd
Specia
l O
pera
tions).
•
Facil
itate
co
ord
inati
on
within
WFP a
nd w
ith p
art
ners
, in
clu
din
g a
s c
luste
r le
ad.
When:
W
ith
in f
irst
72
ho
urs o
f a c
ris
is/
dis
aste
r.
Who:
A
ll C
O s
taff
Outp
ut:
• C
O s
taff
an
d i
nsta
lled
dep
en
den
ts a
cco
un
ted
fo
r.
• R
esp
on
se g
ap
s i
den
tifi
ed
.
• R
eli
ef
assis
tan
ce s
tarte
d.
• W
FP
po
sit
ion
ed
in
th
e i
nte
r-a
gen
cy e
merg
en
cy r
esp
on
se a
nd
wit
h G
overn
men
t.
• I
R-E
MO
P a
nd inputs
for
the C
oncept
of
Opera
tions d
raft
ed a
nd s
ubm
itte
d t
o R
B/H
Q.
Accounta
bility:
O
vera
ll a
ccounta
bility f
or
the a
doption o
f Sta
ndard
Opera
ting P
rocedure
s lie
s w
ith t
he C
D.
CO
Man
ag
em
en
t
No
. S
tan
dard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se
(S
OP
s)
Lead
C
om
men
ts
W
ith
in F
irst
24
Ho
urs
1
Account
for
all s
taff
and d
ependants
, in
clu
din
g s
taff
on m
issio
n a
nd R
&R,
and
pro
mote
health a
nd s
afe
ty.
2
Conduct
an initia
l bri
efing w
ith s
taff
pre
sent
in t
he o
ffic
e a
nd r
em
ind t
hem
to
imple
ment
the r
espective S
OPs.
3
Conta
ct
the R
egio
nal D
irecto
r and t
he D
irecto
r of
Em
erg
encie
s t
o:
•
info
rm t
hem
about
the d
isaste
r;
•
obta
in e
ndors
em
ent
for
the C
O t
o o
ffer
assis
tance t
o t
he g
overn
ment;
•
dete
rmin
e t
he n
eed f
or
Task F
orc
e M
eetings a
nd w
heth
er
WFP’s
em
erg
ency r
esponse is t
o b
e t
reate
d a
s a
Corp
ora
te E
merg
ency.8
7
4
Conta
ct
the e
merg
ency F
ocal Poin
t in
the g
overn
ment
to b
ett
er
unders
tand
the h
um
anitari
an im
pact
of
the d
isaste
r and t
he n
ational re
sponse c
apability.
Seek t
he g
overn
ment’s e
ndors
em
ent
for
a W
FP inte
rvention.
5
Consult w
ith U
NCT/H
CT/D
MT/S
MT m
em
bers
about
the h
um
anitari
an a
nd
securi
ty im
pact
(i.e
. possib
le n
eed f
or
relo
cation/e
vacuation),
clu
ste
r
activation,
inte
r-agency r
esponse p
lans a
nd c
oord
ination m
echanis
ms.
6
Convene a
meeting w
ith C
O e
ssential sta
ff t
o:
•
Imple
ment
the d
ecis
ion f
rom
consultations w
ith U
NCT/H
CT/D
MT/S
MT
regard
ing s
ecuri
ty m
easure
s/r
elo
cation/e
vacuation;
•
Agre
e o
n a
sta
ff a
ugm
enta
tion,
if a
pplicable
;
•
Revie
w w
heth
er
it is n
ecessary
to c
ancel any a
ctivitie
s o
r m
issio
ns.
Wit
hin
Fir
st
72
Ho
urs
7
Define w
heth
er
furt
her
off
ice s
pace is r
equir
ed t
o a
ccom
modate
additio
nal
sta
ff.
8
Develo
p a
Concept
of
Opera
tions.8
8
9
Advis
e t
he R
egio
nal D
irecto
r and D
irecto
r of
Em
erg
encie
s o
n c
ritical re
sourc
e
requir
em
ents
(i.e.
food,
non-f
ood a
nd s
taff
ing).
10
Dra
ft a
n I
R-E
MO
P a
nd inputs
for
a C
ON
OPS L
ogis
tics/S
pecia
l O
pera
tion,
as
necessary
, and s
ubm
it t
hem
to t
he R
egio
nal Bure
au a
nd O
DL f
or
pro
cessin
g.8
9
87
Ple
ase r
efe
r to
the A
ctivation P
roto
col fo
r Respondin
g t
o C
orp
ora
te E
merg
encie
s (
ED
2006/0
03)
in A
nnex 2
5.
88
For
the C
oncept
of
Opera
tions t
em
pla
te p
lease r
efe
r to
section 3
.4.
88
For
guid
ance o
n h
ow
to d
raft
an I
RA E
MO
P a
nd a
Specia
l O
pera
tion,
and f
or
CO
NO
PS logis
tics s
am
ple
s,
ple
ase r
efe
r to
Annexes 2
0,
26 a
nd 2
7.
Emergency Preparedness and Response Package
88
89
Hu
man
Reso
urces
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se (
SO
Ps)
Lead
C
om
men
ts
W
ith
in F
irst
24
Ho
urs
1
Get
in c
onta
ct
with a
ll s
taff
usin
g t
he s
taff
conta
ct
list9
0 t
o a
scert
ain
health a
nd
safe
ty.
2
In c
oord
ination w
ith S
ecuri
ty,
pre
pare
a lis
t of
aff
ecte
d s
taff
and t
heir
insta
lled
dependants
91 a
nd s
hare
the lis
t w
ith C
O M
anagem
ent.
3
Assis
t aff
ecte
d s
taff
and t
heir
insta
lled d
ependants
in s
eekin
g m
edic
al serv
ice
92
and p
sychosocia
l support
, as r
equir
ed.
4
Assis
t th
e C
O M
anagem
ent
in d
ealing w
ith s
urv
ivors
.
5
Assis
t CO
Managem
ent
in info
rmin
g t
he f
am
ilie
s o
f lo
cal and n
ational sta
ff w
ho
have b
een a
ffecte
d a
nd s
hare
em
erg
ency c
onta
ct
info
rmation w
ith t
hem
.
Do
no
t rele
ase a
ny i
nfo
rm
ati
on
on
sta
ff w
elf
are p
rio
r t
o a
pp
ro
val
by
CO
Man
ag
em
en
t.
6
Esta
blish a
syste
m o
f support
team
s o
n r
ota
ting,
six
-hour
shifts
so t
hat
these
fam
ilie
s c
an b
e in c
onta
ct
with W
FP o
n a
24/7
basis
.
7
Assis
t th
e C
O M
anagem
ent
and S
ecuri
ty in p
repari
ng f
or
sta
ff r
elo
cation o
r
evacuation,
if n
eeded.
Ensure
that
vis
as a
re in p
lace f
or
sta
ff a
nd t
heir
insta
lled d
ependants
who h
ave t
o b
e e
vacuate
d t
o a
safe
haven.
Wit
hin
Fir
st
72
Ho
urs
8
Initia
te t
he r
ecru
itm
ent
of
local and n
ational sta
ff p
er
the s
taff
augm
enta
tion
pla
n w
ith t
he s
upport
of
the R
oste
r Syste
m,
if e
sta
blished.
90
For
a s
am
ple
of
a s
taff
conta
ct
list
ple
ase r
efe
r to
Annex 3
3.
91
Aff
ecte
d s
taff
and d
ependants
inclu
de a
ll indiv
iduals
who a
re in g
rave d
anger,
have b
een inju
red o
r have d
ied a
s a
result o
f th
e c
risis
or
dis
aste
r. T
he lis
t should
indic
ate
wheth
er
there
are
min
ors
that
need t
o b
e c
are
d f
or
because t
heir
pare
nts
or
guard
ians h
ave b
een a
ffecte
d.
92
For
guid
ance o
n m
edic
al evacuations p
lease r
efe
r to
the M
edic
al Evacuation P
rocedure
s f
or
WFP S
taff
(2008)
in A
nnex 2
8.
Pro
gram
me
93
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se
(S
OP
s)
Lead
C
om
men
ts
W
ith
in F
irst
24
Ho
urs
1
Dis
patc
h a
n a
ssessm
ent
team
with L
ogis
tics
94
to t
he a
ffecte
d a
rea a
nd
identify
beneficia
ries a
nd t
heir
location f
or
imm
edia
te r
elief
assis
tance.
2
Identify
geogra
phic
al pri
ori
ty a
reas f
or
a W
FP inte
rvention;
estim
ate
the
num
ber
of
people
aff
ecte
d a
nd in n
eed o
f em
erg
ency f
ood a
ssis
tance;
develo
p a
n initia
l Food A
llocation P
lan a
nd s
hare
with L
ogis
tics.
Based o
n t
he a
bove,
dra
w u
p inputs
for
an I
R-E
MO
P.
Wit
hin
Fir
st
72
Ho
urs
3
Call f
or
an inte
r-agency f
ood s
ecuri
ty c
oord
ination m
eeting (
or
clu
ste
r
meeting,
if a
ctivate
d)
to:
•
revie
w t
he im
pact
of
the d
isaste
r on t
he f
ood s
ecuri
ty o
f aff
ecte
d
popula
tions;
•
agre
e o
n t
he m
odalities a
nd s
cope o
f an initia
l/ra
pid
em
erg
ency
food s
ecuri
ty a
ssessm
ent9
5 a
s p
art
of
an inte
r-agency e
ndeavour;
•
access f
ood s
tock a
vailability a
mong g
overn
ment
and p
art
ners
.
4
Define t
ools
and m
odalities,
inclu
din
g p
art
ners
hip
arr
angem
ents
for
food
dis
trib
utions a
nd m
onitori
ng.
93
To f
acilitate
dis
cussin
g c
hallenges t
hat
may p
revent
you f
rom
im
ple
menting t
he p
rogra
mm
e a
s p
er
sta
ndard
pro
cedure
s,
and t
o a
sses p
ossib
le a
ltern
atives,
ple
ase u
se t
he A
ltern
ative
Pro
gra
mm
e F
ram
ew
ork
(APF).
See t
he lin
k t
o t
he t
ool in
EPw
eb.
94
For
generi
c c
hecklists
and q
uestionnair
es,
as w
ell a
s g
uid
ance m
ate
rial fo
r in
itia
l and r
apid
food s
ecuri
ty a
ssessm
ents
, ple
ase r
efe
r to
Annex 1
0.
95
Ple
ase r
efe
r to
Annex 1
0 f
or
WFP’s
initia
l and r
apid
food a
ssessm
ent
tem
pla
te,
and t
o A
nnex 2
9 f
or
the I
nte
r-Agency G
uid
ance N
ote
on N
eeds A
ssessm
ent.
Emergency Preparedness and Response Package
90
91
Pip
eli
ne
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se
(S
OP
s)
Lead
C
om
men
ts
Wit
hin
Fir
st
24
Ho
urs
1
Togeth
er
with L
ogis
tics,
dete
rmin
e f
ood s
tocks a
vailable
in-c
ountr
y a
nd in
neig
hbouri
ng c
ountr
ies.
Wit
hin
Fir
st
72
Ho
urs
2
Dete
rmin
e p
ossib
ilitie
s f
or
loans a
nd b
orr
ow
ings a
mong e
xis
ting
pro
gra
mm
es t
o c
over
the a
dditio
nal fo
od r
equir
em
ents
assessed b
y
Pro
gra
mm
e.
3
Lia
ise w
ith R
egio
nal Bure
au a
nd H
Q t
o d
efine h
ow
to f
ulfil t
he a
dditio
nal
food r
equir
em
ents
.
Fo
od
Pro
cu
rem
en
t
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se
(S
OP
s)
Lead
C
om
men
ts
Wit
hin
Fir
st
24
Ho
urs
1
In c
oord
ination w
ith H
Q a
nd R
B,
conta
ct
local and r
egio
nal fo
od s
uppliers
and a
scert
ain
the t
ype,
quantity
and p
rice o
f fo
od t
hat
is a
vailable
for
imm
edia
te p
urc
hase.
Wit
hin
Fir
st
72
Ho
urs
2
Initia
te p
urc
hase o
f fo
od,
as f
easib
le,
takin
g into
account
food m
ark
et
conditio
ns.9
6
96
Countr
y D
irecto
r dele
gate
d a
uth
ori
ty:
dir
ect
food p
urc
hases f
or
EM
OPs u
p t
o U
S$200,0
00;
com
petitive f
ood p
urc
hases f
or
EM
OPs u
p t
o U
S$500,0
00.
Emergency Preparedness and Response Package
92
93
Lo
gis
tics
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se (
SO
Ps)
Lead
C
om
men
ts
Wit
hin
Fir
st
24
Ho
urs
1
Togeth
er
with P
ipeline,
dete
rmin
e t
he t
ype a
nd q
uantity
of
WFP f
ood t
hat
is
available
in t
he c
ountr
y a
nd e
n r
oute,
and c
om
munic
ate
this
info
rmation t
o C
O
Managem
ent.
2
Togeth
er
with P
rogra
mm
e,
dis
patc
h a
n a
ssessm
ent
team
to t
he a
ffecte
d a
rea.
3
Based o
n t
he initia
l Food A
llocation P
lan p
repare
d b
y P
rogra
mm
e,
dra
w u
p a
transport
and d
elivery
pla
n a
nd s
tart
deliveri
es.
Wit
hin
Fir
st
72
Ho
urs
4
In c
oord
ination w
ith H
Q,
RB a
nd/o
r CO
Food P
rocure
ment,
dete
rmin
e m
odalities
and a
tim
efr
am
e f
or
the d
elivery
of
local/
regio
nal fo
od p
urc
hases t
o t
he a
ffecte
d
are
a.
5
Call f
or
an inte
r-agency logis
tics c
oord
ination m
eeting (
or
clu
ste
r m
eeting,
if
activate
d)
to:
•
revie
w t
he logis
tics r
equir
em
ents
;
•
assess t
he n
eed f
or
WFP t
o e
xte
nd logis
tics s
upport
serv
ices t
o p
art
ner
agencie
s;
•
ensure
that
logis
tics e
ffort
s u
nder
the inte
r-agency r
esponse a
re
coord
inate
d.
6
Mobiliz
e a
nd c
ontr
act
transport
and s
tora
ge a
rrangem
ents
to d
istr
ibute
WFP
food in t
he a
ffecte
d a
rea a
nd t
o p
rovid
e s
erv
ices t
o c
luste
r clients
.
7
Mobiliz
e N
FI
requir
em
ents
(e.g
. M
SU
, pre
fabs,
pallets
, etc
.) a
nd a
cquir
e f
uel fo
r
transport
ation.
8
If a
ir s
upport
and U
NH
AS d
eplo
ym
ent
are
requir
ed,
conta
ct
HQ
Avia
tion.
9
Dra
ft inputs
for
a L
ogis
tics C
ON
OPS a
nd a
Specia
l O
pera
tion,
and s
ubm
it t
o
HQ
/RB logis
tics.
IC
T
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se (
SO
Ps)
Lead
C
om
men
ts
Wit
hin
Fir
st
24
Ho
urs
1
Conduct
a f
irst
assessm
ent
to identify
cri
sis
-/em
erg
ency-r
ela
ted c
om
munic
ation
dis
ruptions a
nd a
dditio
nal IC
T r
ela
ted r
equir
em
ents
within
the C
O/A
O/S
ub-O
ffic
e,
and r
ela
y r
equests
to C
D,
RB (
RIT
O)
and H
Q.9
7
2
Assis
t in
sett
ing u
p a
UN
Radio
Room
, as a
pplicable
.
Wit
hin
Fir
st
72
Ho
urs
3
In c
lose c
ollabora
tion w
ith A
dm
inis
tration,
Non-F
ood P
rocure
ment
and L
ogis
tics,
insta
ll e
ssential IC
T e
quip
ment,
Inte
rnet
connections,
and c
om
munic
ation s
yste
ms in
new
ly-d
eplo
yed o
ffic
e s
ites.
4
Call f
or
an inte
r-agency I
CT c
oord
ination m
eeting (
or
ECT m
eeting,
if c
luste
r is
activate
d)
to:
•
revie
w I
CT r
equir
em
ents
;
•
assess w
heth
er
part
ner
agencie
s n
eed W
FP t
o e
xte
nd its
ICT s
upport
serv
ices t
o t
hem
;
•
ensure
that
ICT e
ffort
s u
nder
the inte
r-agency r
esponse a
re c
oord
inate
d.
5
Coord
inate
with p
art
ner
org
aniz
ations in t
he c
ountr
y o
n a
ny E
TC
-/in
ter-
agency-
rela
ted o
pera
tional needs o
r activitie
s.
97
For
additio
nal in
form
ation o
n I
T e
merg
ency r
esponse a
nd r
ela
ted S
OPs s
ee W
FP I
T B
est
Pra
ctices a
nd S
OPs o
n w
ww
.wfp
.org
/ict-
em
erg
ency
Emergency Preparedness and Response Package
94
95
Fin
an
ce
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se (
SO
Ps)
Lead
C
om
men
ts
Wit
hin
Fir
st
24
Ho
urs
1
Advis
e C
O M
anagem
ent
of
budget
sta
tus p
er
line ite
m.
2
Monitor
the f
unctionin
g o
f th
e local bankin
g s
yste
m.
3
If local banks a
re n
ot
functionin
g,
dete
rmin
e t
he n
eed f
or
the C
O/A
O/S
ub-O
ffic
e
to o
pera
te o
n a
cash b
asis
, and a
ctivate
back-u
p p
rocedure
s w
ith r
espect
to c
ash
reple
nis
hm
ents
, dis
burs
em
ents
and t
he s
afe
guard
ing o
f cash,
as a
gre
ed w
ith t
he
RFO
.
4
In c
ase o
f fu
ll o
r in
term
itte
nt
loss o
f connectivity,
activate
back-u
p r
ecord
ing a
nd
report
ing m
echanis
ms t
o c
aptu
re d
isburs
em
ents
of
cash b
ased o
n a
vailable
IT/S
yste
ms s
upport
(W
ING
S/N
on-W
ING
S).
Once c
onnectivity is r
e-e
sta
blished,
ensure
that
all f
inancia
l tr
ansactions a
re inputt
ed into
WIN
GS.
5
Ensure
that
all f
inancia
l tr
ansactions a
re f
ully d
ocum
ente
d w
ith o
rigin
al
paperw
ork
.
Wit
hin
Fir
st
72
-H
ou
rs
6
Revie
w t
he c
om
positio
n o
f th
e p
anels
for
appro
vin
g a
nd c
ert
ifyin
g o
ffic
ers
and f
or
join
t bank s
ignato
ries.9
8
7
Revie
w t
he n
eed f
or
openin
g a
sub-i
mpre
st
account.
8
Esta
blish W
FP’s
cash r
equir
em
ents
.
9
Revie
w w
heth
er
it is n
ecessary
to r
equest
incre
ases in t
he p
ett
y c
ash level at
CO
/AO
/Sub-O
ffic
e a
nd in t
he t
hre
shold
to e
ffect
paym
ents
by p
ett
y c
ash.
10
Revie
w w
heth
er
it is n
ecessary
to r
equest
an a
llocation f
rom
the W
ork
ing C
apital
Fin
ancin
g F
acility
99,
and c
om
munic
ate
this
info
rmation t
o C
O M
anagem
ent.
98
In t
he e
vent
that
com
ple
te s
egre
gation o
f duties c
annot
be o
bserv
ed a
t th
e e
arl
y s
tage o
f th
e e
merg
ency a
nd p
endin
g d
eplo
ym
ent
of
additio
nal sta
ff,
ensure
that
this
scenari
o is p
roperl
y
docum
ente
d a
nd t
hat
necessary
waiv
ers
are
obta
ined f
rom
the E
xecutive D
irecto
r or
her
dele
gate
.
99
For
info
rmation o
n t
he W
ork
ing C
apital Fin
ancin
g F
acility p
lease r
efe
r to
Annex 3
0.
Emergency Preparedness and Response Package
96
Ad
min
istr
ati
on
/N
on
-fo
od
Pro
cu
rem
en
t
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se (
SO
Ps)
Lead
C
om
men
ts
Wit
hin
Fir
st
24
Ho
urs
1
Mobiliz
e a
nd p
rovid
e c
ritical supplies t
o s
taff
, in
clu
din
g,
as r
equir
ed:
sanitary
item
s;
dri
nkin
g/n
on-d
rinkin
g w
ate
r; e
merg
ency f
ood w
ith c
ookin
g f
acilitie
s;
bla
nkets
; sle
epin
g b
ags;
and p
re-p
aid
SIM
card
s.
2
Sta
rt im
ple
menting t
he G
oods a
nd S
erv
ices P
lan
100 t
o s
upport
opera
tional and
sta
ff a
ugm
enta
tion.
3
In t
he e
vent
of
syste
m o
uta
ge a
nd loss o
f connectivity,
transactions s
hould
be
manually r
ecord
ed a
nd s
upport
ed b
y r
ele
vant
docum
enta
tion.
Wit
hin
Fir
st
72
Ho
urs
4
Identify
additio
nal off
ice s
pace,
as r
equir
ed.
In c
lose c
ollabora
tion w
ith I
CT a
nd
Securi
ty,
mobiliz
e e
ssential equip
ment
and s
upplies t
o e
nsure
im
media
te
functionality
.
5
Hir
e local serv
ices t
o c
ate
r fo
r augm
ente
d s
taff
tra
nsport
ation n
eeds.
100
For
a s
am
ple
Goods a
nd S
erv
ices P
lan p
lease r
efe
r to
Annex 2
3.
97
Secu
rit
y
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se (
SO
Ps)
Lead
C
om
men
ts
Wit
hin
Fir
st
24
Ho
urs
1
Ascert
ain
changes in t
he s
ecuri
ty s
ituation,
inclu
din
g c
hanges in s
ecuri
ty
cle
ara
nce r
equir
em
ents
, th
rough im
media
te c
onsultation w
ith U
ND
SS a
nd t
he
deplo
ym
ent
of
a s
ecuri
ty a
ssessm
ent
team
, pre
fera
bly
with U
ND
SS.
Info
rm C
O
Managem
ent,
CO
sta
ff a
nd O
DF/H
Q a
ccord
ingly
.
2
Identify
additio
nal securi
ty m
easure
s t
hat
are
requir
ed —
guard
s,
vehic
les w
ith
specia
l re
quir
em
ents
, peri
mete
r pro
tection a
nd r
adio
s,
etc
. —
and c
om
munic
ate
these r
equir
em
ents
to C
O M
anagem
ent
and O
DF/H
Q.
3
Request
assis
tance f
rom
OD
F/O
MI
to c
onduct
a p
ost-
event
technic
al assessm
ent
of
off
ice b
uildin
gs,
if c
ircum
sta
nces w
arr
ant
this
.
4
Dete
rmin
e w
heth
er
relo
cation/e
vacuation a
re n
eeded.1
01
If s
o,
facilitate
the
pro
cess in c
lose c
ollabora
tion w
ith A
dm
inis
tration a
nd H
um
an R
esourc
es.
5
Identify
and a
ctivate
additio
nal com
munic
ation c
hannels
per
the c
ountr
y-s
pecific
Securi
ty P
lan (
UN
DSS/S
MT).
101
For
guid
ance o
n e
vacuation a
nd r
elo
cation p
lans p
lease r
efe
r to
the S
ecuri
ty in t
he F
ield
Bookle
t, w
hic
h is p
oste
d a
t:
htt
p:/
/docusto
re.w
fp.o
rg/s
tellent/
gro
ups/p
ublic/d
ocum
ents
/manual_
guid
e_pro
ced/w
fp184437.p
df
Evacuation p
lans s
hould
addre
ss t
ransport
, em
erg
ency s
helteri
ng a
nd f
ood n
eeds.
Co
mm
un
icati
on
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se (
SO
Ps)
Lead
C
om
men
ts
Wit
hin
Fir
st
24
Ho
urs
1
In c
onsultation w
ith R
B,
PI
and H
Q C
om
munic
ations,
esta
blish a
public p
ositio
n
for
the m
edia
on W
FP’s
em
erg
ency r
esponse a
nd issuance m
edia
talk
ing p
oin
ts,
Q&
As a
nd a
pre
ss r
ele
ase w
ith a
n E
D s
tate
ment.
102
2
Update
the C
O w
ebpage
103 a
nd f
eed t
he late
st
info
rmation o
n t
he s
ituation into
EPw
eb’s
Cri
sis
Page.1
04
3
Feed into
and a
ttend a
ll U
N p
ress b
riefings.
Wit
hin
Fir
st
72
Ho
urs
4
Share
with,
and s
olicit r
egula
r m
edia
update
s f
rom
, m
edia
Focal Poin
ts in
part
ner
org
aniz
ations s
o a
s t
o e
nsure
a c
om
mon a
ppro
ach a
nd t
o h
arm
oniz
e
messages t
o t
he p
ress.
5
Consid
er
deplo
yin
g a
PI
Off
icer
to t
he a
ffecte
d z
one,
accom
panie
d b
y t
he m
edia
,
if a
ppro
pri
ate
and f
easib
le.
6
Dete
rmin
e w
heth
er
the C
O h
as a
ny s
pecific
audio
-vis
ual re
quir
em
ents
and
com
munic
ate
them
to R
B/H
Q.
Hir
e v
ideo a
nd p
hoto
cre
ws,
if n
ecessary
.
102
For
sam
ple
Talk
ing P
oin
ts a
nd s
am
ple
Q&
A p
lease r
efe
r to
Annex 1
5.
For
a p
ress r
ele
ase s
am
ple
with a
n E
D s
tate
ment
ple
ase r
efe
r to
Annex 3
1.
103
For
guid
elines o
n h
ow
to u
pdate
CO
Countr
y P
ages p
lease r
efe
r to
the G
uid
ance f
or
Countr
y E
ditors
and lin
ks t
o t
uto
rials
pro
vid
ed in A
nnex 1
6.
104
For
guid
elines o
n h
ow
to u
pdate
EPw
eb’s
Cri
sis
Page p
lease r
efe
r to
:
htt
p:/
/epw
eb.w
fp.o
rg/g
uid
es/f
ile.a
xd?file
=2009%
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ord
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TRY+
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Emergency Preparedness and Response Package
98
99
Rep
orti
ng
No.
Sta
nd
ard
Op
erati
ng
Pro
ced
ures f
or t
he F
irst
72
-Ho
ur R
esp
on
se (
SO
Ps)
Lead
C
om
men
ts
Wit
hin
Fir
st
24
Ho
urs
1
Pre
pare
a f
irst
daily s
ituation r
eport
and s
ubm
it it
to R
B/H
Q.1
05
Wit
hin
Fir
st
72
Ho
urs
2
Continue t
o p
repare
daily s
ituation r
eport
s a
nd t
o m
eet
all o
ther
report
ing
requir
em
ents
, in
clu
din
g E
xecutive B
riefs
and N
ightly N
ote
s.
3
In c
onsultation w
ith P
rogra
mm
e a
nd L
ogis
tics,
com
pile inputs
for
CERF r
equests
and o
ther
appeals
and d
onor
pro
posals
, as a
pplicable
.
105
For
a S
ituation R
eport
tem
pla
te p
lease r
efe
r to
Annex 1
8.
101
3.4 Concept of Operations Template
Background
General context:
Recent developments:
WFP’s current operational structure:
Scope of Emergency
Planning assumptions:
Security:
Operational constraints:
Please give a concise overview of the situationin the affected country/region and of thecrisis’s origin(s), background and effects.
Please explain the latest developments in thesituation (e.g. political developments, conflictintensification, population movement,increase in flooding, etc.)
Please provide a brief outline of WFP’sstructure in the country; any currentoperations, such as ongoing EMOPs, PRROs,etc.; and any response to the crisis that hasbeen provided through operations that pre-dated the crisis.
Please specify the anticipated scale of theaffected population/vulnerable groups; theadditional WFP caseload; the geographicarea of assistance and how the situation mayaffect, and/or necessitate change in, on-goingoperations.
Please list and explain any security concernsthat relate to WFP staff, beneficiaries andoperations.
Please list critical areas for WFP’s assistanceand obstacles to provision in those areas, suchas communication difficulties, importrestrictions, visa restrictions, accessconstraints, etc.
Emergency Preparedness and Response Package
102
WFP’s operational response
Operation objective:
Programme:
Logistics and Procurement:
Please try to specify the objective of WFP’splanned operation (e.g. to meet the basicnutritional needs of the people most affectedby the crisis by providing food assistance).
Please explain the planned Programmeactivities.
i. Basic conclusions of assessments alreadycarried out, or a short summary ofplanned assessments. (Summaries offindings must not exceed three lines andshould not detail methodology, etc.)
ii. What is the planned Programmeapproach, including activities (i.e. newactivities/modified existing activities;targeting; food/cash/vouchers; andwhich modality — general fooddistribution (GFD), safety net, etc.)?
iii. How does WFP plan to carry out theactivities (i.e. partners, pre-positioning, technology, etc.)?
iv. Distribution. Who will be WFP’spartners?
Please specify the arrangements and planswith regard to:
i. Logistical support needs. What will theybe (SO, UNHAS)?
ii. Storage: briefly describe WFP’s logisticcapacity in the country. If applicable,also describe government and othercapacities that WFP could use.
103
Coordination
Anticipated Resource Requirements
Food:
Budget:
Operational capacity:
Briefly summarise WFP’s coordinationmechanisms with the government, theimplementing partners and otherstakeholders. If applicable, also specify WFP-led cluster activities (ETC, Logistics,Food Security) and IASC-activities.
Please specify the overall needs for food,pointing out what can be covered throughexisting Pipeline arrangements.
Please summarise expected needs for theamended budget and specify possible optionsthat have been identified to cover thesefunding needs. If this document outlines twoor more operations, then the budget for eachshould be summarized separately.
Please summarise likely additionaloperational capacity requirements (offices,staff, vehicles etc.), and state how they will be addressed (recruitment, TDY,partnerships, etc.).
Emergency Preparedness and Response Package
104
68. WFP has an obligation to ensure a minimum level of emergencypreparedness in countries in which it is not present. This applies especiallyto those countries that are prone to any contextual risks outlined inparagraph 33, and that are likely to request humanitarian assistance and/orcluster support in the event of a disaster. Regional Bureaux play animportant role in this regard, coordinating closely with ODEP,104 ODL,105
ODI,106 and ODXF,107 etc., as well as with regional inter-agencypreparedness networks.
69. Emergency preparedness in priority countries where WFP is not presentincludes:
• risk identification and monitoring through early warning systems;
• collection of data and other types of information concerning thelivelihoods of local populations and the operating environment;
• identification of national and regional emergency response capabilitiesand options (through the government, partner agencies on the groundand WFP structures in neighbouring countries);
• identification of opportunities to link up with national and regionalemergency preparedness initiatives.
70. Regional Bureaux are also advised to:
• monitor at Country Offices and UNHRDs within the region theavailability of food stocks, logistics equipment and ICT kits which canbe called forward in an emergency;
4WFP’s Emergency Preparedness andResponse in Countries where WFP isnot present (for Regional Bureaux)
104 ODEP: Emergency Preparedness and Response Branch (WFP Headquarters)
105 ODL: Logistics Division (WFP Headquarters)
106 ODI: IT and Facilities Management Services Division (WFP Headquarters)
107 ODXF: WFP Food Security Analysis Service
105
• compile a list of staff per functional area who can be called upon forimmediate deployment; and
• explore with RM108 possibilities and procedures for working on a cashbasis and for manually recording transactions in case of disruption ofthe banking system and/or system outage.
71. In cases where WFP does not have enough information (either within theorganization or from secondary sources), it is recommended that therelevant Regional Bureau, with the support of Headquarters, launches amulti-functional emergency preparedness mission to the countryconcerned.109 The information gathered will be consolidated at RegionalBureau level and made available on EPweb. If the risk level persists or if thecountry environment changes drastically, the Regional Bureau shall updatethe information through established contacts or a follow-up mission.
72. Once a disaster strikes, the Regional Bureau, in consultation with theDirector of Emergencies, will field a start-up emergency response team tothe country concerned. The team will be headed by an EmergencyCoordinator and will seek administrative and logistics support throughpartners on the ground (e.g. UNDP) in order to become operational. It willwork with the Resident Coordinator and the Humanitarian Coordinator oncoordination issues. It will seek their support in developing a workingrelationship with the government to agree on the scope and modalities of aWFP intervention, including cluster support. The team will set up thenecessary WFP management and operational structures. It will carry out arapid Emergency Food Security Assessment and an LCA (if not donebeforehand), define partnership arrangements, assume clusterresponsibilities and start relief assistance. The mission will coordinate withall relevant stakeholders on the ground, including donor representatives.
108 RM: Resource Management and Accountability Department
109 The options for applying for an IRA Preparedness can be taken into consideration to improve the
preparedness in countries where WFP is not present. For the directive please refer to Annex 5.
Emergency Preparedness and Response Package
106
4.1 Terms of Reference for a Multi-functionalEmergency Preparedness Mission
1. Meet with representatives of UN agencies and other key partnersamong the NGO community, the Red Cross and Red CrescentMovement, regional/global financial institutions and donors todetermine:
• the risk profile of the country (including triggers);
• the likely humanitarian impact of the risks identified;
• risk monitoring capacities in place;
• the emergency preparedness and response strategy within theinternational aid community;
• potential coordination and partnership arrangements in an emergencyresponse (including the need for cluster activation);
• food aid policy and strategy within the country;
• potential administrative and operational support required by a WFPstart-up team; and
• potential funding sources.
2. Meet with line ministries, including the government’s emergencyfocal point, to assess:
• the emergency preparedness and response capacity of the nationalgovernment;
• whether the government is likely to come forward with a request forWFP’s assistance in the event of a disaster (including as cluster lead);
• potential coordination and partnership arrangements in an emergencyresponse, including the nomination of Focal Points within thegovernment and WFP; and
• risks and opportunities for WFP.
107
3. Conduct the following assessments:
• a Food Security Assessment, including food market analysis, todetermine the vulnerability profile of the local population, the mostappropriate programme tools (e.g. food/cash/vouchers), and thepotential scope of a WFP intervention and its partnershiparrangements;
• a Logistics Capacity Assessment (LCA) to identify points of entry (andtheir capacity), customs clearance procedures, the transport market,warehousing capacity and infrastructure; and
• a Security Assessment110 to determine what security measures to put in placeto protect WFP staff, assets and premises, should WFP establish a presence.
4. Identify options for:
• rapidly accessing food and non-food items from the regional UNHRDand/or food stocks held at national level by government, NGOs, the RedCross and Red Crescent Movement and the private sector;
• office accommodation and transportation of staff;
• contracting services, employing national/local staff, and processingpayments; and
• regional/local food procurement.
5. Draw up a proposal for the composition of an initial emergencyresponse team, including:
• an Emergency Coordinator, supported by Programme, Logistics,Human Resources, Finance/Administration, ICT,Communications/Reporting staff; and
• the identification of potential team members who could commencedeployment preparation.
110 Depending on information available through UNDSS.
Emergency Preparedness and Response Package
108
4.2 Terms of Reference for a Start-up EmergencyResponse Team
1. Establish contact with line ministries, including thegovernment’s emergency focal point, to determine:
• the humanitarian impact of the disaster;
• the emergency response capability of the national government;
• the scope of WFP’s emergency assistance, based on the government’srequest;
• coordination and partnership arrangements, including nominatingFocal Points within the government and WFP; and
• risks and opportunities for WFP.
2. Meet with UN agencies, cluster partners and the donorcommunity to determine:
• the humanitarian and security impact of the emergency;
• inter-agency response plans and coordination mechanisms (includingthe need for cluster activation);
• operational response mechanisms; and
• potential funding sources.
3. Assume cluster-lead responsibilities as required:
• determine membership and coordination structures of Food Security,Logistics and ECT clusters, as applicable in the given context; and
• determine cluster partners’ service requirements and estimate relatedcosts.
109
4. Assessments
• Conduct an Emergency Food Security Assessment to determine foodassistance needs among the affected population, suitable Programmetools (food/cash/vouchers), and funding requirements.
• If it has not been done already, conduct a Logistics Capacity Assessmentto identify points of entry (and their capacity), customs clearanceprocedures, the transport market, warehousing capacity andinfrastructure.
5. Project formulation
• Draw up IR-EMOP, EMOP and Inter-Agency appeal requests (e.g. CERF, Flash Appeal, CAP) as well as donor proposals.
• Draw up inputs for a CONOPS logistics and/or SO (if required) andsubmit to ODL.
6. Implementation
HR
Programme
• Initiate the recruitment of local and national staff.
• Facilitate deployment of international staff andstand-by partners (e.g. by addressing visa andsecurity clearance requirements) and identifyadequate support mechanisms in the duty station(e.g. the provision of accommodation andtransportation).
• Define Programme modalities, includingProgramme tools such as food/cash/vouchers.
• Identify Cooperating Partners and draw uppartnership agreements.
• Initiate distributions and put in place monitoringarrangements.
Emergency Preparedness and Response Package
110
Food Procurement
Logistics
ICT
Finance
• Identify local food procurement and foodtransformation options (if applicable).
• Process customs clearance for incomingemergency cargo.
• Mobilize transport and warehousingarrangements.
• Initiate deliveries of relief items to beneficiariesand cluster partners.
• Install essential ICT equipment, internetconnections and communication systems innewly-deployed office sites, and extend services tocluster clients, as required.
• Establish cash requirements and paymentmodalities.
• Put in place a suitable panel of approving andcertifying officers.112
• Open an imprest/sub-imprest account.
• Establish a suitable Country Office/Sub-Officesignatory panel for bank accounts and electronicpayment systems (EPS).
• Appoint disbursing officer(s) and petty cashaccount holders/cashiers.
• Ensure that a cash safe is available at all officesites for the safekeeping of cash, fuel coupons andother important items and documents.
112 Ensure segregation of duties at all times in compliance with CF02006/003 “Policy on Procedural
Change on the Delegation of Financial Authority”.
111
• Identify office space and set up Country Office andSub-Office structures. Mobilize essentialequipment, supplies and services to ensureimmediate functioning of the office(s) and to caterto staff needs.
• Determine transport requirements and modalities(through purchase, rent or leasing).
• Put in place adequate security measures topromote the safety of WFP staff, assets andpremises.
• Complete all reporting requirements (DailySituation Reports, Executive Briefs, and DonorBriefs, etc.).
• Draw up a County Office web page113 and feed dailyupdates on the situation into the EPweb CrisisPage.114
• Respond to media queries in line with the mediastrategy, as agreed with HQ CommunicationsDivision.
113 For guidelines on how to update CO Country Pages, please refer to the Guidance for Country Editorsand the links to tutorials provided in Annex 16.
114 For guidelines on how to update EPweb’s Crisis Page, please refer to
http://epweb.wfp.org/guides/file.axd?file=2009%2f10%2fMicrosoft+Word+-
+EP+WEB+COUNTRY+PAGE+CONTENT+MANAGEMENT_Guide.pdf
Emergency Preparedness and Response Package
112
ALITE Augmented Logistics and Intervention Team for Emergencies
AO area office
CAP Consolidated Appeal Process
CBO community based organization
CD Country Director
CERF Central Emergency Response Fund
CFO Chief Financial Officer
CM corporate monitoring
CMT crisis management team
CO Country Office
COMPAS Commodity Movement Processing and Analysis System (WFP)
CONOPS Concept of Operations
DCD Deputy Country Director
DMT disaster-management team
ED Executive Director
EDP extended delivery point
EFSA emergency food security assessment
EMOP emergency operation (WFP)
EPR Emergency Preparedness Response (WFP)
EPRO Emergency Preparedness and Response Officer (WFP)
EPRP Emergency Preparedness and Response Package (WFP)
EPS electronic payment system
ERA emergency readiness action
ETC emergency telecommunications cluster
EWT early warning team
FAO Food and Agriculture Organization of the United Nations
Acronyms
113
FESO Field Emergency and Support Office
FITTEST Fast Information Technology and Telecommunications Emergency Support Team
FP focal point
GFD general food distribution
GIS geographic information system
HCT Humanitarian Country Team
HF high frequency
HOU Head of Unit
IA Inter-Agency Emergency
IACP Inter-Agency Contingency Plan
IASC Inter-Agency Standing Committee
ICT information and communications technology
IR-EMOP Immediate Response Emergency Operation
IRA Immediate Response Account
IT Information Technology
LCA logistics capacity assessment
LTA long-term agreement
LTSH landside transport, storage and handling
M&E monitoring and evaluation
MDG Millennium Development Goal
MORSS minimum operating residential security standards
MOSS minimum operating security standards
MPAs Minimum Preparedness Action
MSU Mobile Storage Unit
NFI non-food item
Emergency Preparedness and Response Package
114
NGO non-governmental organization
ODEP Emergency Preparedness and Response Branch (WFP)
ODF Field Security Division (WFP)
ODI IT and Facilities Management Services Division (WFP)
ODL Logistics Division (WFP)
PC Personal Computer
PI Public Information
PR/PO Purchase Requisition/Purchase Order
PRRO protracted relief and recovery operation
PSA Programme Support and Administration Budget
Q&A Questions and Answers
RB Regional Bureau
RC/HC Resident Coordinator/Humanitarian Coordinator
RFO Regional Finance Officer
RITO Regional IT Officer
RMP Department for Performance and Accountability Management
R&R rest and recuperation
SMT Security Management Team
SO Special Operation
SOP standard operating procedures (for First the 72-Hour Response)
TDY temporary duty assignment
TOR terms of reference
UN United Nations
UNCT United Nations Country Team
UNDSS United Nations Department of Safety and Security
UNHRD United Nations Humanitarian Response Depot
UNHAS United Nations Humanitarian Air Service
VAM vulnerability analysis and mapping
VHF Very High Frequency
VSAT Very Small Aperture Terminal
WFP World Food Programme
The ODEP EPRP-team can be contacteddirectly through [email protected]
To access the EPRP web tool, please go tohttp://epweb.wfp.org/ep2admin
Printed: July 2012
Photo credits, front cover (clockwise from top left): WFP/Jim Farrell/Haiti, WFP/Louis Hamann/Haiti, WFP/Dane Norvarlic/Haiti, WFP/Charlie Hatch-Barnwell/Malawi, WFP/Veejay Villafranca/Philippines back cover: WFP/Alejandro Chicheri/Haiti Design: CP Publications Unit