p Red Cross Societyy Earthquake Contingency Plan

Transcription

1 2013 Nepal p Red Cross Societyy Earthquake Contingency Plan

2 Foreword Acknowledgement 2

3 Contingency Plan for a major earthquake in the Kathmandu Valley General Objective: To ensure a rapid, appropriate, and effective Nepal Red Cross Society (NRCS) response to a major earthquake centred on the Kathmandu Valley, making optimum use of all available resources from both Movement and Non-Movement partners. Specific Objectives: 1. Systems and mechanisms are developed and resources put in place to enable the NRCS to participate actively and effectively in emergency response activities from the onset of an earthquake. 2. Procedures for the implementation and coordination of response activities are set up to ensure an efficient and appropriately scaled response in keeping with identified needs. 3. The various levels of the NRCS structure in the Kathmandu Valley are enabled to operate effectively in disaster response, in spite of the damage to infrastructure and constraints on resources and capacities likely to be incurred after the earthquake. 4. Procedures are established to ensure the efficient reception, deployment, and use of regional and global RCRC tools and resources involved in emergency response. This document will outline the operating context in which a response will be implemented, specific NRCS roles and responsibilities, response goals and the required actions to achieve these. It should be read in conjunction with the Response checklists, which provide a detailed field oriented guide to required actions in each sector. In addition, a prioritised preparedness action plan has been developed, the implementation of which will enable NRCS to improve its readiness for future earthquake responses. Date of first CP: December 2008 Date of first Revision: September 2011 Date of second Revision: September 2012 Date of third Revision January

4 Guidance Note The current plan is third version revised in January This document has undergone series of revision considering learning of the simulation exercise conducted by the NRCS in 2011 and The NRCS Earthquake Contingency Plan consists of six main Chapters provides specific information about the operating context, response structure systematized under the NRCS organizational structure and operational areas to perform mobilizing its internal and possible external sources. Part A: The Operating Context in Kathmandu Valley; this chapter provides basics operating context in which this CP aims to function. This includes geographical information, social, cultural and economic condition and political conditions. Part B: Disaster Scenario and Planning Assumption for Kathmandu Valley; this chapter provides flexible planning scenario and assumptions based on which targets and response actions are designed aiming to operate current plan effectively. This includes damage consideration of houses and physical infrastructures, no of families affected and those needs immediate assistance, availability of water facilities and its yielding capacity, functioning of IT and Telecommunication system, transportation possibilities, etc. Part C: Movement Capacities and Resources; this chapter provides overview of the available capacity in terms of materials, equipments, and financial resources readily available with the Movement Partners; NRCS, IFRC, ICRC and PNS. Part D: Likely International Response and Financial Response; this chapter provides overview of likely capacity available within 3 to 4 weeks after math of disaster. Part Emergency Response Structure and Action; this chapter provides outline of the main management and operational level structure that is responsible to implement concept of the contingency plan. This includes; ERC (emergency response committee) - is a main decision making body comprise of key management personnel; Chairman, Secretary General, Treasure, and Executive Director. Executive Director will assume role of secretariat of the ERC. EOC (emergency operation centre) is a semi operational and coordination authority comprise of director of DM department, and sector leads, and Sector Team- is an operational team responsible for the implementation of designated response operation. The Sectors are further divided in three categories; Functioning of National Society, Response Sectors, and Operational Support. These teams have been reduced from 14 to 11 considering learning of simulation, held in September Part F: Prioritise for Preparedness; this chapter provides set of preparedness activities identified and revised for year 2012/2013 by the NRCS. The implementation of preparedness actions can be the most important part of contingency planning and will improve the quality and speed of a response. The third revision of the contingency plan has mainly been done to shorten narrative text of the Main document, as such; Specific Activities those explained in old version for each main under each Sector has been removed, and now are part of the Checklist for each Sector. The Action Points that are more related with District Chapter are also taken out of the current document that will later be included in Contingency Plan of the three District Chapter of the Kathmandu Valley. The current Main document only includes and section for each Sector. Similarly, the TOR and SOP are grouped in one document, Operating Guideline for each sector- a two-page document for each Sector. The Checklist and Operating Guideline for each Sector are provided in separate sheet in last page of the document. This document does not replace the existing policies and guidelines at any condition that are developed by the NRCS to run organization in normal time, hence should be followed accordingly. The ERC is main responsible authority to suggest or adapt policies according to changing circumstances. 4

5 Contents List of Acronyms... 6 Part A: The Operating Context in Kathmandu Valley... 7 Geographical... 7 Social, Cultural and Economic... 8 Political... 8 Part B: Disaster Scenario and Planning Assumptions for Kathmandu Valley... 8 Part C: Movement Capacities and Resources Part D: Likely International Response and Financial Response Part Emergency Response Structure and Actions Functioning of National Society: Continuity of Operation, Safety and Security Coordination Response Sector Assessment Relief Management (Food and Non-Food) Rescue, Emergency Medical Assistance, and Health Services Emergency Shelter Water, Sanitation and Hygiene Promotion Protection Operational Support: Communication and Media Relation Logistics and Transport Finance, Administration and Human Resources Part F: Priorities for Preparedness

6 List of Acronyms BTS - Blood Transfusion Service CBDP - Community Based Disaster Preparedness CDO - Chief District Officer CDRC - Central Disaster Relief Committee (GoN) CEC - Central Executive Committee (NRCS) CMM - Cooperation Management Meeting CP - Contingency Plan CSSR - Collapsed Structure Search and Rescue DDMC - District Disaster Management Committee (NRCS) DDRC - District Disaster Relief Committee (GoN) DDRT - District Disaster Relief Team (NRCS) DEC - District Executive Committee (NRCS) DM - Disaster Management DMC - Disaster Management Centre (NRCS) DMIS - Disaster Management Information System DMU - Disaster Management Unit (Federation) DP - Disaster Preparedness DR - Disaster Response DREF - Disaster Relief Emergency Fund (Federation) DRR - Disaster Risk Reduction EA - Emergency Appeal ED - Executive Director (NRCS) EOC - Emergency Operations Centre ERC - Emergency Response Committee (NRCS) ERU - Emergency Response Unit FACT - Field Assessment and Coordination Team FAO - Food and Agriculture Organisation (UN) GIS - Geographical Information System GPS - Global Positioning System GON - Government of Nepal HDI - Human Development Index (UN) HF - High Frequency (Radio) IASC - Inter-Agency Steering Committee (UN) ICRC - International Committee of the Red Cross IDRL - International Disaster Response Law IT - Information Technology JICA - Japan International Cooperation Agency IFRC - International Federation of Red Cross and Red Crescent Societies KVEP - Kathmandu Valley Earthquake Preparedness Initiative (NRCS) ME - Monitoring and Evaluation MFR - Medical First Response MOHA - Ministry of Home Affairs MOU - Memorandum of Understanding MRE - Meals Ready to Eat NEOC - National Emergency Operations Centre NFRI - Non-food Relief Items NGO - Non-governmental Organisation NHQ - National Headquarters (NRCS) NRCS - Nepal Red Cross Society NS - National Society NSET - National Society for Earthquake Technology (Nepal) OM - Operations Manager OSOCC- On-site Operations Coordination Centre (UN) PNS - Partner National Society POA - Plan of Action PSS - Psychosocial Support Q&A - Questions and Answers RAT - Recovery Assessment Team RCAT - Red Cross Action Team (NRCS) RCRC - Red Cross and Red Crescent (Movement) RDRT - Regional Disaster Response Team RDU - Rapid Deployment Unit (ICRC) REMA - Rescue, Emergency Medical Assistance and Health Services RFL - Restoring Family Links RLU - Regional Logistics Unit (Federation) SAR - Search and Rescue SARD - South Asia Regional Delegation (Federation) SG - Secretary General (NRCS) SOPs - Standard Operating Procedures UN - United Nations UNDAC- United Nations Disaster Assessment and Coordination Team UNDMT- United Nations Disaster Management Team UNICEF- United Nations International Children s Emergency Fund UNOCHA- United Nations Office for the Coordination of Humanitarian Affairs VCA - Vulnerability and Capacity Assessment VHF - Very High Frequency (Radio) WASH - Water, Sanitation, and Hygiene WFP - World Food Programme WHO - World Health Organisation 6

7 Part A: The Operating Context in Kathmandu Valley Geographical Factor Consideration Kathmandu Valley covers an area of 570 km 2 4 major passes offer access to the Valley Once access is achieved the Valley is a small geographical region in which to operate There is a selection of primary road access routes into the Valley. Early evaluation of road quality will support efficient emergency supplies delivery into the Valley 600 km from the nearest seaport Any materials arriving by sea will require onward land / air transport provision to reach Kathmandu Valley 200 km from Indian border There is a range of potential road access routes into Kathmandu Valley providing greater opportunity for onward transmission of aid by land 130 km from Chinese border There is limited road access to China and the terrain is dense and mountainous One airport If this is inoperable then there will be significant delays in the arrival of aid. Although it will undoubtedly be a priority for repair, NRCS should be prepared to manage the response for 7 10 days without the arrival of aid. Use of helicopters for internal relief and rescue services from nearest airports (Biratnagar, Bharatpur, Simara and Bhairahawa) Population estimated at Highest population density in Nepal. Number of affected could 2,500,000 1 reach million Dense congestion and heavy urbanisation Narrow urban roadways Majority of houses and buildings not earthquake resistant Well served by rivers Climate seasonal variability Summer temp (June Aug): o Winter temp (Dec Feb): 0 15 o Annual rainfall: c 2000 mm occurring mainly between June Sep Greatest amount of affected people will be within dense urban areas, which will be difficult for vehicles to access until coordinated clearing of access routes occurs Will cause significant access difficulties in light of building collapse urban arteries may become inaccessible to vehicles until rubble clearing occurs High risk of building collapse throughout urban areas. Initial infrastructure damage will cause a risk to life to returnees A majority of the population obtains water from containers held on roof tops. These are likely to be destroyed. In the face of a water shortage people may turn to untreated river water and this may in turn create the potential for an epidemic Needs of affected population will vary according to season 1 CBS 2011census 7

8 Social, Cultural and Economic Increased urbanisation Approximately one quarter of the Nepali population is living on less than 80 rupees per day ($1) Community cohesion and perceived high social capital is a natural barrier against exploitation of vulnerable groups. However, rapid urbanisation is unravelling these dynamics. As such, child trafficking and exploitation of vulnerable groups is a concern from the onset of a large-scale earthquake. Potential for widespread reliance on sources of aid in short / medium / long-term Political Government will activate National Emergency Operations Centre (NEOC) / Central Disaster Relief Committee at The Ministry of Home Affairs UN will activate the On Site Operations Coordination Centre (OSOCC) and Cluster system. It is likely that this will also be the base for the UN Disaster Assessment and Coordination Team (UNDAC) District Disaster Relief Committees will be activated NRCS seen as leading Disaster Response agency in country This is intended to coordinate the national and response. NRCS are expected to provide a staff member as a liaison. NRCS does not currently have a radio channel allocated to the NEOC This is intended to be located alongside the NEOC on current planning. If this is not facilitated NRCS will be required to maintain communications with both bodies and the individual clusters NRCS will be required to maintain coordination, as a member, with these bodies in order to ensure government primacy NRCS will be relied on to implement activities on behalf of the government and a broad range of agencies NRCS will be expected to provide and coordinate information to government, UN and other agencies. This will need to be balanced with management and preparation for the International Federation response Priority areas of activity and focus will need to be established early and communicated clearly to other key stakeholders in the country Part B: Disaster Scenario and Planning Assumptions for Kathmandu Valley AFFECTED NUMBERS: Assumption Consideration Earthquake of 8.0 magnitude centred on Kathmandu Valley Widespread damage with highest concentration of casualties and damage in densely populated urban areas 65,000 70, 000 fatalities Fatalities anticipated to occur due to collapsing buildings and other secondary effects such as exposure to disease due to lack of sanitation and clean water There will be a significant requirement to support the 8

9 Only 2 3 hospitals with in-patient capacity of 30 or more still functional Central Blood Bank destroyed Up to 150, 000 injured Up to 625, 000 left without shelter 60 per cent of buildings destroyed Further 20 per cent of buildings damaged and unsafe for habitation Up to 625,000 people will attempt to leave Kathmandu Valley 95 per cent of water pipes, 50 per cent of pumping stations and treatment plants seriously affected. Water supply disrupted for several months. Telecommunications inoperable for the first 48 hours 60 per cent of telephones will be unusable for 1 month 60 per cent of electricity lines and all substations non functional for 1 month 75 per cent of bridges and narrow roads unusable because of damage and debris government with Dead Body Management Surviving medical infrastructure will rapidly be overwhelmed. Surviving blood stocks will require priority replenishment A recent study by The International Organisation for Migration (IOM) indicates that open spaces in Kathmandu Valley have the capacity to hold 710,000 people. These include 57 small camps holding a total of 350,000 people, 5 medium camps holding 50 70,000 people each and 2 large camps which will form the basis of any long term planning Many people will remain close to their homes for security and there will be many on the streets. There will be a substantial need for Shelter provision within and outside of camp locations Collective centres will form in surviving infrastructure such as schools and warehouses Those returning to buildings that are not structurally sound after the initial earthquake will be at high risk from any further after shocks There will be a requirement to provide aid to internally displaced persons (IDPs) who have left the valley. If they can be provided for then this will ease pressure on the response in the Valley If there is no capacity to support those who leave the valley there will be a return of many when aid begins to arrive in the Valley There will be a need to supply million litres of water per day to meet the needs of IDPs in the Valley Sanitation considerations deteriorate rapidly Communications will be reliant on radio (VHF / HF), BGAN, Sat Phone for a sustained period of time Generators will be the primary means of power and will be reliant on independently held fuel reserves Access to most affected areas will be limited and will delay aid delivery Bridge damage likely to isolate affected populations and aid workers Government / military likely to prioritise routes for repair / crossings to be repaired Kathmandu International Airport It is possible that aid will not be able to arrive on 9

10 isolated by collapse of access roads and bridges; runway partially inoperable or closed Aftershocks may continue for several weeks Structural damage to poorly insulated electrical systems triggers fires NRCS National Headquarters severely damaged 50 percent NRCS personnel unavailable Lack of communications with dispersed personnel a large scale for 7 10 days. NRCS must be prepared to operate autonomously for that period Search and Rescue (SAR) disrupted, panic amongst survivors, further building collapse Difficulties in controlling the outbreak of fire due to disruption of fire services and water supply EOC requires pre-established and equipped alternative location (such as a container) for 24-hour operations Team members prepared to replace others across a range of sectors NRCS staff operating in isolation Part C: Movement Capacities and Resources Resources in the Kathmandu Valley: Kathmandu Valley (as of January 2013) Resources Total Staff Available Quantity NHQs Kathmandu Bhaktapur Lalitpur DM Trained Staff RFL Trained Staff Light Search and Rescue First aid Collapsed Structure Search and Rescue Medical First Responder Dead Body Management RCAT CADRE PHIE Shelter DDRT NDRT RDRT PSS 10

11 Communications equipment available Relief Supplies available Blood Supplies available Vehicles available Power Back up Finance available Part D: Likely International Response and Financial Response Asset Timeframe Proposed location Field Assessment and Coordination Team: 15 personnel Federation Operation Management Structure plus supporting teams: 13 personnel As soon as access will allow Week 3 onwards (timings decided by access logistics) Location: e.g. Hotel Soltee xx xx'xx" xx xx'xx" xxxx meter Location: Hotel Soltee 2 x Basic Health Units Week 3 onwards (timings decided by access logistics) 1 x Logistics Emergency Response Unit (ERU) 1 x IT and Telecoms ERU Location: Location: Location: 1 x Relief ERU Location: 1 x Rapid Deployment Hospital Week 3 5 (timings decided by access logistics) Location: 1 x Base camp Location: 1 x Logistics ERU Week 4 onwards (timings decided by access logistics) Location: 11

12 2 x Relief ERU Location: 2 x WATSAN ERU Location: 1 x Shelter ERU Location: 1 x Full Field Hospital Location: Further support from Partner National Societies (PNS): In addition to that provided by PNS based in country, further support (some of which may be bilateral) can be expected from other PNS, potentially uncoordinated subject to minimum prior notification on opening of access routes. This will require control and liaison to prevent unwanted items using warehouse space and to coordinate with NRCS controlled response Financial Response: Appeal Quantity Timeframe DREF CHF 400,000 Immediately Preliminary Appeal converting to Emergency Appeal CHF 10,000, days Emergency Appeal CHF 100,000, days Revised Emergency Appeal CHF 400,000,000 1 month 12

13 Part Emergency Response Structure and Actions ERC CNDRC EOC NEOC Sector Teams (HQ) DC EOC DC EOC Field Teams 13

14 Functioning of National Society: 1. Continuity of Operation, Safety and Security Objective: To ensure continuity of response operations providing prompt services to the earthquakeaffected population ensuring the safety and security of NRCS volunteers and staffs Activate ERC Strategic planning Appointments of key roles Decisions Activation of EOC Activation of NRCS headquarters safety and security procedures Activation of cluster warden system in Kathmandu Valley Activation of VHF radio or satellite telephone links between the EOC and NRCS local-level elements in Kathmandu Valley Activation of links between NRCS/Federation/ICRC/PNSs in Kathmandu Valley and outside locations Provide data back up to all IT systems Ensure equipment is maintained and cared for appropriately throughout operation Executive Director Executive Director Executive Director Executive Director Emergency Response Committee Emergency Response Committee with EOC Coordinator Wardens or Deputy Wardens with EOC Coordinator EOC Communication Assistant with IT and Telecommunication Officer EOC Coordinator with EOC Liaison Officer and ERC with Federation IT and Telecommunication Officer IT and Telecommunication Officer 2. Coordination Objective: To effectively coordinate and monitor the national and RCRC emergency response to the disaster Activation of Sector Teams Assessment Collation and Reporting Coordination initiated with DCs Liaison with other humanitarian actors in country Coordination with RCRC Movement Preparation of Initial Plan of Action (PoA) Verify the information and planned activities with the government and partner agencies to extent possible Additional resources requested from the National, and global RCRC Movement Monitoring and evaluation (M&E) activities initiated EOC Coordinator through Team Leaders EOC Coordinator through EOC Liaison Officer and Team Leader of Communication and Media Relation Sector EOC Coordinator through EOC Administrator EOC Coordinator with the support of the Federation Federation with EOC Coordinator EOC Coordinator with the support of the Federation EOC Coordinator ERC with support of EOC/IFRC Sector Team Leaders with ERC and EOC 14

15 Response Sector The action plans that follow include a subsection on the likely goals, outcomes and outputs of a response in each sector. This takes into consideration whether or not assistance has been mobilised. These pre-prepared goals, outcomes and outputs allow the respective sector teams to quickly adapt (for the real numbers involved), plan and respond. Overall Response Goal NRCS national response: Up to 10,000 (40,000 population) of the earthquake affected families are able to meet their immediate needs through the provision of emergency relief items & services. NRCS response with assistance: Up to 540,000 of the earthquake affected population are able to meet their immediate needs through the provision of emergency relief items & services. The planning figure of 40,000 is based on an average size per household of four for the Kathmandu valley, derived from a census conducted in This equate to 10,000 households. The basis of this target figure was mainly arrived during the 2011 earthquake contingency plan revision workshop considering NRCS average family kit prepositioned in the Kathmandu valley. Similarly, it also considers experience of NRCS capacity in meeting the needs of households in a rapid onset emergency in a timely manner with a strategic view that NRCS should aim to meet between 5% and 10% of the needs of displaced persons. The location of the target households, for pre-planning purposes, is considered to be divided between the three districts of the Kathmandu valley based on population proportion-kathmandu District 6,900; Bhaktapur District 1,200; Lalitpur District 1, Assessment Objective: To rapidly assess the needs of affected population by earthquake Response Action points Ensure Rapid Assessment Team (RATs) are deployed within 24 hours Information Collection and Review Information Sharing EOC Coordinator through DCs EOCs Team Leader; Communication and Media relation EOC Manager and EOC support team 4. Relief Management (Food and Non-Food) National or NRCS national response NRCS with assistance Goal Outcome Output Up to 40,000 Earthquake affected population living in security Up to 40,000 of the total EQ affected population are food secure Up to 540,000 EQ affected population living in security Up to 540,000 of the total EQ affected population are food secure Basic NFRI needs of up to 40,000 most affected population are fulfilled The immediate food needs of up to 40,000 are met Basic NFRI needs of up to 540,000 most affected population are fulfilled The immediate food needs of up to 540,000 are met Up to 10,000 NFRI family kits distributed Staple food rations distributed Up to 135,678 NFRI family kits distributed Staple food rations distributed Response Action points Review relief (food and non-food) specific assessment information Relief Sector Head / EOC Coordinator 15

16 Response Action points Formulate relief plan of action (including gap analysis) Confirm the availability of vehicles to transport relief supplies to distribution points Confirm the total NFRI stocks (existing plus procured) available for emergency response Coordinate the management of relief distribution operation at DC level Ensure DCs plans for distribution and conduct relief distribution Set up provision for food distribution with partner organisations and NRCS District Chapters Assist local authorities and agencies in the distribution of food relief to the affected population Ensure evolving relief needs of affected population monitored and anticipated as relief operation progresses Report on district-level distribution activities to EOC Retain overview of relief activities and mobilize additional inputs as necessary Monitoring and Evaluation activities initiated Relief Sector Head Relief Sector Head Logistics and Transport Head Relief sector Head with EOC Relief Team Head, and DC EOC EOC Coordinator with Relief Sector Head Relief Sector Head / DC EOC /NRCS local response tools EOC Coordinator with Relief Sector Head and EOC Health Sector Head Relief Sector head / District Chapters EOC Coordinator with EOC Relief Sector Head ERC with Federation Relief Sector Head with EOC and ERC 5. Rescue, Emergency Medical Assistance, and Health Services National or NRCS national response NRCS with assistance Goal Outcome Output To reduce the mortality and morbidity of earthquake affected people To reduce the mortality and morbidity of earthquake affected people. Immediate health risk minimised Immediate health risk minimised Emergency health services provided for up to 100,000 people (including NRCS staffs and volunteers) in the areas of first aid; search & rescue; psychological support / counselling; child and maternal health; transportation service and blood services Emergency health services provided for up to 200,000 people (including NRCS staffs and volunteers) in the areas of first aid; psychological support / counselling; child and maternal health; hospital surgery and care; transportation service and blood services. Up to 500 dead bodies managed immediately in coordination with NRCS Protection team, ICRC and Government institutions Assist DCs to conduct search and rescue, first aid and evacuation of seriously wounded to nearest medical REMA Sector Head with DC EOC 16

17 posts Assist in establishment of emergency blood services as required Ensure especially vulnerable groups (pregnant women, children, elderly people and differently-able people ) cared for Assist in human remains disposal in coordination with ICRC and government agencies Ensure DCs provide psycho-social support (including PS FA) and counselling Assist in reproductive health services Assist in epidemic -control measures Facilitate the deployment of incoming global emergency health tools (Field Hospital and Basic Health Care ERUs, etc.) Monitoring and Evaluation activities initiated Report on district-level activities in this sector REMA Sector Head/ NRCS Blood Bank (DCs) REMA Sector Head REMA Sector Head in conjunction with District Chapters REMA Sector Head/DC EOC REMA Sector Head REMA Sector Head with NRCS District, sub chapter and authorities ERC with Federation/EOC Coordinator with REMA Team REMA Sector Head and EOC Coordinator REMA Sector Head and EOC Coordinator 6. Emergency Shelter National or NRCS national response NRCS with assistance Goal Outcome Output Up to 40,000 affected people are sheltered in a protected environment Up to 540,000 affected people are sheltered in a protected environment Emergency shelter needs of up to 40,000 affected people are provided for Sphere shelter standards met for affected families Emergency shelter construction support materials distributed to up to 40,000 affected people Transitional shelter construction support materials to 540,000 affected people Assessment (rapid and detailed) of emergency shelter needs Formulate shelter plan of action (including gap analysis) Liaison with RCRC and other humanitarian actors On-going shelter provision Monitoring and Evaluation activities initiated Report on district-level activities EOC Coordinator with Shelter Sector Head Shelter Sector Head, with DC/EOC Federation in consultation with ERC EOC Coordinator and Shelter Sector Head EOC Coordinator with EOC Shelter Team Shelter Sector Head/DC EOCs Shelter Sector Head/EOC Liaison Officer 17

18 7. Water, Sanitation and Hygiene Promotion National or NRCS national response NRCS with assistance Goal Outcome Output The immediate risk of water and sanitation related disease has been reduced through the provision of safe water, appropriate sanitation and hygiene promotion to up to 40,000 affected people The immediate risk of water and sanitation related disease has been reduced through the provision of safe water, appropriate sanitation and hygiene promotion to up to 540,000 affected people Up to 40,000 people have access to safe water and sanitation facilities Up to 40,000 affected people practicing safe hygiene behaviour Up to 270,000 people have access to safe water and sanitation facilities Up to 540,000 affected people practicing safe hygiene behaviour 600,000 litres per day safe water provided to 40,000 affected people (as per Sphere standard of 15 litres per day per person) 800 common toilet constructed with 2/3 male /female ratio (CGD) Hygiene promotion activities provided to up to 40,000 of the affected population Hygiene-related goods are provided to up to 40,000 of the affected population 4,050,000 litres per day safe water provided to 270,000 affected people (as per Sphere standard of 15 litres per day per person) 6,750 common toilet constructed with 2/3 male /female ratio (CGD) Hygiene promotion activities provided to up to 42,000 of the affected population Hygiene-related goods are provided to up to 42,000 of the affected population Assessment of WASH needs including gaps Formulate WASH plan of action and ensure DC implement plans Coordinate with local authorities to establish emergency water supply and sanitation facilities in the affected areas Ensure DCs provide appropriate and need based wash facilities to affected people Facilitate the deployment of incoming global WASH tools (mass water and specialised water ERUs, etc.) Monitoring and Evaluation activities initiated Report on district-level activities in this sector WASH Sector Team Leader WASH Sector Team Leader with DC/EOC WASH Sector Team Leader / EOC Coordinator in liaison with NRCS District and subchapter WASH Sector Team Leader ERC with Federation/ EOC Coordinator with EOC Health/WASH Sector Heads and Teams WASH Sector Team Leader/Teams WASH Sector Team Leader/Teams with DC/EOC 18

19 8. Protection National or NRCS national response NRCS with assistance Goal Outcome Output Re-established family contact among as many separated family members as possible Re-established family contact among as many separated family members as possible Affected people communicate with their families through established RFL mechanism Affected people communicate with their families through established national and RFL mechanisms 10 per cent of displaced and missing are registered within 10 days in affected areas with a focus on unaccompanied children, vulnerable groups and the injured 10 per cent of the missing are traced within one month in the affected areas 10 per cent of families are informed within one month of the location of the sought person affected by EQ Information collection about unidentified dead started within 10 days of disaster 40 per cent displaced and missing, injured, people registered within 10 days in affected areas 40 per cent missing traced within one month in affected areas 40 per cent families informed within one month of the whereabouts of the missing persons Ensure RFL activities launched immediately after earthquake Ensure DC starts DBM information management immediately after earthquake Monitor for evidence of GBV, child trafficking, exploitation of vulnerable Ensure persons deprived of freedom, disabled, IDPs, refugees, other vulnerable groups and stranded foreigners get immediate assistance Monitoring and Evaluation activities initiated Report on activities in this sector Protection Team Leader/ Tracing team at district level and DC EOC Protection Team Leader/ DBM Trained volunteers at DC and DC EOC Protection Team Leader Protection Team Leader, ICRC and EOC Coordinator Protection Team Leader Protection Team Leader Operational Support: 9. Communication and Media Relation Objective: To collect accurate and relevant information on emergency needs, as well as on the NRCS and Movement response, to process it effectively, and to disseminate it speedily and appropriately. Compilation and dissemination of information Media relations Communication and Media Relation Sector Team and EOC Support Team with support from IFRC/PNS if required Communication and Media Relation Sector Head with EOC Coordinator in close 19

20 EOC coordination External media relation coordination with ERC Communication Sector team leader Communication and Media Relation Sector Head with EOC Coordinator in close coordination with ERC/IFRC 10. Logistics and Transport Objective: To ensure effective logistical arrangements and transport facilities are in place to support the earthquake response operation Mobilisation of Movement logistics assets within the Kathmandu Valley Mobilisation of Movement logistics assets rest of the Nepal Mobilisation of global Movement logistics assets Logistics procedures for response operation activated Confirm the availability of vehicles to transport relief supplies to distribution points Confirm the total NFRI stocks (existing plus procured) available for emergency response Reports on logistics activities rendered to EOC Logistics and Transport Sector Head with EOC Coordinator Logistics and Transport Sector Head ERC with Federation EOC Coordinator with EOC and Logistics and Transport Sector Head Logistics and Transport Sector Head Logistics and Transport Sector Head Logistics and Transport Sector Head and warehouse officer/in charge Logistics and Transport Sector Head 11. Finance, Administration and Human Resources Objective: To provide efficient financial, administrative, and human resources support to emergency operations. Release and monitor use of NRCS emergency funds Support the mobilisation of global funding for emergency operations Initiate and participate in national fund-raising activities Prepare to receive external delegates Provide administrative and HR support to operations Coordinate with operations FAHR( Finance, Administration and Human Resources) Sector Team with ERC and EOC coordinator EOC Coordinator, FAHR Sector Head with support of IFRC EOC Coordinator, FAHR Sector Head with support from ERC EOC Coordinator, FAHR Sector Teams FAHR Sector Teams with support from EOC Coordinator FAHR Sector Teams with support from EOC Coordinator 20

21 Part F: Priorities for Preparedness Implementing the above plan with maximum effectiveness requires strengthening of capacity. The following actions have been identified by NRCS, and chosen by election, as priority areas for development over the year 2012/2013 S. No. Preparedness Activity 1 Pre-identify alternatives to main roads, warehouses and airports General Administration and Warehouse Section 2 Develop secondment mechanism from PNS to IFRC IFRC 3 Revise clear TOR for Sectors (based on needs, each DM Department/ CP Moderator year) 4 Capacity Building on logistics and transport Warehouse Section 5 Capacity Building in systems for volunteering in emergencies Organizational Development Department 6 Capacity Building in RFL DM Department/ RFL Focal Person 7 PHiE Unit in NRCS HQ Health Department 8 Strengthening Information Management System DM Department/ CHV Department Director 9 Communications flow chart DM Department/ CHV Department 10 Development of Emergency Communication CHV Department Strategy and Guideline 11 Code of conduct disseminated to all volunteers CHV Department 12 Domestic appeal management capacity raising DM Department/ Finance and Resource Mobilization Department 13 Clarity of responsibilities and capacity building for DM Department/ RFL Focal Person Dead Body Management 14 Clarity and coaching on the role of the ERC DM Department 15 Revision of checklists for sectors (regular work) DM Department 16 Shelter tool kit stocking DM Department 17 Regular simulation exercises at district levels DM Department 18 Emergency Shelter capacity building DM Department 19 Emergency communication capacity building for six DM Department DCs for in/around Kathmandu valley along with secure system of NRCS domain 20 Development of guideline on beneficiary Executive Director communication (both in emergency and development work) 21 Revisit the Open Space including water points based DM Department and WASH section on open space 22 Standardization of DBM/RFL kits (including DM Department (support from ICRC) procurement) 23 Identification of places to place RCRC global tools, approval from authority to place and collect GPS coordinates DM Department, and NRCS management 21