CRS South Sudan Emergency PreparednessPlan

CRS South Sudan Emergency Preparedness Plan

Table of Contents:

A. Executive Summary and Priority Recommendations

B. Emergency Management

Emergency Preparedness and Response planning Team and Structure

  1. Pre-emergency Phase
  1. During emergency
  1. Management Gaps Analysis
  1. Logistics
  2. Procurement
  3. Human Resources (HR)
  4. Administration
  5. Security
  6. Finance
  7. Information Technology and Telecommunication
  8. Media and Communication
  9. Program Tools
  10. Design, Monitoring and Evaluation
  11. Fundraising/Proposal Development
  1. Annexes:
  1. Country Context
  2. Rationale and Justification
  3. Hazards Analysis in South Sudan
  4. Emergency Staff Roster for South Sudan
  5. CRS South Sudan Org.Charts
  1. CRS South Sudan Current Org.Chart
  2. CRS South Sudan Potential Org. Chart during first 24-48 hours of the large scale emergency
  3. CRS South Sudan Potential Org. Chart during first 2-3 Weeks and 3 months of a large scale emergency
  1. Key Action Plan – Tracking Sheet
  2. Emergency Scenario Analysis
  3. Organizational Program chart for Shelter and Food and NFIs distribution teams.
  4. Emergency Preparedness vocabulary
  1. Executive Summary

The CRS South Sudan Program carried out their Strategic Program Plan (SPP) process in the beginning of this year, which also brought the realization of how prepared CRS South Sudan as an organization considering the fragile country situation and with the referendum quickly approaching; it became more apparent that many challenges are ahead. Regardless of the final outcome of the referendum, it is clear that complex challenges lay ahead in the months and days leading up to 9th of January 2011, and beyond. The obstacles to peace and development will not be reconciled overnight. While various scenarios have been forecasted, (South-North Conflict, South –South Conflict, Border War etc.) the likelihood of increased violence and conflict is high and to date there are few plans in place to address the possible fallout.For more details on different and the most likely scenario, please refer to Scenario table as Annex -1 in this report.

Unrealistic expectations of the government, post-referendum, could cause inter-community tensions to deteriorate further. The violence and insecurity resulted in over 390,000 newly people being displaced in Southern Sudan in 2009, with an additionally 60,000 during the first quarter of 2010. Other causes of displacement include drought and food shortage, migration, conflicts between pastoralists and agriculturalists, proliferation of firearms, land disputes between IDPs, Refugees and Returnees and overall poor governance. To mitigate the consequences, organization preparedness and state of readiness planning is urgently needed for the post 2011 situation and to response effectively to potential humanitarian disasters and emergencies.

Following from this, CRS Nairobi based Emergency Response Team (ERT) facilitated a planning workshop at Juba between May 31stto June 4th, 2010 where over 60 representatives from 9 Sudanese dioceses and several Caritas agencies participated who were gathered for the CIDSE General Assembly. Three days of this assembly was set aside for initiating an emergency preparedness planning process to prepare for a possible humanitarian crisis from the upcoming referendum. The purpose and objectives of the workshop was to kick-off for emergency preparedness process and provide a framework for each diocese and agency to create their own emergency preparedness plan. This process also accelerated the thinking and planning to develop Emergency Preparedness and Response Plan for CRS South Sudan.

This Emergency Preparedness and Response Plan (EP&RP) for CRS South Sudan Program isdeveloped based on the most likelihood scenarios of potential conflicts as per the country’s specific context, its probability and the potential impacts on the communities as well as other prevailing natural disasters (flooding and Drought) in the South Sudan. Based on CRS worldwide experience in Emergency Preparedness and Response Planning especially in South Asian region (Pakistan, India Srilanka, Afghanistan, Bangladesh, and Nepal), Zimbabwe and many others, where series of workshop and training events are conducted with the staff and partners. As output of these workshops, effective Preparedness Plans are developed. However, for South Sudan, different methodology was used to complete this plan. TDYer for this assignment and Emergency Program Manager – South Sudan conducted series of individual departmental meetings/orientation, consultations and mini workshop with the key CRS staff from Program and Program Support Units and tasks were assigned to them.The planning process was build on the previous initiatives started by ERT and South Sudan Program taken into account the existing capacity of CRS South Sudan Program, strength, skills available, human resources and the gap existed to be better prepared and level of readiness for all emergency response in the Country Program

The structure of this EP&RPlan is a combination of CRS Zimbabwe plan developed by Dane Fredenburg and CRS Pakistan experience and learning. For simplicity and to keep it short and focus, the introduction to country context, rationale and scenarios are annexed to the plan.

Framework for Plan :

This EP&R Plan to respond to man-made and natural disasters is guided by the Agency’s mission and Emergency Preparedness and Response Strategy. The CP complies with the Emergency Program Quality Standards and CRS’ commitment to partnership and accountability.This Plan is consistent with “CRS Strategy for Emergency Preparedness and Response (2007-2010)” – the aim of which is CRS to be an innovative and effective emergency prevention, preparedness and response organization. Emergency Preparedness Planning as a tool for developing more dynamic and accountable rapid response capacity which can be guided by the planned outputs in the 2007-2010 Strategy such as;

  • Increased staff capacity for emergency response and accountability
  • Improved human resource system to staff rapid onset emergencies
  • Improved finance and resource management system
  • Improved procurement and logistics
  • Increased capacity to access emergency funds and support fundraising with improved media relations and communication.

Scope of the Plan:

This Emergency Preparedness and Response Plan (EP&RP) is entirely focusing on CRS Operational Preparedness and NOT on Community Preparedness. All the staff and each operational department working in South Sudan including the South Sudan Liaison office in Nairobiand ERT were involved in the whole process by one way or other. After series of individual departmental meetings and discussions, each program department and key individuals worked hard in putting together the important preparedness activities as per their tasks assigned to them. For the sake of time and speed, only a half day workshop was possibly conducted with all the key Program and Program Support Operational staff of the South Sudan on the topic of “What Needs to be Done in a large scale Emergency” the purpose of this simulation exercise was to “identify everything that needs to be done in the first 48 hours, in the first 2-3 weeks and the remainder of the first 3 months of a large scale emergency”. As output of this important session, an Emergency Response Action Plan with clear activities,different timing/phases of the disaster as well as with primary responsibility and other coordination roles at different level in country, Region, ERT and HQ were identified. This Emergency Response Action Plan is circulated widely for review and feedback among the participants and other key stakeholders with CRS South Sudan. Once finalized, this will surelyneed the Country Management and supervisors’consistent support to take it seriously and with commitment. As a way forward, everyone to take it further and this become part of their individual work plan and performance plan in future.

For effective implementation of this Plan, there should be 3-4 designated Emergency Focal Persons who will be responsible to take the lead in emergency situation. The Emergency Program Manager (Renee Lambert) will be the overall Coordinator responsible and in-charge for emergency preparedness activities as well the response operations in the field. The HR unit must be at the highest level of readiness and prepared for any emergency operations in future. Logistics, Procurement, Information Technology, Administration/Operations as well as Program units were engaged and involved in a series of preparedness activities to establish/strengthen systems, procedures, tools and guidelines which clearly chart out in following sections and tables in this EP&R Plan.

The Procurement and logistic departments will be put on test trial of their systems, tools and procedure to start procuring important relief materials such as plastic sheeting, mosquito nets, water containers etc for the pre-positioning in South Sudan before the upcoming referendum in January 2011. Vendors/suppliers database has been prepared and prequalification of the reputable firms/suppliers will be completed and their response capacity and professionalism shall be checked in this piloting process. Lessons learnt from this pilot process will be documents and plan to strengthen and tightened the weak areas/section in this DRAFT preparedness plan.

Each Operational category section of this EP&RP has clear Action Plans with staff responsible for accomplishment. A separate Action Plans Tracking Sheet has been prepared – (attached to this plan) to track the progress and check once the task is completed. However, as a way forward, this will certainly need a constant follow up and push by Renee Lambert (Emergency PM), Peter Briggs (HOP), Wilson Maina (HoMQ) and Andrew Rosauer (DCR) with their respective direct report staff and Units to complete their tasks on time.

An Emergency Staff Roster has been prepared including all the staff in South Sudan in Juba and Nairobi through a participatory and consultative process highlighting their skills. This roster will help to identify the existing HR skills and the required capacity for the staff to carry out effective, cost efficient and timely response to save lives and livelihood affected by the disaster and conflicts. Different Organizational Charts has been prepared for different phases of emergency which will lead the operations in the time of crisis.

Emergency Preparedness and Response Plan – CRS South Sudan ProgramPage 1

B. Emergency Management

The Emergency Preparedness and Response Planning Team and Structure:

For effective and timely emergency response there is strong need to have a dedicated structure to both follow up on the gaps and further improvement as well as conduct on-going information gathering and analysis on the ever-changing situation in South Sudan. The purpose of the Emergency Preparedness and Response Team (EPRT) would be to carry out the Emergency Preparedness and Response planning, as well as to coordinate the country office mitigation, preparedness, and response activities at the time of emergency and crisis in the country. The Preparedness and Response Team should be organized based on specific minimum functions that should be activated during an emergency. These functions include:

  • Emergency Response Coordination led by Emergency Program Manager (Renee Lambert);
  • Logistics/Procurement
  • Information Management
  • Security
  • Programming (represented by the Emergency Program Manager or HoP).

In addition and when necessary, to these minimum functions, the EPRT may include members with the following emergency functions:

  1. Administration
  2. Human Resources
  3. Finance
  4. IT and Telecommunication
  5. Media
  6. Fundraising (Program design/proposal writing)
  7. Government Liaison and partner relations;
  8. Representatives from the Field Offices
  9. Representative from the Nairobi based South Sudan liaison Office.

Each member of the team should have clear roles and responsibilities both for the preparedness and response phases. Job Descriptions and Performance Plans of each team member should reflect those additional or “shadow” roles and responsibilities.

  1. In the pre-emergency phase, the EPRT will:
  • Under leadership of the Emergency Program Manager, will be responsible to:
  • Gather, share and analyze information on the situation in South Sudan received from the media, partner reports, Field Offices reports, UN and NGO sources.
  • Determine the need for a contingency planning exercise should certain triggers occur.
  • Determine viable implementing partners with whom CRS would work in the event of an emergency for certain geographical locations of the country if they are different from the Diocesan and church partners;
  • Regularly look out and plan for capacity building need of the previous and potential partners for effective and appropriate response system and mechanism;
  • Update on all action point that are identified by this TDY on this EPR Plan, assign responsibility to accomplish it on time by keeping the track on Action Plan tracking sheet.
  • Report back in a timely manner to the CR or designate/supervisor.
  • Organize and arrange different training on assessment, registration, distribution, M&E in Emergencies, Real Time Evaluation, Sphere Minimum Standards, and accountability measures such as Good Enough Guide (GEG) etc. before the upcoming referendum so that the staff are fully prepared and ready for response.
  • Follow up on the pre-positioning of relief items under the CI Appeal for emergency preparedness for South Sudan and to make it happen successfully.
  1. During an emergency, the EPRT will:
  • Coordinate emergency activities;
  • Immediately activate the Emergency Response Action Plans and follow the task/assignment defined in the plan and coordinate the response.
  • The EPM in an emergency situation should be solely devoted to coordinate emergency activities and shall not be involved in other day-to-day programming matters of the country program which should be delegated to other members. The Emergency PM who continues to manage his/her portfolio as a Program Manager during an emergency will not be able to function effectively in such situations.
  • Be working as focal person for emergency response management and responsible for after action reviews and plans for improvement in the response strategy.
  • Represent CRS in all the coordination system and meetings and ensures that it happens at all level.
  • Monitoring and Evaluation of the whole response strategy.

Emergency Preparedness and Response Plan – CRS South Sudan ProgramPage 1

C. Operational Management Gaps Analysis

Reviewed operations and management considerations, including program management (assessment, M&E, fundraising, media, information management, staffing) and strategic Program support functions/units (administration, procurement, logistics, human resource, finance, IT and security). Following is the clear purpose of each unit/department with their respective roles and responsibilities with the level of preparedness required to effectively respond to any emergency in South Sudan which required CRS engagement.

  1. Logistics:

Logistic operations are one of the key areas for effective and timely responding to emergencies. In organizational planning for emergency preparedness for response, logistic operations play the key role in putting together the first actions of moving the plan in real action. Operational preparedness ahead of any disaster/emergency such as putting together appropriate plans for storage/warehousing, transportation facilities, adequate staffing with training and refresher plan as well as distribution systems and mechanism are the important component of the plan. In emergency situation, timely delivery and quality materials are considered to be the key success in saving lives and livelihood, therefore, it is paramount to have all the system , procedures and tools ready and staff are trained so can be mobilize quickly and utilize at the time of crisis or emergency. Following tables in each program sectionhighlights the important activities/tasks for emergency response, level of preparedness required, existing CP’s capacity and the action to fill the gap with time line.

Objectives/Actions Required during Emergency Situation / Current Capacity and Level of Preparedness of South Sudan Program / Required Emergency Preparedness Capacity and Level of Preparedness / Actions Required to address existing Gap and Improving/updating the EP Plan / Responsibility with Timeframe
Develop a plan for general distribution. / Limited capacity of CP for general distribution of relief materials. Some staff already left the agency those had experience in relief distribution and emergency management. / Staff capacity and plans needs to be in place for effective and efficient distribution.
Tools and system are readily available for general distribution of relief materials. / Staff training to be conducted in assessment, registration and distribution of relief materials.
Guidelines/checklists and forms/tools shall be prepare and available to staff especially the Emergency Resp. Team / GWK/Renee :
The tools/guidelines will be ready by September 15th.
The training of staff shall be completed by October 15th, 2010 by ERT/Renee.
List of Relief materials, normally adequate/appropriate for all type of emergency response are available in the emergency toolkit / Majority of the procurement in past was done by Nairobi office or ERT, therefore, not much information is available in Juba office. / A set of relief materials which are normally used in rapid emergency response with complete specifications, tentative prices, availability locations with full details, samples if possible, BOQs and design for water infrastructure, sanitation etc are readily available so have easy access at the time of emergency. / Some of the specifications from CRS Pakistan program has already been collected and included into the Emergency toolkit. However, more information shall be collected and updated. / GWK/Renee
Shall be completed by
September 15, 2010.
However, this required a lot of efforts from the PQ and MQ team at Juba and Nairobi level.
Reliable transportation system for transporting Relief Items to the affected sites/offices/warehouses is maintained and in place / Limited knowledge and preparedness at this area. / Reliable transportation/Trucking companies/ service providers identified at Nairobi, Juba as well as field level with their capacities, willingness to work with CRS, past experience, reliability and cost efficiency etc. / List of all potential transportation companies/firms needs to be collected with full details / Alex – Fleet/R.TuroLogistic/Renee with the help of logistic and operations unit by 20th September 2010.