OCHA

Indonesia

Philippines

Highlights 2011

A comprehensive Government-support package to enhance institutional capacity for disaster management continued to emphasize the transfer of knowledge and technical expertise. Much of OCHA’s input was channelled through the national and provincial Disaster Management Agency. Three training courses were arranged for senior management to develop organizational leadership and management skills to prepare for and respond to disasters.
Preparedness activities and funding requirements were identified with Government agencies and clusters. In October 2011, the Humanitarian Country Team endorsed the plan to integrate identified cluster priority preparedness actions into an inter-cluster preparedness package, to be launched in March 2012.

OVERVIEW 2011

The Government of Indonesia now recognizes disaster management as one of 11 national priority areas for action. It has improved legal and institutional structures at provincial and district levels, giving local authorities greater roles and responsibilities in preparing for and responding to disasters.

Indonesia’s disaster management achievements are significant, but critical challenges remain, particularly in reducing disparities between provinces, and in building national and local resilience. International partners still have a key role in helping to build capacity, strengthen preparedness and response, cover gaps, and transfer knowledge and technical expertise to the Government.

In helping to build Indonesia’s institutional capacity, OCHA has increased its engagement with and support to the national and provincial Disaster Management Agency (BNPB/BPBD). OCHA’s work has focused on enhancing senior managers’ professionalism, broadening their insight, practical knowledge and know-how on disaster management. OCHA provided technical support to BNPD in developing a field operational handbook adapted from the UNDAC handbook. BNPB and BPBD senior management workshops in August and October 2011 brought valuable lessons in enhancing organizational leadership and management skills for better preparedness for and response to disasters. This was part of a comprehensive Government-support package that will continue to be implemented with the Australia-Indonesia Facility for Disaster Reduction and other partners in 2012. The Government also received support to enhance national and local disaster resilience through the work of the OCHA-led UN Partnership for Development Framework 2011-2015 theme group on disaster management/resilience.

OCHA encouraged dialogue between the international humanitarian community and the Government through regular consultations, training sessions and leading the revision of inter-agency contingency plan. Government agencies worked with clusters in identifying preparedness activities and funding requirements. In October, the HCT endorsed plans to integrate the cluster priority-preparedness actions into an inter-cluster preparedness package (ICPP). The ICPP will be launched in March 2012. Support for preparedness-and-response activities was also provided through the Humanitarian Response Fund (HRF). OCHA is seeking more funding from potential donors for preparedness activities.

The Government continued its practice of not appealing for international assistance for small- and medium-scale disasters. It relied instead on in-country international agencies to provide the assistance. This approach has required the humanitarian community to move from its normal cluster-activation procedures. OCHA has proposed that in responding to small- and medium-scale disasters, the Humanitarian Coordinator (HC) communicates with the cluster leads, encouraging them to facilitate sectoral coordination and work with Government counterparts.

Discussions were initiated for an integrated approach to the common humanitarian programme cycle, with a focus on needs assessments and analysis, planning, monitoring and evaluation. This dialogue helped establish a Needs Assessment Working Group, co-chaired by OCHA and BNPB. In 2012, OCHA will develop closer links between international and national coordination mechanisms to jointly develop priorities and strategies.

Humanitarian coordination on preparedness and emergency response continues to engage a wide range of operational partners. OCHA has advocated a tri-sectoral approach, combining public- and private-sector actors and civil society in disaster management, while supporting the establishment of the Indonesia Disaster Resources Partnership. OCHA’s commitment to support ROAP to engage with regional partners will continue with its work with the ASEAN Humanitarian Assistance Centre to ensure a coherent approach to disaster management issues. 2012 should also see tighter connections between humanitarian agencies and their development counterparts to promote the integration of recovery into humanitarian action to support long-term development goals.

WORKPLAN 2011

GOAL 1: A more enabling environment for humanitarian action.
Objective 1.2 Relationships strengthened with a wider group of operational partners and other relevant actors in advanced humanitarian action.
INDICATOR	Number of joint programmes mainstreaming disaster management (DM) through UN Partnership for Development Framework (UNPDF) resilience theme group.
ACHIEVEMENTS	OCHA arranged monthly meetings of the UNPDF Theme Group on DM/Resilience. The group’s 2012 workplan was developed through a participatory process. Consultations continued with other UNPDF theme groups to mainstream DRR into their development strategies.
Objective 1.3 Defined roles and responsibilities within OCHA and among international development and humanitarian partners to support governments and regional organizations in response preparedness.
INDICATOR	Number of clusters with coordinators and information management officers.
ACHIEVEMENTS	All clusters have cluster coordinators. The following clusters also have in-country IM capacity: WASH, Emergency Shelter, Early Recovery, Food and Nutrition, Education, Logistics and Emergency Telecommunication.
INDICATOR	Assessment missions deployed within 24 hours, including technical expertise by clusters.
ACHIEVEMENTS	Due to increased volcanic activity, OCHA carried out missions to Mt. Tangkuban Parahu in West Java and Mt. Ijen in East Java to help the authorities prepare for response. Assessment missions were conducted following an earthquake in Bali and floods in Banten province (deployed within 24 hours).
INDICATOR	Preparedness activities and funding strategy identified within the contingency plan by clusters.
ACHIEVEMENTS	Inter-agency contingency plan was updated and endorsed by the HCT. A new scenario welcoming in-country international assistance by the Government was incorporated, and sections were added on inter-cluster coordination and civil-military coordination. Consultations were initiated for clusters and their Government counterparts to identify priority preparedness activities and funding requirements for 2012 inter-cluster preparedness package (ICPP). The ICPP will be launched in March 2012.
INDICATOR	Links between cluster members and the Government ensured.
ACHIEVEMENTS	100 per cent of the humanitarian projects implemented complemented the Government’s programme.

GOAL 2: A more effective humanitarian coordination system
Objective 2.1 Effective mechanisms that manage and support accountable humanitarian coordination leaders.
INDICATOR	Reviews of preparedness, response and coordination mechanisms undertaken.
ACHIEVEMENTS	In light of the lessons learned from the response to the 2010 disasters, a flexible mechanism was developed and agreed by stakeholders on implementing the cluster approach for small and medium-size disasters only when the Government welcomes in-country international assistance. The cluster approach is not formally activated, but cluster leads facilitate the sectoral coordination and the work with Government counterparts. UNTWG-DRR is now a core part of the UNPDF Theme Group on DM/ Resilience. OCHA and the early recovery network of the RC Office finalized and published the Cluster Atlas to outline key aspects of the 2009 West Sumatra earthquake response. This included the cluster coordination system and coordination structure for early recovery.
INDICATOR	Fully functional HCT mechanism maintained.
ACHIEVEMENTS	NGOs and Red Cross/Red Crescent Movement attended 100 per cent of HCT meetings. When there is no disaster, relevant communication is by e-mail. The ToR for the HCT was developed and the ToR for inter-cluster coordination is ready for HCT approval. HCT endorsed the updated CP and SOPs. HCT approved plans to prepare an inter-cluster preparedness package and launch it in March 2012.
INDICATOR	Inter-cluster coordination support provided to in-country humanitarian coordination system at operational and strategic levels.
ACHIEVEMENTS	A mechanism was agreed for implementing cluster coordination for small and medium-size disasters when the Government welcomes in-country international assistance. The clusters’ roles in preparedness, response and early recovery were reviewed, including their interaction with Government counterparts at national and local levels. The CP was reviewed, and the priorities for inter-cluster preparedness activities were identified during this planning process. ToR for inter-cluster coordination was agreed.
Objective 2.4 A more systematic humanitarian programme cycle (needs assessment and analysis, joint planning, fund-raising and resource allocation, and monitoring and evaluation).
INDICATOR	Strategies developed to advance links between all aspects of humanitarian programme cycle. Operational plan on needs assessment prepared including participants, procedures, resources, indicators and baselines.
ACHIEVEMENTS	In March, an agreement reached among multi-stakeholders, including the National Board for Disaster Management (BNPB), to streamline joint needs assessment and develop a better system for assessment and analysis, planning, resource allocation and monitoring. In December, a working group (co-chaired by OCHA and BNPB) on needs assessment was established to facilitate the process. The Government has increased information sharing and baseline data, e.g. data on populations in sub-district levels was available on the PNPM website. BNPB began reviewing the 3W model for possible use in their response system.
INDICATOR	Donor briefings conducted to ensure a better awareness of humanitarian and funding situation. Number of donor field visits facilitated. Improved humanitarian financing mechanisms, such as HRF.
ACHIEVEMENTS	HRF Guideline is reviewed and distributed to NGOs. In 2011, about $1 million was allocated through 11 projects implemented in Papua, Central Java, Yogyakarta, West Sumatra and nationwide. A field-based HRF board member (UNDP) assisted in monitoring and operational coordination of HRF projects in Central Java and Yogyakarta.
INDICATOR	Sex- and age-disaggregated data collection employed in questionnaire form.
ACHIEVEMENTS	Gender and sexual exploitation and abuse were topics included in HRF introductory sessions for NGOs and in CP/cluster response plans. HRF project proposals and reports contained sex- and age-disaggregated data. All clusters continued to use a checklist for assessing gender equality programming.
INDICATOR	Percentage of projects in the funding mechanisms (ERF) coded with Gender Marker.
ACHIEVEMENTS	100 per cent of HRF projects were with Gender Marker (2b: 15 per cent, 2a: 40 per cent and 1: 45 per cent).