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PLANSDISASTERRISK
MANAGEMENTSTRATEGY
2009-2013
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ContentsVision of Plans disaster risk 3management in 2013
Disaster risk management 3in Plans mission and
programme frameworkExternal context 4
Terminology 4
Conceptual frameworks
Concept of disasters 5
Rights and duties 5
2 l PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013
Strategic objectives
1. Children and youth grow up 6safely in resilient communities
2. Children and youth realise 7their rights in emergencies
Approach 8Where Plan will work 9
Organisational change 9
Systems for emergency response 10
Communication 11
Fundraising 12
Human resource capacity 13
Partnership, collaboration 14& coordination
Knowledge and learning 14
Monitoring progress 15
Risk analysis 15
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1Disaster risk management The systematic process of using administrative directives, organisations and operational
skills and capacities to implement strategies, policies and improved coping capacities in order to lessen the adverse impacts
of hazards and the possibility o f disaster.UN International Strategy for Disaster Reduction (ISDR) terminology on disaster risk
reduction 2009 [online]. Accessed 2 November 2009. Available from www.unisdr.org/eng/library/lib-terminology-eng.htm
Vision of Plans disasterrisk management1 in 2013
Plan will have effective programmes that promote the rights of children and young people
and protect them from threats of conflicts, and natural and human-made disasters.
Plans programmes help to build communities that are resilient to natural hazards,
environmental degradation and conflict. Work is characterised by its involvement
of youth and children, by engagement with local government and civil society,
and by coherence between disaster and development work.
Plan makes effective use of its local and international capacity and knowledge
for disaster risk management.
Plan is acknowledged to be among the leading agencies on child protection in
disasters, education in emergencies, and child-centred disaster risk reduction,
and influences policies and good practice on these issues.
Plan is successful in promoting childrens right to participate and supporting
children and youth organisations to access key decision makers in relation to
conflict, environment and disasters.
Work on disaster risk management is recognised as part of Plans brand.
Disaster risk managementin Plans mission andprogramme framework
Working on disasters is not new to Plan; we have been doing so regularly since the
organisation was founded. From 2001 to 2006 Plan responded to 151 emergencies,
with 26 ongoing programmes. Plans mission implicitly includes work on disasters.
Enabling deprived children, their families and their communities to meet their basic
needs and to increase their ability to participate in, and benefit from, their societies,
and Promoting the rights and interests of the worlds children, are especially
important in the face of risks from conflict, environmental degradation and natural
or human-made disasters. The media coverage and humanitarian solidarity during
disasters creates particular opportunities for Building relationships to increaseunderstanding and unity among peoples of different cultures and countries.
This strategy is to inform all Plans work towards the priority area that Children
and youth will realise their right to protection and assistance in emergency
situations, which is one of the eight priorities in the 2009 programme framework.
Plans governance bodies and management have agreed the need to increase our
work on disasters and disaster risk. Given Plans development credentials, the work
needs to be far wider than simple relief, including disaster risk reduction into
our development work. The increase will entail Plan working extensively outside
existing programme units, but the characteristic focus on the rights of children
and youth will remain.
PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013 l 3
Plansgovernancebodies and
managementhave agreed theneed to increaseour work ondisasters anddisaster risk.
Photo: Plan / Mary Matheson
Children on a bridge damagedby floods in Ifakara, Tanzania.
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4 l PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013
External context
The number of people affected by disasters2 is rising.
Climate change is now having a significant impact on the frequency and severity
of weather-related disasters. Even more unpredictable and severe weather patterns
will occur during this strategic period. There are twin needs: to reduce the emission
of greenhouse gases and to adapt to the changing conditions.
Environmental degradation from human exploitation, urbanisation and
development is increasing local vulnerability3 and hazards.4
Conflicts and tension affect many areas, with civilians making up the majority of
causalities. Children and youth suffer directly from violence, abuse and violation of
their rights. Government services are constrained, if they exist at all, and governments
direct their budgets to security instead of development. The stress creates further
abuse or neglect within homes.
Most developing country governments are now increasing their capacity to respond
as part of their commitment to disaster risk reduction. The international community
continues to be the provider of last resort for humanitarian assistance, but has
an increasing role in supporting local efforts. Coordination in disaster response is
normally conducted in specific sectors. Increasingly, donors are aligning their
funding to these clusters.
Disasters do not simply appear out of nowhere or disappear without trace.
Many children grow up facing prolonged disasters caused by conflict, or recurring
cycles of disaster. While such problems continue, development is almost impossible
in such places.
The UN has called for more capacity for disaster risk management. There are several
other organisations with strong reputations for work with children in disasters,
but there are still many unmet needs. Plan is particularly recognised for the depth
of engagement with communities and for involving children in the work. Plan needs
to build a distinct identity so that others know what to expect of us, and to be
willing to work with other agencies towards our common goals.
Terminology
Throughout this strategy we use the term disaster risk management to include
disaster response, disaster risk reduction, conflict risk management and
environmental risk management.
This document uses the UN definitions of disaster-related terms found at:
www.unisdr.org/eng/library/lib-terminology-eng.htm
2Disaster A serious disruption of the functioning of a community or a society involving widespread human, material, economic or
environmental losses and impacts, which exceeds the ability of the affected community or society to cope using its own resources.
UN International Strategy for Disaster Reduction terminology on disaster risk reduction 2009 [online]. Accessed 2 November 2009.
Available from www.unisdr.org/eng/library/lib-terminology-eng.htm3Vulnerability The charactaristics and circumstances of a community, system or asset that make it susceptible to the damagingeffects of a hazard. UNISDR terminology on disaster risk reduction 2009.
4Hazard a dangerous phenomenon, substance, human activity or condition that may cause loss of life, injury or other health
impacts, property damage, loss of livelihoods and services, social and economic disruption, or environmental damage. UNISDR
terminology on disaster risk reduction 2009.
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Conceptual frameworks
Two frameworks underpin this strategy:
Concept of disastersPlan is concerned with the impact of disasters on disadvantaged children and youth.
Disasters may be caused by natural phenomena (like a tsunami), by people (like
violent conflict) or by a combination (like a drought).
The impact of a disaster depends both on the severity of the phenomenon (the
hazard) and the vulnerability of those affected. The impacts may last for many years
after an event, and will affect the physical and mental wellbeing of people, their
livelihoods and the services that they depend on. Children and youth may be affected
directly, or because of impacts on their families and communities.
Sudden-onset hazards, such as earthquakes, take place over a relatively short time,
while other hazards, such as drought or violent conflict, may be slow to develop but
last continuously or cyclically for a long time. Environmental protection, especially a
reduction in greenhouse gas emissions, will reduce the severity of many natural hazards.
Even a severe event, such as a storm, may not affect people if they are not vulnerable.
Peoples vulnerability is what makes them susceptible to the damaging effects of a
hazard. Vulnerability involves a combination of factors including health and physical
strength, the state of houses, livelihoods, environment or assets, and the quality
of the government and duty bearers providing protection and services.
Plan wants children and youth to grow up in communities that are able towithstand shocks, maintain services during a disaster and bounce back afterwards.
These are resilient5 communities. Plan believes that such communities will
minimise the vulnerability of children and youth.
Rights and dutiesChildren and youth have rights acknowledged by societies and enshrined in
international human rights instruments and national laws. States have recognised
additional duties specifically to respect and protect the rights of children.
Disasters present an increased threat to the rights of children, so duty bearers,
particularly governments, need to take additional measures to manage this risk.
Civil society organisations can deliver services themselves and help to hold duty
bearers to account for their responsibilities. Citizens, as community and family
members, and children themselves also have responsibilities to safeguard these rights.
In implementing a rights-based approach, Plan will consider the responsibilities
and capacity of duty bearers, and the power relations between rights holders
and duty bearers. By UN definition, a disaster happens when there are Insufficient
capacity or measures to reduce, or cope with, the potential negative consequences
of a hazard, so Plan may need to support service delivery in such circumstances.
However, Plans work should be carried out in ways that contribute to realisation
of rights in the long term. Plan will seek to influence duty bearers policies and
performance directly, and by supporting civil society.
PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013 l 5
The impact
of a disaster
dependsboth on theseverity of thephenomenon
(the hazard)and thevulnerabilityof thoseaffected.
5Resilience The ablity of a system, community or society exposed to hazards to resist, absorb, accommodate to and recover
from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential
basic structures and functions. UNISDR terminology on disaster risk reduction 2009.
Photo: Plan
Girl sitting in a canoe inthe Ayeyarwady deltaregion, Myanmar.
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6 l PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013
Strategic objectives
The analysis and concepts presented above lead to twostrategic goals. Plans programmes will aim to contributeto global efforts to achieve these.
6 The Hyogo Framework for Action is an agreement signed by 168 states in 2005 committing to specific policies and actions to reduce disaster risk
[online]. Accessed 2 November 2009. Available from www.unisdr.org/eng/hfa/hfa.htm
1: Children and youth grow up safelyin resilient communities
Priority actions for Plan include:
Involving children and youth in building awareness of disaster risk and building resilience
Supporting efforts to mitigate risks in the environment in or around communities
and internationally
Influencing governments to uphold responsibilities for reducing disaster risk
(implementing the Hyogo Framework for Action6)
Supporting children and youth to influence duty bearers and public opinion on disaster risk
Supporting local governments to prepare for disasters and reduce risks
Outcomes for Plan
Outcome 1: Increased
portfolio of disaster riskreduction projects using
sponsorship and grants
funding.
Outcome 2: Inform
our work with analyses
of conflict, the natural
environment and disaster
risk, so that all our work
is conflict sensitive,
environmentally
sustainable and
contributes to reducingdisaster risk and
adapting to climate
change.
Outcome 3: Consider
resilience of communities
as a factor when
monitoring success
of programme units
long-term plans.
Key indicators
Outcome 1:
Number of countrieswith project outlines for
disaster risk reduction.
Number and size of grants
for disaster risk reduction.
Outcome 2:
Percentage of country strategic
plans (CSPs) and programme
unit long-term plans including
analysis of disaster,
environment and conflict.
Number and value ofprojects that relate explicitly
to adaptation or mitigation
of climate change.
Outcome 3:
Number of programme units
reporting outcomes for
improved resilience for rights
holders, civil society or duty
bearers.
Milestones
FY 10: All new CSPs
include analyses ofdisaster risk, conflict,
environment and
the implications
of climate change.
FY 11: PUs in five
countries pilot
monitoring the
characteristics of a
resilient community.
FY 11: Final evaluation
of Department for
InternationalDevelopment (DFID)
project accompanied
by overall review of
disaster risk reduction
(DRR) in Plan.
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PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013 l 7
2: Children and youth realise all theirrights in emergencies
Priority actions for Plan include: Protecting children from violence, physical or emotional harm, abuse or exploitation;
supporting international efforts to improve child protection in emergencies
Preparing for disasters within communities and within Plan offices
Providing immediate and prolonged disaster assistance based on local analysis of
needs and capacities, in addition to specialist work on child protection and education
Supporting efforts to minimise disruption to education during disasters, maintain
education for children affected by chronic disasters or conflict, and re-establish
education after disasters and conflict
Supporting communities to recover services, assets and livelihoods
Supporting local efforts to hold government to account for protection of all
childrens rights in emergencies
Outcomesfor Plan
Outcome 4: Respond to
all significant disasters
in Plan countries, unless
our assessment shows
that no help is needed.
Outcome 5: Increasethe scale of emergency
responses.
Outcome 6: Become
a global player in
child protection and
education in disasters.
Key indicators
Outcome 4:
Proportion of disasters
(declared in alert system)
that Plan responds to.
Number of country
programmes achieving the
highest level of organisationalpreparedness for disasters.7
Outcome 5:
Amount of money spent on
disaster response programmes.
Outcome 6:
Amount of media coverage
and publications mentioning
Plan and child protection
or education in relation
to disasters.
Range of key partnershipsand memberships on child
protection or education
in relation to disasters.
Number of countries including
disasters in monitoring
reports to Convention on
the Rights of the Child.
Proportion of Plan disaster
responses that involve child
protection or education.
Milestones
FY 10: Plan involved
in international
humanitarian cluster
working groups on
child protection and
education.
FY 11: Alert systembeing used and Plan
staff carrying out
assessments in all
declared emergencies
in Plan countries.
FY 12: Plan becomes
NGO cluster lead for
child protection in at
least one country.
7 The proposed indicators of four levels of disaster preparedness can be found at planet by going to Team Resources / Disaster Risk Management /
Document Library / Disaster risk management strategy appendices
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8 l PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013
8 Sphere Standards for Disaster Response are quality standards agreed by NGOs [online]. Accessed 2 November 2009.
Available from www.sphereproject.org/
9 IFRC [online] Accessed 2 November 2009. Available from http://www.ifrc.org/publicat/conduct and from planet:
Team Resources / Disaster Risk Management / Document Library / Disaster risk management strategy appendices
10 The Humanitarian Charter is included with the Sphere Standards [online]. Accessed 2 November 2009.Available from www.sphereproject.org
11 Notes on working on disasters through each of the other programme areas are available from planet:
Team Resources / Disaster Risk Management / Document Library / Disaster risk management strategy appendices
12 Hyogo Framework for Action, signed by 168 governments in 2005 [online]. Accessed 2 November 2009.
Available from www.unisdr.org/eng/hfa/hfa.htm
Approach
All Plans work towards these goals will be informed by an understanding of needs and
perspectives of children and youth, and analysis of the political, environmental and socialcontext. Children and youth will be involved in this analysis and in the work. Plan will take
part in joint assessments and share assessment information with others, completing initial
assessments very quickly during a disaster. Plans programmes will have a long-term
perspective, even if they are meeting short-term needs. In conflict areas, the work will be
sensitive to the risks and opportunities of the situation. Plans work will be innovative, high
quality and will comply as far as possible with local and international standards. 8 Recovery
work after a disaster or a conflict will be an integral part of Plans longer-term
programming, with child-centred community development approaches reinforcing the
durability of the recovery, and the recovery programmes reinforcing sustained realisation
of rights for children and youth.
Plan will preserve an independent position in humanitarian response, especially in areas ofconflict and political tension. While we will be politically neutral, we will consistently side
with children in their struggle for rights, and we will seek to expand the humanitarian space
to protect childrens rights. Plan will always strive to observe the Code of Conduct for
the International Red Cross and Red Crescent Movement and NGOs in Disaster Relief9 and
uphold the principles of the Humanitarian Charter10 as presented in the Sphere Project.
Plan will implement disaster risk management programmes across the other themes in the
programme framework.11 This generalist approach will allow staff and partners to make
the most of local knowledge and capacity in the countries where Plan is present.
Plan will invest in specialist expertise and distinction to build an identity around three
issues that are especially important for children and resonate with the strengths of the
organisation.
Disaster risk reduction (DRR) a systematic approach to identifying, assessing
and reducing the risks of disaster. Disaster risk reduction reduces vulnerabilities to
disaster, as well as dealing with the environmental and other hazards that trigger them.
Our efforts will contribute to the implementation of the Hyogo Framework for Action. 12
Education in disasters and recovery maintaining education during disasters,
minimising disruption to education systems, and restoring education services after
conflict or disaster.
Child protection in disasters child protection is a specific component within the
overall protection of childrens rights across all sectors. It deals with protection of children
from violence, abuse and exploitation. We treat psychosocial support as a component
of child protection.
Plan will establish knowledge and replicable projects on particular issues where we develop
extensive experience or campaigns with other themes, for example, girls experience in
disasters or youth economic empowerment after disasters or conflicts.
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Organisational changeThis strategy demands change in the organisation. As with any change management,
the changes will come as much through changes of attitude and understanding as
through more tangible changes in systems or capacity. Plan already copes well with
disaster risk reduction and development work, so these changes are more relevant
for disaster response.
...our workto support andinfluence local
government willbe a particularstrength.
PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013 l 9
Plan will be prepared to provide food aid when children are at risk of starvation or
suffering chronic malnutrition as a result of prolonged disasters in Plan programme units.
Such programmes will be carried out in conjunction with other measures to improve food
security. Plan will always consider cash-based programming (cash or voucher distributions
or cash-for-work programmes) when it is more appropriate than distribution of
goods or food.
Plan will work in various forms of partnership, cooperation and collaboration with
community organisations, NGOs, networks, government bodies and international
institutions. Given Plans long-term presence in particular areas, our work to
support and influence local government will be a particular strength.
Where Plan will workIn countries where Plan has a presence, we will always assess the impact of any
nationally significant disaster, and respond whenever we can add value. In programme
units, we will take a leading role, meaning that we will work closely with local
government and local coordination to resolve problems in the overall response.
In addition to our initial programmes, we will be prepared to step in and act if others
fail to protect childrens rights. Outside programme units, our programmes will make
a significant contribution to the overall aid effort and we will be active and influential
in coordination mechanisms.
Plan will not normally respond to disasters in countries where there is no Plan office.
However, Plan will consider working in disasters with global significance where there
are high levels of unmet needs for children and youth, if we are convinced that we can
effectively add value by doing so. We would only seek to do so in partnership with other
organisations that have an existing presence in the area. Plan will use funds specifically
raised for such programmes.
Influencing policy and practice will be an integral part of our programmes, to extend our
impact and build our profile. We will give particular attention to promoting responsive and
effective local governance. We will focus on a limited range of policy issues for proactive
research and advocacy. The issues we work on will relate to education, child protection and
disaster risk reduction, or to one of Plans priority campaigns or initiatives. We will use our
knowledge of events on the ground to establish positions on what needs to change, and
then react with advocacy for those changes. We will work with external networks to extend
a stronger voice, and coordinate advocacy between different parts of Plan.
Photo: Jocelyn Lance / ECHOGirl collecting water in a reliefcamp in Santa Cruz, Bolivia,where Plan helped victimsof heavy flooding.
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Outcomesfor Plan
Outcome 7:
Plan systems enable
and encourage
rapid emergency
response.
Key indicators Countries report their alert level
in quarterly reports to regional
directors.
Countries include preparedness
grade in annual plans.
Post-disaster reviews do not
show delays because of Plan
systems.
Disaster risk management fund
used when needed.
Milestones
FY 10: Alert system
and responsibilities
agreed and backed by
board-approved policy.
FY 11: Emergency
section for Field
Operations Book
agreed by Global
Leadership Team.
FY 12: All audit reports
for compliance on
preparedness and
response are positive.
Systems for emergency response
Plans culture and business systems need to enable the rapid decision-making that is
essential for a fast emergency response. Often full and accurate information is not available
when decisions have to be made. Our systems and culture need to recognise and
accommodate this risk.
We will identify any bottlenecks that result in slower decision-making or give an incentive
to avoiding risk. When making changes, we will consider the systems themselves, but also
the culture and habits of the people involved.
We will use an alert system to show what responsibilities lie at each level in various stages
of alert.13 The framework will encourage preparedness, early action and reliable
programming, and allow managers to monitor performance.
Country programmes and programme units will use a set of indicators14 to rank their state
of preparedness and to plan for improvements. These indicators will also enable simpleinternal audit.
An additional section will be included in the Field Operations Book to clarify how
normal accountabilities can be changed during an emergency. The additional guidance
will be disseminated with a strong message encouraging changed culture and behaviour.
Most disasters are predictable, so all country plans and budgets will include appropriate
provision for preparedness and disaster response, based on their analysis of disaster risk.
The Disaster Risk Management Fund, held in International Headquarters, will be used with
minimum bureaucracy to support fast response where in-country funds are insufficient.
Extra funds raised for the disaster will replenish the reserve fund when possible.
13 For more information go to planet: Team Resources / Disaster Risk Management / Document Library /Disaster risk management strategy appendices
14 Ibid
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Communication
Fast and clear communication will enable us to improve our performance in disasters.
Our strength must be in knowing what is happening on the ground. We need to communicate
whatever we know as quickly as possible, even if the information is incomplete. Our field
programmes will generate information about the impact of a disaster, and the implications
for children and youth. The information needs to be regularly updated, and illustrated
with details, examples and stories.
Once information is available within Plan, we will use it externally to generate media attention,
influence, and money from appeals or grants. We will also use it internally to improve
coordination and send appropriate support in good time.
In our external communication, through the media and our websites, we will show that Plan
is present in the area, that we know what is happening to children and youth, and that we
understand the wider causes and longer-term issues. Our specialist issues of child protection,
education and disaster risk reduction should feature in a good proportion of external
communication. We will find spokespeople from country programmes to speak to the
international media. Good external communication will reinforce disaster risk management
work as part of Plans brand.
Given the different pressures on information, we will need communication protocols for
different information types and uses. Sensitive information or analysis needs to be available for
management and programme design. Other information needs to be available for fundraising,
media and supporters. We will use information technology to make information and pictures
easily available.
Outcomesfor Plan
Outcome 8:
Good communication
enhances our
performance and
builds our profile.
Key indicators Information and positions
on disasters reaching
management and fundraisers
in acceptable time.
Number of front-page web
stories or media references
on disaster risk management.
MilestonesFY 10: Basic positioning
agreed on key issues.
FY 11: Global TV
interview on children in
a disaster.
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Outcomesfor Plan
Outcome 9:
Funds raised for
disaster risk
management
increase.
Key indicatorsNumber of NOs involved in
raising funds for disasters and
number of bilateral donors
supporting disaster
risk management.
Number of grants for ourspecialist areas.
Amounts raised as grants,
appeals and semi-restricted for
disaster reserves.
Speed of requests for funds,
submission of grants and launch
of appeals.
Effective coordination among
NOs for fundraising.
Milestones
FY 10: Real-time
fundraising
coordination system
working through
planet.
FY 11: Agreed systemsfor multilateral donors
working effectively.
Fundraising
We want to increase the size of our programmes on disaster risk management. To do so,
we need to raise more money and goods in kind. While goods in kind can be useful and
sometimes represent huge financial value, our preference will be to raise money, especially
money for our three specialist areas of child protection, education and disaster risk
reduction.
During a disaster response there are often multiple fundraising opportunities, both from
grants and from public or supporter appeals. Improved information flow will improve our
chances to take these opportunities, but national organisations (NOs) will also coordinate
among themselves so that it is easier for them to fill funding gaps and to invest enough
time to prepare successful proposals. We will further increase donor funding with good
preparation, including the use of template proposals and established relations with donors
by country offices. Our own funds earmarked for emergency response will allow the fast
response that will leverage more support from donors.
Increasing amounts of funding are coming through multilateral donors and our
coordination will avert confusion in applying for these. We will organise ourselves to
apply for money from climate adaptation funds to support disaster risk reduction.
NOs will organise themselves to make better use of specialisation, with particular NOs
investing time to become expert in particular fields, collaborating on proposals to make
best use of capacity.
We will develop signature projects where we have recognised competence in a particular
context. Country offices (COs) need to build understanding and capacity for very fast
submission of requests to donors and high-quality programme design and proposal
development.
NOs will improve their capacity to launch emergency appeals and to raise semi-restricted
money for disaster risk management. We will develop our profile and capacity to help
NOs to get partnership agreements with donors for disaster response.
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PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013 l 13
Human resource capacity
To be successful in disaster response and specialist areas, we need to use our full capacity
to get the right people to the right places at the right time. Our strategy is to build on existingcapacity and make it available more widely. To integrate disaster risk reduction into all our work,
we need programme staff in all areas to understand and analyse disaster risk.
Every office will have a person identified with clear responsibilities for disaster risk management,
including initial disaster response. In all countries facing regular risks, a full-time position should
be able to increase the funding that the programme receives.
In every significant disaster, the region and the Disaster Risk Management Directorate will
immediately send at least one experienced person to support the country director. As the scale
of the programme increases, more people may be deployed.
Any large-scale emergency programme needs to be led by someone with relevant experience
and training.
To provide this support, each region will have a cadre of experienced staff who can go quickly
to a disaster. This cadre will include full-time regional staff and country office staff with a
proportion of their time committed for international work. The same regional cadre will support
countries to get disaster risk management into their plans.
National organisations (NOs) will also be able to send people to add to our capacity on the ground.
The expertise from NOs may be in programming or in other support functions such as communications.
As a programme develops, in whatever aspect of disaster risk management, we will be able to
send other people to support implementation if needed. When we have no suitable staff available,
we will employ consultants or contract staff.
We will invest to increase the knowledge and capacity of a range of specialised staff to fill and
supplement the regional cadres. Our priorities will be for our specialisations. To do so, we will takeadvantage of externally-run specialist training programmes. We will develop modules to run our own
training courses where others are not appropriate. To learn from our experience, we will involve
individuals with good potential in peer reviews and evaluations. We will focus efforts on training
those who have already proved their interest and ability in emergency response, giving post-
emergency training to help them make the most of their experience. Additional training will be
offered to staff in high-risk areas and those who are prepared to be deployed to support in disasters.
All senior managers in country programmes and programme units need to understand disaster risk
management and how to manage during a disaster. Each country and region will need to organise
appropriate training for their managers.
Each region, and some countries, will develop stronger capacity on a particular aspect of our work.
By supporting investment in these places, we will establish centres of excellence to providespecialist support to other parts of the organisation. We will have dedicated staff for our
influencing work on the specialist areas, using the networks between all parts of Plan to make
efficient use of available capacity.
Outcomesfor Plan
Outcome 10:
Plan has the
right people in
the right place
at the right time.
Key indicatorsNumber and speed of deployments.
Number of staff suitably trained
and available for deployment.
Proportion of field managers
with basic training in disaster
risk management.Number of full-time disaster risk
management positions across Plan.
Milestones
FY 10: Regional emergency
leadership cadres established.
FY 11: Successful deployment
of several staff from different
parts of Plan for an emergency.
FY 12: All programme units havea disaster risk management lead
with basic training.
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14l PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013
Outcomesfor Plan
Outcome 11:
Plan extends
impact and builds
profile by working
collaboratively
or in partnership
with others.
Key indicatorsNumber of disaster risk
management initiatives carried
out with other organisations.
Extent of involvement in relevant
networks, cluster working
groups and associations.
Number of countries in which
Plan is involved in national
disaster coordination groups.
Milestones
FY 10: Agree standby
memorandum of
understanding with
another international
NGO for exchange of
technical capacity.
FY 11: Plan active in
international clusters in
all three specialist areas.
Partnership, collaborationand coordination
Even though our own capacity will improve, we can make even more difference if we work
in partnership with others. We will use partnerships in programming to share expertise of
working in a particular geographic area and to allow us to use different specialist skills
and capacity. These partnerships will allow us to use our specialist skills in new areas,
and to be involved with a broader range of programmes in the areas we know well.
We will collaborate with specific organisations, in networks, clusters and membership organisations to
increase our influence and profile, our effectiveness and access to funds, and to build our knowledge.
We will always coordinate our work with other humanitarian actors in any disaster context.
In high-risk areas, we will establish partnerships as part of our preparation for disasters.
In partnerships with local organisations, we may add value by supporting improved
capacity for coordination and programme delivery.
Knowledge and learning
We need to learn from the work we do and develop knowledge that will contribute to the
sector as a whole.
We will document good examples of our work and share both internally and externally. Where
appropriate, we will engage staff from other programmes to help to draw out the relevant lessons
from our work. We will commission external evaluations of large or significant programmes.
We will support programmers in their work by developing guidance on programming and
analysis. The intention is not to standardise our work, but to be able to have some common
ideas reflected in Plans work in different places.
As we establish in-depth understanding on particular issues, we will write policy briefs that help
our staff and the sector generally to understand the implications of external policy on an issue.
There are standards, such as Sphere or Inter-Agency Standing Committee guidelines, that guide
work in this programme area. We will establish widespread knowledge about these among
staff and always aspire to keep our work to these standards.
Outcomesfor PlanOutcome 12:
Plan will learn from
the successes and
challenges of
our work.
Key indicatorsNumber of evaluations and
reviews shared and cited in new
programme designs.
Number of documents to guide
programming available on planet.
Position papers on key areas.
MilestonesFY 10: Tsunami and food
aid reviews.
FY 11: DRR DFID finalevaluation and review.
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Final version approved by IMT 28 September 2009.
Monitoring progress
We need to monitor our progress on the implementation of this strategy.
In every programme, we will be using the Programme Accountability and Learning
System processes to monitor the outcomes of our programmes at different levels. We
will bring this information together in the global effectiveness framework to evaluate
Plans contributions to the two strategic objectives.
Many of the changes identified in this strategy relate to our organisational performance.
We will produce a baseline of key indicators and track changes in reports from different
parts of the organisation, using self-assessments and external reviews where no
objective measures are easily available.
It will be difficult to use the finance system to track spending on disaster risk
management, as much of our expenditure is crosscutting or can be categorised into
several different programme areas. We will try to use the system for project outlinesto identify how much work relates directly to disaster risk management.
Risk analysis
The key risks to the successful implementation of
this strategy are:
Programme staff do not make a sharp analysis of disaster risk or an emerging crisis
Risk aversion programme decision makers do not act on their analysis of disaster risk
Investment is insufficient to build our capacity and profile Capacity for communications in Plan remains as internally focused as it is now,
so our public profile fails to change
The capacity in our programme units does not change to enable rights-based
programming and analysis
That national organisations fail to coordinate and be coordinated
In everyprogramme,we will be using
the ProgrammeAccountabilityand LearningSystemprocesses tomonitor theoutcomes of ourprogrammes at
different levels.
PLANS DISASTER RISK MANAGEMENT STRATEGY 2009-2013 l 15
Photo: Plan
Children look throughthe window in a schoolreconstructed by Plan inpartnership with BridgeAsia Japan (BAJ), Myanmar.
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PLANSDISASTERRISK
MANAGEMENT
STRATEGY
2009-2013
PlanInternational HeadquartersChobham House, Christchurch Way
Woking, Surrey GU21 6JGUnited Kingdom
Tel +44 (0) 1483 755155Fax +44 (0) 1483 756505
Published 2009 Text and Photos Plan 2009
Photo: Plan / Warisara SornpetGirl sheltering from rain in amakeshift tent by the roadsideafter flooding left her family
homeless, India.