Indonesian National Network on Disaster Resource Partnership (DRP)

Transcription

1 2011/EPWG/WKSP/021 Session 4 Indonesian National Network on Disaster Resource Partnership (DRP) Submitted by: Indonesia Workshop on Private Sector Emergency Preparedness Sendai, Japan 1-3 August 2011

2 Presentation overview Coordinating Ministry of People s Welfare The Republic of Indonesia Coordinating Ministry Of People s Welfare The Republic of Indonesia Indonesian National Network on Disaster Resource Partnership (DRP) DRP International Network DRP Indonesia National Network DRP Indonesia Organization Furthering Cooperation between the Engineering & Construction Sector and the Humanitarian Community Sendai, 2 3 August

3 Why Now? The scale and frequency of natural disasters is increasing at an alarming rate. Natural disasters result in significant loss of life, damage to property, assets and environmental resources, and the disruption of supply chains and markets. There is a growing awareness within the humanitarian community that a broader and more integrated approach is required to effectively respond to and prevent natural disasters. The 2005 Humanitarian Reform and the Hyogo Framework for Action have greatly facilitated partnership building. At the same time there is a greater awareness by the private sector of its own vulnerability to natural disasters and its imperative to act as a global citizen. A coordinated global Engineering & Construction industry model can fill a critical gap in the current disaster sector (prevention/mitigation, preparedness, response, recovery) by providing informed construction knowledge and services through expertise and equipment Motivations to form Disaster Resource Partnership Background : Increasing frequency and scale of natural disasters with significant loss of materials and lives. While many people/ institutions try to help post disaster, often times the effort is not well coordinated. A broader and more integrated approach is required to effectively respond to and prevent natural disasters. Awareness by the private sector of its own vulnerability to natural disasters and its imperative to act as a global citizen. Coordinating Ministry of People s Welfare The Republic of Indonesia A coordinated global Engineering & Construction industry model can fill a critical gap in the current disaster sector (prevention/mitigation, preparedness, response, recovery) by providing informed construction knowledge and services through expertise and equipment 2

4 Evolution of the Engineering & Construction Private Sector engagement in Humanitarian Relief 2001: Gujarat earthquake which occurred during the World Economic Forum Annual Meeting prompted CEOs in the Engineering & Construction (E&C) and Logistics & Transport (L&T) industry sectors to develop better coordination between companies and with the humanitarian i community 2002: E&C industry leaders launch the Disaster Resource Network with chapters in India and Mexico (since deployments with over 110 engineers involved) 2005: L&T industry leaders (Agility, TNT, UPS, and recently Maersk) launch Logistics Emergency Teams (LETs) in collaboration with World Food Programme/Logistics Cluster. 9 deployments since launch : E&C reviews DRN model developed in 2002 which becomes the Disaster Resource Partnership, re-launched in 2011 January 2011: At the World Economic Forum Annual Meeting Indonesia Night, President Susilo Bambang Yudhoyono announces the start of the process to launch DRP Indonesia Global Agenda Council on Humanitarian Assistance From John Holmes, GAC Chair , former UN Undersecretary General for Humanitarian Affairs: Key principles for success: Promoting tri-sector partnerships (government, civil society, and private sector) for disaster risk reduction where-ever possible. Not being prescriptive regarding how these partnerships are established. Tri-sector partnerships should be relevant to local contexts and therefore have local ownership and buy-in. I d i h th t ti l b i l l d f h t hi f Indonesia has the potential be a regional leader for such partnerships for disaster risk reduction, both because of its strong and experienced public sector as well as an effective and responsible private sector. June 2011: Launch of the DRP Indonesia? 3

5 Guiding Principles of DRP Objective of DRP: to develop a cross-sector, professional, and accountable humanitarian i response to disasters that t has the ability to scale up to meet growing demands Vision of Engineering & Construction DRP: to form an ongoing collaboration with the humanitarian community at the global level and government and other key humanitarian actors at the national level in order to leverage the core strengths and existing capacities of the E&C community before, during and after natural rapid-onset disasters to reduce suffering and save lives DRP International Network Engineering & Construction companies International Organizations and Civil Society (Private Sector) Government 4

6 DRP Governance and Organization DRP Governance is made up of the Board, which has overall steering responsibility, and the secretariat, which oversees day to day operations. Developing the DRP Model 14 case studies Board Composition: 1 representative (CEO level) from the World Economic Forum E&C Industry Partners community 1 senior level representative from the World Economic Forum 2 representatives from the Humanitarian Community (ideally from the initial cluster focus areas) 2 operational representatives drawn from the chairs of the National Networks and International Services Network Secretariat: t 1 fulltime project manager Chairs of each National Network and International Services Network would also have representation on the Secretariat For initial 3 years would be housed in World Economic Forum Geneva office as part of the Infrastructure & Urban Development (Engineering & Construction) industry community 5

7 Developing the DRP Model Phases of response Presentation overview Coordinating Ministry For People s Welfare Republic of Indonesia DRP International Network DRP Indonesia National Network DRP Indonesia Organization 6

8 Setting up the threats In the National Disaster Management Plan , GOI identified 14 hazards, which are earthquake, tsunami, volcano eruption, landslide, flood, drought, land and forest fire, erosion, housing and building fire, extreme tides and abrasion, extreme weather, technological failure, epidemic and diseases, and social conflict. Indonesia: Country with the highest potential population exposed to a tsunami (5,402,239 people at risk); and landslides (197,372 people at risk); Country with the 3rd highest potential population exposed to earthquakes (11,056,806 people at risk); and 6th for floods (1,101,507 people at risk). Per year Indonesia reported around 400 earthquakes with a magnitude of 5.0 or above and more that 600,000 people affected by floods. New models must be developed to build the resilience of local communities to withstand whatever shocks they may have to face in the future. 7

9

10 The Indonesian model Indonesia is developing new models that will allow it: To deal with a multiplicity li it of actors (the inclusion i of civil il society and private sector in the coordination structure) To work with limited resources (to complement recourses, not only to ask for ). To avoid gaps, duplications, and assure the responsibility of each humanitarian partner (cluster system). Partnerships Indonesian model Partnerships have been at the centre: DRR National Platform 2009 with the participation of public, private and civil society Humanitarian response through the cluster system (In 2009 first inclusion of the private sector during West Sumatra EQ) Recovery (Plan of Action). More involvement of the private sector since Tsunami 2004 UNPDF: a more strategic long term commitment 9

11 THE CLUSTER APPROACH The added value Stakeholder feedback to date: Roles and responsibilities are clearer Partnerships and coherence has improved Interventions are more neutral Engagement with and support to GoI is better Information has improved Better identification of the needs and gaps Global expertise and skills 10

12 DRR Approach From reactive to proactive From emergency to risk reduction From government response to tri-sectoral response From national to local From project based to programmatic DRP operates at international and national level DRP International Network International alliance of E&C companies to cover multiple countries DRP National Network National alliance of E&C companies to cover disaster within a country Our focus today is on the formation of DRP Indonesian National Network 11

13 DRP Indonesia Network Guiding Principles Principles Focus on natural rapid-onset disasters, particularly extreme major events. Using disaster prevention as an entry point, create partnerships that can be leveraged in the event of a disaster. Build Back Better Mobilization of construction equipment dependant upon the proximity of equipment to a disaster zone and the availability of existing capacity. Multiple modalities of delivery Partnership networks will be mobilized through multiple entry points, through pre-formed relationships with relevant post-disaster actors. Developing the DRP Model Modalities of delivery Direct action where companies are operating in a location where there is a disaster they immediately engage in emergency relief such as distribution of food, water, medical supplies and NFIs Secondments of individual staff members into NGOs or agencies usually where the company is not operating in the disasteraffected area Local technical services where companies at a national level partner with local/national governments, academics, or NGOs to provide technical assistance - clearing debris, repairing critical infrastructure, damage assessment and design, project management and construction expertise. Global technical services where multi-national companies partner with each other or with the public sector (e.g. DfID) to provide technical assistance or fundraising through global networks) 12

14 Scope of DRP Indonesia Network Typical services expected from a DRP Indonesia Network include: 1) Pre-disaster Provide training, developing disaster response/contingency plans Community Based Disaster Risk Reduction Programmes around project sites (mapping hazards and critical infrastructure, developing response plans) 2) Immediately after a disaster (72 hours 2 weeks) Temporary repairs to critical infrastructure, provide emergency shelter, engineering first responder Strategic technical assistance (e.g. advice on rubble clearance) 3) Relief (2 12 weeks) Temporary repairs to critical infrastructure, provide emergency shelter, secondments of staff Needs assessment (leads to implementing programmes) 4) Recovery (12 weeks 3 years) DRP Indonesia helps to facilitate activities such as building permanent housing (through company fundraising/csr programmes), implementing recovery programmes 5) Ongoing Building relationships Strategic technical expertise to inform decision making Attending fora/ coordination mechanisms Acting as an honest partner Project management 13

15 Developing the DRP Model Phases of response Presentation overview Coordinating Ministry For People s Welfare Republic of Indonesia DRP International Network DRP Indonesia National Network DRP Indonesia Organization 14

16 Participants of DRP Indonesia Network DRP Indonesia Governance and Organization Engineering & Construction companies PT Amec Berca Indonesia PT Balfour Beatty Sakti PT Central Cipta Murdaya Others waiting confirmation International Organizations and Civil Society UN-OCHA ICRF UNDP Government Coordinating Ministry for People s Welfare Ministry of Public Works Ministry of Home Affairs Ministry of Health National Agency on Disaster Management Steering Board : 1-2 Senior level Government representatives 1-2 civil society representatives 1-2 senior level business representatives Secretariat: 1 fulltime project manager part time/virtual representatives from the private sector companies and civil society International Advisory Board: Members of the Global Agenda Council on Disaster Management Representatives of the World Economic Forum DRP members including members of other DRP national networks 15

17 THANK YOU 16