Post-Webinar Report Special Session for ADR2022

WEBINAR SPECIAL SESSION FOR

16-17 February 2022 Wyndham Albrook Mall | Panama City, Panama

Hosted by GRV Global

11th November 2021 @GRVGLOBAL | #ADR2022 WWW.GRVGLOBAL.COM

EVENT STATISTICS 81

REGISTRATIONS

ADR2020 RONALD H. JACKSON Former Executive Director - Caribbean Disaster Emergency Management Agency (CDEMA) Really smart event, very efficiently run, providing a legitimate space for private sector engagement. The format I felt made for the maintenance of participant’s energy and sustained participation.

26

COUNTRIES

ADR2019

REGIONAL BREAKDOWN 23%

North America

52%

Central America

GISLI OLAFSSON Humanitarian Advisor – NetHope Great event. Well organised and truly enjoyed the size, which enables more informal and intimate networking opportunities.

1% India

2%

Middle East & Africa

ADR2020

2%

South America

19% Europe

1% Australia

SCOTT LANSELL VP of Int. Development GeoPoll Well organised event with a number of key implementors & donors present, allowing direct access to decision-makers via pre-set sessions.

WEBINAR SPECIAL SESSION FOR ACTION ON DISASTER RELIEF • 11 NOVEMBER 2021

On 11 November 2021 the initial event of the 2022 Action on Disaster Relief (ADR) conference cycle took place. This was a Webinar Special Session chaired by Anton Gash, former UK Defence Attaché to the Caribbean, now Caribbean Business Development Manager for Universal Defence and Security Solutions.

The purpose of this Session was to build on the themes and challenges identified during the Inter-Agency Workshop held at the end of ADR2021, discuss whether its recommendations remain valid and to review them in the aftermath of our collective experiences managing disasters in the COVID-19 environment. Furthermore, to promote meaningful discussion on the development of best practice among stakeholders to improve disaster relief efforts across the region.

This report will outline the main discussion points of the Session and make recommendations for an outline agenda for ADR2022, to be held on 16-17 February 2022 in Panama City, Panama and Chaired by Ronald Jackson, Head of the Disaster Risk Reduction, Recovery for Building Resilience Team, UN Development Programme (UNDP).

PARTICIPANTS AND METHODOLOGY After an introduction by GRV Global CEO, Andrew Dowell, the Chairman introduced the panel and set out the objectives for the day: to refine a focussed agenda for ADR2022, with themes that can support innovation and product development in the private sector and service providers, while helping Governments, international organisations, NGOs, and charities to integrate and cooperate better in order to deliver more effective disaster management.

The Keynote Address was delivered by the Director General of the National Civil Protection System of the Republic of Panama (SINAPROC), Carlos Alberto Rumbo Pérez. He described Panama’s vision for increased resilience, with particular focus on governance and the importance of training and exercising. Panama has passed laws that strengthen best practice and integrate disaster risk management to protect its citizens. The Director General applauded ADR’s focus on improving connectivity between the public and private sectors and promoting changed attitudes to the prevention culture. His address was complemented by a video explaining the structure and role of the Panama Regional Logistics Centre for Humanitarian Assistance (CLRAH), and its equivalents around the world.

ANTON GASH Webinar Chair and ADR Thematic Adviser; Former UK Defence Attaché for the Caribbean

CARLOS ALBERTO RUMBO PÉREZ Keynote speaker and Director General of SINAPROC Panama

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INTRODUCTION

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The Session involved 5 panellists, all leading public and private sector experts from across the disaster preparedness, reduction, and relief spectrum:

ROGER ALONSO MORGUI Head of Disaster, Climate and Crisis: Prevention, Response and Recovery of IFRC

DAGBJARTUR (DAG) BRYNJARSSON Program Manager - Emergency Preparedness & Response of NetHope

KEISHA LINTON Disaster Management & Humanitarian Assistance Coordinator of Regional Security System (RSS)

ROGERIO MOBILIA SILVA Deputy Head of Office for UN Office for the Coordination of Humanitarian Affairs (OCHA)

TIM CALLAGHAN Senior Regional Advisor of USAID’s Bureau for Humanitarian Assistance (BHA)

Audience members came from International Organisations, National Organisations, National Governments, Non-Governmental Organisations, and the private sector. 26 different nationalities were represented online utilising GRV Global’s virtual platform PNYX. In order to promote free discussion this report assumes that the event was held under the Chatham House Rule – “participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed”.

BACKGROUND Globally there have been 75% more reported disasters in the last 20 years than in the 20 years before that.

Although part of this increase may be attributed to better communication and the rise of social media, it is clear that although statistically fatalities are reducing, economic costs are increasing year-on-year.

The requirement for critical infrastructure resilience is paramount, especially as urbanisation speeds up. Transport networks (for evacuation and access for responders), water supplies, communications, building standards, health services and schools are of particular significance.

Several speakers highlighted the scale of the challenge in the Latin America and Caribbean region – 83 million people in North and Central America are currently assessed as in need of humanitarian assistance; 1.7 million migrants have arrived at the southern borders of the USA this year, more than in 2019 and 2020 combined; 20% of the regional

population has been affected by COVID, constituting a higher percentage of the global impact than the population would suggest; up to 90% of the regional population lives as informal economies, further increasing vulnerability and food insecurity. Disaster threats are in effect endemic in the region, especially from extreme weather events.

Panel Discussion How do we better integrate local needs, perceptions, and expertise into Disaster Response?

There was unanimity over the importance of capacitybuilding for disaster risk reduction, preparedness, and resilience. This could be through training, equipping or direct funding. The value of the Community Emergency Response Team training programme was highlighted

WEBINAR SPECIAL SESSION FOR ACTION ON DISASTER RELIEF • 11 NOVEMBER 2021

– for those who will be working in the immediate aftermath of a disaster – as was the IFRC Leadership Development Programme to identify and support more diverse disaster leadership.

Understanding, and being sensitive to, culture is often a failing during disaster response. Use of local volunteers is essential, who will be aware of local vulnerabilities and can access local capabilities (a database of local capabilities, that can easily be shared and integrated with external responders, should be considered). IFRC maintains 800,000 volunteers across the Americas, in 35 national societies, which can be reinforced on a surge basis from the global network of 192 societies.

USAID retains locals on surge rosters.

Programmes should be encouraged that build local resilience – e.g. UNDRR research into the planting of root and tuber crops (sweet potato and cassava) that

can withstand floods and extreme weather events and thus provide food in the immediate aftermath of a disaster and a source of income.

How can we best establish pre-existing relationships, and promote collaboration not competition, between responding agencies?

This requires working at the individual country level, maintaining a presence everywhere and building trust – especially through early and consistent engagement with the private sector. Valuing each type of response and recognising who is best-placed to manage each aspect will ensure that gaps are covered and that a resource-efficient response is promoted. This will be supported by OCHA’s free and open-source mapping tool which, together with other shared situational

WEBINAR SPECIAL SESSION FOR ACTION ON DISASTER RELIEF • 11 NOVEMBER 2021

Sub-regional logistic hubs can help to accelerate response times, although this must be balanced against the risk of losing a forward-deployed logistic facility during a disaster. IFRC has sub-regional hubs in Trinidad & Tobago, Dominican Republic, and Argentina, each resourced to manage 2 emergencies involving 7,500 families.

How do we better prepare for complex or cascading emergencies?

The Sendai Framework does not mention armed conflict and assumes there is a working government and an active civil society in any environment where disaster response may be required. Siddiqi (2018) comments that “disaster preparedness and response paradigms consistently refer to interventions that are to be rolled out by an intrinsically benevolent state”.

Complex Humanitarian Emergencies (CHE) are not a new concept but have been increasing in frequency since the 1990s. Coppola (2015) cites CIA statistics that between 1978 and 1985 an average of 5 CHE took place each year, whereas since 1985 the figure has been 20 or more. They have also attracted more international political attention following high-profile mass casualty events such as the crises in Somalia and Rwanda – it has been calculated that there were 170 million deaths from CHE in the 20th century. When natural disasters occur in areas where CHE already exist, or when a CHE arises in a disaster-prone country, the challenge for responders is that resources are already tight, and the operating environment may be congested.

When climate change also constitutes part of the challenge, such as in Mali or South Sudan, this can constitute a perfect storm.

The challenges of complex emergencies require strong relationships with the key players. It is vital to maintain constant dialogue especially as personnel change over in organisations or in Government.

There must be a process for declaring emergencies in a timely and transparent manner, and not holding back for political or economic motives.

Is there a need to create and embed international disaster law, and put in place a system of UN mandates for disaster situations?

International Humanitarian Law comprehensively provides for the protection of civilians in armed conflict and other situations of violent threat. International Refugee Law provides clear guidance and provisions for the protection of those forced to flee their countries through persecution. Customary Law protects IDPs, in conjunction with national laws. There is arguably a need for more specific Disaster Law to protect civilians made vulnerable by natural disaster. This is certainly the case in settings where there is no armed conflict (and so IHL does not apply) or where a refugee situation does not develop (and so IRL does not apply); after a disaster it is likely that most civilians will be protected under

GUESTS/PARTICIPANTS

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awareness mechanisms can harmonise and deconflict cycles, activities, and mandates. The role of OCHA in providing central coordination is key, using communication with and through local stakeholders.

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existing national, international, or customary law, but consideration should be given to a disaster scenario where some legal vulnerability may remain.

Disaster Law is a key pillar of resilience and international commitment. IFRC received a mandate in 2017 from the State Parties to the Geneva Conventions to develop disaster law and to advise governments on its adoption. This will inform and influence the evolution of evidence-based disaster risk management, and support aspects such as the facilitation of entry of responders and aid, and will support the development of domestic legislation for preparedness, such as mandating budgets for risk mitigation.

Is there a requirement for an international centre of excellence for disaster management education and training, with common qualifications and accreditation?

An agreed way of working as one entity would be valuable, with clear SOPs. Global standards for urban search and rescue have been invaluable as has PAHO’s

EXHIBITION STANDS

system of certifying medical facilities. There was some debate as to whether the proposed scope was too much for one entity to focus on, and perhaps a distributed not centralised structure should be examined. OCHA’s Cluster system, focusing on where organisations are strong might be a relevant model. This could be key in avoiding inappropriate or unqualified responders gaining access to disaster situations, where poor knowledge, inadequate equipment can create a burden on the host nation.

The right of the host nation to refuse aid must be paramount, although consideration must be given to an equivalent of the Responsibility to Protect – when a host nation cannot provide for its own population, or chooses not to, and refuses access to international responders.

USAID require that a country makes a request for assistance through the US ambassador.

Is there a need to establish a regional strategic movement coordination hub?

WORKSHOPS

There was consensus that a hub where visibility is maintained of regional transport assets’ location, cost, timetables, and availability would be invaluable, with consideration being given to a virtual centre to improve redundancy and avoid the vulnerability of a single location.

This would help to avoid piecemeal and inefficient transportation of responders and aid and should maximise collaboration through technology to ensure delivery of the right items at the right time to the right place. MoUs/LoAs with strategic airlift companies would be required, to ensure reliability.

How do we achieve more standardisation and commonality in assessments, information management and situational awareness?

How can we encourage budgetary spend on preparation and resilience, not just response and recovery?

• Build a standardised system that trains together and uses shared simulations.

• Tell our story, early and often. Narratives must lead decision-makers to invest, despite the vast and growing demand globally for humanitarian response, and increasingly stretched budgets.

• Respect diversity of organisational mandates.

• Propose joint (group) solutions rather than imposing them.

• Avoid the arrogance that can lead to rejection of support.

• Seek to improve rather than re-invent.

• Share humanitarian response plans.

• Maximise use of technology.

• Allow local talent to develop comprehensive understanding of the potential, intent, and methodology of external responders.

• Advertise successes – e.g., although US urban SAR teams were not required in Ecuador after the recent earthquake, this was partly a consequence of the fact that 75% of the regional response teams had been trained by USAID. • Spend to save – better local and regional capability reduces the demand for external support.

• Listen to requirements and encourage investment.

• Work with the private sector and academia.

• Requirement for anticipatory finance, leading to cash initiatives through local donor organisations and the private sector.

WEBINAR SPECIAL SESSION FOR ACTION ON DISASTER RELIEF • 11 NOVEMBER 2021

HIGH-LEVEL DISCUSSION PANELS

Miscellaneous How can we better plan for communication failures?

• Preparation - use capacity-building to increase resilience of local first responders. Plan - have an emergency IT and Telecoms plan and exercise it, including the expeditionary “away-game”.

• Ensure communications are fully integrated into the EOC rather than being a standalone capability.

• Coordinate with other actors before the emergency, to avoid silos and share assets, rather than sitting in a bubble.

• Pre-position equipment, as it is too late once disaster strikes. Beware of just-in-time logistic systems (and their impact on equipment availability in crisis).

• Ensure that technicians and other technical experts understand the frictions of operating in a postdisaster environment.

• Know your role and build in redundancy.

COVID-19. The pandemic has required planners and responders to rethink and reshape protocols for deployment of responders, balancing speed with safety (working within COVID bubbles), especially in the context of severely limited lift options. Revision of SOPs on issues such accommodation, personal protective equipment etc has been needed. Inter-agency collaboration and cooperation is more vital than ever. Business continuity planning has scaled up in the context of social distancing. COVID-19 has pushed many more people into poverty, increasing vulnerability. The importance of risk reduction has grown since the pandemic, especially in areas such as protection of civilians, population movement and migration.

Climate. Climate change is increasing vulnerability, especially in areas such as food insecurity. Regardless of any progress made on international agreements at events such as COP-26, the situation on the ground for disaster managers is not going to improve in the foreseeable future. Extreme weather events, wildfires and flooding will continue. Climate-efficient disaster response is an imperative – ensuring that preparedness is considering the long-term as well as the short-term consequences, that relief efforts (especially quick fixes) do not undermine climate mitigation measures, and that the philosophy and methodology of disaster management supports agreed climate protocols.

WEBINAR SPECIAL SESSION FOR ACTION ON DISASTER RELIEF • 11 NOVEMBER 2021

• Integrating local needs, perspectives and expertise into disaster preparedness and response.

Potential Agenda Themes for Action on Disaster Relief 2022

Conclusion

ADR has traditionally focused on 6 thematic panels: • Disaster Risk Reduction, Preparedness and Resilience • Response and Recovery

• Comprehensive integration of the private sector into the disaster cycle.

These could either be considered as individual agenda items or integrated into more generic themes.

The impact of disasters is being multiplied by poverty and inequality. Armed conflict increases vulnerability and can make disasters such as drought both more likely and more harmful, especially under conditions of climate change. The ongoing pandemic has added a new level of challenges that must be addressed by planners and resources by the private sector.

• Technology

Collaborative solutions, open dialogue, and promoting the delivery of better preparedness, response, and recovery, remain the hallmarks and objectives of the Action on Disaster Relief programme cycle.

• Communications

Anton Gash - Report Author

• Health and Humanitarian Emergencies

• Logistics

The ADR2021 Inter-Agency Workshop and this pre-ADR2022 Special Session Webinar have suggested that several additional themes have direct current relevance: • Disaster Risk Governance • Climate Change and climate-efficient disaster response • Impact of the COVID-19 pandemic on the disaster management cycle

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Governance. UNDRR assesses that Disaster Risk Governance was a major failing in the 3 largest masscasualty events between 2004 and 2010 – the 2004 Indian Ocean tsunami, the 2008 Cyclone NARGIS and the 2010 Haiti earthquake. Better early warning systems, mandatory cyclone shelters and more robust (enforced) building codes could have saved a significant number of the c.500,000 lives lost.

chaired by

LIVE EVENT

PCOMIN

in partnership with

SEVENTH ANNUAL EVENT

ADR2022 CHAIR CONFIRMED RONALD JACKSON

Head of the Disaster Risk Reduction & Recovery Team (DRT) for Building Resilience

UN Development Programme (UNDP)

WYNDHAM ALBROOK MALL PANAMA CITY, PANAMA

16-17 FEBRUARY 2022

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