module 3 minimum preparedness actions We use them when we do not have a specific threat on the horizon

objectives Understand that the MPAs focus on the basic steps to improve inter-agency response providing a minimum level of preparedness for all types of hazards Familiar with the MPA structure and the use of the “key questions” to assess gaps in regard to inter-agency preparedness. Familiar with the different sub-categories of the MPAs and know how to use MPAs flexibly to fit particular country contexts Able to support countries on how to record and monitor MPAs implementation

Establish a standard of minimum preparedness why Establish a standard of minimum preparedness coordination tools minimum protocols Facilitator Notes: Explain that the MPAs represent the core building blocks of what is required to achieve a positive response out come in the initial phase. Note: at this point you should bring the participants attention to the exercise on the element of a good response (the facilitators should have already grouped the response under the four categories of the MPAs. Highlight that as a group the participants have already identified many of the key elements of the MPAs. The team that developed the MPAs undertook a very similar process of identifying the elements of a good response and then working backwards to identify the MPAs, the only difference was that process was done over a number of years with a wide range of participants. Explain the main purpose of the MPAs: To establish a standard of minimum emergency preparedness through which a HCT can maintain and measure its level of response readiness; To lay the foundation for a rapid build-up of emergency readiness, should a risk become imminent; and To provide a basic level of operational readiness to enable a response to a sudden-onset emergency. (earthquakes are a good example) Refer back to the point that was raised in the previous section that MPAs are usually undertaken in countries it a low risk profile, however, it is worth nothing that development orientated country teams that have limited humanitarian experience may also need to use the MPAs even if they have high risk profile. Segway Highlight that while the MPAs are conceptually very easy to understand there successful implementation can be challenging

step by step Facilitator Notes: To implement the MPAs we have to take a practical approach. You can explain that at one point in the early draft of the ERP over a hundred specific activities were identified under the MPAs that was eventually whittled down to 36, but even that number is probably beyond the capacity of most if not all country teams to implement. Therefore it is easier to understand the MPAs not so much as the minimum that every country team needs to implement, but rather as the minimum that is needed for a successful, therefore if the country team is does not have the capacity to carry out the activated then it will have to augmented from somewhere else i.e. from regional or global capacity, if the emergency happens or else the response will be negatively affected. Hence the importance of the first step context and gap analysis – a country team should use the key questions in the guidance to do a diagnostic of what's in place and what capacity exists at the country level to address the gaps. Step 2 the country team should priorities what actions it plans to implement. This should be done with consideration to the risk profile of the country as well as the context of the country. Step 3 implementation, specific responsibility should be assigned amongst the members of the country team to lead on implementing specific actions. Clear timelines should be set for completing specific activities. Finally Step 4 recording the actions taken. We will come back to this again later in the session. Segway Explain that we are going to briefly run through each of the MPA categories to highlight some specific points

context and gap analysis RISK MONITORING 1. Clear and common understanding of the potential hazards? 2. Schedule for seasonal hazards, and a system to monitor changes in the risk posed by evolving hazards? Facilitator Notes: Explain that even though we discussed this in the last session the team that developed the ERP felt very strongly that risk monitoring should be part of the MPAs to underline that it needs to be an ongoing activity

COORDINATION & MANAGEMENT ARRANGEMENTS 1. Are key stakeholders familiar with the international humanitarian system and architecture? 2. Have humanitarian coordination mechanisms been agreed upon? 3. Coord./Comms. mechanisms in place between the HCT and government/civil society /donors? 4. Identified/trained public information focal points? Facilitator Notes: This category of MPAs is very focused on the different partners that we need to work with. Explain that this category has been sub-divided into HCT, Government, NGOs/Civil Society, Donors, and public communication and advocacy. It is also worth highlighting that while the MPAs may feel heavy that many of the actions can be grouped, for instance if take the set of actions related to linkages with the host Government many of these actions could be completed in one or two meetings.

NEEDS ASSESSMENT, IM, AND RESPONSE MONITORING ARRANGEMENTS 1. Key stakeholders familiar with IASC guidance on needs assessments, information management, and response monitoring? 2. Pre-crisis sex- and age-disaggregated data and information being collected? Facilitator Notes: Most of the actions in this section refer to the Humanitarian Programme Cycle (HPC) i.e. the coordinated systems we use to support response such as joint needs assessment, Humanitarian Response Plans (HRPs), IM, and response monitoring, The key point to understand is as MPAs the main focus is on awareness versus building dedicated capacity. For a very small development focused country team these are activities that are more than likely have to be filled from elsewhere if it comes to response.

OPERATIONAL CAPACITY ARRANGEMENTS TO DELIEVER RELIEF AND PROTECTION Capacities mapped? Humanitarian principles known to all? Protection – AAP – Principles- gender 3. Cash and vouchers and other ops options? Supply and Logistics Plan? Facilitator Notes: This is category of MPAs is many ways are the most important in the ERP as they speak directly to the overall objective of increasing the speed and volume of critical assistance. It is focused on sector/cluster capacity, This category has been sub-divided in a very specific manner linked to operationalizing the delivery of response. The sub categories go through the key steps that need to be taken a) identifying the partners that are going to be involved in the delivery of assistance (b ensure they are aware of operational principals of the particular sector c) identifying what the relief assistance package might consist of or the possible use of a combination of cash and relief items d) what quantities of these item are in stock or if they could be procured in country e) what logistical requirements might be required to get the relief items to where they are needed. Important to note at the MPA stage most of the activities are focused on starting the conversations as opposed to resource heavy activities, Note – if the participants didn’t strongly identify operational activities in the exercise on the elements of a good response it is worth highlighting that here and pointing out that you can’t have a successful response if you don’t put a strong focus on these types of activities.

recording actions taken Facilitator Notes: Recording the actions taken is important from both an accountability point of view as well as a continuity perspective. It is import to have a clear record who was responsible for each action implemented to ensure accountability. It is also vital for communicating the gaps that will have to be addressed from elsewhere. You can remind the participants that this is one the key mind set changes that the ERP is trying to achieve which is the concept that we should focus on the reality and acknowledge that there are always likely to be gaps in capacity at the country level. You can also note that this approach in the ERP is also triggering far more discussion on how we can augment country from the regional and global level, which not something we have a strong inter-agency approach to so far. It is also important from a continuity perspective as most country teams have a high staff turn over so therefore proper recording will help new stay carryon from where their predecessor left off On the issue of accountability it is also important to high light that ERP really puts the ownership back with the country team. This is can be seen particularly in the guidance on the implementation of the MPA which has been designed around a set of key questions that only the country team can answer, which force the country team to think through the challenges. Gone are the days when a consultant could fly in write the plan, tick the box, and fly out.

Group Exercise Review the Klanndestan scenario Using the key questions in the ERP (pg 21-26) and the gap analysis in the scenario. This is not risk specific Prioritize the MPAs that require urgent implementation (just pick the top sub-category and then pick the top MPA within that) Choose one MPA and provide details of additional actions required for its implementation Facilitator Notes: Break the participants up into working groups (they can be different groups from the previous exercise)– make sure each group nominates a reporter to provide feedback on behalf the group to the plenary debrief. Talk the participants through the questions on the slide. Highlight that the should refer to the ERP guidelines during this exercise. Explain that part of the objective of the exercises during this workshop is also to get participants into practice of referring to the guidelines. Explain that we will debrief using the two points above. The answers should be short. Informed them that the facilitators will be going from group to group in case there are any questions or clarifications needed. Debrief Note: We want the participants to engage with each other by highlighting challenges and offering solutions, try to bring the discussion around to the challenges and approaches used in the region that work shop is being held. Begin by getting each group to report back. Plenary questions What were the challenges? What would you do to prepare? Focusing on this region i.e. where the training is happening, what are the challenges in implementing the MPAs? What strategies would you suggest to overcome these challenges? Segway Summarise the session Ask if there are any final question before we move on to look at the APAs and CP? Not risk specific Include in your debrief a comment on the process To wrap up the exercise, ask if they foresee other challenges in the MPA development/implementation process In Amman, the issue of whether an HCT should be formed was largely discussed. But the issue is not really about to formalize the HCT but rather to think about the response and focus on the capacity to deliver the response of the actual front-liners (NGOs, INGOs, Red Cross-Red Crescent, etc.) 1 tip to facilitate the process is to organize a simulation.