Meisinger Werner Austrian Red Cross Case study earthquake Haiti

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33 Internationale Hilfe General complex conditions in Haiti Poverty and violence -2/3 of the population lives with less than 2 US$ / day, ¼ in slums in PaP -Biggest source of national income are private money remittances from abroad -High level of criminality, gang incidents and violence Political instability and weakened national capacity to coordinate the assistance -The economic and political center, the capital PoP, is largely in ruins Lack of local ressources -Forests have been cleared, land is eroded and qualified manpower is scarce due to „brain drain“ to richer countries Heavy rains / hurrican season since July -Prolonged emergency phase until the end of the year

44 Internationale Katastrophenhilfe More than dead acc. MoH (Tsunami: ) Approx. 1,5 Mio. displaced persons live in camps, more than live with host families. More than buildings destroyed or damaged Evaluation of buildings: 43% green, 27 % yellow, 30 % red schools either destroyed or damaged Little access to sanitary facilities and safe drinking water / before the earthquake 80 % of the diseases were water-borne diseases FACTS & FIGURES

55 Internationale Katastrophenhilfe Biggest Assistance Operation in the history of the Red Cross Movement supporting one country Coordinated by IFRC Geneva and the IFRC zone in Panama 21 ERUs deployed to Haiti IFRC coordination of the Shelter Cluster ICRC delegation in Haiti with focus on WatSan and family links More than international delegates deployed to Haiti Red Cross total budget CHF 882 Mio. (= EUR 631 Mio.) The Red Cross in Haiti – Detailed IFRC Report Red Cross Assistance for Haiti

6 The Emergency Environment  Overwhelming needs  Competing priorities  Destroyed/damaged infrastructure  Rapid influx of providers  Outburst of mutual aid  Highly stressed local officials  Intense media scrutiny  Gap of coordinations

7 Absence of Coordination  Gaps and duplications  Inappropriate assistance  Inefficient use of resources  Bottlenecks, impediments  Slow reaction to changing conditions  Frustration of providers, officials, survivors  Difficult to identify decision makers

8 Effective Coordination  is essential and important  is a result of intentional actions/a shared responsibility  results in humane, neutral and impartial assistance, management effectiveness, shared vision, and donor confidence  is a voluntary effort/a secondary priority  costly and results in adaptation

9 But the reality ? IFRC ICRC CEDERA PNSs WFP NGOs UNDP MIL OCHA Geneva Humanitarian Coordinator AffectedPopulation Affected Government CIMIC National Red Cross USAID/ DART Ambassadors Donor Govt’s NGOs National military HCR UNICEF IGOs OSSOC UNDAC MEDIA

10 Global Capacity-Building ClusterGlobal Cluster Leads AgricultureFAO Camp Coordination & Camp Mgmt.UNHCR, IOM Early RecoveryUNDP EducationUNICEF, Save the Children Emergency ShelterUNHCR, IFRC Emergency Telecomm.OCHA (UNICEF, WFP) HealthWHO LogisticsWFP NutritionUNICEF ProtectionUNHCR WASHUNICEF

11 AIM of the cluster approach  High standards of predictability, accountability and partnership in all sectors or areas of activity  More strategic responses  Better prioritization of available resources

12 Terms of Reference for National cluster leads  Develop overall strategy for the response  Ensure that response is based on needs assessment and analysis  Coordination with national/local authorities, local civil society etc  Ensure Inclusion of key humanitarian partners  Establish appropriate coordination mechanisms  Facilitate participatory and community-based approaches  Attention to priority cross-cutting issues (vulnerable groups)

13 The Role of OCHA / UNDAC  Provide the HC with analyses on the humanitarian situation updates, analyses and trends  Report to Donors on priorities and funding requirements  Support the incoming relief teams though establishment of OSOCC and facilitate an effective information exchange  Support the National cluster leads -establish inter cluster coordination mechanism -ensure information management systems -ensure that cross clusteral issues are addressed

14 The Role of the EUCP-team  Facilitate the links between the relief teams from the EU-Member states and the OSOCC/Cluster leads  Liaison with teams sent by member states to provide practical assistance on the ground  Advice to the cluster leads regarding possibilities for support from EU-member states  Co-ordinate the practical issues relating to the provision of assistance once offers have been accepted

15 Disaster MIC Request MIC Response Yes/No Disaster Compiled offer MIC Selection MS All MS informed MS Availibility? Direct contact EU Community mechanism

16 On Site Coordination Within the EUOutside the EU LEMA EU team National Team LEMA OSOCC UN teamEU team UN team MIC OCHA

17 Emergency Response Units - ERUs  to put together highly qualified pre-trained teams and pre- packed sets of standardised equipment  to be deployed within 48hrs all over the world  if a situation necessitates high reaction and affected national societies eg. regional Federation deleagtions are unable to cope with the situation

18 ERUs in the Federation  Basic health care  Referral hospital facilities  Water and sanitation (3 modules)  Logistics  Relief  Information Technology and Telecomm. (6 modules)  Base Camp

19 Procedures HNS volunteers start working Country of Disaster Host National Society RC/RC Societies Alert, Appeal Request for assistance Relief goods Personnel Cash Federation Secretariat Geneva

20 ARC Haiti Assistance Disaster Relief Operation Deployement of ERU Mass Sanitation Module (MSM 20) Relief goods to IFRC / ICRC – through ARC E & S Restoring family links (ARC personnel seconded to ICRC) Deployment of bilateral delegates to IFRC and GRC field hospital Recovery Programme 3 year recovery programme with the GRC - rehabilitation of selected earthquake affected villages ________________________ ARC programme location: Leogane, west of PoP 20 Internationale Hilfe

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