1. UNICEF APPROACH TO EMERGENCY PREPAREDNESS: Emergency risk informed programming

2. General overview of UNICEF approach to preparedness
Both humanitarian and development organisation, working in 130 countries on 5-year country programmes of cooperation with Governments based on UNDAFs with an agreed results matrix
UNICEF undertakes specific activity planning in detailed rolling/annual workplans
Building capacities on preparedness requires a long term development approach and thus needs to be integrated in regular country programmes so that they become Emergency Risk Informed
The level of preparedness investment in country programmes will depend on the emergency risk exposure of the country

3. Emergency Risk Informed Country Programme: 5 years planning
Situation Analysis/
CCA
Country programme document/
UNDAF
Includes strategies/results on DRR & capacity development for preparedness (commensurate with level of emergency risk)
Includes assessment of emergency risks and related vulnerabilities and capacities (commensurate with level of emergency risk)
Country Programme Management Plan
Includes CO accountabilities and strategies to manage emergency & crisis risks including a minimum level of readiness for emergency/crisis response
Process that lays out steps in the programme cycle to ensure that CO regular programming addresses priority emergency risks
Enables integration of DRR, capacity development for CCCs, conflict prevention, peace programming into UNICEF country programmes
Supports harmonization of emergency/crisis preparedness planning (BC & security) and integrationi n UNICEF Country Programmes
Let us look at how to ensure that the Country Programme is emergency risk informed. The country programming steps of SITAN/CCA, UNDAF/CPD, CPMP, CPAP/UNDAP are known to all UNICEF staff : each one of them needs to consider emergency risk
SITAN/CCA needs to document the assessment of priority emergency risks in a given country, the specific vulnerabilities of children and women in light of these risks and the capacity of both duty bearers and rights holders to prevent, mitigate, prepare and respond to these risks. The assessment of emergency risks is critical to determine the type of intervention supported by UNICEF to address these emergency risks: there is no standard approach, this is very much based on the context: the type of intervention and resources devoted to DRR in Bostwana will greatly differ from those in Ethiopia.
The emergency risk assessment needs to answer the following questions:
What disasters pose the biggest risk, where are these disasters happening, and who is most vulnerable and therefore the most affected?
Why are these problems occurring? What are the underlying and root causes of the vulnerabilities which are leading certain groups to suffer from disaster risk
Who or which individuals and/or institutions have the duty to reduce these disaster risks?
What capacities are needed to address disaster risk, both for those who are being denied their rights through disaster vulnerability, and those who have the duty to address these problems
2. Based on the SITAN/CCA, the UNDAF/CPD will summarize the result of the emergency risk assessment and identify the strategies and results to be achieved during the programme cycle to address these risks.
3. The CPMP will determine the management commitments and strategies to address both emergency risks requiring UNICEF programming and crisis risks which could affect UNICEF and its staff in their capacity to deliver the country programme. It will need to clearly state the CO minimum level of readiness to respond to an emergency/crisis which will need to be endorsed by the RO.
4. The CPAP/UNDAP will further develop the strategies and especially the results to address emergency risks.
5. However similarly to UNICEF development programming the detailed planning with partners on activities aimed at achieving the country programme results will be undertaken through the development of rolling workplans and management plans and ensuing monitoring.
6. While the main objectives is indeed to mainstream emergency risk management in regular programming, to avoid the mainstreaming trap, the EWEA system will be used to support the performance monitoring of CO status of preparedness to respond to an emergency/crisis.

4. Situation Analysis
Critical questions for an emergency risk-informed Sitan a. Which significant hazards and threats pose the biggest risk to children and women? Where will these hazards happen? Who is the most vulnerable therefore the most affected?   b. Why are these hazards affecting the most vulnerable with such force? What are the underlying and root causes of the vulnerabilities?   c. Who or which individuals and/or institutions have the duty to reduce these risks?   d. What capacities are needed to address the most likely and highest impact emergency risks?

5. DIFFERENT USES of UNICEF EWEA system
Single platform for UNICEF’s emergency preparedness :
Analyse emergency risk to guide preparedness planning (« Early Warning »);
Monitor CO status of emergency response readiness (« Key Actions »);
Report planned and progress of preparedness activities included into annual/rolling workplans (« Preparedness »).
Document repository to support Early-Warning and Preparedness

6. EWEA AND THE ANNUAL WORKPLANNING PROCESS
IASC EWEA REPORT
ANNUAL WORK PLANNING
PREPAREDNESS PLANNED
UPDATED RISK ASSESSMENT
PREPAREDNESS PROGRESS
UPDATE KEY ACTIONS STATUS
UPDATE RISK ASSESSMENT
EXECUTIVE DIRECTOR’S DASHBOARD
ANNUAL REVIEW
4th quarter
IASC EWEA REPORT
MID YR REVIEW PLANNING
Mid- year
EXECUTIVE DIRECTOR’S DASHBOARD

7. No “1-size fits all”: Emergency Exposure Classification
Based on OCHA Global Focus Model with review from UNICEF Regional Offices
- For green countries (low exposure): Key Actions 1 to 10 are most critical
- For orange and red countries (middle to high exposure): all Key Actions are critical
Classification is based on OCHA’s Global Focus Model which uses the formula: Risk=Hazard x Vulnerability / Capacity. Final classification was reviewed by Regional Offices who proposed amendments based on their own assessment.
Good correlation of the global model with data available for past emergencies in the last 3 years

10. EXPORT TO MANAGER DASHBOARD
Key action score determines the level of emergency response readiness (high-medium-low) wich is extracted to the CO Manager’s Dashboard

12. UNICEF

13. THANK YOU! QUESTIONS?