Preparedness Checklists
Print this pageDisaster Response Preparedness measures for high-risk areas
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Planning
1. Update disaster response contingency plans and business continuity plans, based on a solid disaster risk analysis, including an analysis of cyclical and seasonal risks. Test these plans with simulations on a regular basis.
2. Actively seek to fill gaps in the plans, e.g. missing resources, skilled personnel, funding, and logistics material.
3. Undertake "lessons learnt" exercises to reflect on the emergency response to recent disasters, what went right, what could be improved or built upon, and what should be changed. Review best practices documentation on response to the particular hazards you are facing. Incorporate those "lessons learnt" and best practices into the various response plans.
4. Where possible, integrate general Disaster Risk Reduction concepts into ongoing programming, for example in the UNDAF process.
5. Decide on how needs assessments will be targeted, funded and organised, and how information will be collected and shared, in the aftermath of a disaster.
6. Ensure that Early Recovery programme staff are part of all planning exercises, and that where possible, disaster response plans are coordinated with developmental and reconstruction actors.
7. As part of planning, outline the coordination structure for disaster situations. As part of this, familiarise key actors and potential cluster leads with the *cluster approach.
Monitoring
8. Maintain contact with institutions in charge of natural hazard monitoring, assessment and early warning systems, such as meteorological, geophysical, oceanic and such services.
9. Set pre-determined criteria for triggering a reinforcement of disaster preparedness action, and for triggering the disaster response plans.
Operations and Logistics
10. Keep an up-to-date inventory of in-country logistical capacities and stock levels of UN system agencies
11. If possible, arrangements should be made to set up an emergency operations centre within existing UN facilities - a room with sufficient space, easily accessible, with good connectivity for telephone, IT, internet, radio communications, emergency power generator, and dedicated staff.
12. Ensure that radio communications equipment and mobile and satellite telephone gear (if available) is all operating properly and at hand for emergencies. A focal point (communications technician) should be appointed to operate and maintain these devices. Seek to link UN, NGO, Red Cross and Red Crescent movement, and national government communication systems to ensure that communications channels remain open should disaster strike.
13. Remember that mobile telephone networks will probably be saturated and unusable in the event of a disaster. Consider using group SMS messages for communications purposes.
14. Develop administrative, financial, and personnel procedures to be applied in the event of an emergency. Ensure that there is sufficient cash on hand to cover emergency expenses during high-risk periods.
15. With OCHA support, evaluate the regional availability of helicopters and other means of emergency transport; providers of emergency transportation for persons and supplies. Find out about the procedures to enter the country with logistical materials.
16. Take steps to safeguard UN offices, warehouses and vehicles during a disaster, including during any time of increased criminal activity that may follow a disaster.
17. Where necessary, support programmes to reinforce key transport infrastructure (e.g. strategic bridges and heliports) that may be critical for delivering relief goods post-disaster.
Emergency Personnel
18. Ensure that key operational staff remain in-country during periods of high-risk for seasonal and other disasters. Cancel leave plans if a disaster becomes imminent.
19. Know what backup resources (human, financial and stocks) are available on a regional and global basis, and know how to request them.
20. If necessary, maintain a contact list of potential translators for disaster response staff.
21. Take into account that some key staff members may not be able to come to the office in the aftermath of a disaster, especially if they rely on public transport. Make separate arrangements for their transport if necessary.
Staff safety
22. If such procedures are not included in the Security Plan, Resident Coordinators must make sure to develop, adopt and use emergency procedures applicable to United Nations personnel and facilities in case of disasters. Take into account the potential secondary effects of disasters e.g. cyclones may also cause flooding and landslides, earthquakes will have aftershocks, and volcano eruptions may be accompanied by lahars and poisonous gas emissions.
23. In consultation with UNDSS, consider evacuating dependants and non-essential staff, or accelerating vacation requests, at times of high disaster risk.
24. Ensure that agencies stockpile sufficient food, water, basic medicines and first aid equipment to ensure that basic staff needs are met during a disaster.
25. Ensure that all staff know what to do to prepare their families for a disaster, and what to do in the aftermath of a disaster. A staff member who is concerned about the safety his or her family will not be an effective emergency response team member.
26. Ensure that there are procedures for staff members to obtain counselling if this is required.
Coordination with authorities
27. Identify relevant legislation/procedures established by the host country for declaring a state of emergency or calamity due to natural disasters, as well as for requesting and receiving international assistance, if needed. This includes the identification of procedures to facilitate entry of international relief assistance into the affected country.
28. Review opportunities for capacity building with key national response actors and institutions.
29. Request information on the criteria that the host country will use for declaring an emergency and for issuing early warnings to the population. Note that only the national authorities are able to issue official early warnings. Assist with reinforcing early warning systems and evacuation plans where this is required.
Coordination with disaster response actors
30. Develop an up-to-date emergency directory of key contacts likely to be required during an emergency situation (governmental agencies responsible for emergency management, main diplomatic missions, international agencies and NGOs - at local, national, regional and global levels), as well as a list of UN in-country staff with disaster management skills.
31. Become familiarized with procedures for requesting mobilization of the United Nations Disaster Assessment and Coordination Team (*UNDAC).
32. If the country is earthquake prone, familiarise yourself with UN General Assembly Resolution 57/150 of 16 Dec 2002 on 'Strengthening the Coordination and Effectiveness of international urban search and rescue assistance' as in a major earthquake there will be large number of international urban search and rescue teams deployed, for which the UN is mandated through the UNDAC team to provide specialized on site coordination, reception and departure in assistance to the local authorities.
33. Review the documentation on the *Tools and Services that OCHA can provide to support disaster response.
34. Agree on when and where disaster response coordination meetings will take place, and on how disaster response actors will be notified of these meetings. Donors and Funding
35. Carry out negotiations at the local level with donors in order to establish quick-acting mechanisms for immediate access to emergency resources, on the basis of pre-agreed eligibility criteria for disaster situations.
36. Familiarise the country team with the procedures for developing a Flash Appeal, requesting an OCHA Emergency Cash Grant, and obtaining a grant from the Central Emergency Response Fund (CERF).
Media
37. Develop a media strategy for times of disaster, including designating spokespeople and clearance procedures for media stories. Consider embedding media into initial disaster needs assessment missions to assist with developing a closer relationship with key media at times of disaster - and thus reducing the potential for negative reporting.
38. Wherever possible, ensure that UN staff who may interact with the media have agency-specific clothing and media training.
39. If feasible, agree in advance with local radio stations to have airtime during the initial disaster response, to ensure that the affected population is aware of how the response effort is proceeding, which will assist in managing any expectation gaps that may arise.