IACP GAZA INTER-AGENCY CONTINGENCY PLAN September 2020 TABLE OF CONTENTS
Summary of scenarios...... 3
Planning assumptions...... 5
Scope of interventions...... 6
Emergency coordination structure...... 8
Annexes...... 13
Annex 1: Gaza Joint Coordination Management Team ToR...... 14
Annex 2: Gaza Emergency Coordination Centre - Staff Listing...... 15
Annex 3: Emergency Coordination Centre ToR...... 16
Annex 4: Joint Liaison Team ToR...... 17
Annex 5: Standard JCMT/ECC agenda – reporting format...... 20
Annex 6: Summary cluster/sector SOPs...... 21
Annex 7: IDP coordination structure...... 34
Annex 8: Shelter Management structure...... 35
Annex 9: IDP registration form...... 36
Annex 10: Assessment, Monitoring and Reporting Forms...... 39
Annex 11: Coordination template – infrastructure (ICRC)...... 40
Annex 12: Emergency stockpiles...... 41
Annex 13: Communications in Crisis...... 42
Annex 14: Resource mobilisation...... 45
Disclaimer: This is an internal document for the humanitarian community in oPt and should not be widely disseminated nor be published. INTRODUCTION
This plan aims to provide a common strategic planning framework for the Humanitarian Country team and humanitarian actors in the case of a large-scale emergency in Gaza. Included are: potential scenarios, their humanitarian and operational consequences, coordination and response provision. Response mechanisms for small-scale emergencies1 are not outlined in this plan. In such a situation, OCHA, in consultation with relevant clusters, may activate multi-sectorial Emergency Assessment Teams and decide on appropriate response arrangements.2
NOTE: Activation of the IACP is rather driven by caseloads of people in need of life-saving humanitarian assistance rather than by specific scenarios; consequently, it can be activated even if the situation does not match the scenarios. A case in point would be a natural disaster. As a relatively measurable target, the caseload of 10,000 new IDPs/ affected populations has been identified as requirement for the activation of the IACP. However, this is an estimation and much will depend on how the situation unfolds. Ultimately, it remains the prerogative of the HC to decide on the (non-)activation of the plan.3
1. Small-scale emergencies can be defined as a localized incident affecting certain communities in a given area (i.e. flooding, power outages, small-scale conflict). 2. Purpose, Trigger and Procedure of these teams are outlined in the SOPs for the Assessment Teams. Linked to the multi-sectorial assessment during small-scale emergency is the deployment of monitoring teams two weeks following an initial humanitarian response (see SOPs of the Monitoring Teams). Specific tools have been developed for that purpose, namely the Emergency Assessment Tool (EAT) and Emergency Monitoring Tool (EMT) - see small-scale emergency toolkit. The SOPs and tools have been developed by the Inter-Cluster Preparedness Team that conducts specific preparedness tasks and collaboratively works on strengthening preparedness capacity in Gaza. The set-up of this team was requested by the HC/HC. The Preparedness Team is chaired by OCHA and reports to the Inter-Cluster Coordination Group (ICCG). See TOR of the Preparedness Team. In addition, the health cluster has developed a 96-hours, incident-specific contingency plan that can be used to scale-up response to health-impacted emergencies, such as for the Great March of Return. 3. Also see paragraph on activation of the IACP as well as the timeline (see Section IV. Emergency Coordination Structure).
3 SUMMARY OF SCENARIOS4
EXTERNAL ESCALATION OF VIOLENCE 600,000 persons can occur, with most displacement from areas of military operations, areas close to the Scenario: Scenario: There are aerial and artillery strikes fence, east of Salah ad-Din road, the whole of northern against government offices, security positions and the Gaza, and significant parts of southern Gaza to main offices/bases of various Palestinian factions, including urban centres (Gaza City and Khan Younis) or to non- targeting within residential areas and of infrastructure urban areas. Damage to water, waste water, and power in Gaza such as bridges, roads and the power station. and communications systems will result in disruption Incursions by Israeli ground forces can occur throughout of public services and increased health hazards that the length of the Gaza Strip. Gaza may be divided into might affect all people in Gaza. Storage and distribution separated sections (east-west or north-south division). centres will be affected by military operations; stocks Israeli forces may re-occupy parts of the Gaza Strip for may be damaged or destroyed. The complete closure up to several weeks at a time. The ARA will be extended of the crossings preventing supplies, including fuel for further into Gaza along the north and eastern boundaries the GPP, or aid workers from crossing for a period of (beyond the current exclusion range declared by the days and intermittently for weeks and internal access Israeli authorities to be 100m). Palestinian armed groups difficulties will severely limit operations. Shortages will try to utilize offensive tunnels to infiltrate Israel and of a wide range of humanitarian supplies, but mainly indiscriminate rocket and mortar fire will affect southern food and water, will start to occur particularly after the Israel and other areas. A large-scale Israeli offensive 4 weeks. EOD capacity to address ERW contamination could be the result of or cause for internal violence and will be limited and will need to be strictly prioritized. In unrest in Gaza. addition, inability or challenges to contain and manage Access and operational implications COVID-19 may lead to a large-scale outbreak, which will Israel and Egypt intensify the closure on Gaza. Increased further complicate the response and add burden on an restrictions on the movement of goods (Kerem Shalom already fragile health system that struggles to cope with Crossing and Salah Al Din gate) and people (Erez the casualties and the regular caseload. Crossing and Rafah) can be anticipated. Access will be Priority needs:6 severely restricted within Gaza, particularly in the areas l Ensure treatment of the wounded and others in of military operations, which could expand to urban areas need of healthcare (chronic illnesses, ante-natal care west of Salah ad-Din road. An Israeli incursion would etc.). fragment the Gaza Strip and physically separate parts of l the Gaza Strip, increasing the need for decentralization Continue effort on COVID-19 containment: Rapidly of supplies. An imposition of curfews by Israeli forces in detect, accurately identify and promptly contain the areas under its control can be expected. Gaza could be spread. bi- or trisected into separated areas, most likely cutting l Protect populations trapped in conflict areas, northern Gaza and Gaza City off from the Middle Area especially women, children and PWDs. and South; people will head to central Gaza and pressure l Respond to internally displaced persons and other on urban centres is to be anticipated, as well as a push affected populationsSurge of EOD capacity and to non-urban areas. Extensive ERW is likely to impede mitigate the risk of explosive remnants of war access to sites or close UN premises until they can be (ERW) through preliminary risk assessments and cleared. 5 EOD capacity for Gaza will need to be surged. immediate threat mitigation measures. Impact: Military operations in densely populated areas l Carry out emergency food distribution and targeted will lead to significant civilian casualty rates throughout food assistance to the most vulnerable groups the conflict. Based on figures from “Operation Protective l Carry out NFI distributions to families whose homes Edge” there could be more than 2,500 fatalities and have been destroyed or severely damaged, ensuring more than 15,000 injuries requiring hospitalization. they respond to women's and girls’ needs (Dignity Internal displacement within the Gaza Strip of up to kits, clothing. etc.)
4. The Possibility to include another scenario on natural disasters was discussed, but has not been identified as a priority by the Preparedness Team, with the following justification: Floods are the most recurring natural disaster type in the Gaza strip, however, they do not require an activation of the IACP and can be handled with existing response capacities, including through the activation of cluster-specific response plans (such as WASH). The happening of a large-scale earthquake has equally been considered by the Preparedness Team, but the likelihood has been considered as very small. 5. See UNMAS’ ERW Risk Assessment Request Form (Annex 10). 6. The list of priority needs is not exhaustive, this will be informed by assessments and driven by decisions taken at ECC.
4 l Address the psychological impact on families,and and Salah Al Din gate. Certain areas might become provide emergency PSS especially to children and inaccessible due to tension between Palestinian factions. women. The UN may be targeted, resulting in further reduced l Repair critical infrastructure and utilities. access to the population. l Maintain key humanitarian missions’ access through Impact Erez and Kerem Shalom and within Gaza, and to Internal unrest and collapse will lead to service population that requires immediate humanitarian disruption and will result in an increase in casualties, assistance including civilians. The breakdown of law and order l Ensure deconfliction of critical humanitarian will lead to increased shortages and possible reductions locations in humanitarian assistance, severely impacting access l Maintain access of humanitarian goods and facilitate to services. Health and social protection systems will entry/exit of humanitarian personnel. be overwhelmed, which will further aggravate levels of insecurity for families and service providers. Any INTERNAL UNREST IN GAZA closure of the Israeli crossings will reduce/stop the provision of electricity; create food price increases and/ Scenario: Discontent with the ongoing blockade, but or shortages and lead to long waiting lists for the exit also increasingly with the de facto authorities and the of urgent humanitarian cases. This will have immediate continuing dysfunction of the local authorities can result and detrimental effect on livelihoods, resulting in an in internal unrest, violence and collapse of governance increased number of Palestinians requiring assistance. structures in Gaza. The de-facto authorities limit The closing of the crossings and the deteriorated security themselves to maintaining control inside Gaza, rather situation will decrease the UN and NGO’s ability to than ensuring basic governance and service provision deliver essential aid and supplies and existing stocks for the population. The isolation of Gaza continues, will be depleted (and are at risk of looting). Monitoring, combined with a rapid socio-economic deterioration, an reporting and responding to cases of human rights increasing governance vacuum and inadequate means violations will be hampered. ERW from internal conflict invested in basic service provision with a sharp increase and the storage of weapons and ammunition caches by in poverty and unemployment and further reduced militant groups will delay access to UN premises as they access to basic services. The level of desperation among will require clearance by qualified EOD operators. a significant portion of the population, particularly Priority needs: unemployed youthresults in internal break downs, riots, mass protest (including against the UN), increased crime l Ensure treatment of the wounded and others in and violent incidents, as well as more open, but limited, need of healthcare (chronic illnesses, ante-natal care challenges by other militant groups of the de facto etc.). authorities.The de facto authorities will respond with l Continue effort on COVID-19 containment: Rapidly severe crack-downs, thus further increasing frustration detect, accurately identify and promptly contain among the population. The PA, and some regional l Maintain key humanitarian missions’ access actors, will remain inactive in an attempt to accelerate through Erez and Kerem Shalom, and to population the collapse of Hamas’ control in Gaza and segments that requires immediate humanitarian assistance of the international community will further withdraw l Increased protection of civilians’ interventions, such aid (eg: budget cuts for key humanitarian actors such as psychosocial support, monitoring and reporting as UNRWA). Various factions, including the de facto l Carry out targeted emergency aid distributions to authorities could decide it is no longer in their interest to the most vulnerable groups uphold a ceasefire understanding with Israel, although a large-scale military escalation with Israel might be l Provide multisectoral GBV services (psychosocial, undesired. health, sheltering) to women and girls. l Sustaining minimal health and social services Access and operational implications provision/ prevent collapse. Israel and Egypt further tighten access restrictions on the l Support the continued service provision of critical movement of goods and people to and from Gaza. Israel utilities/facilitiesEOD call outs to ERW contaminated will close Kerem Shalom Crossing and Erez Crossing for sites several days at a time. Egypt will reclose Rafah Crossing
5 OUTBREAK OF EPIDEMIC/PANDEMIC order public transportation, restaurants, coffee shops, wedding halls, shopping malls, universities and schools The outbreak of an epidemic/pandemic, such as to suspend their services until further notice or until the COVID-19, which has already affected Israel and oPt, is outbreak is controlled.7 a realistic scenario. While a localized spread of a disease IMPORTANT: The IACP is not addressing how to will only impact a limited number of people and is prepare and respond to a disease outbreak such as expected to be contained, a larger spread of the virus will COVID-19. The response will be led by the Health make containment impossible and infect people much Cluster/WHO and trigger a stand-alone response plan.8 faster. In such a case, existing vulnerabilities will further The clusters and OCHA will feed into that plan to be exacerbated, and new vulnerabilities will emerge as address non-health related needs and carry out priority a result of lockdown measures, access restrictions, and responses across all sectors. The Health Cluster has other containment measures by the authorities. Cases developed an own contingency plan for oPt that details requiring hospitalization, especially those required ICU the required preparedness activities and response or specialized treatment, may pose a risk to quickly activities in different phases of the emergency. overburden the healthcare system. The authorities will
7. For a more descriptive scenario and its impact, please see the Health Cluster Contingency Plan for oPt – access here. 8. An illustrative example is the Inter-Agency Response plan to COVID-19 that was developed in April 2020 (access here). The plan is aligned with the Government of Palestine’s COVID-19 response plan and highlights urgent needs and response priorities by all clusters.
6 PLANNING ASSUMPTIONS OVERALL PLANNING ASSUMPTIONS Response Planning l UNRWA plans to assist 100,000 people in 52 In the worst-case scenario of a large-scale crisis, the designated emergency shelters (DES), as possible, following assumptions can be made: for a period of 30 days, irrespective of refugee/ l The entire population of Gaza will be affected IDP status. In addition, 11 PA schools which have (almost 1.9 million people), of whom 1.24 million been upgraded, which will be managed by UNRWA are refugees. This includes 910,200 females, 940,359 - upon request and as long as authorized by the males, and approximately 1 million under 18 years PA - and serve as shelters for an additional 40,000 old. IDPs. Additional UNRWA DES and PA school l Up to 600,000 of the population will be internally shelters may be opened as required. There will displaced. While at least one-third of IDPs may be a sequential opening of shelters, starting with reside with host families, an initial rush to schools UNRWA DES first. Government school shelters will is anticipated, as is a gradual move to informal serve as a back-up option. shelters. l All displacement contexts other than DES/ l Gaza will be bi- or trisected (north-south and/or government school shelters will be considered east-west) with pressure on urban centers. as urban displacement and Assessment and Monitoring Teams will be scaled-up as required l Communication is likely to be cut (internet and to assess and monitor the needs and delivery of phones), requiring emergency communications response in urban displacement settings. Assistance tools. will be provided to IDPs based on actual needs, l Access of people and goods from/to Gaza and and response is guided by the principle of equity of within Gaza will be severely constrained. service provision to all displaced persons regardless l EOD capacity will be severely limited of the displacement setting. l Up to 7,000 foreign and dual citizens will need l Sector-specific planning figures are listed below and evacuation. the scope of intervention both inside and outside l Escorts for life-saving and critical infrastructure DES on p. 7. repairs will be required, as will humanitarian pauses and corridors, early on. SECTOR SPECIFIC PLANNING FIGURES
Cluster Regular caseload Large-scale crisis Mid-scale crisis Small-scale crisis 577,036 students (grade 1-12) Part of the education system 67,000 kindergarten Some schools affected Education 361,533 affected, especially children (regular caseload) 80,385 higher education of school age Total: 724,4219 300,000 people (host families) 600,000 IDPs total, including: - 40,000 in PA shelters 100,000 in UNRWA DES - Additional 100,000-200,000 Food Security 1,050,000 400,000 cash assistance/CFW Regular caseload in need of assistance 8,463 animal breeders need fodder 35,235 small scale crop farmers need emergency inputs to save their farms Total: 1,050,000 – 1,650,000 15,000 war injured Health / 809,641 450,000-540,000 with chronic diseases 2,000 injured Regular caseload Nutrition Total: up to 555,000 Shelter & Up to 600,000 IDPs 1,000 – 10,000 newly Up to 1,000 newly affected 10,300 NFIs Total: 610,300 affected IDPs IDPS 650,000 IDPs (excluding regular caseload) 100,000-200,000 in need WASH 566,200 of assistance + regular Regular caseload Total: 1,212,200 caseload All civilians 254,000 need GBV interventions 250,000 children need psychosocial support and child Those civilians at risk of Those civilians at risk of Protection 808,596 protection interventions 1.9 million need ERW risk education protection concerns protection concerns 10,000 people need meaningful access to assistance and specialized interventions (including PwDs, elderly, etc.) Total: 1,900,000
500,000 L/month 500,000 L/month +/- 120 Fuel / Energy 800,000 to1.5 million L/month depending on GPP functioning Up to 1 million L/month +/- 120 installations installations
9. The assumption is that all educational activities will need to be suspended. The mentioned number indicates the total population in need of education. 7 SCOPE OF INTERVENTIONS
The below outlines the planned response by each sector l Assessment and Monitoring Teams can be scaled (excluding UNRWA) in DES/schools shelters as well as up to assess and monitor the needs and delivery of outside of those, in line with above-mentioned planning humanitarian response. A total of 60 humanitarian assumptions. To be noted that cluster response inside staff have been trained on the EAT and EMT tools. UNRWA DES is not foreseen10, but clusters may be l A mobile application has been developed by called for support if required and advised by UNRWA. OCHA/Oxfam to support communication with In addition, clusters may deliver assistance inside PA- displaced people. The application is synchronized managed school shelters. If no assistance within DES/PA with the unified IDP platform to ensure two-way communication between IDPs/communities and school shelters is required, cluster-response will focus on humanitarian partners. It is available on both Apple urban displacement (= Outside DES/school shelters). Store (Iphone) and Play store (android). l Cash and voucher assistance (CVA) to be considered For humanitarian response to populations in urban across all planned responses, especially outside DES/ displacement settings, the following overarching schools shelters, in the immediate and medium-term response arrangements are in place: aftermaths of the emergency. Multi-Purpose Cash l A contact list of active NGOs/CBOs providing life- Assistance (MPCA) is recommended as quick and 11 saving services in the Gaza strip. flexible support, to be potentially complemented l 200 Volunteers will act as community focal points for by sectoral cash for specific cases. The Minimum the humanitarian system. They have been identified Expenditure Basket (MEB) endorsed by the Cash and trained on the IDP Unified Registration Form Working Group (CWG) provides a specific option in municipalities across the strip. An additional for MPCA Transfer Values in emergency situation 300 staff from the community have been trained on (878 NIS). various humanitarian assessment tools.
10. With the exception of the Food Security Sector. WFP will coordinate with UNRWA the response within UNRWA DES (see Annex 6: Sector SOPs). UNRWA should give advance warning if support is required in any sector within one month. 11. This list is part of a mapping exercise of Humanitarian Lifesaving Services in the Gaza strip, conducted by NRC between March 2018 and March 2019. For more information, see here.
Cluster/ Inside DES/school shelters12 Timeline Outside of DES/school shelters Timeline Potential gaps sector Education Communicate the decision on activation of Day 1 to end Regular programming: continue education ongoing Activities for KGs DES/school shelters where possible and higher education Recreational and psychosocial activities in Day 4 to end Emergency assistance: recreational and Day 4 to end students – 147,385 coordination with CP AoR psychosocial activities in coordination with people CP AoR Provision of distance learning (e-learning etc.) Hand-over and rehabilitation of schools Within 2 Re-opening of schools Within 2 weeks weeks of after crisis hand-over Provision of educational materials, distance Post crisis Provision of educational materials, distance Post crisis learning, PSS and remedial activities learning, PSS and remedial activities Total: 140,000 – 340,000 Total: 160,000 – 360,000 Food Food assistance inside DES/school shelters Day 1 to end Regular programming: regular food and ongoing Cash-for-work for Security (UNRWA&WFP), including ready-to-eat meals voucher programmes (1,050,000 people) shelter management in and fresh foods non-UNRWA DES; cash- Emergency assistance: Food assistance (FSS, Day 1 to end based interventions incl. WFP) to restore livelihoods (375,0000); lack of Cash assistance Day 1 to end fodder (3,000 tons), Animal fodder delivery (3,000 tons) Week 1 to post other FSS partners not crisis included and provision Agricultural emergency inputs Upon shortage of cooked meals TBC to post crisis Total: 140,000 – 340,000 Total: 460,000
12. Efforts will continue to identify appropriate non-school shelter solutions in order not to minimize disruption to the education process.
8 Health / Maintain functionality to the extent possible Day 1 to end Regular programming: maintain functionality Day 1 to end Lack of resources to Nutrition of PHCs of PHCs manage epidemiologic Initiate update of health facility and mobile Day 1-3 Emergency assistance: Support provision and Day 1 to end outbreaks, drugs to clinic databases and early warning and accessibility to emergency and basic health cover chronic disease response mechanisms (MoH) services patients, rehabilitation interventions, Monitor social determinants Day 1 to end Emergency referral services, support triage Day 1 to end especially for Provide health awareness sessions, first aid Day 4 to end physically disabled training and injured persons. Monitor social determinants and public Day 1 to end health concerns Integrate PSS in primary health care Day 4 to end Total: 140,000 – 340,000 Total: 110,000 – 400,000 + 15,000 injured Shelter & Distribution of NFIs including female hygiene Day 1-3 Regular programming: continue transitional ongoing up to 460,000 outside NFIs kits shelter support of DES/school Distribution of cleaning supplies, hygiene/ Day 4-7 Emergency assistance: information gathering Day 1 to end shelters. Inability baby kits to move outside of DES/ school shelters. Assessment on re-distribution of initially Week 1 to Distributions to informal shelters or host Week 1-4 Inability to verify provided items, distribution of lamps and end families by local organizations, MOSD etc information electrical sockets, kitchen sets and jerry cans Response to 100,000 in collective centres, Post crisis Distribution of ICRC HH kits for destroyed Week 5 and partitioning of space houses distribution of Shelter NFIs including post crisis nylon, tarpaulin and sealing off kits Total: 140,000 – 340,000 Total: up to 460,000 WASH Provision of drinking and domestic water Day 1 to end Regular programming: 566,200 receive WASH Pre-positioned stocks assistance can assist 200,000 - Provision of hygiene items/hygiene promotion / Day 4 to end Emergency assistance: Securing quantity and Day 1 to end potential gap: 450,000 community activities quality of minimum standards water supplies people (consider CVA for access) Access to basic sanitation facilities Day 1 to end Access to basic sanitation facilities Day 1 to end Provision of hygiene items/hygiene Day 4 to end promotion /community activities Solid waste management and vector control Week 1 to end Maintenance of key infrastructure Infrastructure repair, vector control, Post crisis completion of strategic infrastructure, regular WASH promotion Total: 140,000 – 340,000 Total: 826,200 Protection UNRWA: use of regular reporting mechanism Regular programming: PA shelters: Activation of shelter protection Day 1-3 Emergency assistance: documentation of IHL Day 1 to end committees/governorate protection focal violations, protection situation monitoring points Monitoring of gender-related protection Day 1 to end Fatalities tracking and monitoring Day 1 to end concerns/accountability Emergency PSS and counseling, emergency Day 1-3 Broadcasting of ERW messages, prevention Day 1 to end protection services and emergency referrals if of family separation, protection concerns/ security situation permits IHL, safety during mass movements and evacuation, COVID-19 related messaging Dignity, hygiene, reproductive health, and Day 1 to end Emergency PSS and counseling (women and Day 1-3 special need NFIs children), and child protection emergency services/supplies Remote counselling and helplines, Structured Day 4 to end Governorate protection focal points support Day 4 to end PSS (women and children), emergency child protection referrals and provide case protection services, youth peer support as management if security situation permits required Assess capacity to establish friendly spaces Day 4 to end Dignity, hygiene, reproductive health, and Day 4 to end and/or provide recreational kits including special need NFIs guidance for children ERW risk education Day 4 to end Key infrastructure sites cleared, distribute Day 4 to end ERW materials Referral for assistive devices for elderly & Day 4 to end Mobile clinics to reach isolated/vulnerable Day 4 to end persons with disabilities communities with sexual/reproductive health services, GBV and PSS as the situations allows Training of educational staff on psychosocial Post crisis Referral for assistive devices for elderly & Week 1 to end support, non-violence detection and referral of persons with disabilities trauma, and Child Protection identification and referrals Provide structured PSS, case management and Post crisis Remote counselling and helplines, Case Week 1-post protection referrals management/referrals for child protection crisis and Youth peer support conduct education and Week 1 to end PSS Legal aid (IHL, HLP, GBV, family disputes) Post crisis GBV Case management and protection Post crisis referrals, structured PSS for women and girls Total: 140,000 – 340,000 Total: as required
9 EMERGENCY COORDINATION STRUCTURE13
13. This chart does not include individual actors’ operations rooms, set up to organize their respective operations. These organizations provide input relevant to the overall coordination of the humanitarian emergency response through the cluster system and/or directly to the Emergency Coordination Centre, which absorbs the Inter-Cluster Coordination Group (ICCG) functioning in non-emergency times. The JCMT in Jerusalem and Gaza are reduced versions of the Humanitarian Country Team and the (Area) Security Management Team and derive their authority from these bodies. Online modalities will be envisaged as required.
10 GAZA COORDINATION STRUCTURE of the IACP for scenario 1 - the most likely scenario - with actions to be taken within the first 72 hours at the In the event of a contingency the principle of proximity onset of a crisis, is attached below. will be applied, meaning that decisions will be taken and Gaza Joint Crisis Management Team (JCMT) – actions should be implemented and coordinated at the strategy level: most localized operational level available, where risks, vulnerabilities and needs are addressed as relevant. The Gaza Joint Crisis Management Team (JCMT) works Given the context of Gaza, where access can be a major at the strategy level and is responsible for initiating and obstacle to deploying emergency response resources, directing the response in the conflict area and organizing it is essential to ensure that there is sufficient decision- humanitarian relief in support of the Principals’ making and response capacity to respond. This requires objectives. The JCMT reports to the Principals’ level and functional integration and to the extent possible physical is directly supported by the Joint Strategic Liaison Team co-location of the various emergency response actors. at COGAT HQ in Tel Aviv. The relevant emergency structure and the physical co- The Gaza JCMT consists of the Area Security Coordinator, location requirements are summarized below, complete ECC Manager (OCHA), UNRWA Director of Gaza terms of reference for each of these are in annex. Operations and the UNDSS Deputy Security Advisor. UNRWA provides assistance to the Palestine The JCMT will meet in person when the situation refugees, defined as “persons whose normal place of allows, but alternative arrangements will be made in the residence was Palestine during the period 1 June 1946 event part of the JCMT is located in UNRWA and part to 15 May 1948, and who lost both home and means of in UNDP. For extreme situations, a direct hotline will livelihood as a result of the 1948 conflict.” The descendants be established to the IDF Southern Command from the of Palestine refugee males, including legally adopted ASC. children, are also eligible for registration. UNRWA Tasks: services are available to all those living in its areas of l The JCMT makes go/no-go decisions based on the operations who meet this definition, who are registered prevailing security conditions and the acceptable with the Agency and who need assistance. Across five risk model within the confines of the Security fields (Gaza, West Bank, Syria, Lebanon and Jordan), Framework of Accountability; some 5 million Palestine refugees are eligible for UNRWA l The JCMT assures that coordination is in place to services. In Gaza, UNRWA operates through more than connect UNRWA and Cluster programmes and 11,000 staff in over 200 installations across the Gaza activities at the decision making levels; Strip, UNRWA delivers education, health care, relief and l The JCMT will convene at regular intervals social services, microcredit and emergency assistance during the day to assess the situation, determine to 1.26 million registered Palestine refugees. To the humanitarian needs and state priorities, which can extent feasible, UNRWA maintains its core services, in be instructed and/or communicated to the Joint cooperation with the cluster system, during times of Liaison Coordination Teams (JLT) at Erez CLA and crisis and has planned to provide emergency assistance COGAT, the Emergency Coordination Centre (ECC) to 100,000 IDPs in designated emergency shelters (see and other parties, as appropriate; and above). While being the largest actor in Gaza, UNRWA works within the framework of and in line with the l The JCMT reports back to the Jerusalem JCMT/HC/ humanitarian priorities defined by the cluster system HCT and DO twice a day (or as often as required) established in Gaza, and oPt more broadly. following a standard template (written format at the start of the day and short teleconference at the end Activation of the day).14 The HC, upon recommendation of the joint crisis Gaza Emergency Coordination Centre (ECC) – management team members, will activate the below coordination level: structures and send a written message to humanitarian actors in oPt to this effect. Subsequently, OCHA will The Emergency Coordination Centre (ECC) is communicate with the Emergency Coordination Centre responsible for coordinating and facilitating inter- members. agency humanitarian action on the ground between UN actors, national and international organizations The activation of the IACP is rather driven by caseloads and local authorities. The ECC is to provide one single of people in need of life-saving humanitarian assistance hub for coordination in the event of a crisis in Gaza, rather than by specific scenarios; the caseload of 10,000 where clusters and agency representatives will meet new IDPs/affected populations has been identified as to coordinate the humanitarian response, a strong full- requirement for the activation of the IACP. However, time DSS and UNRWA liaison presence is required. The this is an estimation and much will depend on how the ECC is represented at the JCMT (strategic level) and is situation evolves. A timeline for the possible activation
14. Staff not involved in the humanitarian response could support this function during the emergency. 11 12
TIMELINE FOR THE POSSIBLE ACTIVATION OF THE GAZA INTER-AGENCY CONTINGENCY PLAN (SCENARIO 1) PROCESS FLOW CHART
Incident EMERGENCY PHASE
AVAILABLE TOOLS:
• Small Scale Emergency Toolkit. - Collection of initial information - Monitoring the situation • Inter-Agency Contingency Plan. - Agency-specific initial rapid deployment Within 24 hours • CwC Toolkit.
• IDP response toolkit.
• Specific Clusters Contingency Plans. - Gaza ICCG Meeting • Information Management Emergency Toolkit. - HCT Meeting to be convened in Jerusalem Within 48 hours
Within 72 hours Decision to be taken at HCT level in coordination Option 1 with ICCG Option 3
Option 2
- Medium-level Escalation with certain humanitarian impact: - Large-level escalation with big - Low-level Escalation with between 1,000 and 10,000 IDPs humanitarian impact: more than limited humanitarian impact: less - Situation remains unpredictable 10,000 IDPs than 1,000 IDPs - HC declares emergency - Ceasefire in sight ➔ NO ACTIVATION OF IACP ➔ Potential Deployment of EAT ➔ ACTIVATION OF IACP ➔ NO ACTIVATION OF IACP ➔ Cluster-specific response ➔ Activation of ECC and other ➔ Potential Deployment of EAT ➔ Continuous situation coordination bodies and switch to ➔ Cluster-specific response monitoring (switch to option 3 if emergency work-mode situation deteriorates) directly supported by the Joint Coordination Liaison Tasks: Team at CLA Erez. l Responsible for sector/agency operations The ECC is led by OCHA and consists of Gaza cluster coordination, implementation and implementation coordinators, Representatives of Cluster Lead Agencies monitoring; and (in high risk situations only PC1), AIDA, PNGO, in l Clusters/sectors and humanitarian actors work in addition to liaison focal points from both UNRWA and accordance with their sector specific contingency MOSD. ICRC and PRCS will serve as observers, and plans and SoPs. DSS, ACU and UNMAS will be advisors. The ECC will l Clusters/sectors will ensure cross-cutting issues such physically be located at UNDP, but will meet virtually as gender, age and disability are duly discussed and depending on situational requirements. addressed through the implementation of sector Tasks: specific contingency plans and SoPs l The ECC assures that response coordination is in The WFP-led logistics cluster will be re-activated if place between response providers; approved by the Emergency Relief Coordinator, as l The ECC carries out incident tracking, data needed, to facilitate relief item transportation and management, reporting and assessment coordination (see Annexes 4 and 6) coordination; Gaza Emergency coordination and operations– l The ECC will convene once a day (or as often location – UNDP (current capacity)16 as required) to assess the operational situation, At minimum, the ICCP seeks co-location of coordination determine humanitarian needs and advise on structures, particularly the JCMT and ECC. The co- priorities, which are communicated to the JCMT location also of operations rooms of both UNRWA and the JCLT at CLA Erez and operational partners, and other ECC members will result in significant as appropriate; and improvements in the coordination of the humanitarian l The ECC Manager represents the ECC at the JCMT response.17 The ECC and the Gaza JCMT will be located and reports back to the ECC as often as required. at UNDP. All personnel providing information to the ECC, At the UNDP compound, the Gaza JCMT (strategy) including clusters/sectors, are responsible for verifying and ECC will co-locate to carry out core coordination and ensuring the accuracy of this information. functions, as described above. This is supplemented by the operational hubs of individual UN agencies, as Gaza Operational level: well as back-up absorption capacity for operations of The Operations level consists of all UN actors,15 personnel local authorities and NGOs represented in the ECC. and assets, as well as local authorities and implementing UNRWA will maintain its own central operations room NGOs and CBOs. These actors will function through the at the UNRWA Gaza Field Office. The core coordination existing cluster system and the established links with functions plus the operational functions co-located at the line ministries. The cluster leads should ensure a UNDP currently accommodate approximately 110 staff full inclusion of gender focal points in the operational working on the premises under the following conditions: response right from the onset of the crisis to ensure that gender considerations are duly addressed. Space: Actors will operate agency specific operations rooms, l One operations room that can accommodate 30 as required. Physical co-location of the UNRWA central people; (all core ECC requirement) operations room and operations of the other ECC l Office space for approximately 110 people; (of which members in one location is preferable but not currently 30 staff are core ECC requirement) feasible. The operational level reports back to the ECC l Two separate smaller meeting rooms for government/ through its sector/cluster or agency representatives. authorities and cluster meetings; (both core ECC Area operations centres are established to facilitate requirement) decentralized operations and response. UNRWA area l Accommodation for international staff, up to 30; (of operations rooms are coordinated by the Chief Area Staff. which 15 staff are part of the core ECC requirements) The cluster area coordination (such as area/governorate l Emergency accommodation/shelter for national staff focal points) structure will be linked to UNRWA area members in case staff are unable to move; (of which operations. 15 staff are part of the core ECC requirements)
15. In high risk situations, only those UN agencies with programme criticality 1 activities (PC1). 16. These requirements are only valid as long as the UNDP building serves as the location for emergency coordination. 17. It is important to note the distinction between operations centres and coordination centres. The emergency coordination centre is where the inter-agency response is coordinated. Operations centres are where the operations of an agency are coordinated and implementation overseen. 13 l Ability to set up emergency communications; (core NATIONAL EMERGENCY COORDINATION ECC requirement) STRUCTURE (JERUSALEM) l Video conference, internet, telephone and Joint Crisis Management Team (JCMT) Jerusalem – administrative (printers, etc) facilities available. principals’ level: Continuous energy supply; (core ECC requirement) The Humanitarian Coordinator will lead a Joint Crisis l Cooking and hygiene facility for 75 people (sufficient Management Team (JCMT) based in Jerusalem to support showers/toilets, etc); (of which at least 30 staff are core strategic decision-making at the principals’ level, resource ECC requirement) and food stocks mobilization, advocacy and external communication l Safe parking space for vehicles, including 25 armoured efforts. The JCMT will be composed of UNSCO, OCHA, vehicles (core ECC requirement); and UNRWA, DSS, and UNDP. Additional agencies such as l Emergency coordination complex and family WFP can be included in JCMT for specific coordination sheltering space are separated from each other. issues if required. The HC him/herself may be physically Access: be located in Gaza. l UN national and international staff, can be present The HC and the JCMT will report back to the HCT. 24/7 for work purposes; (of which 30 staff are core ECC requirement) LIAISON WITH ISRAELI AUTHORITIES – JOINT LIAISON TEAMS (JLTS) l NGO national and international staff, can be present 24/7 for work purposes; (of which four staff are core Joint Strategic Liaison Team (JSLT) Tel Aviv ECC requirement) A Joint Strategic Liaison Team (JSLT) will be activated to l Local authorities will be allowed access during working act as liaison primarily between the UN principals and hours (7.00-19.00 as a proposed timeframe but, 24/7 if COGAT but also to support the UN and humanitarian needed); (up to 10 would be core ECC requirement) actors at the coordination and operational level. Liaison l UN and NGO international staff will at all times be with COGAT focuses on strategic issues, beyond the next able to sleep in the emergency coordination complex; 72 hours and/or that involve Israeli entities operating and (of which at least 15 staff are part of the core ECC outside the immediate area of the contingency e.g. MFA, requirements) Customs. l National UN staff and their families will be The JSLT is coordinated by UNSCO and will be further accommodated at the UNDP site. comprised of OCHA, UNRWA, ACU and WFP/Logistics Administrative support to the ECC core functions (30 Cluster and will be located in Tel Aviv, as required. people): Additional agencies can be included in JSLT for specific coordination issues if required. UNDP has agreed to provide administrative support at the UNDP building for the ECC.18 This administrative support The JSLT will monitor and flag issues that need to be includes: escalated will to the UN principals’ level. These are issues that resort under the direct mandate and accountability l Secretariat support, including meeting scheduling, of the UN principals (Special Coordinator, Resident and ECC note-taking/message delivery; Coordinator, Humanitarian Coordinator, Commissioner l Reception and access control services; General UNRWA and/or Designated Official for Security) l Logistical support, including parking arrangements, that cannot be represented or addressed at coordination staff movement, emergency stock management, level. provision of NFIs, organizing sleeping arrangements, Joint Coordination Liaison Team (JCLT) Erez and the use of pooled resources; A Joint Coordination Liaison Team (JCLT) will be l Staff to provide meeting and conferencing support, activated to act as liaison primarily between the UN and including scheduling, meeting supplies; humanitarian coordination and operational levels and l IT support; Erez Coordination and Liaison Authority (CLA). The JCLT l Security support, including headcounts, coordination will directly support the activities of the UN agencies of the warden system, activating emergency funds and programmes and humanitarian actors at the procedures; coordination and operational level. l Registrations support, including registration of staff The JCLT will be coordinated by OCHA and will be further and dependents’ arrivals; and comprised of DSS, UNRWA and ACU and will be located l Cleaning, sanitation, and as required, catering 24/7 at CLA Erez. support. Liaison by the JCLT focuses on operational and technical The UNSCO compound will not be functional during a issues, in the next 24 hours and deal with Israeli entities crisis. operating within the immediate area of the contingency e.g. 14 18. Based on the support provided by UNDP. operational units of IDF Southern or Central Command. Governorate and municipal operational coordination Additional agencies can be included in JCLT for specific At the operational level, coordination will take place coordination issues if required. with the governorate and/or district level representatives of line ministries. Area operations rooms will liaise with LIAISON WITH PALESTINIAN AUTHORITIES municipal level emergency operations and local utility providers. Municipalities will be involved in needs Palestinian National Authority assessments. The Palestinian National Authority has designated the Ministry of Social Development (MoSD) as the focal LIAISON WITH OTHER ACTORS point for the humanitarian community. It is anticipated that MoSD will establish a national emergency centre Palestine Red Crescent Society also in the event of a crisis in Gaza. Exact ToRs and The Palestine Red Crescent Society (PRCS) and the representatives to this centre have yet to be clarified. International Committee of the Red Cross (ICRC) are However, it is likely that the MoSD-led national part of the Emergency Coordination Centre and the emergency centre will play an important fundraising, operational response. The PRCS will provide life-saving funds transfer and public advocacy role. A strong link services and will also take part in the response to IDPs with the relevant authorities in Gaza is required to come outside of shelters in coordination with the relevant to a common and accurate understanding of the priority actors. ICRC’s priority are IDPs inside the PA-managed needs and interventions and to ensure effective response school shelters, for this the ICRC maintains a contingency modalities. An OCHA liaison person will be attached to stock of 5’000 IDP kits. Support to IDPs outside the the national emergency centre. Relevant line ministries shelters may also be considered in exceptional cases. will also establish their own operations rooms, most The ICRC will support its operational partners PRCS, notably the Ministry of Health. PCD by sharing physical locations and their life saving Gaza authorities movements, and critical movements for CMWU, PWA, GEDCO and the Gaza Power Plant. In addition, the Central Emergency Committee ICRC will implement activities as specified in its own The ECC will liaise with the Central Emergency contingency planning. Escort support will be provided Committee in Gaza, headed by the Ministry of Local by the ICRC with support from UNRWA, other HCT Government and/or the Higher Council for Civil Defence members will not provide escort support. (if activated). The ECC manager will report back to the Central Emergency Committee and the JCMT on issues Funding related to the operational situation, humanitarian needs, The emergency window of the Humanitarian Fund priority setting and response coordination. The WASH will be immediately accessible (up to US$4 million) for Cluster’s government counterparts will be the Palestinian humanitarian partners responding to the emergency. Water Authority (PWA) and the Coastal Municipalities CERF and the Flash Appeal processes will be coordinated Water Utility (CMWU). by OCHA and ECC members, with a Flash Appeal In addition, a direct link will be made with the Ministry launched within 72 hours. The Flash Appeal will be joint of Social Development with regard to the coordination of for all actors and no other appeals will be released prior. the response to IDP situations. A member of MoSD will sit in the ECC. In an emergency, school administration will be handed over from Ministry of Education (MoEHE) to MoSD. The responsibility for maintaining neutrality at government schools is with the government.19 Coordinates of government schools used as shelters will be provided to the Israeli authorities.
19. UNRWA is responsible for maintaining the neutrality of the UNRWA DES. A written agreement with the relevant authorities confirming the responsibility of the government to maintain the neutrality of schools used as DES is required. A draft agreement is under discussion with MoSD since March 2019 with little progress so far.
15 ANNEXES
1. Gaza JCMT ToR
2. ECC Staff List
3. ECC ToR
4. JCLT ToR
5. JCMT/ECC standard agenda - reporting template
6. Summary cluster SOPs
7. IDP coordination structure
8. DES management
9. Unified IDP registration form
10. Assessment, Monitoring and Reporting Forms & other Tools
11. Coordination template (ICRC)
12. Emergency stockpiles
13. Communications in crisis
14. Resource mobilization
16 ANNEX 1: GAZA JOINT COORDINATION MANAGEMENT TEAM TOR
Under the United Nations Crisis Preparation and person and at a minimum, at the start and end of each Response Mechanism a Gaza Joint Crisis Management day. Team (JCMT) will be activated during a contingency. The JCMT will report back to their principals and JCLT The Gaza JCMT is designed to make rapid decisions on and JSLT after each meeting either via teleconference or security and humanitarian aspects of an emergency. At a written report. the strategic level, they are responsible for initiating and directing the humanitarian response in the emergency GAZA JCMT TASKS: area and organizing humanitarian relief in support of the objectives of UN principals (Special Coordinator, l Making go/no-go decisions based on the prevailing Humanitarian Coordinator, Commissioner General security conditions and acceptable risk model UNRWA and/or Designated Official for Security). The within the confines of the Security Framework of JCMT reports to these principals and is supported by Accountability; the Joint Coordination Liaison Team (JCLT) based in Tel l Considering requests for UN escorts and where Aviv and if required by the Joint Coordination Liaison approved allocating resources; Team (JCLT) based at Erez CLA. l Advising principals on the parameters required for humanitarian pauses or corridors; The JCMT consists of the Area Security Coordinator, l Liaison and contact with local authorities; UNRWA Director of Gaza Operations, the ECC Manager l Provide policy recommendations to principals i.e. (OCHA) and the UNDSS Deputy Security Advisor in modifications to the scope of operations, relocation Gaza. Additional agencies can be included in JCMT if of staff, access restrictions, protection of civilians, required and staff not involved in the humanitarian IHL violations etc.); response could support the JCMT function during an l Reporting on attacks on UN and humanitarian emergency. installations or personnel; GAZA JCMT COORDINATION SCHEDULE: l Identifying and requesting external resources to address staff and capabilities gaps; Situation dependent, the JCMT will convene at regular l Assures that coordination is in place to connect intervals during each day to assess the situation, UNRWA and Cluster programmes and activities; and determine humanitarian needs, assign priorities and l Update the HCT and SMT as required. ensure that these activities can occur given the security situation. Preferably these meetings should occur in
17 ANNEX 2: GAZA EMERGENCY COORDINATION CENTRE - STAFF LISTING (AUGUST 2020)
Serial Name Email Telephone Function Status
1 Noel Tsekouras [email protected] 0592911047 Head of OCHA Gaza Sub-Office/ ECC Manager Chair
2 Hamada Al Bayari [email protected] 0599675625 Humanitarian Affairs Officer OCHA Member
3 Abdelnaser Soboh20 [email protected] 0599671088 Head of WHO Office Gaza Member
4 Mohammad Marouf [email protected] 0594040319 Health Cluster Coordinator Member
5 Joyce Gachiri [email protected] 0599674391 Head of UNICEF Office Gaza Member
6 Yasser Nassar [email protected] 0598934713 WASH Cluster Coordinator Member
7 Baha Al Shatali [email protected] 0598934719 Education Cluster Coordinator Member
8 Neil Tobin [email protected] 0599914111 Head of OHCHR Office Gaza Member
9 Said Al Madhoun [email protected] 0597444158 Protection Cluster Coordinator Member
10 Hozayfa Yazji [email protected] 0595988823 Gaza Area Manager Member
11 Iyad Abu Hamam [email protected] 0597077233 Shelter Cluster Coordinator Member
12 Rula Khalaf [email protected] 0598592572 Head of WFP Office Gaza Member
13 Rafael de la Sota [email protected] 0595988844 Head of FAO Office Gaza Member
14 Anas Musallam [email protected] 0592030026 Food Security Sector Coordinator Member gaza.coordinator@ 15 Muneer Mortaja 0595500940 AIDA Coordinator Gaza Member aidajerusalem.org 16 Amjad al-Shawa [email protected] 0599401297 PNGO Director Gaza Member
17 Corneliu Musinschi [email protected] 0595915078 Field Security Coordination Officer UNDSS Advisor
18 Hideyuki Ando [email protected] 0594205031 Access and Liaison Specialist ACU Advisor
19 Bridget Forster21 [email protected] 0546773178 Programme Manager UNMAS Advisor Liaison Focal 20 Riyad Al Bitar [email protected] 0599310301 Ministry of Social Development Focal Point Point Liaison Focal 21 Amal Jaber [email protected] 0597920670 Emergency Preparedness Officer - UNRWA Point 22 Diana Stoecklin [email protected] 0599607499 Deputy Head of ICRC Sub-Delegation Gaza Observer
23 Bashar Murad [email protected] 0599251117 Head of PRCS Office Gaza Observer
20. A. Soboh is the designated Health Cluster Coordinator but currently also acting as WHO Head of Gaza Office. Once the new WHO Gaza HoO is appointed, A. Soboh will take the role of the Health Cluster Coordinator in the ECC instead of M. Marouf. 21. If physical presence in Gaza is required, Sana Ulliyyan (UNMAS Support Services Senior Officer) will cover until September 2020. Her contact details sanau@ unops, 0595912980. .
18 ANNEX 3: EMERGENCY COORDINATION CENTRE TOR Area of Responsibilities Activities under area of responsibility Focal point responsibility Determine personnel/ composition for ECC Ensure ECC role and ECC preparedness composition are understood Facilitate organization of resources to enhance ECC effectiveness ECC manager and facility is equipped Ensure contact list for ECC is in place
Assign personnel to functions/ main areas of responsibility and supervise
Develop work plan for the coordination
Conduct ECC internal meetings and briefings Effectively manage the ECC ECC management Ensure proper reporting and coordination updates to JCMT ECC manager during crisis Advise JCMT on the need for additional resources including ensuring communication means are functioning Ensure coordination with operations centres – local authorities
Plan/ execute effective handover of ECC responsibilities
Ensure inter-agency coordination efforts across clusters/sectors Identify operational priorities, gaps, duplication and bottlenecks per cluster/ sector Carry out response monitoring and provide response updates Ensure effective cluster and Cluster/sector ECC coordination sectoral coordination FPs Identify cluster/sector resource and capacity gaps
Provide up-to-date input for reports, funding appeals
Carry out inter-agency assessments Ensure unfettered Provide access support to for UN agencies, NGOs, diplomatic missions to humanitarian access for increase movement of staff and materials humanitarian staff and goods Liaise with local actors at relevant crossings to ensure they remain open at crossings/CPs Negotiate with crossings’ staff for the evacuation of INGO staff and support ECC access Support evacuation of INGO ACU convoy arrangements staff and of foreign/dual Arrange logistics for evacuation of foreign/ dual nationals and residents as nationals and residents requested by diplomatic missions Serve as UN Civil-Military Liaise with civil-military officers and military to support access for critical Coordination Officers infrastructure and utility services [led by ICRC] Provide safety and security support to the UN staff going on humanitarian Provide security and missions. safety support to UN staff/ Provide safety and security support ECC members to conduct joint mission ECC safety and dependents, their assets assessments. DSS security and programmes as per the Identify risk for UN personnel and recommend to DO/SMT and ASC/ASMT Security Plan, DO/SMT and mitigating measures. ASC/ASMT decisions Provide operational security analysis to ECC as required (at least daily) Support critical utility and Track coordination requests, carry out coordination requests, monitor requests ICRC - UNRWA ECC escort service providers with and provide escorts for critical utility repairs escorts in line with criteria as support coordination and escort capacity allows (ICRC lead) Prepare operational maps and infographics as required
Liaise with organisations providing satellite imagery Ensure effective information ECC information IMU – OCHA sharing and communication Maintain central IM system, including contact and facility information and 4Ws
Liaise with IM focal points of Clusters/sectors Provide information for Collect and analyse information Situation Reports ECC Reporting and Provide advocacy messages Reporting and Support the development of joint advocacy messages communications to HCT & JCMT communications Focal points Provide comms with Activate CwC networks and liaise with CwC/Community Engagement partners communities messaging
19 ANNEX 4: JOINT LIAISON TEAM TOR
JOINT STRATEGIC LIAISON TEAM (JSLT) TEL Deputy Special Coordinator (DSC)/RC. AVIV OCHA Under the United Nations Crisis Preparation and l Representing HC, Humanitarian Country Team Response Mechanism a Joint Strategic Liaison Team (HCT), OCHA, the Clusters, and the humanitarian (JSLT) will be activated during a contingency to act as community in the JSLT; liaison primarily between the UN principals and COGAT l Sharing information on humanitarian situation but also to support the UN and humanitarian actors at the and response activities on the ground, including coordination and operational level. Liaison with COGAT assessments, appeals etc.; focuses on strategic issues, beyond the next 72 hours l Conveying and advocating impact and priorities, and/or that involve Israeli entities operating outside the according to International Humanitarian Law (IHL), immediate area of the contingency eg MFA, Customs. humanitarian principles, on behalf of HC, HCT and The JSLT will monitor and flag issues that need to be Clusters; escalated will to the UN principals level. These are issues l Representing and coordinating with the Inter- that resort under the direct mandate and accountability Agency National Emergency Operations Centres in of the UN principals (Special Coordinator (SC), Resident Jerusalem, as appropriate; and Coordinator (RC), Humanitarian Coordinator (HC), l Representing and coordinating with the National Commissioner General UNRWA (CG) and/or Designated Emergency Centre in Ramallah, as appropriate. Official for Security) that cannot be represented or addressed at the JCLT level. Additional agencies can UNRWA be included in JSLT for specific coordination issues if l Representing CG and respective Directors of required. UNRWA Operations (DUOs); Generic ToRs: l Forward planning and coordination of UNRWA l The individuals identified should be able to aid movements to Gaza (eg Ashdod, Allenby, Ben represent the interests of their constituencies Gurion and Kerem Shalom etc.); and have immediate communication with their l Serving as direct link to CG; and principals for the purposes of decision-making; ACU l Each identified agency participating in the JSLT l Facilitating access for staff and goods outside the should identify an appointee and a back-up whose contingency area eg border crossing points, ports, details can be shared with COGAT and are available airport etc.; for pre-contingency training; l Informing authorities and receiving information l The appointee and back up should be available for and decisions related to coordinates and other daily meetings at COGAT, for daily participation in information related to facilities of humanitarian a COGAT based coordination room from 08h00 – importance; 20h00 and contactable after hours to resolve issues; l Identify and address gaps and delays in the and coordination of urgent humanitarian staff and l Each person should be self-sufficient with goods including the evacuation and relocation of communications including organic an internet foreign nationals as appropriate; and connection i.e. modem stick. l Following up on permit applications identified as a Specific ToRs: humanitarian priority. UNSCO Logistics Cluster/WFP: l Serving as Designated Coordinator of JSLT to l The Logistics Cluster fills gaps in logistics capacity oversee the internal coordination of the JSLT; and and logistics coordination services, and where l Representing and serving as direct link to SC and necessary acts as ‘provider of last resort’ through
20 the Lead Agency – WFP. The Logistics cluster Administration (ICA) based coordination room on is responsible for the coordination of high-level 24/7 basis; custom clearances of humanitarian donations with l Each person should be self-sufficient with Personal both Palestinian and Israeli authorities, including Protective Equipment (PPE) and communications COGAT (see annex 6). equipment including an organic internet connection The Emergency Coordination Portal22 (ECP) will be the e.g. modem stick and Satellite Phone. Whilst bathing tool used to coordinate movement of personnel (see facilities, camping cots and meals are provided, staff annex 10). should deploy with changes of clothing, toiletries, bedding and supplementary food; JOINT COORDINATION LIAISON TEAM (JCLT) l Continuity of communication with respective EREZ points of contact inside Gaza e.g. Gaza Security Under the United Nations Crisis Preparation and Coordination Office (GSCO), Emergency Response Mechanism a Joint Coordination Liaison Coordination Centre (ECC) etc.; and Team (JCLT) will be activated during a contingency l Communication with the GSCO has to be checked to act as liaison primarily between the UN and regularly every one hour if there is no duty humanitarian coordination and operational levels and communication. Erez Coordination and Liaison Authority (CLA) and Specific ToRs: Beit El Israeli Civil Administration (ICA). The JCLT will OCHA directly support the activities of the UN agencies funds and programmes (UNAFPs) and humanitarian actors at l Serving as Designated Coordinator of JCLT to the coordination and operational level. Liaison by the oversee the internal coordination of the JCLT; JCLT focuses on operational and technical issues, in the l Representing HC, HCT, OCHA and the Clusters in next 24 hours and deals with Israeli entities operating coordination with JSLT; within the immediate area of the contingency eg l Sharing information on humanitarian situation operational units of IDF Southern or Central Command. and response activities on the ground including Additional agencies can be included in JCLT for specific assessments, appeals etc.; coordination issues if required. l Conveying and advocating impact and priorities, Representatives of UNAFPs are to be aware that the according to IHL, humanitarian principles, on JCLT will be operational 24/7 a week and rotation of staff behalf of HC, HCT and Clusters; is to be planned for. l Representing and coordinating with the Inter- In respect to Gaza in previous conflicts, the Erez CLA Agency National Emergency Operations Centre in is frequently the target of indirect fire and therefore Jerusalem, as appropriate; the safety and stress levels of JCLT members should l Representing and coordinating with the National be continually monitored and JCLT staff rotated as Emergency Centre in Ramallah, as appropriate; required and that mitigating measures such overnight l If needed, representing and coordinating with the accommodation in a safer location such as Ashkelon Inter-Agency Local Emergency Centres (Nablus should be considered. At least one armoured vehicle and Hebron), as appropriate. (arranged by DSS) should be located at Erez CLA whenever UN staff members are present, for emergency UNRWA relocation purposes. l Informing authorities of all UNRWA installations Generic ToRs: being used, such as Designated Emergency Shelters, health centres, distribution centres, Area and Central l The individuals identified should be able to Operating Rooms etc on a daily basis; represent the interests of their constituencies and have immediate communication with their l Coordinate the movement of UNRWA transportation principals for the purposes of decision-making; of goods, including food/non-food items, fuel and emergency equipment; l Each identified agency participating in the JCLT should identify an appointee and a back-up whose l Coordinate the movement of UNRWA area staff as 23 details can be shared with CLA or ICA and is appropriate ; and available for pre-contingency training; l Representing the Palestine refugee population l The appointee and back up should be able available as it relates to their humanitarian situation, the for daily participation in a CLA or (Israeli Civil assessment of their needs, and related response activities. 22. See here. The ECC can be used even if the IACP is not activated, subject to the decision of the Area Security Coordinator. 23. International UNRWA staff will be supported by UNDSS. 21 ACU l Working as a contact point between JCLT and l Informing authorities and receiving information respective UNDSS Security Coordination Offices and decisions related to the coordinates of non-UN and Area Security Coordinators as required; facilities of humanitarian importance and facilitating l Constantly aware of the presence, locations and movement of non-UN goods and staff (not including movements of all UN security cleared personnel those already shared or coordinated by the ICRC)24; under the UNSMS in respective areas; l Deal with live-fire incidents for non-UN entities (not l Sharing immediately information about fatalities/ including those already covered by the ICRC); injuries of UN personnel under the UNSMS, l Coordinating evacuation and relocation of foreign direct/collateral damage to UN installations and nationals, as instructed by DSC/RC/HC; and when required coordinate relocations, evacuations including medical evacuations of UN personnel as l Following up on permits applications identified as a appropriate; humanitarian priority. l Informing authorities of UN facilities and facilitating UNDSS UN movements; and l Responsibility for the safety and security of the l Deal with live-fire incidents for UN entities. members of the JCLT; 24. The ICRC will support PRCS, PCD by sharing physical locations and their life saving movements, and critical movements for CMWU, PWA, GEDCO and the Gaza Power Plant. Escort support will be provided by the ICRC with support from UNRWA, other HCT members will not provide escort support.
22 ANNEX 5: STANDARD JCMT/ECC AGENDA – REPORTING FORMAT
Topic Situation update Follow-up requested Priority25 Status Comments
Outlook for day
Change in conflict dynamic
Security analysis Change in security level
UN casualties and damage
Local restrictions to UN staff movement Total [gender/age disaggregation if possible] # IDPs Affected population # In/outside DES
# of DES
Operational priorities [sectors]
Ongoing response Operational response Response gaps
Outbreaks
HR gaps Capacity assessment Surge capacity
Cluster activation Coordination mechanism Functioning of coordination mechanisms
Status of crossings (people)
Status of crossings (goods)
Access restrictions Access Movement restrictions
Humanitarian corridor
Humanitarian pause
Fatalities
IHL/HR concerns Protection (IHL-HR) Attacks on civilian facilities
# and type of facilities
Needs assessments Planned/carried out
Funding gap
Resource mobilization Priority funding [sector]
CERF/HPF request
Advocacy/ Advocacy message communications CwC activity
25. Ranked 1 -3, 1 being most urgent
23 ANNEX 6: SUMMARY CLUSTER/SECTOR SOPS
SECTOR – CLUSTER: EDUCATION Assistance/coordination modalities and phases The Education Cluster will be the main coordination Purpose body for all phases of the response including pre-crisis These Standard Operating Procedures (SOP) were preparedness, emergency response and post-crisis developed jointly by MoEHE, UNRWA and the recovery. MoEHE and UNRWA are primary responsible Education Cluster to ensure a joint coordinated response for the school and education activities and all interventions for Education in Emergencies (EiE) in Gaza based on the must be coordinated with them. All psychosocial global INEE Minimum Standards (MS) for education, activities are coordinated with CPWG, MoSD, MoEHE and the contextualization of the INEE MS for Palestine. counselling department and the UNRWA Mental Health The SOPs will serve as guideline for preparedness and department. A coordination group for adolescents’ response for all education partners in Gaza in order activities will be established and will work closely with to avoid great variations in standards, ensure a well- the clusters for emergency response, as well task forces coordinated response and to avoid duplication of efforts. will be established to follow up the response for outbreak The purpose of these SOPs and the education response of pandemic as required.The coordination structure and is to ensure that normal education activities are restored key responsibilities of focal points is clearly articulated as soon as possible in emergency situations to avoid the in the SOP for Education Cluster and the education long-term negative effects of lost education. cluster coordinator is linked to a designated focal point Scope in each directorate. The head teacher of each school will serve as focal point for the school. The use of the school The scope of the SOPs is limited to guidelines for response for education purposes must be closely coordinated to education needs for the primary and secondary level, with those responsible for schools used as designated targeting approximately 500,000 children in MoEHE and emergency shelters. UNRWA schools. The SOPs outline education activities including distance learning and recreational activities in shelters with a main focus on longer-term emergencies happening during the academic year causing severe disruption to education.
When What Who
Based on the security and/or pandemic situation, a decision is taken on whether schools should UNRWA/MoEHE be closed. The decision is communicated to all stakeholders (parents, children, staff). Schools prepared as DES will be activated for IDPs if necessary with special rooms reserved for OCHA, Shelter Cluster, IDPWG, UNRWA, First 72 hours education activities. MoSD, MoEHE
Education Cluster Coordination as per special SOPs for cluster Education cluster
Cluster Lead Agencies, Education cluster Advocacy messages – continuous throughout the emergency & partners Recreational and PSS activities in schools based on Framework for Recreational Activities to CP AoR partners, UNRWA, MoEHE, MoSD, First week take place in close coordination with CP AoR and UNRWA / MoEHE Education Cluster Partners Distance learning approach and/or blended approach will be activated. Schools used as DES are cleared, repaired, and prepared for the resumption of education IDPWG, Shelter Cluster, MoSD, MoEHE, activities and re-opening of DES as schools. UNRWA Preparation of schools for re-opening, cleaning and repairs, to be completed within two weeks MoEHE, UNRWA, Education Cluster after the end of the acute emergency phase. partners MoEHE, UNRWA, Education Cluster Provision of material to vulnerable students – stationery and uniforms partners MoEHE, UNRWA, Education Cluster Provision of stationery and equipment to schools partners Early recovery Psycho-Social Support (PSS) to female and male teachers before and after school openings in CP AoR, UNRWA, MoEHE, MoSD, Education coordination with CPWG. Cluster CP AoR, UNRWA, MoEHE, MoSD, Education Training for teachers and school counsellors on PSS in coordination with CPWG. Cluster Provision of remedial education to mitigate low achievement as an effect of the emergency MoEHE, UNRWA, Education Cluster Provision of blended approach of learning (face-to-face and distance learning) partners CP AoR, UNRWA, MoEHE, MoSD, Education PSS to male and female students in coordination with CPWG Cluster. 24 Responsibilities school system for both MoEHE and UNRWA has a l The education Cluster coordinator is responsible for sophisticated system for monitoring and quality control the coordination of all education activities; in place in their schools and education administration at local and central level, and this system will be used for l MoEHE and UNRWA are responsible for the schools all education activities in the same way in emergencies. and all activities taking place in their schools; and l CPWG, MoSD, the UNRWA Mental Health Contact Department and the MoEHE Counselling Baha El-Shatali, Gaza education sub-cluster coordinator, department are responsible for ensuring the quality [email protected], 059-893-4719. of any psychosocial intervention. Fadi Baidoun, National education cluster coordinator, Procedures [email protected], 0597911079. The procedures are outlined in the SOPs Education in Emergencies in Gaza, and the SOPs for Education Cluster Coordination. Monitoring and compliance UNRWA and MoEHE will monitor all activities taking place in their schools, and all education cluster partners implementing activities will report both to MoEHE/UNRWA and to the cluster coordinator. The
25 l The Shelter and NFI needs of affected people are SECTOR – CLUSTER: SHELTER determined by the type and scale of the disaster and Purpose the extent to which the population is displaced. The SoPs were developed to strengthen Shelter & NFI l Shelter NFIs prepositioned will be stored in a way Cluster coordination to improve the performance and that facilitates the service provision depending on effectiveness of humanitarian shelter response in a crisis, the type of emergency. Different NFI packages and through the provision of emergency assistance to people kits are designed to respond to a wide range of affected by manmade and natural disasters in accordance individual and family needs. with the standards of transparency, predictability and Procedures accountability to ensure safe, dignified and appropriate As outlined above. shelter. Monitoring and compliance Scope The shelter cluster, in cooperation with MOSD and Provision of Emergency Shelter or Non-Food Items MoPWH, will monitor all activities taking place, and (NFI) support to displaced populations at Designated all shelter cluster partners implementing activities will Emergency Shelters, informal shelters or host families. report to the cluster coordinator.
Responsibilities Inside UNRWA DESs, UNRWA staff members are l Opening of Shelters for displaced families is the responsible for monitoring and evaluation of the responsibility of the Government and UNRWA; provision of shelter and NFIs.
l Shelter Cluster members will coordinate Contact interventions to minimize or avoid duplications in l Iyad Abu Hamam, Gaza cluster coordinator, coord. assistance; gaza @sheltercluster.org, 059-707-7233 l NFI assistance is provided, in a gender-sensitive l Mohammed ElAklouk, senior IM officer, manner, according to the needs and shelter [email protected], 059-591-1995 minimum standards for both displaced and non- displaced individuals affected by the emergency; and Assistance/coordination modalities and phases Timeframe Assistance Coordination First 72 hours UNRWA and PA open DES if needed to host IDPs · Maintain updated NFI stocks and contact lists · Coordinate with women’s organizations and women’s groups NFIs provided at this stage include blankets, mattresses, · Activate of relevant group of members within 48hrs of the onset of an mats by UNRWA for UNRWA DES; emergency IDP kits including mattresses, bedding etc. by ICRC or other · Gather and compile information from media reports, governmental shelter partners to PA schools; ensuring that the needs of declarations (MoSD, Civil Defense, MoPWH, MOI), ICRC/PCRS, OCHA etc women and children are prioritized.26 · Triangulate information and generate best estimates of people in need · Combine information and updates from partners to prepare sitrep updates, to be shared via email on daily basis with all actors and stakeholders Day 3 – end As situation progresses or displacement continues, · Area Focal Points provide information about needs and interventions crisis phase provision of additional NFIs such as hygiene kits, clothing, outside DES to be shared with Shelter Cluster and kitchen sets if required at DES ensuring those respond · Shelter Cluster track NFI stocks and contribute available information to women’s needs. on additional needs, responses and gaps or preliminary damage Where possible, distribution of Shelter NFIs to affected assessment figures. people outside DES/with host families. · Participate in the MIRA and Flash Appeal and other ECC requests as required Rapid needs assessment conducted by Shelter partners to identify urgent needs and required assistance (assessing needs of women, girls, boys and men), while continuing NFI support as required to affected populations. · Participate in the MIRA, HNO, and the Flash Appeal processes Ensure referral of cases that face gender-related protection · Sex and age disaggregated Data gathering and sharing among cluster Post-crisis concerns. partners and MoPWH Consideration/recommendations for temporary shelter · Contribute to the coordination of a detailed damage assessment options such as TSCA, temporary shelters, caravans, etc. to assist return where possible, paying special attention to women widows, women heads of households, and abandoned women
26. ICRC will support IDPs in the PA schools with NFIs and for this the ICRC maintains a contingency stock of 5000 IDP kits.
26 SECTOR – CLUSTER: WASH agencies; actively seeking to identify gaps and weaknesses and agreeing on actions to address these; being mutually Purpose accountable; supporting Government and civil society The overall objective of WASH Cluster contingency in their response, and ensuring needs (including dignity plan is timely WASH Cluster response - providing a and safety) of women, children, disabled and most mechanism for effectively reducing the transmission disadvantaged are adequately addressed. of faeco-oral diseases and exposure to disease-bearing Assistance/coordination modalities and phases vectors through the provision of safe drinking water, Key response planning assumptions adequate sanitation, and hygiene promotion. l - Access for international humanitarian workers, Scope though constrained, will remain; WASH cluster partners have identified contingency l - Access for basic humanitarian goods for UN response measures based on the scenarios and projected Agencies (food, water, relief items, and medicines) impact above. The response is based on assisting up will remain, but access for NGOs and other service to 650,000 beneficiaries. The effects of Gaza escalation providers is increasingly constrained; and of violence with bombardment and/or incursion may l - During an emergency response CMWU and reduce access to basic right of access to food, education, other WASH service providers have full access to all health services, safe housing, protection, drinking water areas of Gaza city. and sanitation. The WASH cluster functions under the principle of a collective and coordinated approach: Phasing and consideration of emergency response recognizing and drawing upon the strengths of different The response phasing is considered as follows:
Phase Duration Needs to be addressed Remarks Immediate needs including securing quantity and quality of minimum standards water supplies During and up to Acute Emergency Phase two weeks after the provision of basic access to sanitation facilities to women, men, disaster boys and girls Provision of hygiene items/hygiene promotion /community activities (involving women and girls) Short-term needs for rebuilding, and maintenance of key water and Assumed to be an Initial Recovery Phase (Up to six months wastewater infrastructure artificially long phase, after the acute Solid waste management and vector control. due to material phase) restrictions/blockade.
More than six Completion of repairs Early Recovery phase months after the commencement of regular WASH promotion activities acute phase) link with development activities Completion of strategic infrastructure.
Response Activities l Emergency water supply; Response activities, during the acute emergency and l Emergency sanitation and wastewater treatment; during the initial recovery phase (first six months), are and considered here according to the resources required l Solid waste management and vector control (both materials and financial), which fall under three measures. headings:
The following agencies and key partners are identified for implementation of the above response activities: Response activity Nodal Agency Key Partners Emergency water supply, sanitation and wastewater CMWU as service provider UN agencies, UNRWA, ICRC, INGOs, treatment (response activities 1 and 2). PWA as regularity oversight Palestinian NGOs. Solid waste management councils Solid waste management and vector control (response UNDP, UNRWA, INGOs, Palestinian NGOs, (SWMC), Environmental Quality activity 3). Municipalities. Authority (EQA)
Responsibilities For the implementation of emergency water supply for each Gaza governorate. These organizations will and sanitation (response activities 1 and 2, above) the strengthen the WASH cluster capability to understand following roles structure would apply: WASH partner the actual humanitarian consequences and plan the organizations will act as WASH cluster field focal points response accordingly among the WASH partners.
27 The role of area lead NGOs will be to support PWA’s l Gaza Participating Agencies: AAH, Save the leadership and WASH cluster facilitation through: Children, Oxfam, GVC and Islamic Relief l Disaster preparedness in each of the five areas of the Plan activities Gaza strip; l Activities during and after a crisis l Acting as focal point for information management l Respond to PWA leadership and sharing during and immediately following a l Represent the WASH cluster in joint assessments in crisis; and their area l Coordinate the response in conjunction with OCHA, l Act as first point of call to PWA or the cluster when ICRC, UNRWA, UNICEF and other WASH actors. NGO involvement is required Structure Procedures l The area lead agencies act as field information The Response timeframe for undertaking specific verification and clearance for the Gaza WASH activities is outlined below: Cluster. l Working Group lead: WASH Cluster Coordinator with IM support
# Activities to meet the needs Time frame 1. Emergency management of water distribution, disinfection and chlorination: 1.1 Provide chlorine solution and chlorinators for urgent disinfection of water from local water wells and filling stations Onset of activity – within first week Engage mobile water tankers and provide emergency water supply, storage tanks, jerry cans, or an appropriate alternative, Onset of activity – within first two 1.2 including user instructions and messages in Arabic on handling of water weeks Distribute domestic and drinking water and family kits for emergency household storage ensuring consultation with and Onset of activity – within first two 1.3 involvement of women weeks 1.4 Provide and monitor bleach, chlorine or water purification tablets, including detailed user and safety instructions in Arabic Onset of activity – within first week Onset of activity – within first week 1.5 Provide and monitor cash assistance for emergency mobile water distribution. for period of 2 months 2. Emergency management of operation and maintenance of municipal water wells and water booster stations: Onset of activity – within first week 2.1 Procure and distribute fuel stocks to operate on site backup generators for a period of 2 months Manage all electromechanical repairs, refurbishment works and all associated procurement of materials and service 2.2 After the first four to six weeks contracts including backup generators and spare parts 3. Emergency operation and maintenance of water distribution networks and filling station: Carry out all repairs and reconnections and damages rectifications including house connections, with all associated 3.1 After the first four to six weeks procurement of repair pipes and fittings 4. Emergency management of WWTP and Sewage Pump Station (SPS) facilities: Onset of activity – within first week 4.1 Procure and distribute fuel stocks to operate on site backup generators for a period of 2 months Manage all electromechanical repairs, refurbishment works and all associated procurement of materials and service 4.2 After the first 4 to 6 weeks contracts Operation and maintenance of wastewater transfer facilities (SPS - sewage pump stations) and wastewater treatment 4.3 After the first 4 to 6 weeks facilities 5. Emergency general wastewater and storm water operating services: 5.1 Carry out emergency wastewater networks operation and maintenance activities After 8 to 10 weeks 5.2 Ensure of spare parts availability (sewage network repair material) After 8 to 10 weeks 5.3 Carry out all corrective and emergency maintenance for supporting equipment, vehicles and standby generators After 8 to 10 weeks 6. Emergency general sanitation operating services and operations of sanitary landfills: Provide soap and disseminate key hygiene messages (involving women, girls, boys and men) on the dangers of cholera Onset of activity – within first week 6.1 and other water- and excreta-related diseases. for a period of 2 months 6.2 Emergency septic tank (ST) evacuation operations Between 8-12 weeks Construction of emergency sanitation latrines in rural areas in a gender sensitive manner (ensuring considerations of 6.3 Between 8-12 weeks modesty and privacy of women and girls) 6.4 Manage all civil/mechanical works for repair of landfills and/or incinerators (domestic waste) Between 8-12 weeks 6.5 Manage the repairs of incinerators at hospitals Between 8-12 weeks 7. Emergency general solid waste collection operating services: 7.1 Collect and evacuation operations in municipalities and village councils After the first 4 to 6 weeks 7.2 Manage all mechanical repairs spare parts for operations of garbage vehicles Between 8-12 weeks 7.3 Manage the procurement of garbage bins & equipment for storage and collection of municipal waste Between 8-12 weeks Monitoring Contact The contingency plan will be monitored in accordance Yasser Nassar, WASH sub-cluster coordinator, ynassar@ with the response schedule indicated, through a daily/ unicef.org, 059-893-4713 weekly communication and updates between WASH Mohammed Amro, WASH Cluster coordinator, mamro@ Cluster and its partners unicef.org, 059-291-1044 Mohammed Hussain, Information management officers, [email protected], 059-967-4383 28 SECTOR - CLUSTER: PROTECTION initial monitoring and documentation of violations of international law, coordinated by the PC lead and Purpose including compilation/reporting of data on civilian These SOPs outline the protection responses inside fatalities.27 PC will conduct operational discussions, and in urban displacement settings during a large- including by phone or video link, to minimize risk to scale emergency in the Gaza Strip. They set out the human rights field workers. responsibilities and processes to be followed to ensure Upon the activation of this IACP, the Protection Cluster that humanitarian responses promote and protect the lead in consultation with UNICEF-led CP/MHPSS Area fundamental rights of those affected, including the most of Responsibility (AoR) will confirm activation and vulnerable persons and groups (i.e. children, women, operational status of NGO governorate-level protection older persons, persons with disabilities, people with focal points. PC and AORS will also update mapping pre-existing health conditions including mental health) of service providers, activate remote counselling and in an impartial and dignified manner and in accordance helpline and mobilize emergency supplies including with international human rights and humanitarian law PPE, PSS and dignity kits. The NGO protection focal frameworks. Additionally, these SOPs aim to ensure points in all governorates will support in coordinating that protection risks, concerns, and needs of vulnerable protection response at the governorate level as required. groups within emergency shelter environments are identified, mitigated and addressed in a systematic and Once UNRWA DES are open, two UNRWA staff members timely manner. (1 Male and 1 Female) will be deployed within each DES management team, serving as Protection Focal Points Scope (PFPs). Additionally, 2 UNRWA Staff members (1 male These SOPs address the protection of individuals and and 1 female) will act as protection focal points in each groups physically present in the Gaza Strip during an Area Operation Room at the five governorates. Further, 2 emergency. The SOPs aim to do the following: Protection Coordinators will work at Central Operations l Ensure access of affected populations to safe Room at GFO level. UNRWA will manage the 11 PA protection services, both in-person and remotely shelters upon request and approval by the authorities. based on situational requirements, with priority UNRWA advises if cluster support is anticipated in any given to the specific needs of the most vulnerable sector within the first month. All other displacement as well as key populations including women and contexts will be considered as urban displacement. children; Within one week, the PC and sub-Working Groups l Ensure protection of children from abuse, will conduct location-specific situation monitoring or exploitation, violence, and neglect; inter-cluster joint assessments as appropriate. Friendly l Prevent and respond to gender-based violence; and spaces for women and children will be established, l Integrate and mainstream protection and MHPS if the situation allows taking into account COVID-19 Sensuring equitable access to humanitarian services. related protection and prevention measures; otherwise, The scope of these SOPs is limited to emergency recreational kits and guidance will be provided. GBV/CP response and does not cover protection-related work in awareness sessions will start using remote modalities. the context of post-emergency/early recovery, including ERW emergency risk assessments and education will durable solutions. be provided as appropriate. The cluster will revise its Assistance/coordination modalities and phases response plans if necessary, may choose to activate surge The protection cluster (PC) lead will fully participate capacity and scale up the emergency response based on in the Emergency Coordination Room (ECC), which needs assessments. includes representatives from protection actors including Beyond one week, case management and referrals may UNRWA and OHCHR as cluster-lead agency. The take place within and in urban displacement settings protection cluster coordinator will ensure coordination if the security and health situation allow. The PC will with PC AORs and sub-working groups (Child Protection lead on ensuring that protection is mainstreamed into and Mental Health & Psychosocial Support (MHPSS) humanitarian response through the ECC and IDP WG. led by UNICEF, Gender-Based Violence (GBV) led by Protection services will continue at DESs and the PC UNFPA; Mine Action led by UNMAS) and UN Women in consultation with sub-Working Group leads will (on Gender in Humanitarian Action as crosscutting discuss with governorate protection focal points and theme) and represent them in the ECC. UNMAS will other stakeholders plans to extend services to host have an own seat in the ECC as advisor. communities and IDPs outside shelters. During the first 72 hours, members of the PC, including Responsibilities and Procedures the OHCHR human rights monitoring team, will conduct The PC will meet regularly, for operational purposes, 27. The Protection Cluster does not record injuries during an escalation of hostilities. 29 taking due account of the security situation. Other delivery of response in urban displacement settings. In methods of carrying out operational discussions, addition, the focal points will support collect and compile including by phone or video link, will be used to data on urban displacement monitoring according the extent possible. Protection Focal Points (PFPs) at to situation monitoring forms, and coordinate needs UNRWA DESs will report to Area Protection Focal assessment initiatives in host communities, supporting Points (APFPs) and the UNRWA Central Operations field-level response activities and referrals to protection Room (COR) Protection Coordinators (PCs). The PFPs services in host communities when security situation will undertake the identification, recording of protection permits. concerns and referral of protection cases to APFPs. Monitoring and compliance When referral of protection cases cannot be addressed Basic principles of respect, confidentiality, informed internally within UNRWA, the PCs can coordinate consent, do no harm, gender and age responsiveness, with external entities such as UNICEF and the Ministry and non-discrimination and best interests of the child of Social Development (MoSD). PFPs will provide will underpin the PC responses and engagement at APFPs, PC and sub-Working Groups with SITREPs on all times during the emergency. PC members agree, key protection concerns within the DESs. APFPs will in line with the principle of ‘do no harm’, that in the coordinate and share information with government acute phase of the crisis all assessment efforts will be protection focal points at the governorate level, who will coordinated through the cluster system. The PC, along be working in cooperation with the PCWG. APFPs will with other stakeholders, will undertake a regular review be monitoring identified protection concerns in their of planned responses (potentially through remote area, including – where possible – protection concerns monitoring) and adjust as necessary, taking into account of UNRWA beneficiaries who may be displaced from the risks associated with the activities. The PC will their places of former habitual residence and who are ensure complementary responses to avoid duplication outside of UNRWA DESs. APCs will bring protection during the emergency. cases referred by PFPs to the attention of PTs. The PTs At UNRWA DESs, the PCs at the COR will be undertaking will liaise with the PCWG, and will maintain regular information management and monitoring; tracking consultations with OHCHR, UNICEF, OCHA and ICRC of cases; ensuring protection best practice, providing to share relevant information and discuss protection policy guidance, mentoring and technical support for issues of common interest. APFPs and PFPs, and producing across-Gaza level protection analysis; liaising with external protection Taking into account COVID-19 related protection and partners such as the protection cluster, and advising prevention measures, NGO Protection governorate focal COR team on protection issues. The PC lead and CPWG points will support all protection activities in urban will provide technical guidance and support for the displacement, including the implementation of situation governorate protection focal points, ensuring protection monitoring activities in the areas as appropriate, conduct best practices in line with the Code of Conduct. field visits to informal displacement centers as security/ Contact health situation permits, and support Assessment and Said Almadhoun, OHCHR, protection cluster focal point Monitoring Teams to assess and monitor the needs and in Gaza, [email protected], 059-744-4158.
30 PROTECTION SUB-SECTOR: EXPLOSIVE and communication systems within the subsector. All HAZARD THREAT MITIGATION/MINE ACTION MAWG partners will be requested to share with UNMAS their risk awareness messaging capacity. UNMAS Gaza Purpose HoO will liaise with the JCMT in Gaza to establish These SOPs were developed to strengthen the prioritisation of ERW Threat Mitigation requests and coordination of ERW risk mitigation to reduce the risk of will task according to available resources. UNMAS death and injury from explosive hazards and to provide PM will liaise with the JCMT in Jerusalem for strategic safe access for all humanitarian responses through updates. the provision of risk assessments, explosive hazard threat mitigation and risk awareness messaging during Within one week (Days 3 – 10 and continuing until the emergencies. end of the emergency) UNMAS will commence operations as follows: Scope l Following receipt of requests in writing UNMAS The scope of the SOPs is limited to guidelines for the will task appropriate resources according to response to requests for risk assessments or ERW prioritization from the JMCT and in line with threat mitigation measures for priority humanitarian availability and operational necessity. infrastructure or humanitarian access as well as the l Through the IM system, update on a daily basis the delivery of risk awareness messaging to IDPs and 4Ws mechanism humanitarian actors. All requests should be made on l Through IMSMA Core system provide tasking and the the ERW risk assessment request form (see here). progress updates All agencies should ensure that their staff are briefed l Coordinate with MAWG members to address on actions in the event of encountering suspected ERW protection sector requests for risk awareness which is: messaging at DES/PRCS STOP, REMOVE ALL PERSONNEL, CORDON and l Continue to produce daily reports/ Sit reps to be REPORT. NO ONE IS TO ENTER THE CORDON shared with the ECC and relevant clusters. EXCEPT A QUALIFIED EOD OPERATOR l Meet regularly with ECC and JCMT to discuss Assistance/coordination modalities and phases lessons learned and actions required for the coming UNMAS will be the main coordination body for all phases period. of the ERW response including pre-crisis preparedness, Responsibilities & Procedures emergency response and post-crisis recovery. The l The UNMAS PM is responsible for the coordination UNMAS Emergency Response Preparedness Plan of all related activities (risk assessment, ERW threat (ERPP) lays out the procedures for the implementation mitigation and risk awareness messaging) with of emergency surge capacity. UNMAS are primarily requesting agencies, EOD Police, COGAT and responsible for the coordination and provision of MAWG in conjunction with ECC and JCMT requested risk assessments and ERW threat mitigation l Tasking of risk assessment and ERW threat measures for UN premises. UNMAS will coordinate mitigation will be according to JCMT prioritization, with the Mine Action Working Group to facilitate available resources and operation necessity.Tasking effective tasking of risk awareness messaging. request form. Procedures First 48 hours l The procedures are outlined in the UNMAS ERRP. At the emergency onset time, UNMAS will activate the ERPP to commence the surge of EOD teams and medics l Requests for Emergency EOD call out should be in this format (see here). to Gaza. UNMAS will send an email to all Mine Action Working Group members to activate information flow
31 Monitoring and compliance Scope l UNMAS will work closely with stakeholders to l The maintenance of humanitarian corridors for ensure smooth assistance provision of ERW threat health evacuation will be needed; mitigation to requesting agencies according to l Anticipated that around 15,000 war injured will agreed priorities. occur, with 40-50% in the first two weeks Number Contact of wounded population will increase if the period Bridget Forster, UNMAS Head of Mission Bridgetf@ of the escalation was extended; unops.org 054-6773178 l 2,700 hospital beds available – gaps in hospital Capacity and beds anticipated; and l 25 to 30% of the population may/will require 28 SECTOR – CLUSTER: HEALTH continued health care attention for chronic diseases – i.e. 450,000 to 540,000 people – in addition to those Purpose requiring maternal and pediatric care. l To respond to the crisis in a timely manner. Meeting health needs and fulfilling gaps to save lives, decrease mortality and morbidity and reduce health risks and hazards through better emergency preparedness.
28. The Health cluster is currently updating its Emergency Preparedness and Cluster Contingency Plan in consultation with its partners. It will be finalized in March 2020. Assistance/coordination modalities and phases Emergency phase Initial Response · Preliminary contacts with OCHA and the Director of International Cooperation Department at the MoH (Health and 0 – 72 hours Nutrition Cluster Team) • Preliminary enquiries and consolidation of information on the extent of emergency from OCHA, MoH and Health Authorities of the affected district(s) (Health and Nutrition Cluster Team) • First health cluster coordination meeting (Health and Nutrition Cluster Team, all HNC Partner Agencies) v Context update v Activation of the HNC contingency plan (make modifications if needed based on the context information)/ development of HNC provisional response plan • Update of 4Ws (All HNC Partner agencies) • Initiate update of health facility and mobile clinic databases (Health and Nutrition Cluster Team; WHO with inputs from HNC Partner Agencies) • Preparation and dissemination of first health cluster/sector bulletin (Health and Nutrition Cluster Team with inputs from HNC Partner Agencies) • Participation in the Emergency Coordination Centre chaired by OCHA. • Participation in initial inter-cluster/inter-sectoral coordination meetings; contribution to initial inter- cluster/sectoral analysis and planning (Health and Nutrition Cluster Team) • Planning the initial rapid assessment (IRA) in coordination with OCHA and MoH / Launch IRA if IRA team had been formed pre crisis (Rapid Assessment Team composed of HNC Partner Agencies) • Initiate Early Warning and Response mechanisms (Health and Nutrition Cluster Team with inputs from HNC Partner Agencies) (1-4 weeks) • Update and maintain health facility and mobile clinic databases (Health and Nutrition Cluster Team with inputs from HNC Partner Agencies) • Information exchange and coordination of response with the Ministry of Health and Health Authorities of the affected district(s) (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Launching the initial rapid assessment (IRA) ensuring to assess the needs of affected women, men, boys and girls / Disseminate IRA results (Rapid Assessment Team; HNC team) • Establishment of emergency health information system / monitor HNC response (Health and Nutrition Cluster Team with inputs from HNC Partner Agencies) • Regular health and nutrition cluster meetings – national and district (if applicable) disseminate context updates, update resource inventory and carry out gap analyses. (Health and Nutrition Cluster Team, all HNC Partner Agencies) • Update HNC response plan in accordance with the updated contextual information • Formulation of initial health sector strategic plan (based on the HNC Contingency Plan and the results if IRA) (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Preparation of health component of the UN-OCHA Flash appeal (if any) (see Box 1) (Health and Nutrition Cluster Team with inputs from HNC Partner Agencies) • Preparation of proposals for CERF funding (if any) (see Box 2) (HNC Partner Agencies) • Preparation and dissemination of regular health-sector bulletins (Health and Nutrition Cluster Team) • Continuing participation in ECC, inter-cluster/inter-sectoral coordination meetings; contribution to inter- cluster/ sectoral analysis and planning and effective integration of cross-cutting issues ensuring equity of vulnerable groups. (Health and Nutrition Cluster Team) • Maintain Early Warning and Response mechanisms (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Update 4Ws database (HNC Partner Agencies) 32 Emergency phase • Update and maintain of health facility and mobile clinic databases (Health and Nutrition Cluster Team with inputs (4-8 weeks) from HNC Partner Agencies) • Information exchange and coordination of response with the Ministry of Health and Health Authorities of the affected district(s) (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Continuation of regular health coordination meetings (e.g. weekly, depending on the needs) (Health and • Nutrition Cluster Team, all HNC Partner Agencies) • Continuing participation in ECC, inter-cluster/inter-sectoral coordination meetings; contribution to inter- cluster/ sectoral analysis and planning (Health and Nutrition Cluster Team) • Update health sector response plan as needed and the cluster response plan (HNC Partner Agencies with • support from Health and Nutrition Cluster Team) • Implementation and monitoring of initial response (with gender, age and disability-sensitive indicators) (Health and Nutrition Cluster Team with inputs from HNC Partner Agencies) • Preparation of health section of CHAP and consolidated appeal (if applicable) (Health and Nutrition Cluster Team with inputs from HNC Partner Agencies) • Resource mobilization frequent up-dating of resource inventory and gap analyses (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Establishment of technical working groups, as/when needed and organization of joint training (HNC Support Group) • Monitoring implementation of the health crisis response strategy & cluster action plan (Health and • Nutrition Cluster Team with inputs from HNC Partner Agencies) • Preparation and dissemination of regular health-sector bulletins (Health and Nutrition Cluster Team) • Maintain Early Warning and Response mechanisms (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Update 4Ws database (HNC Partner Agencies) Post Emergency Continuation of regular health coordination meetings (e.g. biweekly) (Health and Nutrition Cluster Team, all HNC phase Partner Agencies) (2 Months • Information exchange and coordination of response with the Ministry of Health and Health Authorities of the affected Onwards) district(s) (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Organization of in-depth assessment (with gender, age and disability-sensitive indicators) to identify health impact of the emergency and needs (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Periodic up-dating of the planning scenario, health facilities and mobile clinic databases, and gap analyses (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Periodic updating of the HNC response strategy and action plan (Health and Nutrition Cluster Team with inputs from HNC Partner Agencies) • Establishment/suspension of technical working groups, as needed (HNC Support Group) • Real-time or interim/mid-term evaluation of sector response (OCHA; Health and Nutrition Cluster Team with inputs from HNC Partner Agencies) • Contingency planning for possible changes in the situation (HNC Partner Agencies with support from Health and Nutrition Cluster Team) • Preparation and dissemination of regular health-sector bulletins (Health and Nutrition Cluster Team) • Update 4Ws database (HNC Partner Agencies) • Prepare for phasing out / handover of projects to local providers (HNC Partner Agencies) • Coordinate departure and replacement of international teams (Health and Nutrition Cluster Team) Contact Abdelnasser Soboh, health cluster coordinator, [email protected], 059-967-1088.
33 SECTOR – CLUSTER: FOOD SECURITY WFP – determined by funding- has the capacity to cover all governorates through an electronic food voucher to Purpose reach to 300,000 persons for a duration of 3-4 weeks and These SOPs were developed by FSS team and the with preparation time less that one week. WFP will be Emergency Preparedness Working Group (EPWG) providing ready-to-eat meals (canned food, bread and members within the FSS to ensure a well-coordinated pasteurized milk) in a form of in-kind donation inside and the most proper response during emergencies. The UNRWA DES for the duration of the emergency. FSS purpose of these SOPs is to address basic food needs members plan to provide in-kind food at the first onset of people affected by the crisis and to preserve their (1-3 days of emergency) and food vouchers within a most vulnerable agricultural livelihood, in particular week from emergency onset. agricultural assets (livestock and crops). First 48 hours Scope At the emergency onset time, FSS Coordination team will The scope of the SOPs is limited to guidelines for the send email to all FSS members to activate information response to food needs in order to provide access to food flow and communication systems within the sector. and cash assistance to 600k IDPs displaced people, and FSS Coordinator will disseminate and share with basic fodder support to affected farmers. FSS members all critical first assessment reports and other information coming from IA reports, including Assistance/coordination modalities and phases the update existing 4w and share with FSS members FSS will be the main coordination body for all phases and OCHA. FSS coordinator will contact government of the response including pre-crisis preparedness, counterparts to understand their needs and operational emergency response and post-crisis recovery. UNRWA, constraints and response and will prepare/update with assistance from WFP, will provide the IDPs inside CONOPS to be presented at first FSS meeting. UNRWA DESs with Food Items according to UNRWA/ EPWG lead will be checking for updates on the capacity WFP Standard Implementing Procedures and UNRWA of response by partners. The area focal points will Standard Operating Procedures. consolidate updates from EPWG. The food assistance The Food Assistance Working Group (FAWG) will be response capacity will be continuously updated to activated in order to provide coordinated assistance capture partners’ response capacity to ensure coordinated also outside the DES. Food provision inside UNRWA food provision in DES and urban displacement. FSS coordinator will communicate with FAWG to update DESs will be coordinated with WFP. WFP and other information on available food stocks and food en-route. FAWG members will provide food assistance for those IDPs hosted by relatives. Families and other FSS Coordinator and EPWG lead will communicate with emergency area focal points requesting updates informal charities, and all interventions outside DES on needs per area. Based on information provided by must be pre-coordinated with MoSD and FSS. The government bodies and area focal points, the CONOPS coordination structure and key responsibilities of EPWG will be updated providing information on needs for members is clearly articulated in the SOP for FSS. The response, estimate of affected beneficiaries, meetings key responsibilities inside UNRWA DES are clearly conducted, communication with donors and agencies articulated between UNRWA and WFP in their Standard planning and already providing food support, priority Implementation Procedure (SIP). responses to be taken by FSS members, communication FSS EPWG has Primary Area focal points list and and advocacy plan and contact information, monitoring secondary area focal points list assigned by the group and reporting tools. representing the Gaza five governorates from local FSS coordinator and EPWG lead and area focal points and international NGOs will be actively providing will be invited for emergency FSS meeting. information and updates from communities, and EPWG FSS team will participate in inter-cluster coordination members operating during the emergency. meetings, and share FSS response plan with OCHA and other relevant clusters. Identify possible staffing needs Capacity of response sheet already includes a variety to support cluster coordination and IM mechanism. of interventions in terms of modalities, duration of assistance, scale of coverage and areas of coverage. From day 3 onwards The capacity provided by FSS members includes their The FSS will be supporting prioritization of response anticipated plan for response based on capacity and based on the analysis of the needs prepared in the not necessarily secured funding. Stocks of in-food is CONOPs and updated through the MIRA. Updating provided by UNRWA and WFP and updated regularly. food stocks will be taking place in cooperation with 34 UNRWA and WFP. FSS will be drafting a press-release the efforts of its partners providing food and cash and sitreps on the situation and share for approval – in assistance IDPs and other vulnerable households in coordination with OCHA. FSS coordinator will call for a need. FSS meeting to include FAWG and EPWG members (at After the cessation of the conflict, the FSS will be least focal points) after one week of the crisis to review participating in the inter-cluster assessment (MIRA). response and assess emerging gaps or unmet needs. Also, FSS special reporting will be provided through FSS Meetings with local governmental bodies will continue templates to collect assessments from partners and Area to update the basic humanitarian needs and gaps and focal points. support the provision of assistance. FSS will coordinates
Time Actions • Initial email to be sent by FSS Coordinator to all FSS members to activate information flow and communication systems within the sector. • All partners to share food stocks available and en-route with FSS coordinator. • Send out invitation for first FSS meeting; identify location for meeting and initial agenda ot be discussed. • In case of inability to assemble members, FSS coordinator, EPWG Lead and Area focal points to be invited to a meeting. • Disseminate and share with FSS members all critical first assessment reports and other information coming from IA reports • Update existing 4Ws and share with FSS members and OCHA • Contact government counterpart to understand their needs and operational constraints and response. • Prepare or update CONOPS to be presented at first FSS meeting. First 48 Hours • The CONOPS should include: coordination on FSS meetings; Information Sharing strategy; basic facts on losses, and estimation of beneficiaries; Possible response plan of the sector, with available resources, outline with clear timeline and prioritization of response; Communication and advocacy plan with media and donors; Monitoring and reporting tools among partners and sector; • Participate in inter-cluster coordination meetings, and share FSS/CONOPS/Response Plan with OCHA and other relevant clusters • Post-CONOPS and other relevant documents on Food Security Cluster global Website or on the FSS Palestine Web Portal • Identify possible staffing needs to support cluster coordination and IM mechanism. • Identify FSS representative(s) to participate in first rapid assessment. • Gather information on initial distribution plan based on stockpiled commodities. • Produce short and daily sector/cluster sit rep based on templates agreed in the MPAs. • Select priorities: identify support needed from partners and prioritize areas and types of intervention and targets to serve based on immediate needs. • Through the IM system, update on a daily basis the 4W mechanism based on the FSS member feedback. • Update information on existing stocks, incoming supplies and available food at local supplier level. • Call for second meeting to discuss latest development and to update scope of the CONOPS. From day 3 onwards • Inform members of ongoing emergency fundraising mechanisms and opportunities. • Inform participants about FLASH appeal process and start collecting information for FSS part of FLASH appeal. • Continue to produce daily FSS reports/ Sit reps to be shared with FSS members other relevant clusters and OCHA. • Draft FSS press release on food security situation in Palestine and share with FSS members for approval. • Meet with Government representative to present FSS Operational Plan. • Participate in interagency/ inter-cluster assessments (e.g. MIRA) • Conduct FSS needs assessments based on roles and templates defined in the MPAs, and share the assessments After the cessation of collected with FSS partners. the conflict • Call for further meetings with cluster member at general or subgroup level to discuss lessons learned and actions required for the coming period.
35 Responsibilities & Procedures l MoSD, along with FSS and other partners will l The FSS coordination team is responsible for cooperate and coordinate to ensure food assistance the coordination of all related activities (food provision for those IDPs outside DES, and ensure distribution, cash assistance and fodders fair distribution of assistance. distribution) through strong cooperation with Contact organizations partner and line ministries; mainly Anas Musallam, FSS Gaza Strip operations coordinator, MoSD and MoA. [email protected], 059-203-0026 l UNRWA is responsible for the overall DES management. Procedures SECTOR – CLUSTER: LOGISTICS
l The procedures are outlined in the SOPs of the FSS Purpose in Emergencies in Gaza. The Logistics Cluster is led by WFP and has been activated l The procedure of communication within the FSS in July 2020 following the PA’s coordination halt with partners is illustrated in the communication tree. Israel and resulting challenges for getting the approved Monitoring and compliance Tax Exemption/Donation Number from the Customs The contingency plan will be monitored in accordance Offices of both parties for essential humanitarian with the response schedule indicated. supplies. The Logs Cluster is currently acting as a l FSS working in parallel with MoSD will ensure bridge between the two parties and channeling requests basic principles of respect and dignity for those who separately to both the PA MoF and Israeli MoF. In case received food assistance, regardless of their refugee of activation of the IACP, the Logistics Cluster may and citizenship status during the emergency. further expand its role and responsibilities. Focus will l Inside UNRWA DESs, UNRWA is responsible for lay on information management and, where necessary, ensuring smooth and gender sensitive assistance logistics service provision to ensure an effective and provision of food during emergency. efficient logistics response, and where necessary acts as l FSS will ensure that food assistance is delivered to ‘provider of last resort’ through the Lead Agency - WFP. the most marginalized groups of women outside DES, such as women heads of households and Contact women with disabilities. FSS will also ensure that Amjad Ayesh, Logistics Cluster Coordinator (WFP), suitable food assistance is delivered to pregnant and [email protected] lactating women.
36 ANNEX 7: IDP COORDINATION STRUCTURE29
DATA-SHARING RESPONSE IDP PARTICIPATIONIDP
MUNICIPALITIES/ LOCAL COMMITTEES LOCAL MUNICIPALITIES/
MoSD REGISTRATION
REGISTRATION Technical working group on IM – UNRWA, MoSD, MoSD, on IM – UNRWA, group working Technical MoLG, MoCom, NRC, OCHA data) (MoI population MoLG,
MOSD /MOH MOSD RESPONSE OVERSIGHT
UNRWA, MOSD, MOEHE, MOLG,
– RESPONSE
ACTIVATION
IDP FOCAL POINT (TBC)
ICCG, PRCS (/ICRC), OCHA PRCS(/ICRC), ICCG, MONITORING AND EVALUATION AND MONITORING PRCS/ ICRC PRCS/ ANAGEMENT GROUP GUIDANCE
SITE MANAGEMENT INFRASTRUCTURE - E UIPMENT - INFRASTRUCTURE
RESPONSE GROUP – UNRWA, ICCG RESPONDERS, PRCS, ICRC, ICRC, PRCS, RESPONDERS, ICCG UNRWA, – GROUP RESPONSE LOCAL ACTORS (MUNICIPALITIES, EMERGENCY COMMITTEES) EMERGENCY (MUNICIPALITIES, ACTORS LOCAL AD HOC M UNRWA
ICCG, OCHA
TRAINING TRAINING ICCG RESPONDERS ICCG
OPENING OF SCHOOLS Ad hoc policy group – UNRWA, MoSD, MoEHE, MoLG, MoEHE, MoLG, MoSD, – UNRWA, Ad hoc policy group UNRWA MANAGEMENT OVERSIGHT
MANAGEMENT IMPLEMENTATION POLICY - OVERSIGHT - POLICY re tr t pr te t . tr t re te t . te tr t re p rt p t re ept . pe eme t t ee r te re p e p rt p t m eme t. re mp eme t t . re p e re t t r t e p reeme t m eme t mp e re tr t t . re rm t r pr t . pr te t . e re p e er b t t re tr t . S te prep r t . mp eme t t . e p e pr te t mm t r m t r . re p e re Actions: Actions: Actions:
29. The IDP Working Group (under OCHA leadership) will coordinate the overall IDP response in an immediate short- to mid-term emergency, with the provision that surge capacity will be provided to bring in experienced camp managers to do the operational CCCM work.
37 ANNEX 8: SHELTER MANAGEMENT STRUCTURE
38 INTERNAL - GAZA IACP | 41
ANNEXAnnex 9: IDP9: IDP REGISTRATIONregistration form FORM
نﻛﺎﻣأ ﮫﺟوﺗ ﺣزﺎﻧﻟا نﯾ LOCATION OF DISPLACED PERSONS North Gaza Displaced in DES Khan Gaza Middle Rafah ا ﻟ ﻣﺷ ﺎ ل Location ﺧ ﺎ ﻧ ﯾ و سﻧ DES Younis ﺢﻗر ا ﻟ ﻰطﺳو زﻏ ة ……………………………………………………………… Address Municipality ……………………………………..……………………………… ا ﻟ ﺑ ﺔﯾدﻠ ………….…………………………………………… ا ناوﻧﻌﻟ Living with Governorate North Gaza Gaza Middle Khan Younis Rafah ﺢﻓر ا ﻟ ﻰطﺳو زﻏ ة ا ﻟ ﺣﻣ ﺎ ﺔظﻓ Host Family ﺧ ﺎ ﻧ ﯾ و سﻧ ا ﻟ ﻣﺷ ﺎ ل
Displaced in Description ………………………………..…………………………………………………………………………………………………………………………………… ﺗ ﺻو ﯾ ف ا ﻟ ﻣ ﻛ ﺎ ن Informal Shelter
Others
ا ﻟ مﺳﻘ أ – تﺎﻣوﻠﻌﻣ ﺔﯾﺳﯾﺋر نﻋ/لوﺣ ا ﺎﻌﻟ ﺋ ﮫﻠ SECTION A - BASIC INFORMATION ON THE FAMILY
ﻧ ﮫﻋو ﻋ Gender إﺳم ر ّب اﻷﺳرة ( ر ﺑ ﺎ ﻲﻋ )ﻲ رﻛذ Head of Household (For the Head إ ﻧ ﻰﺛ (of Household Name Male Female ( ﺧ صﺎ ﺑ ر ب ص ا رﺳﻷ ة ) QA.1 ……………………………………………………… QA.2 Have registered all the entire family? Family Size Arrived لھ ﺗ م لﯾﺟﺳﺗ ﻊﯾﻣﺟ أ ارﻓ د ؟ةرﺳﻷا داﻓأ ﯾﺟلﺟﺗ ل QA.4 YES NO £ ﺟﺣ م ا ﻟ ﻌ ﺎ ﺋ ﻠ ﺔ ﺔﻠﺋﺎﻌﻟا مﺟ QA.3 ﻻ مﻌﻧ If NO, How many HH Do you know where members left they are? (e.g. Another hospital, home, voluntary behind/Missing £ hospital Missing Shelter Don’t know another shelter, don't at home ﻻ ﻠﻋأ م ﻣ ﺄ ىو آ رﺧ ﻔﻣ دوﻘ ﺳﻣ ﺗ ﺷ ﻰﻔ QA.5 ﻓ ﻲ ا ﻟ ﻣ ﻧ لز know) QA.6 For missing children: do you know who Are you bringing ……………… they are with (name of an older sibling, ...... ﻻ NO ﻢﻌﻧ other people with YES you? QA.7 adult, aunt, teacher etc.) QA.8 ...... ………………..
رﯾﻏ ﺔﻟﺎﺣ ءوﺟﻠﻟا مﻗر ا ﺔﯾوﮭﻟ ا ﺔﯾﺻﺧﺷﻟ ﺔوﻟا ﻗ Identity No. Refugee -Un ءﻰﺟﻻ ﻏ ﯾ ر ﺟﺳﻣ ل ﻣ ﺗ ﺔﺟوز ﺊﺟﻻ ﺊﺟﻻ QA.9 £££££££££ Status MN registered refugee ﺑ ﻐ ﯾ ر ﺊﺟﻻ -Refugee Non QA.10 Refugee R ا ﺎﺣﻟ ﺔﻟ ﺔﯾﻋﺎﻣﺗﺟﻷا ر ﻗ م ﺑ ط ﺎ ﻗ ﺔ ا ﻟ ﺊﺟﻼ Refugee Card Number Marital status أ ﻣر ﻠ ﺔ ﻣط /قﻠ ة أ بزﻋ ﻣ ﺗ جوز £££££££££ ﻣ ﺛ لﺎ 112365478 QA.11 QA.12 Married Single Divorced Widow INTERNAL - GAZA IACP | 42 ر ﻗ م ا ﻟ ﮭ ﺎ فﺗ مﻗر فﺗﺎﮭﻟا لوﻣﺣﻣﻟا فﺗﺎﮭﻟا مﻗر
Mobile Number 1 059-£££££££ Telephone Number 08£££££££ QA.13 QA.14 ا مﺳ ا ﻟ ز جو /ة Spouse/Husband
Name QA.15 ……………………………………………………. Governorate ﺢﻓر ﺧ ﺎ ﻧ ﯾ و سﻧ ا ﻟ ﻰطﺳو زﻏ ة لﺎﻣﺷﻟا ﺣﻣ ﺎ ﺔظﻓ ﺔﻓﺎﺣ North Gaza Middle Area Khan Younis Rafah تﺎﻣوﻠﻌﻣ ناوﻧﻌﻟا ﻲﻠﺻﻻا ﻲﻠﺻﻻا ناوﻧﻌﻟا تﺎﻣوﻠﻌﻣ Address Information ا ﻟ ﻣ ﺔﻘطﻧ ﺔﯾرﻗ ﺧﻣ ﯾ م دﻣ ﯾ ﺔﻧ The origin address Area QC.1 City Camp Village Municipality ………………… مﺳا ا عرﺎﺷﻟ ……………………… ا ﺳ م ا ﻟ ﻲﺣ Neighborhood ……………………… Street ………………… Name ……….. Name ………….. Fear Forced out Other, please specify ا ﻟ رط د / ا ﺟﻹ ﺑ ﺎ ر ﻋ ﻠ ﻰ ا ﻟ جورﺧ Induced Damaged Overcrow Lack of Displacement Reason أ ،ىرﺧ ﺣ د د نﻣ ﻠﺿﻓ ك access of إ ﺎﺣدز م shelter ding ﺑ ﺳ ﺑ ب ا ﻟ ﺧ فو بﺑﺳ ا ﻟ ﻧ ز حو ﻗ ﺔﻠ services ا ا/نﻛﺳﻣﻟ ﻘطﻧﻣﻟ ﺗ رﻣد ا ﻟ وﺻو ل ة ا نﻛﺳﻟ ﻟ ﻠ دﺧ ﻣ تﺎ تﺎ ﻣ دﺧ ﻠ ﻟ
39
40
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ا ﻟ مﺳﻘ ج – تﺎﻧﺎﯾﺑ ا ﺔﻠﺋﺎﻌﻟ ا ﻟ ﻤﻤ ﺘ ﺪ ة SECTION C – EXTENDED FAMILY DATA ﯾ بﺟ ﻊﺿو ا رﻷ ﻗ ﺎ م ﻲﻓ تﺎﻧﺎﺧﻟا بﺳﺣ ا ﻟ لودﺟ ا ﻟ ﻣ ﻔ ﺗ ﺎ ﻲﺣ ا ﻔﺳﻟ ﻲﻠ ﺳ ﺗﻋإ ﺑ تارﺎ ﺔﺻﺎﺧ ﯾ لﻣﻌ T ﻻ ﯾ لﻣﻌ ﻌﻣ قﺎ ا ﺎﺣﻟ ﺔﻟ ا ﻟ ﺣﺻ ﯾ ﺔ ﺟﺳﻣ ل ا ﻟ ﻧ عو ﺗ ﺎ ﺦﯾر ا ﻟ ﻣ دﻼﯾ ﻠﺻ ﺔ Name ID Number Health Status Disability Work/Not Special ﺑ ﻣ د ﺔﺳر D.o.B. Gender ا ﻟ ارﻘ ﺔﺑ ر مﻗر ا ﻟ وﮭ ﯾ ﺔ ا ﻟ ﯾﺻﺧﺷ ﺔ ا مﺳﻹ Relative QB.4 QB.5 Enrolled QB.7 QB.8 Work Considerations # QB.1 QB.2 Status in schools QB.9 QB.10
QB.3 QB.6 1 2 3 4 5 6 7 8 9
Questions Options ﻧ ﺳ بﯾ Sibling .7 /دﻟاو ةدﻟاو ة/جوزﻟا Parent in–law .6 او /دﻟ او ةدﻟ Parent .5 ﻔﺣ ﯾ د ﻔﺣ/ ﯾ د ة Grand Child .4 نﺑا / ﺔﻧﺑا Son/Daughter .3 جوز / ﺔﺟوز Spouse .2 بر ا ﺳﻻ ر ة QB.3 1. Head ﺔﺟوز إ ﺑ ن Daughter in Law .13 /لﻔط ة ﻏ ﯾ ر ﻣ ﺣﺻ ﺑو نﯾ Separated child .12 ﻏ ﯾ ر أ ﻗ ﺎ بر Non-relative .11 ا ﻗ برﺎ نﯾرﺧآ Other relatives .10 ة/لﻔط ﻰﻧﺑﺗﻣ Adopted Child .9 دﺟ / ة Grandparent .8 (Other (Specify أ ىرﺧ / ﺣ د د .14 ا ﻧ ﻰﺛ /Female.2 ذ رﻛ /QB.5 1. Male
ﻻ / No 2 مﻌﻧ / QB.6 1.Yes
ضارﻣأ ا مﺎظﻌﻟ او تﻼﺿﻌﻟ .5 ا ﻣ ر ضا ا ﻟ ﻘ بﻠ و ﺔﯾﻋوﻻا ا ﺔﯾوﻣدﻟ Heart and blood vessel diseases .4 ا ر ﺗ ﻔ ﺎ ع ﻐﺿ ط ا ﻟ د م Elevated blood pressure .3 ﻣ ر ضﯾ ﺑ ﺎ ﻟ ﺳ ر ط ﺎ ن Cancer .2 رﻣ ضﯾ ﺑ ﺎ ﻟ يرﻛﺳ QB.7 1. Diabetes ضارﻣا ا ﻰﻠﻛﻟ Kidney disease .7 ضارﻣا زﺎﮭﺟﻟا ﻲﺳﻔﻧﺗﻟا Illness related to bones and muscles 6. Respiratory system disease ﻻ / Other diseases 13. No أ ﻣ ر ضا أ ﺧ ر ى .12 أ ﻣ ر ضا ﻣ ﻌ د ﯾ ﺔ Communicable diseases. رﺻ ع Epilepsy 11 .10 ﺎﻋإ ﺔﻗ Disability .9 لﻠﺷ ﻣد غﺎ (Brain stroke (paralysis .8
.6 ﻘﻋ ﻲﻠ Mental .5 ﺳﺟ يد Physical .4 تﺎﺑرطﺿإ ﺔﻐﻠﻟا مﻼﻛﻟاو Speech and language disorders .3 مﺻأ , او مﻛﺑ Hearing loss and Deafness .2 إ ﻋ ﺎ ﻗ ﺔ ﺑ رﺻ ﯾ ﺔ QB.8 1. Visual Disability ﻻ ﺎﻋإ ﻗ ﺔ No disability .9 ﺎﻋإ ﻗ ﺔ ﻧھذ ﯾ ﺔ Intellectual disability .8 ددﻌﺗﻣ Multiple .7 ﺳﺟ يد ﻋو ﻘ ﻠ ﻲ Physical and Mental
. ﻻ ﯾ قﺑطﻧ Not Applicable .7 ﻻ ﯾ لﻣﻌ Gaza Staff 6. Not working ﺔﻣوﻛﺣ ةزﻏ . 5 . ﻏ ﯾ ر ﻲﻣﺳر Informal .4 ﻋ ﺎ لﻣ ﯾ و ﻲﻣ Daily labour .3 لﻣﻋ ﻣ ؤ تﻗ Temporary .2 لﻣﻋ د ا ﺋ م QB.9 1. Permanent 8. Profession (e.g. teacher, doctor, social worker, NGO worker etc.). .5 ﺎﻋ ﺋ ﺔﻠ ﯾ ﺎﮭﺳأرﺗ نﺳﻣ Elderly Headed household .4 ﺎﻋ ﺋ ﻠ ﺔ ﯾ ﺎﮭﺳأرﺗ لﻔط Child Headed Household .3 ﺎﻋ ﺋ ﺔﻠ ﺎﮭﺳأرﺗ ةارﻣإ Pregnancy/Lactating 2. Female Head Household ا ﻟ ﺣ و ا ﻣ ل / ﻣ ﻌﺿر ﺎ ت .QB.10 1 Requires assistance/priority during .7 ﯾ طﺗ بﻠ ﺔﻣﺎﻗإ قﺑﺎطﻟﺎﺑ لوﻷا Requires accommodation on the first floor .6 ﺎﻋ ﺋ ﻠ ﺔ ﯾ ﺎﮭﺳأرﺗ صﺧﺷ نﻣ يوذ ﺗﺣﻷا ﯾ تﺎﺟﺎ ا ﺔﺻﺎﺧﻟ Disabled Head Household disabled, elderly, or injured person). 9. Other protection or) ﯾ بﻠطﺗ ةدﻋﺎﺳﻣ نﻣ صﺧﺷ رﺧأ Requires support from another person .8 ﯾ بﻠطﺗ /ةدﻋﺎﺳﻣ ﺔﯾوﻟوأ ﻲﻓ ا ﻟ ﻊﯾزوﺗ distribution فوﺎﺧﻣ قﻠﻌﺗﺗ ﺔﻣﻼﺳﻟﺎﺑ وأ قﻠﻌﺗﺗ نﻣﺄﺑ ﺔﻠﺋﺎﻌﻟا security concerns
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ا ﻟ مﺳﻘ ج – تﺎﻧﺎﯾﺑ ا ﺔﻠﺋﺎﻌﻟ ا ﻟ ﻤﻤ ﺘ ﺪ ة SECTION C – EXTENDED FAMILY DATA ﯾ بﺟ ﻊﺿو ا رﻷ ﻗ ﺎ م ﻲﻓ تﺎﻧﺎﺧﻟا بﺳﺣ ا ﻟ لودﺟ ا ﻟ ﻣ ﻔ ﺗ ﺎ ﻲﺣ ا ﻔﺳﻟ ﻲﻠ ﺳ ﺗﻋإ ﺑ تارﺎ ﺔﺻﺎﺧ ﯾ لﻣﻌ T ﻻ ﯾ لﻣﻌ ﻌﻣ قﺎ ا ﺎﺣﻟ ﺔﻟ ا ﻟ ﺣﺻ ﯾ ﺔ ﺟﺳﻣ ل ا ﻟ ﻧ عو ﺗ ﺎ ﺦﯾر ا ﻟ ﻣ دﻼﯾ ﻠﺻ ﺔ Name ID Number Health Status Disability Work/Not Special ﺑ ﻣ د ﺔﺳر D.o.B. Gender ا ﻟ ارﻘ ﺔﺑ ر مﻗر ا ﻟ وﮭ ﯾ ﺔ ا ﻟ ﯾﺻﺧﺷ ﺔ ا مﺳﻹ Relative QB.4 QB.5 Enrolled QB.7 QB.8 Work Considerations # QB.1 QB.2 Status in schools QB.9 QB.10
QB.3 QB.6 1 2 3 4 5 6 7 8 9
Questions Options ﻧ ﺳ بﯾ Sibling .7 /دﻟاو ةدﻟاو ة/جوزﻟا Parent in–law .6 او /دﻟ او ةدﻟ Parent .5 ﻔﺣ ﯾ د ﻔﺣ/ ﯾ د ة Grand Child .4 نﺑا / ﺔﻧﺑا Son/Daughter .3 جوز / ﺔﺟوز Spouse .2 بر ا ﺳﻻ ر ة QB.3 1. Head ﺔﺟوز إ ﺑ ن Daughter in Law .13 /لﻔط ة ﻏ ﯾ ر ﻣ ﺣﺻ ﺑو نﯾ Separated child .12 ﻏ ﯾ ر أ ﻗ ﺎ بر Non-relative .11 ا ﻗ برﺎ نﯾرﺧآ Other relatives .10 ة/لﻔط ﻰﻧﺑﺗﻣ Adopted Child .9 دﺟ / ة Grandparent .8 (Other (Specify أ ىرﺧ / ﺣ د د .14 ا ﻧ ﻰﺛ /Female.2 ذ رﻛ /QB.5 1. Male
ﻻ / No 2 مﻌﻧ / QB.6 1.Yes
ضارﻣأ ا مﺎظﻌﻟ او تﻼﺿﻌﻟ .5 ا ﻣ ر ضا ا ﻟ ﻘ بﻠ و ﺔﯾﻋوﻻا ا ﺔﯾوﻣدﻟ Heart and blood vessel diseases .4 ا ر ﺗ ﻔ ﺎ ع ﻐﺿ ط ا ﻟ د م Elevated blood pressure .3 ﻣ ر ضﯾ ﺑ ﺎ ﻟ ﺳ ر ط ﺎ ن Cancer .2 رﻣ ضﯾ ﺑ ﺎ ﻟ يرﻛﺳ QB.7 1. Diabetes ضارﻣا ا ﻰﻠﻛﻟ Kidney disease .7 ضارﻣا زﺎﮭﺟﻟا ﻲﺳﻔﻧﺗﻟا Illness related to bones and muscles 6. Respiratory system disease ﻻ / Other diseases 13. No أ ﻣ ر ضا أ ﺧ ر ى .12 أ ﻣ ر ضا ﻣ ﻌ د ﯾ ﺔ Communicable diseases. رﺻ ع Epilepsy 11 .10 ﺎﻋإ ﺔﻗ Disability .9 لﻠﺷ ﻣد غﺎ (Brain stroke (paralysis .8
.6 ﻘﻋ ﻲﻠ Mental .5 ﺳﺟ يد Physical .4 تﺎﺑرطﺿإ ﺔﻐﻠﻟا مﻼﻛﻟاو Speech and language disorders .3 مﺻأ , او مﻛﺑ Hearing loss and Deafness .2 إ ﻋ ﺎ ﻗ ﺔ ﺑ رﺻ ﯾ ﺔ QB.8 1. Visual Disability ﻻ ﺎﻋإ ﻗ ﺔ No disability .9 ﺎﻋإ ﻗ ﺔ ﻧھذ ﯾ ﺔ Intellectual disability .8 ددﻌﺗﻣ Multiple .7 ﺳﺟ يد ﻋو ﻘ ﻠ ﻲ Physical and Mental
. ﻻ ﯾ قﺑطﻧ Not Applicable .7 ﻻ ﯾ لﻣﻌ Gaza Staff 6. Not working ﺔﻣوﻛﺣ ةزﻏ . 5 . ﻏ ﯾ ر ﻲﻣﺳر Informal .4 ﻋ ﺎ لﻣ ﯾ و ﻲﻣ Daily labour .3 لﻣﻋ ﻣ ؤ تﻗ Temporary .2 لﻣﻋ د ا ﺋ م QB.9 1. Permanent 8. Profession (e.g. teacher, doctor, social worker, NGO worker etc.). .5 ﺎﻋ ﺋ ﺔﻠ ﯾ ﺎﮭﺳأرﺗ نﺳﻣ Elderly Headed household .4 ﺎﻋ ﺋ ﻠ ﺔ ﯾ ﺎﮭﺳأرﺗ لﻔط Child Headed Household .3 ﺎﻋ ﺋ ﺔﻠ ﺎﮭﺳأرﺗ ةارﻣإ Pregnancy/Lactating 2. Female Head Household ا ﻟ ﺣ و ا ﻣ ل / ﻣ ﻌﺿر ﺎ ت .QB.10 1 Requires assistance/priority during .7 ﯾ طﺗ بﻠ ﺔﻣﺎﻗإ قﺑﺎطﻟﺎﺑ لوﻷا Requires accommodation on the first floor .6 ﺎﻋ ﺋ ﻠ ﺔ ﯾ ﺎﮭﺳأرﺗ صﺧﺷ نﻣ يوذ ﺗﺣﻷا ﯾ تﺎﺟﺎ ا ﺔﺻﺎﺧﻟ Disabled Head Household disabled, elderly, or injured person). 9. Other protection or) ﯾ بﻠطﺗ ةدﻋﺎﺳﻣ نﻣ صﺧﺷ رﺧأ Requires support from another person .8 ﯾ بﻠطﺗ /ةدﻋﺎﺳﻣ ﺔﯾوﻟوأ ﻲﻓ ا ﻟ ﻊﯾزوﺗ distribution فوﺎﺧﻣ قﻠﻌﺗﺗ ﺔﻣﻼﺳﻟﺎﺑ وأ قﻠﻌﺗﺗ نﻣﺄﺑ ﺔﻠﺋﺎﻌﻟا security concerns
INTERNAL - GAZA IACP | 43
ا ﻟ مﺳﻘ ب – تﺎﻧﺎﯾﺑ ا ﮫﻠﺋﺎﻌﻟ ( ذھ ا ا ﻟ مﺳﻘ ﯾ ﺧ صﺗ ﺑ ﺎ بﻷ و ا ﻟ ﺔﺟوز ﺑﻷاو ﻧ ءﺎ ﻓ طﻘ ) SECTION B - FAMILY DATA ﯾ بﺟ ﻊﺿو ا رﻷ ﻗ ﺎ م ﻲﻓ تﺎﻧﺎﺧﻟا بﺳﺣ ا ﻟ لودﺟ ا ﻟ ﻣ ﻔ ﺗ ﺎ ﻲﺣ ا ﻔﺳﻟ ﻲﻠ ﺳ ﺗﻋإ ﺑ تارﺎ ﺔﺻﺎﺧ ﯾ لﻣﻌ T ﻻ ﯾ لﻣﻌ ﻌﻣ قﺎ ا ﺎﺣﻟ ﺔﻟ ا ﻟ ﺣﺻ ﯾ ﺔ ﺟﺳﻣ ل ا ﻟ ﻧ عو ﺗ ﺎ ﺦﯾر ا ﻟ ﻣ دﻼﯾ ﻠﺻ ﺔ Name ID Number Health Status Disability Work/Not Special ﺑ ﻣ د ﺔﺳر D.o.B. Gender ا ﻟ ارﻘ ﺔﺑ ر مﻗر ا ﻟ وﮭ ﯾ ﺔ ا ﻟ ﯾﺻﺧﺷ ﺔ ا مﺳﻹ Relative QB.4 QB.5 Enrolled QB.7 QB.8 Work Considerations # QB.1 QB.2 Status in schools QB.9 QB.10
QB.3 QB.6 1 2 3 4 5 6 7 8 9
Questions Options ﻧ ﺳ بﯾ Sibling .7 /دﻟاو ةدﻟاو ة/جوزﻟا Parent in–law .6 او /دﻟ او ةدﻟ Parent .5 ﻔﺣ ﯾ د ﻔﺣ/ ﯾ د ة Grand Child .4 نﺑا / ﺔﻧﺑا Son/Daughter .3 جوز / ﺔﺟوز Spouse .2 بر ا ﺳﻻ ر ة QB.3 1. Head ﺔﺟوز إ ﺑ ن Daughter in Law .13 /لﻔط ة رﯾﻏ ﺑوﺣﺻﻣ نﯾ Separated child .12 ﻏ ﯾ ر أ ﻗ ﺎ بر Non-relative .11 ا ﻗ برﺎ نﯾرﺧآ Other relatives .10 ة/لﻔط ﻰﻧﺑﺗﻣ Adopted Child .9 دﺟ / ة Grandparent .8 (Other (Specify أ ىرﺧ / ﺣ د د .14 ا ﻧ ﻰﺛ /Female.2 ذ رﻛ /QB.5 1. Male
ﻻ / No 2 مﻌﻧ / QB.6 1.Yes
ضارﻣأ ا مﺎظﻌﻟ او تﻼﺿﻌﻟ .5 ضارﻣا بﻠﻘﻟا و ﺔﯾﻋوﻻا ﺔﯾوﻣدﻟا Heart and blood vessel diseases .4 ا ر ﺗ ﻔ ﺎ ع ﻐﺿ ط ا ﻟ د م Elevated blood pressure .3 ﻣ ر ضﯾ ﺑ ﺎ ﻟ ﺳ ر ط ﺎ ن Cancer .2 رﻣ ضﯾ ﺑ ﺎ ﻟ يرﻛﺳ QB.7 1. Diabetes ضارﻣا ا ﻰﻠﻛﻟ Kidney disease .7 ضارﻣا زﺎﮭﺟﻟا ﻲﺳﻔﻧﺗﻟا Illness related to bones and muscles 6. Respiratory system disease ﻻ / Other diseases 13. No أ ﻣ ر ضا أ ﺧ ر ى .12 أ ﻣ ر ضا ﻣ ﻌ د ﯾ ﺔ Communicable diseases. رﺻ ع Epilepsy 11 .10 ﺎﻋإ ﺔﻗ Disability .9 لﻠﺷ ﻣد غﺎ (Brain stroke (paralysis .8
.6 ﻘﻋ ﻲﻠ Mental .5 ﺳﺟ يد Physical .4 تﺎﺑرطﺿإ ﺔﻐﻠﻟا مﻼﻛﻟاو Speech and language disorders .3 مﺻأ , او مﻛﺑ Hearing loss and Deafness .2 إ ﻋ ﺎ ﻗ ﺔ ﺑ رﺻ ﯾ ﺔ QB.8 1. Visual Disability ﻻ ﺎﻋإ ﻗ ﺔ No disability .9 ﺎﻋإ ﻗ ﺔ ﻧھذ ﯾ ﺔ Intellectual disability .8 ددﻌﺗﻣ Multiple .7 ﺳﺟ يد ﻋو ﻘ ﻠ ﻲ Physical and Mental . ﻻ ﯾ قﺑطﻧ Not Applicable .7 ﻻ ﯾ لﻣﻌ Gaza Staff 6. Not working ﺔﻣوﻛﺣ ةزﻏ . 5 . ﻏ ﯾ ر ﻲﻣﺳر Informal .4 ﻋ ﺎ لﻣ ﯾ و ﻲﻣ Daily labour .3 لﻣﻋ ﻣ ؤ تﻗ Temporary .2 لﻣﻋ د ا ﺋ م QB.9 1. Permanent 8. Profession (e.g. teacher, doctor, social worker, NGO worker etc.).
.5 ﺎﻋ ﺋ ﻠ ﺔ ﯾ أرﺗ ﺳ ﮭ ﺎ ﻣ نﺳ Elderly Headed household .4 ﺎﻋ ﺋ ﻠ ﺔ ﯾ ﺎﮭﺳأرﺗ لﻔط Child Headed Household .3 ﺎﻋ ﺋ ﺔﻠ ﺎﮭﺳأرﺗ ةارﻣإ Pregnancy/Lactating 2. Female Head Household ا ﻟ ﺣ و ا ﻣ ل / ﻣ ﻌﺿر ﺎ ت QB.10 Requires assistance/priority during .7 ﯾ بﻠطﺗ إ ﻗ ﺎ ﺔﻣ ﺑ ﺎ ﺎطﻟ قﺑ لوﻷا Requires accommodation on the first floor .6 ﺎﻋ ﺋ ﻠ ﺔ ﯾ ﺎﮭﺳأرﺗ صﺧﺷ نﻣ يوذ ﺗﺣﻷا ﯾ تﺎﺟﺎ ا ﺔﺻﺎﺧﻟ Disabled Head Household disabled, elderly, or injured person). 9. Other protection or security) ﯾ بﻠطﺗ ةدﻋﺎﺳﻣ نﻣ صﺧﺷ رﺧأ Requires support from another person .8 ﯾ بﻠطﺗ /ةدﻋﺎﺳﻣ ﺔﯾوﻟوأ ﻲﻓ ا ﻟ ﻊﯾزوﺗ distribution فوﺎﺧﻣ قﻠﻌﺗﺗ ﺔﻣﻼﺳﻟﺎﺑ وأ قﻠﻌﺗﺗ نﻣﺄﺑ ﺎﻌﻟا ﺋ ﺔﻠ concerns
41
ANNEX 10: ASSESSMENT, MONITORING AND REPORTING FORMS & OTHER TOOLS l The Multi-Cluster/Sector Initial Rapid Assessment l Further, the Unified IDP Registration Form will be (MIRA) is the joint needs assessment tool that will used to generate updated data collection on IDPs be used. It is a precursor to cluster/sectoral needs needs – see annex 9. The unified IDP registration assessments and provides a process for collecting platform that will host the data on IDPs is currently and analyzing information on affected people and being synchronized with the IDP database from their needs to inform strategic planning. A Gaza- UNRWA. A reporting template has been finalized specific version of the MIRA has been developed. that will be used system-wide to report on IDPs and The MIRA will be rolled out in the first 72 hours of their needs during emergencies. It can be accessed an emergency if the situation allows. In addition, here. the clusters will conduct more in-depth assessments l The Risk Assessment Request Form by UNMAS will that will guide their sectorial response. be used for ERW risk mitigation (see here). l The MIRA was used in 2014 hostilities, the full l The Emergency Coordination Portal (ECP) will be report is available here. The questionnaire form is the tool used to coordinate movement of personnel. available here. The ECP is also used for deconfliction purposes l In addition, while the Emergency Assessment Tool of static locations. More than 500 humanitarian (EAT) (see here) is used primarily for small-scale locations are currently registered in the ECP emergencies, it can also be used during a large- and their details have been shared with relevant scale emergency at the onset of the emergency Authorities. This is led by ACU (see coordination to rapidly assess the humanitarian needs of a structure). population and identify initial response needs. The l For overall reporting on the humanitarian situation, Emergency Monitoring Tool (EMT) (see here) is the the standardized OCHA Situation Report template corresponding tool that will be used to monitor/re- will be used. assess the situation. The ECC will decide whether The Emergency Coordination Centre (ECC) has the EAT will be used. As of February 2020, 59 staff approximately 160 tablets (150 WFP + 10 OCHA) in store have been trained on the tool.30 for the assessment/monitoring teams.
30. The SOPs for the assessment teams can be accessed here; those for the monitoring teams here.
42 ANNEX 11: COORDINATION TEMPLATE – INFRASTRUCTURE (ICRC) The following template will be used to support critical utilities and service providers with coordination and escort, which will be led by ICRC (see annex 5: ECC Agenda): Coordination request - Template
ID: (registration number for follow-up) Date and time of recording DD/MM/YEAR at XX:XX Area ie, North Gaza City… Infrastructure 1 Name, type Coordination map reference Map 29, D4 Geographical coordinates X,Y Decimal degrees, WGS 84 Type of Intervention needed Number of people affected Infrastructure 2 Name, type Coordination map reference Map 29, D4 Geographical coordinates X,Y Decimal degrees, WGS 84 Type of Intervention needed Number of people affected Infrastructure 3 Name, type Coordination map reference Map 29, D4 Geographical coordinates X,Y Decimal degrees, WGS 84 Type of Intervention needed Number of people affected Infrastructure 4 and …. Name, type Coordination map reference Map 29, D4 Geographical coordinates X,Y Decimal degrees, WGS 84 Type of Intervention needed Number of people affected Types of Heavy Machinery/Equipment needed for repair: loader, excavator… (plate number, color, logo) Material needed for repair: generators, pipes, tees, elbows… Car(s) needed for repair:
Catalogue reference Number of people in the repair team Starting location of the team’s departure point Duration of the repair (how long does the team need)
Escort Needed (Yes / No) Organisation ICRC / UNRWA Registration number Number of passengers Number of passenger
43 ANNEX 12: EMERGENCY STOCKPILES31 The figures below represent the supplies currently available with stockpile quantities indicated as estimated number of beneficiaries that can be served. The overall oPt stocks are provided, as well as distribution by locations. Cluster stocks include ICRC/PRCS stocks, and UNRWA and Government stocks are included separately.
Cluster Total32 Comments Food Security Caseload 1,610,000 Cluster stock UNRWA Government Potential gap Health Caseload 555,000 Cluster stock UNRWA Government Potential gap Education Caseload 361,53333 Cluster stock 78,650 UNRWA Government 0 Potential gap 282,883 Shelter & NFIs Caseload Up to 600,000 *DES only Cluster stock 40,000
UNRWA 100,000* Government 0 Potential gap Up to 460,000 (Stockpiling needed for additional 60,000 NFIs) WASH Caseload 650,000 Cluster stock 100,00034 UNRWA 100,000 Government Potential gap 200,000 - 450,000 Protection35 Caseload 100,00036 Cluster stock UNRWA Government Potential gap
31. In 2020, the Preparedness Team will be working on a more detailed mapping of resources. 32. Decentralized warehousing across Gaza areas are mapped on the digital, interactive map. 33. For stockpiling, the education cluster plans with the regular caseload as educational activities will be disrupted during the escalations and/or disease outbreak. The prepositioning supplies include school bags, stationery and uniforms etc. and will be distributed regardless of the displacement setting if educational activities are resumed. 34. This is the capacity of the WASH cluster partners to respond with prepositioned stocks as of now. In addition, a large number of people could be reached through emergency repairs to water and wastewater networks based on pre-positioned stocks in the ICRC and UNICEF supported regional emergency warehouses of CMWU in Gaza depending on the extent of network damages. It is difficult to put an exact number to this intervention. Hence the potential gap is actually an overestimation. 35. Including Child Protection, GBV and Mine Action working groups. 36. CP AOR estimates the need to provide about 100,000 recreational kits to at least 300,000 vulnerable children affected by internal displacement. One kit serves up to 3 children. As next step, CP AOR needs to consult partners about existing kits and potential capacity.
44 ANNEX 13: COMMUNICATIONS IN CRISIS Background soon as focal points have been identified and confirmed, This document is intended to provide guidelines for and the HCT external media focal point list should communication in crisis for OCHA in the occupied be shared with media outlets. Focal points should be Palestinian territory. It clarifies internal and external identified in advance in all clusters / agencies for all key communication structures guiding the work of OCHA, RCS functions, including spokespersons in clusters / particularly as Chair of the Humanitarian Country agencies. Team’s Advocacy Working Group (HCT AWG) during To facilitate outreach to displaced populations, a mobile an emergency, including support to the communication application has been developed by OCHA/Oxfam. role of the Humanitarian Coordinator (HC). In addition The application is synchronized with the unified IDP to the Standard Operational Procedures (SOP) for the platform to ensure two-way communication between UN system for communication during time of crisis, the IDPs/communities and humanitarian partners. It is guidelines have been informed by lessons learned, as available on both Apple Store (Iphone) and Play store outlined in the After Action Review (AAR) compiled by (android). the Emergency Operations Centre in the aftermath of the OCHA media and advocacy focal points should be in 37 2014 Gaza crisis. contact with HQ counterparts (NY and GVA) to advise The primary objective of the guidelines is to standardize them on local preparations and ensure open lines of communication guidelines, agree to a division of labour communication, as well as key counterparts locally, and clarify communication tasks and channels to abide including UNRWA and UNSCO to ensure timing by in the onset of an emergency, as outlined in the Inter- and consistency in public communications around Agency Contingency Plan for the occupied Palestinian the declaration of the emergency. Upon onset of the territory. This document is intended to complement the emergency, OCHA oPt senior management will ensure IACP. that the Emergency Relief Coordinator (ERC) is well- Upon HC declaration of emergency: briefed on emerging developments/risks/responses and, in consultation with the HC, will advise on when The HCT Emergency Communications List, which advocacy at the level of the ERC is required. consists of designated HCT Advocacy and Media focal points, is activated by OCHA upon declaration of an Within first 24 hours: emergency by the Humanitarian Coordinator, and a OCHA’s Advocacy and Media focal points will circulate reporting and communications section (RCS) will be set Key Messages informed by operational updates from up.38 Within 2-3 hours, designated OCHA reporting and clusters and the ECC, including drafting basic media communication staff should be present in the established talking points, to be shared with the Humanitarian ECC - with a rotation mechanism in place to ensure Coordinator and the Humanitarian Country Team to 24-hours-coverage, if the situation so requires. If the ensure consistency in communication. These messages RCS is established in a different geographical location will be used for public communication as well as shared than the ECC, efforts should be made to immediately with HQs. deploy communication resources to the ECC to optimize An HC statement declaring an emergency / providing coordination between the RCS and the ECC. very initial information about the emergency should Focal points should be designated in advance to the also be drafted and published within the first 24 hours. extent possible (RCS Manager, Advocacy focal point, The initial HC statement should describe the basic scope Media focal point, Community Engagement (CwC/AAP) of an event, express general concerns for the protection focal point39, Reporting focal point whom clusters report of civilians, as well as provide reassurance to the general to for situation reports, IMU focal point etc.), but should public, national authorities and those affected that the be re-circulated upon declaration of an emergency to UN / humanitarian partners stand ready to respond and reflect latest changes in personnel.40 The list should be assist as required. circulated to the ICCG and HCT distribution lists as
37. Recommendations discussed in the AAR included the need to establish clear focal points for different areas of responsibility in clusters, HCT and within OCHA; the need to develop an email protocol to minimize the number of emails sent, to better include guidance from the ECC on advocacy messaging and transmission of messages to higher levels, for example on humanitarian access, as well as better integrate Communications with Communities (CwC) component into the response structure. 38. For details on the function of the RCS, see annex I 39. More detailed information is to be shared regarding the Community Engagement focal points, since this is a new function in the RCS, based on global guidance. The key purpose of the function is to ensure outreach to communities during crisis, to ensure affected communities are informed about ongoing developments, and as the crisis progresses, to also open up two-way communication channels to enable community engagement in the response, and ensure adherence to accountability towards affected populations, in accordance with the humanitarian community’s commitments to affected populations, as outlined in the Inter Agency Steering Committee (IASC) commitments. 40. In case of break-down of traditional channels of communication (totally or partially, in some specific geographical locations) radios should be used between communication staff in the case of a collapse of traditional means of communication (internet, phone). Call signs should be known and distributed in advance. 45 48-72 hours after declared emergency: Thereafter (during the emergency): When more details about the crisis and its consequences Regular HC / HCT donor/diplomatic briefings will are known, ideally latest 72 hours after the first public be arranged by OCHA, with support from Advocacy HC declaration of an emergency, OCHA Advocacy Focal Points of the HCT AWG, informing donors and Media focal points will draft a more detailed HC and diplomats about the most recent developments, statement for release and interviews with the press and communicating key asks to them (i.e. calling for can be arranged or a press conference with main HCT humanitarian access, protection of civilians etc.) as well partners can be convened. In order to ensure that the as mobilizing resources. HC and the work / concerns of the HCT are visible, HC HCT/JCMT joint messaging will be updated and statements will be issued on a regular basis, no less than circulated on a bi/weekly basis – and a bi-monthly basis one per week as a point of departure, or weekly press in the aftermath of an emergency. briefings can be arranged for the same purpose. Timing Within one week of the declaration of the emergency, of the statements will consider other statements by UN OCHA will launch a dedicated portal through its and other officials, bearing in mind the unique role of the website to serve the information needs of the general Humanitarian Coordinator. public and the media. This will be separate from the OCHA Advocacy and Media focal points develop more Humanitarian Response portal used for coordination of detailed messaging (max 1 page) to be used to inform technical information, responses and gaps by Clusters. public statements, media inquiries/TPs and engagement Talking points and other related products (press releases, with donors / diplomats. situation reports) shall be shared with HQ for their A draft will be circulated to HCT members for comment media interviews, press releases, reports by the USG, through the HCT AWG, and in consultation with the ASG, and spokespersons. ECC, and a revised copy shared, to ensure one voice Community Engagement focal points in clusters should during the emergency. These messages will be updated liaise with CwC actors such as Internews / BBC Media every 2-3 days for the first two weeks of the emergency. Action on a regular basis during and in the aftermath of The Advocacy and Media focal points should also touch base with other actors at both local, regional and HQ level, including UNRWA, UNSCO, the UNCT and the UN Communications Group, to clarify roles, responsibilities The role of the Humanitarian Coordinator during crisis and to ensure consistency in public messaging to The Humanitarian Coordinator (HC) should have a maximize impact and minimize inconsistency. distinct voice and be a consistent and visible leader of Community Engagement focal point liaises with the humanitarian response during an emergency, through relevant news outlets (Internews and BBC Media issuing public statements, convening press conferences as Action, if present) and Clusters through the ICCG to required, as well as through other public communication, activate available CwC channels, and ensure the flow such as media interviews. His public communications role of operational information to affected communities to should exist alongside – and be coordinated with – that of mitigate risks and establish a two-way communication the Special Coordinator side and/or other UN colleagues at channel with communities affected by crisis. the local or HQ level. OCHA media and advocacy focal points will support the Humanitarian Coordinator’s office during an emergency, to provide the HC with messaging, talking points, based on corroborated, timely information about the emergency, gaps, responses and protection concerns.
Table Overview of Preparedness Actions
Timeline Action Focal Point Target audience Objective
Prepare HCT Media focal points list OCHA is able to distribute an updated list of HCT (external) OCHA (Media FP) HCT Media focal point upon declaration of emergency Ensure availability of communication All necessary technological equipment is devices (phones, satellite phones, OCHA (Logistics / OCHA procured, in stock, and key staff have been radios) Security FP) trained on how to use them
Prepare Communication in Crisis OCHA (Advocacy OCHA and the HCT are aware of the needed steps Preparedness HCT to take in all stages of an emergency to optimize guidelines FP) communication Prepare HCT emergency focal points Designated focal points for different areas list (internal), including for Media, OCHA (Multiple HCT can minimize the email burden and maximize Advocacy, CwC, Reporting, IMU FPs) effectiveness during an emergency Community Engagement guidance Enable clusters / agencies to effectively shared guiding communication with OCHA (CwC FP / Clusters / agencies; communicate with communities upon outbreak communities during an emergency ICCG) Affected populations of crisis
46 an emergency to ensure that vital information is passed Post-emergency: on to affected communities through the communication A modality to continue to capture key figures and channels most readily available to them (Jawwal, updates from clusters when situation reports are phased flyers, radio) and projects prioritizing emergency out should be in place, particularly on vulnerable groups, telecommunications should be present in the appeal. for response, reporting and advocacy purposes. OCHA’s Community Engagement Focal Points are to ensure that CwC/AAP is an integral part of the response, including in needs assessments, flash appeals and other outreach efforts.
Table Overview of Emergency Actions
Timeline Action Focal Point Target audience Objective
Ensure presence of Advocacy and Media Activate HCT Emergency OCHA HCT focal points in the RCS / ECC from the outset Communication List of an emergency Circulate updated Media focal Media is informed about who to contact points list to media, including OCHA (Media FP) Media for additional information, interviews or info about designated statements spokespersons Multiple (general public, General public and affected communities Prepare media statement to international community, are informed about the emergency, and be issued by the HC declaring OCHA (Media FP) Within 24 hrs national authorities, affected reassured that humanitarian partners are an emergency communities) responding or ready to respond Draft Key Messages based on Humanitarian community is communicating OCHA (Advocacy FP) Donors initial information with one voice to donors Draft basic media talking The HC is well equipped to answer any OCHA (Media FP) General public points to be used by the HC media queries with short notice Initial information about the OCHA (Social Media Ensure timely flow of information to the crisis available on Social General public FP) public Media Media pack created with TPs, The HC is well equipped to answer any OCHA (Media FP) General public Q & A for the HC media queries with short notice Activate CwC networks Minimize risks and maximize communities’ OCHA (CwC FP / through pre-identified Affected populations involvement in accessing their own risks, ICCG) mechanism inform about access to assistance etc. The HC / HCT are in a position to inform More detailed joint messaging OCHA (Advocacy FP) Multiple public statements, media inquiries / TPs, developed engagement with donors etc. Within 48-72 hrs / Liaise with UNCT, Ensure complementary language and ongoing UNCG, HQ, political and OCHA (Advocacy FP) Multiple approach with a variety of actors, including development actors regarding within the UN communication plans Briefing packs created with key information, including OCHA (with Cluster Donors are well informed about the ongoing Donors / diplomats maps, situation reports and inputs) emergency, and can take action as required statements Briefing for donors / Donors are well informed about the ongoing OCHA (AWG) Donors / Diplomats diplomats emergency, and can take action as required Outreach to communities Ensure that communities are informed Assessment phase informing them about the OCHA (CwC FP) Affected populations about the assessment through information upcoming assessment channels available to them Organization of launch event Ensure that donors / diplomats are well with national authorities, Appeal phase OCHA Multiple informed about the gaps in the response and donors / diplomats, media the resources required and humanitarian partners
47 ANNEX 14: RESOURCE MOBILISATION
While a yearly Humanitarian Response Plan (HRP) will FLASH APPEAL – SUGGESTED TEMPLATE be in effect in oPt, an eventual emergency will require additional planning and resource mobilisation, as the 1. SUMMARY scale and scope of the emergency may not be accounted l Overview of the crisis for in the HRP. The locally managed Humanitarian l Priority needs and linkages / change from the Pooled Fund (HPF) in oPt can provide rapid and flexible Humanitarian Response Plan (HRP) funding capacity, however the scale of the humanitarian l Amount of money needed in US$ needs may surpass the capacity of the HPF reserve in country. Furthermore, given the already existing gaps in l Timeframe covered by this Flash Appeal (cannot be funding to humanitarian operations, it is fully expected longer than 6 months) that the humanitarian organisations will require 2.CONTEXT AND HUMANITARIAN NEEDS ANALYSIS additional resources and capacity to be able to respond 2.1 Context effectively in the event of an emergency. l What happened / is happening? A Flash Appeal document will be launched in the event l Where? of an emergency to respond to the above needs for l Response to date: what has happened since the crisis additional planning and resource mobilisation, with the began? (e.g. information gathered, assessments following requirements: done, liaison with government) l The Flash Appeal should be launched within 72 2.2 Humanitarian consequences and needs analysis hours of the declaration of an emergency. l Drivers of the emergency l There should be only one consolidated and l Scope of the crisis and number of people in need coordinated Flash Appeal document for all humanitarian organisations, triggered by the l Status of the people in need Humanitarian Coordinator. l What are the priority humanitarian needs as a direct A Flash Appeal will contain a concise overview of and immediate result of this crisis? the context and emerging humanitarian needs, along 3. RESPONSE PLANNING with the priority humanitarian activities and funding l Strategic objectives guiding the humanitarian requirements by cluster, to address the humanitarian response needs, normally for an initial period of three months. l Overview of priority humanitarian activities and The Flash Appeal itself would be revised within four to funding requirements by cluster (more detailed six weeks after being launched, including for instance cluster response plans and lists of projects can be improved information on the basis of in-depth needs included in annexes) assessments and more clearly defined early recovery projects, as well as an extended timeframe, as required. l Expected impact of implementation within timeframe of this flash appeal (maximum 6 months) In view of the haste with which the Flash Appeal is drafted, its projects can be revised at any point after 4. ROLES AND RESPONSIBILITIES publication as more information emerges (i.e. agencies l Brief summary overview of how the response is can continually adjust their projects on the Financial being coordinated and who is responsible within Tracking Service (FTS) in consultation with relevant the humanitarian structure (UN and others) and coordination mechanisms). within the government. The Central Emergency Response Fund (CERF), as a 5. ANNEXES funding instrument, does not replace the need for a Flash l Detailed cluster response plans and lists of projects Appeal, which is a planning tool. The Flash Appeal l Maps, assessments etc. and funding applications to CERF will be developed simultaneously as parts of the same process.
48 49 IACP
GAZA INTER-AGENCY CONTINGENCY PLAN September 2020