ш.Душанбе, кч. У. Хайём 120,
Ҷумҳурии Тоҷикистон, 734017
(+992 37)224 03 74

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Шуъбаи ҳолатҳои фавқулодда

Шуъбаи ҳолатҳои фавқулодда яке аз шуъбаҳои асосииҶамъият буда, дар ҷодаи мудирияти офатҳо, коҳишихатарвавокунишисареъбоназардоштинақши ёридиҳандаашбаҲукуматтаҷрибаи ғанӣ дорад.

Ҷамъияти ҲилолиАҳмариТоҷикистон шӯъбаи ҳолатҳои фавқулодда худродарсоли 2002 таъсисдодаастваҳадафҳамболобурданитавоноииҶҲАТҷиҳатиомодагӣ ва вокуниш ба офатҳоитабиӣ, омода кардани нерӯи зеҳнивумолииҶамъият ва ҷомеаҳоиосебпазиримаҳаллӣ мебошад. То имрӯз Ҷамъият дар роҳирушдватақвияти тавоноиҳоихуддаринсамтҳобакомёбиҳоиназаррасноилгардидааст.

Нақшаи миллии омодагӣ ва вокуниш ба офатҳоиҶҲАТ, ки нақши Ҷамъият дар низоми мудирияти офатҳоикишвармуайянмекунад, дарсоли 2004 таҳиявадарсоли 2007 бозбинӣ гардидааст.

Нақшаи эхтиетии дар ҳолатифавқулодаи ҶҲАТ дар соли 2007 таҳиявадарсоли 2010 то соли 2014 бозбинӣ гардидааст, ки сохтор ва тартиби фаъолиятҳодарсамтимудириятиофатҳодарТоҷикистонро муайян мекунад, то дар ҳолатифавқулода ҳамоҳангиимуассиривокунишимуштаракбаофатсуратбигирад.

ҲамкориҳоиҶамъияти ҲилолиАҳмариТоҷикистон бо Кумитаи ҳолатҳоифавқулода ва мудофиаи граждании ҶумҳурииТоҷикистон дар асоси Созишномаи ҳамкорӣ сурат мегирад, ки нақш ва вазифаҳоиҶамъияти миллиро қабл аз, ҳангоми, вапасазофатҳомуайянмекунад. ЯкСозишномаиҳуснитафоҳумидигарҳамкориҳомиёнииндуниҳодродарсамтиомодагиимаҳаллаҳобаофатҳомушаххасмегардонад.

Нақши асосии Ҷамъияти миллӣ ва самтҳоиҳамкорӣ бо Кумитаи ҳолатҳоифавқулода бад-ин тартиб аст:

- Иштироки намояндагони ҶҲАТ дар кори кумиссиюнҳоивижаиизтирорӣ дар ҳамаисатҳҳо;

- Мусоидат ёфтан аз ҷониби ниҳодҳоидавлатӣ дар ироаи анборҳобароинигаҳдорииёриҳоибашардӯстона, ҳамчунин, дарироаинақлиёт барои интиқоли ёриҳобаафродизарардидадарҳолатҳоиизтирорӣ;

- Иштироки муштарак дар чорабиниҳоиомодагӣ ба офатҳо;

- Истифодаи муштарак аз имконоти мухобиротӣ барои бонги хатар дар ҳолатҳоиизтирорӣ;

- Ҳамкорӣ ва ҳамоҳангӣҷиҳатикоҳишихатариофатҳовачорабиниҳоимитигатсионӣ;

- Вокуниши муассири муштарак ба ҳолатҳоиизтирорӣ.

Гурӯҳҳои миллии вокуниш ба офатҳоазкормандонваихтиёриёнитамриндидаиҶҲАТ таркиб ёфтаву, бо таҷҳизот таъминанд ва дар 10 Маркази минтақавии изтирорӣ мустақар гардида, ҳамеша, омодаи шитофтан ба ёрӣ дар муддати 2-3 соат пас аз бонги хатар мебошанд.

Ин гурӯҳҳо метавонанд ба мардуми зарардида ёрии аввал расонанд ва дар ҳолатизарурӣ аз анборҳомасолеҳвабастаҳоилозимаротақсим бинамоянд, вазъро сареъан баҳогузорӣ намоянд, иқдомоти баъдиро матраҳбикунандвабафаъолиятбипардозанд.

Ҷамъияти ҲилолиАҳмариТоҷикистон дар саросари кишвар 69 бахш дорад ва дар ҳарбахшякмасъулитаълимдидаисамтимудириятиофатҳофаъолиятмекунад. То охири соли 2012 Ҷамъият, ҳамчунин, 180 кумитаимаҳаллии вокунишӣ омода карда буд, ки бо таҷҳизот таъмин буда, оид ба мавзӯъ таълим дидаанд. Дар маҷмӯъ, бештар аз 4 000 ихтиёрӣ дар самтҳоитарҳрезииомодагӣ ва вокуниш ба офатҳо, ҳамоҳангиифаъолият, гузоришдеҳӣ ва расонидани ёрии аввал омӯзиш дидаанд.

Гурӯҳҳои миллии вокуниш ба офатҳовасилаиаслииҶҲАТҷиҳатиомодагӣ ва вокуниш ба офатҳомебошанд. Ингурӯҳҳо дар чаҳорчӯбаи стротежии муштараки ҶҲАТ ва ФБҶ СС ва ҲАҷиҳатирушдитавоноиивокунишисареъваиштирокимуассирдариқдомҳоивокунишӣ ташкил шудаанд. Ҳадафиаввалияиингурӯҳҳоҳамвокунишисареъвамуассирбаҳолатҳоиизтирорӣ мебошад.

Фаъолиятхои ЧХАТ дар ҷодаи омодагӣ ва вокуниш:

- ҶҲАТ талош мекунад, то иқтидори маҳаллаҳородаромодагӣ ба вокуниш ба ҳолатҳоиизтирорӣ дар минтақаҳоихатарзои кишвар боло бибарад.

- ҶҲАТ ба ҷомеаҳое, кидармаҳалҳоихатарзоикишварбасармебаранд, ёрӣ медиҳад, товасилаҳоимуассириомодагӣ ба офатҳоитабиӣ ва бартарафсозии оқибатҳоиофатитабииротаҳиянамоянд.

- ҶҲАТ ба ҷомеаҳоиосебпазирёрӣ медиҳад, тотавассутичорабиниҳоииттилоотӣ ва огоҳсозӣ, боло бардоштани маърифати ҷомеа, баргузории давраҳоиомӯзишӣ оид ба мудирияти офатҳоитабиӣ ва ҳолатҳоифавқулода, расонидани ёрии аввал ва таъсиси кумитаҳоимаҳаллииҳолатҳоифавқулода иқтидори вокунишии худро рушд бидиҳанд.

- ҶҲАТ шогирдон ва омӯзгорони мактабҳоротаълиммедиҳад, кичӣ гуна ба офатҳоибаъдӣ вокуниш нишон бидиҳандвабароионҳодавраҳоиомӯзиши омодагӣ ба ҳолатҳоиизтирорӣ ва расонидани ёрии аввал баргузор менамояд.

- ҶҲАТ лоиҳаҳоимитигатсионӣ роҳандозӣ мекунад, то маҳаллаҳоиосебпазирроазэҳтимолиятилағзиши замин, сел, обхезӣ ва офатҳоидигарэминдоштаву, хатариофатҳорокоҳишбидиҳад.

- ҶҲАТ дар мактабҳоивижаиронандагӣ ва ҷомеаҳоиҳадафӣ, ва дар роҳҳочорабиниҳоииттилоотӣ дар мавзӯъи амнияти ҳаракатдарроҳ, омодагӣ/вокуниш ба офатҳоитабиӣ ва усулҳоирасониданиёрииаввалбаргузорменамояд, тошумораимаргҳоваҳодисаҳоинохушдарроҳҳокоҳишбиёбад.

- ҶҲАТ ба маҳаллаҳоёрӣ медиҳад, тоиқтидори худро ҷиҳатиэҳёишароитиқабл аз офати табиӣ тақвият бахшанд.

Вакте, ки офате ва ё ҳолатиизтирориерухмедиҳад, ҶҲАТ тамоми тавоноии худро барои ироаи ёрии аввал ва равонӣ, баҳогузориивазъиаҳолиизарардидаваироаиёриибашардӯстона дар шакли маводи ғайриғизоӣ бирасонад.

Дар даҳсолигузаштаҶамъияти ҲилолиАҳмариТоҷикистон дар бештар аз 530 амалиёти вокунишӣ ба офатҳоитабиӣ дар саросари кишвар иштирок кардаву, ба аҳолииофатзадаёрӣ расонидааст. Тақрибан, беш аз 30 000 нафар дар чаҳорчӯбаи ин фаъолиятҳоазҷониби ҶҲАТ ёрӣ дидаанд. Кормандони пуртаҷрибаи ҶҲАТ, ҳамчунин, дарамалиётҳоибайнулмилалиивокунишбаҳолатиизтироӣ дар Покистон, Қазоқистон ва Қирғизистон иштирок кардаанд.

МарказҳоивокунишбаҳолатиизтирорииҶҲАТ

- Кӯчаи Умар Хайём 120, шаҳриДушанбе. Тел: 2240374, 93 778 77 77

- ШаҳриХуҷанд, кӯчаи Ордженикидзе 53, тел.:6 47 61; 93 873 15 15.

- Кӯчаи Дашти Сангистон, ноҳияиАйнӣ, тел.: 93 577 97 02.

- Кӯчаи Навоӣ20, шаҳриПанҷакат, тeл.: 5 58 32; 93 577 97 01.

- Кӯчаи Бандалиева 62, шаҳриХоруғ, тeл.: 2 36 48; 93 577 97 07.

- Кӯчаи Сомонӣ 8, деҳаиРоҳар, ноҳияиВанҷ, тeл.: 93 577 97 04.

- Кӯчаи Борбад 2, шаҳриКӯлоб, тел.: 2 47 46; 93 577 97 09.

- Кӯчаи 10, шаҳриҚурғонтеппа, тeл.: 2 76 60; 93 875 15 15.

- Кӯчаи С. Бурҳонов3, маҳаллаиҒарм, ноҳияиРашт, тел.: 93 577 97 03.

- Кӯчаи Ҷавонон 1, ноҳияиИшкошим, тeл.: 93 577 97 06.

dowload legislation RCST National CP_En_2015-2018.pdf

RCST

 

THE RED CRESCENT SOCIETY OF TAJIKISTAN

 

 

 

DISASTER RESPONSE AND CONTINGENCY PLAN

(UNOFFICIAL TRANSLATION)

2015-2018


 

TABLE OF CONTENTS

 

Part I – Disaster Response Plan. 4

1.           Introduction. 4

2.           Goals and objectives of the Contingency Plan. 5

3.           Scope and Limitations of the Plan. 5

4.           Country Context7

5.           Risk Analysis. 9

6.           National Disaster Preparedness and Response Structure. 11

7.           RCST Disaster Response: Scope, Limitations, Operational Framework, Procedures and Capacity. 14

8.           Capacity of the Red Crescent Society of Tajikistan. 19

9.           Notification Scheme of NS in Case of a Disaster. 22

10.         RC/RC Movement Partners Disaster Response Capacity and Operational Scope. 24

11.         Capacity of Other Organizations and Coordination During ES. 28

12.         RCST NDRT Rules and Standard Actions. 31

PART 2Contingency Plan. 33

13.         Disaster Scenario. 33

14.         Standard Operating Procedures (SOP)34

15.         Plan Implementation. 43

16.         Annex 1: Terms of Reference for RCST NDRT (NDRT Regulation)46

17.         Annex 2: Rules and Regulations for Receiving Humanitarian Cargo. 51

18.         Annex 3: Situation Assessment Forms. 52

19.         Annex 4: Additional information. 62

 

 

 


ACRONYMS

 

CA                                         Central Asia

CD                                         Civil Defence

CICA                                     Conference on Interaction and Confidence building measures in Asia

CIS                                        Commonwealth of Independent States

CoES                                    Committee of Emergency Situations (under the Government of Republic of Tajikistan)

CP                                         Contingency Plan

CR                                         Country Representation

CSTO                                    Collective Security Treaty Organization

DM                                       Disaster Management

DMC                                    Disaster Management Centre

DMIS                                   Disaster Management Information System

DP                                         Disaster Preparedness

DR                                         Disaster Response

DRD                                     Directly ruled districts

DREF                                    Disaster Relief Emergency Fund

DRM                                    Disaster Risk Management

DRR                                      Disaster Risk Reduction

ERU                                      Emergency Response Unit

ES                                          Emergency situation

Evrazes       Eurasian Economic Community

FACT                                    Field Assessment and Coordination Team

GBAO                                  Mountainous Badakhshon Autonomous Oblast

GDP                                     Gross Domestic Product

GRC                                      German Red Cross

IACP                                     Interagency Contingency Plan

ICO                                       Islamic Conference Organization

ICRC                                     International Committee of the Red Cross

IFRC                                     International Federation of Red Cross and Red Crescent Societies

IHL                                        International Humanitarian Law

IMAC                                    Information Management Analytical Centre (under the CoES)

MM                                      Mass Media

MoU                                    Memorandum of Understanding

NATO                                   North Atlantic Treaty Organization

NC                                         National Committee (headquarters of NS)

NDRCP        National Disaster Response and Contingency Plan

NDRT                                   National Disaster Response Team

NGO                                     Non-governmental organizations

NLRC                                   Netherlands Red Cross

NS                                         National Society (of Red Crescent)

OCHA                                  United Nations Office for the Coordination of Humanitarian Affairs

PGR                                      Population growth rate

PNS                                      Partner National Societies

RAT                                       Recovery Assessment Team

RFL                                       Reunification of Family Links

RCRC                                   Red Cross and Red Crescent (Movement)

RCST                                    Red Crescent Society of Tajikistan

RDMC                                 Regional Disaster Management Centre

RR                                         Regional Representation

RR                                         Regional Representation (IFRC)

RT                                          Republic of Tajikistan

SCES                                     State Commission on Emergency Situations

SCO                                      Shanghai Cooperation Organization

SOP                                      Standard Operating Procedures

SPHERE       Humanitarian Charter and Minimum Standards in Disaster Response

ToR                                       Terms of Reference

UN                                        the United Nations


Part I – Disaster Response Plan

1.       Introduction

The strength of the Red Cross / Red Crescent (RCRC) Movement lies principally in its ability to mobilize resources at a variety of levels – local, national, regional, and global – to implement its humanitarian mandate. The effective coordination of these resources is particularly vital in the field of Disaster Response (DR).

In planning for effective DR, the NS must aim at an optimum deployment of response resources, depending on the scope and nature of the disaster involved. At the national level, this implies comprehensive preparedness for response, through training of personnel, maintenance of stocks, and development of contingency plans.

This National Disaster Response and Contingency Plan (NDRCP) of the Red Crescent Society of Tajikistan has been developed through a process of intensive discussion and consultation with the key RC/RC partners, in close cooperation and coordination with major DRR stakeholders. The list of these partners includes IFRC, NLRC, GRC, ICRC, UNDP DRMP, UNICEF, UNWFP, ACTED, GTZ, GAA, as well as the Government of the Republic of Tajikistan (represented by the Committee of Emergency Situations and Civil Defence).

It is important to point out that the present Plan reflects the current national system and disaster response mechanisms of the RCST. It is a working paper, which shall be regularly updated taking into account the developments in the RCST potential and the changes of interagency coordination mechanisms of international and local NGOs at national level.[1]

The present document of the Red Crescent Society of Tajikistan (RCST) consists of two distinct but inter-related parts.

 

Part 1:

  • describes the background and the geographical, social, and economic framework in which the plan was developed
  • outlines briefly the disaster context in Tajikistan
  •  indicates the objectives, scope, and limitations of the plan
  • describes, in concise form, the RCRC resources and capacities available at the national, regional, and global level to respond to disasters
  • outlines the operational parameters governing any such response
  •  indicates coordination mechanisms with other agencies existing in the country and their capacity     for disaster response
  • describes policies, structures and overall standard procedures of the NS itself and CoES related to  response operations.

 

Part 2:

Is a practical guide containing:

  • all the material and information necessary for RCST practitioners in the country in the event of a disaster
  • a scenario of a particular disaster situation which may occur on the territory of RT
  • Standard Operating Procedures (SOPs) in DR for the different levels and divisions of the NS itself, and for the Federation’s Representations in CA region
  •  indicates steps which need to be taken to maintain the RCST CP as an effective response tool.

Annexes include:

  • contact details for the NS key DM staff and leadership, IFRC, ICRC and PNS’s, CoES and other main organizations dealing with disaster response
  •  ToR and data base of RCST NDRTs
  •  needs assessment formats
  •  rules and regulations on receiving relief good in Tajikistan and logistics capacity
  •  other maps, schemes and tables which may be useful in response operations in RT.

 

Part 1 sets the conceptual framework for the RCST CP.

 

Part 2 is intended as a working document and practical check-list which must be kept regularly updated and referred to by all relevant response personnel in the event of a sudden onset disaster.

2.       Goals and objectives of the Contingency Plan

The main goalof theRCST CP is to ensure timely, adequate and effective response by RCST in any emergency situation in Tajikistan, including situations when its capacity is not sufficient. This, in turn, will require mobilization of regional (Central Asia) and global resources.

The specific objectives of the present Plan on disaster response are as follows:

        I.      DR assets available within the country are developed and coordinated, so as to be  readily available for rapid deployment in the event of such a disaster occurring anywhere in the country.

      II.      NS will be able to make optimum use of the full range of Federation’s global DR resources, tools, and mechanisms when these are deployed in the country in the context of international disaster response.

    III.      The RCST maintains its capability on disaster response operations including coordination, information management, and accessing additional human and material resources as required.

3.       Scope and Limitations of the Plan

According to statutory documents, the main purpose of RCST is to reduce vulnerability of the population and to mitigate consequences of disasters. RCST has the mandate to provide auxiliary disaster response forces for governmental structuresand acts on the basis of the 7 RC fundamental principles, the RCST Statute, the Law of the Republic of Tajikistan “About the Red Crescent Society of Tajikistan”, the existing regulatory legal acts and the legislation of Tajikistan. RCST helps the victims of disasters through its branches, in close cooperation with the field departments of the Committee of Emergency Situations of the Republic of Tajikistan, and the local authorities, the IFRC, ICRC, RCRC NS of other countries, and other international and non-governmental organizations. This contingency plan offers the following:

        I.      It covers capacity and procedures to respond to any disaster in the country and SOPs for response in the particular scenario of a major flood. The key factors for the scenario selection being that the disaster envisaged exceeds the response capacity of the NS. The SOPs cover procedures to involve all existing response mechanisms and resources available at the national, regional and global levels.

      II.      It recognizes the formal primacy of governmental disaster response mechanisms and authorities, and the role of the RCST as auxiliary effort to the civil power in times of disaster. At the same time it acknowledges the practical limits to current governmental capacities in this connection, and maintains the Principle of Independence and the Movement’s humanitarian duty to assist.[2]

    III.      It takes into account the current practical resource limitations of the RCST in terms of personnel, material, and equipment; and recognizes that in the event of a major disaster, the regional and global contribution to the response will be significant.

    IV.      It recognizes that RCST is limited by its mandates and by its experience to specialization in specific priority areas of DR intervention, particularly needs assessment, first aid, distribution of food and non-food relief items, management of shelters and camps, and tracing and family reunification. This implies that key aspects of DR, such as the provision of emergency shelter or emergency water and sanitation programmes, will require the services of specialists from the global RCRC Movement or other organizations.


4.       Country Context

Republic of Tajikistan

Data in brief (2015)[3]:

Total area:                                      142,600 km2.

Arable lands:                                901,100 ha

Total Population:                        8,324,300

                           Urban:                 26,3%

                           Rural:                    73,7%

GDP:                                                                USD4.02 billion

GDP per capita:                           USD 545.76

GDP-Agriculture:                        USD 799.52 million (19.9%)

GDP-Industry:                             USD 571.77 million (14.2%)

GDP-Service:                                USD 503.27 million (12.5%)

GDP-Other:                                   USD 2,149.73 million (53.4%)

Physical and Geographical Conditions

Tajikistan is landlocked country, far from oceans and seas, in the south-east of Central Asia (between 36°40| – 41°05| latitude and 67°31| – 75°14| longitude).Tajikistan has a territory of 143 100 square kilometers (the smallest country in Central Asia) and borders with Afghanistan (South), China (East), Kyrgyzstan (Northeast), and Uzbekistan (West and Northwest).

Tajikistan is a typically mountainous country with altitudes ranging from 300 up to 7 495 meters above sea level and more than fifty percent of its territory is over 3 000 meters above sea level. Ninety three percent of the territory of Tajikistan is occupied by mountain ranges which relate to the highest mountain systems of the world – Tyan-Shan, Hissor-Alay and Pamir (in the East, with highest peaks of “Somoniyon”-7 495m; “Lenin”-7 134m). There are over 1 000 glaciers in Tajikistan, the largest of which, Fedchenko, is a mountainous valley glacier with the total length of 77km.

Tajikistan is highly prone to earthquakes, which occur on a regular basis. As a daily average, is 5-6 minor earthquakes. The Turkestan, Zarafshon and Hissor mountain ranges run from east to west in western Tajikistan. The principal river is the Amu-Darya, called the Panj, in its upper course. The only major areas of low land are in the north, which is part of the Fergana Valley, and in the southern Kofarnihon and Vakhsh Valleys.

Major Cities are Dushanbe (capital), Khujand, Khorog, Kulob and Qurghon-Teppa.

Administratively, Tajikistan has four regions: Mountainous Badakhshon Autonomous Oblast (GBAO), Sughd Oblast, Khatlon Oblast, and 11 districts under direct republican subordination (DRD).

Climate

Tajikistan has a continental climate with hot summers and severe cold winters. In valleys and in flat areas (up to 500 m.a.s.l.), average January temperatures range from -1 to +3°С with the average July temperatures being between +27 and +30°С. Temperatures in the northern valleys of the country are generally lower. In mountainous areas, both winters and summers are colder. Average January temperatures in highland areas ranges from -14°С  to -26°С; whereas, average July temperatures  range from -4°С up to +15°С. There is  great dispersion of average precipitation figures depending on the geographical location: around 70mm in the Eastern Pamir and up to 1,600mm on the southern slopes of the Hissor range. A maximum amount of precipitation falls in winter and spring; whereas in summer and autumn, rains are rather infrequent.

Hydrography

Tajikistan can be divided into four major river basins: The Syr-Darya Basin, the Amu Darya Basin, the Zarafshon Basin, and the basin draining to China.

Map 1: Main rivers of Tajikistan

The total RSWR (renewable surface water resources) of Tajikistan are estimated to be 63.3 km3/year.  The surface water resources available for Tajikistan are 12.98 km3 per year. The internally generated renewable groundwater resources are estimated at 6 km3/year. The ARWR (actual renewable water resources) of Tajikistan is estimated at 15.98 km3/year. There are 1,300 natural lakes in Tajikistan with a total water surface area of 705 km2 and a total capacity of about 50 km3. In 1994, there were 19 dams in Tajikistan:  5 in the Syr Darya River Basin and 14 in the Amu Darya River Basin. Their total reservoir capacity is about 29 km3 and the reservoir area is 934 km2. There are nine large reservoirs with a total capacity of 25.34 km3 and an area of 690 km2. The main purposes of Tajikistan’s reservoirs are hydropower production and irrigation. In 1994, the total annual water withdrawal was approximately 11.87 km3, of which over 92% was for irrigation purposes. About 2.26 km3 was groundwater, an estimated 0.35 km3 re-used collector-drainage water, and wastewater for irrigation, while the remainder was surface water.[4]

Population

Population growth rate (PGR) is quite high in Tajikistan. The country’s population rose from some 1.1 million in 1929 to 3.801 million in 1979. In 1999, Tajikistan’s population was more than 6.3 million. UNFPA specialists expect Tajikistan’s population to rise to 11.8 million by 2025[5]. The results of the population census recently conducted  (21-30 September 2010 ) will be announced in early 2011.

 

Cultural, Political and Economic Background

After gaining independence, Tajikistan suffered from a devastating civil war, which lasted from 1992 to 1997. Since the end of the war, newly established political stability and foreign aid has allowed the country's economy to grow. Its natural resources, such as cotton and aluminium, have contributed greatly to this steady improvement, although observers have characterized the country as having few natural resources besides hydroelectric power and its strategic location.

The Republic of Tajikistan maintains diplomatic relations with all UN-member countries. The Ministry of Foreign Affairs implements  Internal/external policy defined by the President and the parliament of the country. The main geopolitical partners of Tajikistan are Russia, Kazakhstan, Iran, Afghanistan, China, the European Union, United States and Middle East countries. Tajikistan is a member of CIS, CSTO, SCO, ICO, Evrazes, CICA, etc.

Tajikistan was the poorest country in Central Asia, as well as in the former Soviet Union, following a civil war after it became independent in 1991. With foreign revenue precariously dependent upon exports of cotton and aluminium, the economy is highly vulnerable to external shocks. In FY 2000, international assistance remained an essential source of support for rehabilitation programs that reintegrated former civil war combatants into the civilian economy, thus helping keep the peace. International assistance also was necessary to address the second year of severe drought that resulted in a continued shortfall of food production. On August 21, 2001, the Red Cross announced that a famine was striking Tajikistan, and called for international aid for Tajikistan and Uzbekistan. Tajikistan's economy grew substantially after the war. According to World Bank data, the GDP of Tajikistan expanded at an average rate of 9.6 % over the period of 2000–2004.

In 2007, Tajikistan’s GDP stood at 12,779.7 million Somoni, up 7.8% from 2006. Compared to 2001, real GDP growth reached 66.9%; nevertheless, GDP in 2007 amounted to only 71.6% of the 1991 figure. GDP per capita was SM 1,790.8, increasing by SM 455.7 (34.1%) from 2006.[6]

The primary sources of income in Tajikistan are aluminium production, cotton growing and remittances from migrant workers.

5.       Risk Analysis

Tajikistan is prone to various natural disasters, including landslides, avalanches, floods and earthquakes. According to the World Bank, each year Tajikistan experiences about 50,000 landslides, 5,000 tremors and earthquakes, and hundreds of avalanches.

A UN Disaster Assessment and Coordination (UNDAC) mission to the country in March 2006 said some 85 % of Tajikistan's area is subject to mudflows. Landslides, floods and earthquakes are a continuous threat to the population. Tajikistan is located in a highly seismic area, and according to Geohazard International (USA), Within the next 20 years, there is about a 40% probability that a large earthquake with the intensity of up to 9 on the MSK-64 scale will hit the region. Without adequate preventive measures, an earthquake of this intensity could kill thousands of people and have a catastrophic long-term impact on the economy.

Floods, landslides and avalanches occur regularly in most mountainous regions, with floods stretching into the plains of the Ferghana Valley. Despite large irrigation infrastructure, there remains a high probability of drought severely affecting local communities. Soil and vegetation are highly sensitive to degradation due to drought and overuse.

Vulnerability Factors

Tajikistan is vulnerable to disasters especially given its limited financial resources and physical resilience. Steep valleys with few trees and towering mountains leave towns and villages especially prone to the effects of natural disasters. Natural disasters and environmental degradation are widespread. A strong relationship exists between environmental conditions and poverty. Disasters lead to social, economic and environmental losses.

The availability of water influences population density. Except for the capital and some other major cities, most irrigated areas in the south (Khatlon) and north (Sughd) of Tajikistan show densities of more than 100 people per square kilometre. People depend on scarce water resources especially in arid and narrow mountain valleys such as in the Pamir region and the Rasht and Zarafshon valleys. The people of such areas gravitate to flood-prone valley bottoms and alluvial fans, because there are no other flat surfaces available for irrigated land use and settlement.

Land resources are important for sustainable development of the nation, as well as for economic, ecological, and social well being. In Tajikistan, they represent the basis for irrigated and rain-fed farming, gardening, and pasturing. Non-productive, rocky, desert soils, and glaciers comprise the greater part of the country’s area. Low productivity of soil leads to their over use and, consequently, further soil degradation. Human pressure per unit of land in Tajikistan is much higher than in other countries.

Population growth in Tajikistan is significant compared to other CIS republics, with a six-fold increase over the last 70 years. This results in an enormous pressure on the natural resources and marginalization of certain groups of population. Because of poor economic conditions, labour migration of predominantly male migrants to Russia, Kazakhstan, and other countries is an important factor to consider in national demographics. Such migration creates a heavy burden on the women to provide for their families.

Population statistics indicate that 41% of the population is younger than 15 years of age, and 69% is younger than 30. The civil war created a further imbalance between the various age groups. In Tajikistan, over 57% of the population lives below the national poverty line with very high unemployment figures[7]. However, data needs adjustment to account for the level of coping strategies people employ which are hard to quantify. The struggle for daily survival reduces people’s options to mitigate. It makes it difficult for people to move out of disaster prone areas. Poverty increases, thereby pushing disaster reduction into the back of people’s minds.

Adobe construction without application of proper reinforcement techniques is rather prevalent, particularly in rural areas. These weak structures are highly vulnerable to earthquakes and floods. With the current lack of engineering supervision and enforcement of existing codes, removal of load-bearing walls from the already existing concrete building, compromises structural integrity and seismic resistance capacity of the structures.

Communication and road networks in mountainous terrain are particularly vulnerable to a number of different natural hazards including rock falls, landslides, avalanches, etc. With the increasing signs of global climate change, a transformation of the environment has to be expected. This might be particularly evident in the high mountain areas where glaciers and permafrost are disappearing increasing instability of the terrain features. In the Pamir and other mountainous areas of the republic, land degradation is particularly severe. The need for firewood or building materials leads to deforestation and land degradation. Forest cover in the country declined to one third between 1960 and 2000. Decreasing nomadic livestock movements results in overgrazing and destruction of the protecting soil cover around villages and towns. Both aspects signify a huge impact on the fragile ecosystems and thus floods, mass movements and avalanches are more likely to occur[8].

 


6.       National Disaster Preparedness and Response Structure[9]

The national level core structure for disaster preparedness and response in Tajikistan is the State Commission for Emergency Situations and Civil Defence. The work of this Commission is supported by the Commission on Evacuations and the Commission on Improving Economic Stability in Emergency Situations.

The Committee of Emergency Situations and Civil Defence (CoES) provides operational support to the Commissions at the national, regional and local levels, and is the focal point organization in the Government for the coordination of disaster preparedness and response. As directed by the Chairman of the State Commission or its delegate, the CoES:

  • Assures the timely transmission of early warning and other disaster related information,
  • Supports planning, coordination, evacuation and rescue operations (using its own and other resources) before and following a disaster,
  • Coordinates disaster preparedness (early warning and mitigation) activities by relevant organizations in Tajikistan,
  • Serves as the principal point of contact with the international humanitarian community in disaster preparedness and response operations.

The Chairman of CoES and his deputies are appointed by the Chairman of the Government. Senior CoES staff and other military and civil staff of Central CoES Apparatus on ES and CD at the oblast, regional, city and district levels are appointed by the chairman of ES and CD with the concurrence of the respective Governors or District heads (oblast, city, district, Dushanbe).

The involvement of non-governmental and international organizations in disaster preparedness and response in Tajikistan is through REACT and its regional divisions.

The Fire Safety Department, which is under the Ministry of Internal Affairs, is responsible to address disasters related to fire and manmade disasters. It has branches in all districts of the Province.

During major disasters at province level, the Head of Province Executive Body of State Government takes the lead and is responsible for all disaster response operations. During disasters with lesser scope of damages, heads of district executive bodies supervise all DR activities.

 


 


7.       RCST Disaster Response: Scope, Limitations, Operational Framework, Procedures and Capacity

RCST carries out its DR activities based on its Charter, as well as the following regulatory and legal documents:

  • Law of the Republic of Tajikistan “About the Red Crescent Society of Tajikistan” (January 2010)
  • RCST Policy on Disaster Preparedness and Response (adopted in 2007, revised in 2011)
  • Fundamental Principles of the RC/RC Movement
  • IFRC Disaster Response Policy (1997)
  • RC/RC Movement and NGO Code of Conduct on Disaster Relief, designed to maintain high conduct standards and the principles of independence, effectiveness and impact of NGOs  involved in DR and the International Movement of RC/RC[10]
  • Principles and Rules of RC/RC Disaster Relief
  • Safer Access Guidelines
  • IFRC Strategy – 2020
  • Seville Agreement and Supplementary Measures
  • Red Cross and Red Crescent Emergency Relief Policy;
  • RCST development strategy 2008 – 2012
  • Guidelines for Well Prepared National Societies (WPNS)
  • Current legislation of RT
  • Documents developed by the REACT (REACT Statement, IACP)

The RCST implements its disaster preparedness/response activities with an aim to reduce the disaster impact and to enhance response capacity in line with its auxiliary role to the government in provision of humanitarian assistance.

Moreover, the Seville Agreement is a fundamental basis for RC/RC Movement partners activities in general, and in the Disaster Response area. The Agreement “clearly stipulates the major areas of activity, in which the Movement participants realize their task taking into account the scope of their competence. This is done with the purpose to more effectively utilize their ability to complement each other”[11].

The basic criteria of a «Well Functioning National Society», which provides direction for authorized activity, includes the following topics:

  • Reduce the vulnerability of the population living in most disaster prone areas of the country,
  • Risk reduction and mitigation of the impact of possible disasters,
  • Enhancement of the disaster preparedness and response capacity of population through RCST local branch network and RCST primary organisations.
  • Strengthening organizational and material-technical capacity of RCST in disaster preparedness and response.
  • Effective and timely response in case of disaster by involvement of its human, logistic and financial capacity.
  • Coordination with the Government of RT and REACT Partners.

The given policy establishes the basis for effective management of activities, coordination, rational use of available resources for population preparation for the possible disaster, and rendering assistance to the affected community.

One of the main goals of RCST on preparedness measures for better response is the establishment of its primary organisations at the community level most prone to disasters, through the direct involvement of members and volunteers.

Local Disaster Management Committees (LDMC)

The RCST has a total of 188 LDMCs in Tajikistan. LDMCs exist at the community (Jamoat) level in the rural areas, which are most prone to the impacts of natural disasters. The RCST has established LDMCs within its DRR projects with the support of different partners and donors. LDMCs work as the RCST primary organizations, in accordance with the RCST mandate, as stipulated in its Charter, the RCST Regulation on Primary Organisations, as well as the ToR for LDMCs. Each LDMC has an average of 8-12 members, who are trained in CBDRR and First Aid, and are equipped with basic tools and FA kits for disaster response.

LDMCs have been established to ensure a sufficient and sustainable implementation of community based activities in disaster preparedness and response, risk reduction, mitigation and first aid. LDMC mobilizes the local population for community based disaster preparedness and risk reduction measures, undertakes emergency needs assessment, renders first aid, participates in small-scale mitigation projects, and organizes drills and exercises. The primary purpose of LDMC is to improve local resilience to natural disasters and emergency situations.

LDMC members have different backgrounds (teachers, community elders, specialists, etc.) and act on a volunteer basis. The  LDMC is chaired by the Team Leader who is subordinate to the Head of Jamoat and as a Head of RCST primary organisation to the Executive Secretary of RCST district branch.

In everyday situations LDMC may be involved in:

•             Community trainings and simulation exercises/drills

•             Mitigation activities

•             Planning meetings

•             Public Awareness campaigns

•             Coordination and communication with local authorities and other stakeholders

•             Exchange visits to other LDMCs

•             Testing, revision and maintenance Community Based DP/DR Plan

•             Elaboration of risk, capacity & vulnerability maps

In case of a disaster, LDMCs will undertake the following:

·         Early warning/ alert

·         Informing of local authorities (including emergency department) and RCST about the emergency

·         Assist in evacuation of population;

·         Rendering first aid

·         Conducting rapid assessment and reporting

·         Coordinating activities with other stakeholders

·         Assist in distribution of relief/aid

·         Upon arrival of NDRT, the LDMC leader will report on situation and the team will continue operation under the supervision of NDRT Leader

RCST Scope of Work on Disaster Response

Priority Sectors: Drawing on the existing strengths and experience of the RCST, as indicated in its mandate and DM profile, priority sectors for disaster response by NS elements are likely to be: damage and need assessment; first aid in emergencies; hygiene promotion; preventive health care; registration of affected persons and distribution of food and non-food relief supplies; provision of services and management in camps and emergency shelters; family reunion and tracing, as well as psycho-social support.

The list of disaster response activities implemented by RCST includes:

a)      Assessment and determination of risk, vulnerability, needs; efficiency of implemented relief programs

b)     Tracing and reunification of family links

c)      Rendering first aid and psycho-social support

d)     Prevention of infectious diseases

e)     Provision of shelter in the temporary camps and camp management

f)       Provision of non-food humanitarian aid

g)      Assisting in food aid distribution (in temporary camps)

h)     Provision of potable water and water purification kits

i)        Conducting of training events and awareness-raising activities

j)       Coordination and leading role in the shelter and non-food assistance cluster

k)      Participation in other clusters

l)        Safer access

Receiving humanitarian cargo:

RCST is entered in the list of the international organizations which are authorized to receive and distribute humanitarian aid. Therefore RCST is exempt from customs duty payment; however, RCST pays various other small fees (declaration, broker, railway services, unloading/stacking, renting, etc.) when receiving humanitarian cargo.

RCST is exempt from all types of taxation in accordance with the “Regulation on distribution rules of humanitarian and technical aid entering the Republic of Tajikistan”, signed by the Chairman of the Government of the Republic of Tajikistan, Emomali Rahmonov and endorsed by the Decree of the Government of the Republic of Tajikistan as of 9 November 2000, under No.459.

First aid:

Trained volunteers and RCST staff, both in the disaster area and in the temporary camps, render first aid to affected people. Following the disaster, the RCST sets up first aid points, based in the temporary camp, with 3-5 staff and 10-20 volunteers. The established first aid points are supplied from local resources (at initial stage), and in the subsequent period, from humanitarian aid medical supplies. The main goal of establishing first aid points is to provide emergency first aid to disaster victims and affected people, and facilitate sorting out of injured persons (conducting of triage). In cases of extreme necessity, the RCST may provide/arrange transportation to take affected persons to specialized healthcare institutions for urgent measures.

Basic medical supplies will be provided for use in temporary shelters for people who lost their homes. In accordance with its mandate, the RCST will provide assistance to stakeholders in the distribution of medicines and accessories through regional and central hospitals (located close to disaster hit area).

Food distribution:

In case of the need to provide food to the affected population in the disaster area or in temporary shelters, RCST has the capacity to procure food commodities from the local market or other producers. The food will be distributed to the affected population according to existing norms and principles. Using its capacity and potential, the RCST is also capable of distributing  food commodities provided by other partners.

Water and sanitary assistance:

Each of the RCST field branches has a stock of potable water tanks, which may be used during emergencies. The RCST has good experience in conducting awareness raising activities on sanitary and hygiene issues. These activities include, in addition to other measures, the distribution of information materials. The RCST personnel are able to carry out water and sanitary assessments in accordance with the SPHERE requirements.

If there is a need for drinking water for the victims of disaster and those living in the temporary camps, the RCST undertakes procurement, delivery and distribution according to existing norms and regulations. In the absence of available water, the procurement and distribution of individual water purification kits be carried out.

Psycho-social support:

The RCST can provide emergency psychological support to disaster victims both in the affected area and in the temporary shelters. Staff members and volunteers can offer psychological guidance to the victims, provide stress relief (fear, aggressiveness, shock and etc.) and initial consulting. It should be acknowledged that the level of such assistance is considered as a basic and primary help, which does not comprise the full range of professional psycho-social support.

RCST disaster response operation experience

RCST has a significant experience in disaster response at local and national level. For the past decade only, RCST has provided a substantial amount of assistance to victims of various disasters.

One of considerable examples of such operations is the response operation to a major flood in  Kulob (May-July’ 2010). RCST mobilized all its available  resources starting in  the first hours of the disaster, conducted timely needs assessment, provided non-food aid to the victims, as well as rendered psycho-social support.

RCST capacity

RCST DM structure includes 10 Disaster Management Centres (DMC) which are located throughout the territory of Tajikistan at:

Central / National level

Province / oblast level:

Zone level:

District level:

Dushanbe city (the capital)

GBAO (Khorog);

Sughd Province (Khujand);

Khatlon Province (Qurghon-Teppa);

Kulob

Rasht

Ainee;

Vanj;

Panjakent;

Ishkoshim;

Each DMC contains one National Disaster Response Team (NDRT) and a warehouse with pre-positioned emergency items (shelter and non-food), radio communication (currently non-functional, but planned to be repaired and set to function) and transport.

The stocks of non-food humanitarian aid is kept in the 10 NDRT warehouses, and the lists are available online at the RCST website.

Map 2: Location of RCST DMC

 

 


 

8.       Capacity of the Red Crescent Society of Tajikistan[12]

Table 2: Human, material and technical resources of RCST

Name

Human resources

DM responsible focal point

NDRT equipment

Transport

(model, quantity,

year of manuf., condition)

Means of communication

description

QTY

condition

Warehouse

description

capacity

Paid Staff

Volunteers

NDRT

RCST HQ

 35

0

 

Mr. Sayduniev Umedali
contact info: +992 37 224 03 74
(+992 93) 561-40-40 (mobile)
e-mail: 

This email address is being protected from spambots. You need JavaScript enabled to view it.

Winter coats   12

T-shirts   12

Overalls   12

Sleeveless pullover 12

Boots   12

Flashes    12

Back-packs   12

Laptob computer  1

Sleeping bags   12

Caps    12

Toyota Land Cruiser 78 (2006, good )

Toyota Land Cruiser 78 1996,

Toyota Land Cruiser 105

2002

Toyota Land Cruiser 78 2001

Truck Kamaz 51213 1996

Truck Mercedes Benz 1991

(need repair)

HF “Codan 9360-30 ” 1pc

HF “Codan 9360-30 ”car base-3 pcs. (out of order)

Mobile phone

9489.4 cub.m.

Ainee District Branch

4

180

15

Mr. Hamdamov Abduhakim
contact info:
(+992 93) 577 97 02 (mobile)
hakim This email address is being protected from spambots. You need JavaScript enabled to view it. (email)

Winter coats    15

First aid kits    10

Back-packs    15

Vests    15

Sleeping bags    15

one-piece suits   15

Flash-lights   15

Фонарики    15

Laptop computer  1 (additional)

UAZ-31629  1pc. (2005, good)

Vehicle "NIVA"  1 (additional)

Mobile phone.

HF “Codan 9360-30 ” 1pc (out of order)

Building – 720cub.m.

Horug branch

13

 2085

11

Mr. Burhonov Shaftolu Khujakalonovich
Contact info:
(+992 93) 547-57-47 (mobile phone)

Email:

Winter coats  6  ( 8 +4

T-shirts    8

Strechers  28

First aid kits   12

Rope (in rolls)   200  m. 

Loudspeaker   8

Shovels    12

Hoes    12

Torch  12

Vests 8+5

Uniforms 8 sets (new)

Sleeping bags 8

El.power generator 1pc

UAZ-3962                1pc. (2003 Medium)

UAZ 31514 (2003 medium)

UAZ 31514 (2002 good)

HF “Codan 9360-30 ” 1pc (out of order)

Mobile phone

Containers 324cub.m. (8pcs. x 20 tonnes)

Building 827.1cub.m.

Ishkoshim Branch

2

159

11

Mr.Mirbozkhonov Anoyatsho.
Contact info:
(+992 93) 402-40-19 (mobile)

Uniforms 8sets

T-shirts 8sets

Uniforms 8 sets (new)

Sleeping bags 8

First Aid kits 12

Shovels    12

Hoes    12

Torch  12

UAZ-39629-016 1pc.

(2007, satisfactory)

n/a

Mobile phone

Container 90cub.m.

(2pcs. x 10 tonnes)

Kulob Branch

5

180

12

Mr. Zainiddin Olimov
Contact info:
(+992 98) 509-07-08 (mobile)

Phone 8 3322 20899

 

Uniforms 8 sets (new)

Sleeping bags 8

First Aid kits 12

Shovels    12

Hoes    12

Torch  12

Laptop IBM

El.power generator 1pc.

NIVA-2121  1pc. (2003, satisfactory);

NIVA-2121, 1pc (2003) out of service

UAZ-39629 1pc. (2003 satisfactory).

Toyota Hilux

HF “Codan 9360-30 ”1 pc (out of order)

Mobile phone

No warehouse

Kurgan-Tyube Branch

11

1078

12

Mr. Islom Muhtozhev
Contact info:
(+992 93) 561-08-06 (mobile)
(+992 91) 918-77-37

(+992 3222) 2-76-60, 2-33-08

Uniforms 8 sets (no shoes)

Uniforms 8 sets (new)

Stretchers 2 pcs.

El.power generator 1pc. 0,8 kWt

First aid bag 8pcs.

Shovels 4 pcs.

Hoes 4 pcs.

Laptop computer 1pc.

Photo camera 1pc. Samsung

Printer 1pc. Cannon LBP2900

Sleeping bags 8 pcs.

Back-packs 8 pcs.

Laptop IBM

UAZ-39629 – 1pc. (2007, very good)

NIVA -2121 (2001, satisfactory)

HF “Codan 9360-30 ”

base - 1pc (out of order)

Mobile phone

Containers 88cub.m.

(4pcs. x 20 tonnes)

Building 32cub.m.

(basement)

Panjakent Branch

5

135

10

Mr. Bozorov Abdumajid

Contact info:

(+992 93) 561 08 11, This email address is being protected from spambots. You need JavaScript enabled to view it.

 

Laptop IBM

 

HF “Codan 9360-30 ” 1pc (out of order)

Mobile phone

 

Rasht Branch

4

920

12

Mr.Odinaev Muhammadjon Mirzoevich
Contact info:
(+992 3131) 2-21-55 (landline),
(+992 3131) 2-24-83 (landline), 
(+992 93) 512-27-22 (mobile)
This email address is being protected from spambots. You need JavaScript enabled to view it.

Uniforms 12sets

Photo camera 1pc.

Laptop Computer 1pc.

Strechers 4pcs.

Shovels 12pcs.

Hoes 12pcs.

Flash-lights 12pcs.

Axe with handle 12pcs.

Loudspeaker 2pcs.

First aid kits 12pcs.

Rope (in rolls) 20m.

Tents 2pcs.

El.power generator 1pc.

Sleeping bags – 8pcs.

UAZ-39629 - 1pc. (2007, Technical problems with front axle)

non-functional

HF “Codan 9360-30 ” 1pc (out of order)

Mobile phone

Building 257cub.m.

Sughd Province Branch

16

350

12

Mr.Karimov Fakhriddin Khairiddinovich
Contact info:
(+992 93) 561-40-01 (mobile)
(+992 3422) 6-54-44 (landline)
This email address is being protected from spambots. You need JavaScript enabled to view it. (email)

Sleeping bags 10pcs.

Stretchers 3pcs.

Winter coats 10pcs.

one-piece suits 8pcs.

Coats (orange colour) 8pcs.

Boots 10 pairs

Shoes 8 pairs

Uniforms 8 sets (new)

Shovels   12

Hoes 12

Axe with handle 3pcs.

UAZ – 39629 1pc. (2007, good)

NIVA-21214 1pc. (2006)

NIVA-21214 1pc.(2006)

NIVA-21213 1pc. (2002)

HF “Codan 9360-30 ” 1pc (out of order)

Mobile phone

Buildings (2) 1-rented from CoES 700cub.m.

Vanj Branch

3

276

12

Mr.Bekov Shomahmad
Contact info:
(+992 93) 544-63-61 (mobile)

Email:

Winter coats 8 pcs.

Trousers 8 pcs.

T-shirts 8 pcs.

Vests 8 pcs.

Boots – 8pairs.

Back-sacks – 8pcs.

Sleeping bags – 8pcs

First aid kits 8 pcs.

Loudspeaker  1 pc.

Shovels 5 pcs.

Hoes 5 pcs.

Laptop computer 1 pc.

Photo camera 1 pc.

El.power generator 1 pc.

UAZ-39629 1pc. (2006)

(medium, shortages: tyres, clutch–system, including shaft)

HF “Codan 9360-30 ” (out of order)

Mobile phone

Container 52.4cub.m.

(2pcs. x 10 tonnes)

 


9.       Notification Scheme of NS in Case of a Disaster

In case of major disasters, the RCST Secretary General, Programme Coordinator and the Head of the DM department undertake overall management of the RCST response activities. Executive Secretaries and DM Coordinators at the RCST regional/province, city/district levels with their NDRT’s undertake response activities at the local level within the framework of their responsibilities and capacity and report to the RCST HQ.

The scheme below shows the RCST structure notification system in case of major disaster, starting from the community level (RCST primary organisations) and up to its HQ, emphasising an important link to the Government structure and close communication at all levels.

-          In case of a major disaster or receiving disaster information at the community level, the RCST volunteers at primary organization/LDMC, inform the relevant RCST branch.

-          The RCST city/district branch staff-member or volunteer (duty), receives disaster information and informs the DM officer or Executive Secretary of the branch. The Executive Secretary contacts the Chairman of the Branch and provides him with necessary information. In the absence of the Executive Secretary, the DM coordinator or other appointed responsible staff member notifies the Chairman of the Branch.

-          The branch DM officer or other responsible staff-member (duty person) notifies the DM Coordinator or duty person (appointed responsible staff-member) of the Regional/Province Branch DM Department. The Regional Branch DM Coordinator notifies and provides detailed information to the Executive Secretary and other departments’ coordinators. The Executive Secretary contacts the Chairman of the Branch and provides him with detailed information about the disaster. In the absence of the Executive Secretary, the DM Coordinator notifies and informs the Chairman.

-          The Regional/Province Branch DM Coordinator or other appointed responsible staff-member contacts the RCST HQ DM Coordinator and provides him with detailed information about the disaster. In case of the lack of access to the HQ DM Coordinator, the information is given to the duty person who then notifies the HQ DM Coordinator. The HQ M Coordinator then informs the Programme Coordinator and other departments’ coordinators. The RCST Programme Coordinator communicates with the Secretary General, and in his absence, with the RCST President.

-          The City/District branch DM coordinator or responsible staff continues to collect and pass disaster situation update when necessary.

-          The head of the HQ DM Department or other department staff in her/his absence notifies NS president or vice-president about disaster and further execute their orders. At the same time mechanisms of the given contingency plan are activated.

Comments

-          Each NS staff member listed in the Contact List, as per the DM notification scheme, must ensure to be accessed off-duty hours.

-          Each branch staff member must inform DM department about her/his contact information change so they are timely entered and sent out to all interested parties.

If access with any of the above-mentioned staff is unavailable, the coordinator’s responsibility is  to respond to the disaster (until access re-established) is entrusted on one of the RDMC heads and ,in their absence,–head of the relevant branch or acting head.


10. RC/RC Movement Partners Disaster Response Capacity and Operational Scope

IFRC:

Name of agency: Federation Tajikistan Country Representation

Contact information: Republic of Tajikistan, Dushanbe city, Somoni district, 120-Omar Khayyam Street; Fax: + 992 372 24 85 20 Tel: + 992 372 24 00 33, E-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Representative: Baylar Talibov

Contact information:

E-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Mob.: +992 93 888 07 07

Disaster Response Focal Point: Shamsidin Muhidinov, Federation Tajikistan CR Disaster management project manager/ Federation CA RR Emergency coordinator

Contact information:

E-mail: This email address is being protected from spambots. You need JavaScript enabled to view it. ;

Tel: + 992 372 24 00 33

Mob: +992 93 839 00 00

IFRC human resources

-       Expatriate staff members: 1

-       National staff: 3

-       Types of specialists: Disaster Management, Admin - Finance, Water and sanitation

Logistical resources

-       Transport (types and quantity): 1 – 4W drive

-       Means of communication (mobile, satellite, radio, etc.): mobile, satellite, radio,

-       Warehouse(s) capacity (if applicable): 0 (handed over to NS)

-       Stock(s): - 0 (handed over to NS)

Standard Operating Procedures (SOPs):

The following Standard Operating Procedures (SOPs) describe the sequence of actions that should be taken in the event of a disaster by the Federation Tajikistan Country Representation in Tajikistan (CR). 

Pre-Disaster, Preparedness for Response:  This indicates those activities to be undertaken by each of the three actors during “normal”, non-disaster times.  Such activities include continuous monitoring to detect disaster onset, testing of communications systems and vehicles on a regular basis, advocacy work with governments to ensure easy cross-border transit of relief goods and personnel in the event of a disaster, regular inventorying of relief stocks and updating of contact lists and maintenance of the National Disaster Response and Contingency Plan (NDRCP).

Initial Response – up to 24 hours after Disaster Onset:  This section describes actions that should be taken within the first 24 hours of a disaster occurring.  The CR, in turn, will alert the RDRT and the Federation’s global mechanisms, contact other regional and Zone bodies as necessary, and allocate DREF funds if required, as well as preparing a draft Emergency Appeal.  The non-affected NS will contact their branches located closest to the disaster area and inform the CR and the affected NS of what relief goods and personnel they can make available under the Mutual Assistance procedures.  By the end of this period, at the latest, a decision should have been taken as to whether international assistance is required, and, if so, of what type and on what scale.

Emergency Response Phase 1 – from 24 hours to one week after Disaster Onset:   During this phase each of the three RCRC actors – the affected NS, the CR,– will play its role in mobilizing an effective response to the disaster.  The affected NS will continue to manage the response, setting up an Emergency Operations Centre (EOC) and (in consultation with the CR) agreeing on the appointment of an Operations Manager to be in charge of the emergency response.  It will likewise develop a Plan of Action, which will be the basis for coordinating all RCRC elements involved in the response, and will also form the substance of the Federation’s Emergency Appeal.  The CR, meanwhile, will set up a parallel Support Unit to liaise with the country-level EOC and provide services in the form of logistics facilitation, human resources, financial, and administrative management, overall coordination of response inputs, and information management including the issuing of Operations Updates and, if necessary, a revised Emergency Appeal. During this phase additional personnel, including possibly RDRT members, FACT members, ERU staff and their equipment, specialized Federation advisors and delegates, and staff from other NS will arrive at the disaster site, and the emergency relief operation will build up rapidly. 

Emergency Response Phase 2 – from one week to the end of the Emergency Phase:  During this phase, which might be several months long, the three actors will continue to play their respective roles in the response operation.   The CR, meanwhile, will continue its support and coordinating role, facilitating the rotation of relief personnel so that a “second wave” takes over smoothly from staff involved at the beginning of the operation, reviewing the effectiveness of the overall response, and continuing vital information and human resource management functions.  At the end of this period, the operation will transition to the recovery phase.

MONITORING AND PREPAREDNESS (on regular bases)

·         Monitor media and other sources of information for disaster onset (ensure this task is carried out even in the absence of CR DM Coordinator). Coverage should ideally be 24/7, or as close to this as possible.

  • Prepare mitigation measures and specific plans to ensure operational continuity in the event of damage or destruction of RR infrastructure.
  • Assist NS in negotiating framework agreements. Set up CR framework agreements if appropriate.
  • Facilitate NDRT training in key sectorial areas as per operational parameters section.
  • Ensure NS are aware of evolving provisions of International Disaster Response Law and use same in representations to their respective governments.
  • Facilitate NDRT refresher training and ensure updating of contact list.
  • Ensure delegate emergency deployment kit maintained and at the ready.
  • Check vehicle status, maintenance, and availability, carry out regular repair programmes.
  • Test disaster response equipment and carry our replacement and repairs as necessary.
  • Facilitate review and update of national contingency plans.
  • Facilitate updating of Contingency Plan.
  • Facilitate regular simulation exercises.

 

INFORMATION / REPORTING / COMMUNICATIONS (on monthly bases)

  • Check communications system with NS, DMU, Federation Secretariat, and regional donors, UN agencies, and INGOs
  • Update emergency contacts lists with inputs from NS
  • Update resource map with inputs from NS
  • Update NDRT database with inputs from NS
  • Make initial contacts with potential donors at the regional level to determine mandate limits, reporting requirements, etc.

 

FINANCE / ADMINISTRATION

  • Maintain cash float for CR and DREF purposes, and ensure mechanisms are in place for rapid transfer of funds from Federation Secretariat to the country, and from the CR to the NS.

 

RAPID ONSET DISASTER INITIAL RESPONSE

  • If necessary, mobilise CR staff to help NS coordinate damage and needs assessment and immediate response activities.

·         Remain in close touch with affected NS to access results of initial assessment and mobilise additional assistance as necessary.

  • Alert Federation global mechanisms for potential deployment through possible international response.
  • Place NDRT members on standby for possible mobilisation.
  • Release DREF funds if required.

 

INFORMATION / REPORTING / COMMUNICATION

  • Monitor all relevant information sources – media, NGOs, government agencies, UN bodies.
  • Maintain regular contact with affected NS and Federation Secretariat.
  • Update DMIS in coordination with affected NS.
  • Liaise with local, regional and external actors (e.g. UNOCHA, donors).
  • In consultation with affected NS prepare and post Information Bulletins on Federation website.
  • In consultation with affected NS, prepare draft DREF Bulletins and Emergency Appeals.  If disaster appears major, liaise with affected NS and Federation Secretariat to launch initial appeal.
  • Assist in overall media response - help affected NS to identify key messages, deal with international media, draft key questions and answers, up-date DMIS.

 

FINANCE / ADMINISTRATION

  • Initiate preliminary contacts with potential donors, PNS in the region.
  • Facilitate DREF allocation, if required.

 

RAPID ONSET DISASTER

EMERGENCY RESPONSE PHASE 2

DISASTER MANAGEMENT

  • Parallel CR Support Unit continues to assist EOC and begins planning for recovery phase.
  • Facilitate rotation of Operations Manager and Team Members.
  • Continuing mobilisation of CR staff to assist with damage and needs assessment  and immediate DR, as necessary.
  • Continue to facilitate deployment and rotation of global response mechanisms, as necessary (i.e. FACT, ERU).
  • Review mobilization and rotation of NDRT and RDRT members.
  • Facilitate recovery assessment with CR personnel as necessary and assist arrival of RAT if deployed.  Explore non-traditional interventions as appropriate.
  • Monitor implementation of Emergency Operation to ensure adherence to all relevant standards.
  • Set up safety and security procedures and regulations to ensure protection of personnel and programme assets.
  • Facilitate real-time evaluations. Plan for  post-operational assessments.
  • Assist in replenishment of NS stocks.

 

FINANCE / ADMINISTRATION

  • Continue to facilitate reception of external delegates and incoming relief goods.
  • Maintain functioning HR system for management of Emergency Operations personnel.

ICRC:

In January 1993, the International Committee of the Red Cross (ICRC), which had previously covered the operations in Tajikistan from its regional delegation in Tashkent (the capital of Uzbekistan), officially opened the delegation in Dushanbe (the capital of Tajikistan). On 12 January 1993, the Republic of Tajikistan deposited with the Swiss government a declaration of succession to the four Geneva Conventions of 12 August 1949 and the two Additional Protocols to them on 8 June 1977.

During the high-level meetings with the government officials and leaders of the opposition, the ICRC reminded them of their responsibility for protection  of the civilian population in accordance with international humanitarian law during the period of hostilities. Since 2000, as the civil war had ended over three years before, and the peace process was nearing its end, the ICRC  scaled down its conflict-related activities in Tajikistan. In 2002, ICRC prepared to convert its delegation into a mission under the responsibility of the Regional Delegation in Tashkent. On 14 June 2003, the Status Agreement between the Government of the Republic of Tajikistan and the International Committee of the Red Cross was signed.

From the beginning of its activities in Tajikistan, the ICRC focused the major part of its operations in the regions most affected by the armed conflict,  in particular, in the capital , Dushanbe, in Rasht valley and Khatlon oblast. Family parcels, wheat flour, blankets and plastic sheeting were delivered to more than 200'000 victims of war. At the same time, the ICRC was handing over the Red Cross messages, which helped separated families to restore family links. 

Nowadays, the ICRC continues the implementation of programs in Tajikistan on IHL dissemination and integration, Mine Risk Education, orthopaedic assistance and support to the Tajik Red Crescent Society on Reunion of Family Links. In Tajikistan, the ICRC works jointly with the Red Crescent Society to alleviate long-standing consequences of internal conflict. The two organizations raise the local population’s awareness of the serious threat posed by landmines and other unexploded remnants of war and promote a legal framework on the issue of missing persons.

ICRC is  represented in Tajikistan by Head of Mission. There are a number of supporting local staff in Dushanbe office. Recently, ICRC  opened a new field office in Rasht and is represented by one expatriate and several local staff.

PNS’s:

Participating National Societies and bilateral RCRC personnel are present in the country, such as the German Red Cross and Finnish Red Cross. GRC is working under the Integration Agreement with the Federation and presented by: Head of Office for Central Asia based in Bishkek and country office in Dushanbe. There are varying numbers of supporting staff in the offices of the  PNS’s in Tajikistan. The Finnish Red Cross office is chaired by its local staff in the country.

In case of major disasters, Participating National Societies operating in Tajikistan contribute to DR activities,  either bilaterally or through IFRC, based on the scope of their mandates. These organizations have bilateral projects in various areas implemented directly through the RCST.

GRC:

Name of agency: The German Red Cross

Contact information (address, tel., fax, e-mail, etc.):

  • 120, U Khayom Street, Dushanbe , Tajikistan 734017

Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

Head of Office for Central Asia (full name, position): Mr. Ikrom Soliev

Contact information (landline tel., mobile, email):

  • Tajikistan: +992 93 505 28 07 (mobile)

Human resources

  1. Expatriate staff members: 1
  2. National staff: 5
  3. Types of specialists:
    • Disaster Preparedness and Response (2)
    • Finance/Administration (2)
    • Logistic/Driver (1)

 

Logistical resources

  1. Transport (types and quantity):
    1. Toyota Prado (2) in Tajikistan
  2. Means of communication (mobile, satellite, radio, etc.): _Mobile phones  – 5 ____
  3. Warehouse(s) capacity (if applicable): _ N/A ______________
  4. Stock(s) (if applicable): _ N/A______________

 

FRC:

Name of agency: Finnish Red Cross

Address: 120, U Khayom Street, Dushanbe , Tajikistan 734017

Contact persons:

Larisa Karimova, Assistant of Delegate of Finnish Red Cross

Mob:                      (+992) 918 64 10 30

Landline:                (992 37) 224 03 43

Email:                           This email address is being protected from spambots. You need JavaScript enabled to view it.

 

 

11.Capacity of Other Organizations and Coordination During ES

REACT

An efficient system of coordination, interaction and cooperation between the local governmental bodies, UN agencies and international humanitarian organizations is operational in Tajikistan, in the sphere of disaster response and risk reduction. This significant achievement was due to the establishment of the REACT (Rapid Emergency Assessment Coordination Team) group back in 2001, - first on the national level, then on the province levels.

To help people struck by calamities, the Government of Tajikistan and the international community work together through REACT, Tajikistan’s Disaster Risk Management partnership. Chaired jointly by the Committee of Emergency Situations and Civil Defence (CoES) and the United Nations, it involves 40 organizations of civil society, national and international NGOs, the Red Crescent Society of Tajikistan, the International Federation of Red Cross and Red Crescent Societies, the United Nations and donor agencies.

REACT partners meet regularly to share information and experiences on issues related to various areas of disaster management, including risk reduction, preparedness, response, and capacity building activities with national bodies. Monthly REACT meetings in Dushanbe bring together 30-50 participants from all partner organizations. Local REACT groups are functioning in all regions of the country. There are two REACT groups functioning in Sughd province. The Zarafshon group covers three districts of the Zarafshon Valley and the Khujand group covers other districts of the province.

Coordination in key sectors is conducted through the clusters. Currently, five clusters are active: Education; Food Security; Health; Shelter & Non-Food Items; Water, Sanitation & Hygiene chaired by the different organisations. IFRC/RCST leads cluster of Shelter and NFI and actively participates in others.

In Dushanbe , Secretariat functions for REACT are provided by the Disaster Risk Management Program of the United Nations Development Program (UNDP/DRMP). CoES administers REACT groups in the regions in collaboration with locally present NGOs, UNDP/DRMP and other partners. The Deputy Chief of CoES Sughd Province chairs Sughd Province and Zarafshon Valley REACT groups.  Secretariat functions are provided by UNDP/DRMP in Khujand and GTZ in Ayni.

To ensure accurate assessments and a quick response after disaster strikes, REACT established the Rapid Response Team (RRT) in 2008. The team unites experts from 10 REACT member organizations (including RCST), is on call to go for urgent damage, and needs assessments in any part of the country. Supporting and facilitating REACT activities is a designated group of REACT members. This group considers and provide s recommendations to the REACT membership on issues raised by the membership. A Steering Committee has been established composed of the following members:

  1. CoES (Chair) UN Resident Coordinator representative (Vice Chair) (non-voting members)
  2. The WASH Sector representative
  3. The Food Security representative
  4. The Health Sector representative
  5. The Shelter/NFI Sector representative
  6. The Education Sector representative
  7. A donor representative
  8. NGO representative
  9. REACT Secretariat (UNDP DRMP non-voting member)

 

REACT comprises 8 clusters with the following chairs: 

1.          WASH (water, sanitation and hygiene) – UNICEF

2.          Health – WHO

3.          Education – UNICEF and Save the Children

4.          Shelter/NFI (non-food items) – IFRC and RCST

5.          Food Security (including food aid, agriculture and nutrition) – WFP and FAO

6.          Logistics – WFP

7.          Early Recovery – UNDP

8.          Disaster Risk Reduction - ISDR

These clusters meet regularly to coordinate preparedness and response activities in their respective sectors. RCST participates in all cluster meetings and has a leading role, along with IFRC, in the NFI/shelter cluster.

Specific ToR for Steering Committee, REACT Chapter and other REACT related information can be found at www.untj.org/react

Map 3: REACT offices in Tajikistan

REACT Secretariat in Dushanbe

This email address is being protected from spambots. You need JavaScript enabled to view it. | (+992 47) 441 07 37 | www.untj.org

37/1 Bokhtar Street, VEFA Center 6th floor, Dushanbe

REACT Sughd

This email address is being protected from spambots. You need JavaScript enabled to view it. | (+992) 927 774 371 | CoES building, 32nd Micro-district, Khujand, Sughd province

REACT Zeravshan

This email address is being protected from spambots. You need JavaScript enabled to view it. | (+992) 927 543 076 | CoES, Sughd province


12.RCST NDRT Rules and Standard Actions

For successful implementation of disaster response and relief programs, the RCST has established National Disaster Response Teams (NDRT) on the national, provincial, regional and district levels comprised of both staff members and volunteers. There are 11 equipped and trained teams based at the RCST DMCs. They fulfil their mission with support from the RCST, IFRC and other stakeholders.

The national NDRT is based at the RCST HQ, in Dushanbe. The provincial NDRT’s are based in Sughd (Khujand), Khatlon (Kurgan tube) and GBAO (Khorog). Regional (zone) teams are based in Kulob and Rasht. At the district the teams are in Ainee, Ishkoshim, Panjakent, Saghirdasht and Vanj.

NDRT Goals and Objectives

The main goal and purpose of NDRT is to provide professional high-quality response to disaster events. In order to achieve this goal and increase its work effectiveness, NDRT objectives are as follows:

-       To continuously increase both individual and team level of skills and knowledge

-       To be constantly prepared for departing to emergency area

-       To participate in trainings, workshops, seminars

-       To participate in the development of rules and norms for working in disaster areas

NDRT Activity Background

When implementing its activities, NDRT is guided by the following documents:

-       Regulation on NDRT[13]

-       Response plans

-       IFRC Code of Conduct during provision of aid

-       Tajikistan legislation and legal regulatory acts

-       MoUs between IFRC Regional Delegation and Central Asian NS

-       Other documents relevant to NDRT activities

The NDRT is supervised by the RCST Head of the DM Department, Head of the RDMC, Head of the RCST Branch or Emergency Coordinator (in case as described in the given Contingency plan, when failing RCST structure). Each NDRT member is subordinate to the team leader.

As a member of CoES, NDRT takes part in all disaster response operations conducted. According to the MoU between IFRC RR and Central Asian NS, NDRT and some of its members can be involved in operations abroad. The following operational objectives are set for NDRT in disaster areas:

-       assessment of needs

-       help in providing shelter in temporary camps

-       help in providing humanitarian aid

NDRT Composition

The NDRT is comprised of RCST staff members and volunteers ready to work in teams in a disaster area. The size of the team depends on the scale of the disaster and the capacity of the organizing unit (NS, RDMC, branches). Volunteers under 18 years of age can be included in the team. The program, upon presenting parent consent, will provide training. Training may include going to a field youth camp, participating in field exercises and/or seminars. However, they cannot be given team positions (except during field exercises) neither can they participate in the team’s work in the disaster area.

NDRT Deployment Procedure

Deployment procedures to the disaster area, a list of activities and implementing deadlines depend on the type and scale of the disaster, the number of people in need of help and other factors. Prior to deployment a needs assessment will be conducted. Deployment and determination of NDRT activities to be conducted is made in two stages: 1) preparation to enter the disaster area and 2) work in the disaster area.

Following the request for help by NC, the NDRT:

1)      Will receive the necessary cargo and will set up (jointly with other parts of DM department) a temporary camp and humanitarian aid distribution points.

2)      Takes part in NC work in the framework of each team member's responsibilities.

3)      After finalizing the work, the NDRT closes camps and aid points, exits disaster zone, passes the equipment over to the local branch of the RCST

4)       The team leader submits required reports.


PART 2Contingency Plan

13.Disaster Scenario

The scenario described below is a description of a possible major disaster in Tajikistan which will require mobilizing all available resources of the RCST and RC/RC Movement in the region and abroad. The scenario presents an example of a complex response for similar disasters, determines the role of different elements of RC/RC Movement and the functions of response systems and coordination mechanisms at local, national, regional and global levels.

In 2010, an Interagency Contingency Plan (IACP) was developed by the UNDP DRMP, which was based on three scenarios, one of them being major flooding. While elaboration of the RCST national CP, the above factor was highly considered, as well as the fact of regular occurrence and the scope of damages from flooding in Tajikistan.  One of the main reasons for selection of this scenario was to build on experience of the RCST from the Kulob disaster response experience (Kulob flooding response operation last year).

Based on the given scenario, the RCST  developed Standard Operating Procedures (SOPs) for disaster response after 24 hours, 72 hours and 168 hours in order to work out and test these SOPs.

Large flooding in Kulob City, Khatlon Province (Southern Tajikistan)

Because of the abrupt increase in precipitation, together with melting snow across the territory of the republic, and particularly in the southern regions of the country, large scale flooding has occurred on the Tebalai River. During the night, from 6 to 7 May, the water level in the river rose dramatically. By 6:00 am, information received from residents of Kulob City described partial or full destruction of dams, bridges, roads and communication disruption, including 2 water reticulation links. The flooding affecting approximately 10,000 people when the flooding hit the three major streets of Kulob City Charmgaroni Poyon, Nonboi Poyon and Sughdiyon.

Transportation links, electricity, water and communication lines are in danger of a breakdown. A block near the vehicle bridge over the Tebalai River has emerged. Hundreds of families lost their houses. Many people are escaping to house roofs, higher floors and elevated areas. The situation is exacerbated because of bad weather conditions (rain, wet snow, strong wind, decrease of temperature at night below 0 C). For the past day, the average monthly precipitation has fallen. Within city territory, the river level has increased by 3 meters.

According to the preliminary assessment provided by the local authorities, the following casualties resulted from flood in Kulob City and surrounding areas: 645 households hit by the flooding, 55 persons lost and unaccounted, and 386 people requested medical aid. One polyclinic, several warehouses with foodstuff and various goods are flooded. Electricity, gas, water and sewage systems have been disrupted. Emergency communication systems are working (radio and satellite telephones), but land-line and mobile connections have collapsed.

Road and railway connections with other cities and districts remain operational; however, the main automobile road connecting Kulob with Kurgan-Tube and Dushanbe is severely damaged due to collapse of several bridges. The only connecting road with the republic remains a 9-km detour automobile road via Shurobod district.

In the lesser populated areas around Kulob City, there may be more material damage and loss of human lives. Due to lack of communication with these areas, specific information on loss and damage is impossible to obtain. On May 7, 2011, the Regional Headquarters for Emergency Situations of the CoES became operational on a 24/7 basis , and will consult with international agencies, NGO and state structures every 4 hours. Following the decree of the President of RT, Republican Headquarters on Disaster Response and Liquidation has been set up which will be supervised by the Deputy Prime Minister.

Disaster Impact, Humanitarian Consequences and Response Spheres

The above-described emergency, should such a disaster occur, entails human suffering and losses of material resources due to damage and destruction. Emergency response from humanitarian, international, governmental and non-governmental agencies in different areas including RCST and RC/RC Movement partners is required.

The table below reflects a summary of impact, humanitarian consequences and main response areas for the RCST to focus on key problems and aspects of action planning:

 

Impact

Humanitarian consequences

Main response areas

Panic and depression among the local population;

Multitude of dead/lost, injured people;

A great number of assets and infrastructure destroyed/damaged (homes, roads, bridges, communication lines, etc.);

A great number of people left homeless;

Means of communication damaged;

Assembly of great number of homeless people;

Limited transportation movement;

Losses in human/injuries

Great number of destructed/damaged assets and infrastructure;

Acute need in medical and first aid, shelter;

Acute need in food and non/food aid;

Separation of family members (loss of relatives);

Socio-economic crisis (distortion of life-supporting system functioning; education; trade etc.);

Possible epidemiologic situation outbreak;

Mobilization of existing resources on the local, national, regional and global levels for effective implementation of following tasks and functions:

-     Rendering of first aid;

-     Rendering psycho-social support;

-     Provision of food and non-food relief;

-     Provision of emergency shelter / temporary camp management;

-     Conducting of tracing services and reunification of families;

-     Communication and coordination with local authorities, partners;

-     Timely collection and processing of information, reporting;

-     Integrating assistance programs during rehabilitation and recovery phases;

-     Safer access - provision for staff and volunteer safety during response operation performance.

14.Standard Operating Procedures (SOP)

RCST branch DM Coordinator is responsible for urgent mobilization of the team and management of the response operation from beginning to end. After the disaster announcement, the team must be mobilized within 2 hours and depart for the disaster area. The coordinator should urgently provide the Executive Secretary of the Branch and RCST HQ DM Department in Dushanbe with the information. The Branch Coordinator is the RCST operational manager in the disaster area. If it is necessary to mobilize resources at the national level, the Branch Coordinator addresses the RCST HQ DM Department.

The Branch Coordinator is responsible for informing RCST HQ of the situation on site every hour during the first 12 hours after the beginning of the operation, and later as the situation requires, using available standard formats.

The NDRT carries out its activity in the disaster area in the course of 30 days. All expenses for the team are covered by the RCST Branch. If several teams are involved, RCST HQ is responsible for the expenses.

Besides NDRT at DM Centers, RCST organizes Local Disaster Management Committees at community level in villages located in disaster prone areas. There are 188 Local Disaster Management Committees (LDMC) all over the country. They consist of 20 people of different specialties who, in case of disaster, are ready to respond during first hours within the framework of RCST priorities and standards. Gender is taken into consideration in choosing the staff. Local Disaster Management Committees are created with the idea of having teams located closely to the potential disaster areas, so that they could quickly respond to disaster in the first hours. The Chairman of a Local Disaster Management Committee is responsible for operational mobilization of the people, for the operation management and for informing DM Coordinator of rayon, regional and oblast level. If the potential of the Local Disaster Management Committee is insufficient, the Coordinator of DM Centre to which the given rayon belongs, mobilizes NDRT and goes to the disaster site.

LDMCs as well as NDRTs are provided with necessary tools and trained to conduct assessment of the situation, render first aid and relief, make reports and prepare information during disaster using available standard RCST formats. RCST continues to set up LDMCs on local level, which is why they are constantly growing in number.

 


Standard Operating Procedures (SOP)

Operative response – response activation program (step 1)

Operative response - step 1 (up to 24 hours following the disaster)

 

AFFECTED BRANCH

NON-AFFECTED BRANCH

RCST HEADQUARTERS

INTERNATIONAL FEDERATION (IFRC)

RESPONSE, ASSESSMENT AND COORDINATION

Assemble team and set tasks for each member;

Engage Local Disaster Management Committee;

Collect information about the disaster;

Conduct field assessment; Render first aid;

Coordinate actions with governmental bodies, REACT and other partners.

Assemble the team upon receipt of message on disaster;

Deploy NDRT;

Arrive at disaster area and familiarize with situation; Begin field assessment;

Accommodate other arrived NDRTs (Introduction and planning).

Establish disaster response operation centre;

Deploy the nearest RCST branch NDRT;

Deploy NDRT headed by the Emergency Coordinator from RCST DM Department;

Instruct on rendering necessary aid (Non-food Items) in close coordination with CoES;

Invite RDRT;

Plan next steps and measures on disaster response

Send urgent request for Regional Disaster Response Coordinator (in Dushanbe);

Request the Heads of 4 neighbouring countries NS to confirm availability of RDRT members;

Notify other regional NS regarding possibility of activating mutual help procedures according to MoU on mutual aid;

Facilitate request for funds from Disaster Relief Emergency Fund (DREF);

Inform global Federation mechanisms for organization of international aid (Zone office in Budapest and Secretariat in Geneva);

Assist RCST in preparing and sending request for FACT team involvement;

Cooperate with external regional partners (UN and donors).

INFORMATION/ REPORTING AND COMMUNICATION

Collect information from:

a) Volunteers,

b) Governmental bodies;

Send information to RCST headquarters and state structures;

Regularly update the headquarters on the situation.

Establish and maintain constant communication with the headquarters and the affected branch.

Inform IFRC and other partners about disaster;

Establish constant communication with the affected branch;

Receive information about disaster;

Inform non-affected branches on mobilization and deployment of NDRTs;

Monitor information and coordinate with CoES and mass media;

Post initial information to DMIS in coordination with IFRC;

Appoint a responsible person and a telephone number for communication with mass media in consultation with IFRC;

Prepare information bulletin;

Collect and process information from RCST;

Keep close contact with RCST to analyze preliminary assessment results and mobilize additional assistance;

Monitor all sources of information (MM, NGOs, government agencies, UN agencies);

Keep constant contact with RCST and zone DM coordinators in Budapest;

Send latest information to DMIS and constantly update it in close cooperation with affected NS;

Prepare draft bulletins for DM Reserve fund and Appeal (with assistance from RCST);

Cooperate with RCST and IFRC offices in Budapest and Geneva on placement of preliminary appeal;

Assist in working with mass media: help RCST to determine key information; cooperation with international media.

FINANCE AND ADMINISTRATION

Utilize existing branch funds for initiating response operation;

Take preliminary administrative decision regarding receipt of external staff members and delegates.

Solve administrative and logistic issues on preparation and deployment to disaster area.

Take preliminary decision on administrative issues for possible receipt of international delegates (accommodation, visa, transportation, communication means, security etc.)

Enable existing funds for operation launch.

Establish preliminary communication with potential donors, Partner National Societies in the region;

Assist in enabling Disaster Relief Emergency Fund (DREF);

Solve administrative and financial issues on RDRT involvement;


Operative response – response activation program (step 2)

Operative response –step 2 (up to 72 hours following the disaster)

 

AFFECTED BRANCH

NON-AFFECTED BRANCH

RCST HEADQUARTERS

INTERNATIONAL FEDERATION (IFRC)

RESPONSE AND ASSESSMENT

Assess the situation;

Render FA, assist in Search and Rescue (SR);

Engage and assist in the work of NDRT (from Dushanbe and Rasht);

Deploy tent village;

Accommodate and engage coming NDRTs, set tasks and update;

Organize receipt of humanitarian aid;

Compose beneficiaries lists;

Distribute in tent village the humanitarian aid coming from international organizations;

Begin activities on tracing and reunification of families;

Deploy NDRT from Kurgan-tube to Kulyab;

Engage LDMC and volunteers;

Accommodate coming volunteers, divide into groups, set tasks;

Organize proper receipt of coming food aid;

Assist in preparation and sending of humanitarian cargo (non-food items).

Continue deployment of NDRT to disaster area (deploy 1 (one) specialist on water sanitation and 2 (two) assistants for Emergency Coordinator);

Share / distribute responsibilities and tasks;

Develop disaster response action plan and preliminary Appeal together with RR; work on DMIS and DREF - receive and process DREF;

Mobilize non-food aid from RCST headquarter stocks and send to the disaster area;

Facilitate IFRC RR in engagement of RDRT and international teams;

Jointly with RR, conduct briefings with arriving international staff and RDRT;

Request RR to involve Emergency Response Units (ERU);

Begin activities on tracing and reunification of families;

Arrival of Regional Disaster Response Coordinator to disaster area (briefing with government agencies, partners and stakeholder);

RDRT departure to disaster area after briefing in RR, receiving mission assignment, equipment and uniforms;

Coordinate the receipt of humanitarian cargo from neighbouring NS and send to disaster area;

Publish preliminary Appeal for help (include stock replenishment in Appeal budget);

Ensure that RCST makes use of DM Reserve fund (250,000 CHF) and mobilize PNS operating in the region (NLRC, ARC, Finnish RC, GRC);

Together with RCST, brief the arrived FACT team;

Request for: humanitarian cargo from Logistic Centre in Dubai; involving of shelter provision team; involving Emergency Response Units (ERU).

INFORMATION/

REPORTING AND COORDINATION

Share with the headquarters regular information on disaster situation;

Take part in REACT meetings every 4 hours;

Request headquarters about the need to involve international IFRC teams (FACT and ERU);

Timely submit reports to headquarters;

Keep close contact with local mass media; provide coverage of NS implemented operation and share branch contact information for funds contribution.

Maintain constant contact with affected branch and headquarters.

Maintain contact with affected and other branches and analyze information coming from the field (assessment data);

Constantly share information with partners and REACT; participate in coordination meetings on the national level;

Participate in the regular cluster group meetings: NFI’s, food-security, health, water and sanitation etc;

Monitor information coming from different sources (government agencies, NGOs, UN agencies);

Prepare and disseminate information through mass media and IFRC website;

Update information on DMIS.

Participate in coordination meetings organized by REACT;

Participate in cluster coordination meetings;

Collect and process information from NS;

Monitor all information sources (mass media, NGOs, state agencies, UN agencies);

Constant contact with affected NS, Regional response Coordinator in disaster area, and zone DM Coordinator in Budapest;

Update information on IFRC web-site on daily basis;

Facilitate work with mass media: help RCST in determining the key information; coordination with international mass media, preparation of major questions and answers;

Send latest updates to DMIS.

FINANCE AND ADMINISTRATION

Solve administrative issues related to providing accommodation to arriving teams.

Provide financial aid to the affected branch to support initial operation.

Enable DREF, carry out financial operations, procedures and reporting;

Prepare to receive and accommodate international teams, facilitate their deployment to disaster area.

Solving administrative issues on receiving and sending international delegates and teams to the disaster area;

Helping NS in receiving humanitarian cargo;

Maintain contact with Donors, PNS, in the region;

Facilitating use and financial reporting of/on DREF.

REVIEW SCOPE OF EXTERNAL ASSISTANCE REQUIRED ACCORDING TO ASSESSMENTS

 


Operative response – response activation program (step 3)

Operative response – step 3 (from 72 to up to 168 hours following the disaster)

 

AFFECTED BRANCH

NON-AFFECTED BRANCH

RCST HEADQUARTERS

INTERNATIONAL FEDERATION (IFRC)

RESPONSE AND ASSESSMENT

Conduct field assessment;

Arrange SR and FA;

Render psychological assistance;

Continue distribution of humanitarian aid and expand temporary camp (tent village);

Conduct prevention measures;

Strengthen interaction with REACT;

Continue activities on tracing and reunification of families;

Accommodate and facilitate NDRT, RDRT, FACT, ERU;

Participate in the needs assessment;

Participate in local humanitarian aid procurement (if needed).

Render assistance in damage assessment;

Assist in rendering FA and SR services;

Assist in rendering psychological support;

Assist in distribution of humanitarian aid;

Assist in conducting preventative measures;

Render assistance in expanding temporary camp (tent village).

Replace team members working in disaster area when necessary;

Participate in the needs assessment;

Participate in local humanitarian aid procurement (if needed).

Mobilize all RCST resources;

Update DREF/appeal.

Closely coordinate actions with REACT partners.

Support international groups (FACT, ERU, RDRT) upon arrival to Dushanbe, receive and brief on disaster area, assist and jointly work on mission implementation;

Receive humanitarian aid and send to disaster area;

NDRT leader (Emergency Coordinator) manages all NS operation on disaster area, reports to headquarters and responsible for cooperation with DM Coordinator from RR on placement of arriving teams of international staff when necessary;

Organize replacement of NDRT members;

Organize and supervise needs assessment and preliminary needs assessment during the recovery phase together with DM Coordinator from RR;

Continue activities on tracing and reunification of families;

Conduct joint briefings with RCST. arrived RDRT, FACT, and the PNS;

Coordinate provision of shelter and ERU teams;

RDRT participates in conducting assessment jointly with FACT, helps RCST in distribution of aid and temporary shelter management;

Prepare next RDRT to replace the previous team;

Coordinate the receipt of humanitarian cargo from neighbouring NSs, and delivery to disaster area;

Include stock replenishment into the Appeal budget;

Assist NS in utilization of DREF funds;

Receive humanitarian cargo with NFI for 3 000 families from Dubai centre;

Assist RCST in sending the cargo to disaster area and organization of its distribution;

Facilitate the arrival of ERUs (water and sanitation; field hospital) on place; briefings RR DM Coordinator and with RCST headquarters in the disaster area. Activity implementation.

INFORMATION/

REPORTING AND COORDINATION

Inform RCST headquarters and mass media upon receipt of new information;

Report to Emergency Coordinator (NDRT Leader) responsible for response operation in disaster area;

Participate in REACT meetings.

Report to the NDRT leader in the disaster area and carry out his instructions;

Report to headquarters in terms of collecting funds and replenishment of stocks sent to the disaster area;

Participate in the coordination meetings held by NS operations centre on disaster area.

Analyze information (field assessment data).

Send information to all REACT partners.

Maintain contact with affected and other branches;

Conduct regular working group meetings at national level;

Coordinate NFI and shelter clusters with the support of RR;

Participate in the coordination meetings of other clusters: health, water and sanitation, etc.;

Monitor information from different sources (government agencies, NGOs, UN) and inform NS operations centre in disaster area; receive updated information on operation, inform RR;

Prepare and disseminate information through mass media and IFRC website jointly with RR;

Update information in DMIS;

Update contact-list data and inform partners.

Shelter provision coordination team operates in temporary camps together with RDRT, RCST and coordinates NFI and shelter cluster of partners (in the disaster area and at the national level – Dushanbe);

Collect information from RCST and process;

Monitor all information sources: mass-media, NGOs, government agencies, UN, etc.;

Constantly contact with affected NS, Emergency Coordinator in the disaster area and zone DM coordinator in Budapest;

Provide daily information update on the IFRC website;

Assist in working with mass-media: help RCST in determining key information; cooperation with international mass-media, prepare key questions and answers, send latest information to DMIS.

FINANCE AND ADMINISTRATION

Solve administrative issues related to placement of arrived teams and international staff;

Provide regular financial reports to the headquarters.

Continue attracting funds and humanitarian aid on place and arrange delivery to disaster area.

Regularly provide financial reports to the headquarters.

Help in resolving relevant administrative issues related to accommodation and sending to disaster area the arriving teams and international staff;

Set proper finance book-keeping of the local procurement;

Maintain operation’s financial monitoring and reporting;

Maintain contact with local donors and continue fund-raising;

Organize and coordinate mobilization of resources from around the country (financial, material-technical etc.).

Solve administrative issues on receiving and sending international delegates and teams to the disaster area;

Continue assistance to RCST in receiving humanitarian cargo;

Maintain contact with external donors, PNSs in the region;

Help RCST in finance management: book-keeping, reporting on external funds, received as a result of response operation.

 

REVIEW SCOPE OF EXTERNAL ASSISTANCE REQUIRED ACCORDING TO ASSESSMENTS

 


Operative response – response activation program (step 4)

Operative response –step 4 (from 168 hrs following the disaster till end of emergency situation)

 

AFFECTED BRANCH

NON-AFFECTED BRANCH

RCST HEADQUARTERS

INTERNATIONAL FEDERATION (IFRC)

RESPONSE, TRANSITION TO RECOVERY AND REHABILITATION PHASE

Assess undertaken measures and plan further actions;

Continue rendering of psychological assistance and raising population awareness about sanitary norms;

Continue conducting of tracing services and family reunification operations;

Continue distribution of humanitarian aidand construction materials;

Continue participation in placing temporary shelter/camps.

Continue cooperation with ERU;

Continue receiving/placement and participate in briefing of new members of NDRT, RDRT teams;

Participate in the local procurement if necessary;

Render assistance to staff and volunteers in rehabilitation of lives, restore daily work regime of the branch;

Participate in monitoring and evaluation of response operation.

Participate in response operation under the guidance of the Emergency Coordinator (NDRT leader) in the disaster area;

Replace team members working in the disaster area;

Participate in the local procurement of humanitarian aid when necessary;

Replenish warehouse stocks under the Appeal framework;

Assess undertaken measures and plan further actions.

Conduct awareness raising action on outbreak of diseases;

Withdraw NDRTs from Kulyab;

Monitor and assess undertaken measures;

Analyze lessons learned and good practices. Introduce relevant updates in the RCST general disaster preparedness and contingency plans.

Assist international groups: FACT, ERU, and RDRT upon arrival and departure, briefings in headquarters and in the disaster area;

Compose updated Appeal and plan of action considering the results of the needs assessment and needs in the recovery phase;

When necessary, involve Recovery Assessment Team (RAT) through RR;

Emergency Coordinator supervises all NS operations on place, reports to headquarters, responsible for cooperation with RR representative and arrived teams, international staff when necessary;

Organize NDRT member replacement, conduct briefings, rehabilitation of staff and volunteers.

Conduct regular de-briefings with FACT team jointly with RCST in the disaster area and in headquarters;

Compose updated Appeal and action plan considering recovery and rehabilitation phase;

When necessary, involve Recovery Assessment Team (RAT);

Conduct de-briefings with arriving and departing RDRT members jointly with RCST;

Replace DM Coordinator and RDRT members in the disaster area for continuing operation (upon continued need) on two weeks basis;

Monitor and evaluate RDRT work;

Analyze lessons learned;

Coordinate received cargo from neighbouring NS, as well as facilitate restoration of stocks in the framework of Appeal;

Continue coordination of shelter provision in temporary camps and work in operations centre until closure;

Coordination of work of the ERU (water and sanitation, field hospital) until their closure, hand the equipment over to NS and departure;

Continue coordination of activities on Appeal until its finalization;

Coordinate overall monitoring and evaluation of the operation.

INFORMATION, REPORTING AND COORDINATION

Report to Emergency Coordinator (NDRT Leader), who is responsible for response operation in the disaster area;

Participate in coordination meetings in disaster area organized by CoES and REACT;

Participate in composition of updated Appeal and action plan process considering results of the needs assessment and needs in the recovery phase;

Continue submission of daily reports;

Prepare and submit final report.

Teams arrived in the disaster area report to Emergency Coordinator and follow his instructions;

Branches report to headquarters in terms of collecting funds on places and stock replenishment sent to disaster area;

Participate in coordination meetings at the NS operations centre in the disaster area;

Prepare and submit final reports.

Update information of sitreps and DREF, prepare DREF report;

Coordinate actions with all stakeholders;

Issue final press-release;

Conduct regular working group meetings in the headquarters;

Coordinate partner NFI and shelter clusters in the disaster area and Dushanbe jointly with RR and participate in other cluster meetings;

Maintain contact with affected and other branches;

Participate in coordination meetings on the national level;

Monitor different sources of information (government, NGOs, UN agencies) and inform NS operations centre in the disaster area and receive updated information about operation, inform RR;

Prepare and disseminate information through mass media and IFRC website jointly with RR, update information in DMIS;

Update contact-lists and inform partners;

Submit reports as per IFRC rules and standards and local donors when necessary.

Coordinate partner clusters (NFI and shelter) in the disaster area and in Dushanbe jointly with RCST and participate in other cluster meetings;

Collect and process information from RCST;

Monitor all sources of information (mass-media, NGOs, government and UN agencies);

Keep constant contact with affected NS, operations centre in the disaster area and zone DM coordinator in Budapest;

Update information on IFRC website;

Help in working with mass-media: help RCST in determining key information;

Cooperate with international mass-media, prepare main questions and answers, update information in DMIS;

Report on operation following IFRC rules and standards.

FINANCE AND ADMINISTRATION

Solve administrative issues regarding placement of arrived teams and international staff upon their departure;

Submit financial reports to headquarters.

Continue raising funds, receiving humanitarian aid, and sending to disaster area;

Submit financial reports to headquarters.

Facilitate solving of administrative issues upon arrival of international teams and staff; arrange sending them to disaster area;

Submit financial reports and organize local procurement;

Maintain financial book-keeping and operation reporting;

Maintain contact with local donors and continue fund raising;

Continue coordination of resource mobilization around the country (financial. material and technical, etc.).

Solve administrative issues on receiving and sending international delegates and teams to the disaster area;

Help RCST in receiving humanitarian aid cargo;

Maintain contacts with external donors and PNS in the region;

Help NS in management of finance and reporting on external funds received during response operation.

 

FINALIZATION OF DISASTER RESPONSE OPERATION

 


15.Plan Implementation

This plan was developed in close coordination with all the RCST branches, DRTs, the RCST Management, as well as key REACT partners involved in disaster response operations. The plan was agreed upon by the Committee of Emergency Situations and Civil Defence under the Government of Tajikistan, and was then endorsed by the resolution of the RCST Executive Council.

The following steps will be taken to ensure that the Plan remains relevant, and that all structures/elements of the RCST are familiar with its provisions and capable of putting them into practical effect:

Activities

Timetable

Responsible

Disseminate and make the Plan available to relevant the RCST branches and key partners

Regularly

RCST management and DM department

DR planning of the branch should take account of commitments under the NDRCP and RCP, including those involved in the Mutual Assistance and RDRT MoUs, and the NDRCP/RCP SOP

Regularly

RCST management and DM department

Regular simulation exercises should be conducted involving the RC/RC Movement Partners, CoES and REACT partners in responding to a theoretical disaster situation which involves the activation of this CP

Regularly, in coordination with partners

RCST management and DM department

RCST DM Department should ensure that lessons learned from conducted simulation exercises are incorporated into regular CP review process, occurring at least once every 3 years. This process of validation, testing, and modification of the CP should be continuous, to guarantee that the plan itself reflects best practice and changing conditions within the province, country and region

Once in 3 years

RCST management, DM department, branches

RCST in consultation with the RCST HQ should ensure that training needs identified in simulation exercises or actual response operations. For instance, the need to strengthen coordination or communication skills, or familiarize the RCST personnel with the functioning of FACT and ERUs should be met through appropriate training events.

In agreement with RCST HQ

RCST management, DM Department and RCST HQ

Update the technical contents of the CP, including the SOP, NDRT database, emergency contact lists, and resources/capacity data table;

CP is analyzed and reconsidered on the basis of response operations experience, process of training and carrying out of doctrines on Plan testing, and also taking into account Changes of RCST potential. The next revision of CP should be made before May 2014. Thus revision procedure will include process similar to its working out with involving of all interested parties and RCST Presidium.

Once in a 3 year

the RCST DM department under the guidance and supervision of the RCSTHQ DM Department;

RCST HQ and branches;

Disaster Management Department

During planning of disaster response operations, NS should consider regional obligations within the limits of the Regional Reserve Plan for the Central Asia, developed by Federation including that are registered in the Memorandum of Mutual aid between five Central Asian National Societies, procedures and conditions of RDRT attraction and SOP.

Constantly

RCST HQ,

DM Department

Regularly conduct practical exercises in cooperation with the CoES and REACT partners on the basis of theoretical disaster situation which means activation of CP.

Annually

RCST HQ;

DM Department

Conduct training of NDRT members at national level on given CP, CP utilisation, and performance, basic key elements and response procedures;

At least once a year

RCST HQ;

DMDepartment

Conduct specialized trainings at regional level for NDRTs, with the use of materials of Federation and taking into account requirements for the training, defined by employees from DM department of headquarter and branches on the basis of spent interviews with DRT members and also on the basis of available experience on disaster response.

At least once a year

RCST HQ;

DMDepartment

Define requirements for training of DM department employees and NDRT members as a result of practical exercises or on examples of real response operations: for example, requirement of strengthening of coordination and communication skills, or acquaintance of NS personnel with global response mechanisms and existing mechanisms of coordination in the region etc.

Once in a 3 year

DM Department with IFRC consultation.

Update of training modules and materials for DM department employees and NDRT members taking into account the available and updated materials of Federation and other partners.

Regularly

RCST HQ;

DM Department in consultation with IFRC.

Adjust quantity of stocks in warehouses of regional representations to level up to 100 families.

Annually

RCST HQ and branches

The analysis of available NDRT equipment and its conditions, definition of needs and requirement, standardization and equipment.

Annually

DM Department, RCST head quarter and branches

The reporting and the analysis of the lessons learnt upon completion all disaster response operations with the inputs from the involved teams and employees and granting to the RCST management.

Within 2 month following each response operation

DM Department, RCST head quarter and branches

Placing on the official site of RCST and updating of contact lists in case of disaster and Databases on potential and resources, and  formats for carrying out of a situation assessment and the reporting in response operations (www.redcrescent.tj).

Quarterly

DM Department, RCST HQ

Updating of a database of NDRT and RDRT members, including contact information, and also specialization and the passed training;

Annually

DM Department, RCST HQ

Check communication systems with NS, management groups during disasters, IFRC, ICRC, UN organizations and international NGO’s.

Quarterly

DM Department, RCST HQ and branches.

Updating of resource table

Quarterly

DM Department, RCST HQ and branches.

Establishment of contacts with potential donors at national level.

Constantly

RCST HQ and branches.

Creation of emergency fund in case of disaster from the means received from sale of stamps at a rate of 15 % from the general annual gathering. Control of target use of fund.

Biannually

RCST HQ and branches.

Evaluation of DM department employees in HQ and branches.

Annually

Head of DM department, RCST HQ and branch management

Estimation of heads of DM department along with heads of other departments according to internal procedures of HR department

Annually

Secretary General and General Programmes Coordinator

Estimation of RCST branches and HQ according to the basic criteria of «well functioning NS»

Annually

Secretary General and General Programmes Coordinator

Creation and updating of a database of constant suppliers of the basic goods for the purpose of effective and timely purchase at local level in need in case of disaster;

Quarterly

RCST Logistics officer

Working out of regulation and its approval by management about DM department which should provide distribution of duties of specific employees and posts, and also performances of duties in case of absence of the head of DM department.

Each 5 years

RCST Presidium, head of DM department

 


16.Annex 1: Terms of Reference for RCST NDRT (NDRT Regulation)

General Background

For successful implementation of disaster response and provision of aid programs, RCST established the National Disaster Response Teams making use of relevant staff members and volunteers at the national, zone and regional levels. The NDRTs are created, equipped, trained and carry out their mission with the support of NC RCST, IFRC and other stakeholder organizations.

NDRT Activities Framework

To meet its objectives, NDRT is guided by the following documents:

-       The present ToR (NDRT Regulation)

-       Response plans

-       IFRC Ethics Code during aid provision

-       Laws of the Republic of Tajikistan;

-       Memorandum of understanding between IFRC RR and NS CA

-       Other documents related to NDRT activity

During implementation of its work, NDRT is subordinate to the head of the Disaster Management Department of RCST, Head of RDMC, Head of the ranch and operative coordinator (stipulated in Contingency plan in case of NC RCST structural failure). All team members within a team report to the NDRT Leader.

NDRT Goals and Objectives

The main goal of establishing the NDRT and its work is to ensure high quality disaster response activities. To reach this goal and raise their level of effectiveness NDRT set the following objectives:

-       constantly increase the level of individual and team knowledge and skills

-       stay always alert and ready to depart to the disaster zone;

-       participate in trainings, workshops and seminars

-       participate in the development of NDRT working rules and norms in the disaster zone

NDRT Scope of Work

Being an integral part of the RCST DM Department, NDRT takes part in all response operations implemented by this structure. According to the Memorandum of Understanding between IFRC RR and NS CA, NDRT or some of its members can be engaged in external operations abroad. In the disaster zone, NDRT is directed by the following operational objectives:

-       needs assessment

-       participation in shelter provision in temporary camps activities

-       participation in humanitarian aid provision

NDRT Composition

The NDRT includes RCST staff and volunteers. Example of team leadership composed of staff:

1)      Team leader

2)      Deputy team leader

3)      Public relations officer

4)      Nutrition officer

5)      Medical officer

6)      Humanitarian aid distribution and shelter provision officer

7)      Water and sanitation officer

8)      Tracing service officer

9)      Logistics officer

In addition, a few volunteers can be team members. The size of the team is defined by the scale of the disaster and capacity of the organizing (NC, RDMC, branches). Volunteers under 18 years old can be included in the team, with their parents’ consent. They will be trained by attending a field youth camp or field exercises and seminars; however, they cannot be given positions within a team (except for during field exercises) and do not participate in the team’s work in the disaster area.

NDRT equipment

For working in the disaster area NDRT is equipped with all necessary items according to the approved table:

А. Group equipment:

B. Individual equipment:

tent set (pegs, bars etc.) – one per 4-6 people;

oven and primus stove – one per each tent + 1 reserve;

kitchen set – one per each tent + 1 reserve;

kerosene lamp – one per each tent + 1-2 reserve;

candles – 20 pcs;

matches (preferably wind-resistant) – 20-30 boxes;

small spade – one for 4 people + 1-2 reserve;

axe – 2 pcs;

saw – 2 pcs;

containers for water to carry 50 liters at the same time;

first aid kit (collective) – one per 10 people;

repair kit – one per 10 people;

folding stretchers or fabric stretchers – 2-3 pcs;

binoculars – 2-3 pcs;

photo camera – 3-5 ea.;

video camera – 2-3 pcs;

notebook – 2;

satellite phone – 2;

mobile phone – one per 3-4 persons;

radio station (walky-talky) – one per 2 persons;

maps and document set pad – 2 ea.;

compass – 5-6 ea.;

stationery set – 1 set.

backpack – 1;

sleeping bag – 1;

warm jacket with logo – 1;

sick sweater – 1, light sweater – 1;

vest with logo – 1;

T-shirt with logo – 2;

sports suit light – 1;

storm costume – 1;

wool socks – 1 pair, cotton socks – 2-3 pairs;

shoe insoles – 2 pairs;

boots – 1 pair;

shoe polish/cream – 1;

summer shoes – 1 pair;

wool hat – 1, cap with logo – 1, headscarf – 2;

rain cover – 1;

gloves – 1 pair;

sunglasses – 1-2;

flask – 1;

thermos – 1;

cup, spoon, bowl, knife – 1 of each;

sanitary-hygiene kit – 1;

dust resistant respirator (for example, «Lepestok» etc.) – 5;

pocket flashlight with spare batteries and lamp – 1;

individual first aid kit (made by group member her/himself) – 1;

personal files.

Comments:

Kitchen set: can knife (2); kitchen knife (2); skimmer (1); pan or bucket (2); tea pot (1); table cloth-plastic (1)

Contents of first aid kist is determined by the NDRT Medical officer. Repair set: sewing set – regular and thick threads, sewing and shoe needles, fabric, leather, rubber, tape, pins, buttons etc.), tool set made of spare parts for car and other equipment repair (compiled by NDRT material-technical officer).

Stationery set includes: paper, pens, markers, staplers, glue, tape, scissors, envelopes, post stamps etc. in sufficient quantity.

Sanitary-hygiene kit includes: toilet and house soap, washing detergent, toothpaste and toothbrush, comb, toilet paper, cloths and shoe cleaning brush etc.

In addition, transportation equipment is provided in required numbers.

NDRT Preparation and Training

NDRT crew undertakes training based on field exercises not less than once a year. Preparation includes the following subjects: safe access, vulnerability assessment, needs and capacity assessment; planning and setting up of temporary camps; tracing and family reunification services; organization of humanitarian aid distribution; first aid, team members’ security; work in a team etc. NDRT and some of its members participate in different exercises and trainings conducted by CoES and RCST.

NDRT members’ rights and obligations

Each NDRT member has the right to:

-       receive objective information about disaster which took place and situation in the disaster zone

-       have access to free material provision during realization of tasks on the disaster area and during field exercises, seminars etc.

-       have access to free transportation to operation or trainings and back

-       have life and medical insurance and reimbursement for damage to health caused during work in the disaster zone

NDRT members is liable to:

-       constantly raise the level of knowledge and skills provided in the framework of NDRT training program

-       regularly undergo preparation, participate in exercises and seminars

-       be able to provide first aid

-       keep the issued equipment safe and be able to use it and maintain it in good order

-       know and be able to ensure personal safety rules and preparedness to the disaster

-       know rules of survival in the disaster area

-       know the notification order, gathering terms and team deployment, work in the disaster zone

-       fulfil team Leader’s and other senior management’s orders

NDRT Leader is responsible for:

-       monitoring team appointments

-       monitoring education, equipment and preparedness of the team to carry out activities in the disaster zone;

-       giving clear and unambiguous orders, taking into account capacities of each team member

-       monitoring fulfilment of the orders

-       coordinating actions within a team

-       coordinating NDRT activities with other structures

-       constantly improving internal team communication

-       ensuring material provision, food, healthcare, rest, safety, psychological sustainability of the team members

-       knowing working, moral and physical qualities and capacity of her/his subordinate;

-       receiving and providing necessary information to the team

-       keeping reporting and filing system and ensuring reporting to higher-ranking structures and stakeholders

 

NDRT deployment terms

Terms of deployment, the list of activities and their deadlines in the disaster  area depend on type and scale of the disaster, number of people who require help, and other factors regardless of the aforementioned activities regardless of needs assessment.

Deployment and work of the team is done in 2 stages.

First stage – preparation to enter the disaster zone:

-       Head of DM Department (Head of RDMC) takes decision to involve NDRT in disaster response operation, informs leader and provides briefing.

-       NDRT Leader, having received authorization from management, collects the team, checks its preparedness and equipment, conducts briefing (entering order, work, objectives and activities, safety, contacts, unforeseen situations etc.) reports to the Head of Operation on readiness.

-       NDRT members receive and check the equipment, receive briefing, fulfil other activities in preparation depending on situation, define routes/plans of entering to disaster together with the leader, movement inside and exit ways, as well as plan living areas etc..

-       NDRT enters the disaster zone.

Second stage: working in the disaster zone. In this stage, activities are implemented in the following order:

-       providing team placement

-       needs assessment as per special scheme

-       team leader reports on assessment results to NC (assessment time and report should not take longer than 24 hours)

After receiving request for help from NC, NDRT receives necessary cargo and organizes (together with other DM department units) setting up of the temporary camp and distribution points for humanitarian aid, takes part in their work following functional responsibilities of each team member.

After finalizing the work NDRT closes down the camps and points, exits the disaster zone, passes over the equipment; the team leader submits relevant reports.

Reporting

NDRT Leader submits following reports to the NC RCST, local authorities, disaster management office and other stakeholders. The format and timeframe for reporting is set in advance:

-       report on results of needs assessment

-       report on current work for the defined timeframe

-       report on situation change, unforeseen situations, emergency decisions and problem solving moments

-       final NDRT mission report

Responsibilities and refusal to fulfil the orders

NDRT members should fulfil the leader’s orders, their own functional duties, follow the behaviour rules and take personal responsibility towards the NDRT leader for their actions. The Team Leader takes responsibility for decision implementation towards RCST DM staff at the appropriate level.

A team member can refuse fulfilling orders in case of:

-       lack of appropriate skills;

-       health limitations;

-       lack of necessary equipment.

Refusal, resulting from above-mentioned reasons, does not lead to responsibility for non-compliance with orders provided thatNDRT member(s) timely reports to the team leader the reasons of such a refusal. The team leader should replace the order with other which does not cause any difficulties. For the future the team leader should consider the rationale of the certain team member during the implementation of work.

NDRT action limitations

The NDRT activity is limited by the laws of the Republic of Tajikistan, the given ToR (Regulation), orders given by the RCST DM Department staff, RCST capacity and the team itself. As such, for example, NDRT members who do not have rescue skills/preparedness and according to the law on “Emergency rescue groups and rescue staff member’s status” cannot take part in rescuing works in the disaster epicentre. The team cannot, as well, participate in the provision of first medical aid during the large scale disasters, due to its understaffed status and the lack of reserves for first medical aid. In these kinds of large scale disasters the tracing service team members respond actively to the needs of separated family members or missing persons. During small scale disasters the first aid is usually provided internally (by affected population and local medical personnel) and by the time of team arrival to disaster area the need in such help diminishes.


17.Annex 2: Rules and Regulations for Receiving Humanitarian Cargo

Help to the victims of disasters is provided by the National Society on a no-charge basis, regardless of nationality, race, religion, social status and political views. The aid is provided based on the results of the affected population's urgent needs and situational assessment. The cost of the humanitarian aid should be economically rational and the aid should be efficient.

RCST branches reporting on the distribution of humanitarian aid to the RCST NC, and the NC in turn to the donors, is based on balanced records and reports which reflect the transparent and fair implementation of the operation.

 

Receiving humanitarian cargo: RCST is included in the list of international organizations entitled to receive and distribute humanitarian aid. In this regard, RCST is exempt from customs payments. However, while receiving humanitarian cargo, the costs of brokering and other additional services are to be paid.

Humanitarian aid receiving mechanism

Receiving and distribution of external humanitarian aid is the responsibility of the Logistics Manager of the RCST Headquarters, together with Dushanbe City Committee, in accordance with all customs control requirements accepted in the country.

During customs clearance operations the following documents are used:

1.       Customs clearance request letter

2.       Billing notes

3.       Gift/passing certificates

4.       Quality and safety assurance certificates

Offloading and loading works, transportation of the humanitarian cargo to the distribution points is to be implemented with the support of local authorities. Transportation is provided according to the Disaster Response Plan accepted by the DM department under Dushanbe administration.

Vehicles with humanitarian cargo accompanied by the law-enforcement security patrols deliver to the humanitarian aid distribution points (3-4 locations in each city district set up in remaining public buildings, following preliminary agreement with local authorities, with not more than 5,000 receivers per point). The number of aid distribution points is determined in accordance with the volume and the list of items received within humanitarian cargo.

After finishing off-loading humanitarian cargo at distribution points papers are processed accordingly (way-bill, acceptance bill, distribution plan etc.).

At the distribution points, humanitarian aid is distributed based on the beneficiary registration lists/forms. Distributing officer checks the lists of victims/affected people number, etc. and hands over the aid accordingly.

When/if necessary, first aid and psychological support are rendered to beneficiaries.


18.Annex 3: Situation Assessment Forms

Early notification report during the disaster

Fill out this report form with as much details provided and submit it during first 12 hours after the disaster. When necessary use secondary source information. Indicate the source of information.

Prepared by __________________________________________________________

Reporting date ________________________________________________________

Country _______________________ Region ________________________________

Rayon __________________________________ City _________________________

Organization __________________________________________________________

I. Information on disaster / emergency situation

A.            

Disaster type / Emergency situation

 

B.            

Disaster time

 

C.            

Area/territory affected by disaster

 

D.            

Region(s) found in the disaster zone

 

E.             

Affected territory size

 

II. Disaster consequences

Assess the number of affected/damages as a result of the disaster by each category.

A.               

Number of deaths

 

B.               

Number of injured

 

C.               

Number of displaced

 

D.               

Number of fully destroyed houses

 

E.                

Number of partially damaged houses

 

F.                

Number of non-residential buildings damaged

 

G.               

Number of non-affected buildings

 

H.               

Number of separated and missing persons

 

 


Situation Report

Please fill out and submit this report during first 12-36 hours after beginning of the disaster. This report should be based on the disaster place visit – information from first hand and observations.

Prepared by __________________________________________________________

Reporting date ________________________________________________________

Country _______________________ Region ________________________________

Rayon __________________________________ City _________________________

Organization __________________________________________________________

I. Disaster /Emergency situation (fill out the following in narrative form)

А. Date, time, type and scale of disaster/emergency

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

B. Total area and size struck by the disaster (indicate regions, d and cities; if possible attach a map and mark zones that have been affected by the disaster on it)

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

II. Disaster consequences

Determine the correlation against total population in the zone by each point (for example, 15 deaths/3000 total population)

A.          

Number of deaths

 

B.           

Number of injured

 

C.           

Number of displaced

 

D.          

Number of fully destroyed houses

 

E.           

Number of damaged houses

 

F.           

Non-residential buildings with damage

 

G.          

Number of buildings spared

 

H.          

Number of separated and missing persons

 

III. Local response and resources (fill out in a narrative form)

А. Local population placement, if people left their houses?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

B. What actions are undertaken by the affected population?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

C. Describe activities undertaken by the local governmental and non-governmental organizations, Red Crescent Society and other organizations in the disaster area

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

IV. Emergency measures for provision of living conditions for the population (priorities/needs)

А. Determine priorities (by order) and describe what kind of help or support is required immediately during 24-120 hours (water, food, medical aid, shelter etc.) Why for specific aid? Please make a list of needs:

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

B. Is the disaster over? How long can it last according to your estimations?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

C. Is extending Red Crescent Society’s activities required? If yes, how?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

V. Additional information

For example: road condition, warehouses location, opportunity for local procurement to help the affected population and other.

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

VI. Indicate the source of your information for the given report

_____________________________________________________________________________________


Needs assessment report during the disaster

This form can be used for reporting or as a questionnaire which need to be reviewed during disaster assessment in the first week after disaster. Fill out during 48-72 hours after the outbreak of the disaster.

Prepared by __________________________________________________________

Reporting date ________________________________________________________

Country _______________________ Region ________________________________

Rayon __________________________________ City _________________________

Organization __________________________________________________________

I. Disaster /emergency situation (fill out the following in the narrative form)

А. Date, time, type and size of the disaster/ emergency

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

B. Total area size affected by the disaster (indicate regions, rayons and cities; if possible attach a map and indicate affected zones on it)

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

II. Disaster consequences. Livelihood and property

A.          

Total number of affected people

 

B.          

Percentage of affected from total population

 

C.          

What is the gender, age and family composition of the affected

 

D.          

How many people are accounted as dead?

 

E.           

How many people are injured?

 

F.           

How many people lost their houses or displaced, their present location and living conditions

 

G.         

How many houses and residential buildings are fully destroyed?

 

H.         

How many houses and residential buildings are damaged?

 

I.            

The scale of damaged supplies of food crops and domestic cattle? Where, what, how much?

 

J.            

How many persons are separated/How, many went on missing

 

III. Infrastructure /Communication links /Economy

А. Describe the disaster impact on the infrastructure (roads, public buildings, electricity, water supply, communication links, bridges, hospitals and other)

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

B. How many trade enterprises or markets suffered damage from the disaster? Describe the damage?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

C. What is the disaster impact on local economic and social conditions? What was the social-economic situation of the population before the disaster? What is the situation after disaster?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

IV. Disaster response

А. Local population – if people left their houses where they have been placed?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

B. What do people do to cope with their situation?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

C. Describe the actions undertaken or help provided by the government agencies, non-governmental organizations, Red Crescent or Red Cross societies or other local and national organizations in the disaster area?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

D. Describe the actions undertaken or provided by foreign governments (for example, neighbouring countries, European states, UN etc.), international non-governmental organizations (e.g. “Medicines Sans Frontiers”).

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

E. What actions were undertaken by the Operating National Society?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

F. What help is declared or provided by the sister/brother national societies?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

G. What humanitarian aid provision coordination mechanism is established on the national and local levels?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

V. Local material, financial and human resources

А. Describe any local material, financial, human or other resources (qualified or non-qualified labor, school buildings, trucks, regional markets, etc.) not utilized, yet could be used during emergency response, restoration works. Describe all opportunities or resources and how can they be used. This is required to determine potential local opportunities and resources which can be used without asking external help or expertise.

Opportunities or resources

Suggestions on their use

Example 1. Group of local population

Preparation and distribution of food to the displaced population or homeless.

Example 2. Many strong and healthy people with equipment such as excavators, spades, ropes, buckets etc. who are willing to help

They can help with cleaning buildings from stones and temporary restoration of roads.

 

 

 

 

 

 

 

 

B. What transport and warehouses (commercial, governmental, RC/RC) are available on place?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

C. What are the conditions and location of the roads, airports, railroads?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

D. What is the capacity of the operating national society?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

VI. Emergency measures/ needs for providing basic living conditions for the population

Determine main needs in quality and quantity terms.

А. Emergency needs. Please describe and prioritize specific needs in water, sanitation, shelter, food, etc. (clothes, blankets, kitchen ware, combustible for cooking food etc.) and medical needs (medical supplies, equipment, maintenance means). Example: 112 people need food supplies and water for at least 20 coming days.

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

 

VII. Potential future problems (secondary outbreak) and/or needs

Foresee serious problems and/or needs for the coming three months which can occur as a result of disaster. Assess issues including attracting funds and exploitation expenses.

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

VIII. Role of the Red Crescent (help to the most vulnerable)

Should the Red Crescent be involved in permanent recovery measures? Why? How exactly and on which level (regional, national or international)?

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

IX. Additional information

(Example: availability, location and/or condition of transportation and warehouses, roads, airports etc.)

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________


Emergency Aid Provision Assessment Report

Report Name

Report title should correspond to the title report on Appeal. The report should contain information on the affected regions, countries and the type of disaster.

Number of the situation assessment report

All reports on emergency aid provided should be numbered. The year of the report submission date is usually indicated after the number, for example: 01/05 which means “Situation assessment report #1”, 2005.

Number of report on Appeal

For simplified numbering all appeals for help during the year should be numbered based on the date of their issue. For example: 03/05 means “Appeal #3”, issued in 2005. Please note that the number indicates Appeal’s number not the month it was issued.

Date

Report submission date

Period covered

Period described in the report

Content

This part makes maximum - ¼ of a page and should include:

·                     Disaster occurrence date

·                     Number of affected (dead, injured, displaced, left without houses, those who need food, placed in camps etc.)

·                     Description of affected geographical territory (location, total area) scale of damage caused (destroyed houses, harvest, domestic cattle etc.)

·                     Date when the National Society started to provide help

·                     Number of beneficiaries

Latest events

Strategic analysis of the disaster situation including social, political and economic factors:

·                     New results (since submitting last situation assessment report)

·                     Assessment of situation in general: decreased or improved situation and why

Any events and changes which have impact on situation and activities of the National Society need to be described.

Red Crescent activities – major achievements

This part should cover all results achieved by the National Society in each operation. Key questions and provided information should include:

Goal

(indicated in request)

% achieved goals

Comments / explanations

 

 

 

 

 

 

·                     What has been done since submission of the last situation assessment report, where and by whom?

·                     Distribution of roles and responsibilities within National Society, including staff members and volunteers involved in activities and management.

·                     Main problems/success and operative response

·                     Statistical data on distributed emergency stocks and other services provided during the reporting period, total annual balance. If possible, please indicate categories of beneficiaries, who received help (children aged up to 5 years old, feeding mothers, old people etc.)

Service title

Number

Location of the distribution point/service provision

Beneficiary category

Number of beneficiaries for the reporting period

 

 

 

 

 

 

 

 

 

 

·                     If available statistical data is not sufficient, provide real number/data

Needs

This part should cover all basic needs which are provided by the NS understanding its objectives. Explain which needs can be covered on local level; are funds or specific items, relevant services needed for fulfilling activities.

Cooperation with other organizations

This part should state about activities on provision of emergency aid by the National Society, role of other organizations and coordination of their actions:

·                     Activities of Government, local NGOs, UN agencies and international NGOs.

·                     Material and financial resources contributed by the Government and other organizations.

·                     Cooperation among organizations involved in conducting government meetings and negotiations of different organizations etc. (operational and coordination mechanisms).

·                     Attention from local and international mass media to the National Society’s activities.

Conclusion

Conclusion should include all major report conclusions and emphasize key informational points.

Appendices

Appendices can include following:

·                     Detailed information about distribution and storing stocks

·                     Maps and photographs

·                     Financial reports/budget

 


19.Annex 4: Additional information

Map 4: Airports (runways) in Tajikistan


Map 5: Seismic risk map of Tajikistan[14]


Map 6: Avalanche hazard map of Tajikistan[15]

Map 7: Mudflow hazardmap of Tajikistan[16]

 

 



[1] National Platform on Disaster Risk Reduction is currently in the development process which is carried out by the CoES and the UNDP

[2] . “The Red Cross and Red Crescent … considers it a fundamental right of all people to both offer and receive humanitarian assistance. Hence it has a fundamental duty to provide relief to all disaster victims and assistance to those most vulnerable to future disasters” : Principles and Rules for Red Cross and Red Crescent Disaster Relief, Article 2.1, IFRC, Geneva, March 2006, p.2.

[3]Source: State Statistics Committee under the Government of the Republic of Tajikistan

[4] Source "AQUASTAT Country Profiles"

[5] Source: Asia-Plus Information Agency (http://www.asiaplus.tj/en/news/198/69836.html)

[6] Firuz Saidov, “Economy”/CA&CC Press® AB Publishing House.

[7]Source: UNDP Human Development Report 2009 (http://www.untj.org/files/library/UNDP_NHDR_Employment_2009_eng.pdf)

[8]Swiss disaster reduction strategy for CA 2004-2008. pp. 9-10.

[9]Source: National Disaster Risk Management Strategy of Tajikistan

[10] In case of armed conflicts the present Regulation shall be considered and used in line with the International Humanitarian Law. The Codes of Conduct on Disaster Relief for NGOs and RC/RC movement (1996) is available at http://www.ifrc.org/en/publications-and-reports/code-of-conduct/

[11] Seville Agreement on arrangement of international activities of the RC/RC Movement partners (1997), and Supplementary Measures (2005)

[12] This table will be placed in the official website of RCST in the DM part and will be updated every 6 months (responsible person: preparedness coordinator of RCST DM department)

[13]Detailed description of the NDRT Regulation see in Annex 3

[14]Source: IMAC, provided by UNDP DRMP

[15]Source: IMAC, provided by UNDP DRMP

[16]Source: IMAC, CoES, provided by UNDP DRMP

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