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Regional Inter-Agency Contingency Planning Workshop for 

Humanitarian Assistance in the Pacific  

 

Suva, Fiji, 16-18 July 2008 

 

Executive Summary  

1.0 Background 

The Inter-Agency Standing Committee (IASC) in 2005 agreed on a process of Humanitarian 
Reform, seeking to improve the effectiveness of humanitarian response by ensuring greater 
predictability, accountability and partnership. It is an ambitious effort by the international 
humanitarian community to reach more beneficiaries, with more comprehensive needs-based 
relief and protection, in a more effective and timely manner. Improved inter-agency 
coordination and emergency preparedness are an important part of this effort. A triggering event 
in the Pacific was 2007’s Solomon Islands Tsunami, which highlighted the challenges and 
importance in preparedness to launch an effective, and predictable, humanitarian relief 
operation in a Pacific Island Country following a significant disaster event. Under the guidance 
of the UN Resident Coordinators and Disaster Management Teams in the Pacific (based in Fiji 
and Samoa), and facilitated by the UN Office for the Coordination of Humanitarian Affairs 
(OCHA) Pacific, the humanitarian partners in the Pacific are therefore embarking on an inter-
agency contingency planning process to strengthen emergency preparedness and humanitarian 
assistance for the Pacific.  

2.0 Objectives 

 

Humanitarian assistance in the Pacific has proven complex. The region is characterized by a 
high degree of disaster risk, the vast ocean mass, small and scattered population numbers on 
vulnerable small islands and national and local response capacity that is obviously quickly 
overwhelmed by forces of nature. International humanitarian organizations (UN agencies, 
NGO’s, the Red Cross and Red Crescent movement, regional and bilateral organizations) are 
each faced with the challenge to respond from a regional capacity to a localized humanitarian 
need. In addition, coordination is an additional challenge as these regional responders operate 
from different locations in the Pacific (e.g. Fiji, Samoa, Auckland, Wellington, Canberra, 
Melbourne, Sydney, Honolulu, New Caledonia).  

Given lessons learned from global humanitarian reform and humanitarian assistance in the 
Pacific, key agencies agreed that improved coordination for more effective disaster response 
should be explored in the Pacific as well, following the cluster approach. The purpose of this 
workshop was to start this process. 

The specific objectives of the workshop were to agree on:  

1)

 

A regional inter-agency contingency planning process and mechanism for humanitarian 
assistance in the Pacific  

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2)

 

 Priority areas/clusters for inter-agency disaster preparedness planning  

3)

 

Lead agencies for these priority areas/clusters  

4)

 

Roll out strategies for regional cluster & country level inter-agency contingency 
planning.  

The first objective was met by partners agreeing on a Pacific disaster response framework 
as described below. Further inter-cluster planning and the development of a mechanism for 
intra-cluster coordination by each cluster lead agency, supported by UN OCHA and the UN 
Resident Coordinator will still be required as an on-going activity. 

The workshop fully achieved the second objective, while the third objective was partly met 
since the leadership for some clusters, including logistics, nutrition, protection and camp 
management, require further consultation among possible lead agencies.  

Similarly objective 4) was mostly met by being able to agree upon overall roll out strategies 
for country level inter-agency contingency planning, although this still requires further 
detailed planning. 

3.0 Participation 

Given the above mentioned complexities, this workshop focused on regional inter-agency 
contingency planning and the primary audience included humanitarian organizations with 
regional capacity for response preparedness. Because of the need to already take country 
specific challenges and issues into account, also a number of Pacific island country 
representatives were invited, mainly from National Disaster Management Organizations and 
Ministries of Health.  

In total 67 participants attended the 3-day workshop from 56 regional organizations and 11 
country representatives. A full list of participants is given in appendix 9. 

4.0 Outcomes 

4.1 Key planning assumptions 

Participants held extensive discussions on the types, scale and likelihoods of disasters that 
could occur in the Pacific. It was agreed that for purposes of disaster preparedness planning, 
regional humanitarian actors would need to be prepared to support relief and recovery 
efforts for the “most likely, worst case scenario” that could affect a Pacific Island Country.   
These were thought to be a rapid on-set natural disaster (cyclone, floods, earthquake, 
tsunami) that would affect a population of 30,000 people in multiple (island/country) 
locations. It was agreed that if regional humanitarian actors were well prepared to respond 
to such a scenario, this would also cover the humanitarian impact of smaller scale natural 
disasters (e.g. more localized effects of cyclones and floods, volcanic eruptions, etc.) and 
man made disasters (fires, environmental disasters) and to an extent even complex 
emergencies (as seen for instance in the Solomon Islands in the recent past).  

However, the focus for preparedness planning on such natural disasters does have an 
important implication for agencies whose mandate (and responsibility) for response makes a 
clear distinction between natural and man made disasters. This is particularly important for 
an organization such as UNHCR, which has a clearly defined role and responsibility with 
regard to refugees and conflict-generated internal displacement situations, but not in natural 
disasters.  As such, responsibilities with regard to natural disasters for UNHCR would be 
case specific. It was therefore agreed that specifically around roles and responsibilities with 
regard to displacement and protection in natural disasters, UNHCR, UNICEF and OHCHR, 

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in consultation also with the UNRC, will consult further to determine leadership of the 
Protection cluster.  

4.2 Capacities and Gaps identified 

By using two case studies with realistic disaster scenarios for the Pacific, humanitarian 
needs and regional response capacities were analyzed based on participating agencies, 
which then led to the identification of gaps in each cluster. This humanitarian needs and 
capacity/gap analysis encouraged the participants to discuss and agree upon prioritized 
clusters in the most common disaster scenarios in the Pacific. 

4.3 Agreed upon prioritized clusters and combining clusters  

The participants jointly identified six key clusters for prioritization in disaster preparedness 
for response in the Pacific, namely: (1) Health & Nutrition (2) Water,  Sanitation and 
Hygiene (WASH) (3) Emergency Shelter & Camp management (4) Logistics (5) 
Information Management and (6) Protection. Some prioritized clusters are a combination of 
two (global) clusters as it was agreed to combine them for enhanced coordination and 
efficiency in the Pacific humanitarian context. These six clusters were considered to be the 
priority in the Pacific context because firstly of their importance in addressing key life 
saving and immediate needs (Health & Nutrition, WASH, Emergency Shelter & Camp 
Management), and secondly these are areas where humanitarian actors experience 
difficulties in real disaster situations that effect timely and effective humanitarian assistance 
and therefore need to be particularly strengthened (Logistics, Information Management and 
Protection). The detailed list of clusters, lead agencies and partners is given in appendix 3. 
Appendix 4 shows global cluster lead for each cluster. 

4.4 Agreed upon lead agencies for each cluster and identifying participating agencies 

Following the capacity and gap analysis, the participants intensively discussed which 
agency is capable and is willing to be a lead agency in each cluster. Several clusters 
identified and agreed upon on lead agency as follows:  

•

 

Health-WHO 

•

 

WASH-UNICEF 

•

 

Emergency Shelter-IFRC (as a convener)  

•

 

Information Management-OCHA 

•

 

Education-UNICEF/Save the Children 

•

 

Emergency Telecom-New Zealand Red Cross  and 

•

 

Early Recovery-UNDP Samoa- 

4.5 Work in Progress – Cluster Leads and Participants 

Other prioritized clusters including Nutrition, Camp Management, Logistics and Protection 
require further discussion and confirmation about which organization can/should lead these 
particular clusters. Some possible cluster lead agencies were suggested such as UNICEF for 
Nutrition (indicated to be able to have the necessary capacity to take the lead role within 6 
months), either UNICEF/OHCHR/UNHCR for Protection and WFP for Logistics. 
Regarding Protection, UNICEF, UNHCR and OHCHR agreed to have further consultation 
to identify which agency could lead or co-lead this cluster, see also mentioned above under 
4.1. It was also agreed to approach IOM (not part of the workshop but with offices in 
Manila and Canberra) for Camp Management since it is the global lead for Camp 
Management in natural disaster settings. WFP will discuss with its Head Quarters whether 
or not it can post a representative in the region so as to take up the lead role in Logistics. 

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Early recovery needs to be mainstreamed into each cluster but it will require an agency 
which has overall coordination role. UNDP Samoa commented that they could take up this 
responsibility while it needs to be further discussed with UNDP Fiji.  

UN OCHA will start further consultation with IOM, WHO and UNDP in  the next months, 
and it is expected that conclusion can be reached By early October 2008.  

Priority clusters had a first cluster planning session on the third workshop day, and made 
working arrangement to organize each cluster headed by the lead agency. Several clusters 
have already set up on-line forum as a communication and information management tool -
examples: 

http://pacinfocluster.collectivex.com/main/summary

 (Information Management 

Cluster) 

http://pacificprotectioncluster.collectivex.com/main/summary

 (Protection Cluster). 

Each cluster made immediate action points to move the process forward, see also appendix 
7. The suggested (generic) Terms of Reference (TOR) for cluster leads were well accepted 
(see appendix 6)  

4.6 Pacific Disaster Response Framework 

•

 

It was agreed to form a “Pacific Humanitarian Team” comprising all disaster 
response actors in the region who play a regional role, as well as all the agencies 
participating at the workshop. The inclusive nature of the Pacific Humanitarian 
Team follows from the necessity of partnerships in humanitarian action and 
therefore is the natural successor to the inter-agency Disaster Management team 
(DMT). Participating agencies in the Pacific Humanitarian Team will join relevant 
clusters according to their focused activities, and cluster leads will function as the 
inter-agency standing committee of the Pacific Humanitarian Team (PHT), which 
will be chaired by the UN Resident Coordinator. Lead agencies are responsible to 
disseminate information among their cluster members. Organisations that would 
like to participate in PHT coordination meetings, consult with the relevant cluster 
lead. Where agencies are not (yet) part of a cluster, OCHA Pacific should be 
approached for participation in coordination meetings. 

 
•

 

The Pacific Humanitarian Team (PHT) will be an integral part of the Pacific 
Disaster Risk Management Partnership Network. This network of regional 
organisations, facilitated by SOPAC, support Pacific Island Countries with the 
implementation of the Regional Framework of Action for DRR & DM. Under this 
framework, theme 4 specifically focuses on planning for effective preparedness, 
response and recovery.  

 

•

 

The UN Resident Coordinator(s), as the chair of the PHT can annually report back 
to the Pacific DRM Partnership Network on PHT’s activities.  In that way, the PHT 
will cover theme 4 of the Regional Framework for Action on DRR & DM. 

 
•

 

The Pacific Disaster Net will be fully utilized as one of key information 
management tools. Pacific Disaster Net is the web Portal and Database System 
designed to be the most comprehensive information resource in relation to Disaster 
Risk Management for the Pacific Islands Countries. 

 

•

 

In order for the Pacific Cluster Framework established at this workshop to 
effectively compliment each country’s national contingency plan, and for the 
Framework to be tailored to each country’s specific context, country level 
contingency planning workshops will be held. This will start with the most disaster 
prone countries. Ideally, the framework which is applicable to the country level 
mechanism is put in place before the cyclone season. The first step, however, is for 
each cluster to organize itself accordingly. Then the Pacific Humanitarian Team, 

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possibly represented by cluster leads (or nominated cluster members) could work 
with the first (pilot) country level contingency planning during the last quarter of 
2008. 

 
The above mentioned regional arrangements in relation to the Pacific DRM Network 
Partnership have also been agreed by SOPAC. 
 
The joint UN Country Teams (Fiji and Samoa) also fully endorsed these outcomes in their 
UNDAF Alignment Meeting of 27-29 August 2008.  
 
Finally these outcomes and agreed approach were also presented at the FRANZ meeting of 24 
September 2008 in Wellington.  
 

 

5.0 Workshop 

Deliberations 

 

5.1 DAY 1: Wednesday 16

th

 July 

 
Opening and Session 1 on Humanitarian Reform  
The workshop was opened by a welcoming address by Mr. Isiye Ndombi, Head of UNICEF 
Pacific. OCHA then briefly explained the objectives of the workshop. The opening was 
followed by a presentation by OCHA on Humanitarian Reform, the cluster approach and inter-
agency contingency planning. The cluster approach is one of three pillars of Humanitarian 
Reform, which is built on a foundation of partnerships. The original purpose of the clusters was 
to establish clarity in leadership in sectors that lacked this. Hence, for instance “food” has never 
become a cluster, as WFP has always been the lead agency, and as such there was never any 
confusion on lead agency and roles and responsibility. It was briefly discussed how this cluster 
approach could fit into the Pacific context and what the roles of regional actors are. It was 
discussed how the cluster approach is inclusive of all key actors in disaster preparedness for 
response and recovery. It was emphasized that the Humanitarian Reform is not the Reform of 
the UN. It is the reform of the international humanitarian community and the UN is only taking 
lead in facilitating humanitarian actors, as mandated by the General Assembly. 
 
Session 2 on Pacific Disasters 
The next session was presented by Martin Blackgrove of IFRC on Pacific disasters, which 
included an overview of Pacific hazards and risks, humanitarian needs, and disaster 
management and international assistance in the Pacific. During this session, it was discussed 
whether we also capture manmade disasters, health pandemics, conflict, urbanization in terms of 
food crisis, etc in our disaster preparedness. The common understanding was to firstly plan for 
the most likely scenarios, which are natural disasters such as cyclones, earthquakes, etc., which 
would also lead to readiness for other types of disasters. The assumption is that regional 
capacity needs to be able to respond to a disaster which may affect as many as 30,000 people in 
more than one country. If we are prepared for this size of a disaster, then we will be able to 
respond to majority of disasters that may occur in the Pacific. We also need to be well prepared 
for multi-hazard events such as combination of tsunami and earthquake. As mentioned under 
4.1, this however does have implications on roles and responsibilities of organisations that make 
a distinction in their mandate between natural disasters and man made disasters/complex 
emergencies. 
 
Session 3: Capacity of Participating Agencies 
Each participating agency provided a brief introduction of their programmes and capacity in 
disaster response, which were mapped out to see what clusters are covered by which agencies 
while which clusters remain as a gap. Participating agencies included 10 UN agencies (WHO, 
UNHCR, UNDP, UNIFEM, UNICEF, UNOHCHR, UNESCAP, UNFPA, WFP and OCHA), 6 
NGOs (Habitat for Humanity (HFH), Save the Children (SCF), NGO Disaster Relief Forum 
(NZCID) ,World Vision International (WVI), Oxfam (Australia and New Zealand), Anglican 

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Board of Mission(ABM)), 10 donors/government agencies (ECHO, USA Centre for Excellence 
(CEO), USA Asia Pacific Centre for Security Studies, USAID, The Asia Foundation/OFDA, 
EU, Australian Defence Force, NZAID, NZ MCDEM, JICA), the International Federation of 
Red Cross and Red Crescent Societies (IFRC), Australian and New Zealand Red Cross and the 
Fiji School of Medicine/Monash University. The following is the matrix based on each agency’s 
introduction. It needs to be flagged that the capacity mentioned below is not necessarily 
applicable to the Pacific context, but some agencies referred to the programme at the global 
level.  
 

Table 1: Areas of work of Pacific organisations 

 

Areas of work 

Agency 

Health 

WHO, Red Cross, UNICEF, World Vision, UNFPA, FSM, WFP, 
ADF, JICA, Oxfam 

Nutrition WHO, 

SCF, 

UNICEF 

Food SCF, 

WFP 

Education SCF, 

UNICEF 

Emergency Shelter 

HFH (usually permanent shelter), UNHCR, UNICEF, Oxfam, 
NZAID, SCF 

Emergency Telecom 

New Zealand Red Cross, WFP, NZAID 

Agriculture FAO 
Logistics 

Red Cross, USA, UNICEF, Oxfam, WFP, ADF 

Protection 

SCF, UNHCR, UNIFEM, UNICEF, OHCHR, World Vision, 
UNFPA, Oxfam, ABM 

Early Recovery 

HFH (shelter), UNDP, Red Cross, World Vision, Oxfam, NZAID 

WASH 

Red Cross , UNICEF, World Vision, Oxfam, NZAID, WHO 

Camp Coordination 

UNHCR (in complex emergencies) 

Training 

TAF/OFDA, FSM/Monash Uni, USA CoE 

 
 
Session 4: Determining Humanitarian Needs and Response Capacity 
Two case studies, one on a volcanic eruption causing the displacement of people and another on 
tropical cyclones and flood, also creating Internally Displaced People (IDPs), were used to 
identify required humanitarian needs and required responses. Then, by comparing humanitarian 
needs, required responses and current available response capacity of organisations, the gap areas 
in humanitarian assistance in the Pacific were identified.  
 
Both case studies highlighted the importance of the government’s leading role. The importance 
of reliable initial data collection and assessment were emphasised in order to plan for an 
appropriate response. In addition, in order to make an appropriate response plans, it is important 
to identify the most vulnerable populations and to mainstream age, gender and diversity 
sensitive planning in all clusters. It was also discussed how the cluster approach could be 
applied in these scenarios. Importance of coordination was underlined, and the participants 
could already identify an agency which could coordinate the following clusters: Health, WASH, 
Education, Emergency Shelter, Early Recovery, Emergency Telecom, overall coordination. This 
outcome led the group to identify lead agencies in prioritized clusters on 2

nd

 Day.  

Please refer to Appendix 1 for further information on capacity and gap analysis. Case studies are 
also attached as Appendix 2.  

5.2 DAY 2: Thursday 17

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 July 

The second day started with a recap of Day One and a brief presentation on OCHA’s role, 
capacity and support tools.  Some questions were raised regarding Search and Rescue (SAR) 
and a participant commented that there is more need for maritime SAR rather than urban SAR 
(USAR). SAR is such a specialist emergency activity, which is coordinated through 

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International Search and Rescue Advisory Group (INSARAG) with OCHA Geneva as 
Secretariat so that it does not need clarification under the cluster approach (as is the case with 
‘Food’, where there is clear leadership by WFP).  
 
Session 5: Determining Humanitarian Gaps 
In this session, the participants discussed, by looking at the Matrix (Appendix 1) from Session 4 
(which clearly identified the generalized area of gaps in each clusters) how these humanitarian 
gaps can be addressed. Firstly, the participants were asked to add or amend the matrix so that 
the actual capacity of each agency will be accurately reflected in the matrix. Then, participants 
discussed which agency could coordinate each cluster.  
 
Health will be coordinated by WHO. Education is to be coordinated by UNICEF and Save the 
Children. Regarding the Nutrition cluster, UNICEF commented that they currently do not have 
capacity to coordinate this cluster. Regarding the Food cluster, WFP commented that the best 
way of food distribution intervention is through National Disaster Management Organisation 
(NDMO) considering the size of population. Faith-based organizations also play important role 
in general in food distribution so that they need to be involved. The government agencies 
including NZ and the United States Government (USG) can also provide support upon request. 
Australia would not be directly providing food, but would look at providing support to WFP or 
other partners who are active in the distribution of food and their approach is to procure food 
locally as much as possible.   

 

The WASH cluster is well covered, and led by UNICEF.  For the Protection cluster, 
coordination was identified as a gap. UNICEF is responsible for child protection but not yet 
able/prepared to take the overall lead of this cluster while UNHCR (which is the global lead) 
stressed that their protection focus is in complex emergencies and generally relates to man-made 
disasters and displacement.  
 
The participants pointed out that land issues pose a major concern in the Pacific and this needs 
to be addressed as a gap while other participants argued that this issue needs to be addressed by 
the society itself, not by international organizations. It was agreed that this issue needs to be 
addressed during pre-disaster periods through disaster preparedness as well as during post 
disaster.  
 
Camp management coordination was identified as a gap.  IOM takes the global lead in camp 
management in natural disaster settings, but they could not participate in this regional 
workshop, so it requires further consultation with IOM as a follow up action. New Zealand Red 
Cross volunteered to coordinate the Emergency Telecom cluster. Early Recovery needs to be 
mainstreamed in all clusters, but it requires an agency to have an overall coordination role. 
UNDP Samoa (UNDP is global lead for ER) could take up this role in their region while it 
needs to follow this up with colleagues of UNDP Fiji. Emergency Shelter will be coordinated 
by IFRC as convener for natural disaster situations.  
 
There is no specific agency identified for non-food item coordination while several agencies are 
involved in this cluster and coordination for both food and non-food items need to be further 
strengthened. Information management will be coordinated by OCHA and it requires 
standardized methodology and assessment format as well as good quality of baseline data. 
There are several agencies involved with Livelihood / Agriculture and this cluster is very 
important to re-establish the sustainable way of life of the disaster affected population. 
However, it was not clear who could coordinate this cluster and FAO was named as a potential 
coordinator.  This needs to be further consulted with FAO since they were not present at the 
workshop. Finally, geographical challenges (sea mass, dispersed and isolated islands, access 
problems etc) were emphasised as these cause major constraints for relief operations and the 
logistics. 
 

 

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After identifying the gaps as above, the participants were divided into groups to discuss how to 
address these gaps and come up with possible solutions. It was recognised how important it is 
that cluster leads work with national disaster response mechanisms to address these gaps during 
preparedness phase. It is also important to strengthen surge capacity in the region as well as to 
fully utilize in country capacity including National Red Cross Societies, NGOs, churches and 
private sectors (telecom companies etc).  
 
In order to strengthen regional and in-country capacity, disaster response training is important 
which needs to be looked into by PEMTAG. [PEMTAG, the Pacific Emergency Management 
Training Advisory Group has consisted since 2002 of UN OCHA, IFRC, TAF/OFDA and 
SOPAC and intends to broaden its scope and membership in the near future.] At the same time, 
empowering the community is crucial. When the resource is limited, life saving activities need 
to be prioritized. In order to address logistical challenges, cooperation with military including 
FRANZ and USA should be considered. Finally, it is necessary to have long term agreement 
with partner organizations to fill identified gaps rather than responding on an ad-hoc basis. As a 
first step, the list of partner organizations (who, where and what) who can be mobilized in case 
of emergency needs to be formulated.  
 
Session 6: Combining Clusters and Countries, Prioritizing Clusters 
The purpose of the exercise was to determine whether countries could be classified according to 
their disaster risk and capacity to manage a crisis, in order for regional humanitarian 
organisations to focus their preparedness planning on those countries that have the highest 
disaster risk and are most likely to request international assistance to manage emergencies.  [So 
the objective was NOT to prioritize countries for disaster response.] Criteria for country 
classification were discussed and the following criteria were raised in plenary brainstorm:  
 

•

 

Likelihood of disaster 

•

 

Size of population 

•

 

Size of country (land surface) 

•

 

Internal capacity to manage 

•

 

Historical affiliation / relationships 

•

 

Availability of financial resources 

•

 

Likelihood that national government will ask for assistance 

•

 

Global mandates 

•

 

Partnerships in country 

•

 

Cultural considerations 

•

 

Distance (to potential responding organisations/nations) and  

•

 

Moral considerations 

 
The participants were divided into groups and classified 15 Pacific countries

1

 (according to their 

internal and external capacity to respond to disasters and disaster risks. The final outcome was 
discussed in the plenary and summarized in the matrix as shown below, although it was agreed 
that there was no real agreed grouping. It was discussed how much we as a Pacific regional 
agencies (should) prepare for low impact disasters in small countries, such as for example in 
Tokelau. It was noted that, for preparedness planning on the regional level, it makes sense to 
plan for the large events in the larger countries, as this automatically gives response capacity to 
respond to large events in small countries.  

                                                 

1

 

The geographical focus of this workshop is on 14 Pacific countries (Cook Islands, Fiji, FSM, Kiribati, 

Nauru, Niue, Palau RMI, Samoa, Solomon Islands, Tokelau, Tonga, Tuvalu and Vanuatu), excluding 
Papua New Guinea. The main reason being that these are the countries covered by the two UNRC’s in the 
Pacific and other UN agencies with regional offices in the Pacific. PNG has its own UN Country Team 
and its own inter-agency contingency planning process. However, it was acknowledged that several 
regional humanitarian organisations do cover PNG and so the outcomes of this workshop could also be 
relevant for (assistance of regional organisations to) PNG. For this particular exercise it was agreed to 
include PNG in order to enhance group discussion. PNG.

 

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It was also discussed what the responsibility will be of external actors which have official 
affiliation with particular countries and implication for other regional actor’s involvement. New 
Zealand commented that affiliation with particular countries does not necessarily mean that 
New Zealand will undertake all the disaster response but it still could require response from 
other agencies. After all, OCHA commented that we are not prioritizing for response but just for 
preparedness planning. Therefore, if there is any disaster which overwhelms the capacity of the 
government, then the humanitarian system will respond regardless of disaster preparedness 
prioritization.  
 
It was agreed that in order to be able to determine a list of priority countries for focus of 
preparedness planning (i.e. NOT response) some more research needs to be done and experience 
can be used from other organisations (e.g. SOPAC, IFRC, OXFAM) that have conducted 
similar research and this would be further discussed with NDMO’s. 
 

Table 2: Clustering of Counties 

 

High 

PNG, Vanuatu 

Tonga, Solomons, 

Samoa, Fiji 

  

Medium 

Tuvalu, Tokelau, 

Kiribati (med. 

capacity, low risk?) 

FSM, Marshall 

Islands, Niue, Cook 

Islands 

  

Disaster 

Risk / 

Impact 

Low 

Nauru (med capacity?)

Palau 

  

  

  

Low Medium 

High 

  

  

Capacity 

 

*The red column shows the countries which have the highest disaster risks and the lowest internal and external 
response capacity and thus needs to be prioritized. The green column shows the countries with rather low disaster 
risks with high internal and external response capacity, therefore requires less international assistance.  
 

After the classification of countries, the groups continued to discuss combining clusters if 
appropriate in order to enhance better coordination and efficiency and proceeded to prioritize 
them. The outcome of the discussion was presented on Day 3.  
 
 
5.3 DAY 3: Friday 18

th

 July 

Session 6 (continued) – Combining Clusters and Prioritization 
After 4 group presentations, the participants had a plenary discussion and agreed upon 
combining clusters and identifying prioritized clusters. Six prioritized clusters emerged for the 
Pacific which include: (1) Health & Nutrition (2) WASH (3) Emergency Shelter & Camp 
management (4) Logistics (5) Information Management and (6) Protection. The participating 
agencies for each cluster, as well as cluster leads, were also agreed upon for most clusters while 
some clusters still require further consultation to identify the lead agency. These findings are 
summarized in Appendix 3.  
 
Session 7: Government/NDMO Presentation 
Government and NDMO officials held a meeting to review what had been discussed in Session 
6 and how it could fit into their national response plans. The Country representatives were very 
supportive of the cluster approach as it provides clarity viz-a-viz government departmental focal 
points and takes an additional workload in coordination from them. Each country has national 
arrangements and in-country disaster response structures, and regional agencies need to work 

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with the national agencies. Regional structure needs to be formed in a way to support the 
national structure and therefore it was noted that there is a need for flexibility and adaptability in 
approach. Building on the cluster approach, corresponding Ministries for each cluster were 
summarized, as shown in Appendix 5.  
 
 
Session 8: Cluster Planning Meeting 
OCHA presented the minimum roles of cluster leads (TOR) (please find it attached as 6) and the 
participants were divided into six prioritized clusters and asked to review the TOR as well as 
discuss working arrangement and the next step to organize each cluster. Generic Terms of 
Reference for Sector/Cluster Leads at the Country level can also be found in the following 
website (http://www.humanitarianreform.org/humanitarianreform/Default.aspx?tabid=218). 
 
The following is the summary of each cluster planning. Please also refer to Appendix 7.  
 
1. Health & Nutrition 
For Health, WHO will take the lead. Regarding Nutrition, UNICEF will have full lead capacity 
end of 2008/beginning 2009. Other important actors including Ministry of Health (MoH), Fiji 
School of Medicine and Pacific humanitarian partners will support this cluster. It requires rapid 
and standardized assessment tools and it should be integrated with data from NDMOs and 
relevant ministries. It is important to establish strong partnerships with the government. This 
cluster plans to hold a meeting at the end of August 2008. UNICEF and WHO will take further 
actions to organize this cluster.  
 
2. WASH 

 

It was agreed to create an inventory for both human resources and materials. A focal person will 
be identified in each agency and a preparedness plan will be developed by each agency, which 
will be shared among members. The first priority is establishing a coordination mechanism and 
briefing on WASH cluster approach with government counterpart agencies (NDMO and 
ministries). Working arrangements will be through e-mail and teleconference. The cluster is 
lead by UNICEF. 
 
3. Shelter/Camp Management 
This cluster will map out what has been learned from shelter experience: Solomon Islands 
earthquake, Manam Island in PNG, etc. Organizational analysis as well as capacity and gap 
analysis needs to be conducted. As a convenor, IFRC will contact the members before cyclones 
season. Approach to shelter and land allocation issues need to be further discussed since 
emergency shelter could exacerbate land issues. A code of conduct will be mainstreamed. An 
exit strategy and engagement with media also need to be looked into. Coordination mechanisms 
with logistics and telecom cluster also need to be set up. Finally, simplified assessment tools 
which can be used by the community needs to be developed and disseminated. Regarding camp 
management, IFRC will contact IOM. It will be more challenging in urban shelter since IFRC’s 
expertise and experience are mainly in rural settings. It is equally important to agree with the 
government during preparatory phase on minimum standard of shelter.  
 
4. Logistics 
There is  no immediate lead with real capacity in the region. For the next quarter, WFP will 
discuss with their Head Quarters whether or not it can post a representative in the region. 
Several organizations such as Red Cross and Oxfam conducted logistics assessments and these 
agencies may need to fill the gaps (as an interim measure) until WFP may be able to have 
presence in this region. Mapping of the actors also needs to be conducted, and an information 
management mechanism should be established. It is important to link up with the government as 
well as with private sector and militaries by establishing stand-by agreements.  The lead agency 
will establish the links with those actors. It is also important that each cluster has its own 
logistics plan and it is coordinated and trained on logistical issues. There is a tool developed at 
the global level which can be utilized. OCHA will be able to support CIMIC (civilian-military 

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coordination) aspect with the specialist in Bangkok office. OCHA also maintains an emergency 
stockpiling database which can be a good information source.  
 
5.  Information management 
A wide range of data including maps and statistics are available in the Pacific and the challenge 
is to collect all relevant information to be used as baseline information. Another urgent need is 
to formulate standardized preliminary assessment tools and their dissemination. Following 
discussions with partners in 2007 and the agreements reached in this Workshop, OCHA’s 
Information Management Unit in Bangkok will be able to provide support. Coordination 
mechanisms at regional and country level to manage information need to be set up with the 
close link to the government. Pacific Disaster Net is the key platform to manage disaster related 
information in the Pacific. An online forum was set up for this particular cluster. 
 
6. Protection 
The first step for the Protection cluster is to identify lead or co-lead agencies, and 3 agencies 
(UNHCR, UNICEF and OHCHR) will further consult amongst themselves. The next step is to 
map the main protection issues in the Pacific and define key partnerships including government 
counterparts. Capacity building would be required. A focal person in each agency also needs to 
be identified. Mainstreaming Protection in every cluster is another important role through inter 
cluster coordination mechanisms. An online forum was also set up for the Protection cluster. At 
a later stage, resource mobilization might be required.  
 
 
Session 9: Agreement and Consensus Building-ROAD MAP 
This session began with a presentation on the Disaster Management Team (DMT): an 
interagency standing committee in Fiji and Samoa consisting of UN agencies and the 
International Federation of the Red Cross, but also other agencies, depending on the topic or 
situation. It is the current disaster response coordination mechanism in place, and the 
participants discussed how we could establish the mechanism where a wider range of disaster 
response actors could be effectively coordinated.  
 
As a conclusion, it was agreed to form a “Pacific Humanitarian Team” comprised of all disaster 
response actors in the region who play a regional role, including all the agencies participating at 
the workshop. The inclusive nature of the Pacific Humanitarian Team follows from the 
necessity of partnerships in humanitarian action and therefore is the natural successor to the 
inter-agency Disaster Management team (DMT). Participating agencies in the Pacific 
Humanitarian Team will join relevant clusters according to their focused activities, and cluster 
leads will function as the inter-agency standing committee of the Pacific Humanitarian Team 
(PHT), which will be chaired by the UN Resident Coordinator. Lead agencies are responsible to 
disseminate information among their cluster members. Organisations that would like to 
participate in PHT coordination meetings, consult with the relevant cluster lead. Where agencies 
are not (yet) part of a cluster, OCHA Pacific should be approached for participation in 
coordination meetings. 
 
The Pacific Disaster Net will be fully utilized as one of key information management tools.  
 
Roll-out of contingency planning workshop at the country level  
It was briefly discussed how the Pacific cluster framework should function at the country level 
and how it can complement each country’s national contingency plan. The group could not 
conclude which country to start with, but it would be reasonable to start in one of the most 
disaster prone countries. The vulnerability assessment is obtainable from agencies which 
already conducted such classification, including SOPAC and IFRC, and the prioritized roll out 
in countries will be informed by these existing country classification mappings. Ideally, the 
framework, which is applicable to the country level mechanism, is put in place before the 
cyclone season. But first of all, each cluster needs to organize itself, followed by the 

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organisation of the Pacific Humanitarian Team, represented by cluster leads who could also 
facilitate country level contingency planning.  
 
The outcome of the workshop was presented at the Pacific Regional Meetings on Disaster Risk 
Management in the following week (21

st

 – 25

th

 July, 2008), facilitated by SOPAC, and will also 

be shared at the UN Implementation Alignment meeting in late August, 2008. OCHA will 
follow up several pending issues including identification of cluster leads for the particular 
clusters and planning for country level contingency planning workshop. 
 
6.0 Closing 
The three day workshop was closed by Mr. Richard Dictus, UN Resident Coordinator, Fiji 
Multi Country Office, who endorsed what had been agreed at this workshop.  

 

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Appendix 1 

Capacity and Gap analysis based on Case Study in Session 4 

 

CLUSTER Capacity 

Gaps 

Health:  
 
Cluster 
coordination: 
WHO 
 

•

 

Decontamination, medical supply, Field Clinic, Emergency 
Evacuation (U.S.G.) 

•

 

First aid, PHC, health promotion, HIV/AIDS, Body bags, 
Basic Field Clinics with Medical personnel (Red Cross)  

•

 

Emergency Health kit, Vaccination, Vitamin A (UNICEF)  

•

 

RH kit, delivery kit, MISP (UNFPA) 

•

 

Health promotion in HIV/AIDS, nutrition and PHC (WV) 

•

 

Initial health assessment and surveillance, Cluster 
coordination (WHO) 

•

 

Asbestos/environment specialist (WHO) plus (UNEP? 
UNDP?) 

•

 

Health worker training, CB, mobile clinics, psycho-social 
support (SCF) 

•

 

Hygiene promotion (OXFAM) 

•

 

DVI-Disaster Victim Identification, Sourcing mosquito net, 
medical personnel, MOH assistance (NZ) 

 

•

 

Early warning 

•

 

Psycho-social support 
(Who covers psycho social 
support for the adults? 
what is the scope of psycho 
social support (only mental 
health or broader scope?)) 

•

 

Medical emergency 
transport 

      (such as ambulance) 

Nutrition 
 
 
 

•

 

Nutrition supply (USG) 

•

 

Nutritional assessment and monitoring (UNICEF) 

•

 

Nutrition monitoring, supplements, information and 
awareness (SCF) 

•

 

Coordination 

Food 
 
 
 

•

 

Food supply, depending on the cases, upon invitation and if 
others don’t take action on food supply(USG) 

•

 

Funding for purchasing food (NZ, AUS) 

•

 

Cluster lead support and training, support to the 
government in logistics, technical support and coordination 
(WFP) 

•

 

Food distribution (SCF) 

•

 

Provision of food by National Societies on case by case 
basis (RC) 

•

 

Food distribution (Churches) 

•

 

Local food (culturally 
accepted) 

•

 

Monitoring system (WFP?) 

•

 

Coordination (WFP?) 

WASH 
Cluster 
Coordination:  
UNICEF 
 
 

•

 

Water, sanitation and hygiene promotion, vector control, 
desalination, water purification equipment, staff latrine 
(RC) 

•

 

WASH assessment, vector control, drainage, community 
out reach, gender, protection and HIV/AIDS mainstreaming 
into WASH programme, Emergency water supply, 
Emergency sanitation, Health and hygiene 
Promotion(OXFAM) 

•

 

Water containers (AUSAID/ NZAID) 

•

 

Deployment of emergency WASH supply, WASH 
promotion, WASH assessment, Reconstruction of water 
facility in school and community, and cluster coordination 
(UNICEF)

 

•

 

AusAID supports RedR Australia to strengthen UNICEF 
coordination role 

•

 

Latrine, PHAST, install portable water system, distribution 
water containers, installation of permanent water system 
(WV) 

•

 

Portable water supply, Water filtration unit (SCF) 

•

 

Water supply (U.S.G) 

•

 

WASH supply, generators (Japan) 

•

 

Water quality control (WHO) 

•

 

Gender considerations 

 

Education 
 
Cluster 
coordination:  
UNICEF/SCF 
 
 

•

 

Safe place spaces, tracing and reunification for separated 
children, psychological and social support, School in Box 
(SCF/UNICEF) 

•

 

Co-cluster lead (UNICEF/SCF) 

•

 

Temporary learning centres, School infrastructure designing 
(UNICEF) 

•

 

Play safe programme, Early childhood education (SCF) 

•

 

Data collection (UNFPA) 

•

 

Human resource (teacher) 

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•

 

WASH  promotion at schools (OXFAM) 

Protection 
 
 
 
 

•

 

Advocacy, people’s right (OXFAM) 

•

 

Police training, Civil military coordination training 
(USG/Australia) 

•

 

CIMIC (OCHA) 

•

 

Recreation kit, supply and training, Registration and 
response to Separated Children (UNICEF) 

•

 

GBV prevention and management for medical referral 
(UNFPA) 

•

 

Security and safety, DVI (NZ) 

•

 

Safe place spaces, Registration, tracing and reunification, 
Mobilizing youth network, Child Protection assessment 
(SCF) 

•

 

Protection assessment: child focus, Child Friendly Spaces 
(WV) 

•

 

Tracing (RC) 

•

 

Support to the vulnerable groups (Church) 

 

•

 

Land issues? 

•

 

Camp issues (especially 
safety and security) 

•

 

Coordination 

•

 

Child Protection/GBV 
comprehensive referral 
mechanism and case 
monitoring, support to the 
survivors 

•

 

Support to the group with 
particular protection risks 
such as disabled 

•

 

Land issue 

Logistics 
 
 
 
 

•

 

Military support: air, sea, land (U.S.G.) 

•

 

Cluster lead support (WFP) 

•

 

Churches mobilizing local transport (Churches) 

•

 

Transportation and distribution of NFI, Warehouses, 
transport (boats) (OXFAM) 

•

 

Generators (NZAID) 

•

 

Infrastructure support (USG PACOM) 

•

 

Air and naval support, Transport and Warehouses (NZ) 

•

 

Support to the Australian NGOs for a warehouse in 
Brisbane to stack materials for Pacific Responses(AusAID) 

•

 

Red Cross warehouses, pre positioning of Red Cross 
National Societies (RC) 

•

 

Transport and general logistics (FRANZ) 

•

 

Access/mobilising to local 
transport shipping, small 
boat 

•

 

Pacific Coordination? 
(OXFAM may be able to 
play certain coordination 
role) 

•

 

Fuel supply (USG has the 
tankers but maybe not 
suitable in the pacific 
context) 

•

 

Secondary transport  

(especially to the remote places) 
•

 

 Cash flow 

Camp 
management 
 
 
 

•

 

Overall coordination (NDMO) 

*NDMO plays overall coordination role covering all sectors. 

•

 

Daily camp management 

•

 

On-site coordination 

•

 

Safety and security 

•

 

Registration 

•

 

Coordination/Cluster Lead 
(IOM?) 

Agriculture 
 
 
 

•

 

Support CSOs/NGOs, coordination of early recovery, 
TA/training (UNDP) 

•

 

Provision of materials (U.S.) 

•

 

Agricultural advice (N.Z.) 

•

 

Land issues 

•

 

Coordination(FAO?) 

Emergency 
Telecom 
 
Cluster 
coordination:  
NZ Red Cross 
 
 
 
 

•

 

Telecom, Setting up public communication system, 
communication infrastructure (U.S.G.) 

•

 

Communication, Satellite, Radio, IT support (R.C./IFRC) 

•

 

Community messages, coordinate messages (SCF) 

•

 

Global cluster leads support (WFP) 

•

 

Support by MET service, RNZI emergency broadcast, 
portable satellite dish, IT telecom support (NZAID) 

•

 

Fly-away telecom kit (WFP) 

•

 

Restore essential communication and revise existing project 
to meet priority needs (UNDP) 

•

 

Government cooperation to accommodate the needs for 
communication equipment (UNDSS) 

•

 

Sat phone, BGAN (UNICEF) 

•

 

Bring in Telecom sans Frontieres with UNDAC (OCHA) 

•

 

Cluster coordination (N.Z. Red Cross) 

•

 

Government clearance in 
advance (UN DSS?) 

 

Early Recovery 
(Mainstreaming 
into each 
cluster, and the 
cluster) 
 
Coordination:  
UNDP Samoa 

•

 

Infrastructure (U.S.G) 

•

 

Restore livelihood (Oxfam) 

•

 

Fund and organize donor round table (UNDP) 

•

 

Work for food, grant program (SCF) 

•

 

Agricultural livelihood recovery (WV) 

•

 

Shelter reconstruction, upgrading and reconstructing water 
supply system (Oxfam/HFH) 

•

 

Coordination (UNDP Samoa) 

•

 

Coordination for overall 
monitoring while each 
sectors mainstream early 
recovery (UNDP FIJI as 
well?) 

•

 

Resettlement and land 
issues 

•

 

Preventing further 

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•

 

Technical support to the government: Engineers and 
recovery coordination (NZ) 

•

 

Shelter and livelihood (RC) 

displacement 

Emergency 
Shelter 
 RC  coordinates 
as convenor 

•

 

Emergency shelter kit and long term shelter (SCF) 

•

 

Shelter, family kits, bed nets, technical support to NRCS, 
distribution, assessment, coordination as convenor (Red 
Cross) 

•

 

Emergency shelter, tents & tarps (Oxfam) 

•

 

Tents & Tarps (AUSAID/NZAID/JAPAN) 

Land issues. (Do we have a tool 
to address this issue?) 
 
Coordination 

Non-Food Items 

•

 

NFI purchase & distribution (SCF) 

•

 

NFI purchase & distribution (Oxfam) 

•

 

NFI purchase & distribution (WVI)   

•

 

Purchase of NFI (AUS/NZ) 

•

 

NFI purchase &distribution (RC) 

•

 

NFI purchase & distribution (UNICEF) 

Coordination? 

Information 
management 
 
Cluster 
Coordination: 
OCHA 

•

 

Needs assessment, data collection and monitoring (Oxfam) 

•

 

Same as above (SCF) 

•

 

Satellite Geo imagery, info mapping upon permission 
(USG) 

•

 

Data collection and processing (UNFPA) 

•

 

Data collection, rapid assessment by Pacific Emergency 
Response Team (UNICEF)  

•

 

Information and data, community environment (Monash 
university) 

•

 

Provide support to cluster information management, 
information sharing, situation report, maps, who-what-
where-lists, advocacy messages, rapid assessments, 
coordination, Coordination (OCHA) 

•

 

Media kit (UNESCO) 

•

 

Aerial assessment (FRANZ) 

•

 

PDA (UNICEF) 

•

 

TA and information provision (NZ) 

•

 

Agreed upon methodology 
and format for assessments, 
including good baseline 
data, statistics etc. 

 

•

 

Information management 
mechanism (OCHA? 
UNDAC? Relief web, 
virtual OSOCC, Not 
covered yet?) 

 

Age, gender, 
diversity 
sensitive 
planning 

•

 

Consider gender & HIV/AIDS in response (Oxfam) 

•

 

Gender mainstreaming (UNFPA)  

Mainstreaming in all clusters by 
cluster leads 

Secondary 
disaster/EWS 

•

 

Geological assessments (SOPAC) 

•

 

Geological assessment (USG) 

•

 

Scientific advice (NZ) 

All hazards covered by 
SOPAC? USG? 

Conflict 
assessment 

•

 

Conflict analysis (Oxfam) 

•

 

The International Crisis Group, which receives support 
from AusAID conducts conflict assessment 

Agreed tools? 

General 
coordination 
 
DMT/OCHA 

•

 

Coordination of UN agencies and partners (DMT) 

•

 

Inter-cluster coordination support, liaison with government 
and donors, facilitating access to rapid respond funds, 
deployment of trained professionals in support of 
government and UN system (UNDAC and OCHA staff), 
civil-military coordination, appeals preparation and launch, 
set up field coordination hubs, (OCHA). 

•

 

APHP, INSARAG, liaising with PIC countries on resource 
(NZ) 

•

 

Mobilization of UNV (UNDP Samoa) 

Link with Humanitarian Pacific 
Team 

Support local 
capacity & 
leadership 

•

 

Support local health & WASH authorities (Oxfam) 

•

 

Support national and provincial disaster committees (SCF) 

•

 

Local community based training (UNFPA) 

•

 

Train trauma counsellors and leadership from local church 
(ABM) 

•

 

Support local coordination structures (OCHA) 

•

 

Support National Societies (RC) 

Agreed tools? 

USAR 

•

 

Coordination of USAR (OCHA) 

•

 

TA for USAR  (NZ) 

•

 

Deployment of USAR team (JAPAN) 

 

 

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Appendix 2 

Case Study 1: Volcanic eruption on Eluk Island and Internally Displaced People 

*The below case study is mainly based on the actual facts derived from volcanic eruptions in PNG and Vanuatu, but 

formulated as a fictional case. For the discussion, which might require geographical specification, please consider 

this disaster occurring in Vanuatu for the sake of practical discussion. 

 

Brief area profile: 

Eluk is a volcanic island (part of a Pacific island nation) which has an area of 150 square kilometers and comprises 56 

villages and close to 40,000 inhabitants.

 Between October 2007 and January 2008, approximately 20,000 people were 

evacuated from 32 villages which are in close proximity to the main volcano which erupted on Eluk 

Island. 

 About 

half of the evacuees (10,000 persons) voluntarily moved to a total number of 15 coastal villages with reception 

centres (mostly schools, churches and community halls with makeshift shelters), some holding as many as 1,500 

people each. The other 10,000 evacuees were transported to neighbouring Makul Island where they are living in three 

care centres on a former plantation. 

 It is estimated that between 50 and 60 percent of the population are children 

under the age of 18 years.  

 

Disaster strikes: 

The volcanic activity began in May 2008 and intensified in June, spewing lava and ash that affected and destroyed 

most of the island's food crops and contaminated water supplies. Furthermore, 

according to scientists, the volcano not 

only remains active but also represents a continuing danger due to the possible collapse of the interior chamber. If 

this occurs it may create a major disaster, including a flood wave that could potentially wipe out the settlements along 

the coast and might cause a local tsunami. This means that return of the evacuees to their villages is not likely to be 

an option in the short term. There are also general concerns about contamination of water sources, as well as health 

problems caused by exposure to sulphurous air and fine volcanic dust. Children and the elderly in particular are 

experiencing respiratory difficulties, eye problems, stomach pains and diarrhea. This is the case on both Eluk and 

Makul islands, as ash fall impacts both islands.  

 

People from 32 villages had begun to move voluntarily to the villages on the coastal areas after the eruption 

intensified without much information provided by the government on the current situation and on further danger. In 

fact, the central government has mainly been gathering information and monitoring the situation but has so far taken 

little action and decisions on urgent evacuation at this stage in spite of the apparent imminent threat. Some assume 

that the government is reluctant to take active response to this disaster since the majority of the islanders belong to 

the ethnic group which opposes the current government. Hence, government coordination has been limited. Aid 

groups including local NGOs and church groups have started to make ad hoc relief interventions and are requesting 

assistance from their overseas partners. The provincial level authorities are making an effort for coordinating 

response interventions to a certain extent, but limited capacity and support from the central government (e.g. financial 

support and authorizations, government logistics and transport services) makes it extremely difficult to execute their 

relief plan. Furthermore, 

each agency appears to pursue its own agenda with no comprehensive overview of the 

needs. The main coordinating effort that the provincial government has undertaken has been the relocation of 

islanders to Makul, which was in fact foreseen in the Provincial Disaster Management Plan of 2005. Makul (part of 

the same province as Eluk) has in fact a number of medical staff active in the area that is attached to a provincial 

clinic, which is the main reason for the relocation. 

 

It has quickly become apparent that the living conditions in the settlement areas on Eluk are basic, and pose various 

risks to the evacuees. First of all, people are fully dependant on the limited government food rations which are 

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inadequate in terms of quantity and quality, and it is assumed that dependency will continue for a certain period until 

the people re-establish their livelihood. Some supplementary food such as fruits and vegetables are supplied by local 

NGOs, churches or private donations, but are sporadic and not evenly distributed as most of it is shipped from the 

capital. It is extremely challenging for evacuees to re-establish their livelihood in the settlement areas due to land 

entitlements which hinders them from cultivating garden crops. They also lack the right to fish in these areas and 

generally do not have fishing equipment, which most evacuees left behind. 

 

The problem is more obvious and serious in the care centers on Makul since the evacuees from Eluk do not belong to 

this island and as such have fewer social networks, entitlements and access to livelihood resources in Makul than in 

Eluk. The importance of fresh fish (and the lack of it) in the diet is evidenced by the fact that children under-five that 

are in the reception areas on Makul have significantly higher levels of stunting and wasting than the local children in 

this island. Quality of water is also another concern. Although in most of the settlement areas quantities of water are 

sufficient according to SPHERE standards, in several locations the water is not drinkable. Lack of sanitation is 

another concern since the high water level in some areas rendered latrines unstable.  

 

Protection concerns are also observed including deteriorating law and order. 

Altercations have occurred between 

government officials and islanders, several incidents of sexual violence have been reported and there are some 

concerns about increased access by youths to drugs (marijuana grown in the area).  Anger in the settlements over the 

lack of clear plans for and communications on the proper short term relief and long term return or resettlement is a 

potential flashpoint. In addition, tensions between local residents in Eluk and Makul and evacuees are increasing, 

which could trigger violent incidents if not addressed at the earlier stage. In Eluk reception centres, at least 20 

separated children are identified, which puts them at extreme risk for possible exploitation or trafficking and urgent 

family tracing is required.  

 

Whilst the evacuees could still be landowners on Eluk Island, on Makul they have hardly any entitlements, although 

intermarriage with other clans (on Eluk or Makul) provides for some relations. There is no written record of land 

entitlements. Experience in other countries has shown there

 is an urgent need to identify long term solutions by 

resettling the evacuees to areas where they can have land entitlement and can re-establish their livelihood. A return to 

their original places is not an option for the time being. It is challenging to find available land since the majority of 

IDP’s are not interested in settlement far away from the sea, as 70% of their income traditionally stems from fishing.  

 

Given these developments, the government has indicated that it is welcoming international assistance. 

 

Now that you have read the scenario, work in groups to determine the likely humanitarian needs and response 

using the provided list of clusters. Outline:  

a) Humanitarian priority needs (first column) and  

b) Required responses in the emergency phase (incl. early recovery), 

in terms of national and international efforts based on your understanding of the situation and the case study. 

Bear also in mind necessary common support services (e.g. telecommunications, logistics, security, information 

management etc.) and cross cutting issues (e.g. gender, age, ethnicity etc), engagement with key stakeholders 

and information sharing with affected communities.    

 

***************************************************************************** 

 

 

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Case Study 2: Cyclone in Cook Islands and Tonga 

*The below case study is loosely based on facts derived from separate cyclone events in the Cook Islands and Tonga, 

but formulated below as one fictional case. For the discussion, which might require geographical specification, 

please also consider this disaster occurring in Cook Islands and Tonga for the sake of practical discussion. 

 

Brief Country Profiles: 

The Cook Islands consist of 15 volcanic islands and coral atolls and are scattered over 770,000 square miles of the 

South Pacific, between American Samoa to the west and French Polynesia to the east. The territory is a self-

governing state in free association with New Zealand with an estimated 18,700 (2006) inhabitants on the land of 

236.7 sq km. The northern Cook Islands are seven low-lying, sparsely populated, coral atolls; the southern Cook 

Islands, where most of the population lives, consist of eight elevated, fertile, volcanic isles, including the largest, 

Rarotonga, at 67 sq km. The majority of inhabitants are Polynesian. The area is prone to cyclones.  

 

Tonga consists of 171 islands of which only 36 are inhabited. It has a constitutional monarchy and a population of 

114,690 over an area of 748 sq km. Tonga has no mineral resources and relies on agriculture, fishing and money sent 

home by Tongans living abroad, many of them in New Zealand. The country is susceptible to various hazards 

including cyclone, earthquake and volcanic eruption. The majority of inhabitants are Polynesian.  

 

Disaster strikes: 

In February 2005 one cyclone after the other was forming in the Pacific. APCEDI warned on Friday 25 February 

(Bulletin 1) that TC Darcy is forming east of Tuvalu. TC’s Meena (6 Feb), Nancy (15 Feb) and Olaf (17 Feb) have 

already ravaged the Cook Islands group. APCEDI on Sunday 27 February warns that TC Darcy is heading for the 

Northern Cooks. On 28

th

 February, Tropical Cyclone Darcy, a category 3 to 4 cyclone with sustained winds 

measuring 178 to 249 km/hr impacted on the Cook Islands, which caused heavy damages costing approximately 

NZ$7.8 million and affected mainly Pukapuka (pop. 600), Nassau (pop. 70) and Manihiki (pop. 350) in the northern 

group. There were a devastating 15 casualties reported on Pukapuka. Dozens of people have suffered minor to serious 

injuries and a shortage of potable water caused gastro-intestinal problems, especially diarrhea amongst children in 

Nassau. First reports from Manihiki indicate that there may be as much as 10 casualties on that atoll island as well. 

Storm surge caused major damage to island infrastructure especially along coastal regions, within the lagoon itself 

and inundated most of the islands’ taro plantations. This has seriously affected the normal diet of the islanders, a 

situation that is estimated to last for up to 12 months whilst taro and other crops regenerate.  In addition, private 

housing is severely damaged and/or destroyed (reports say at least 80%) and almost the total population of Pukapuka 

and Manihiki is currently living in cramped conditions in evacuation centers (schools and churches).  

 

The Government of Cook Islands is very concerned about several secondary threats in relation to Pukapuka and 

Manihiki, especially psychological trauma (because of the high number of deaths) and health risks from vector borne 

diseases such as dengue fever and illness caused by contaminated water e.g. dysentery. There is also a risk of long-

term diseases caused by asbestos poisoning from buildings damaged during the cyclone and presently lying around 

tangled in the huge piles of debris.  

 

The combined impact on the environment of strong winds and high seas will affect food security on the islands for at 

least the next 12 months and families will need support for alternative means of sustaining their diet until such time 

as they can resume their traditional food consumption patterns. Of particular concern are: diminished levels of fish 

stock in the lagoons; total destruction of root crops, coconuts, fresh fruit and vegetable supplies. Strong winds 

impacted heavily on domestic and community structures destroying up to 80% of the local housing as well as coastal 

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roads, seawalls, government buildings, and public utilities. All building materials will have to be brought in from 

outside which will be a costly endeavor.  

 

TC Darcy, sustaining its power, struck Tonga on the next day. It caused devastating damage, especially to Vava'u 

(pop. 16,200) and Niuafo'ou (pop. 735) creating hardship and temporary displacement of many families 

(approximately 2,000 to 2,500 households) as houses were destroyed or seriously damaged. Initial reports from a NZ 

flyover indicate that about 80 percent of the buildings in Vava'u and 10 percent in Niuafo'ou were affected. Food 

supply was also affected in these island groups, Vava'u being the worst affected. In addition to wind damage, the 

succession of storm systems passing through the group has increased rainfall causing flood events particularly around 

the Lake ‘Ano area in Vava’u. There is also a high risk of landslides as a result of the heavy rainfall. The combination 

of damage to houses and flooding has caused displacement of the population in several small make shift camps 

around 8-10 evacuation centers (mainly churches), each holding 500-1,500 people in cramped conditions, with basic 

conditions in terms of shelter, water supply and sanitation.  

 

Based on a fly-over and very rapid assessment, NDMO Tonga assessed that the affected population will need food 

aid for approximately 12 months. Extensive damage was caused to cash crops such as vanilla and kava. Fruit bearing 

trees have all been uprooted. Water supply, electricity and communications have been severely damaged as well as 

schools and the main health facilities. In Vava'u, electricity and communications are still seriously affected due to 

fallen power poles and broken electric lines and repairs are likely to take several weeks to finalise. The water supply 

system has been affected since it works with electric pumps. In Niuafo'ou, the water supply system has been 

disturbed, as rainwater collection tanks have been damaged as well. The total affected population is approximately 

16,450 people representing around 2,867 households. 

 

Given these developments, the government has requested international assistance to deal with the situation. 

 

Now that you have read the scenario, work in groups to determine the likely humanitarian needs and response 

using the provided list of clusters. Outline:  

a) humanitarian priority needs (first column) and  

b) required responses in the emergency phase (incl. early recovery), 

in terms of national and international efforts based on your understanding of the situation and the case study. 

Bear also in mind necessary common support services (e.g. telecommunications, logistics, security, information 

management etc.) and cross cutting issues (e.g. gender, age, ethnicity etc), engagement with key stakeholders 

and information sharing with affected communities.    

 

 

Group work guidelines 

-Please respect the time schedule (you have 45 minutes to read case study, discuss and prepare the matrix). 

-Please use the flip chart matrix distributed 

-Please select one spokesperson to present your findings 

-Please specify the humanitarian needs and response as details as possible  

-Three groups are working on the same case study. So, the first group will do the full presentation, and the second 

and the third group working on the same case study will only present additional or different findings ( not repeating 

the same findings as the group 1 to save time). 

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Appendix 3: 

 Six Prioritized Clusters 

(Cluster leads, Participating agencies)

 

Prioritized 

Cluster 
Groups 

Global 

cluster lead 

Lead Agency 

Participating 

agencies 

1.Health 
/Nutrition 
 
 

WHO 
&UNICEF 

WHO (health),  
? (Nutrition) (UNICEF within 
6 months) 

WHO, UNICEF, 
USG, Red Cross 
(RC), UNFPA, 
WVI, UNDP, 
UNEP, UNAIDS, 
SCF, OXFAM, 
NZ, AUS, Fiji 
School of 
Medicine/Monash 
Univ. 

2. WASH 
 
 

UNICEF UNICEF 

UNICEF, 

RC, 

OXFAM, NZ, 
WV, SCF, USG, 
JP, WHO, AUS 

3.Emergency 
Shelter/ Camp 
management 
 
 

IFRC&IOM IFRC 

as 

convener 

(Emergency Shelter) 
 
IOM? (camp management) 
(Need to be consulted with 
IOM) 

IFRC, SCF, HFH, 
WV, OXFAM, 
NZ, JP, AUS, 
IOM? UNHCR? 

4. Logistics 
 
 

WFP 

WFP? 
Not yet confirmed 

WFP, OXFAM, 
RC, USG, 
Churches, 
FRANZ 

5. Information 
Management 
 
 

Cross 
cutting issue 

OCHA OCHA, 

OXFAM, 

RC, SCF, USG, 
UNFPA, UNICEF, 
Monash/FSM, 
UNESCO, 
FRANZ, NZCID, 
SOPAC,  
ACFID? 
PIANGO? 

6. Protection 
 
 
 

UNHCR 

(UNHCR/UNICEF/OHCHR)? 
Not yet confirmed 

OXFAM, 
UNHCR, 
UNICEF, WV, 
SCF, OHCHR, 
OCHA, UNAIDS, 
USG, UNFPA, 
NZ, RC, 
Churches, UNDSS  
 

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Appendix 4: Global Cluster Leads 

 
 

•

 

Cluster/Sector Working Group: 

  Global 

Cluster 

leads: 

 
•

 

Agriculture   

 

 

 

 

 

FAO 

•

 

Camp Coordination & Camp Mgmt   

UNHCR (conflict induced) &  
IOM (natural disaster induced) 

(Co-chair the global CCCM Cluster with a unified approach 
for both natural disasters and conflict-induced displacement, 
however the primary responsibility as above) 

•

 

Early Recovery 

 

 

 

 

 

UNDP 

•

 

Education in Emergencies   

 

 

UNICEF & Save the Children 

•

 

Emergency 

Shelter     UNHCR 

(Conflict 

related) 

 

& IFRC (Disaster, Convener) 

•

 

Emergency Telecoms   

 

 

 

OCHA (UNICEF &WFP)   

 

 

 

•

 

Health   

 

 

 

 

 

 

WHO 

•

 

Logistics  

 

 

 

 

 

 

WFP 

•

 

Nutrition       UNICEF 

•

 

Protection 

 

 

 

 

 

 

UNHCR 

•

 

Water, Sanitation & Hygiene 

 

 

UNICEF 

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Appendix

 5: 

Agreeing on 

Cluster Prioritization/Clustering of Cluster 

Corresponding Ministries for each clusters/ National lead 

 

Prioritized Cluster 

Cluster groups 

National Lead 

(Please note: all contact should initially be made through NDMO) 

Lead Agency 

Participating agencies 

1.Health  / Nutrition 
 
 

Cook Islands:  
Niue:  
Solomon Islands: 
Vanuatu:  
Tuvalu:  
Tonga:  
Tokelau:  
PNG:  
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 
RMI 
Samoa:  

Ministry of Health 
Department of Health 
Ministry of Health & medical services 
Ministry of Health MoH 
Ministry of Health  
Department of Health  
 
Ministry of Health 
Department of Health 
Ministry of Health 
 
Ministry of Health 
Ministry of Health 
 
National Health Service/Ministry of Health/Red Cross 

WHO (health) 
 
UNICEF with 6 months ?(Nutrition) 

WHO, UNICEF, USG, RC, UNFPA, WV, UNEP, SCF, 
OXFAM, NZ, AUS, Fiji School of Medicine/Monash  

2. WASH 
 
 

Cook Islands:  
Niue:  
Solomon Islands: 
Vanuatu:  
Tuvalu:  
Tonga:  
Tokelau:  
PNG:  
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 
RMI 
Samoa: 

Ministry of Health/Ministry of Works (water works) 
PND: Water Division 
Ministry of Health 
Ministry of Health/UNELCO/Public Utilities 
Ministry of Health/Ministry of Works 
Ministry of Health 
 
Department of Health/Water Board 
Department of Health 
Public utilities/ Ministry of Health 
 
Ministry of Health 
Ministry of Health 
 
Ministry of Health/Red Cross 

UNICEF 

UNICEF, RC, OXFAM, NZ, WV, SCF, USG, JP, WHO, 
AUS 

3. Emergency Shelter /Camp 
management 
 
 

Cook Islands:  
Niue:  
Solomon Islands:  
Vanuatu:  
Tuvalu:  
 
Tonga:  
Tokelau:  
PNG:  
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 
RMI 
Samoa: 

Emergency Management CI (contact EMCI) 
National Disaster Council (NDC) 
National Disaster Council  (contact NDMO) 
Red Cross (shelter), Military (camps) 
National Disaster Council/Red Cross/Ministry of Works 
Central Control Group (contact NDMO) 
 
National Disaster Centre/PNG Red Cross 
NDMO, Department of Education 
DISMAC/NDMO 
 
Police 
Ministry of Education 
 
NDMO/Disaster Advisory Committee 

IFRC as convener(emergency Shelter) 
 
IOM? (camp management) (Need to 
consult with IOM) 

IFRC, SCF, HFH, WV,OXFAM, NZ, JP, AUS, IOM? 
UNHCR? 

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4. Logistics 
 
 

Cook Islands:  
Niue:  
Solomon Islands:  
Vanuatu:  
Tuvalu:  
Tonga:  
Tokelau:  
PNG:  
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 
RMI 
Samoa: 

Office of Prime Minister (contact EMCI) 
National Disaster Council (NDC) 
National Disaster Council (contact NDMO) 
Ministry of Internal Affairs (contact NDMO) 
National Disaster Council 
Central Control Group (NDMO) 
 
National Disaster Centre 
NDMO 
NDMO/ Government Supplies 
 
Police 
National Emergency Management Office (NEMO) 
 
NDMO/Disaster Advisory Committee 

WFP?  
Not yet confirmed 
 

WFP, OXFAM, RC, USG, Church, FRANZ, AUSAID 

5. Info. management 
 
 

Cook Islands:  
Niue:  
Solomon Islands:  
Vanuatu:  
Tuvalu:  
Tonga:  
Tokelau:  
PNG:  
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 
RMI 
Samoa: 

National Disaster Risk Management Council (EMCI) 
National Disaster Council (NDC) 
National Disaster Council (contact NDMO) 
NDMO 
National Disaster Council 
Central Control Group (contact NDMO) 
 
National Disaster Centre 
NDMO 
Ministry of Information/ NDMO 
 
Police 
NEMO 
 
NDMO/Disaster Advisory Committee 

OCHA 

OCHA, OXFAM, SCF, RC, USG, UNFPA, UNICEF, 
Monash/FSM, UNESCO, FRANZ, NZCID, SOPAC? 
ACFID? PIANGO? 

6. Protection 
 
 
 

Cook Islands:  
Niue:  
Solomon Islands:  
 
Vanuatu:  
 
Tuvalu:  
Tonga:  
Tokelau:  
PNG:  
 
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 
RMI 
Samoa: 

Ministry of Internal Affairs (social welfare)/Police 
National Security and Defence 
Ministry of Health/Ministry of Education/Ministry of Women, Children & Youth 
Affairs/Police 
Department of Women’s Affairs (protection) Military (security)  
Police Department 
Prime Minister’s Office/Women’s Affairs Unit/Police 
 
Police, Military, Ministry of Community Development & Women’s Affairs 
NDMO, Department of Education, Dept. of Health 
Ministry of Defence-Military and Police 
 
Police 
Ministry of Justice 
 
Ministry of Police/Ministry of Women, Community & Social Development 

(UNHCR/UNICEF/OHCHR?) Not yet 
confirmed 

OXFAM, UNHCR, UNICEF, WV, SCF, OHCHR, OCHA, 
USG, UNFPA, NZ, RC, Churches, UNDSS, AUSAID 

7. Education  
 
 

Cook Islands:  
Niue:  
Solomon Islands:  
Vanuatu:  
Tuvalu:  
Tonga:  
Tokelau:  
PNG:  
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 

Ministry of Education  
Department of Education  
Ministry of Education  
Ministry of Education 
Ministry of Education  
Ministry of Education  
 
Department of Education 
Department of Education 
Ministry of Education/ NDMO 
 
 
Department of Education 

UNICEF/SCF 

UNESCO, UNICEF, SCF, OXFAM 

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RMI 
Samoa: 

 
Ministry of Education, Sports & Culture 

8. Food/Agriculture/ 
   Livelihood 
 

Cook Islands:  
Niue:  
Solomon Islands:  
Vanuatu:  
Tuvalu:  
Tonga:  
Tokelau:  
PNG:  
 
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 
RMI 
Samoa: 

Ministry of Agriculture 
Department of Agriculture, Forestry and Fisheries 
Ministry of Agriculture and Livestock 
Ministry of Agriculture 
Ministry of Natural Resources 
Ministry of Agriculture, Forestry & Food 
 
Department of Agriculture, National Agriculture & Research Institute 
Department of Resources & Development 
Ministry of Agriculture 
 
Police 
Ministry of Agriculture 
 
NDMO/Disaster Advisory Committee for Food/Ministry of Agriculture & Fisheries 

FAO? 
(Need to consult with FAO) 

 

9. Telecom 

Cook Islands:  
Niue:  
Solomon Islands:  
 
Vanuatu:  
Tuvalu:  
Tonga:  
Tokelau:  
PNG:  
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 
RMI 
Samoa: 

Telecom Cook Islands 
Niue Post and Telecom 
Telecom Solomon Islands / Ministry of Aviation & Communication 
Telecom Vanuatu 
Telecom Tuvalu 
Prime Minister’s Office/Tonga Communication Corp 
 
Independent Public Business Corp 
FSM Telecom, Department of TCI 
Telecom Fiji 
 
RonTEL 
Palau National Communication Corp 
 
NDMO/Ministry of Communication & Information Technology/Telecom Service Providers 

New Zealand Red Cross 

 

Cross cutting issues 
 
Early recovery including livelihood 
 
Age, gender and diversity 
Protection 
HIV/AIDs 
Environnent 
Cultural appropriateness  
 

Cook Islands:  
Niue:  
Solomon Islands:  
Vanuatu:  
Tuvalu:  
Tonga:  
Tokelau:  
PNG:  
FSM:  
Fiji:  
Kiribati: 
Nauru 
Palau: 
RMI 
Samoa: 

National Disaster Risk Management Council (EMCI) 
National Disaster Council (NDC) 
National Disaster Council (contact NDMO) 
Ministry of Internal Affairs 
National Disaster Council 
Central Control Group (contact NDMO) 
 
National Disaster Centre 
NDMO 
NDC/ NDMO/ Development Sub-Committee(DSC) 
 
National Disaster Risk Management Council 
Ministry of Health 
 
NDMO 

All cluster leads 
 
UNDP for  overall coordination for early 
recovery? Need to follow up 

All cluster participating agencies 

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Appendix

 6 

Draft  

Core Elements of ToR for 

Pacific Humanitarian Cluster Lead 

 

•

 

Inclusion of key humanitarian partners 

 

•

 

Participation of organizations not physically present at location  

 

•

 

Will there be delegated lead present when cluster lead cannot be 
present him/herself? 

 

•

 

Appropriate coordination mechanisms (national & regional) 

 

•

 

Coordination with national/local/regional authorities, local civil 
society etc. 

 

•

 

Participatory and community-based approaches 

 

•

 

Attention to priority cross-cutting issues (age, environment, gender, 
HIV/AIDS etc) 

 

•

 

Needs assessment and analysis 
 

•

 

Inter-cluster coordination 

 

•

 

Emergency preparedness 

 

•

 

Planning and strategy development 

 
•

 

Application of standards 

 
•

 

Monitoring and reporting 

 

•

 

Advocacy and resource mobilization 

 

•

 

Training and capacity building 

 

•

 

Provider of last resort 

 

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Appendix

 7 

 

Overview of Work in Progress 

Pacific Regional Cluster Coordination 

 
 

Cluster/Thematic 

Area 

Work in Progress 

Time frame 

Health & Nutrition 

1.

 

WHO will start inter cluster   

             organization in August 

2.

 

Develop & integrate rapid and 
standardized assessment tools with data 
from NDMOs 

3.

 

Discuss with UNICEF the coordination   

      of Nutrition 

1. End of August 2008 
 
2.  
 
 
3. Aug/Sep 2008 

WASH 1.

 

Each agency to appoint Focal Person 

2.

 

Each agency prepare organizational 
preparedness plan 

3.

 

Develop inventory of resources 

4.

 

Establish inter cluster coordination 
mechanism 

5.

 

Brief Govt counterparts on WASH 
approach 

 

Shelter/Camp 
Management 

1.

 

Mapping out lesson learned and 
organizational analysis/capacity and gap 
analysis to be conducted 

2.

 

IFRC-IOM to discuss filling 
coordination gap for camp management 

3.

 

IFRC to contact members prior to the 
Cyclone Season 

4.

 

Discuss approach/strategy for 
addressing shelter and land allocation 
issues, exit strategy as well as rules of 
engagement with media  

5.

 

Simple assessment tools to be developed

6.

 

Mainstream code of conduct 

7.

 

Agree with governments on minimum 
standard of shelter 

1.  
 
2. August 2008 

Logistics 1.

 

WFP to consult its HQ to explore 
possible placement of WFP 
Representative in Pacific 

2.

 

Map actors 

3.

 

Establish inter cluster information 
management mechanism 

4.

 

Link up with Govts, private sector and 
militaries  

5.

 

Mainstream the global tools 

6.

 

Work out possible stand-by agreements 

7.

 

OCHA to support capacity building for 
civil-military cooperation 

 

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Information 
Management 

OCHA support to be provided for standardized 
methodology and assessment format; compiling 
baseline data; intra-cluster coordination 

Oct 2008 - 

Protection 1.

 

Overall lead and co-lead to be agreed 
upon, UNICEF, OHCHR & UNHCR to 
discuss 

2.

 

Map main protection issues 

3.

 

Define key partnerships including Govts 

4.

 

Identify focal persons in each agency 

5.

 

Mainstream protection in all clusters 

 

Livelihood & 
Agriculture 

UNDP-FAO to discuss possible arrangements 
with Pacific Humanitarian Team 

 

Non-Food Items 

Specific roles & responsibilities to be worked 
out across Pacific Humanitarian Team 

 

Food  

1.

 

WFP-NDMOs discussion on possible 
distribution arrangements 

2.

 

Role of faith-based organizations and 
Governments of US and NZ to be 
determined 

 

Early Recovery 

1.

 

Overall coordination role to be defined 

2.

 

UNDP-Samoa & Fiji to discuss 

3.

 

Mainstream ER into all clusters 

 

Education 

UNICEF/Save the Children as a lead agency 
will coordinate this cluster 

 

Telecom 1.

 

Identify all regional agencies which 
could support telecom cluster 

2.

 

Discuss with New Zealand Red Cross 
for further inter cluster arrangement  

 

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Appendix 8 

Workshop Agenda 

Regional Inter-Agency Contingency Planning Workshop for Humanitarian 

Assistance in the Pacific:  

Suva, Fiji, 16 - 18 July

 

Day One – Wednesday 16 July 2008 
 
 8:30 – 9.00 

 

Arrival participants 

 
 9.00 – 9:45 

 

Opening  

•

 

Welcoming address – Mr. Isiye Ndombi, Head of UNICEF 
Pacific 

•

 

Objectives of the Workshop 

 

•

 

Programme for the Day  

•

 

Brief Introductions of participants 

 
9:45 – 10:30 

 

Session One: Humanitarian Reform 

•

 

Brief overview on background of Humanitarian Reform, the cluster 
approach and inter-agency contingency planning for humanitarian 
assistance 

Presentation by OCHA 

 
10.30 – 11.00   

Morning Tea 

 
11:00 – 11:45 

Session Two: Pacific disasters 
•

 

Overview of Pacific hazards and risks, humanitarian needs, DM 
and international assistance in the Pacific: lessons learned from past 
experience, key issues 

Presentation by IFRC 

 
11:45 – 13:00 

Session Three: Programs and capacities of participating agencies - 
Identifying the regional capacity and gaps 

•

 

Brief introduction of programs and capacity of the participants 
in Disaster Response 

•

 

Plenary mapping of the existing capacity in the region, using 
the matrix 

 
13:00 – 14:00   

Lunch 

 
14:00 – 15:30 

Session Four: Determining Humanitarian Needs, Responses, and 
Capacities of Actors  

•

 

Based on 2 case studies, participants will determine the likely 
response needs in the scenario, required humanitarian 
responses and priority activities. Based on this, required 
clusters/sectors, regional capacities and well as possible gaps as 
well as can be identified. 

 
Activities 

•

 

Group Exercise based on 2 case studies and plenary feedback 
presentation and discussion 

 
15:30  –15:45   

Afternoon tea 

 
15:45  –16:45   

Session Four: continued 

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16:45 – 17:00   

Conclusions and wrap up of day One  

 
Day Two – Thursday 17 July 2008 
 
08:30 – 08:45 

Recap of Day 1  and Brief Presentation on OCHA’s Role 

 
08:45 – 13:00  

Session Five: Determining Humanitarian Gaps 

•

 

Based on yesterday’s exercises, participants will identify 
humanitarian gaps in the Pacific and look for ways to address 
those.  

 
 Activities: 

 

•

 

Group discussion and plenary feedback 

 
10:45 – 11:00 

Morning Tea 

 
13:00 – 14:00            Lunch 
 
14:00 – 17:00   

Session Six: Clustering of Clusters and Countries 

•

 

Based on the exercises of sessions 4 and 5, is it possible to see 
already the contours of a “Pacific Clustering” arrangement with 
lead agencies and cluster partners and a “classification” of 
countries? We can also possibly combine sectors/clusters 
where agency have capacities and priorities and indicate where 
agencies can take a potential lead role, and/or in which 
countries 

 
Activities: 

•

 

Group exercise and discussion on classification of countries. 

•

 

Group discussion on thematic clusters 

•

 

Plenary mapping based on the outcomes of the previous 
exercises and discussion 

 

 
15:30 – 15:45            Afternoon tea 

 

 
 
 
 
 
 
 
 

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Day Three – Friday 18 July 2008 
 
08:30 – 08:45 

Recap of Day 1 and 2   

 
08:45 – 10:45 

Session Six (Continued): Plenary feedback and discussion 
•

 

Group presentation 

•

 

Agree on cluster leads, participating agencies, priority clusters) 

 
10:45 – 11:00 

Morning Tea 

 
11:00 – 11:30 

NDMO/Government officials meeting 

 
11:30 – 11:45 

NDMO/Government officials plenary feedback 

 
11:45 – 13:00   

Session Eight: Cluster Response Planning 
•

 

After a short presentation on the ToR for cluster leads and the 
concept of basic minimum responsibility, participants explore 
operationalising Pacific clusters: Review ToRs and discuss working 
arrangement and action points 

Activities: 

•

 

Group work 

•

 

Plenary discussion 

 
13:00 – 14:00   

Lunch 

 
14:00 – 15:00   

Session Eight: continued 

 
 
15:00 – 16:15   

Session Nine: Agreement & Consensus building 
•

 

Build consensus and agreement on the above and develop a road 
map for regional and country level roll out. 

 

 

 

 

 

16.15 – 16.30 

Closing 

•

 

Mr. Richard Dictus, United Nations Resident Coordinator, Fiji 
MCO 

 
16.30 -  

Drinks 

 
 

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Appendix 9 

List of Participants  

 

 

COUNTRY 

/ORGANISATION 

DEPARTMENT / 

COUNTRY 

PARTICIPANT TITLE 

TELEPHONE 

(W) 

FAX 

TELEPHONE 

(M) 

E-Mail Address 

COUNTRIES 

1 

Cook Is. 

Emergency Mgt 
Cook Is 

Mr. Charles Carlson 

Director Emergency Management 
Cook Is 

+682 29609 / 
25494 

+682 20856 

+682 54005 

ccarlson@emci.gov.ck

 

2 

FIJI 

NDMO (Ministry of 
Defence, National 
Security, 
Immigration, and 
Disaster 
Management 

Mr. Joeli Cawaki 

Director 

+679 331 3361, 
(679) 331 9255 or 
331 9250 (NEOC) 

+679 331 
9315 

+679 9964635 

joeli.cawaki@govnet.gov.fj

 

3 

FIJI 

Ministry of Health 

Ms. Losalini Tavaqa 

Acting Director, Pharmaceutical & 
Biomedical Supplies 

+679 3388 000 

+679 3388 
003 

 

ltavaqa@health.gov.fj

 

4 

PAPUA NEW 
GUINEA 

Ministry of Health 

Dr. Victor Golpak 

Technical Adviser, Health 
Emergencies 

+675 6834 832 

+675 3250 
342 

 

nonga@datec.net.pg

 

5 

SAMOA 

NDMO 

Ms. Filomena Nelson 

Principal Disaster Management 
Officer 

+685 20856/20855 

+685 
23176/23141 

+685 7793003 

filomena.nelson@mnre.gov.ws

 

6 

SAMOA 

Ministry of Health 

Ms. Saini Va'ai 

Senior Medical Officer 

+685 68155 

+685 21106 

 

sainev@health.gov.ws

 

7 

SOLOMON IS 

NDMO 

Mr. Loti Yates 

Director 

+677 27937 

+677 24293 

+677 95 895 

lotiyates@yahoo.com, 
directorndc@solomon.com.sb

 

8 

SOLOMON IS 

Ministry of Health 

Ms. Judith Seke 

RH Coordinator 

+677 28 169 

+677 24 260 

 

jseke@moh.gov.sb

 

9 

TONGA 

NDMO 

Mr. Maliu Takai 

Director, NDMO 

+676 28215(Direct) 
23100/26340 

+676 25440 

+676 76 458 

makai@kalianet.to;  
mowbldgs@kalianet.to

 

10 

TUVALU 

Ministry of Health 

Dr. Miliama Simeona 

Project Coordinator/Obstetrician 

+688 20749 

+688 20832 

 

m_simeona@yahoo.com.au

 

11 

VANUATU 

Ministry of Health 

Ms. Apisai Tokon 

RH Coordinator/Project Director 

+678 22515 

+678 25438 

 

atokon@vanuatu.gov.vu

 

UNITED NATIONS ORGANISATIONS 

12 

UNHCR 

Australia 

Ms. Ellen Hansen 

Senior Protection Officer 

+61(0)2.6281 9106 

+61 
(0)2.6260 
3477 

+61 (0)408 485 
665 

hansene@unhcr.org 

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13 

UNDP 

Fiji Ms. 

Helga-Bara 

Bragadottir 

Governance Analyst 

+679 331 2500 

+679 330 
1718 

+679 9781709 

helga.bragadottir@undp.org

 

14 

UN Resident 
Coordinators 
Office 

Fiji 

Ms. Eiko Narita 

UN ResCor Analyst 

+679 331 2500 

+679 3301 
718 

 

eiko.narita@undp.org

 

15 

UNFPA 

Fiji 

Dr. Wame Baravilala 

Reproductive Health Adviser 

(679) 330 8022 Ex 
110 

"+679 331 
2785 

+679 992 0911 

baravilala@unfpa.org

 

16 

UNICEF 

Fiji Ms. 

Emmanuelle 

Abrioux 

Chief of Education 

+679 330 0439 

+679 330 
1667 

 

eabrioux@unicef.org

 

17 

UNIFEM 

Fiji 

Ms. Joy Tonawai 

EVAW Program Coordinator 

+679 330 1178 

+679 330 
1654 

 joy.tonawai@unifem.org; 

 

progasst_unifem@undp.org 

18 

UNESCAP 

Fiji 

Ms. Anna de Jong 

Associate Programme Officer 

+679 331 9669 / 
331 8174 

+679 331 
9671 

 

jong@un.org

 

19 

UNDSS 

Fiji 

Mr. Uraia Waqa 

Field Security Officer 

+679 3316 752 

+679 3319 
218 

+999 1682 

uraia.waqa@undp.org

 

20 

UNOHCHR 

Fiji Mr. 

Romulo 

Nayacalevu 

National Human Rights Officer 

+679 331 0465; 
330 1178 

+679 
3310485 

 

romulo.nayacalevu@undp.org

 

21 

UNOCHA 

Fiji Mr. 

Peter 

Muller 

Regional Disaster Response Adviser 
(Workshop Secretariat) 

+ 679 3316 760 

+679 3309 
762 

+679 999 1664 

peter.muller@undp.org

 

22 

UNOCHA 

Fiji 

Ms. Minako Kakuma 

Humanitarian Affairs Officer 
(Workshop Secretariat) 

+679 3319 715 

+679 3309 
762 

+679 999 1689 

minako_ocha@undp.org

 

23 

UNOCHA 

Fiji 

Ms. Suzanne Paisely 

Workshop Secretariat 

+679 3317 326 

+679 3309 
762 

+679 9701727 

suzanne.paisley.unn.ac.uk 

24 

UNOCHA 

Fiji 

Ms. Marie Yee 

Workshop Secretariat 

+679 3316 760 

+679 3309 
762 

+679 933 2155 

marie_ocha@undp.org

 

25 

WHO 

Fiji 

Mr. Steve Iddings 

Environmental Engineer 

(679) 323 4100 

(679) 323 
4177; 323 
4166 

(679) 992 
0081(M) (679) 
330 3081 (H) 

IddingsS@sp.wpro.who.int 

26 

UNFPA 

Papua New Guinea 

Dr. Betty Koka 

National Programme Officer 

+675 321 2877 

+675 321 
3218 

+675 684 2885; 
+675 7280 8766 

koka@unfpa.org;  
betty.koka@undp.org

 

27 

UNDP 

Samoa 

Ms. Georgina Bonin 

ARR Governance & Poverty 
Reduction 

+685 23 
670/671/672 

+685 23 555 

 

georgina.bonin@undp.org

 

28 

UNDP 

Samoa 

Ms. Anna Gero 

Disaster Management Adviser 

+685 23 
670/671/672 

+685 23 555 

 

anna.gero@undp.org

 

29 

UNFPA 

Samoa 

Ms. Susan Faoagali 

National Liaison Officer—Samoa 
UNICEF/UNFPA 

+685 23756 ext 
82614  

+685 23765 

 

faoagalis@wpro.who.int

 

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30 

UNFPA 

Solomon Is 

Ms. Polini Boseto 

Programme Analyst 

National 
Programme Officer 

+677 23375 

+677 28007 

boseto@unfpa.org

 

31 

UNOCHA 

Thailand 

Dr. Rajan Gengaje 

Regional Disaster Response Adviser 
(Workshop Secretariat) 

+66-2 288-2572 

+66-2 288-
1043 

+66-8 1916-
1271 

gengaje@un.org

 

32 

WFP 

Thailand 

Dr. Anthony Craig 

Senior Regional Programme Advisor 
(Emergency Preparedness & 
Response), Asia Region 

+66 2655 4115 
 extension 2440 

+66 2659 
4415 

 

anthony.craig@wfp.org

 

33 

UNFPA 

U.S.A. 

Ms. Elke Mayrhofer 

Technical Specialist, Humanitarian 
Response Unit 

Tel: (1) 1-212-297 
5154 

+1 212-297-
4946 

 

mayrhofer@unfpa.org

 

34 

UNFPA 

Vanuatu 

Ms. Roslyn Arthur 

UN Affairs Officer 

+678 24655 ext.11 

+678 27709 

 

rarthur.unicef@gmail.com

 

DONOR PARTNERS 

35 

Australian High 
Commission 

Fiji 

Mr. Tony Coghlan 

 

+679 3388 281 

+679 3382 
695 

 Tony.Coghlan@dfat.gov.au 

36 

Australian High 
Commission 

Fiji 

Major Paul Randall 

Assistant Defence Adviser South 
Pacific  

+679 338 8209 

+679 338 
2268 

+679 992 4874 

paul.randall@dfat.gov.au   

37 

EU (ECHO) 

Thailand 

Ms. Maria Olsen 

Correspondent in East, South-East 
Asia and the Pacific, Regional Rapid 
Response Coordinator 

+66 (0) 2255 
1035/6, 2651, 
4091/2 ext 115 

+66 (0) 2255 
1034 

+66 (0) 81 831 
2880 

rrc@echo-bangkok.org

 

38 

EU 

Fiji 

Ms. Annick Vilarosa 

Head of Sector Natural Resources & 
Environment 

+679 331 3633 

+679 330 
0370 

 

annick.villarosa@ec.europa.eu

 

39 

JICA 

Fiji 

Mr. Hiroko Sannomaru 

Assistant Resident Representative  

(679) 330 2522 

(679) 
3302452 

 

sannomaru.hiroko@jica.go.jp

 

40 

JICA 

Fiji 

Ms. Nanise Young 

Research Associate  

+679 330 2522  

+679 330 
2452  

 

youngnanise.fj@jica.go.jp

 

41 

NZAID 

New Zealand 

Mr. Michael Hartfield 

Development Programme Manager 

+ 64 4 439 8737  

 

 

michael.hartfield@nzaid.govt.nz

 

42 

NZAID 

New Zealand 

Ms. Sue Lancaster  

Development Programme Manager  

+644 439 8218 

+64 212 
621479 

 

sue.lancaster@nzaid.govt.nz

 

43 

NZAID 

New Zealand 

Ms. Tiffany Babington 

Multilateral Programme Manager  

+644 439 8218 

+64 212 
621479 

 

tiffany.babington@nzaid.govt.nz

 

44 

NZAID 

Fiji 

Ms. Millicent Kado 

Development Programme 
Coordinator 

+679 3311 422 
(ext 109) 

+679 3300 
040 

 

millicent.kado@mfat.govt.nz

 

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45 

NZ, MCDEM 

New Zealand 

Ms. Sarah Stuart-Black 

Manager, CDEM Specialist Services 

+64 4 495 6802 

+64 4 473 
7369 

+64 27 444 1843 

sarah.stuart-black@dia.govt.nz 

46 

U.S. Embassy 

Fiji 

Ms. Debra J. Towry 

Consul 

+679 331 4466 

 

 

consularsuva@state.gov

 

47 

(U.S.) - Asia-
Pacific Center 
for Security 
Studies (APCSS) 

U.S. (Honolulu, HI 
96815) 

Dr Alfred Oehlers 

Associate Professor 

+1-808-971-8961 

+1-808-971-
8949 

 oehlersa@apcss.org 

 

48 

(U.S) Centre of 
Excellence 
(COE-DMHA) 

U.S. (Hawaii 96859-
5000 

Ms. Jessica Adler 

Humanitarian Operations Adviser 

+1 808 433 7387 

+1 808 433 
1757 

+1 808 223 2914 

jessica.adler@coe-dmha.org 

REGIONAL ORGs/NGOs 

49 

Anglican Board 
of Mission 
Australia 

Australia 

Mr. Brad Chapman 

Coordinator, Anglican Church's 
Emerg. Capability 

+61 403 530 667 

+612 9261 
3560 

 

bradchapm@gmail.com

 

50 

Fiji School of 
Medicine 

Fiji 

Dr. Roman Chute 

Lecturer 

+679 331 1700 
(ext 3290) 

 

+679 945 1302 

r.chute@fsm.ac.fj 

51 

Foundation for 
People of the 
South Pacific 
International 
Regional 
Secretariat 
(FPSI) 

Fiji 

Ms. Roshni Chand 

Regional Programme Manager - 
Disaster 

+679 331 2250; 
330 8469; 331 
9993 

+679 331 
2298 

 

roshni.chand@fspi.org.fj

 

52 

Habitat for 
Humanity 

Fiji 

Mr. Richard Counts 

National Director 

+679 331 2012 

+679 
9784705 

 richardcounts@yahoo.com 

53 

IFRC 

Fiji 

Mr. Frank Kennedy 

Head of Regional Office - Pacific 

(679) 331 1855 

(679) 331 
1406 

 

frank.kennedy@ifrc.org

 

54 

IFRC 

Fiji 

Mr. Martin Blackgrove 

Regional Disaster Management 
Delegate 

(679) 331 1855 

(679) 331 
1406 

 

martin.blackgrove@ifrc.org

 

55 

IFRC 

Fiji 

Ms. Ruth Lane 

 

(679) 331 1855 

(679) 331 
1406 

 

ruth.lane@ifrc.org

 

56 

Monash 
University 

Australia 

Professor Frank Archer 

Head of Department and Professor, 
Dept. of Community Emergency 
Health and Paramedic Practice 

+61 3 9904 4133 

+61 3 9904 
4252 

 frank.archer@med.monash.edu.

au  

57 

NGO Disaster 
Relief Forum 
(NDRF), NZ 
Council for Int'l 
Dev) 

New Zealand 

Mr. Justin Kemp 

 

+64 4 496 9615 

 

 

justin@cid.org.nz

 

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58 

OXFAM 

New Zealand 

Mr. Renzo Benfatto 

Humanitarian Programme Manager 

+64-9-355 6508 

+64-9-355 
6505 

+64 (0) 21-027 
08721 

renzo@oxfam.org.nz

 

59 

OXFAM 

Australia 

Mr. Frederique Lehoux 

Emergencies Coordinator, Pacific 

+61 3 9289 9325 

+61 418 588 
051 

 

frederiquel@oxfam.org.au

 

60 

Red Cross 

Australia 

Mr. Carmel Flynn 

Int'l Emergencies Manager 

+61 3 9345 1846 

+61 3 9348 
2496 

+61 408 567 801 

cflynn@redcross.org.au 

 

61 

Red Cross 

New Zealand 

Mr. Andrew McKie 

Head of International Dept 

(644) 4723 750  

(644) 4730 
315 

(644) 027 230 
1983 

andrew.mckie@redcross.org.nz

 

62 

Save the 
Children Fund 

New Zealand 

Mr. Mike Frew 

Emergency Programme Manager 

+ 644 3817 582 

 

+64 27 610 9969 

Mike.Frew@savethechildren.org.
nz 

63 

Save the 
Children Fund 

Australia 

Ms. Karen Hill 

General Manager 

+61 3 9938 
2020                      
                        

+61 3 9938 
2099 

+61 (0) 409 
550856 

karen.hill@savethechildren.org.a
u

 

64 

TAF-OFDA 

Fiji 

Ms. Kathryn Hawley 

OFDA Program Manager 

+679 338 7101 

+679 338 
2722 

+679 992 2955 

Hawleytaf@connect.com.fj

 

kathryn@sopac.org 

65 

World Vision 

Australia 

Mr. Graham Tardif 

Head of Humanitarian & Emergency 
Affairs 

+61 (0)3 9287 
2231 

 

+61 (0) 439 119 
444 

graham.tardif@worldvision.com.a
u 

66 

World Vision 

New Zealand 

Ms. Bonnie Jackson 

Team Leader, Humanitarian & 
Emergency Affairs 

+64-9-580 7733; 
580 7700; 021 743 
809 

+64-9-580 
7799 

 Bonnie.Jackson@worldvision.org

.nz 

67 

World Vision 

Papua New Guinea 

Mr. Tristan Clements 

Manager, Humanitarian and 
Emergency Affairs, Pacific 
Development Group (PNG, Vanuatu, 
Solomon Is) 

+675 852 3148 

+675 852 
3577 

+675 650 4537; 
or +675 7256 
0134; Iridium: 
'+675 8816 3145 
1368 

tristan_clements@wvi.org 

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 36

Appendix 10 

 

List of Acronyms 

 

ABM   

– Anglican Board of Mission 

ADF    

– Australian Defence Force 

ECHO  

– European Commission’s Humanitarian Aid Office 

FAO    

– Food and Agriculture Organization 

FRANZ  

– France, Australia, New Zealand collaboration 

HFH    

– Habitat For Humanity 

IASC   

– Inter-Agency Standing Committee 

IFRC  

– International Federation of Red Cross and Red Crescent  

 

   Societies 

INSARAG   – International Search and Rescue Advisory Group 
IOM    

– International Organization for Migration 

JICA    

– Japan International Cooperation Agency 

NDMO  

– National Disaster Management Organization 

NGO    

– Non-Government Organization 

NZAID 

– New Zealand Agency for International Development  

NZMCDEM  – New Zealand Ministry for Civil Defence and Emergency  
   

 

 

 

Management 

OCHA  

– Office for the Coordination of Humanitarian Affairs 

OHCHR 

– Office for the High Commissioner for Human Rights 

PEMTAG  

– Pacific Emergency Management Training Advisory Group 

PIC 

 

– Pacific Island Country 

SCF    

– Save the Children Fund 

SOPAC 

– Pacific Islands Applied Geoscience Commission 

TAF/OFDA  – The Asian Foundation/ Office of U.S. Foreign Disaster  

       

   Assistance  

TOR    

– Terms of Reference 

UN    

– United Nations 

UNDP  

– United Nations Development Programme 

UNESCAP   – United Nations Economic and Social Commission for Asia      
 

   and the Pacific 

UNIFEM  

– United Nations Development Fund for Women 

UNFPA  

– United Nations Population Fund 

UNHCR  

– United Nations High Commissioner for Refugees 

UNICEF  

– United Nations Children’s Fund  

UN RC/HC  – United Nations Resident Coordinator/Humanitarian  

    Coordinator 

USAR  

– Urban Search and Rescue 

USG    

– United States Government 

WFP    

– World Food Program (United Nations) 

WASH  

– Water, Sanitation and Hygiene 

WHO   

– World Health Organization (United Nations) 

WVI   

– World Vision International