Pakistan 1 Year Report - UNICEF Humanitarian Action Resources

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Core Commitments for Childrenin Humanitarian ActionOperationalCommitments• Security• Human Resources• SupplyThe floods prompted a massive operational responsefrom UNICEF. Field presence was bolsteredthrough the establishment of three new emergencyfield offices in Multan (Punjab province), Sukkur andHyderabad (Sindh province), with staffing to cover programmes,administration, operations, security, finance,supply and logistics. These offices have been critical forextending UNICEF’s reach to the worst-affected children,and enabling rapid scale up of response. The Hyderabadoffice closed on 31 May 2011 with staff relocatedto Karachi and Sukkur; the Sukkur and Multan officeswill remain open through to December 2011, coincidingwith the official extension of the early recovery period.Local operational capacity is particularly critical given theimpending monsoon rains of 2011.SecurityUNICEF has successfully passed through this turbulenttime without a single major incident involving staff.However, the last year has seen an average of 220weekly security incidents - with about 40 per cent relatedto militant operations or terrorist activities. In May 2011,all UNICEF offices temporarily closed for a week due tosecurity concerns. The safety and security of UNICEF staffhas always been an important part of UNICEF’s programmaticimplementation, but the challenge has been to extendprogrammes rapidly yet safely to new areas whereUNICEF did not have a presence before the floods. Staffsecurity is ensured through the provision of equipment,including radios and armoured transport, enhancementsto rented office space to meet UN Minimum OperatingSecurity Standards and introducing protocols to increasestaff protection. The UN recently changed to the SecurityLevel System where risk is managed through the SecurityRisk Assessment, with greater emphasis on assessingthe critical nature of programmes, in insecure contexts.Since January 2011, this new system has brought muchgreater integration of security into planning and executionof programmes, to be strengthened further by theongoing inter-agency programme criticality process.© UNICEF/PAK2010/ZaidiHuman ResourcesTo meet urgent response needs, human resourcecapacity was rapidly scaled up and largely maintainedover the year. At the peak of the relief phase in October2010, 247 new or surge staff were deployed across thecountry, in addition to the 291 existing pre-flood staff - astaffing increase of 85 per cent. To meet its Cluster Lead22 • Children in Pakistan
Agency (CLA) commitments for ensuring response coordinationacross the clusters/ERWGs it leads, over theyear UNICEF deployed large numbers of coordination,information management and support staff at provincialand federal levels; 73 staff were deployed in total,and of these, 80 per cent were deployed for six monthsor longer. Currently, 44 such staff are still in place to coordinatethe UNICEF-led ERWGs. As of July 2011, thereare currently 147 staff deployed for the flood responseincluding 82 staff recruited and redeployed to the establishedemergency field offices in Multan and Sukkur; 76new fixed-term positions have been requested. Throughthe year, additional staff were sourced from the recruitmentof new staff; temporary deployment of UNICEFstaff from other offices; ‘stand-by partners’ from INGOsand governments - critical at a time of serious fundingconstraints - and the Rapid Response Mechanism underthe Global WASH Cluster. To support the well-being andefficiency of staff in a high stress environment, UN andUNICEF stress counsellors provided support to the offices.Human resource preparedness plans are in placefor the upcoming monsoon season.120100806040200Procurement/Distribution Trends in US$ MillionsAug Sep Oct Nov Dec Jan Feb Mar Apr May JuneOffshore Local Total DistributionTable 1. Values of supplies distributed* by sector todate (in US$)SectorDistributionHEALTH & NUTRITION**† 27,508,824WASH 16,529,857CHILD PROTECTION 1,799,482EDUCATION 7,187,107TOTAL 53,025,270* “Distributed” is defined as distributed to beneficiary, or to partner orgovernment for onward distribution. ** The UNITRACK system has beenset up to log these supplies together. † This figure does not includevaccinations of value US$1.57million.SupplySupply procurement and distribution to the affectedpopulation through partners has been a crucial elementof UNICEF’s response. UNICEF scaled up infrastructureand supply systems and established new supplierand distributor agreements and four new warehousesaround the country. Logistics and warehouse specialistswere deployed to warehouses and field offices tohandle complex logistics operations, support quality assuranceand facilitate local procurement. In September,at the height of the relief response, UNICEF was ableto move supplies through its warehouses in a 48-hourperiod to be distributed to beneficiaries or UNICEF partners.Logistics challenges remained significant for thedistribution of supplies to the dispersed, remote andoften insecure flood-affected populations due to disruptionsof communication and the transport network.Insufficient supply storage capacity of partners andlack of expertise in warehouse management was also achallenge. To address this, efforts were made to distributesupplies to pick-up and drop points, which aidedin delivering a limited volume of supplies. Building onlessons learned, additional Long-Term Agreements withsuppliers, warehousing and transport providers are beingput in place for each UNICEF field office to speed upthe transportation of supplies.In total, UNICEF purchased supplies worth US$99.2 millionincluding 41 per cent in local procurement, contributingto economic stimulus. In addition, in-kind assistancewas received from Department for InternationalDevelopment (DFID), the French National Committee,OCHA, Office of U.S. Foreign Disaster Assistance(OFDA), Procter & Gamble, Lever, IKEA and the Governmentsof Luxembourg and Switzerland.For supply monitoring, UNITRACK databases wereinstalled in Islamabad, Karachi, Peshawar, Multan andSukkur with recruitment of experienced logistics stafffor smooth tracking and distribution of supplies to thepartners/end-users. Following the 2010 floods, the Supplyand Logistics unit was restructured to ensure thatearly recovery needs were met more quickly and emergencypreparedness measures are now in place, workingto enable pre-positioning and continued smoothdistribution of emergency supplies.One Year After the Floods — Turning Towards a Brighter Future • 23
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