Transcript Slide 1

World Economic Forum
Disaster Resource Partnership
Furthering Cooperation between
the Engineering & Construction Sector and
the Humanitarian Community
November 2010
Why Now?
• From CEO Ajit Gulabchand, Hindustan Construction Company:
“Now is the time for the DRP to build upon its two national chapters and develop a
truly global commitment to disaster response. Moreover, as a result of climate
change and other trends such as water and food insecurity, humanitarian crises
are expected to significantly increase in number and scale in the future. As such,
now, more than ever, the expertise and resources of the private sector are
needed to support disaster response efforts…. We truly believe that this effort not
only helps communities affected by disasters, but helps build our corporate
culture and engages the best out of our employees.”
• From John Holmes, former United Nations Undersecretary-General for Humanitarian
Affairs and Emergency Relief Coordinator (January 2008) :
“The United Nations is eager to increase its partnerships with the private
sector, particularly given the escalating number and scale of disasters as a
result of climate change. We need to bring together all public and private
capacities – global, national, regional, and local – to respond to the needs of
growing numbers of vulnerable people.”
A coordinated global Engineering & Construction industry model can fill a critical
gap in the current disaster sector (prevention/mitigation, preparedness, response,
recovery) by providing informed construction knowledge and services through
expertise and equipment
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Why Now?
“ It’s what the founders of CCC believe in”
Tony Awad, Corporate Social Responsibility Officer, Consolidated Contractors Company (CCC), Greece
“ Halcrow is full of like-minded individuals with a strong ethical and
moral sense of duty. After the tsunami they were all asking the
company what we were going to do to help.”
Anna Mann, Halcrow Foundation Trustee
“ The disaster occurred near our project sites so HCC wanted to
actively participate in the relief work”
Niyati Sareen, General Manager, Corporate Social Responsibility, Hindustan Construction Company, India
“ Arup is a multinational company, every time an earthquake occurs,
someone, somewhere, in Arup will want to respond”
Dinesh Patel, Director, Arup
“ Being engaged in humanitarian relief when disasters occur is
something our employees expect. Our support is a very important
way to reinforce our company values and loyalty of our staff ”
Gary Craft, Senior Vice-President, Government Facilities & Infrastructure, CH2M HILL
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Developing the DRP Model
The DRP Working Group has met regularly since July 2009 to develop the
DRP Operational Model., with multiple consultations with key humanitarian
organizations.
2009
July Aug Sept Oct
Project Organization
Nov
Dec
Jan
Feb
Mar
2010
Apr May June July Aug Sept
Background
Develop Preliminary Design
July 23
Finalize Preliminary Design
May 12
Sept 2-3
Oct 12
Consultation with Humanitarian Actors
Development of Operational Model
Nov 12
July 9
AM10
Mar 31
May 25
June 21
July 22-23
Final Review
Working Group Meeting/Call
Sep 14
Sept 28 – Governors Call
Focus Group Meeting with Humanitarian Communities
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Developing the DRP Model
Organizations Involved
Engineering & Construction companies
Arup
Amec
CCC
CH2M Hill
Fluor
Grupo Marhnos
Hindustan Construction Company
Halcrow
Turner
International Organizations and Civil Society
United Nations
United Nations Development Programme BCPR
United Nations International Strategy for Disaster Reduction (UNISDR)
United Nations Office for the Coordination of Humanitarian Affairs (OCHA)
United Nations High Commissioner for Refugees (UNHCR)
Red Cross Movement
International Federation of Red Cross and Red Crescent Societies (IFRC)
Civil Society / Non Governmental Organizations
ALNAP
Mercy Corps
Build Change
Save the Children
ICT4Peace Foundation
Shelter Center
World Vision International
Government
DFID
Federal Emergency Management Agency (FEMA)
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Developing the DRP Model
14 case studies
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Developing the DRP Model
Analysis of Feedback: Case Studies
Assets
Food + water supplies
Power
Shelter materials
Labour
Tools
Communications equipment
Equipment
Space
Vehicles
Networks
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Developing the DRP Model
Analysis of Feedback: Case Studies
Skills / Services
Assessment, monitoring
+ evaluation
Physical planning
Strategic planning
Infrastructure design (shelter,
roads, wat-san, power, facilities)
Technical expertise
Local knowledge & networks
Programme/ project
management
Logistics / supply chain
management
Safety management
Site supervision
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Developing the DRP Model
Assets and skills
Contractors
Consultants
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Developing the DRP Model
Phases of response
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Developing the DRP Model
Phases of response
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Developing the DRP Model
Modalities of delivery
Direct action where companies are operating in a location
where there is a disaster they immediately engage in emergency
relief such as distribution of food, water, medical supplies and NFIs
Secondments of individual staff members into NGOs or
UN agencies usually where the company is not operating in the
disaster-affected area
Local technical services where companies at a
national level partner with local/national governments, academics, or
NGOs to provide technical assistance - clearing debris, repairing
critical infrastructure, damage assessment and design, project
management and construction expertise.
Global technical services where multi-national
companies partner with each other or with the public sector (e.g.
DfID) to provide technical assistance or fundraising through global
networks)
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DRP Model
The DRP builds on the experiences of prior E&C industry efforts (such as the
Disaster Resource Network) and would operate in a significantly more
mature humanitarian community environment.
Mission and Scope
 Specific focus on natural disasters and only where response compliments existing E&C
company core assets
Humanitarian Community Environment
 Clear definition of role and scope with humanitarian community partners (entry, exit,
probono, at cost, etc.), enabled by an increased understanding on the role of private
sector in all phases of disaster response and a clearly articulated need (pull) from the
humanitarian sector for private sector partnership.
Organization Structure
 Location of the DRP secretariat in the Forum offices for initial 3 years.
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DRP Model
The vision of the E&C Disaster Resource Partnership is “to form an ongoing
collaboration with the humanitarian community at the global level, and
government and other key humanitarian actors at the national level, in order to
leverage the core strengths and existing capacities of the E&C community
before, during and after natural rapid-onset disasters to reduce suffering and
save lives.”
Objectives:
• To support existing country level National Networks and catalyse new National Networks
• To establish partnerships and framework agreements with humanitarian organisations, donors and
governments which:
 facilitate the engagement of National Networks locally
 facilitate the delivery of global E&C expertise at the global and local level (in countries where
National Networks exist and in countries where no National Network exists).
• To capture and share ‘best practice’/institutional knowledge between National Networks and with
humanitarian organizations and academic institutions.
• To provide a focal point and voice for the E&C sector in global humanitarian coordination
Principles:
• The focus will be natural rapid-onset disasters, particularly extreme major events.
• Using disaster prevention as an entry point, members will create partnerships that can be leveraged in the
event of a disaster.
• The approach to recovery and reconstruction will seek to “build back better” so as to reduce vulnerability
from natural hazards in the future.
• Mobilization of construction equipment will depend on the proximity of equipment to a disaster zone and the
availability of existing capacity.
• Multiple modalities of delivery are accommodated through the framework
• The partnership of networks will be mobilized through multiple entry points through pre-formed
relationships with relevant post-disaster actors.
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Governance and Organization
DRP Governance is made up of the Board, which has overall steering
responsibility, and the secretariat, which oversees day to day operations.
Board Composition:
• 1 representative (ideally CEO level) from the World Economic Forum
E&C Industry Partners community
• 1 senior level representative from the World Economic Forum
• 2 representatives from the Humanitarian Community (possibly selected
from the initial cluster focus areas)
• 2 “operational representatives” drawn from the chairs of the National
Networks and International Services Network
• International Federation of Red Cross and Red Crescent Societies
(IFRC), UNDP Bureau of Crisis Prevention and Recovery
(UNDP/BCPR), the UN Office for the Coordination of Humanitarian
Affairs (OCHA), and the UN International Strategy for Disaster
Reduction (UNISDR) have all expressed interest to partner
Secretariat:
• 1 fulltime project manager
• Chairs of each National Network and International Services Network
would also have representation on the Secretariat
• For initial 3 years would be housed in World Economic Forum Geneva
office as part of the Infrastructure & Urban Development (Engineering &
Construction) industry community
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Key Milestones
By end 2013:
5 National Networks
16 global Engineering & Construction companies involved
Active International Services Network with 120 trained
engineers
Robust active partnerships with multiple humanitarian
agencies
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