Disaster Resource Partnership Furthering Cooperation between

1. Disaster Resource Partnership Furthering Cooperation between the Engineering & Construction Sector and the Humanitarian Community November 2010

2. 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

3. 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

4. Background 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. July 23 May 12 July 9 Nov 12 Sept 2-3 Oct 12 AM10 Mar 31 May 25 June 21 Sep 14 July 22-23 Working Group Meeting/Call Sept 28 – Governors Call Focus Group Meeting with Humanitarian Communities

5. Developing the DRP Model Organizations Involved • Engineering & Construction companies • Hindustan Construction Company • Halcrow • Turner • Arup • Amec • CCC • CH2M Hill • Fluor • GrupoMarhnos • 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 • Build Change • ICT4Peace Foundation • Mercy Corps • Save the Children • Shelter Center • World Vision International • Government • DFID • Federal Emergency Management Agency (FEMA)

6. Developing the DRP Model 14 case studies

7. Developing the DRP Model Analysis of Feedback: Case Studies Assets Food + water supplies Power Shelter materials Labour Tools Communications equipment Equipment Space Networks Vehicles

8. 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) Local knowledge & networks Technical expertise Logistics / supply chain management Programme/ project management Site supervision Safety management

9. Developing the DRP Model Assets and skills Contractors Consultants

10. Developing the DRP Model Phases of response

11. Developing the DRP Model Phases of response

12. Developing the DRP Model Modalities of delivery • Direct actionwhere 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 serviceswhere 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 serviceswhere multi-national companies partner with each other or with the public sector (e.g. DfID) to provide technical assistance or fundraising through global networks)

13. 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.

14. 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.

15. 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

16. 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