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For additional information, please contact: Mary Boyer: Program Lead, Emergency Preparedness & Response Thematic Area Urban, Disaster Risk Management, Resilience and Land mboyer@worldbank.org READY 2 RESPOND | 3 TABLE OF CONTENTS ACKNOWLEDGEMENTS ��������������������������������������������������������������������������������������������������������������������������������������������� 4 LIST OF ACRONYMS ��������������������������������������������������������������������������������������������������������������������������������������������������� 5 FOREWORD �������������������������������������������������������������������������������������������������������������������������������������������������������������� 6 1. EMERGENCY PREPAREDNESS & RESPONSE FRAMEWORK OVERVIEW�������������������������������������������������������������������� 9 2. READY 2 RESPOND DIAGNOSTIC ������������������������������������������������������������������������������������������������������������������������� 10 METHODOLOGY��������������������������������������������������������������������������������������������������������������������������������������������������������������������� 10 GOOD PRACTICES WHEN IMPLEMENTING AN R2R DIAGNOSTIC ASSESSMENT ���������������������������������������������������������� 11 3. CROSS-CUTTING ISSUES���������������������������������������������������������������������������������������������������������������������������������������� 15 INCLUSIVE DISASTER RISK MANAGEMENT AND GENDER EQUALITY ��������������������������������������������������������������������������� 15 ENHANCING DISASTER RESILIENCE IN FCV SETTINGS ��������������������������������������������������������������������������������������������������� 17 LESSONS LEARNED FROM THE COVID-19 PANDEMIC����������������������������������������������������������������������������������������������������� 21 COMMUNITY-BASED DISASTER RISK MANAGEMENT����������������������������������������������������������������������������������������������������� 22 4. ENGAGEMENT PROCESS����������������������������������������������������������������������������������������������������������������������������������������23 5. PROCESS OUTLINE�������������������������������������������������������������������������������������������������������������������������������������������������23 6. IMPLEMENTATION GUIDANCE DOCUMENTS LIST ��������������������������������������������������������������������������������������������������27 COMPONENT WORKBOOKS ���������������������������������������������������������������������������������������������������������������������������������������������� 27 TERMS OF REFERENCE FOR R2R FIRM (OR CONSULTANTS)������������������������������������������������������������������������������������������ 27 DIAGNOSTIC SUMMARY PROFILE SAMPLE ���������������������������������������������������������������������������������������������������������������������� 27 7. FIELD GUIDANCE ��������������������������������������������������������������������������������������������������������������������������������������������������27 SUGGESTED TASK LIST �������������������������������������������������������������������������������������������������������������������������������������������������������� 28 ESTABLISHING THE INTERVIEW SCHEDULE �������������������������������������������������������������������������������������������������������������������� 28 CONDUCTING THE INTERVIEWS ���������������������������������������������������������������������������������������������������������������������������������������� 29 RECORDING, SUMMARIZING, AND STORING DATA���������������������������������������������������������������������������������������������������������� 29 8. BASELINE INTERVIEW LIST ���������������������������������������������������������������������������������������������������������������������������������� 30 9. DIAGNOSTIC CRITERIA AND INDICATORS MAP �����������������������������������������������������������������������������������������������������32 10. APPENDICES ������������������������������������������������������������������������������������������������������������������������������������������������������� 35 APPENDIX 1: TERMS OF REFERENCE FOR COMPLETION OF THE READY 2 RESPOND DIAGNOSTIC ���������������������� 36 APPENDIX 2: WORKBOOK �������������������������������������������������������������������������������������������������������������������������������������������������� 48 APPENDIX 3: CROSS-CUTTING CONSIDERATIONS FOR THE R2R QUESTIONS ������������������������������������������������������������ 49 APPENDIX 4: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR DISASTER RISK FINANCING �������������������� 79 APPENDIX 5: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR RISK COMMUNICATION����������������������������� 81 APPENDIX 6: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR EP&R IN FCV SETTINGS ���������������������������� 83 APPENDIX 7: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR GENDER & INCLUSIVITY���������������������������� 85 APPENDIX 8: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR HEALTH IN EP&R���������������������������������������� 87 APPENDIX 9: READY 2 RESPOND DIAGNOSTIC – SAMPLE OUTPUT������������������������������������������������������������������������������ 88 READY 2 RESPOND | 4 ACKNOWLEDGEMENTS This report was developed and later updated as part of a global thematic area, “Emergency Preparedness and Response (EP&R)” under the Global Unit for Disaster and Climate Risk Management (IDURM), and is the second edition of the report developed by a team led by Elad Shenfeld, Senior Disaster Risk Management Specialist. The second edition was developed by a team led by Mary Boyer (Senior Disaster Risk Management Specialist, World Bank), and comprised of Elif Ayhan (Lead Disaster Risk Management Specialist, Program Leader, World Bank), Zoe Trohanis (Lead Disaster Risk Management Specialist, World Bank), Ana Campos (Lead Disaster Risk Management Specialist, World Bank), Karima Ben Bih (Senior Disaster Risk Management Specialist, World Bank), Mirtha Liliana Escobar (Senior Disaster Risk Management Specialist, World Bank), Anna-Maria Bogdanova (Senior Disaster Risk Management Specialist, World Bank), Keiko Sakoda (Senior Disaster Risk Management Specialist), Carmen Rosa Zena Acosta (Consultant, World Bank), Christoph Michael Klaiber (Extended Term Consultant, World Bank), Mary Showstark (Consultant, World Bank), Micol Ullmann Auger (Consultant, World Bank), Kerri Dionne Cox (Consultant, World Bank), Jemma Vasilyan (Disaster Risk Management Analyst, World Bank), Hugo Thomas Wesley (Disaster Risk Management Analyst, World Bank), and Prepared International (PPI). The report greatly benefited from comments and guidance from Magnus Lindelow (Lead Economist, World Bank), Miguel Angel De Corral Martin (Senior Strategy and Operations Officer, World Bank), Nicholas James Callender (Senior Disaster Risk Management Specialist, World Bank), and Atul Agarwal (Senior Operations Officer, World Bank), Stephane Hallegatte (Senior Climate Change Advisor, World Bank), and Mersedeh Tariverdi (Senior Data Scientist, World Bank) through the peer review process chaired by Niels Holm-Nielsen (Practice Manager, World Bank). The team would like to express its gratitude to Niels Holm-Nielsen, Practice Manager of the Global Unit for Disaster and Climate Risk Management, for his strategic guidance in the preparation of this report. Editing services were provided by the World Bank’s Global Corporate Solutions. READY 2 RESPOND | 5 LIST OF ACRONYMS CBDRM Community-Based Disaster Risk Management CBO Community-Based Organisations CCDR Climate Change Development Report CERC Contingent Emergency Response Component CERP Crisis Emergency Response Project CPGA Crisis Preparedness Gap Analysis CPRT Crisis Preparedness and Response Toolkit DMIS Disaster Management Information System DRF Disaster Risk Financing DRM Disaster Risk Management DRR Disaster Risk Reduction EOC Emergency Operations Centre EP&R Emergency Preparedness and Response EWS Early Warning System FAO Food and Agriculture Organization FCV Fragility, Conflict, and Violence GFDRR Global Facility for Disaster Reduction and Recovery ICT Information and Communication Technology LLE Lessons Learned Exercise NGO Nongovernmental Organization PAD Project Appraisal Document PDNA Post Disaster Needs Assessment SOP Standard Operating Procedure ToR Terms of Reference TTL Task Team Leader UNICEF United Nations Children’s Fund VAWG Violence against Women and Girls WB World Bank READY 2 RESPOND | 6 FOREWORD As disasters caused by natural hazards, health emergencies, and other crises become more frequent and complex, the demand for effective crisis preparedness and response tools has never been greater. In response to these evolving challenges, the World Bank (WB) has continuously adapted its crisis preparedness and response toolkit (CPRT) of financial instruments to help governments and partners strengthen resilience and improve their crisis management capacities. A critical component of the CPRT is assessing preparedness capacities to ensure efficient crisis response. The Ready to Respond (R2R) diagnostic, developed by the Global Facility for Disaster Reduction and Recovery (GFDRR), assesses the capacity of a country’s Emergency Preparedness and Response (EP&R) systems. The R2R is designed to build government capacity to respond systematically to crises, focusing on robust legal and institutional frameworks, investment in personnel, facilities, equipment, and information technology, and ensuring the continuity of these systems during major shocks. It is important to understand how the R2R complements other diagnostic tools, such as the Crisis Preparedness Gap Analysis (CPGA), Rapid Damage and Needs Assessment (RDNA), Post-Disaster Needs Assessment (PDNA), Disaster Risk Finance (DRF) Diagnostic, and the Lessons Learned Exercise (LLE). Each of these tools serves a distinct purpose, targeting different stages of crisis preparedness and response, and focusing on key areas such as immediate needs for essential services, resilience, governance, and financial systems. Together, these diagnostic tools help assess countries’ immediate, medium, and long-term needs, as well as overall readiness and emergency response capacities. The below is an illustrative list, not a comprehensive stock taking, of available assessments. Figure 1: Illustrative list of available disaster and emergency-related assessments Rap i d D ama ge N e e ds As s e s s m e n t Cri si s Pre pa re d n e ss Ga p A na l ysi s Urgent prioritization for relief Focus: Post-disaster immediate needs R DNA CPGA Purpose: Guides food, shelter, medical support High-level, cross-sector analysis Focus: Crisis resilience across sectors Purpose: Identifies gaps in management systems Global Rapid Post-Disaster I mm e di ate Damage Estimation Pre - C risis Re s p o n s e Rapid, desk-based damage assessment Focus: Direct economic damages to housing, non-residential buildings, G R AD E infrastructure, and agriculture R ea d y 2R e spo n d Purpose: First-order estimation of damages to guide World Bank, partner Data-driven assessment and government response Focus: Emergency preparedness C risis/ D isa ste r R2R and response system Purpose: Assesses legal, E ve n t institutional, personnel, equipment, facilities, and information management Po s t-D i s a s te r capacities N e e ds As s e s s m e n t Multi-sector recovery planning PDNA Focus: Economic, social sectors Purpose: Guides long-term Post- C risis recovery priorities Asse ssm e nts Sec to r Disaster risk financing, health preparedness, Ass ess m e nt s shock responsive social protection, critical Le s s o n s Learn e d infrastructure etc. Exe rc i s e Collaborative post-crisis review Focus: Evaluating response systems LLE Purpose: Post-disaster lessons and systems improvement for future response READY 2 RESPOND | 7 The R2R tool’s comparative advantage is its ability to holistically assess a country’s EP&R system, identify critical gaps in readiness, and provide tailored, actionable recommendations and investment plans. In addition to evaluating core EP&R capacities, the R2R tool also integrates cross-cutting issues, such as gender and social inclusion, disaster resilience in fragile and conflict-affected settings, and the health crisis impacts of pandemics. The R2R builds from the findings of other sector-specific diagnostic tools, including the Climate Change and Development Report (CCDR) and Risk and Resilience Assessment (RRA), to pinpoint and address weaknesses and structural challenges. By leveraging these complementary tools, the R2R enhances assessment of climate resilience and the nexus of disaster and fragile and conflict-affected settings—critical factors that affect a country’s capacity to respond to complex, multi-dimensional crises. This integrated approach is particularly important as countries focus more on climate adaptation, resilience-building, and strengthening their response to health emergencies. The comprehensive analysis provided by the R2R informs investment plans and supports governments in building more robust, inclusive, and resilient EP&R systems for the future. The R2R tool also plays a vital role in the context of crisis response instruments such as the Contingent Emergency Response Component (CERC) and the Crisis Emergency Response Project (CERP). It helps governments prioritize key areas for intervention, ensuring that resources are directed to the most critical needs in crisis management, and it helps WB monitor effective use of the instruments. The WB’s strategy in crisis preparedness must remain adaptive, integrating various tools and approaches to address emerging needs. Given the increased demand for disaster risk management (DRM) and EP&R tools following the COVID-19 pandemic, it is essential for the Bank to leverage insights from forward looking assessments like the R2R, to post-event diagnostics like the LLE and PDNA  to enhance the implementation of the CPRT. This integration allows the WB to work more effectively with countries, ensuring that investments in resilience and preparedness are appropriately targeted. To maximize the impact of these tools, a coordinated, multi-sectoral approach is essential. Collaboration across sectors—such as health, governance, and social protection—is necessary for coordinated planning and response. Ensuring effective communication strategies between WB teams and regional focal points can help identify countries that would benefit from broader CPRT engagement and ensure timely mobilization of support when needed. Flooded houses by hurricane Ian rainfall in Florida residential area by bilanol WHAT IS EMERGENCY PREPAREDNESS & RESPONSE (EP&R) AND READY 2 RESPOND (R2R)? The Global Facility for Disaster Reduction and Recovery’s (GFDRR) approach to EP&R aims to build government capacities to systematically respond to crises by establishing legal and institutional frameworks for clear mandates and accountabilities, invest in personnel, facilities, equipment, and information technology to enhance EP&R systems, and ensure their continuity. The GFDRR created Ready 2 Respond (R2R) as a diagnostic tool to rigorously assess the capacity of a jurisdiction’s EP&R system. The diagnostic tool informs investment plans and provides clear and actionable recommendations tailored to the country context. Document objective This document provides detailed implementation guidance for the R2R tool, including the different stages of the engagement process, such as field data collection, suggested interviewees, analytical approach, and reporting framework. READY 2 RESPOND | 9 1. EMERGENCY PREPAREDNESS & RESPONSE FRAMEWORK OVERVIEW The EP&R diagnostic framework elaborated by GFDRR applies a comprehensive approach for assessing and designing system improvements. The framework comprises four components of a functional EP&R system: (i) personnel; (ii) facilities; (iii) equipment; and (iv) information management held together by a fifth component; (v) legal and institutional (Figure 1). This structured approach provides a solution to the fragmented investments often observed in which governments do not always consider the various components as an integrated system. The framework pushes for a strategic and systemic EP&R investment plan to guide establishment of a functional and resilient EP&R system across levels and departments of government, with established collaboration between non-governmental organizations (NGOs), private sector and civil society at large. Through its R2R tool, GFDRR ensures that this framework aligns with international standards for resilience. The R2R also provides consideration for stress-testing the system, whereby the system’s capacity to ensure public safety and limit economic disruption is retained despite potential disruption. Together with the continuity of leadership throughout the full emergency response, government continuity is an implicit assumption under the R2R. Figure 2: EP&R System Core Components 2. READY 2 RESPOND DIAGNOSTIC Methodology The R2R has been developed with input from international experts in each of the five component areas of the EP&R Conceptual Framework. The assessment is also regularly updated and modified to reflect feedback and best practices learned from client countries where the diagnostic assessment has been conducted. The R2R identifies both the strengths and gaps of current EP&R systems using a robust methodology. The assessment includes a thorough analysis of current capacities to inform investment plans and provides clear and actionable recommendations tailored to the country context. Each component includes a set of criteria that address a particular aspect of a functional EP&R system within a jurisdiction. In turn, each criterion includes a set of four indicators, each with five key attributes that gauge the maturity of that aspect of the EP&R system (Figure 1). In total, the diagnostic too examines 360 individual data points related to the strength of the EP&R system. An indicative summary profile from the completed diagnostic assessment is provided in Appendix 9. The R2R uses an attribute-based scoring system for every indicator. Data is collected by means of desk review of literature, reports, policies, procedures, and legislation, complemented by focused key informant interviews. This allows results to be quantified and verified—key considerations for informing investments. Further, this approach ensures that results are replicable by largely removing subjectivity from the diagnostic approach. Furthermore, the R2R avoids fidelity to any particular emergency management standard (for example, national plans identified previously), communication standard (for example, 700mHz communications frequency for the Federal Communications Commission in the US), or incident organization structures (for example, National Incident Management System, Incident Command System). Rather, the R2R focuses the scope entirely on the typical operational needs for client engagements and creates room to apply a variety of standards in jurisdictional program design. This approach ensures that a market advantage is not created for any specific standard and that EP&R solutions can be tailored to the needs and context of the jurisdiction, rather than requiring the jurisdiction to conform to a specific model at the outset of discussion. The R2R culminates in a thorough report on a country’s EP&R environment, or a section of the environment, in the case of a modular adaptation of the R2R. The quantitative scoring is elaborated upon by qualitative narratives for the 72 indicators and overall conclusions and grading for each component. It is crucial to provide clear justifications for the scoring, particularly in instances where negative grades are assigned. This approach aids in acceptance of the results and facilitates a constructive approach moving forward. The explanations facilitate the derivation of the final assessment recommendations for each of the 18 criteria within the R2R framework. As a result, investment opportunities are pinpointed for every relevant indicator, presenting tangible project proposals with clearly outlined expected outcomes and objectives. The extensive guidelines provided for the R2R approach in this user guide enable it to be replicated by firms or other teams by following the guided questions. READY 2 RESPOND | 11 The R2R is coordinated by WB task teams and can be implemented by the same team, by several consultants or a firm. The data will be collected in a collaborative effort with the government. Based on demand from the task team, the GFDRR can provide technical support to conduct the assessment. Working with the EP&R program in GFDRR can expedite review processes, add a layer of expert review, and leverage past experiences from delivering the assessment. Overall, the EP&R framework and the associated R2R diagnostic tool increases planning confidence for WB task team leaders (TTLs) as well as their country counterparts and creates a stable platform, based on quantifiable baselines, to promote the emergence of constructive projects with immediate risk reduction applications. The culminating report and recommendations can inform WB lending operations and lead to an investment plan, among other uses. Good Practices when Implementing an R2R Diagnostic Assessment The R2R diagnostic tool has been implemented in 25 jurisdictions across all continents as of 2024, with several in the pipeline, as illustrated on Map 1. The countries where the R2R has been implemented vary in size, demographic and geographic characteristics, development status, and degree of fragility and violence. Most participating jurisdictions have been countries, although one R2R initiative has been implemented at the urban level (the Greater Amman Municipality in Jordan) and the R2R for the Western Balkans encompassed a regional perspective alongside its country focus. The R2R methodology has therefore become a standard service offered by the GFDRR, contributing to its established position at the forefront of global EP&R capacity- building and investment efforts. Map 1: Overview of Past and Intended R2R Diagnostic Assessments (March 2024) READY 2 RESPOND | 12 Reflection on completed R2R assessments has yielded valuable lessons and good practices, including: 1. Ownership For the tool to successfully reach its objectives of informing country-led investments and policy strengthening, the process needs to be demand-driven and owned by national and local counterparts. This shows that the jurisdiction actively welcomes the undertaking of the EP&R assessment and that it can take place in a facilitating environment. It is crucial to maintain a high degree of government ownership throughout the assessment process, from the drafting of the terms of reference (ToRs) to the facilitation of data collection, and review and validation of assessment outputs. A supportive TTL who works closely with the government is critical to ensure continued alignment between the assessors and the government. 2. Expectation Management Management of stakeholder expectations is needed at several stages of the process. First, clear discussions are needed with the jurisdiction to discuss follow-up actions and to openly present the available investment budget and possibilities after the finalization of the R2R, from the WB or from other actors. Additionally, when interview partners are queried during the process about their needs and capacity gaps, it may create an expectation that this assessment will directly lead to the allocation of budgets and initiation of projects. However, it is important to clarify that the assessment will not directly impact funding decisions, and that a prioritization of needs will be the decision of the government. 3. Comprehensive and Systemic Data Collection Approach Consistent with the comprehensive scope of the R2R, data collection must encompass a wide range of sectors. While a list of traditional EP&R actors is provided later in this document, the unique context of each jurisdiction requires flexibility in the data collection process. The assessment also presents an opportunity for less conventional actors to voice their perspectives of EP&R capacities and requirements. Data collection activities need to recognize the indirect outcome of the R2R tool to promote the topic of EP&R in the country and should actively promote this rather than solely focusing on the objective of the information gathering. A comprehensive data collection approach is also required to enable the R2R’s systematic analysis approach. EP&R aspects and capacities are mutually interdependent and shaped by reciprocal influence, and a comprehensive understanding of the entire system is necessary to offer practical and actionable recommendations. 4. Contextualization of the Assessment Questions Despite being a standardized tool, there is flexibility to tailor the R2R assessment questions to the specific context and governance system of a jurisdiction. The R2R is designed for implementation at the country-level but can also be applied at the regional or local level. As in the R2R for the Greater Amman Municipality, slight modifications to the diagnostic reflected that EP&R responsibilities such as national legislation are not under the purview of municipal authorities, while other issues such as waste management are more salient at the municipal level. In this assessment, increased attention was also given to the gender and inclusion dimensions of EP&R, READY 2 RESPOND | 13 which can vary by jurisdiction. In assessments conducted in settings of fragility, conflict, and violence (FCV), it is crucial for the assessor to understand drivers of conflict and that the assessment is carried out in an FCV-sensitive manner and with potentially more interviews of the international community. While this approach does not alter the requirements for a fully mature EP&R system, it does offer further insight into the challenges jurisdictions face in achieving this. Experience with the R2R methodology and its application is crucial to finding the right balance to contextualize the tool to a specific environment and jurisdiction. 5. Ethical Implementation R2R assessments are typically conducted by consultants hired by the World Bank for this specific purpose. This approach guarantees the objectivity and quality of the results, as well as the involvement of subject-matter experts in the assessment process. A respectful and ethical implementation of the assessment is essential to preventing any harm to the reputation of the WB and the counterparts in the jurisdiction. Consultants must adhere to several working principles, including do no harm, confidentiality, inclusivity, and impartiality. The team needs to be able to build trust with the authorities responsible for EP&R through transparent and open discussions. They should be able to engage with various audiences in a gender- and conflict- sensitive manner, and undertaking interviews in local languages fosters trust and enhances the accuracy of the assessment results. Gender balance in the assessment team facilitates connections with women and marginalized communities. Flexibility is also vital to manage any delays in the process and to allocate sufficient time for review and stakeholder buy-in. 6. Attention to Cross-Cutting Issues The R2R comprises 360 questions across 5 components of the EP&R systems, although there are a number of cross-cutting issues which need to be considered throughout the process, as included in Appendix 3. While the R2R tool may not designate a specific section to assess gender within the EP&R system, consideration of this cross-cutting theme should be maintained throughout the assessment. Rather than conducting isolated analyses of these cross-cutting issues—such as gender and inclusivity, FCV settings, health, risk communication, and disaster risk finance (DRF)—the R2R proposes various suggestions and questions to address these issues in the assessment results in a more explicit manner than has been done until now. Integrating cross-cutting issues reflects the R2R’s systematic and comprehensive approach. 7. Realistic Recommendations R2R assessments do not take place in a vacuum but are conducted within a broader context, where EP&R is just one of many government priorities. In fact, the attention for EP&R might be constrained in certain jurisdictions due to ongoing crises, whether economic, social, environmental, or political. Consequently, recommendations must be realistic and tailored rather than striving for an ideal solution. To address the country dynamics and strive for sustainable outcomes, recommendations should incorporate both a bottom-up and a top-down approach. Diversifying the tracks and implementation strategies of investment recommendations is aligned with the R2R’s systematic approach and is expected to lead to cross-fertilization. This diversified and realistic approach should yield superior results whereby the whole is greater than the sum of its parts. It is important to have strong interactions and cooperation with key READY 2 RESPOND | 14 local stakeholders during the process to gain a good feeling of what is realistic in the specific jurisdiction. 8. Validated Investment Opportunities The R2R assessment represents a short-term investment that contributes to longer- term process and capacity-building efforts. It is imperative that the R2R not be viewed as an isolated exercise, as this could lead to the dismissal of its conclusions and squander the investments made. Therefore, the results need to be presented and discussed with the EP&R system’s actual owners in the country. This underscores the importance of validating findings and investment opportunities. There must be interest in and agreement on the priorities of the investments for them to be effectively implemented and carried forward. Involving authorities together with international support organizations in the validation of the investment plan has been identified as a good practice in past assessments, particularly in aligning priorities with the timeframe and available budget. 9. Identification of Tipping Point Opportunities In certain jurisdictions, EP&R has not historically received significant attention for a variety of reasons. The R2R assessment can contribute to promoting the importance of EP&R, helping to assure the safety and well-being of the population as well as safeguarding economic development. Previous assessments have highlighted the significance of identifying ‘tipping point’ investment opportunities in which the cost of the investment is outweighed by strategic gains and good publicity surrounding it. Deliberately chosen and precisely targeted investments may act as drivers for transformative change. Hence, there is justification in concentrating on specific sectors, such as risk communication, which are anticipated to yield widespread benefits to the system. Additionally, the validation workshop at the conclusion of an R2R assessment can serve as a catalyst for EP&R actors to join forces and reiterate to both the government and the population the importance of effective preparedness and response. Ongoing developments and initiatives in targeted jurisdictions, such as climate change adaptation or infrastructure developments, can also be leveraged to mainstream EP&R concerns. Establishing an effective connection between EP&R and these initiatives could trigger necessary change; however, this is not a one-way process but rather a complex interplay between multiple factors, and therefore hurdles and opportunities need to be recognized and tackled in a systemic manner. 10. Complementarity of Assistance The R2R assessment must consider the broader context of international assistance. Alongside the WB, it can be expected that other multilateral and bilateral actors, as well as NGOs, will be operating in the same place and with similar objectives. Coordination and cooperation is needed between R2R assessments and other ongoing work, which will naturally emerge from the data collection. Investment recommendations must also consider this larger context. While the R2R tool is primarily intended for use by national and local authorities, other international and regional organizations may have an interest in accessing the assessment outcomes. Close cooperation with these actors and exchange of experiences and lessons learned is essential at all stages of the assessment—particularly during the validation phase—to maximize the investments made. READY 2 RESPOND | 15 3. CROSS-CUTTING ISSUES1 Inclusive Disaster Risk Management and Gender Equality The impacts of disasters do not affect all people equally. Women and girls, persons with disabilities, ethnic and racial minorities, indigenous peoples, youth, and other marginalized communities are often disproportionately affected by shocks. The world’s most economically and socially disadvantaged populations bear the brunt of these impacts, and gender dynamics further exacerbate inequalities. Emerging evidence2 suggests that violence against women and girls (VAWG) increases in disaster settings and that disasters can increase risk factors for VAWG. Persons with disabilities are up to four times more likely to perish in disasters due to a complex interplay of physical, economic, and social barriers.3 However, empowering citizens and communities, particularly those most excluded, and supporting community participation result in improved resilience to disasters, better development outcomes, and more sustainable solutions. The R2R tool represents a holistic method for evaluation and system enhancements, presenting numerous avenues to assess gender equality and social inclusion across levels and sectors of one jurisdiction’s EP&R system, from community level to local and district level and up to the national level. All five components of the R2R methodology are relevant to advancing the gender equality and social inclusion agenda in society at large and in the context of EP&R capacities. Mainstreaming gender and inclusivity begins by prioritizing the topic during the review of institutional and legal frameworks and response plans. It extends further through ensuring that assessments of community engagement and information are conducted comprehensively, encompassing all segments of society. The Sendai Framework for Disaster Risk Reduction 2015-2030 emphasizes a participatory and gender-inclusive approach with comprehensive engagement and partnerships across society. Policies and practices must integrate perspectives on gender, age, disability, and culture, and the framework advocates for promoting leadership among women and youth.4 Moreover, it is essential for facilities and equipment to incorporate gender- and disability-specific considerations to ensure that EP&R actors can deliver a response that is both efficient and effective to meet the needs of the entire population. This requires adequate preparations before an emergency that build on a solid and accurate analysis of the existing capacities and needs in the jurisdiction. Finally, the component of personnel demands comprehension of needs related to gender and diversity in order to ensure that trainings, exercises, and (international support) coordination mechanisms are truly enhancing awareness of the particular needs of marginalized groups in society; EP&R staff also needs to be ready to respect and address these in emergency situations. The degree to which marginalized groups are successfully integrated into EP&R systems often depends on broader efforts in the jurisdiciton, which fall outside of the 1. Specific cross-cutting considerations for the R2R methodology questions are provided in Appendix 3. 2. van Daalen, Kim R., Sarah Savić Kallesøe, Fiona Davey, Sara Dada, Laura Jung, Lucy Singh, Rita Issa, and Christina Emilian. 2022. “Extreme Events and Gender-Based Violence: A Mixed-Methods Systematic Review.” Lancet Planet Health 6: e504-e523. 3. Disability in a Time of Climate Disaster | Harvard University Center for the Environment. 4. Sendai Framework for Disaster Risk Reduction 2015-2030, page 13. READY 2 RESPOND | 16 R2R’s scope. However, even in jurisdictions where gender and social inclusion are not perceived to be priorities, the R2R assessment provides the possibility to raise awareness by asking the right questions and reminding EP&R personnel of the importance of gender and inclusivity considerations. Gender and social inclusion should be included in R2R implementation in the three following ways: 1.   Making women, persons with disabilities, the elderly, Indigenous Peoples, and other marginalized groups active participants in building resilience to climate change and natural hazards. The R2R approach needs to reflect this by including these groups in lists of interviewees and referencing specific literature in the desk review. A first step should be the identification of marginalized and vulnerable groups in the specific country context. In some countries, marginalized groups have not been in contact with EP&R systems and concepts before and therefore are not perceived to be a traditional actor within the system. Yet, experience has shown the value of consulting vulnerable groups during the R2R assessment for two main reasons: 1) to collect information on their needs, which are often overlooked when planning and developing EP&R systems; and 2) as an awareness-raising effort to demonstrate that their voices matter and should be taken into account well before a disaster occurs. 2.   Given that gender and diversity are integral aspects of society as a whole, this cross-cutting nature needs to be reflected in the R2R methodology within its 360 questions, 72 indicators, 18 criteria, and 5 components. Most of these questions imply gender and diversity considerations, but these are not explicitly reflected upon in the methodological overview. Indirectly, gender and diversity have always been part of any R2R analysis, yet there is a need for consistency throughout the R2R assessment(s) in line with the GFDRR’s priority to support inclusion aspects throughout the DRM project cycle. Hence, this document offers suggestions and guidance on interpreting assessment questions through a gender and social inclusion lens, as well as ways to underscore these considerations to bolster inclusive DRM planning. 3.   Throughout the framework, the gender and social inclusion lens is also expected to result in gender-sensitive and inclusive investment recommendations, benefiting the whole society of participating jurisdictions. Instead of selecting gender and inclusion investment opportunities only if a clear need arises from the analysis, the R2R approach prioritizes mainstreaming gender and diversity across identified investment needs and recommendations. This ensures that gender and diversity considerations become inherent aspects of the suggested system improvements, reducing the risk of isolation from other EP&R developments and potential disregard, particularly in cases of limited resources or lack of prioritization. Moreover, any DRM intervention should follow ethical guidelines to guarantee that no harm is caused, including the prevention of VAWG and minimizing harm to women and girls. Gender and socially inclusive considerations should be incorporated in the initial stages of all project planning. READY 2 RESPOND | 17 Enhancing Disaster Resilience in FCV Settings FCV countries often exhibit heightened vulnerability to disasters.5 Disasters stem from a combination of natural hazards, human and structural vulnerability, and human or structural exposure to hazards. The effects of FCV and disasters are often mutually reinforcing, creating a cycle of human vulnerability. Climate change, increased urbanization, and escalating poverty are anticipated to complicate this relationship, fueling intensified violence alongside more frequent and impactful natural hazards. There are differences depending on the type and intensity of the FCV situation in given countries. In countries with open conflict, low humanitarian access, and lack of security, EP&R efforts are often hindered. In jurisdictions characterized by social and institutional fragility, political interference, insufficient community engagement, and distrust in local and national authorities can impede effective EP&R systems. Despite these constraints, strengthening EP&R can be an effective measure to alleviate some FCV root causes. Recent analysis of the WB portfolio of DRM projects in FCV countries has indicated the difficulties of integrating this nexus into operational models,6 simultaneously underlining the need to address disaster risks at the same time as drivers of fragility and conflict. The ways in which we reduce risk, prepare, and respond to disasters can both trigger and amplify conflicts. However, these situations also present an opportunity to reduce conflicts, foster cooperation, and contribute to creating the conditions for peace. DRM provides a chance to extend response, recovery, and reconstruction phases into longer-term and broader risk-reduction and resilience- building endeavors. At the same time, FCV-affected settings may already be familiar with international support systems and crisis coordination mechanisms, and populations may also exhibit heightened awareness regarding coping strategies, such as selling productive assets, for shocks and risks. This familiarity may create an environment conducive to EP&R and contribute to creating the conditions for peace. The R2R methodology is an effective tool to address EP&R capacity in FCV-affected settings because it encourages conflict-sensitive assessments of EP&R capacities, including assessing the government’s horizontal coordination with international partners and the gaps in service delivery which may be filled by various non- government stakeholders. R2R assessments in FCV settings need to reflect this complex relationship and must be context- and FCV-sensitive to understand the intersection between disaster and FCV risks. The disaster-FCV nexus needs to be explicitly considered throughout the five R2R components to ensure sustainability of the suggested investment recommendations. Building operational and technical capacity will help to scale up DRM investments in FCV countries and increase development finance in support of disaster resilience. The complex relationship between disaster and FCV quickly becomes apparent in the different components of the R2R diagnostic tool. Legal and institutional frameworks need to anticipate all types of risks and disasters, including those from natural hazards and human activity. However, the occurrence of violence and conflict in a country may weaken the capacity of governments and local institutions to prioritize and deliver EP&R, further compounded by the ambiguity in roles and responsibilities that often exists across different government actors. For 5. Peters, K. (2017). “The next frontier for disaster risk reduction: Tackling disasters in fragile and conflict-affected contexts.” Research Paper. London: ODI. https://www.odi.org/publications/10952-next-frontier-disaster-risk- reduction-tackling-disasters-fragile-and conflict-affected-contexts. 6. A Review of Disaster Risk Management for Fragility, Conflict and Violence Countries in the World Bank Portfolio, July 2023. READY 2 RESPOND | 18 instance, in contexts characterized by an ongoing state-building process or the absence of a stable political settlement, there may be absent, parallel, or unclear processes for EP&R. In the absence of trust, transparency, and clear communication, the component on information is difficult to judge in times of disaster, yet advances in this area might contribute to confidence-building measures. Challenges around security and access to facilities can hinder the effectiveness of EP&R actors in responding to disasters across the country, although warehouse and shelter capacity may already be established in FCV settings due to existing humanitarian needs. International support in a variety of sectors, especially health, water and sanitation, and food can temporarily increase the available capacities to respond to emergencies, yet this type of foreign support is not expected to be sustainable. Finally, personnel in FCV settings often have greater exposure to international support coordination structures, particularly in contexts where large international organizations are present, although this dynamic can vary significantly, as seen in countries like Libya and Syria. There may also be fewer opportunities for inter-agency training and exercises and for effective validation and planning processes. Security concerns may also result in hesitancy for international relief to enter the country. FCV considerations should be included in the implementation of the R2R in the three following ways: 1. The integration of considerations of FCV settings is particularly critical when selecting information sources. This relates not only to the quantity and variety of information sources but also to the commitment to maintaining high professional standards in methodological rigor and ensuring objectivity while avoiding bias in a politically sensitive environment. In addition to documents from national actors, an R2R in an FCV setting will have to consult a wide range of secondary literature produced by international and regional actors. On the one hand, this amount of available information is expected to be larger than in non-FCV settings, as it is likely that humanitarian, development, and security actors operating in the country will undertake recurring assessments and produce regular reports and updates. On the other hand, massive data gaps in FCV settings, particularly with regard to vulnerability data and locally informed perceptions of disaster risk, may exist because household data cannot be gathered due to security restrictions. Moreover, it is critical to acknowledge the difficulty in accessing many FCV environments, particularly in higher-intensity conflict settings characterized by limited, contested, or absent government control. These constraints significantly impact the stakeholder engagement process, as World Bank teams, firms, partners, and even government stakeholders often face barriers to direct engagement. Given these challenges, teams must be flexible and adjust their engagement strategies accordingly. Leveraging digital tools and employing advanced data collection methods, such as high-frequency phone surveys, remote sensing technology, and GIS mapping, can help overcome these barriers. These technologies enable the collection of real-time data, even in otherwise inaccessible areas, thereby enhancing the comprehensiveness and accuracy of assessments. Additionally, the R2R process will need to consult staff members from international and regional organizations operating within the jurisdiction to gain deeper insights and ensure that data gaps are addressed as fully as possible. READY 2 RESPOND | 19 Establishing stronger mechanisms for integrating local knowledge and community-based observations and leveraging development partners’ data will ensure more accurate and context-sensitive information. This integration will help bridge the gap between on-the-ground realities and broader data sets, thus providing a more nuanced understanding of the situation. In certain instances, the responsibilities of international actors might surpass those of national entities, since they support local structures or, in some cases, assume EP&R responsibilities. This is particularly evident in areas like shelter or warehouse management in refugee settings. As a result, it is advised to score national and international capacities in parallel to understand these different layers and the connections. A dual assessment of selected indicators should detect any potential disparities between externally funded EP&R capacities, which might be effective but disconnected from the national system, and the actual EP&R capabilities of the national and local system carried, financed, and owned by the jurisdiction. In this context, it would be valuable to include DRM officers or relevant officials at the sub-national level, as their insights could provide local perspectives that may differ from those of national-level actors, who may reference plans that may not function the same way on the ground. This exercise is expected to provide recommendations in terms of sustainability and to identify those areas where targeted support could prove advantageous to connect both layers and to transform internationally driven capacities into an integral element of a sustainable EP&R system and locally led processes. When conducting an R2R in FCV-affected settings, the focus of selected criteria, indicators, and attributes will need to be altered to reflect the context and actual capacities of national and local EP&R actors. Rather than changing the nature of the questions, it is about highlighting certain areas and nuancing data collection to ensure that the tool remains realistic in the specific FCV setting. For example, this could include disaggregating data by ethnic or tribal demographics that are relevant to the conflict setting. Employing a fragility lens shapes a better understanding of the local context so that DRM projects meet the needs of local communities, are sustainable, and effectively prepare for and respond to disasters. Ensuring that local communities (especially marginalized groups) are actively involved in project planning and implementation—for example, by establishing community advisory boards and conducting participatory risk assessments—will ensure that the DRM strategies are more inclusive, transparent, sustainable, and reflective of local needs. 2. An R2R in an FCV context will have to start from an in-depth understanding of FCV drivers, including through consultation of conflict analysis and overall stakeholder mapping. It is particularly important to engage across different levels of government (e.g., national, regional, local) to understand the distinct roles of various actors and to build capacity and clear inter-governmental processes for EP&R. This approach can also ensure that the R2R is effectively leveraged to strengthen inter-governmental relations, especially in contexts characterized by intra-state contestation and center- periphery tensions. To enhance practicality, it may be advisable to recommend a conflict analysis concurrently with the DRM analysis. This approach would facilitate the integration of both aspects into the R2R methodology utilized in FCV countries. Where possible, it is recommended to draw on existing FCV diagnostics, such as Risk and Resilience Assessments (RRAs), at an early stage READY 2 RESPOND | 20 to better understand the operating context in FCV settings. RRAs provide a candid analysis of both structural and contemporary FCV dynamics, offering a framework to conceptualize the drivers of FCV and sources of resilience. When integrating tailored FCV sensitivity into country-level R2Rs, RRAs can serve as a valuable starting point for understanding deep-seated and context-specific challenges that are likely to impact EP&R, such as marginalization and grievances of certain groups, intercommunal conflict, elite contestation, weak state legitimacy, and spatial conflict dynamics. The diversity among FCV settings means that nuances in assessment may vary accordingly. Comprehending the reasons behind assigning negative scores to certain indicators is expected to add value to the R2R and uncover any potential constraints for advancing the system further. 3. Finally, the analysis and investment recommendations need to be built on an understanding of the different risk factors and underlying FCV dynamics. EP&R investment should be linked to broader peacebuilding efforts to highlight how risk reduction can support conflict resolution and social cohesion, creating a more stable and resilient environment. Given that funding for DRM in FCV settings is restricted by various real and perceived barriers, it is imperative that the investment plan be meticulously crafted. This starts with carefully targeting the investment recommendations to actors who have the actual capacities to implement the projects. To underscore the importance of legal and institutional DRM frameworks, particularly in FCV settings, it is crucial to develop detailed capacity-building programs tailored specifically to the needs of institutions in these contexts. This approach acknowledges the often- weakened capacities in FCV settings and aims to strengthen them effectively. These programs should focus on technical skills, leadership, transparency, and decision-making capabilities. Furthermore, developing business continuity planning for critical sectors as well as implementing resilience planning, including scenario-based training exercises, will prepare institutions for various conflict and disaster scenarios, thereby enhancing their operational readiness. In certain scenarios, this role may be fulfilled by international actors. Moreover, it is crucial that investment recommendations are deliberately aligned with existing or planned programs of other international actors. In this context, it can also be expected that the overall investment plan will be relevant for the international and regional community at large and serve as an inspiration or confirmation of intended activities. Sustainability holds even greater significance in FCV settings. Therefore, investments should be recommended for areas where results be resilient to ongoing violence and conflict. Developing monitoring and evaluation indicators tailored to FCV contexts will allow for the measurement of not just the outcomes of EP&R interventions but also their impact on conflict dynamics and community resilience. Establishing strong feedback mechanisms will facilitate continuous learning and adaptation EP&R based on real-time data and community input, ensuring that interventions remain relevant in a changing environment 4. At a bare minimum, DRM interventions should not further exacerbate FCV risks. In addition, implementing an R2R in a FCV context brings along practical challenges, including weak institutional capacity to accompany the process, security concerns affecting field visits and staff safety, data scarcity, political instability, and staff turnover, all of which impact an assessment’s success. READY 2 RESPOND | 21 Partnerships will be essential to conduct R2R assessments and to systematically integrate the disaster-FCV nexus. Lessons Learned from the COVID-19 Pandemic The experience of responding to the COVID-19 crisis in many countries has highlighted the inadequate level of preparedness for health emergencies. As the world prepared for furture pandemics and shocks, EP&R capacity will become more critical than ever. Countries will need, inter alia, to expand, develop, and update their emergency and continuity plans and response protocols; prepare appropriate policy and legal instruments; improve coordination and communications mechanisms; improve engagement with local organizations and communities; and mobilize and stock resources. All of this will require further investments to enhance countries’ EP&R capacities, alongside investments in the health sector. International support coordination, supply chains, networks, and coordination should be considered in strengthening a country’s preparedness. It is important to recognize that disease outbreaks have distinct features that set them apart from other crises, including their duration, the public health measures required to contain transmission, and the profound economic and social impacts they can have. These may include closing schools, imposing travel and trade restrictions, and other severe disruptions to economic activity. Disease outbreaks also have a significant potential for disinformation, which can complicate response efforts. Additionally, the critical importance of health products—such as diagnostics, therapeutics, and vaccines—often becomes a central challenge, particularly when these resources are scarce or prohibitively expensive. Reflecting these differences, most countries will have institutions and actors that are specifically focused on preparing for and responding to disease outbreaks, including national public health institutes, laboratories, regional and sub-regional bodies, and others. These capacities play a vital role in determining the trajectory of an outbreak, as well as the associated social and economic costs. However, they often interface and overlap with broader EP&R actors to some extent, but not always as effectively or extensively as is necessary. Moreover, climate and disaster risks do not halt during a pandemic, and numerous recent crises have highlighted the need to plan for dual emergencies with possible cascading effects. Health system preparedness needs to be closely coordinated with a country’s overall EP&R systems. The need is most pronounced in post-disaster situations when multi-sectoral issues must be addressed simultaneously, including meeting basic needs such as access to clean water, food and shelter, and the delivery of essential public services such as protection and security, social safety nets, and health care. These efforts must be inclusive of vulnerable groups. Effective coordination at the interface of systems and agencies that are usually detached is particularly important. For instance, coordinating the dispatch of first responders with the capacity of health care facilities is crucial for enabling an effective emergency response. In this context, the R2R tool can be used to assess health-related aspects of EP&R systems as well as the integration and coordination of the health care and EP&R systems at national and local levels. Aspects that can be included are how emergency operation centers (EOCs), emergency call centers, and first responders interface with the health system (emergency medical vehicles, health facilities, etc.) and the capability of the health sector to monitor, prepare for, and respond to health-related hazards and potential health emergencies. Other key areas to assess include the systems’ actual operations (such as dispatch and field operations), looking at coordination protocols, READY 2 RESPOND | 22 standard operating procedures (SOPs), and emergency response and government continuity plans. Further, some aspects related to health facilities, equipment, personnel, and medical supplies can be included in an R2R. The COVID-19 pandemic has underscored the importance of adopting a systemic analysis approach to effectively tackle the health crisis and its compounding effects. Emergency responders and policymakers recognized that addressing COVID-19 required a comprehensive strategy that integrated pandemic response into broader EP&R structures. In some countries, efforts to manage the pandemic as a distinct crisis led to the creation of new roles, responsibilities, and coordination frameworks. However, this sometimes caused confusion among EP&R actors, with existing emergency response plans being overlooked, resulting in ineffective and insufficient responses. Despite the lessons learned, these insights have yet to be fully integrated into EP&R systems at local, national, and international levels. This highlights the crucial role that tools like the R2R can play in distilling these lessons and best practices and assimilating them into the system’s ongoing evolution. EP&R analysts must recognize the need for a holistic approach and draw informed conclusions for future investment planning. Community-Based Disaster Risk Management A growing area of focus for the GFDRR that the R2R can encapsulate is community- based disaster risk management (CBDRM), a method that both originates from and is organized by local communities. One of the key aspects of successful CBDRM is maintaining interest in and motivation for DRM at the community level and incorporating CBDRM approaches at the national policy level. Communities are the first affected and the first to respond to hazard impact. An all- inclusive EP&R system provides a structure to engage actors at various levels, ranging from the national to local. Improving communities’ preparedness and resilience may be achieved through accessible and regular training and capacity-building formats managed by different civil protection actors. Empowering communities through enhanced risk understanding and knowledge of short-term preparedness measures for self-protection carries the potential to significantly reduce disaster response time and establish local awareness to build resilience. These programs can focus on training, education, awareness, and communication, and can be delivered by local NGOs, the Red Cross, the private sector, and other NGOs with strong community outreach. Other initiatives may include simulation exercises and disaster risk awareness campaigns, evacuation drills, shelters, and setting-up volunteer community resilience support groups. For communities to take responsibility locally, these programs should be informed by local knowledge. In this context, the R2R can be used to assess how communities and community-based organizations (CBOs) fulfill their roles in EP&R across the five components. In addition to the aforementioned programs, the R2R could include dynamic community-based disaster risk assessments in coordination with CBOs to review and provide recommendations for improvements in the following key components of CBDRM: 1) institutional arrangements for CBDRM between local and national levels of government, as well as between government agencies, CBOs, NGOs, and the private sector; 2) community-based early warning systems (EWSs); and 3) community-based contingency planning, including response, recovery, rehabilitation, and reconstruction. READY 2 RESPOND | 23 4. ENGAGEMENT PROCESS Work with the client begins with conversations that scope the opportunity based on the EP&R Conceptual Framework (five components). Then, based on the government’s interest, country context, the current system’s level of development, and the specific stage of the project cycle (for example, identification, preparation, or implementation), a lessons learned exercise (LLE) may be initiated to inform a project concept note and other uses, or alternatively, a more comprehensive R2R assessment may be conducted to inform a Project Appraisal Document (PAD) or other uses. Typically, the LLE serves as the first stage of engagement to build interest in EP&R investments and leads into a full R2R diagnostic assessment. Other times, countries may move directly toward an R2R diagnostic assessment. There are a number of minimum requirements to conduct a successful R2R process: Figure 3: Minimum requirements in conducting a successful R2R process. Ownership of the R2R Open discussions about Implementation of the by the jurisdiction, expectations for R2R by experienced facilitated by a WB TTL investment opportunities EP&R analysts in an working closely after the R2R ethical manner together Practical feasibility of Exploration of Validation of investment the assessment in complementarity with recommendations and terms of security and other international and assessment findings availability of data regional actors 5. PROCESS OUTLINE The R2R provides an objective, data-driven foundation for TTLs to engage country counterparts’ decision-makers on EP&R development projects. The timeframe for completion of the diagnostic process—comprising data collection, using literature review and key informant interviews and analyses—is anticipated to be three to six months, including delivery of the final report. Total costs, excluding support from the EP&R program but including all expenses relating to the R2R consultants, are typically between US$120,000 and US$170,000. Although the outline below and overall user guide describes the implementation process for a full R2R, it is important to note that the process and diagnostic can be adapted to the country context based on the jurisdiction’s needs. In some cases, only one or a few components of the EP&R Conceptual Framework have undergone analysis in order to produce a more focused diagnostic report to address crucial issues identified by the government. A modified R2R may require a shorter timeline and fewer resources. Indicative breakdowns of cost and time for the R2R diagnostic assessment can change depending on FCV levels in a country. For example, if an in-person mission is not possible due to ongoing conflict, costs may be lower; on the other hand, if critical data is missing, the assignment may READY 2 RESPOND | 24 take longer to collect data remotely or through third parties such as NGOs or participatory approaches. Based on the specific stage of the project cycle (identification, preparation, or implementation) or WB engagement in the country, the output of this process may inform a lending operation or technical assistance program. During the COVID-19 pandemic, the R2R continued to be a powerful product. Remote assessments using video conferencing tools are possible when travel remains limited or restricted. The process outlined below can be adapted accordingly. The R2R diagnostic process will typically follow a four-phase approach, conducted by a selected firm or consultants. The EP&R program can support the TTL in selecting the firm or consultants, utilizing market research that the program conducted to identify domestic, regional, and international high-quality firms and individual consultants with capacity to complete the work. The EP&R program will support the identification and hiring of consultants using this carefully selected cadre of experts, with qualified experience across sectors, skills, and regions. For R2R in FCV countries, it is critical that the firm have experience in EP&R in FCV environments. A suggested ToR is included in the appendixes of this guide. Once the R2R firm is selected, it will follow the following four-phase approach, with the TTL managing and coordinating and technical support from the EP&R program, as needed: Figure 4: R2R Four-Phase Approach Pre-Mission Mission and Data Data Validation, EP&R Investment Preparations Collection Analysis, & EP&R Plan & Discussion Diagnostic Report Support Phase 1: Pre-Mission Preparations Task 1.1: Conduct Literature Review ◆  The R2R consultants will conduct a brief review of academic and gray literature to explore the background of the country’s EP&R system and consider emerging insights that may highlight opportunities for improvement. This will include reviewing existing documentation on recent disaster events (disaster assessments, lessons learned, disaster inventory, etc.), EP&R legal and policy framework, existing emergency/contingency plans, and SOPs as well as any gaps in EP&R coverage for different societal groups. If the country is experiencing conflict or fragility, appropriate literature should be reviewed that provides insight on the drivers of conflict and fragility and on the intersection of FCV and disaster risks, if any, in the country. ◆  During the pre-mission phase, and prior to data collection, the R2R firm should conduct hazard identification and a preliminary risk assessment by determining the main natural or anthropogenic hazards affecting the jurisdiction to assist with scoping the diagnostic effort. The World Bank’s GFDRR may be able to assist this scoping in collaboration with other information sources available to the government counterpart. READY 2 RESPOND | 25 Task 1.2: Mission Planning ◆  The R2R firm will collaboratively engage in discussion with the government and the World Bank TTL and utilize insights produced from the aforementioned literature review (Task 1.1) to inform mission planning. This approach will ensure the mission creates the best opportunities for information gathering related to the initial assessment. Given the potential complexities in FCV countries, exacerbated by rapid changes in the security situation, the R2R firm will also explore the possibility of conducting portions of the mission remotely, drawing on lessons learned from the COVID-19 pandemic as a proactive measure to mitigate delays. The TTL will review the list of meetings to be solicited on behalf of the consultants and approve the final mission agenda. Phase 2: Mission and Data Collection ◆  The R2R firm will complete an approximately two-week mission in the country (or remotely if travel is restricted), including visiting key areas as identified in Task 1. The mission objective will be to collect the needed data using the forms and guidance provided in this user guide. This will include participating in a project initiation meeting coordinated by the TTL and then gathering and collating the data to complete the diagnostic assessment. ◆  To address the challenges of accessing reliable data in FCV settings while addressing the need for nearly real-time information critical for decision-making and intervention planning, the R2R firm should employ further data collection methods, including technologies such as satellite imagery and drones for data gathering, which provide extensive and timely information, particularly in hard- to-reach or hazardous areas. Mechanisms for near real-time data processing and analysis, such as rapid data transmission, cloud computing, and automated processing, are essential for making informed decisions promptly. Adapting to travel restrictions and security concerns by facilitating remote work through virtual meetings, leveraging local partnerships, and utilizing digital platforms for collaboration is also recommended. Finally, maintaining flexibility in methodologies and implementing robust risk management strategies ensures readiness to adjust to dynamic security situations and varying data availability in FCV environments. ◆  Interviews will be conducted with a broad range of relevant stakeholders, as determined by the pre-mission planning and guided by the proposed interview list in the Field Guidance section of this user guide. Local knowledge from communities and stakeholders should be integrated into data collection efforts to supplement formal data sources where information is scarce. Collaboration with development partners, NGOs, and government agencies is crucial for accessing existing data and gaining contextual understanding. Phase 3: Data Validation & Analysis and EP&R Diagnostic Report Task 3.1: Initial Diagnostic Report ◆  All data gathered from the initial collection effort will be validated by the government counterparts for accuracy, understanding, and completeness. This READY 2 RESPOND | 26 may involve follow-up contact with interviewees by phone or email or in person, depending on the context and timing. This data validation will be completed by the R2R firm in coordination with World Bank staff or others engaged in the coordination of the R2R diagnostic assessment. ◆  A full spectrum or focused modular analysis will be completed using all available data collected through data collection and validation. Any additional reports or studies noted by participants will also be considered to contextualize the analysis and initial findings of the diagnostic. ◆  Initial findings in a draft report will be discussed with the World Bank TTL and country counterparts, including overall system strengths, areas that may benefit from further analysis, and particularly those opportunities that may require limited targeted funding to reach a “tipping point” for certain EP&R system capabilities. Task 3.2: Final Diagnostic Report ◆  With initial findings discussed, the diagnostic results will be formalized in a detailed report including notable “tipping point” development opportunities, summaries for each of the five R2R components, and summary profile infographics like the example in Appendix 9. ◆  Digital copies of the report will be provided to the World Bank TTL and EP&R program and will be accompanied by a summary slide deck of the diagnostic findings. Phase 4: EP&R Investment Plan and Discussion Support ◆  Based on the identified gaps and the actionable recommendations, the R2R firm will consolidate a sequenced investment plan to improve the EP&R system. The investment plan will specify the expected objectives and propose concrete measures to achieve those in the short, medium, and long term. Attention will be given to providing detailed cost estimates and specifying key stakeholders associated with each action. The cost estimates are usually based on financial requirements and needs assessments provided by the respective EP&R actors in the country matched with international good practices and financial cost expectations. Cost estimates should be comprehensive, including material, consultancy costs, travel costs, and requirements to assure sustainability of the material provided. ◆  Given the context-specific nature of the investment plan, it will offer options tailored to different scenarios. For instance, in highly volatile contexts, the plan could include distinct strategies for different eventualities, such as the extension or reduction of conflict, or an anticipated influx of refugees. In FCV settings, the investment plan should be designed considering FCV challenges and how the proposed measures can alleviate FCV symptoms. The plan should include a monitoring and evaluation framework, which, in the case of FCV countries, should measure outcomes addressing FCV symptoms, such as community resilience and restoration of the social contract. In these complex contexts, monitoring and evaluation frameworks need to be dynamic tools that enable the investment plan to adapt to the changing situation. READY 2 RESPOND | 27 ◆  At the TTL’s request, the R2R firm, EP&R team, or others engaged in coordination of the diagnostic assessment will be available to support follow-on discussions with country counterparts or potential donors to ensure clarity surrounding the data collection process, analysis, and findings. 6. IMPLEMENTATION GUIDANCE DOCUMENTS LIST Component Workbooks Field workbooks are provided for each of the five R2R components examined as part of the diagnostic process. Each workbook Excel file contains an information summary sheet as well as individual packages for each of the four diagnostic criteria that make up the components. For field application, interviewers may consider printing the appropriate workbooks for use during each interview. Alternatively, if data is collected digitally, the workbooks may be saved electronically as separate files for subsequent analysis using the following file convention: ◆  R2R_Year_Country_Jurisdiction_Dept. or Ministry/NGO/Company/CBO Name_ ParticipantName.doc In practice, a file name may appear as the following: ◆  R2R_2018_Nepal_LalitpurMetroCity_FinanceDept_MrXxxxXxxxxxxxx.doc Terms of Reference for R2R Firm (or Consultants) Suggested ToRs for use in service procurement have been included in Appendix 1 for procuring a firm or consultant(s) for the four-phase implementation of the diagnostic assessment. TTLs should modify these ToRs to the project context or develop distinct ToRs for their purposes should the need arise. The EP&R program is also well positioned to support the designation and hiring of consultants through a well-maintained database. Diagnostic Summary Profile Sample To ensure consistency in reporting and to improve communication of diagnostic results, an indicative summary profile is provided in Appendix 9. The R2R diagnostic will provide similar infographics, figures, and tables in the final report to ensure results are easy to interpret and at the right level of detail to support project development discussions. Furthermore, the EP&R program will review the reports delivered to ensure a consistent and high-quality standard and to inform continuous improvement of the R2R diagnostic tool and operational evaluation. The EP&R program will compile the results of the diagnostics and will conduct comparison analyses across countries and time. This allows the program to help governments manage and track their improvement plans over time. READY 2 RESPOND | 28 7. FIELD GUIDANCE The following technical guidance and considerations are intended to guide, but not constrain, the implementation of the R2R diagnostic tool in Phases One (pre-mission preparations) and Two (mission and data collection). The guidance ensures consistent application regardless of the World Bank region or government scale to which the diagnostic tool is being applied. For additional guidance and interpretation during the diagnostic operations, please contact the GFDRR. Suggested Task List The list of tasks is indicative of a typical R2R diagnostic process: ◆  Establish the list of primary contacts within the World Bank and the applicable jurisdiction. ◆  Develop a list of interviewees within the jurisdiction and those that support the jurisdiction, including other levels of government, private sector, NGOs, and community-based civil society organizations involved in EP&R. Interviews with representatives of international organizations that support the EP&R developments of the jurisdiction should be considered. ◆  Through the regional World Bank team or the World Bank Country Management Unit, create a practical interview schedule that maximizes access to desired interviewees on a one-on-one basis. ◆  A minimum of two working days prior to each interview, circulate a PDF of the applicable indicator interview sheets to the interviewee. ◆  Conduct interviews and record/store collected data appropriately. ◆  Note any areas of data deficiency, recommendations for completing the interview schedule, and any considerations for the data validation and analysis phase. ◆  Ensure all hard copies are safely stored and digital back-ups are created and shared with the World Bank TTL. Establishing the Interview Schedule ◆  The R2R consultants and World Bank TTL should collaboratively develop the interview schedule based on interviewee role considerations noted in the five component workbooks as well as local understanding of the jurisdiction. Interview sessions are to be limited to a maximum of two hours, introduction and closure included. ◆  Involvement of the local World Bank team is critical for establishing the schedule as well as for completing any interviews that may fall outside of the initial data collection window due to scheduling conflicts of required interviewees. ◆  Interviews should be scheduled such that adequate summary notes can be captured by the interviewer immediately following the interview to ensure critical detail is not lost and field insights are recorded. ◆  Whenever possible, individual interviews should be the primary method for gathering data. This will assist with more robust data capture and ensure all READY 2 RESPOND | 29 perspectives are noted. However, it is important to recognize that in certain contexts, individual interviews may not be the preferred method due to insecurity. Conducting consultations in such environments without attracting attention and jeopardizing respondents’ safety can be challenging. Conducting the Interviews ◆  When introducing the purpose and approach of the R2R, the interviewer should be clear that the collected information will be used to define the relative strengths of the EP&R system and the structure of investments being considered by the government. ◆  No individual will be able to adequately inform all aspects of a jurisdiction’s EP&R system. While questions should be focused, the interviewer’s goal should be to capture not only answers to specific questions, but also the views and ideas of those being interviewed even if the discussion extends beyond the specific questions being asked or the attribute assessed. ◆  Interviewees should be asked first to provide Yes/No answers to the targeted diagnostic questions (attributes) and then to elaborate on their position. If an interviewee appears to be uncertain about the answer, it should be recorded as “0” and identified as a follow-up item during the data validation phase. Positive answers should be recorded with a “1.” ◆  Whenever possible, interviews should be conducted in person and in a setting that is comfortable and convenient for the interviewee. ◆  Answers should be triangulated to ensure accuracy wherever possible, and more than one department/individual should be asked the same question. This will help reduce skewed results due to perceived versus real capacity. Several diagnostic indicator interview sheets may be required to capture information for a single indicator. In these cases, the indicator score should reflect the average score from all interviews, including the assessment’s reasoning. ◆  Summary notes and field insights from each interview should be captured prior to engaging in the next scheduled interview. Recording, Summarizing, and Storing Data ◆  If diagnostic interview data is collected using hard copies of the interview indicator forms, the data should be transferred daily to a digital format with a full backup on a second device or storage medium. The original hard copies should be safely stored and provided to the World Bank TTL upon request or upon provision of the final report. ◆  For each indicator, the interviewer should provide a summary of how the assessment was derived, as noted on the indicator summary form, to ensure transparency, objectivity, understanding, and replicable results. ◆  As indicated on each interview indicator form, the following information should be recorded prior to starting the interview: ◊  Name of interviewer and job title (including government department/ NGO/CBO or private company) of interviewee READY 2 RESPOND | 30 ◊  Date ◊  Location ◆  Upon completion of the mission (the diagnostic’s second phase), a digital copy of all collected data should be provided to the World Bank TTL. ◆  Once data is verified during the diagnostic’s third phase, a digital copy of the verified data set should be provided to the World Bank TTL. 8. BASELINE INTERVIEW LIST The following list should be considered as a baseline for the list of diagnostic interviewees as well as R2R diagnostic criteria (or certain indicators that fall within these criteria) that may best fit the identified roles. ◆  Additional positions and organizations, including NGOs and private sector, as well as appropriate diagnostic criteria, should be added or altered based on the particular context of the jurisdiction. ◆  Examples of NGOs that may be appropriate to consider for diagnostic interviews include national Red Cross/Red Crescent Societies, World Health Organization, development organizations, women’s organizations, organizations of persons with disabilities, and other NGOs. ◆  Additionally, outreach to CBOs should be considered to understand DRM that originates from and is organized by local communities. The form of CBOs has a vast range, but government counterparts or NGOs may be best positioned to identify key groups to contact. ◆  During a two-hour interview, a maximum of 80 out of 360 R2R attributes can be accurately assessed. Focused and preselected questionnaires are an essential tool of the interview approach to secure full coverage of the diagnostic and sufficient redundancy in the observations. Position or Government Department Potential Criteria Accountability and authority; financial preparedness; shelters and Head of Finance Dept. /Ministry open spaces Accountability and authority; financial preparedness; early warning systems; logistics warehouses and response stations; EOCs; Municipal Chief Administrative Officer international support coordination; emergency social services; community engagement; inclusion of marginalized groups in emergency preparedness and response Head of Planning Dept. /Ministry and Accountability and authority; information management systems; selected technical personnel early warning systems; geomatics; shelters and open spaces Head of Emergency Management Dept. / All Ministry and selected technical personnel READY 2 RESPOND | 31 Community engagement; information management systems; early warning systems; geomatics; training centers and capacity; logistics warehouses and response stations; shelters and open spaces; EOCs; Managers of EOCs incident organization structures; exercises and drills; training and knowledge-building; international support coordination; emergency social services; urban firefighting and technical rescue; hazard- specific response capacity; information/communications technology Community engagement; information management systems; early warning systems; geomatics; training centers and capacity; logistics warehouses and response stations; shelters and open spaces; EOCs; Chief of Police incident organization structures; exercises and drills; training and knowledge-building; emergency social services; urban firefighting and technical rescue; hazard-specific response capacity; information/ communications technology Community engagement; information management systems; early warning systems; geomatics; training centers and capacity; logistics warehouses and response stations; shelters and open spaces; EOCs; Chief of Fire Service incident organization structures; exercises and drills; training and knowledge-building; emergency social services; urban firefighting and technical rescue; hazard-specific response capacity; information/ communications technology Community engagement; information management systems; early warning systems; geomatics; training centers and capacity; logistics warehouses and response stations; shelters and open spaces; EOCs; Chief of Ambulance / Emergency Medical incident organization structures; exercises and drills; training and Services knowledge-building; emergency social services; urban firefighting and technical rescue; hazard-specific response capacity; information/ communications technology Accountability and authority; community engagement; information management systems; early warning systems; training centers and capacity; shelters and open spaces; EOCs; incident organization Head of a private tertiary health care structures; exercises and drills; training and knowledge building; facility international support coordination; emergency social services; urban firefighting and technical rescue; hazard-specific response capacity; information/communications technology Accountability and authority; community engagement; information Head of Dept./Ministries with hazard- management systems; early warning systems; geomatics; training specific accountabilities (Dept. of Forests centers and capacity; logistics warehouses and response stations; for Forest Fire Management, Ministries shelters and open spaces; EOCs; incident organization structures; with Hydrometeorology/ National exercises and drills; training and knowledge building; international Meteorological and Hydrological Services) support coordination; emergency social services; urban firefighting and selected technical personnel and technical rescue; hazard-specific response capacity; information/ communications technology Information/communications technology; information management Head of IT and GIS Dept. /Ministry and systems; early warning systems; geomatics; training enters and selected technical personnel capacity; shelters and open spaces; EOCs Head of Housing Dept. /Ministry and Shelters and open spaces selected technical personnel Head of Transportation Dept. /Ministry Shelters and open spaces and selected technical personnel Head of Transportation Dept. /Ministry Community engagement; emergency social services and selected technical personnel Head of Public Works Dept. /Ministry and Community engagement; shelters and open spaces; emergency selected technical personnel social services READY 2 RESPOND | 32 9. DIAGNOSTIC CRITERIA AND INDICATORS MAP Each indicator comprises five attributes that are not included in the table below. The full R2R diagnostic assessment holds 360 attributes or data points, as included in the component workbooks in Appendix 2. Component Criteria Indicator Component 1: Legal and 1.1 Accountability and Authority 1.1.1 Emergency preparedness and Institutional Framework response legislation 1.1.2 Expedited decision-making 1.1.3 Response planning requirements 1.1.4 Critical infrastructure assurance 1.2 Financial Preparedness 1.2.1 Ex ante response funding 1.2.2 Fast-track procurement 1.2.3 Financial protection strategy 1.2.4 Private insurance availability Component 2: Information 2.1 Community Engagement 2.1.1 Volunteer management 2.1.2 Public preparedness education 2.1.3 Community-led mitigation 2.1.4 Local leadership engagement 2.2 Early Warning Systems 2.2.1 Hazard monitoring 2.2.2 Information analysis 2.2.3 Active messaging 2.2.4 Warning dissemination 2.3 Information Management Systems 2.3.1 Inter-agency application 2.3.2 Early warning system integration 2.3.3 Maintenance programming 2.3.4 GIS data integration 2.4 Geomatics 2.4.1 Implementation capability 2.4.2 Geo-referenced hazard data 2.4.3 Geo-referenced vulnerability data 2.4.4 Public-private data sharing Component 3: Facilities 3.1 Emergency Operations Centers 3.1.1 Resilient systems 3.1.2 Mobile command posts 3.1.3 Activation procedures 3.1.4 Social media monitoring READY 2 RESPOND | 33 Component Criteria Indicator Component 3: Facilities 3.2 Training Centers 3.2.1 Personnel and equipment capacity 3.2.2 Multi-agency training 3.2.3 Maintenance programs 3.2.4 Location attributes 3.3.1 International aid reception 3.3 Logistics Warehouses and Response Stations 3.3.2 Warehousing networks 3.3.3 Specialized response facilities 3.3.4 Urban response stations 3.4 Shelters and Open Spaces 3.4.1 Temporary housing 3.4.2 Multi-function open space 3.4.3 Evacuation routes 3.4.4 Emergency shelter management Component 4: Equipment 4.1 Emergency Management Systems 4.1.1 Casualty care 4.1.2 Water/sanitation/health services 4.1.3 Vulnerable population support 4.1.4 Mortality management 4.2 Information/Communications 4.2.1 Radio capacity Technology 4.2.2 Systems interoperability 4.2.3 Broadband connectivity 4.2.4 Communication infrastructure 4.3 Hazard Specific Response Capacity 4.3.1 Wildland fire suppression 4.3.2 Flood and water-related emergency 4.3.3 Structural collapse management 4.3.4 Hazardous materials mitigation 4.4 Urban Firefighting and Technical 4.4.1 Structural firefighting Rescue 4.4.2 Entrapment and extrication 4.4.3 Rope rescue 4.4.4 Confined space rescue READY 2 RESPOND | 34 Component Criteria Indicator Component 5: Personnel 5.1 Incident Organization Structure 5.1.1 Interagency policy direction 5.1.2 Multi-incident application 5.1.3 Operational resources 5.1.4 Functional role rosters 5.2 Training and Knowledge Building 5.2.1 Comprehensive programming 5.2.2 Knowledge management 5.2.3 Improvement methodology 5.2.4 Program quality assurance 5.3 Exercises and Drills 5.3.1 Centralized design 5.3.2 Inter-agency coordination 5.3.3 Response plan validation 5.3.4 Collaborative planning process 5.4 International Support Coordination 5.4.1 Central agency coordination 5.4.2 Aid reception and storage 5.4.3 Service standard application 5.4.4 Distribution logistics planning READY 2 RESPOND | 35 10. APPENDICES READY 2 RESPOND | 36 APPENDIX 1: TERMS OF REFERENCE FOR COMPLETION OF THE READY 2 RESPOND DIAGNOSTIC Terms of Reference (ToR) for a Consulting Firm for the Completion of the Ready 2 Respond Diagnostic World Bank Group Washington, D.C., USA Version: Month Day, Year Table of Contents 1.0 BACKGROUND AND CONTEXT �������������������������������������������������������������������������������������������������������������� 34 2.0 MONITORING AND EVALUATION �������������������������������������������������������������������������������������������������������� 34 3.0 RATIONALE AND OBJECTIVES���������������������������������������������������������������������������������������������������������������35 RATIONALE��������������������������������������������������������������������������������������������������������������������������������������������������������� 35 PROTECTING PUBLIC SAFETY��������������������������������������������������������������������������������������������������������������������������������35 BUILDING INSTITUTIONAL CAPACITY ��������������������������������������������������������������������������������������������������������������� 36 INCREASING CLIMATE CHANGE RESILIENCE����������������������������������������������������������������������������������������������� 36 SAFEGUARDING DEVELOPMENT ����������������������������������������������������������������������������������������������������������������������� 36 OBJECTIVE ��������������������������������������������������������������������������������������������������������������������������������������������������������� 36 4.0 SCOPE OF WORK �������������������������������������������������������������������������������������������������������������������������������������37 TASK LIST��������������������������������������������������������������������������������������������������������������������������������������������������������������������������� 38 DELIVERABLE LIST������������������������������������������������������������������������������������������������������������������������������������������������������� 39 5.0 IMPLEMENTATION ARRANGEMENTS��������������������������������������������������������������������������������������������������� 41 6.0 SELECTION PROCEDURE AND QUALIFICATIONS���������������������������������������������������������������������������� 41 7.0 STAFFING REQUIREMENTS �������������������������������������������������������������������������������������������������������������������� 42 8.0 DURATION OF ASSIGNMENT����������������������������������������������������������������������������������������������������������������� 43 9.0 PAYMENT SCHEDULE ������������������������������������������������������������������������������������������������������������������������������ 43 10.0 APPENDICES �������������������������������������������������������������������������������������������������������������������������������������������� 43 APPENDIX A: TASK SCHEDULE SUMMARY����������������������������������������������������������������������������������������������������� 43 APPENDIX B: DELIVERABLE SCHEDULE SUMMARY �������������������������������������������������������������������������������44 APPENDIX C: DELIVERABLES SUMMARY �������������������������������������������������������������������������������������������������������44 READY 2 RESPOND | 37 1.0 BACKGROUND AND CONTEXT The World Bank has provided funding to improve comprehensive understanding of the strengths and improvement opportunities for the emergency preparedness and response (EP&R) system in [insert jurisdiction name]. To gain an objective view of the EP&R system, the Ready2Respond (R2R) diagnostic tool will be utilized in close collaboration with the government to ensure contextual analysis and accuracy of results. The EP&R program is the World Bank’s key knowledge broker for EP&R investments. The program connects task teams with global consulting expertise to assist project design, provides access to specialized tools and project resources, and ensures continuous organizational improvement in disaster risk management (DRM). [The World Bank Task Team Lead or other staff should insert a paragraph with specific country context related to recent or historic hazard events, disasters, and more common emergency situations. Risk considerations should be highlighted including vulnerability of population (safety and economy) and vital public and private critical infrastructure.] The R2R diagnostic tool has been developed with input from international experts in each of the five component areas, as well as various World Bank Group staff and managers involved in DRM. Each component includes a set of criteria that address a particular aspect of a functional EP&R system within a jurisdiction. In turn, each criterion includes a set of four indicators, each with five key attributes that gauge the maturity of that aspect of the EP&R system. In total, the diagnostic tool examines 360 individual data points related to the strength of the EP&R system. An indicative summary profile from the completed diagnostic is provided in Appendix 9. The diagnostic tool will be completed and coordinated by the World Bank task teams with support from selected consultants in a collaborative effort with the government. Reports will be generated in coordination with the EP&R team as a component of global support offerings. This approach avoids the challenges associated with organizational self-assessment, which is demonstrated to generate significant data errors due to image management, introspective ability, and subject-matter understanding. Use of the R2R increases planning confidence for World Bank task team leaders (TTLs) as well as their jurisdictional counterparts and creates a stable platform based on quantifiable baselines to promote the emergence of constructive projects with immediate risk reduction applications. 2.0 MONITORING AND EVALUATION The overall expected outcome of the R2R is to establish an objective, quantifiable baseline assessment of the jurisdiction’s EP&R system. The associated analysis and subsequent report may be used for DRM project development, government capital expenditure, and program budget planning. Success will be measured along three performance criteria using their associated indicators and baseline values: 1.   Completion of Data Collection for the R2R Diagnostic Tool: ◊  Indicator 1.1 – Detailed data collection is complete and reflects multiple perspective inputs gained collaboratively from appropriate government agencies and partners involved in EP&R within the jurisdiction. READY 2 RESPOND | 38 ◊  Indicator 1.1 Baseline – Limited data has been gathered although various government reports and studies may be available to support data gathering and diagnostic interview schedules. ◊  Indicator 1.2 – The data has been collated and organized, including interview meta-data and assessment justifications. Original hard copies, if any, along with digital copies of all interview results have been provided to the R2R TTL or other identified World Bank project personnel. ◊  Indicator 1.2 Baseline – No data has been shared with the TTL or other identified World Bank project personnel 2.   Diagnostic Data Validation and Analysis. ◊  Indicator 2.1 – All collected data has been validated for accuracy, understanding, and completeness, and follow-up discussions with government officials or key partners have been concluded, as appropriate. ◊  Indicator 2.1 Baseline – No data has been received or validated. ◊  Indicator 2.2 – A full spectrum analysis of the validated data is complete, and initial findings have been discussed with the R2R TTL. At the TTL’s discretion, initial findings have also been discussed with country counterparts. ◊  Indicator 2.2 Baseline – No analysis has been completed. 3.   Report Development and Discussion Support ◊  Indicator 3.1 – Diagnostic results have been formalized in a structured and detailed report that has been reviewed and approved by the R2R TTL. Digital copies of the report have been provided. ◊  Indicator 3.1 Baseline – No report is available. 3.0 RATIONALE AND OBJECTIVES Rationale At present, the demand for World Bank-funded EP&R projects in [insert jurisdiction name] is increasing. [TTL or other Bank staff to provide additional project rationale based on current interest within the jurisdiction, including other disaster risk management projects, partner projects, and specific events driving the interest in EP&R.] While the demand within [insert jurisdiction name] for EP&R investment may be increasing, it is helpful to explore how this aspect of disaster risk reduction fits within the mission of the WB: Protecting Public Safety Protecting the public is a core responsibility of any government. It follows that the demonstrable, visible capacity of government for EP&R aids in establishing credibility for both elected officials and the civil service. Investments in EP&R capacity further the READY 2 RESPOND | 39 WB’s vision of being a stabilizing influence for government in developing nations. Building Institutional Capacity Effective preparedness planning and response operations requires strong coordination and information sharing vertically and horizontally within and across governments, as well as non-governmental organizations, private sector, and community engagement. As a result, EP&R projects improve intra- and inter-governmental collaboration and institutional capacity that spills over into other development sectors. In working to reduce disaster risk, the high visibility, high demand nature of EP&R projects can open the door to advancing less visible, albeit equally important, disaster risk reduction activities. Increasing Climate Change Resilience Considering the context of increasing uncertainty, “planning for the worst” must assume a central role in resilient development. Resilience is defined by the International Panel on Climate Change as “the ability of a system and its component parts to anticipate, absorb, accommodate or recover from the effects of a hazardous event in a timely and efficient manner, including through ensuring the preservation, restoration or improvement of its essential basic structures and functions” (IPCC 2012). Preparedness for such a hazard event is therefore a critical element of resilience. Greater preparedness enables an individual, community or institution to anticipate, absorb, and recover much faster than it would have done otherwise, thereby reducing the intensity and longevity of the hazard impacts. Given that climate change is leading to natural hazards becoming more intense and frequent, preparing for emergencies can be considered as resilience not only to disasters, but also to climate change. Safeguarding Development While a sound investment on its own, capacitating EP&R also supports the broader WB risk reduction effort and fundamental goal of eliminating poverty. According to a recent World Bank report, the impact of extreme natural disasters is equivalent to a global US$520 billion loss in annual consumption and forces some 26 million people into poverty each year. A functional response reduces felt consequences and enables rapid recovery, decreasing cumulative impacts to public safety and the economy. Therefore, ensuring capacity for emergency response protects WB investment across development sectors and the development gains that have resulted from those investments. EP&R capacity must keep pace with development and demographics to ensure these gains are not lost due to disaster and emergencies. A well capacitated EP&R system is the first line of defense for WB investments and country development. Objective The objective of this assignment is to provide technical support to the [insert jurisdiction name] in assessing and identifying systemic opportunities to develop and improve the overall EP&R system. This engagement will help inform future programs and investments in [insert jurisdiction name] system. Furthermore, the assessment will contribute to improving efficiency, avoiding duplication of efforts, and enhancing the benefits of collaboration among key government and emergency relief entities. READY 2 RESPOND | 40 The objective of these ToRs is to engage a qualified consulting firm with proven technical expertise and background in EP&R to support the World Bank in understanding the systemic opportunities to develop and improve the jurisdiction’s EP&R system. 4.0 SCOPE OF WORK This assignment aims to support the overall EP&R system in insert jurisdiction name. It will identify progress to date and ongoing gaps and make key recommendations to the government with an eye to strengthening the overall EP&R system. The final expected deliverables are capacity-building workshops, including training, exercise, and drills. Under each workshop, the consultants/firm will focus on potential areas for improvement within the EP&R system. The following diagram illustrates the criteria under each of these five components. In turn, each criterion includes a set of four indicators, each with five key attributes that gauge the maturity of that aspect of the EP&R system. In total, the diagnostic assessment examines 360 individual data points related to the strength of the EP&R system. EP&R System Core Components The analysis will include a stakeholder mapping of all the relevant stakeholders involved in EP&R and their respective roles, including current donor support. Among the key government agencies are: • [Insert list of key agencies of the jurisdiction] Among the key donors and relief agencies are: • [Insert list of key donors and relief agencies] READY 2 RESPOND | 41 Task List Task 1: Pre-Mission Preparations Task 1.1: Conduct Literature Review The consultants will conduct a brief review of academic and gray literature to explore the background of [insert jurisdiction name] EP&R system and consider emerging insights that may highlight opportunities for improvement. This will include reviewing existing documentation on recent disaster events (disaster assessments, lessons learned, disaster inventory, etc.), EP&R legal and policy framework, existing emergency/ contingency plans, and SOPs, as well as information about social groups that may need special considerations for the EP&R system, such as persons with disabilities, female- headed households, the elderly, etc. In countries with fragility, conflict, and violence, an important analysis will focus on understanding conflict and fragility drivers and how they intersect with disaster risks. Task 1.2: Mission Planning The consultants will collaboratively engage in discussion with the government and the World Bank TTL and utilize insights produced from the aforementioned literature review (Task 1.1) to inform mission planning. This approach will ensure the mission creates the best opportunities for information gathering related to the initial assessment. The TTL will review the list of meetings to be solicited on behalf of the consultants and approve the final mission agenda. Task 2: Mission and Data Collection Task 2.1: Complete Information Gathering The consultants will complete an approximately two-week mission in [insert name of jurisdiction], including visiting the capital and other key areas identified in Task 1.2. The mission objective will be to collect the needed data using the forms and guidance provided in the R2R Diagnostic User Guide. This will include participating in a project initiation meeting coordinated by the World Bank TTL and gathering and collating the data to complete the diagnostic assessment. Task 3: EP&R Diagnostic Report, Data Validation, and Analysis Task 3.1: Complete EP&R Initial Diagnostic Report The consultants will complete an initial diagnostic report addressing the elements mentioned in the scope of work using data collected during the mission and literature review. Focusing on policies, practices, facilities, equipment, personnel, and information systems, the report will identify progress to date, strengths of key stakeholders, and remaining gaps. The report will also put forward those opportunities that may require limited targeted funding to reach a “tipping point” for certain EP&R system capabilities. It will finally include actionable recommendations to address identified gaps. The initial report will be discussed with the World Bank TTL and country counterparts, which will provide suggestions for improvement and highlight areas that may benefit from further analysis. READY 2 RESPOND | 42 Task 3.2: Complete EP&R Final Diagnostic Report The report will build upon the initial findings and include significantly more detailed analysis. It will include, but not be limited to, a detailed analysis and summaries for each of the five components, summary profile infographics and tables to assist with communicating the detailed findings, notable “tipping point” opportunities, and actionable recommendations to improve the EP&R system. Task 4: EP&R Investment Plan and Discussion Support Based on the identified gaps and the actionable recommendations, the consultants will consolidate a sequenced investment plan to improve the EP&R system in [insert name of jurisdiction]. The investment plan will specify the expected objectives and propose concrete measures to achieve those in the short, medium, and long term. Attention will be given to providing detailed cost estimates and specifying key stakeholders associated with each action. Deliverable List Deliverable 1: Inception Report The report will: a) describe the understanding of the objectives and tasks, schedule, staffing, and project management approach; b) confirm understanding of the R2R Diagnostic User Guide and associated component workbooks; and c) lay out the control process, including the critical path, to ensure the project reaches its goals. This is due within two (2) weeks of project initiation. Deliverable 2: Data Collection Schedule and List of Interview Participants The report will identify the list of confirmed interview participants, including how multiple participants will be used for each indicator. The report will also provide details for each interview, such as participant name, interview location, time, and any associated details, such that a schedule for data collection is established and confirmed with both the World Bank TTL and the jurisdictional counterpart. The report is due within eight (8) weeks of project initiation. Deliverable 3: Diagnostic Consolidated Data Report The report will include all data (organized and collated) that is captured as part of the data collection and validation process. This may include digital and hard-copy interview indicator forms, criteria summary forms, summary notes and field insights, and any reports or studies used to provide additional context during data collection and validation. If engaged for support beyond data collection, the consulting firm may retain a copy of the consolidated data for exclusive project needs until the delivery of the final report. This report is due within twelve (12) weeks of project initiation. Deliverable 4: Initial Analysis Report The report will provide a full spectrum analysis and be completed using all available data collected through data collection and validation. Any additional reports or studies READY 2 RESPOND | 43 noted by participants will also be identified to contextualize the analysis and initial findings of the diagnostic. The report will be discussed with the World Bank TTL and country counterparts, including overall system strengths, areas that may benefit from further analysis, and particularly those opportunities that may require limited targeted funding to reach a “tipping point” for certain EP&R system capabilities. This report is due within twenty (20) weeks of project initiation. Deliverable 5: Ready 2 Respond Diagnostic Final Report The report will build upon the previously noted initial findings and include significantly more detailed analysis and breadth of findings. The diagnostic results will include, but not be limited to, notable “tipping point” opportunities, summaries for each of the five R2R components, and summary profile infographics. This report is due within twenty- six (26) weeks of project initiation. Deliverable 6: EP&R Investment Plan The investment plan will specify the expected objectives and propose concrete measures to achieve those in the short, medium, and long term. Attention will be given to providing detailed cost estimates and specifying key stakeholders associated with each action. The investment plan will consider multiple factors affecting the efficiency and effectiveness of the EP&R system, such as resource management, regional cross- organization coordination, and service quality. The plan will include preconditions for an effective EP&R system, independent of the quality of the equipment purchased, and key performance indicators that can be used in the context of a monitoring framework. Additionally, a procurement plan will be included as part of the investment plan with details to start procurement processes regarding the capacity needs identified. It should be structured as follows: ◆  goods: a catalog of relevant equipment technical specifications; ◆  works: detailed designs of any newly proposed infrastructure; ◆  services: ToRs of any follow-up analytical work and technical assistance required to develop SOPs, training programs, drills, etc. The procurement plan will include the calculation of operational and maintenance costs to ensure the procured equipment and goods function over the long term. Finally, the investment plan will include a return of investment analysis, including exploring the methodology used in the UNICEF/WFP Return on Investment for Emergency Preparedness Study. It is expected that the focus will be on quantitative evidence and will present analytics related to existing capacity and needs, as well as qualitative assessments. Deliverable 7: Final Workshop and Meetings A final workshop to present the final outcomes and products to the government will be offered. The presentation will lay out how the team came to its conclusions and suggest key steps; the key outcomes of the analysis will be explained with a slide show containing infographics, among other methods. The offer will also include meetings with key stakeholders and high-level representatives to discuss the final report. READY 2 RESPOND | 44 Deliverable 8: Executive Summary An executive summary of the outcomes of the analysis will be delivered for high-level personnel/minister-level individuals, combining key points of the EP&R report and the EP&R investment report for decision-makers. 5.0 IMPLEMENTATION ARRANGEMENTS The consulting firm will work closely with the World Bank TTL as well as EP&R specialists. Deliverable reports generated as per Section 4.0 and submitted to the TTL will also be shared by the consulting firm with project partners in parallel for review and consideration. The consulting firm is expected to join meetings on request by the TTL when needed and as coordinated by the TTL. At a minimum, the consulting firm will provide monthly updates, confirming project timelines are being met, to discuss both achieved and upcoming project deliverables. To ensure comprehensive input and timely direction to the consulting firm, the TTL will create a R2R Diagnostic Team consisting of a senior jurisdictional representative and EP&R specialist. Representatives from various organizations, agencies, and government departments that may contribute to the diagnostic process may also be asked to join the team as the TTL sees fit. This team may meet at least quarterly as from contracting of the consulting firm. Additional ad hoc meetings may be requested by the consulting firm to the TTL, as necessary. The TTL will provide the following administrative arrangements for the duration of the project: a.   Provide office space with internet connectivity and access to a printer for the consulting firm if necessary during periods of initial data collection and follow- up validation. b.   Provide timely review and approvals of various reports to ensure the project timelines are met and that the project is not delayed due to lack of direction. c.   Arrange meetings with all the relevant stakeholders to ensure timely government and partner engagement through diagnostic interviews. d.   Acceptance certificate will be issued upon fulfillment of the contract and delivery of the final R2R Diagnostic Report. 6.0 SELECTION PROCEDURE AND QUALIFICATIONS The consulting firm will be selected following the World Bank’s Guidelines: Selection and Use of Consulting Firm by the World Bank for Operational Purposes and the form of contract would be a complex lump sum contract. The selected consulting firm is expected to have proven expertise and broad experience with various elements of EP&R systems, experience with engaging senior government officials in developing nations, as well as formal interview and data management skills. Minimum qualifications of the consulting firm to be selected for the required READY 2 RESPOND | 45 assignment include: a.   More than five years of experience in the field of disaster or EP&R systems, including legal and institutional frameworks, information, facilities, equipment, and personnel. b.   The consulting firm should have a minimum annual financial turnover of US$200,000. c.   Demonstrated competency in conceptualization, formulation, and execution of EP&R projects. d.   A consulting firm’s team should have demonstrated expertise in the following fields: disaster management, emergency response planning and operations, data collection and management, interviewing, and remote data collection, etc. e.   In the case of FCV settings, previous experience with similar tasks in similar contexts is highly recommended. Likewise, in institutional fragile settings, knowledge of local stakeholders is particularly important. f.   Competency in business administration, management consulting, and project management. g.   Transparent and auditable procurement and documentation tracking system. h.   The consulting firm can be an international firm or a domestic-led strategic partnership with an international firm. In either case, the consulting firm should have offices in Washington, DC or within reasonable proximity to allow for regular face-to-face engagement with World Bank staff. The consulting firm must demonstrate familiarity with international best practices for disaster and emergency preparedness and response and must demonstrate the ability to tailor advice to the needs and context of various jurisdictions and levels of government. 7.0 STAFFING REQUIREMENTS The consultant should demonstrate the following advanced skill sets within its team as well as the indicative qualifications by individual and associated duration of each team member’s involvement in the project: ◆  project management ◆  database management ◆  field data collection and interviewing techniques ◆  EP&R systems ◆  disaster risk management ◆  critical infrastructure assurance and private sector roles in EP&R systems ◆  international development and government engagement ◆  data analysis and statistics ◆  report writing ◆  graphic design 8.0 DURATION OF ASSIGNMENT The duration of the contract is six (6) months from project initiation. The first three months will involve conceptualization, design, and field data collection. The following READY 2 RESPOND | 46 two (2) months will involve data validation and analysis and review of initial findings with the TTL. The final one (1) month will be dedicated to developing and submitting the final report, including any support discussions with the government counterparts requested by the TTL. This four-phase approach will be followed as outlined above in Section 4 – Scope of Work. 9.0 PAYMENT SCHEDULE The payment of the consultancy fee will be based on deliverables and contingent on approval of all deliverables associated with that time period. The basis of payment of the consultancy will be based on the agreed-on payment schedule. Sample Payment Schedule: 1.   Upon contract signing: 10 percent 2.   Upon delivery of literature review, list of meetings and mission agenda: 15 percent 3.   Upon government and World Bank sign-off of initial report: 35 percent 4.   Upon government and World Bank sign-off of final report and investment plan: 40 percent. Payments will be disbursed upon review and acceptance of each deliverable by the World Bank TTL. All payments will be made after verifying the consulting firm’s bill and following agreement by the client. The consulting firm will be paid consultancy fees every three months, beginning on the date of project initiation, in US dollars as per actual reporting and deployment based on quoted financial rates and the amount. The contract may be terminated at any stage, and the fee payable will be determined up to that stage. 10.0 APPENDICES Appendix A: Task Schedule Summary Task Project Month Task Title No. 1 2 3 4 5 6 1 Pre-Mission Preparations 2 Mission and Data Collection 3 Report Development, Data Validation, and Analysis 4 Investment Plan and Discussion Support READY 2 RESPOND | 47 Appendix B: Deliverable Schedule Summary Project Month Deliverable Task Title No. 1 2 3 4 5 6 1 Pre-Mission Preparations 2 Mission and Data Collection 3 Report Development, Data Validation, and Analysis 4 Investment Plan and Discussion Support 5 Ready2Respond Diagnostic Final Report 6 EP&R Investment Plan 7 Final Workshop and Meetings 8 Ready2Respond Diagnostic Final Report Appendix C: Deliverables Summary No. of No. of Output Output Title Frequency Due Date Hard Digital No. Copies Copies Within two (2) weeks of 1 Project Inception Report One time 1 2 project initiation Data Collection Schedule Within eight (8) weeks of 2 One time 1 2 and List of Interviews project initiation Diagnostic Consolidated Within twelve (12) weeks of 3 One time 1 2 Data Report project initiation Within twenty (20) weeks of 4 Initial Analysis Report One time 1 2 project initiation Ready 2 Respond Within twenty-six (26) 5 One time 1 2 Diagnostic Final Report weeks of project initiation Within twenty-six (26) 6 EP&R Investment Plan One time 1 2 weeks of project initiation Following delivery of final Final Workshop and report and investment 7 As requested N/A N/A Meetings plan, in a reasonable time frame Within twenty-six (26) 8 Executive Summary One time 1 2 weeks of project initiation READY 2 RESPOND | 48 APPENDIX 2: WORKBOOK (Separate Document) READY 2 RESPOND | 49 APPENDIX 3: CROSS-CUTTING CONSIDERATIONS FOR THE R2R QUESTIONS Past experiences have revealed inadequate emphasis on gender and inclusion and on issues specific to FCV settings within this list. Therefore, the following overview presents specific questions and examples addressing cross-cutting issues, such as gender and diversity, FCV, health, risk communication, and disaster risk finance (DRF), which can be incorporated when conducting an R2R assessment. This overview is not exhaustive but should be seen as inspirational. Some questions might be more relevant in some contexts than others, and in some settings, the mere asking of these questions aims to enhance awareness on the subject matter. Most of these considerations have been integrated into the workbook component; however, the team of consultants may be assisted by reading the more detailed considerations per indicators before data collection. Component 1. Legal and Institutional Framework 1.1 Criteria: Accountability & Authority 1.1.1 Indicator: EP&R Legislation • Does the national DRM policy (if applicable) incorporate and prescribe gender-sensitive approaches grounded in a human-rights approach? • Do DRM policies ensure the safety and well-being of persons with disabilities, and are disability inclusion policies and legislation connected with DRM programs and policies? • Does the legal EP&R framework (such as the DRM act) identify VAWG as a core area in DRM plans and actions before, during, and after a disaster? • Is there a multi-sectoral coordination system (disaster management, law enforcement, health authorities, and other relevant entities) to address VAWG? • Are accountabilities for EP&R actors clear in terms of gender-sensitive and inclusive disaster management, ensuring a consistent approach across all levels of legislation and policy? • Are conflict considerations integrated into disaster risk reduction (DRR) strategies, including business continuity during states of emergency? READY 2 RESPOND | 50 1.1.2 Indicator: Expedited Decision-Making • Are women engaged in EP&R decision-making roles and positions and can they meaningfully participate in all stages of EP&R, including planning, coordination, and decision-making processes, with their knowledge, perspectives, and leadership? • Do the established protocols for DRM (preparedness, emergency response, recovery) include guidance on how to address and mitigate the risk of VAWG and to ensure coordination between institutions working on DRM and those working on VAWG prevention and response? • Can diverse stakeholders, including marginalized groups, ethnic minorities, persons with disabilities, and older adults, be engaged in all stages of EP&R planning to ensure their perspectives and needs are incorporated into decision-making processes? 1.1.3 Indicator: Response Planning Requirements • Have women and diverse community members been invited to contribute to agency-specific operational response plans, including on stakeholder mapping, site planning, and identification of focal points? • Are agency-specific response plans based on participatory processes to address the needs of vulnerable groups with the aim of bringing about an effective response and comprehensive recovery? • Do response plans promote the participation of sectors, stakeholders, and community members from diverse backgrounds (for example, ethnicity, gender, disability status)? • Have EP&R plans considered that women and girls are at higher risk of physical and sexual violence in emergency settings and that adequate precautions and measures are needed to assist and protect them? 1.1.4 Indicator: Critical Infrastructure Assurance • Have marginalized groups, including women, persons with disabilities, and the elderly, participated in the identification of critical infrastructure? • In countries with several religions or ethnicities that are potential cause for tensions, have these groups been represented in the process? • Have human-caused risks for critical infrastructure in FCV settings been identified and appropriate mitigation measures and business continuity been considered? 1.2 Criteria: Financial Preparedness 1.2.1 Indicator: Ex ante Response Funding • Is the risk management strategy based on an understanding of the needs of marginalized groups in society, including women, persons with disabilities, and elderly people? READY 2 RESPOND | 51 • Do sovereign financial instruments focus on marginalized groups in society? • Are budgets planned for contingent liabilities at the various levels of governance in line with adaptative social protection mechanisms? • Do ex ante disaster funds foresee dedicated funds for Building Back Better? • In FCV countries, do ex ante disaster funds facilitate multiyear, consistent financing to support DRM over a longer period, while allowing for sufficient flexibility to adapt to the dynamic context? • In FCV settings, does the financial risk management strategy foresee a third party of non-traditional support to achieve expected DRM results? 1.2.2 Indicator: Fast-Track Procurement • Are emergency procurement systems and framework available to scale up social protection? • Do decentralized, fast-track response procedures exist to purchase specialized relief supplies designated for women and marginalized groups? • Are quotas designed and used to target women when allocating emergency support by selection criteria (for example, top-up transfer payments to unemployed and underemployed people with lower account balances in the social security system)? • Do procurement plans consider or include provisions for the purchase of disaster-specific emergency medications, such as those needed for waterborne diseases during flooding? 1.2.3 Indicator: Financial Protection Strategy • Does the financial management policy ensure equal access to assistance, in material form or through cash-based assistance, to marginalized groups, including female-headed households, persons with disabilities, unaccompanied minors, and ethnic and racial minorities? • Are gender norms considered for disbursement of goods and funds and do they address the related gaps (for example, by hiring more female insurance agents and financial intermediaries in countries where social norms restrict women’s interactions with male agents)? • Are physical, logistics, legal, cultural, or educational barriers removed which prevent women and adolescent girls from accessing social protection, post-disaster recovery assistance, and financial services (for example, gender norms that exclude them from certain types of work, discrimination against women in the workplace or marketplace, literacy, banking services)? • Are VAWG prevention and mitigation strategies incorporated into the policies, standards, and guidelines of livelihood, housing, and resilient reconstruction programs? READY 2 RESPOND | 52 • Are programs and projects prioritized targeting women’s financial needs and gender parity in access to finance and post-disaster financing (for example, maternal and child health cash transfers, childcare options in cash-for-work, a variety of payment modalities)? • Is a robust grievance redressal mechanism sensitive to the needs of women and marginalized populations developed and included in the financial protection strategy? • Is the enhanced inclusion of persons with disabilities in financial protection schemes facilitated, including identifying relevant qualifying criteria, while ensuring that government contingency funds for scaling up social protection schemes in emergencies include or target persons with disabilities or ensuring that damage and impact assessments include disability perspectives? 1.2.4 Indicator: Private Insurance Availability • Are financial and insurance products designed in a manner that meets women’s needs and preferences aligned with broader social protection programs and without any legal or cultural barriers? • Are insurance mechanisms designed in an inclusive manner, whereby women and their segments of the economy (for example, female farmers, fishery workers, informal employees) can access private insurance and when needed, can recover from economic losses from disasters, extreme weather events, and pandemics? • Are insurance products appropriate to identify and target groups that lack financial literacy? If not, do capacity development, training, and outreach and awareness campaigns target these groups? Component 2. Information 2.1 Criteria: Community Engagement 2.1.1 Indicator: Volunteer Management • Does the program for local volunteer emergency response include specific measures to promote the participation of women, such as gender-specific outreach measures or a quota for female volunteers? • Does the program for local volunteer emergency response include specific measures to promote the participation of persons with disabilities to increase the awareness on their needs and to ensure that effective assistance is provided to them during emergencies? • Are volunteers provided with compensation to ensure recognition of their contributions and acknowledgment of local knowledge? READY 2 RESPOND | 53 • Is the management of volunteers in line with the four levels of citizen engagements outlined in the Bank’s Strategic Framework for Citizen Engagement (informing, consulting, collaborating, and empowering citizens), depending on the available capacities in the jurisdiction, with the goal of fostering meaningful citizen engagement based on a two-way interaction? • Can the security and safety of volunteers be guaranteed while participating in EP&R activities, especially in FCV settings? 2.1.2 Indicator: Public Preparedness Education • Are local EP&R education programs prioritized in FCV settings which facilitate trust within societies and between the population and the government? • Are measures taken at the community level to address VAWG in disaster training and outreach activities focusing on women and girls to raise awareness of the risk of violence, especially in FCV settings? • Do community educational programs include messages on how women and girls can protect themselves and where to go for assistance, and that provide psychosocial support to address the emotional impacts that occur in a disaster event for people in the affected community? • Do community educational programs focus on how to prepare for disasters, emphasizing the right to a life free of violence before, during, and after disasters and the adverse effects that violence can have on the entire population’s recovery? • Do educational programs focus on disaster-specific health and disease outbreaks, tailored to local disaster risk profiles (for example, education on waterborne disease risks in frequently flooded areas, heat related injury, and the burden of disease in case of disasters in hot climate areas, etc.)? 2.1.3 Indicator: Community-Led Mitigation • Are ownership and sustainability of DRM initiatives promoted by integrating local perspectives on disaster risks? • Is community resilience built through investment in community- based participatory approaches to EP&R to empower residents to take an active role in building resilience? • Does community-led mitigation foster collaboration, solidarity, and mutual support among community members to strengthen social cohesion and resilience to disasters and to overcome fragile social contracts and social exclusion? • Are nature-based solutions designed and used to tackle climate- related risks in fragile environments to mobilize community involvement in environmental protection? • Are disability-inclusive scalable models identified, incorporated, replicated, and scaled up in community resilience programs? Where disability-inclusive DRR elements do not exist, are assessments undertaken to ensure that opportunities for disability inclusion are not missed? READY 2 RESPOND | 54 • Are DRM actors assisted in working collaboratively with community members with disabilities to achieve disability-inclusive DRM solutions? 2.1.4 Indicator: Local Leadership Engagement • Are local community and government staff trained in gender- sensitive DRM and VAWG prevention and response protocols in emergencies? • Do local communities have the freedom to use their funding to attend to their communities’ most pressing needs, enabling them to be flexible and effective in providing lifesaving support to their communities at large (trust-based grant making)? • Is the representation and participation of women in local DRM- related and watchdog committees promoted and facilitated so that women are meaningfully represented in the consultation and decision-making processes? • Is dedicated DRR training provided to women for emergency preparedness capacity? • Is the representation and participation of representatives of persons with disabilities in local DRM-related committees promoted and facilitated? 2.2 Criteria: Early Warning Systems 2.2.1 Indicator: Hazard Monitoring • Have marginalized populations been consulted in the design of the monitoring and surveillance system to define what hazards are relevant to local communities? • Is the monitoring/surveillance program designed to include the knowledge and observations of marginalized populations as information sources for arising and ongoing disasters? • Are protocols, accessible communication lines (for example, hotline), and capacities in place to collect information from marginalized populations, including for them to actively share their observations and feed these into the monitoring program in a timely manner? • Do the established protocols for EP&R include guidance on how to address and mitigate the risk of VAWG? Do they also include mechanisms to track and evaluate such activities? 2.2.2 Indicator: Information Analysis • Are data analysis and predictive event modeling designed to understand the expected impact on the local communities in a gender and inclusive manner, that is, different scenarios on what an event implies for different segments of the society? • Do data analysis systems use sex-disaggregated data to predict events? • Are risk assessments conducted that consider the differential impacts of emergencies on men, women, boys, and girls? READY 2 RESPOND | 55 • Can gender roles, responsibilities, and power dynamics be analyzed to influence vulnerability and resilience to various hazards? • Can information of institutions working on VAWG prevention and response be included in the analysis and inform the dissemination of early warning? • Are predictive event modeling procedures designed to consider violence and conflict dynamics, as well as existing vulnerability mapping stemming from these factors? • Are robust methodologies and guidelines developed for assessing and subsequently enhancing inclusivity of EWSs? 2.2.3 Indicator: Active Messaging • Is the EWS designed from the ground up in a manner that is accessible and effective for everyone, regardless of their location? • Does the EWS translate combined hazard and vulnerability information into timely decisions, requiring scientific data to be transformed into meaningful, actionable messages? • Is the EWS linked with risk communication at large, enabling a continuous, multidirectional flow of information and ensuring that governments and local communities are coordinated, leading to better disaster preparation and response? • Is the EWS based on a thorough understanding of communication needs of marginalized groups through surveys, focus groups, etc. and is this knowledge used to inform a warning communication strategy, including through crafting fit-for-audience messages and effective use of appropriate channels and messengers? • Have mandatory technical standards for barrier-free access to all information and communications technology-related services been established, including websites, media channels, and social media platforms, based on internationally recognized accessibility standards? • Does the system foresee use of technological advances that help translate messages, generate captions, and read text aloud, among other innovations that can increase inclusivity for persons with disabilities and elderly? • Have access barriers to mobile phone applications designed for early warning dissemination been eliminated prior to an emergency? • Are training, advocacy, and awareness-raising campaigns established targeting marginalized groups with limited literacy and digital skills? • Do early warning messaging systems include health sector-specific elements, including messaging efforts targeted at health care professionals regarding EWS and potential staffing needs during surge demands? READY 2 RESPOND | 56 2.2.4 Indicator: Warning Dissemination • Is it ensured that scientific information is communicated in simple non-technical language based on a participatory, diversified, and gender-inclusive approach? Can access to early warning messages be ensured, considering diverse language preferences, literacy levels, and communication barriers through a variety of functional, multi-modal warning messages in a consistent and continuous manner? • Is it ensured that warning messages are communicated over various platforms (digital and non-digital; formal and informal networks) and through a variety of media, using the Common Alerting Protocol to ensure consistency and inclusivity? • Do early warning messages offer clear, timely, and inclusive warnings that empower everyone to respond effectively to emergencies, ensuring not just safety but also the well-being and progression of all communities? • Have non-traditional distribution modalities and appropriate community-centric strategies, in line with local practices and traditions, been considered in EWSs, including the use of religious institutions, cultural organizations, and media, specifically targeting marginalized populations? • Are early warning committees trained to read the signs of extreme weather events and ensure representation of marginalized groups on such committees? • Have government officials been trained on how to enhance the efficacy of warnings and targeting of audiences receiving, understanding, and acting on warning messages? • Are early warning messaging systems multidirectional, ensuring that feedback and concerns of all parts of society are reflected in the decision-making process related to the EWS? • Are EWSs effective and timely at disseminating warnings related to health sector-specific elements? 2.3 Criteria: Information Management Systems 2.3.1 Indicator: Inter-Agency Application • Have marginalized populations, including women, contributed to the development of the common disaster management information system (DMIS) to bring their understanding of at-risk neighborhoods and the critical needs of marginalized households and individuals? • Is the DMIS designed for gender-sensitive data collection, ensuring that data is disaggregated, including information on vulnerabilities, needs, and capacities specific to men, women, boys, and girls? • Is the DMIS based on an understanding of the causes of fragility to identify the specific disaster risks to be addressed and the local dynamics that shape fragility and disaster risks in the local context? READY 2 RESPOND | 57 • Does the DMIS allow for sufficient time to collect data before a disaster strikes, including through qualitative research such as interviews and group discussions in partnership with relevant governmental and NGOs? • Are protocols in place for inter-agency cooperation for additional capacity for the tracking of disease in case of large-scale emergency? 2.3.2 Indicator: EWS Integration • Is EWS integration inclusive by strengthening multisector coordination, through inter-agency protocols, to ensure consistency of warning language and communication responsibilities? • Is the digitization of data encouraged for accuracy, record keeping, and cross-sector sharing? • Are capacity development, training, and outreach and awareness campaigns on early warnings and community mobilization tailored to the intended audience (for example, women, girls, persons with disabilities)? 2.3.3 Indicator: Maintenance Programming • Are procedures established for monitoring gender-related public spending on inclusive DRM and EWS by local governments, and do they integrate gender-responsive budgeting into financial management information systems to monitor gender indicators? • Is the interoperability ensured between disaster risk information systems and social protection databases (for example, by developing, adopting, and implementing a data governance framework with a set of principles, procedures, and responsibilities for data management)? 2.3.4 Indicator: GIS Data Integration • Is geolocated, current, and jurisdiction-specific vulnerability information available within the DMIS to ensure integrated risk analysis and vulnerability analysis at the sub-regional / regional level? • Has the allocated budget been earmarked to ensure the effective integration of marginalized data into information management systems, rather than leaving it as a separate product? • Is the geolocated vulnerability data within DMIS verified by women, people living with disabilities, and the elderly to know which areas of their towns or cities are the toughest to navigate? • Is the geolocated vulnerability information in DMIS connected with data on crime, violence, and climate change, including in urban settings, which can greatly differ from the national level? READY 2 RESPOND | 58 2.4 Criteria: Geomatics 2.4.1 Indicator: Implementation Capability • Are plans and SOPs tailored to the needs of people with different degrees of vulnerability? • Is DRM agencies’ capacity developed to support the employment of marginalized and marginalized individuals, including women and persons with disabilities? • Has a network of disaster management community volunteers and task forces been established with equal female and male representation? • Is GIS capacity supported by community collaboration with local governments regarding DRM, including female and minority groups? 2.4.2 Indicator: Geo-Referenced Hazard Data • Have minority and excluded groups been involved in risk identification and management for gender-equitable, more inclusive disaster preparedness and plans and to provide a sense of collective responsibility for mitigating vulnerability and risk? • Has an inclusion-focused conflict analysis been conducted to inform prioritization of geographic areas in terms of hazards and to understand the multiple risks faced by the population? • Has geo-referenced data been analyzed to consider the risk of seasonal and geolocated disease profiles such as the surge in malaria infections (or other mosquito-transmitted diseases) after flood events? 2.4.3 Indicator: Geo-Referenced Vulnerability Data • Is disaggregated data on marginalized groups, such as women, children, elderly, persons with disabilities, and various minority groups, systematically collected, disaggregated by type and degree of functional disability, age, gender, and geographic location when assessing population dynamics and marginalized community sectors? • Is budget available to update these vulnerability maps on a regional basis or based on needs? • Are geo-referenced vulnerabilities identified based on a participatory and inclusive process with the aim to empower and include persons with disabilities and women? • Have budget allocations been designated to map marginalized populations combined with hazard data, in consultation with the populations? • Are central-standardized repositories established for disaggregated demographic data and storage and management of event or data and risk information? READY 2 RESPOND | 59 • Is geo-referenced vulnerability data available for emergency managers in an accessible and user-friendly format, allowing quick use during emergencies? • Are community-based participatory risk-reduction approaches applied, including developing an up-to-date social registry of marginalized people with contact information, location, and specific needs and designing multi-hazard impact-based forecasting EWS? 2.4.4 Indicator: Public-Private Data Sharing • Is information supporting disaster risk knowledge accessible using multimedia open-source mechanisms and compliance with the Web Content Accessibility Guidelines? • Is GIS accessible to marginalized populations to understand the risks they face, as far as security concerns in FCV settings allow? • Is sensitive data of marginalized populations, including names, contact details, type of disability, age, gender, etc. protected in an appropriate manner whereby emergency responders can only access the data they need? Component 3. Facilities 3.1 Criteria: Emergency Operations Centers 3.1.1 Indicator: Resilient Systems • Have gender and inclusivity considerations been integrated into the design of emergency operations centers (EOCs) to ensure that response efforts effectively address the diverse needs of all individuals affected by emergencies? • Have citizen and community engagement been considered for the use and maintenance of EOC infrastructure investments, including its location and overall security? • Are EOC facilities physically accessible and safe for all individuals, including persons with disabilities, older adults, and individuals with mobility impairments? • Does the composition of the EOC staff reflect the diversity of the affected population, including women, members of marginalized groups, persons with disabilities, and individuals from diverse cultural and linguistic backgrounds to ensure representation in key decision-making roles within the EOC? • Are gender considerations mainstreamed into all phases of emergency planning, response, and recovery, based on an in-depth and contextualized gender analysis? • Are training and capacity-building opportunities provided for EOC staff on gender equality, diversity, and inclusion, including raising awareness about gender-sensitive approaches to emergency management, promoting inclusive communication and interaction skills, and building capacity to address the specific needs of diverse populations? READY 2 RESPOND | 60 3.1.2 Indicator: Mobile Command Posts • Are mobile command posts designed to collect gender-sensitive data, including disaggregated data on the demographic characteristics of affected populations, including gender, age, ethnicity, and disability status? • Are mobile command posts able to analyze gender-sensitive data to identify and address the specific needs and vulnerabilities of different groups, particularly women and marginalized communities? • Are mobile command post resources based on gender-sensitive policies and procedures that prioritize gender equality and inclusivity in all aspects of EOC operations, including ensuring equitable access to resources and opportunities, addressing gender-based violence and harassment, and promoting diversity and inclusion within the EOC workforce? 3.1.3 Indicator: Activation Procedures • Are services pre-identified to respond to VAWG during the emergency and recovery, and are procedures in place for the EOC to involve them in the response? • Are partnerships pre-established with gender and diversity experts for the EOC to collaborate with external organizations and experts specializing in gender equality, diversity, and inclusion to strengthen EOC operations? • Have activation procedures received guidance and support from gender-focused NGOs, women's organizations, disability rights groups, and other stakeholders with expertise in addressing the needs of diverse populations? • Do protocols exist to enable risk communication upon activation, both internally and to the wider public, including SOPs for utilizing (social) media, delineating responsibilities, coordinating with other actors, and establishing a communication approach aligned with the scale of the emergency? 3.1.4 Indicator: Social Media Monitoring • Do processes for the monitoring and use of social media include the collection of gender-sensitive data, including demographic characteristics of affected populations, such as gender, age, ethnicity, and disability status? • Does social media monitoring foresee the observation of social media accounts of the local community? • Is this specific data used to tailor messages and develop targeted campaigns to different demographic groups? • Do pre-disaster arrangements exist with organizations advocating for women, individuals with disabilities, and local communities, enabling them to disseminate alerts and public readiness messages? READY 2 RESPOND | 61 • Are communication protocols and materials inclusive and accessible to diverse populations, including through using social media channels and accounts to ensure that all individuals can access and understand critical messages and instructions? • Are social media monitoring procedures in line with general risk communication approaches with SOPs and definition of roles and responsibilities prepared in advance of an emergency? • Do social media protocols include ethical considerations associated with the collection and use of gender-sensitive data, including guaranteeing privacy and protection of personal and sensitive data? 3.2 Criteria: Training Centers 3.2.1 Indicator: Personnel and Equipment Capacity • Are training centers suitable to accommodate male and female personnel for multi-day trainings, including separate sleeping quarters and wash and sanitation facilities with proper security measures and locks on doors? • Are training center classrooms equipped with suitable technology to enable persons with disabilities to participate in the trainings (this may include hearing aids, visuals aids, or aids for persons with mobility limitations and other accessibility requirements)? • Do the training center classrooms provide sufficient physical space for men and women to follow the training in a safe and comfortable environment to decrease the risk of physical harassment? 3.2.2 Indicator: Multi-Agency Training • Is the inter-agency training designed to accommodate various types of personnel, including staff from organizations representing women, persons with disabilities, and other marginalized populations? • Are trainers and facilitators recruited from diverse backgrounds so they can engage with participants from different demographic groups, including women, members of marginalized communities, persons with disabilities, and individuals from diverse cultural and linguistic backgrounds to provide diverse perspectives and role models? • Is inter-agency training at the training centers advertised to the public, partnered agencies, and volunteers? • Are procedures in place to utilize multi-agency training as a confidence-building measure in FCV settings? 3.2.3 Indicator: Maintenance Programs • Are training centers physically accessible and inclusive of individuals with disabilities, including wheelchair ramps, accessible restrooms, and assistive technologies to support the participation of persons with disabilities? • Does regular maintenance include the regular checking of security installations, such as door locks? READY 2 RESPOND | 62 • Does the maintenance budget prioritize the quick repair of broken accessibility and security infrastructure or equipment? 3.2.4 Indicator: Location Attributes • Is the training center located in a safe geographical area, avoiding any unnecessary exposure to crime or risks related to sex- and gender- based violence? • Are transportation routes to the training centers, including the use of public transport, appropriate for persons with mobile disabilities to access the center? • Is the training center sufficiently lit to prevent a heightened safety risk for participants when leaving the training center at night, or when this is not possible, is the training schedule adapted to leave the center during daytime? • In case of security risks, is the training center equipped with security guards to ensure the safety of the training participants? 3.3 Criteria: Logistics Warehouses and Response Stations 3.3.1 Indicator: International Aid Reception • Does logistics management consider gender and inclusivity considerations? • Are partnerships with organizations representing women, persons with disabilities, and other marginalized parts of society pre- established to support logistics management when needed? • Have marginalized parts of society been consulted to identify the appropriate place and distribution of warehouses and logistics hubs, based on their perception of hazards, risks, and safety? • Have budget allocations been designated to prioritize the replacement of essential goods for women, the sick, children, the elderly, pregnant individuals, or lactating women? • Are transparent messages to the public pre-drafted on the management of relief supplies to counter any misunderstandings, false information, or rumors? Is there a prominently advertised central point for the public to access information? 3.3.2 Indicator: Warehousing Networks • Do warehouses contain essential relief goods for women, the sick, children, the elderly, pregnant individuals, or lactating women, such as hygiene supplies, diapers, infant nutrition, mobility assistance supplies, medical support, etc.? • Are stocks in warehouses culturally appropriate and in line with the practices and customs of the target populations? • In case of damage or absence of heavy material and equipment, do backup possibilities exist to allow marginalized parts of the population to access the stocks? • Are warehouses accessible for all, including women and persons with disabilities, through wheelchair ramps, lights, ventilation, etc.? READY 2 RESPOND | 63 • Are warehouses located in a safe geographical area that avoids any unnecessary exposure to crime or risks related to sex- and gender- based violence? • In case of security risks (FCV settings), is the warehouse equipped with security guards to ensure the safety of the training participants? • In FCV settings, are warehouses situated in neutral environments and overseen by impartial actors to prevent the misuse of relief goods within the context of conflict and avoid a further breakdown in trust? 3.3.3 Indicator: Specialized Response Facilities • Are local response stations well-known for their accessibility and safety, thereby instilling confidence in the general population to seek assistance from these stations when encountering difficulties? • Are the personnel at local response stations trained in addressing VAWG and equipped to assist victims of sexual and gender-based violence? • Are local response stations geographically close enough to diverse communities to facilitate the visit to response stations (for persons with limited mobility as well)? • Are local response stations accessible for persons with limited mobility or other disabilities, including through wheelchair ramps, avoidance of physical hindrances, and clearly designated through signs and posters? • Are referral mechanisms in place between local response stations and more specialized assistance, including ambulance transport, scale-up of resource capabilities, etc.? • In FCV settings, are local response stations perceived as an impartial and safe space for all? 3.3.4 Indicator: Urban Response Stations • Do hazard response stations provide a suitable working environment for both male and female personnel, including by providing dedicated and safe spaces for women such as sleeping quarters, water and sanitation facilitation, and changing facilities? • Do response stations contain accessible facilities, including restrooms, for persons with disabilities? • Are the structures of response stations designed to be safe, resilient, and energy-efficient, incorporating measures to withstand known and common hazards within the jurisdiction, to ensure EP&R personnel feel secure while carrying out their duties? • Are response stations in FCV settings adequately safeguarded and secured against violence, ensuring their operational continuity through the implementation of robust security measures? • Are urban response stations equipped with first aid equipment, including defibrillators, and are EP&R personnel trained in its proper utilization? READY 2 RESPOND | 64 3.4 Criteria: Shelters and Open Spaces 3.4.1 Indicator: Temporary Housing • Have the sites and land designated for temporary shelters been identified in close cooperation with local communities, including marginalized parts of the population? • Do the designed sites and shelters meet internationally standards and consider women’s and girls’ physical safety? • Are emergency housing and temporary shelters accessible to individuals with disabilities, including providing ramps, accessible transportation, sign language interpreters, and alternative formats for communication and information dissemination? • Have the cultural and religious barriers that women, adolescent girls, and other at-risk groups face in accessing housing and property been removed, and can family grouping in the shelter be assured? • Can marginalized women, particularly female-headed households, below-poverty and unemployed women, and socially marginalized women, be prioritized when allocating temporary shelters and reconstructed houses? • Is temporary housing and emergency shelter based on a disability- inclusive contingency plan to include power provision for persons with disabilities and stockpiled assistive devices that could be distributed as relief items? 3.4.2 Indicator: Multi-Function Open Space • Has the designated open space for disaster and management operations been identified in close cooperation with local communities, including marginalized parts of the population? • Are the open areas designated for disaster management operations readily accessible to the general population, especially those who are vulnerable or have limited mobility? • Are the open spaces allocated for disaster management operations situated in secure zones, free from any ongoing conflict or violence? • Does the designation of open space for disaster management protect agains tlong-term adverse effects for marginalized populations, such as harm to critical infrastructure or the unavailability of educational facilities? 3.4.3 Indicator: Evacuation Routes • Have populations been consulted on how to evacuate marginalized populations quickly, and has this information been used to help plan evacuation routes, shelters, clinics, and support centers to ensure the safety and well-being of all community members? • Have evacuation routes been planned in close consultation with marginalized groups, including women, children, the elderly, and persons with disabilities? READY 2 RESPOND | 65 • Are evacuation routes planned to ensure that individuals with disabilities, visual impairments, illiteracy, or different language knowledge face no restrictions? • Do regular exercises and drills take place with the community at large to promote and practice the knowledge of these evacuation routes, including with marginalized communities? • In FCV settings, are evacuation routes regularly checked for safety and the absence of mines and other explosive devices? 3.4.4 Indicator: Emergency Shelter Management • Are the specific needs of women, children, older adults, and LGBTQ+ individuals considered in shelter planning and management? • Are medical, reproductive health, hygiene, and safety supplies readily available (pre-stocked) in emergency shelters, such as sanitary towels and diapers? • Do shelters recognize and respect cultural differences and preferences and are they culturally appropriate and responsive to the needs of diverse populations? • Do shelters have segregated latrines, washing facilities, and water points in accessible, secure locations, and do these have locks inside each stall to ensure safety and privacy? • Are marginalized groups of women and girls identified in order to provide them with special arrangements, such as housing for unaccompanied children and female-headed households? • Do shelters provide for safe spaces for women, adolescents, and children (child-friendly spaces), including through the provision of toys or other recreational material, and options for family grouping? • Is safety equipment automatically distributed in shelters with basic emergency supply kits, such as whistles and flashlights, to help women and girls protect themselves? • Do shelters have an EWS for VAWG so that individuals can report threatening behaviors before incidents occur, thus triggering appropriate preventive measures, and are these on-the-ground reporting mechanisms safe and confidential? • Are staff of shelter communities trained in sexual violence prevention and are they familiar with screening individuals and monitoring problematic behavior? • Are there regulations for shelters to ensure access for persons with disabilities to all buildings and services? • Is adequate lighting ensured at shelters in indoor and outdoor communal areas and on firewood collection routes? • Is interpretation and translation provided to ensure that language barriers do not hinder access to information and services for individuals in shelter communities? • Is there adequate access to primary and emergency health services, specifically to address needs of people with pre-existing conditions or people with increased vulnerability, such as pregnant women? READY 2 RESPOND | 66 Component 4. Equipment 4.1 Criteria: Emergency Social Services 4.1.1 Indicator: Casualty Care • Do health emergency response plans include maternal and child health services as part of the immediate disaster response? • Do health emergency response plans include medical services for women and girls who experience violence as part of the immediate disaster response? • Is there a safe space dedicated for victims of VAWG in emergency care in a confidential and respectful manner? • Can medical, reproductive health care, and safety supplies be readily deployed in an emergency (for example, post-rape kits, basic sexual and reproductive health kits, dignity kits, and first aid kits)? • In FCV settings, can the safety and security of individuals injured as a result of the disaster be ensured? • In FCV settings, can the safety and security of emergency health personnel be ensured for them to execute their responsibilities? • Are contingency plans in place to guarantee business continuity for health facilities in the aftermath of disasters? • Are emergency medical services connected to overall risk communication strategies and plans of the national disaster management agency? • Is interpretation and translation provided to ensure that language barriers do not hinder access to emergency health services for foreigners or language minorities? • Are emergency health personnel trained, or is additional support available, to provide emergency medical care to people with mental health conditions and to communicate with them? 4.1.2 Indicator: Water/Sanitation/Hygiene Services • Are public health and water, sanitation, and hygiene facilities safe, accessible, and responsive to the needs of all individuals, including women, girls, and marginalized gender identities? • Is adequate lighting ensured for health and water, sanitation, and hygiene facilities? • Have water and sanitation facilities been designed, constructed, and managed to reduce vulnerability to VAWG? • Are hygiene supplies readily available (pre-positioned) in public health and water, sanitation, and hygiene facilities, such as sanitary towels and diapers? • Is the distribution and transport of clean water culturally and gender sensitive to avoid those physically unable from having to carry heavy water buckets, such as young persons, older persons, and persons with disabilities? READY 2 RESPOND | 67 • In FCV settings, can water distribution points and sanitation services be secured to enable safe access for all? 4.1.3 Indicator: Vulnerable Population Support • Have VAWG services been pre-identified and mapped to enable fast scale-up of required assistance when needed? • Are support systems and services available, trusted, and accessible for VAWG survivors? • Can medical, legal, and health services be provided at the same time, in the same location, and ideally by the same person to avoid burdening survivors of physical or sexual violence with multiple visits and points of contact? • Are existing service agencies adequately staffed and resourced to respond to VAWG? • Have dissemination materials been developed outlining the availability of VAWG services to strengthen confidential referral mechanisms? • Is psychosocial support culturally appropriate to address the emotional impacts of a disaster on families to help reduce the risk of partner violence or other forms of VAWG that can emerge as a harmful coping mechanism, such as forced sex work? • Can psychosocial support be prioritized for persons with existing pre-disaster mental health issues and disabilities? • Are services available to help affected families to recover from the crisis, including addressing domestic violence and associated factors, such as substance abuse? • Are family and community mechanisms in place to promote protection (for example, keeping families together; organizing family tracing and reunification of children and adults separated from their families; enabling people from the same villages and communities or support networks to live in the same area if they are displaced)? • Is psychosocial support culturally appropriate through various means of support, such as counseling, peer support groups, and other psychosocial interventions that are inclusive and sensitive to cultural and social diversity? • Is psychosocial support available to persons speaking other languages or to persons with disabilities, especially those with hearing and speaking impairments? • Is dedicated psychosocial support available to children who may be traumatized after the disaster? 4.1.4 Indicator: Mortality Management • Can deceased bodies be handled impartially, regardless of the individual's age, gender, nationality, background, or ethnicity? • If the deceased person was a victim of violence, particularly VAWG, can the body be handled in a manner that respects the physical dignity and reputation of the individual? READY 2 RESPOND | 68 • In situations where opportunities for dignified handling of mortality are constrained, such as in cases of mass fatalities, are protocols established to communicate these limitations to the families of the casualties and to ensure a minimum level of respect? • Do emergency protocols include provisions for expanding morgue capacity, for example, through mobile units/existing cold room capacities to limit disease spread while considering cultural and religious practices? 4.2 Criteria: Information/Communications Technology 4.2.1 Indicator: Radio Capacity • Is a variety of stakeholders, including women's groups and marginalized communities involved in development and implementation of IC initiatives during emergencies to ensure that solutions are responsive to the needs and priorities of local communities and ownership and sustainability are promoted? • Is training provided to diverse stakeholders on how to access and utilize ICT tools and platforms during emergencies, especially in remote areas or areas where connectivity through other means of communication is known to be low? • Are ICT tools and platforms user-friendly, accessible, and responsive to the specific needs and preferences of different users, including women, girls, and persons with disabilities? • Is the impact of ICT initiatives on gender equality and diversity outcomes monitored during emergencies, including through collection of sex-disaggregated data on ICT usage and effectiveness to assess progress toward gender and diversity goals? • Is radio capacity and connectivity aligned with the overarching risk communication strategies of responsible authorities? 4.2.2 Indicator: Systems Interoperability • Is interoperability of radio systems in place with organizations representing women, persons with disabilities, ethnic minorities, remote communities, and other marginalized groups? • Do protocols and agreements on interoperable communications include contact with organizations representing women, persons with disabilities, ethnic minorities, remote communities, and other marginalized groups? • Do inter-agency communication protocols assign a priority status about communication on VAWG to enable fast response? • Do inter-agency communication protocols ensure that information disseminated through ICT channels during emergencies is gender- sensitive and inclusive? • Do inter-agency communication protocols foresee measures on how to overcome language barriers, such as the agreement on a standard language? READY 2 RESPOND | 69 • Do inter-agency communication protocols in FCV settings include provisions on how to secure the safety and security of persons through personal data protection? • Do inter-agency protocols enable interoperability between health and EP&R services, including through radio capacity? 4.2.3 Indicator: Broadband Connectivity • Is access to broad connectivity for all promoted in advance of emergencies as a disaster preparedness measure? • Are strategies developed in advance of an emergency to protect the safety and security of marginalized groups, including women, children, and persons with disabilities, in online spaces during emergencies? • Are measures implemented to prevent online harassment, cyberbullying, and gender-based violence before, during, and after emergencies? • Are communication strategies accessible to diverse populations, considering linguistic, cultural, and literacy differences and through a variety of communication channels, including mobile phones, social media, radio, to reach whole population? • Are messages disseminated via broadband connected with overall risk communication strategies of responsible authorities? • Does broadband connectivity of EOCs and command posts facilitate audiovisual content to accommodate individuals who are illiterate or visually impaired? 4.2.4 Indicator: Communication Infrastructure • Has the list of crucial system components for swift recovery been disseminated and discussed with marginalized segments of the population to ensure that facilities critical to them are among the first to be restored with communication? • Has the identification of critical system components been reviewed in terms of VAWG risks and safety and security of women and girls? 4.3 Criteria: Hazard-Specific Response Capacity 4.3.1 Indicator: Wildland Fire Suppression • Are public initiatives aimed at wildfire prevention inclusive by encouraging women and marginalized parts of the population to participate? • Do wildfire prevention awareness-raising messages come in various languages and formats to facilitate inclusive communication and to ensure that all segments of the population are informed about actions to take and to avoid? • Is wildfire preparedness mindful of the restricted mobility of certain segments of the population, particularly among persons with disabilities and chronically ill persons? • Are wildfire preparedness plans linked to existing vulnerability data? READY 2 RESPOND | 70 • Are emergency responders in FCV settings informed about the location of mines and other explosive devices to prevent any harm to the responders and the population? 4.3.2 Indicator: Flood and Water-Related Emergency • Are outreach and education programs on simple water techniques inclusive by encouraging women and marginalized parts of the population to participate? • Is specialized equipment available to evacuate persons with restricted mobility over water? • Are flood warning systems accessible and inclusive, ensuring that all segments of the population are informed about actions to take and to avoid? • Are interpretation and translation solutions foreseen to ensure that language barriers do not hinder access to rescue activities? • Are emergency responders and the population in FCV settings informed about the consequences of floods to mines and other explosive devices, particularly regarding their displacement? 4.3.3 Indicator: Structural Collapse Management • Is specialized equipment available to rescue persons with restricted mobility for structural collapse and entombed rescue? • Is a support team available for emergency responders trained in communicating with people and children with mental health conditions when faced with structural collapse and entombed rescue situations? • Are response teams gender-balanced and inclusive of diverse perspectives and experiences to allow for easier contact with the person entrapped? 4.3.4 Indicator: Hazardous Materials Mitigation • Are outreach and education programs on risks related to hazardous materials inclusive by encouraging women and marginalized parts of the population to participate? • Do hazardous materials awareness-raising messages come in various languages and formats to facilitate inclusive communication and to ensure that all segments of the population are informed about actions to take and to avoid? 4.4 Criteria: Urban Firefighting and Technical Rescue 4.4.1 Indicator: Structural Firefighting • Are public initiatives aimed at fire prevention inclusive by encouraging women and marginalized parts of the population to participate? • Do fire prevention awareness-raising messages come in various languages and formats to facilitate inclusive communication and to ensure that all segments of the population are informed about actions to take and to avoid? READY 2 RESPOND | 71 • Is the participation of female volunteer firefighters actively promoted? • Do facilities have separate restrooms for men and women? • Is personal protective equipment and gear designed to accommodate the anatomical and physiological differences of all firefighters, including women and persons with disabilities, to ensure that personal protective equipment and gear is comfortable, functional, and ergonomically designed for all users? • Are fire services adequately distributed across urban centers, including to accommodate the needs of deprived areas and informal settlements? • Are fire services able to access and navigate through all parts of the urban center, including narrow streets and slums (for example, through the availability of smaller trucks or motorcycles)? • Is partnership with diverse community organizations, advocacy groups, and stakeholders fostered to build trust, enhance communication, and promote inclusivity in urban firefighting and technical rescue operations? • Is the effectiveness of gender and inclusivity initiatives in urban firefighting and technical rescue operations regularly assessed? 4.4.2 Indicator: Entrapment and Extrication • Is specialized equipment available to rescue persons with restricted mobility from entrapment? • Is a support team available for emergency responders trained in communicating with persons with mental health conditions when faced with entrapment situations? • Are response teams gender-balanced and inclusive of diverse perspectives and experiences to allow for easier contact with the person entrapped? • Is personal protective equipment and gear designed to accommodate the physical differences of rescue personnel, including women and persons with disabilities, to ensure that PPE and gear is comfortable, functional, and designed for all users? • Are the needs considered of women, children, and persons with disabilities for prolonged extrication? • Is psychosocial support available for victims of prolonged extrication? 4.4.3 Indicator: Rope Rescue • Is equipment, especially harnesses, available in various sizes accommodating the anatomical and physiological differences of the persons in need? 4.4.4 Indicator: Confined Space Rescue • Are safe working practices in confined space designed in a gender- sensitive and inclusive manner, based on the different needs of women and men in such situations? READY 2 RESPOND | 72 • Is specialized equipment available to rescue persons with restricted mobility from confined spaces? • Is a support team available for emergency responders trained in communicating with children and adults with mental health conditions when confined? • Are response teams gender-balanced and inclusive of diverse perspectives and experiences to allow for easier contact with the person to be rescued? • Is equipment, especially harnesses, available in various sizes, accommodating the anatomical and physiological differences of the persons to be lifted, lowered, and transitioned laterally? Component 5. Personnel 5.1 Criteria: Incident Organization Structure 5.1.1 Indicator: Inter-Agency Policy Direction • Does formal policy direction recognize the significant role of gender in EP&R? • Are gender targets included in formal policy directions, including female personnel quotas and women in decision-making positions in the incident organization structure? • Are standards, doctrines, and core concepts designed in a gender- sensitive and inclusive manner? • Is business continuity considered in the design of incident organization structure, including during situations of violence and conflict? • Have coordination mechanisms between various agencies, especially in terms of civil-military coordination, been clarified in the formal policy direction to allow for a clear division of responsibilities during emergencies? 5.1.2 Indicator: Multi-Incident Application • Is the prioritization of response operations the result of consultations with local communities and marginalized populations? • Is the incident organization structure aligned with traditional approaches to EP&R and are the local and communal levels integrated in the system? • Is the involvement of civil society designed in a comprehensive manner to include also less traditional actors and the private sector? • Have gender-responsive partnerships been established to collaborate with local women's organizations, community groups, and gender-focused networks to integrate gender considerations into EP&R efforts? READY 2 RESPOND | 73 5.1.3 Indicator: Operational Resources • Are SOPs, operation cycles, and decision-making matrices designed in a gender-sensitive and inclusive manner, and have all stakeholders been consulted during the drafting process? • Is the incident organization structure supported by a clear risk communication approach and strategy, outlining the various responsibilities of the agencies involved? • Do guidelines exist to protect EP&R actors in insecure environments, especially in FCV settings? • Is an action plan available to hold EP&R actors accountable to prevent and reduce VAWG during emergency situations, clearly outlining the various responsibilities? • Are practical guidelines for EP&R actors available on how to prevent and reduce VAWG during emergency response, with concrete actions? • Are pre-drafted standard messages in various languages and formats available to distribute to communities regarding behaviors based on the type of emergency? • Is guidance provided to EP&R personnel on gender-sensitive communication, leadership, and decision-making in crisis situations? 5.1.4 Indicator: Functional Role Rosters • Are women adequately represented in rosters of trained and experienced personnel? • Do rosters of trained and experienced personnel represent the diversity of society in terms of gender, age, disability, ethnicity, and background? • Are awareness-raising campaigns conducted to attract diverse profiles and to promote the inclusive character of EP&R personnel? • Have codes of conduct been established for EP&R personnel regarding how to carry out their duties in a respectful and inclusive manner, including for female colleagues and colleagues with disabilities? • Are non-discriminatory policies in place when requesting roster personnel for specific functional roles? • Is a zero-tolerance policy toward sexual misconduct in place for the entire incident organization structure? • Is the incident organization structure supported by a grievance mechanism in case of allegations of (sexual) harassment, abuse, and discrimination? 5.2 Criteria: Training and Knowledge-Building 5.2.1 Indicator: Comprehensive Programming • Does the existing EP&R training program include sessions addressing VAWG in the preparedness, response, and recovery phases of disasters? READY 2 RESPOND | 74 • Do the existing EP&R training program sessions for first responders address how to better support persons with disabilities in emergency situations? • Is training available for disaster management committees to have the basic knowledge of DRM to guide their work? • Is cultural awareness and sensitivity promoted across the EP&R training program for firefighters and emergency responders to effectively interact with diverse communities and address the needs of marginalized populations? • Does the training program teach communication strategies to enhance collaboration with individuals from different cultural, linguistic, and religious backgrounds? • Is the participation of women and girls in EP&R training programs promoted through targeted outreach and recruitment efforts or through scholarships, or childcare support to remove barriers to participation and ensure equal access for all individuals? • Does the EP&R training program clarify and communicate FCV concepts and specific conflict-related risks in the country to foster understanding how EP&R in FCV settings should be conducted? 5.2.2 Indicator: Knowledge Management • Are training curricula inclusive and do they address the specific needs and challenges faced by diverse populations, including women, children, persons with disabilities, LGBTQ+ individuals, and marginalized communities? • Does training material incorporate gender-sensitive content and case studies that highlight the intersectionality of gender with other factors such as age, ethnicity, and socioeconomic status? • Is gender mainstreamed throughout the training content by integrating gender considerations into all aspects of training content, including hazard analysis, risk assessment, emergency planning, and response strategies? • Are training methodologies gender-sensitive, participatory, and interactive to promote active engagement and inclusive participation and to create a safe and supportive learning environment where participants feel comfortable sharing their experiences, perspectives, and concerns. Do they incorporate group discussions? • Do trainers come from diverse backgrounds, resulting from partnerships with external organizations and experts specializing in gender equality, diversity, and inclusion to enhance the gender responsiveness of training programs? 5.2.3 Indicator: Improvement Methodology • Is disaggregated data collected on training outcomes, participant satisfaction, and learning achievements to identify gaps and areas for improvement and to support gender-sensitive monitoring and evaluation? READY 2 RESPOND | 75 • Are enrollment patterns monitored and evaluated to identify and address any disparities in participation rates? • Are feedback mechanisms and participatory evaluation approaches used to engage participants in the monitoring and evaluation process? • Are monitoring tools accessible for all, including in various languages and formats (for example, paper and digital)? • Does the course evaluation take place in a confidential manner to collect honest and accurate results, avoiding bias or group pressure? 5.2.4 Indicator: Program Quality Assurance • Is disaggregated data collected on the professional development of training participants to understand and identify any differences between men and women? • Are indicators and monitoring tools established to assess the effectiveness of training programs in promoting gender equality and inclusivity? • Is input to and guidance on the training curriculum requested and received from women's organizations, LGBTQ+ advocacy groups, disability rights organizations, and other stakeholders with expertise in addressing the needs of diverse populations? • Are women and men equally encouraged to participate in (national and international) refresher courses, exercises, and drills, possibly through the use of a quota? • Are women and other marginalized groups included in post- disaster reviews to create more effective and efficient compassionate responses in future disaster events and build more resilient communities? • Are lessons learned and evaluation results distributed to enhance accountability and transparency? 5.3 Criteria: Exercises and Drills 5.3.1 Indicator: Centralized Design • Is the exercise program designed in a comprehensive and inclusive approach that encompasses various segments of society? • Is one of the exercise program's objectives to build emergency responders' capacity to recognize and address the specific needs of diverse populations in crisis situations? • Is exercise planning and design informed by the identified priority hazards by local communities and marginalized populations? • Do exercises offer guidance on gender-sensitive approaches to EP&R, including the integration of gender considerations into decision-making processes, communication strategies, and resource allocation mechanisms? READY 2 RESPOND | 76 • Are exercises facilitated in a gender-response manner whereby facilitators can create a safe, inclusive, and supportive environment for participants to feel comfortable sharing their perspectives and experiences? • Do exercises use inclusive language and communication techniques to ensure that all voices are heard and valued? • Is there a communication strategy in place to inform the public about exercises to raise awareness on EP&R and to manage concerns about possible risks and hazards? 5.3.2 Indicator: Inter-Agency Collaboration • Is the comprehensive approach of the exercise program reflected in the diverse background and profiles of exercise participants? • Is the participation of women and individuals from marginalized communities in leadership positions fostered within exercise planning committees and simulations? • Can community volunteers, local structures, women, persons with disabilities, ethnic minorities, children, and elderly participate in the exercise as role players? • Is input and guidance from women's organizations, LGBTQ+ advocacy groups, disability rights organizations, and other stakeholders with expertise in addressing the needs of diverse populations collected for the planning and conduct of the exercise? • Are social and health services included in drills to practice organization of and coordination with psychosocial support and child-safe and women-safe spaces? • Does the exercise aim for a balanced representation across different demographic groups to ensure that exercise scenarios reflect the realities of diverse populations? 5.3.3 Indicator: Response Plan Validation • Can smaller EP&R actors also test and validate their response plans in larger exercises? • Is the integration and consideration of the prevention of and response to VAWG tested and validated in the EP&R exercise program? • Are procedures in place for local communities and marginalized parts of society to provide feedback on response plans of EP&R actors in the context of the exercise? • Does the exercise contribute to an enhanced understanding of how multiple forms of discrimination and marginalization shape vulnerability and resilience to emergencies? 5.3.4 Indicator: Collaborative Planning Process • Is a culture of inclusivity and diversity fostered within exercise planning and coordination structures? READY 2 RESPOND | 77 • Does the design and planning of exercise scenarios incorporate gender-sensitive and inclusive elements, considering the specific vulnerabilities, capacities, and coping strategies of different demographic groups in the design of exercise scenarios? • Is VAWG and the safety of women and girls included as a topic in the planning of any exercise? • Is gender-sensitive evaluation criteria incorporated into the exercise design and assessment processes and do evaluation tools capture the extent to which exercises address gender and inclusivity considerations, such as the inclusion of diverse perspectives, the responsiveness to needs, and the effectiveness of communication? • In FCV settings, is exercise planning in a collaborative, safe, and transparent environment used as a way of building trust and confidence between EP&R actors? • Is sufficient budget available to allow for a sufficiently long and robust planning process to enhance inclusivity and comprehensiveness? • Is the feedback from participants used to identify areas for improvement and promote continuous learning? • Are lessons learned from all exercises shared publicly, or if that is not possible for security reasons, at a minimum with all exercise participants? 5.4 Criteria: International Support Coordination 5.4.1 Indicator: Central Agency Coordination • Are there clearly assigned accountabilities to coordinate international support with a variety of international actors, including organizations focused on gender equality and inclusivity, such as UN Women, UNICEF, and FAO? • Are personnel tasked with coordinating international support experienced with the cluster system and any cross-cutting issues, such as gender and relevant tools (for example, the IASC Gender Marker)? • Is EP&R capacity-building mainstreamed across various channels of international assistance, with regular meetings taking place within the government to highlight the importance of EP&R in any international assistance frameworks? • Is the coordination with international agencies part of a longer- term strategic approach, especially in FCV settings? • In low government capacity settings does DRM capacity building go hand-in-hand with strengthening the institutions responsible for DRM in order to retain skilled personnel and build the sustainability of DRM investments? • Does the central agency have mechanisms in place for donor coordination? READY 2 RESPOND | 78 5.4.2 Indicator: Aid Reception and Storage • Is aid reception and storage guided by the international disaster response law? If not, has the jurisdiction undertaken an assessment on international disaster response law? • Is priority for incoming emergency aid given to essential goods for the survival of marginalized populations? • Is the population informed about incoming aid, in line with any existing risk communication strategy, to enhance transparency, accountability, and trust? • In FCV settings, can the security of incoming aid and the storage of relief goods be guaranteed by national or, when needed, international actors? 5.4.3 Indicator: Service Standard Application • Are the following international standards adopted in the jurisdiction: Sphere and Core Humanitarian Standards on Quality and Accountability? • Are the Inter-Agency Standing Committee’s Codes of Conduct on Protection from Sexual Abuse and Exploitation in Humanitarian Crises enforced for all EP&R actors? • In FCV settings, are the United Nations Civil-Military Coordination (UN-CMCoord) guidelines distributed and known by EP&R, military, and civil protection actors? 5.4.4 Indicator: Distribution Logistics Planning • Are relief goods distributed in consultation with local communities and marginalized populations to ensure that the people most in need receive assistance first? • Are relief goods distributed in a gender-sensitive, accessible, and inclusive manner, avoiding unsafe and stressful situations when queuing up, ensuring that all persons can carry the goods, and that persons with disabilities have equal access? • Are measures in place to ensure that distribution sites are free from VAWG? • Is the role of law enforcement actors clarified during distribution of relief goods? • Are contingency plans in place on how to distribute relief goods to remote and difficult-to-access areas? • Are procedures in place on how to involve community volunteers in the distribution of relief goods in a fair, impartial, and transparent manner? • Are feedback mechanisms in place for the population to provide comments on the quality and quantity of the relief goods, and on the distribution channels? • In FCV settings, is there a plan on how to manage security challenges during field deployment and distribution of relief goods? READY 2 RESPOND | 79 APPENDIX 4: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR DISASTER RISK FINANCING 1.   Gender-Responsive Entry Points to Strengthen Financial Resilience to Disasters and Climate Shocks: Guidance Note, 2023, GFDRR https://www.gfdrr.org/en/publication/gender-responsive-entry-points- strengthen-financial-resilience-disasters-and-climate 2.   Fundamentals of Disaster Risk Finance, e-learning, GFDRR https://wbg.edcast.com/insights/fundamentals-of-disaster-risk Jump into a case study and understand how governments have to make difficult trade-offs in the aftermath of a disaster. Gain key insights into a range of innovative disaster risk finance (DRF) projects across the globe. The Fundamentals of DRF will raise your understanding of the purpose, scope, development impact, and basic principles of DRF and empower you to start a conversation on DRF with stakeholders. 3.   GFDRR Disaster Risk Financing Thematic Area Website https://www.gfdrr.org/ en/drf-analytics a.  An  Emergency Funding Assessment Tool  to estimate the emergency response needed following a natural disaster and to quantify the fiscal funding gap. b.  A  Risk Financing Evaluation and Risk Transfer Optimisation Tool  to evaluate the cost-effectiveness of DRF instruments and strategies. c.  A  Financing Crisis Response Tool  to estimate the potential coverage and cost of a social safety net program. 4.   Disaster Risk Finance - A Toolkit, 2019, GIZ ACRI+ Commissioned Report https://www.giz.de/de/downloads/giz2023-en-disaster%20risk%20finance%20 toolkit.pdf The purpose of this disaster risk toolkit is to provide practical guidance on how to choose appropriate disaster risk finance instruments for various circumstances. The main audience is policymakers in developing countries who are responsible for DRM at national, regional, and local levels. It is also intended to assist the development and humanitarian community that supports developing country policymakers in DRM and who, sometimes, either implicitly or explicitly, also hold some of the risks associated with disasters in these countries. It is structured as a series of steps that those actors who hold risk, and the partners who support them in this role, can follow to better understand, reduce, and manage these risks, and finance activities accordingly. 5.   Disaster Risk Financing (DRF) Analytics Tools, Financial Protection Forum https://www.financialprotectionforum.org/disaster-risk-financing-drf-analytics- tools READY 2 RESPOND | 80 6.   Assessing the Enabling Environment for Disaster Risk Financing: A Country Diagnostics Toolkit, 2020, Asian Development Bank https://www.adb.org/publications/disaster-risk-financing-country-diagnostics- toolkit This diagnostics toolkit is designed to help countries assess the financial management of disaster risk and to provide a basis for them to enhance financial resilience through insurance and other risk transfer instruments. READY 2 RESPOND | 81 APPENDIX 5: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR RISK COMMUNICATION 1.   Climate Risk Communication, A guideline for project practitioners working with the Vulnerability Sourcebook and its Risk Supplement, 2022, https://www.adaptationcommunity.net/wp-content/uploads/2023/01/climate- risk-communication.pdf This guideline offers insights on the preparation and implementation of climate risk communication approaches based on the experience of GIZ projects implemented between 2020 and 2022. It is meant as a guideline for the members of the Community of Practice Climate Risk (CoP CR), for experts of projects within the wider network of German Cooperation for Sustainable Development, and for their partners. 2.   Dehghani A, Ghomian Z, Rakhshanderou S, Khankeh H, Kavousi A. 2022. Process and components of disaster risk communication in health systems: A thematic analysis. Jamba. Dec 8;14(1):1367. DOI: 10.4102/jamba.v14i1.1367. PMID: 36569774; PMCID: PMC9772705. 3.   I.S. Stewart. 2024. Advancing disaster risk communications. Earth-Science Reviews, Volume 249, 104677, ISSN 0012-8252, https://doi.org/10.1016/j. earscirev.2024.104677. Traditional communication approaches tend to involve either top-down risk management practices or bottom-up community health and education practices. This paper explores an alternative approach based on the academic literature on science communication. 4.   Deanna D. Sellnow and Timothy L. Sellnow. 2023.  The IDEA Model: A best practice for data-driven strategic risk and crisis communication. Open Access Government. April 2023, p. 20‒21. Available at https://www.openaccessgovernment. org/article/idea-model-best-practice-data-driven-strategic-risk-crisis- communication/156113/. Through data-driven research experiments, this framework has demonstrated its utility to enhance learning about hazards and to persuade those at risk to comply with recommended protective action. It is an easily applied communication tool for reducing risks, mitigating harm, and ultimately saving lives. 5.   Anže Babič, Nuša Lazar Sinković, Matjaž Dolšek. 2023. A model for communication and management support of natural hazards risk. International Journal of Disaster Risk Reduction, Volume 90, 103672, ISSN 2212-4209, https://doi. org/10.1016/j.ijdrr.2023.103672T. This paper introduces a model for communication and management support of natural hazards risk to stakeholders, who are often non-experts in the field. READY 2 RESPOND | 82 6.   Campbell, Nnenia; Roper-Fetter, Kamryn; Yoder, Mary. 2020. Principles of risk communication guide: A guide to communicating with socially vulnerable populations across the disaster lifecycle. Natural Hazards Center. https://www. preventionweb.net/publication/principles-risk-communication-guide-guide- communicating-socially-vulnerable-populations. This document is a high-level guide with three overarching principles; (i) communicate through familiar and trusted messengers, (ii) provide clear, actionable information, and (iii) tailor message and information pathways for target audiences. READY 2 RESPOND | 83 APPENDIX 6: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR EP&R IN FCV SETTINGS 1.   Managing Disasters in Fragile and Conflict-Affected Settings – Foundational Course, World Bank E-learning https://wbg.edcast.com/insights/16338438 This course provides valuable foundational learning for anyone working in a setting at risk of disasters, including those that are climate-related, and conditions of fragility, conflict, and violence. 2.   Katie Peters. 2019. Disaster risk reduction in conflict contexts an agenda for action. ODI and GIZ https://globalplatform.undrr.org/sites/default/files/2022-05/Disaster%20risk%20 reduction%20in%20conflict%20contexts-An%20agenda%20for%20action.pdf This report brings together evidence, experience, and ideas from a year-long project on ‘When disasters and conflict collide uncovering the truth.’ Through extensive literature reviews and case study work, the project has interrogated the connections between violent conflict and disaster risk to explore how disaster risk reduction (DRR) policy and practice can better reflect the realities of social conflict in interventions in fragile and conflict-affected contexts. 3.   Katie Peters, Laura E.R. Peters, John Twigg, and Colin Walch. 2019. Disaster risk reduction strategies Navigating conflict contexts. ODI and GIZ https://odi.cdn. ngo/media/documents/12690.pdf This working paper explores whether DRR strategies, frameworks, tools, and approaches refer to conflict conditions, and if so, how. While evidence on the coverage of DRR strategies is patchy, preliminary information suggests that contexts typically classified as conflict-affected, post-conflict, or fragile are least likely to have DRR strategies. 4.   Peters, L.E.R. 2022. Disasters as Ambivalent Multipliers: Influencing the Pathways from Disaster to Conflict Risk and Peace Potential Through Disaster Risk Reduction. Journal of Peacebuilding & Development, 17(2), 151-172. https:// doi.org/10.1177/15423166221081516 5.   The R4S approach was developed in 2016 to inform a resilience approach to the implementation of humanitarian and development interventions by improving the understanding of socioeconomic systems and how they react to shocks and stresses. These tools can be utilized in fragile and conflict-affected settings. https://resiliencenexus.org/r4s/ 6.   Kirstin Kreyscher. When Disaster Meets Conflict, Think-Table Toolkit. Deakin University, Centre for Humanitarian Leadership. https://centreforhumanitarianleadership.org/wp-content/uploads/2021/03/CHL_ ISS-Thinktable-Toolkit-FINAL-FILES-v3-1.pdf 7.   Guidance for PDNA in Conflict Situations. United Nations, World Bank, and European Union. https://www.undp.org/sites/g/files/zskgke326/files/publications/PDNA.pdf This guide on how to conduct a PDNA in conflict situations is a joint initiative of READY 2 RESPOND | 84 the European Union, the World Bank, and the United Nations, led by the United Nations Development Programme, in response to the need to conduct disaster assessments in conflict contexts. 8.   Disaster Recovery in Conflict Contexts. GFDRR https://www.gfdrr.org/sites/default/files/publication/Disaster%20Recovery%20 in%20Conflict%20Contexts.pdf In a conflict context, the guidelines for a recovery framework at its core remain centered on the holistic approach examining the four components advocated in the DRF guide. These components are: (a) policy framework and vision for recovery; (b) institutional frameworks; (c) recovery financing; and (d) recovery implementation and monitoring. Where the conflict context differs is the emphasis on the utilization of the principles of impartiality, empowerment, gender, and ‘do no harm’ throughout the DRF to mitigate the risk of negative social impacts in the recovery effort. These principles are important in any natural disaster context as well but become critical in implementing recovery for disasters within a conflict context where they must be followed to ensure equity across conflict and disaster victims. READY 2 RESPOND | 85 APPENDIX 7: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR GENDER & INCLUSIVITY 1.   GFDRR. 2022. Disability Inclusion in Disaster Risk Management Operations: An Exploration of Good Practices and Resources: Guidance Note. https://www. gfdrr.org/en/publication/disability-inclusion-disaster-risk-management- operations-exploration-good-practices-and 2.   GFDRR. 2022. Entry Points for Social Inclusion and Gender in Disaster Risk Management and Climate Resilience Development Policy Operations: Guidance Note. https://www.gfdrr.org/en/publication/entry-points-social- inclusion-and-gender-disaster-risk-management-and-climate This note’s objective is to identify entry points for mainstreaming inclusion and gender in DRM and climate resilience development policy operations while providing actionable recommendations. The note identifies gaps, actions, and indicators grouped by five policy areas: (i) social protection; (ii) national DRM framework; (iii) health EP&R; (iv) schools and educational infrastructure; and (v) urban, territorial, and physical development planning. This analysis is supported by case studies and best practices. 3.   GFDRR. E-Learning ‒ Designing Inclusive, Accessible Early Warning Systems: Good Practices and Entry Points. https://wbg.edcast.com/insights/designing- inclusive-accessible-early-warning-systems-good-designing Designing inclusive EWS is essential for resilient development. This course presents key lessons and areas of good practice from specific examples, along with recommendations inclusive, accessible EWS. It is aimed at development practitioners—especially WB staff—working with communities and governments to provide evidence-based approaches to enhance inclusion of different social groups in EWS, depending on the local context. It is not intended to be a comprehensive overview of a robust, effective EWS but to highlight entry points for the inclusivity components of multi-hazard impact- based EWS. 4.   InsuResilience Centre of Excellence on Gender-smart Solutions. 2002. Toolkit For Policymakers: A Gender-Responsive Approach for Climate and Disaster Risk Finance and Insurance (CDRFI). https://coe.insuresilience.org/guidance/ toolkit-for-policymakers-a-gender-responsive-approach-for-climate-and- disaster-risk-finance-and-insurance-cdrfi/ This toolkit provides a gender-smart Climate and Disaster Risk Financing and Insurance (CDRFI) policy self-assessment framework to identify and analyze the extent to which gender considerations are integrated into your country’s CDRFI-related policies and where there are gaps. This analysis can help you to understand the extent to which gender-based differences in behavior, risks, and vulnerabilities between people are considered within CDRFI-related policies. The findings can assist you to understand gender and CDRF-related policy constraints and enablers and inform recommendations to strengthen the gender responsiveness of these policies. These recommendations can be drawn on to develop a gender-smart CDRFI action plan. If you work at a regional level, this toolkit will help you to compare gender-smart CDRFI policy actions and gaps between countries at a regional level by aggregating high- READY 2 RESPOND | 86 level analysis on multiple countries in a given region. 5.   IFRC. PGI in Emergencies Toolkit https: //www.if rc .org/document/pgi- emergencies-toolkit The Protection, Gender, and Inclusion (PGI) in Emergencies Toolkit accompanies the IFRC Minimum standards on protection, gender and inclusions in emergencies (2018) and provides additional guidance to plan, implement, and monitor those standards during EP&R. 6.   NDRMF Toolkit for Mainstreaming Gender in Disaster Risk Reduction & Climate Change Projects. 2020. https://wrd.unwomen.org/practice/resources/ ndrmf-toolkit-mainstreaming-gender-disaster-risk-reduction-climate-change This toolkit includes guidance on how to undertake a gender analysis, what needs to be done to ensure gender is mainstreamed at different stages of the project cycle, how gender can be integrated into the Results Framework, data collection, and usage for enhanced impacts, and effective performance measurement mechanisms contributing to overall improved compliance monitoring. 7.   United Nations Population Fund. 2011. Gender-Based Violence in Emergencies: Operational Guide. 8.   United Nations Population Fund. 2015. Managing VAWG Programming in Emergencies. 9.   GFDRR. 2023. Violence against Women and Girls (VAWG): Disaster Risk Management. Brief, Second Edition. https://www.gfdrr.org/en/publication/ violence-against-women-and-girls-vawg-disaster-risk-management-brief- second-edition READY 2 RESPOND | 87 APPENDIX 8: REFERENCES TO ADDITIONAL ASSESSMENT TOOLS FOR HEALTH IN EP&R 1.   World Health Organization. 2021. Strategic toolkit for assessing risks: a comprehensive toolkit for all-hazards health emergency risk assessment. https://www.who.int/publications/i/item/9789240036086 The Strategic Tool for Assessing Risks (STAR) offers a comprehensive, easy-to- use toolkit to enable national and subnational governments to rapidly conduct a strategic and evidence-based assessment of public health risks for planning and prioritization of health emergency preparedness and disaster risk management activities. This guidance describes the principles and methodology of STAR to enhance its adaptation and use at the national or subnational levels. The methodology includes a workshop with a panel of experts in charge of a qualitative analysis. 2.   ECDC. 2018. HEPSA – Health Emergency Preparedness Self-Assessment tool. https://www.ecdc.europa.eu/en/publications-data/hepsa-health-emergency- preparedness-self-assessment-tool ECDC launched the Health Emergency Preparedness Self-Assessment (HEPSA) tool to support countries in improving their public health emergency preparedness level. The tool is worksheet-based and is targeted at professionals in public health organizations responsible for emergency planning and event management. It consists of seven domains that define the process of public health EP&R: 1) pre-event preparations and governance; 2) resources: trained workforce; 3) support capacity: surveillance; 4) support capacity: risk assessment; 5) event response management; 6) post-event review; and 7) implementation of lessons learned. 3.   Rentschler, Jun;  Tariverdi, Mersedeh;  Desjonqueres, Chloe;  Mercadante, Jared. 2021. Frontline: Preparing Healthcare Systems for Shocks from Disasters to Pandemics. World Bank, Washington, DC. http://hdl.handle.net/10986/35429. https://openknowledge.worldbank.org/entities/publication/4857132b-6dfe-578f- b8d0-95fb63246e96 This note outlines the following priority areas for action. (1) Foundations: Building the capacity of health systems to effectively manage routine demands is a prerequisite for increasing their resilience to shocks. (2) Health care facilities: Facilities must be prepared to meet surge demand during emergencies and protected against shocks, such as earthquakes or floods. (3) Health care systems: Coordinated regional and system-level responses and flexible solutions are key during emergencies. (4) National emergency management: Crisis response by the health sector must be coordinated with emergency management systems. (5) Quality infrastructure: Resilient water, electricity, transport, and digital systems are essential for effective health services. 4.   NHS England Business Continuity Management Toolkit, Version 2.0, April 17, 2023. https://www.england.nhs.uk/wp-content/uploads/2023/04/nhs-england- business-continuity-management-toolkit-v2.pdf READY 2 RESPOND | 88 APPENDIX 9: READY 2 RESPOND DIAGNOSTIC – SAMPLE OUTPUT The following infographic represents an indicative summary profile of the Ready2Respond diagnostic tool with 360 individual data points captured under the 5 primary components of the Ready2Respond framework. The final report produced in Phase 3 will include similar profiles for each of the five R2R components and additional information comparison figures and tables to help communicate each diagnostic assessment’s findings. Past examples of the R2R diagnostic assessment can be found on the GFDRR EP&R webpage: Emergency Preparedness and Response | GFDRR.