Executive Summary
This Contingency Plan has been developed to provide a basis for coordination of humanitarian minimum response in the event of a major/catastrophic disaster for an initial 10 (ten) days by the Federal Government of Nigeria through the National Emergency Management Agency (NEMA) for 2011-2012.
The document adopts the multi-risk approach and identified flood, crises, epidemic, drought collapse of artificial and natural impoundments as probable disasters that can cause high level impact and displacement of persons. A population of 500,000 was used as the benchmark for planning assumptions. The geographical area covered the whole country based on identified hazards. Meteorological predictions, monitoring of dams, as well as, socio and ethno-religious activities by relevant agencies were used as the basis for Early Warnings and triggers for the probability of the occurrence of the identified disasters.
The document adopted the coordination mechanism contained in the National Disaster Management Framework (NDMF). The information and communication mechanism of the Incident Command System (ICS) was also adopted to ensure that the implementation of the document is in line with best practices. The funding of the Plan will be based on the source of Disaster Management funding in Nigeria and other arrangement as contained in the Establishment Act of NEMA.
The Sectoral Response took into cognizance Preparedness, Minimum Response and Comprehensive response within the following Clusters: Water and Sanitation (WASH); Food and Non Food Items (NFIs); Emergency Shelter; Telecommunication and Logistics; Basic Education; Security and Protection; Camp Management; Health, Reproductive Health and HIV AIDS.
The Contingency Supply requirements (i.e. personnel, supplies and equipments) and budget was also developed to ensure proper resource mobilization and functioning of the various sectors during the agreed period of minimum response. The document also made adequate arrangement for trainings, simulations and review dates.
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