ASEAN Disaster Management Reference Handbooks

Cover photo credits: Unsplash.com and Associated Press 2 Center for Excellence in Disaster Management & Humanitarian Assistance

Table of Contents Executive Summary 11 Introduction 14 ASEAN Architecture and Structure 15 ASEAN Chair 15 ASEAN Secretariat 15 Mission and Priorities 18 Key Groups in Disaster Management 22 Disaster Management and Humanitarian Assistance Division of the ASEAN Secretariat 22 ASEAN Committee on Disaster Management 23 ASEAN Ministerial Meeting on Disaster Management 25 Joint Task Force for Humanitarian Assistance and Disaster Response 25 ASEAN Regional Program on Disaster Management 26 ASEAN Coordinating Center for Humanitarian Assistance on Disaster Management 28 AADMER Partnership Group 32 ASEAN Regional Forum (ARF) 33 ARF Guidance on HADR 34 ARF Work Plan for Disaster Relief 37 ARF Inter-Sessional Meeting on Disaster Relief 37 ARF Disaster Relief Exercise 38 ASEAN Defense Ministers’ Meeting (ADMM) and ADMM Plus 40 Concept Paper on the use of ASEAN Military Assets and Capacities in HA/DR 41 ASEAN Disaster Management Reference Handbook | 2015 3

ASEAN Defense Ministers Meeting Plus Experts’Working Group on HA/DR 41 ADMM-Plus Humanitarian Assistance and Disaster Relief/Military Medicine Exercise 42 ASEAN Militaries Ready Group 42 East Asia Summit 43 Lower Mekong Initiative 45 Membership and ASEAN Communities 48 ASEAN Member Countries 48 Brunei Darussalam 48 Cambodia 48 Indonesia 48 Lao PDR 48 Malaysia 48 Myanmar (Burma) 49 Philippines 49 Singapore 49 Thailand 49 Viet Nam 49 ASEAN Communities 49 ASEAN Political-Security Community 50 ASEAN Economic Community 50 ASEAN Socio-Cultural Community 51 Guiding Documents 54 ASEAN Declaration on Mutual Assistance on Natural Disasters 55 ASEAN Agreement on Disaster Management and Emergency Response 55 Part I General Provisions 57 Part II Disaster Risk Identification, Assessment and Monitoring 57 Part III Disaster Prevent and Mitigation 57 Part IV Disaster Preparedness 58 4 Center for Excellence in Disaster Management & Humanitarian Assistance

Part V Emergency Response 58 Part VI Rehabilitation 58 Part VII Technical Cooperation and Scientific Research 59 Part VIII ASEAN Coordination Center for Humanitarian Assistance 59 Part IX Institutional Arrangements 59 Part X Procedures 60 Part XI Final Clauses 60 SASOP and Coordination of Joint Disaster Relief and Emergency Response Operations 60 Use of Foreign Military and Civil Defense Assets in Disaster Relief –“OSLO Guidelines” 61 Asia-Pacific Regional Guidelines for the Use of FMA in Natural Disaster Response Operations 2014 62 Roles and Responsibilities of the Affected State 63 Roles and Responsibilities of the Assisting State 65 Roles and Responsibilities of Transit States 65 Roles and Responsibilities of the UN 65 Roles and Responsibilities for the Humanitarian Community 65 Roles and Responsibilities of Regional Organizations 65 South Asian Association for Regional Cooperation Agreement on Rapid Response for Natural Disasters 65 Bali Concord I (BC I) 65 Treaty of Amity and Cooperation in Southeast Asia (Also known as the Bali Treaty) 65 Hanoi Plan of Action (1998-2004) 66 Declaration of ASEAN Concord II 66 Vientiane Action Program (2004-2010) 67 ASEAN Economic Community Blueprint 67 ASEAN Regional Forum Work Plan for Disaster Relief (2012-2014) 67 Cha-am Hua Hin Declaration on the Roadmap for an ASEAN Community (2009-2011) 68 Initiative for ASEAN Integration (IAI) Strategic Framework and IAI Work Plan 2 (2009-2015) 68 ASEAN Political-Security Community Blueprint 68 ASEAN Socio-Cultural Community Blueprint 69 ASEAN Disaster Management Reference Handbook | 2015 5

Bandar Seri Begawan (Brunei) PoA to Strengthen 70 the ASEAN-EU Enhanced Partnership (2013-2017) ASEAN-United Nations Strategic Plan OF ACTION on Disaster Management (2011-2015) 70 Joint Statement of the 4th ASEAN-US Leaders’ Meeting November 2012 71 Disaster Response in Asia and the Pacific: A Guide to International Tools and Services 2013 72 Trans-National Disaster Risks and Responses 74 Trans-national issues 75 Haze 75 Mekong Water Dispute 75 Transboundary Risk Monitoring and Situational Awareness 77 Disaster Monitoring and Response System 77 ASEAN Disaster Information Network 77 Indian Ocean Tsunami Warning System 77 ASEAN Way Ahead 80 Past As Prologue 80 National Level Achievements 80 Regional Level Achievements 80 People’s Republic Of China: A Regional Factor In a HA/DR Response 80 Guidelines For The Domestic Facilitation And Regulation Of IDRL And Initial Recovery Assistance – Humanitarian Policy Group Perspective 81 Japan, United States And Australia: Trilateral Civil-Military HA/DR Cooperation 82 Appendices 84 ASEAN Quick Facts 84 Current ASEAN Activities 84 ASEAN and AHA Knowledge Management 82 ASEAN Disaster Management Training Institutes Network 85 ASEAN Disaster Recovery Toolbox 85 ASEAN Disaster Risk Insurance Program 86 6 Center for Excellence in Disaster Management & Humanitarian Assistance

ASEAN Regional Disaster Emergency Response Exercises 87 Disaster and Climate Resilience 89 Disaster Emergency Response Logistic System for ASEAN 90 Rapid Disaster Response Concept 90 School and Hospital Safety Programs 90 ASEAN Points of Contact 92 HFA Country Progress Report 94 ASEAN Regional Progress Report On The Implementation Of HFA (2011-2013) 95 Acronyms and Abbreviations 96 End Notes 100 ASEAN Disaster Management Reference Handbook | 2015 7

Welcome - Note from the Director Dear Reader, The Center for Excellence in Disaster Manage- ment and Humanitarian Assistance (CFE-DMHA) has a mandate to provide and facilitate education, training, and research in civil-military operations, particularly operations that require international di- saster management and humanitarian assistance and operations that require coordination between the Department of Defense and other agencies. In line with that mandate, CFE-DMHA has conducted re- search to create reference books on disaster manage- ment roles, processes, capabilities and vulnerabilities. This Disaster Management Reference Handbook Series is designed to provide decision makers, plan- ners and responders a comprehensive understanding of regional disaster management plans and struc- tures, including information on key domestic disas- ter response entities, basic regional background, and local and international humanitarian organizations present in the region. CFE-DMHA produces coun- try and regional reference books to provide a com- monly available baseline of information regarding disaster management environments. Many places in the Pacific Basin are subject to a variety of disasters including floods, droughts, and landslides, and these handbooks provide a context for regional-specific factors that influence disaster management. This reference book has been compiled by CFE- DMHA from publicly available sources. It is a working document and will be periodically updated to reflect changes in information. We request your feedback to improve this document and help fill any gaps to enhance its future utility. Please send any feedback or questions to [email protected]. Sincerely, Col Joseph D. Martin Director 8 Center for Excellence in Disaster Management & Humanitarian Assistance

Information about the Center for Excellence in Disaster Management and Humanitarian Assistance Vision Promote excellence in disaster management by connecting people, improving coordination, and building capability. Overview Contact Information The Center for Excellence in Disaster Man- Center for Excellence in Disaster Management agement and Humanitarian Assistance is a U.S. and Humanitarian Assistance Department of Defense organization that was 456 Hornet Ave established by U.S. Congress in 1994 and is a JBPHH HI 96860-3503 direct reporting unit to U.S. Pacific Command. Telephone: (808) 472-0518 The Center is located on Ford Island, Joint Base http://www.cfe-dmha.org Pearl Harbor-Hickam, Hawaii. The Asia-Pacific region is our priority of effort and collaboration is the cornerstone of our operational practice. CFE-DMHA was founded because of a world- wide need based on lessons learned in complex humanitarian emergencies that took place in the Balkans, the African Great Lakes Region, Soma- lia and the Middle East since the beginning to mid-1980s. The need was for integrated educa- tion, training, certification, operational research, and interagency cooperation and coordination among many agencies and organizations, both civilian and military, to provide relief and re- gional stability. Our Mission Facilitate collaborative partnerships, conduct applied research, and develop education, train- ing, and information sharing programs in order to enhance U.S. and international civil-military preparedness, knowledge, and performance in di- saster management and humanitarian assistance. ASEAN Disaster Management Reference Handbook | 2015 9

Disaster Management Reference Handbook Series Overview The Disaster Management Reference Hand- Information in the handbooks are compiled book Series is intended to provide decision and based primarily on trusted, reliable, publicly- makers, planners, responders and disaster man- available sources. Much of the information used agement practitioners with an overview of the is from U.S. or other government sources, UN disaster management structure, policies, laws, sources, NGO websites, scholarly references, and plans for each country covered in the series. foreign government websites, and various media Overviews of natural and man-made threats most sources. likely to affect the country are discussed. The handbooks also provide basic country back- Whenever further information available may ground information, including cultural, demo- be relevant, a link to the original internet source graphic, geographic, infrastructure and other is provided. Each handbook is a working docu- basic country data. Endemic conditions such as ment and will be updated periodically as new, poverty, water and sanitation, food security and significant information becomes available. Con- other humanitarian issues are included. A basic structive feedback is requested to further refine overview of the health situation in the country this document. and disease surveillance is also covered. We hope that you find these handbooks infor- The handbooks include information on key mative, reliable and useful in understanding di- national entities involved in disaster manage- saster management and response for this country. ment, disaster response and preparation, and For comments, questions or to request additional the military’s role in disaster relief is discussed. printed copies of our Disaster Managment Refer- Information on UN agencies, international Non- ence Handbooks please contact the Center for Governmental Organizations (NGOs), major Excellence at: (808) 472-0518. local NGOs, and key U.S. agencies and programs in the country, are also provided. The overall aim Please visit our website (http://www.cfe-dmha. is to provide a guide that brings together impor- org) to view the latest electronic versions available. tant information about disaster management and response for each country in an effort to provide a basic understanding for the reader. 10 Center for Excellence in Disaster Management & Humanitarian Assistance

Executive Summary notable entities include the ASEAN Coordinating Southeast Asia is a highly disaster prone region, Center for Humanitarian Assistance on Disaster with a diverse range of natural hazards including Management (AHA Center), the ASEAN Defense floods, droughts, earthquakes, volcanoes, Ministers’ Meeting Plus Experts’ Working Group tsunamis, and disease outbreaks. Therefore, on Humanitarian Assistance/Disaster Relief Member States in the Association of Southeast (ADMM+EWG HA/DR), and ASEAN Regional Asian Nations (ASEAN) are highly vulnerable to TFohreuAmS’sEDAiNsaMsteirniRsteelireiaf lEMxeerectiisneg(AanRdFADRiRFEInxt)e.r- these devastating crises. With rapid urbanization, Sessional meeting on Disaster Relief are two dynamic economic growth, and traditional additional forums for exchanging multinational security concerns as parts of the Southeast Asia lessons learned and best practices on reducing risk context, natural disasters present a threat not and enhancing resiliency to inevitable disasters. only to life and property, but to the development ASEAN’s significant progress in building gains that the ASEAN members have made and Southeast Asia’s proficiency to respond to an continue to make. HA/DR event is world-renown. The ASEAN Agreement on Disaster Management and This first-of-its-kind reference book highlights Emergency Response (AADMER) provides a the important work ASEAN has accomplished framework for developing operational procedures to advance collaboration among its Member for rapid, joint, and effective response to disasters. States through common principles, coordination Additionally, many nations have established structures and goals for disaster management. mutual support agreements with countries outside ASEAN seeks to build more resilient governance their region. These arrangements are instrumental mechanisms which allow for effective disaster risk in establishing expectations regarding disaster reduction, response, and recovery. Furthermore, response capabilities and capacities. Continued ASEAN communities, agreements, and programs outreach through the ASEAN Regional Forum successfully connect these crisis management will continue to involve countries such as Japan, functions to long-term economic, social, and EUunriotepdeaSntaUtens,ioAnus(EtrUal)iaaannddoCthaenrasdwah, oashwavelel as the infrastructure development throughout the region. an interest in helping ASEAN mitigate disaster risk In addition to helping Member States build and from whom ASEAN could draw appropriate capacity, ASEAN plays an important role in crisis response resources. addressing cross-border hazards for multiple As emphasized throughout this comprehensive countries. ASEAN provides a venue where all reference book, ASEAN’s accomplishments members are equal and can raise trans-national and body of work over the last four decades disaster-related issues that may not be addressed is a prologue to the way ahead for its disaster through other multilateral venues. The “ASEAN management endeavors. Analysis of ASEAN’s Way” focuses on respecting cultural norms cproilsiicsi-erselaanteddogthroeurpesn,adbelicnlagraretisoonusr,cceosnccaonrds, while solving regional problems and refers to an effectually inform civilian and military informal working process centered on consensus professionals before the next disaster hits. building. This interactive style is crucial to Therefore, representatives of ASEAN and the dreelveevlaonptinsoglucutilotunrsaalnlyd-aipsparnoepmriaptoewaenrdincgonmteextht-od international humanitarian community, members for countries to leverage external support while of U.S. Pacific Command and partner nation owning the process. armed forces, U.S. and foreign government officials, emergency managers and first responders, Disaster management and humanitarian and public-private partners alike are highly assistance are widely considered safe entry points encouraged to become familiar with the contents for multinational cooperation as all countries can of the following pages. A thorough understanding support the humanitarian imperative and United of ASEAN coordination mechanisms and Nations’ guiding principles. Natural hazards are guidelines can make the difference in achieving a a common threat to all ASEAN Member States, greater unity of effort, potentially saving hundreds and while countries may not always be willing to of lives in the world’s most vulnerable region to discuss sensitive security or political issues, they natural disasters. are likely willing to address crisis management. As explained in in detail throughout this handbook, ASEAN has established key groups which enhance disaster preparedness and strengthen regional security cooperation. Some of the most ASEAN Disaster Management Reference Handbook | 2015 11

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INTRODUCTION Introduction They account for more than 30 percent of all ASEAN was preceded by the Associa- global disaster fatalities and nearly nine percent tion of Southeast Asia (ASA) in 1961 comprised of those populations affected by disasters. From of the Philippines, Malaysia, and Thailand. 2000-2010, annual financial losses from natural Indonesia, Malaysia, the Philippines, Singapore, disasters have averaged USD $4.4 billion.7 Floods and Thailand initially formed the Association of are the most commonly occurring or prevalent Southeast Asia Nations (ASEAN), primarily a natural disaster, while cyclones are the most political and economic organization, in August deadly on an average annual basis. However, it 1967.1 Since ASEANs formation, membership is important to note that the each Member State has expanded to include Brunei Darussalam faces different disaster hazards, meaning that (1984), Vietnam (1995), Lao Peoples Democratic in order to effectively influence and coordinate Republic (1997), Myanmar (Burma) (1997), and disaster management, the organization needs to Cambodia (1999). In 1997, the organization cre- understand the primary and secondary threats ated the ASEAN plus 3 forums to incorporate to its members. Likewise, the Member States the People’s Republic of China, Japan, and the have various resource challenges, which create a Republic of South Korea in the ASEAN sphere complex dynamic for ASEAN to meet the needs of cooperation, collaboration and consultation.2 and goals of all of its members. In other words, Additionally, ASEAN is supported by a group ASEAN needs to have disaster management goals identified as “Dialogue Partners” which includes and agreements that address the aims of its most Australia, Canada, the People’s Republic of Chi- developed members while supporting the needs na, the European Economic Union, India, Japan, of its least developed members, at the same time Republic of South Korea, New Zealand, Pakistan, recognizing the most likely and worst case disas- Russia, and the United States of America. ter scenarios across the region. The ASEAN charter was issued in December The 2014 World Risk Report provides scores 2008.”3 “Policymakers constantly utilize com- for 171 countries in the categories of disaster promise, consensus, and consultation in the exposure, vulnerability, susceptibility, lack of informal decision-making process...it above all coping capacities, and lack of adaptive capacities. prioritizes a consensus-based, non-conflictual The scores are further combined to produce a [sic] way of addressing problems. Quiet diplo- composite World Risk Index score and ranking. macy allows ASEAN leaders to communicate Some of the ASEAN Member States have high without bringing the discussions into the public exposure scores, but overall the scores are not view.”4 Security and military issues are raised alarmingly high given the proliferation of disaster through the communities and the different hazards in that region. However, as shown in the forums in ASEAN. ASEAN covers a land area of table below, nine of the 10 ASEAN members are 4.4 million square kilometers (1.7 million square in the 60th percentile or higher, and 5 of those miles), three percent of the total land area of the members are in the 80th percentile, for lack of Earth. ASEAN territorial waters cover an area coping capacities. These high scores reflect a approximately three times larger than its land lack of ability to mitigate impacts and to respond counterpart. The Member States have a combined effectively to reduce the damages of a disaster. population of approximately 625 million people, ASEAN may be able to help its members improve 8.8 percent of the world’s population. In 2013, the these factors through the agreements, structures, organization’s combined nominal Gross Domes- guidelines, and standards it has established for tic Product (GDP) had grown to more than USD disaster management. $3.0 trillion.5 If ASEAN were a single entity, it would rank as the seventh largest economy in the world, behind the United States, China, Japan, Germany, France, and the United Kingdom.6 ASEAN Member States represent some of the most disaster prone countries in the world. 14 Center for Excellence in Disaster Management & Humanitarian Assistance

Rank Country WRI Exposure Vulnerability Susceptibility Lack of Lack of Coping Adaptive 12 DaBrurussnaelai m 16.23% 41.10% 39.48% 17.97% Capacities Capacities 9 Cambodia 63.08% 37.40% 34 Indonesia 17.12% 27.65% 61.90% 41.99% 100 Lao PDR 10.55% 19.36% 54.48% 32.06% 86.96% 56.74% 88 Malaysia 5.75% 9.55% 60.21% 41.69% 80.98% 50.40% 43 Myanmar 6.51% 14.60% 44.60% 19.65% 84.00% 54.96% 2 Philippines 9.14% 14.87% 61.48% 37.32% 67.56% 46.59% 160 Singapore 28.25% 52.46% 53.85% 33.35% 87.21% 59.92% 90 Thailand 2.25% 7.82% 28.78% 14.41% 80.03% 48.17% 6.38% 13.70% 46.61% 19.87% 49.20% 22.73% 18 Vietnam 13.09% 25.35% 51.64% 27.98% 75.46% 44.50% 50.05%8 76.87% Table 1: Disaster Categories for ASEAN Member States ASEAN Architecture and Structure As the Chair, each Member State identifies a ASEAN has a complex organizational struc- theme for the year and sets priorities for ASEAN. ture that relies on overlapping authorities and The annual rotation of the Chairmanship pres- capabilities to support the ASEAN mission, ents a challenge in that the Member States want purpose, and goals. A simplified way to explain to demonstrate leadership and influence the the ASEAN architecture is to imagine that there direction of the organization during their year are two parts of ASEAN: one consists of organi- as Chair; however, at the same time they need zational structures and forums for the Member to maintain some level of continuity toward the States, and the other handles the day-to-day big picture goals. It is also a reality that coun- functioning of the organization. Each year, one tries want to set priorities and goals that can be ASEAN Member State assumes the ASEAN achieved in the year during their Chairmanship, Chairmanship. Article 31 of the ASEAN charter so there may be tension between wanting to determines that the Chairmanship will rotate show short-term results and long-term impacts. annually based on the alphabetical order of the Accordingly, the relative emphasis on disaster Member States’ English names. The Chair sets management for the organization may fluctuate the vision and leads the events and venues in from year to year as priorities change. which Member States participate; the Secretariat is responsible for the oversight and management ASEAN Secretariat of ASEAN’s operations. In a more results-orient- ed view, the Chair leads the parts of ASEAN that The ASEAN Secretariat was created by the produce agreements and policy, while the Sec- Agreement on the Establishment of the ASEAN retariat conducts the work that yields the imple- Secretariat that was adopted in Bali on February mentation of those agreements and policies. 24, 1976. The ASEAN Secretariat mandate is “to provide for greater efficiency in the coordination ASEAN Chair of ASEAN organs and for more effective imple- mentation of ASEAN projects and activities.”9 While serving as the ASEAN Chair, the The Secretariat’s mission is “to initiate, facilitate, Member State also chairs the ASEAN Summit, and coordinate ASEAN stakeholder collabora- the ASEAN Coordinating Council, the ASEAN tion in realizing the purposes and principles of Community Councils, ASEAN Sectoral Minis- ASEAN as reflected in the ASEAN Charter.”10 terial Bodies and the Committee of Permanent While the ASEAN Chair sets the themes and Representatives. A point worth noting is that in priorities for the year and leads significant events, 2014, Myanmar (Burma) assumed the Chairman- the Secretariat performs the critical functions ship for the first time since ASEAN’s foundation. to maintain continuity and progress through its ongoing actions. ASEAN Disaster Management Reference Handbook | 2015 15

INTRODUCTION The Secretary General has oversight of the three ASEAN Communities: the Political-Se- curity Community, the Economic Community, and the Socio-Cultural Community. Under each of those Communities are the Directorates and Divisions charged with advancing the agenda and implementation of these communities, including the Disaster Management and Humanitarian As- sistance Division within the ASEAN Socio-Cul- tural Community Department. The Secretariat also manages the evaluation and audit, strategic planning, and connectivity functions for ASEAN operations. Figure 1: ASEAN Secretariat Organizational Structure11 16 Center for Excellence in Disaster Management & Humanitarian Assistance

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MISSION & PRIORITIES Mission and Priorities • To develop human resources through closer cooperation in education and life-long learn- The ASEAN Charter provides the following list ing, and in science and technology, for the of purposes for the organization:12 empowerment of the peoples of ASEAN and for the strengthening of the ASEAN Com- • To maintain and enhance peace, security and munity; stability and further strengthen peace-orient- ed values in the region; • To enhance the well-being and livelihood of the peoples of ASEAN by providing them • To enhance regional resilience by promot- with equitable access to opportunities for hu- ing greater political, security, economic, and man development, social welfare and justice; socio-cultural cooperation; • To strengthen cooperation in building a safe, • To preserve Southeast Asia as a Nuclear secure and drug-free environment for the Weapon-Free Zone and free of all other peoples of ASEAN; weapons of mass destruction; • To promote a people-oriented ASEAN in • To ensure that the peoples and Member which all sectors of society are encouraged to States of ASEAN live in peace with the world participate in, and benefit from, the process at large in a just, democratic and harmonious of ASEAN integration and community build- environment; ing; • To create a single market and production • To promote an ASEAN identity through the base which is stable, prosperous, highly fostering of greater awareness of the diverse competitive and economically integrated with culture and heritage of the region; and effective facilitation for trade and investment in which there is free flow of goods, services • To maintain the centrality and proactive role and investment; facilitated movement of busi- of ASEAN as the primary driving force in its ness persons, professionals, talents and labor; relations and cooperation with its external and freer flow of capital; partners in a regional architecture that is open, transparent and inclusive. • To alleviate poverty and narrow the develop- ment gap within ASEAN through mutual The ASEAN Declaration outlined the following assistance and cooperation; purposes:13 • To accelerate the economic growth, so- • To strengthen democracy, enhance good gov- ernance and the rule of law, and to promote cial progress, and cultural development in and protect human rights and fundamen- the region through joint endeavors in the tal freedoms, with due regard to the rights spirit of equality and partnership in order to and responsibilities of the Member States of strengthen the foundation for a prosperous ASEAN; and peaceful community of Southeast Asian Nations; • To respond effectively, in accordance with • To promote regional peace and stability the principle of comprehensive security, to through abiding respect for justice and the all forms of threats, transnational crimes and rule of law in the relationship among coun- trans-boundary challenges; tries of the region and adherence to the prin- ciples of the United Nations Charter; • To promote sustainable development so as to • To promote active collaboration and mutual ensure the protection of the region’s environ- assistance on matters of common interest ment, the sustainability of its natural resourc- in the economic, social, cultural, technical, es, the preservation of its cultural heritage scientific, and administrative fields; and the high quality of life of its peoples; 18 Center for Excellence in Disaster Management & Humanitarian Assistance

• To provide assistance to each other in the form of training and research facilities in the educational, professional, technical, and administrative spheres; • To collaborate more effectively for the greater utilization of their agriculture and industries, the expansion of their trade, including the study of problems of international commod- ity trade, the improvement of their trans- portation and communications facilities and the raising of the living standards of their peoples; • To promote Southeast Asian studies; and • To maintain close and beneficial coopera- tion with existing international and regional organizations with similar aims and pur- poses, and explore all avenues for even closer cooperation among themselves. These two sets of purposes have deep rel- evance to the advancement of disaster man- agement through ASEAN. The emphasis on strengthening resilience, stability, and develop- ment has connections to the disaster prepared- ness and response goals in ASEAN’s disaster management agreements and policies. ASEAN’s advocacy for peace and non-proliferation can help diminish the risk of complex emergencies and their ensuing humanitarian crises in the re- gion. In its Charter, ASEAN commits to improv- ing the situations of marginalized groups like the impoverished and minorities (ethnic, politi- cal, gender, or otherwise). Marginalized groups are generally more vulnerable to disasters and experience greater impacts as a result of disasters. In corrupt systems, marginalized groups may also face discrimination through the unequitable distribution of relief after a disaster hits. Enhanc- ing the improvement of science and technology education and research will yield benefits for understanding natural hazards and how to better mitigate the impacts of disasters. ASEAN Disaster Management Reference Handbook | 2015 19

MISSION & PRIORITIES 20 Center for Excellence in Disaster Management & Humanitarian Assistance

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KEY GROUPS Key Groups in Disaster Management and Humanitarian Disaster Management Assistance Division of the ASEAN Secretariat There are many key groups engaged in disas- The ASEAN Secretariat is the permanent ter management within ASEAN. Each of these coordinating and implementing office for proj- groups within ASEAN either exists to enhance ects and activities throughout ASEAN. While disaster management in the region or views the numerous ASEAN meetings are attended by disaster management as a crucial component of a government officials for several days before they larger security strategy. ASEAN has recently ac- return to their normal duties, the Secretariat is knowledged the need to strengthen cooperation comprised of several hundred people who keep mechanisms, especially with governments and ASEAN projects and initiatives moving forward. regional organizations outside of the ten ASEAN The Secretariat was established in 1976 by the nations. The efforts to enhance the cooperation foreign ministers of ASEAN Member States. mechanism will help to address the overlap and Based in Jakarta, it is aligned with the ASEAN power and authorities between the groups. In Communities concept: there is the ASEAN 2013, the ASEAN heads of state declared that Political-Security Community Department, the they “encourage a joint effort and more inte- ASEAN Economic Community Department, the grated coordination and synergy in disaster ASEAN Socio-Cultural Community Department, management among the various ASEAN-related and the Community and Corporate Affairs De- mechanisms, wherever possible, in particular partment. The organization is led by a Secretary- the AMMDM, ADMM, ADMM-Plus, ARF, and General. In 2009, ASEAN Leaders tasked the Sec- EAS.”14 This section will discuss the purpose, retary-General to be the ASEAN Humanitarian membership, documents, activities, and meetings Assistance Coordinator for both natural disasters of these key groups. and pandemics. 15 The nature and responsibility of the tasking is unclear. In 2012, the secretariat had a budget of USD $15.7 million and a staff of around 260 people.16 The Disaster Management and Humanitarian Assistance Division of the Secretariat (commonly referred to as the Secretariat) falls under the Disaster Management Figure 2: Key Groups in Disaster Management 22 Center for Excellence in Disaster Management & Humanitarian Assistance

Cross-Sectoral Cooperation Directorate of the ASEAN Committee on Disaster Management Socio-Cultural Community Department. ACDM is ASEAN’s core disaster management The purpose of the Disaster Management and policy-making body. The ACDM was formed Humanitarian Assistance Division is to manage in 2003 by the ASEAN Standing Committee, ASEAN cooperation in disaster management, which is composed of the Directors General of which involves facilitating implementation of the the ASEAN Departments of the nations’ respec- ASEAN Agreement on Disaster Management and tive Ministries of Foreign Affairs.20 Prior to the Emergency Response (AADMER).17 Specifically, ACDM’s existence, disaster management within the ASEAN Secretariat’s role is included in AAD- ASEAN was addressed through working groups MER’s provisions. Aspects of the role include: as specified in the Declaration of ASEAN Con- 1. Arranging for and servicing meetings of the cord I in 1976 and in the Declaration on Mutual Assistance on Natural Disasters.21 However, these Conference of the Parties and of other bodies working groups were unable to influence at the established AADMER; countries’ national level whereas ACDM has more impact. 2. Transmitting to the Parties notifications, reports and other information received in ac- The ACDM envisions itself as a “region of cordance with AADMER; disaster resilient nations, mutually assistant and complementing one another, sharing a common 3. Considering inquiries by and information bond in minimizing adverse effects of disasters in from the Parties, and consulting with them pursuit of safe communities and sustainable de- on questions relating to AADMER; velopment.”22 The group’s mission is to “enhance cooperation in all aspects of disaster manage- 4. Ensuring the necessary coordination with ment prevention, mitigation, response, and re- other relevant international bodies and, in covery through mutual collaborative activities.”23 particular, to enter into administrative ar- The ACDM is a part of the ASEAN socio-cultural rangements as may be required for the effec- community however this position could change tive discharge of the Secretariat functions; as ASEAN partners and parties recognize disas- and ter management as a security issue and militaries as important disaster responders. The ACDM is 5. In line with Article 24 of the Agreement, the comprised of the heads of the ten ASEAN coun- ASEAN Secretariat will also administer the tries’ national disaster management organizations ASEAN Disaster Management and Emer- (NDMOs). These are: gency Relief Fund to be established under the • Brunei Darussalam’s National Disaster Man- Agreement. In line with Article 11.2.b of the ASEAN agement Center • Cambodia’s National Committee for Disaster Charter (i.e. on the role of the Secretary-General of ASEAN and the ASEAN Secretariat) the ASE- Management (NCDM) AN Secretariat will additionally be responsible in • Indonesia’s National Agency for Disaster facilitating and monitoring progress in the imple- mentation of AADMER and its Work Program. Management (BNPB) The ASEAN Secretariat provides policy coordina- • Lao PDR’s National Disaster Management tion support, conducts monitoring and evaluation of the AADMER, and serves as the Secretariat to Office, Ministry of Labor and Social Welfare both the COP and ASEAN Committee on Disaster • Malaysia’s National Security Council (MKN) Management (ACDM). The ASEAN Secretariat • Myanmar’s (Burma) Relief and Resettlement sits on the Governing Board of the AHA Center, and provides direct support to the Secretary- Department, Ministry of Social Welfare General of ASEAN in performing his/her duties • The Philippines’ National Disaster Risk as the ASEAN Humanitarian Assistance Coordi- nator.18 According to a 2014 Brookings Institute Reduction and Management Council and Ad- Report, and Humanitarian Assistance and Disaster ministrator (NDRRMC) Management Division of the secretariat has “ten • Singapore’s Civil Defense Force (SCDF) staff members, of which five are core staff and five • Thailand’s Department of Disaster Prevention project and seconded staff.” 19 ASEAN Disaster Management Reference Handbook | 2015 23

KEY GROUPS and Mitigation (DDPM) work program is a specific set of activities that • Vietnam’s Central Committee of Flood and are intended to “translate AADMER’s spirit and intent into concrete actions and initiatives.”27 Storm Control (CCFSC)24 See the AADMER section for more information on the agreement and its work program. Lastly, The ACDM is led by a Chair and a Vice Chair the ACDM collaborates with ASEAN’s Dialogue which are rotated annually between the ten Partners (regional, international and multilateral Member States. Additionally, ASEAN country agencies), NGOs, and the private sector in representatives each spearhead lines of effort as advancing the objectives of ASEAN cooperation decided by the ACDM in their annual meeting. in disaster management. ACDM’s broad role Each country provides one designated person as is difficult to manage as other key groups in a focal point for ACDM and three alternates for ASEAN begin to deepen their interest in disaster coordination purposes.25 Key formal working management as a tool for diplomacy. groups include the Preparedness and Response Working Group, the Recovery Working Group, In 2011, the ACDM officially launched and the Prevention and Mitigation Working the AHA Center and undertook a number Group. Each of the working groups has of supporting projects. The projects include permanently assigned lead nation from among standing up the ASEAN Emergency Rapid the ASEAN members and which serve as the Assessment Team (ERAT) and beginning Chair of the group. development of the knowledge management system and disaster emergency logistics system The Committee has three core functional (DELSA). See the ERAT and DELSA sections for roles. First, they act as the Governing Board more information on these programs. for the ASEAN Coordinating Center for Humanitarian Assistance (AHA Center).26 In 2012, ACDM operationalized the AHA In this role, the ACDM sets the scope of the Center and focused on “promoting cross- AHA Center’s roles and responsibilities and sectoral coordination and multi-stakeholder monitors the Center’s performance. See the partnership.”28 This may have been in reaction SAeHcoAnCd,enthteerAseCcDtiMonofoverrmseoersethinefowromrkatpiornog. ram to the proliferation of exercises, working papers, for the AADMER. This is a very important role and meetings on disaster management by AasSiEt AopNertaretiaotnyaolinzedsistahsetebrinmdainnaggienmteernnta.tTiohneal other ASEAN-affiliated groups like the ASEAN Regional Forum (ARF) and the East Asia Summit (EAS). Year Chair Description 2012 Thailand The 19th ACDM accomplished the following progress: Discussed urgent issues related to the operationalization of the AHA Center; 2013 Vietnam Reviewed implementation of AADMER and the Work Program (2010-2015); 2014 (Note: the 21st ACDM Endorsed the program proposal on the ASEAN DELSA; was held in Thailand) Reached decisions on cooperation with EAS and military/defense counter- Brunei Darussalam part in disaster management; and Determined Vietnam would host the ASEAN ARDEX 2013.29 2015 Cambodia The 20th ACDM focus was on studying the linkage between the EAS Work Plan and the AADMER Work Plan Thailand hosted the 21st ACDM in Chiang Mai. The focus was on monitor- ing and evaluation updates related to the progress of the AADMER Work Program 30 Vietnam hosted the 22nd and 23rd ACDM in Hanoi Both the 24th and 25th ACDM took place in Brunei Darussalam. The 25th ACDM was held concurrently with the 3rd Conference to the Parties (COP) of AADMER and the ASEAN Ministerial Meeting on Disaster Management (AMMDM).31 The 26th ACDM focus was on “ASEAN’s sustainability, solidarity, power, and commitment to make its own people and community safe and resilient to disaster and climate change.”32 Table 2: ACDM Annual Meetings 24 Center for Excellence in Disaster Management & Humanitarian Assistance

Following the 27th ACDM, Cambodia re- rial level group that oversees the ACDM within leased a list of priority areas and strategic direc- the ASEAN Socio-Cultural Community, but the tions for the country’s chairmanship: actual breakdown of roles and responsibilities • Development of the “ASEAN Declaration were not available.38 The higher-level meeting may have been necessary in order to facilitate on One ASEAN, One Response: ASEAN dialogue between ministries that regularly inter- responding to Disasters as One in the Re- act with foreign partners vice the ACDM which gion and Outside the Region” with an aim is comprised of domestic responders. to launch it at the 27th ASEAN Summit in November 2015; As of May 2015, the AMMDM has met twice – • Promoting cross-sectoral and multi-stake- the most recent meeting occurred in conjunction holder participation to establish consistency with the 3rd Meeting of the COP to the AAD- in all of ASEAN’s policies and programs MER in Brunei in October 2014. The meeting related to disaster management; and promoted regular dialogue with other ASEAN • Ensuring the sustainability of AHA Center ministerial bodies to ensure synchronization of and the development of the Post-2015 AAD- effort in building safer and disaster-resilient com- MER Work Program.33 munities.39 “One ASEAN, One Response” is the ACDM’s Joint Task Force for Humanitarian Assistance newest initiative. While many of the details are and Disaster Response not yet available, it represents a push to coordi- nate and synchronize the many ASEAN disaster The Joint Task Force (JTF) for Humanitarian response mechanisms. The initiative is part of Assistance and Disaster Response was created a pattern of more strategic, long term thinking in 2014 by the Secretariat, to promote “synergy” across ASEAN. Many work plans and programs between relevant ASEAN bodies on HADR expire in 2015; therefore, this initiative marks the (ASEAN HADR mechanisms). The ACDM has beginning of the next period in ASEAN’s disaster been designated as the lead ASEAN group for response capacity. “One ASEAN, One Response” the JTF and the chair of the ACDM heads these envisions a role in which eventually ASEAN meetings. The JTF held two meetings as of this Member States collectively respond to disaster writing, in Bandar Seri Begawan, the capital of outside of the region as assisting states.34 Brunei Darussalam in May and October 2014. ASEAN Ministerial Meeting The first JTF meeting was convened to encour- on Disaster Management age coordination and synergy on HADR as well as to provide a platform to review common con- The ASEAN Ministerial Meeting on Disas- cerns on HADR. Among the discussions were the ter Management (AMMDM) is a relatively new sharing of best practices and recommendations. group in the ASEAN disaster management The first meeting also sought to create a frame- sphere. The AMMDM was created in October work that envisioned multi-sector coordination 2013, when the ASEAN heads of state signed that promoted ASEAN’s “leadership and central- DttihooencAuinmSEDeAnitsNsassDteecerctilMoarnaanftoiaorgnemmoonernEetn.i3nh5faSonercemintahgteiCoGnouooipdneirnag- ity” in responding to disasters.40 this declaration. Among other important ac- tions, the document “welcomed the convening Participants at the meetings included repre- of the AMMDM as the ASEAN ministerial body sentatives from the ACDM, the AMMDM, the in charge of promoting ASEAN cooperation in ASEAN Defense Ministers Meeting (ADMM), disaster management.”36 This is a very significant the ASEAN Defense Ministers’ Meeting Plus role for a newly convened group. At the Second (ADMM-Plus), the ASEAN Regional Forum AMMDM, Ministers from each of the ASEAN (ARF), the East Asia Summit (EAS), the ASEAN Member States adopted the terms of reference of Senior Officials’ Meeting (SOM), the ASEAN the AMMDM and agreed to convene every year, Defense Senior Officials’ Meeting (ADSOM), the consecutively with the COP and AADMER.37 It ASEAN Senior Officials’ Meeting on Health De- appears that the AMMDM is a higher ministe- velopment (SOMHD), and the Senior Officials’ Meeting on Social Welfare and Development (SOMSWD).41 Other relevant ASEAN sectoral bodies also participate in the JTF meetings. The ASEAN JTF for HADR group appears to be aiming to hold meetings twice a year and it is unclear whether this frequency will increase. ASEAN Disaster Management Reference Handbook | 2015 25

KEY GROUPS There is no official U.S. representative to the JTF for HADR, however, U.S. participation is allowed through an ASEAN grouping that attends the JTF meeting that the U.S. is a member of (such as the ADMM-Plus, ARF or through the EAS).42 ASEAN Regional Program on Disaster Management The ASEAN Regional Program on Disaster Management (ARPDM) was an ACDM-led ini- tiative from 2004 to 2010, to increase “coopera- tion among the Member Countries [which] will cover capacity building, sharing of information and resources, engaging external partnerships, and public education, awareness and advocacy in disaster management.”43 The program was estab- lished by the ACDM with support from the Asia Disaster Preparedness Center (ADPC) between 2002 and 2003, and pre-dates the AADMER.44 In 2002, the ARPDM was drafted in Bangkok when all ten Member States participated and identified the following as core activities for cooperation: training, information sharing, flood mitigation, resource inventory, and exercises.45 The AR- PDM’s final objectives and components follow:46 26 Center for Excellence in Disaster Management & Humanitarian Assistance

OBJECTIVES SUB-COMPONENTS Component 1: Establishment of ASEAN Regional Disaster Management Framework Promote cooperation and Establishment of the ASEAN Response Action Plan (RAP) collaboration among Member Enhancing Quick Response Capacities of Member Countries Countries in all areas of disaster ASEAN Joint Simulation Exercises for Disaster Relief management including joint Technical Cooperation Projects projects, collaborative research Earthquake Vulnerability Reduction and networking. Flash Flood, Landslide, Sea/ River Erosion Preparedness and Mitigation Dissemination of Flood Early Warning Safety of Children in Flood-Prone Areas Typhoon and Cyclone Preparedness and Mitigation Early Warning System for Land and Forest Fire Management and Haze Preparedness Component 2: Capacity Building Strengthen capacity building ASEAN Disaster Management Training Institutes Network in areas of priority concern Specialized Disaster Management Training of Member Countries, and Specialized Training in Risk, Damage and Needs Assessment promote human resources Specialized Training in Collapsed Structure Search and Rescue development in disaster Specialized Training in Forest Fire Fighting management in accordance Refresher Courses/ Expertise Development with the needs of Member Training on the Management of Disaster Stress and Behaviour Countries Component 3: Sharing of Information and Resources Promote sharing of information, ASEAN Disaster Information Sharing and Communication Network (ASEAN expertise, best practices, and DISCNet) resources. Development of ACDM Website and NDMO Websites Establishing Effective Communication Systems Publication of ADMIN Newsletter ASEAN Inventory of Disaster Management Experts (Brain Bank) and Resources ASEAN Hazard and Vulnerability Mapping Project Research and Development and Dissemination of Good Practices Improved Use of Climate and Weather Forecasting Component 4: Promoting Collaboration and Strengthening Partnerships Promote partnerships among Supporting Community-Based Management Programs various stakeholders (GOs, Partnerships with Relevant Organizations and NGOs NGOs, and community based Mobilizing Financial Support and Resources international organizations) Component 5: Public Education, Awareness and Advocacy Promote advocacy, public ASEAN Day for Disaster Management education and awareness Integration of Disaster Management in School Curricula program related to disaster Enhancing Disaster Management Public Education and Awareness Programs management Mainstreaming Disaster Management into Development Plans of ASEAN Member Countries Table 3: ARPDM’s Objectives and Components ASEAN Disaster Management Reference Handbook | 2015 27

KEY GROUPS In many ways, the framework of the ARPDM has been superseded by the AADMER and its Work Programs. The ARPDM is currently out of date and there is no indication that it will be updated. ASEAN Coordinating Center for Humanitarian Assistance on Disaster Management The ASEAN Coordi- nating Center for Hu- manitarian Assistance (AHA Center) facilitates disaster management and ecteftahhrmnceeeciaeelrAtrietigfAoagoetnirDneoecwnMcsyo.atETaorsebhRrmsdle,ipisawnCohnnahiedntsniiacegottheenitnrdhc’aseobnnAydtHacionAoFeipCdgeuetrrenaerttme3ior: sMninoialefomsrrteoodfnneeerrgs-tLoeadinA2agf0Ht1etToAr1h,AteChwHAeeAitneHhCvteAeetnrhntCeoet.rpesFinegortnreamrtiniaowgtniaoossnfbftoehrgemaAnaglalryneoeemtshteaenbrtltiowshnoetdyheeianrs AADMER parties (ASEAN Member States). The Establishment of the ASEAN Coordinating Center terms of reference included sixteen possible func- fmorenHtuinmBanaliit,aIrniadnonAesssiiast,adnucreinong tDhiesa1s9ttehr MASaEnAagNe- tions for the AHA Center ranging from research Summit.49 The agreement was signed by the to mitigation to facilitating response.47 While the Member States’ foreign ministers and witnessed center’s mandate is wide-reaching, setting up the by the countries’ heads of state. The AHA Cen- organization has been a multi-year process. For ter is located in Jakarta, Indonesia. As set out in example, the chart below shows initial steps prior the agreement, the AHA Center is overseen by a to the AADMER’s entry into force. 48 Formal Governing Board that gen- erally has the same mem- bership as the ACDM. The Executive Director reports to the board and heads a small team which primarily works on disaster monitor- ing, training, and response. The ACDM is advised by the Secretary General of ASEAN and the ASEAN Secretariat, and guided by the COP to AADMER. See the orga- nizational chart below for a graphic depiction of this relationship:50 According to a 2014 report from the Brookings Institu- tion, the Center has a staff of 17 and a budget of roughly USD $5.8 million. Mem- ber States contribute USD Figure 4: AHA Center Organizational Structure 28 Center for Excellence in Disaster Management & Humanitarian Assistance

$30,000 annually to the Center, and the remain- • Receive, consolidate, update and dissemi- ing budget comes from donor governments nate data on available resources, ear- including Australia, European Union, Japan, marked assets, and capacities for regional United Kingdom, New Zealand, the United States standby arrangements; and others.51 The budget level and staffing do not allow the Center to fulfill the mission initially en- • Facilitate joint emergency response; visioned for it, and many of the responsibilities in • Receive information on measures taken disaster risk reduction and capacity building have fallen to the NDMOs of Member States through by Parties to mobilize equipment, fa- the ACDM. To date, AHA Centre has prioritized cilities, materials, human and financial development of its disaster monitoring and infor- resources for disaster response; and mation management, response preparedness and • Facilitate the processing of transit and response capacities, particularly in the area of exemptions, where appropriate, of per- logistics, and in 2014, started to look at develop- sonnel, facilities, and materials related to ing an ASEAN guideline on Recovery. provision of assistance. • Operationalize regional coordination mecha- The AHA Center’s vision is to be the opera- nisms for emergency preparedness and tional engine of the AADMER. The AHA Cen- response. ter carries the vision out through “facilitating • Implement and further develop the SA- regional cooperation for disaster management, SOP; facilitating joint emergency preparedness and • Oversee the maintenance and operation- response, and operationalizing regional coor- alization of the regional logistics hub in dination mechanisms on disaster management, Subang, Malaysia in particularly for emergency preparedness and • cooperation with United Nations Hu- response in the ASEAN region.”52 However, the manitarian Response Depot (UNHRD) – Center currently focuses on monitoring and World Food Program (WFP); response, which encompasses just a small por- • Facilitate the training and deployment tion of the AADMER’s intent. If the AHA Center of the ASEAN Emergency Rapid Assess- assumes a more central role in disaster manage- ment Team (ERAT); ment in ASEAN, including risk reduction and • Manage the AHA Center Fund and mobi- resilience, the Center will require a much deeper lize other resources; pool of stable resources. • Support the ASEAN Regional Disaster Emergency Response Simulation Exer- For now, the AHA Center has a specific group cise (ARDEX) and actively participate in of functions: other regional disaster exercises to pro- • Facilitate regional cooperation for disaster mote and test the interoperability of the ASEAN disaster management coordina- management. tion mechanisms; and • Receive information from Member States • Support Member States in developing and strengthening their emergency prepared- on the designated National Focal Points ness and response mechanisms and in (NFP) and Competent Authorities (CAs) institutionalizing AADMER.53 for AADMER; as well as any subsequent changes in their designations; The AHA Center appears to have fully ma- • Receive, consolidate, and disseminate tured their monitoring function. The center data, analysis and recommendations from generates situation reports on disasters occurring the NFPs on risks and regional implica- within the ten Member States based on informa- tions; and tion from NDMOs, and occasionally carries out • Facilitate activities for technical coopera- more in-depth analysis for larger scale disasters. tion and scientific research. • Facilitate joint emergency preparedness and response. • Facilitate the establishment, review and maintenance of regional standby arrange- ments; ASEAN Disaster Management Reference Handbook | 2015 29

KEY GROUPS The flash updates provide a concise overview of • Conduct rapid assessments of the disaster the disaster’s impact and current response ef- affected areas; forts. The center calls its web portal and database, the ASEAN Disaster Monitoring and Response • Estimate the scale, severity, and impact of the System (DMRS). It is a version of the Pacific disaster; Disaster Center’s DisasterAWARE software, and “integrates data from numerous sources, includ- • Gather information and report on the imme- ing national and international hazard monitoring diate needs of the affected population; and disaster warning agencies.”54 • Coordinate with AHA Center for the mobili- Additionally, the AHA Center is establishing zation, response, and deployment of regional a more robust response capability. In 2012, the disaster management assets, capacities and Center responded to disasters including a 6.8 humanitarian goods and assistance to the Richter scale earthquake in the Mandalay re- disaster affected areas.60 gion of Myanmar (Burma) and Typhoon Bopha in Mindanao, Philippines. In 2013, the AHA The ERAT uses guidelines developed by the Center responded to a 7.2 Richter scale Aceh ACDM with Singapore’s guidance and modeled Earthquake, flooding in Lao PDR, a 7.2 Rich- on those of the UN Disaster Assessment and ter scale earthquake in the Central Visayas.55 In Coordination Team (UNDAC). The guidelines 2013- 2014 they responded to Typhoon Haiyan outline roles, responsibilities, and detailed mis- (Philippines), and a preparedness deployment to sion phases. The ERAT guidelines are designed Typhoon Hagupit (Philippines). Additionally, the to integrate with the SASOP and outline a system AHA Center responded to flooding in Malaysia that works quickly and efficiently. Team members in 2015. 56 must be mobilized with eight hours of notifica- tion and should be prepared to be positioned Currently, the AHA Center has a number of at the disaster for two weeks. Responders from related initiatives it is undertaking, and the fol- Member States comprise the ERAT, and undergo lowing section will discuss the formation and induction training. After training, members progress, along with the initiatives’ outlook in the receive specialized skill-based training and are coming years. encouraged to participate in ARDEX or other disaster response exercises.61 According to the ASEAN Emergency Response Assessment Team AHA Center, there are roughly 90 trained ERAT members. Members also consist of individuals The ASEAN Emergency Response Assess- from the ASEAN Secretariat, the AHA Center, ment Team (ERAT) deploys to major disasters and NGOs.62 in ASEAN Member States in order to assist the affected state with damage and needs assessment The preparation phase of an ERAT mission and information sharing. The ERAT concept entails training, equipment procurement and was proposed by the ACDM in March 2008. The maintenance, and personal readiness. The alert, team was first deployed in response to Cyclone activation, and mobilization phase is a detailed Nargis in May 2008. The ERAT was used twice in set of steps for recalling eligible ERAT personnel this capacity by delivering both initial and long and selecting a team from those available. A team term needs assessments.57 Since then, the team leader is selected by the AHA Center during this has responded to the disasters that the AHA process and handles much of the deployment Center has responded to. The team has also been phase. The AHA Center facilitates customs and “deployed in regional exercises, such as ASEAN immigration clearances as personnel deploy from Regional Disaster Emergency Response Simu- around ASEAN to the affected site. The on-site lation Exercise (ARDEX) in Thailand (2008), operations phase provides a snapshot of the ASEAN Regional Forum Disaster Relief Exercise immediate disaster situation. During the phase, (ARF DiREx) in Manado, Indonesia (2011), ARF ERAT members identify the scale and severity of DiREx in Thailand (2013), and ARDEX in Viet the disaster, identify affected geographic areas, Nam (2013).” 58 Most recently, they deployed to analyze the impact on vulnerable populations, the ARF DiREx held in Malaysia in 2015. 59 and assess immediate needs. In a deployment, ERAT members adhere to the following prin- In 2011, ERAT’s mission was strengthened as a ciples: relevancy, timeliness, coordination, infor- tool in the AADMER Work Program. Currently, mation sharing, and objectivity. Team members ERAT’s primary roles are: have a detailed assessment questionnaire to begin 30 Center for Excellence in Disaster Management & Humanitarian Assistance

data gathering. The team sets a goal of produc- Figure 5: The ERAT Mission Cycle ing the first report within 72 hours of deploy- ment, with ongoing reports and assessments for (JOCCA). The Center is essentially a place for the duration of the on-site operations phase. The all ASEAN Member State response entities to guidelines for the demobilization and after action converge and coordinate. The JOCCA is linked sections are not written yet.63 See below for a to UN’s Onsite Operations and Coordination graphic representation of the mission cycle: 64 Center (OSOCC), both coordinating platforms report directly to the NDMO. In a medium scale Currently, efforts are underway to increase response, ERAT will be embedded with the the reach and efficacy of the ERAT. The October NDMO. Guidelines for establishing a JOCCA are 2013 declaration at the 23rd ASEAN Summit still under development however they will likely included language about strengthening ERAT.65 mirror the OSOCC to ensure interoperability Phase 2 of the AADMER Work Program identi- between the two organizations.68 fies strengthening the ERAT as a priority, which will be accomplished by improving the quality Disaster Emergency Logistics System for ASEAN and frequency of training provided. Additionally, the document envisions an expanded set of roles for the ERAT which contains response coordi- nation, logistics support, and communications provision.66 The ERAT is working to build coordination mechanisms with the United Nations Office for the Coordination for Humanitarian Affairs (UNOCHA). The ERAT and the United Na- tions Disaster Assessment and Coordination (UNDAC) team have had several exercises in which the two groups tested their interoper- ability in terms of conducting a joint assessment, information sharing, planning and civil-military coordination. The groups also cross train. Some ERAT members are also UNDAC members and the AHA Center has invited UNOCHA to attend trainngs.67 ASEAN-ERAT, when deployed, depending on the scale of the disaster, will establish a Joint Operations and Coordination Center of ASEAN Figure 6: OSOCC and JOCCA Co-located at ARF DiREx 2015 The Disaster Emer- gency Logistic System for ASEAN (DELSA) was launched in December 2012, through the estab- lishment of the ASEAN stockpile at the UN Humanitarian Response Depot (UNHRD) and the warehouse is located in Subang, Malaysia. Fund- ing for the stockpile is provided by the Japan- ASEAN Integration Fund (JAIF), and is one of the priority areas under the AADMER Work Pro- gram.69 The disaster emergency ASEAN Disaster Management Reference Handbook | 2015 31

KEY GROUPS logistics warehouse is managed by the UNHRD 1. Working in the AHA Center; through the World Food Program (WFP). There 2. Specialized training and skills enhance- are two parts to the program. The first is the ment; stockpile itself, which consists of “mobile storage 3. Leaders talk; units, office prefabrications, living prefabrica- 4. Deployment; tions, generators, rescue boats, basic office equip- 5. Study visits (Japan, NZ, and Malaysia); ment, and supports to the affected communities 6. Developing regional networks; through the provision of family tents, shelter kits, 7. Special project assignments; ASEAN family kits, high energy biscuits, and 8. Understanding the international humani- ready to eat meals.”70 The second part of the pro- tarian system; gram relates to pre-arrangements with potential 19.0 . mWLearanirtnaingingemgvifesrniootm.n each other; suppliers and transporters. The DELSA stockpile and strategy on disaster provides relief items to affected Member States during disasters. ASEAN Member States can The ACDM Working Group on Preparedness request relief items through the AHA Center. & Response which is led by Malaysia, Singapore, the DELSA Project Steering Committee (AHA Since its establishment in 2012, DELSA has Center, DMHA Division of ASEAN Secretariat, served eight disaster emergency response mis- Mission of Japan to ASEAN), and JAIF provides sions, including the most recent Typhoon Hai- strategic guidance for establishing and develop- yan emergency operations. 71 During the Haiyan ing the ACE Program. The New Zealand (NZ) response, DELSA was used to provide 2.5 tons of Aid Program funds the ACE NZ 10-day study rice, 2,000 bottles of drinking water, 2,000 fam- visit hosted by the University of Canterbury’s ily kits, and 1,000 tarps. Additionally DELSA Center for Risk, Resilience & Renewal (UCR3). provided and transported equipment to support The Japan National representative Civic Force the operations in the affected area including (CF) and Asia Pacific Alliance for Disaster Man- a pre-fabricated office, mobile storage, family agement (APADM) have also pledged continued tents, a diesel generator, and an office supply kit. support in disaster response training, and orga- 72 For the 2013 Bohol earthquake response in the nized a 6-day study visit to Tokyo and Tohoku Philippines, DELSA released 250 family tents funded by JAIF. APADM is a transnational to accommodate up to 1,250 evacuees and 250 disaster aid alliance that facilitates cooperation boxes of ASEAN family kits. The Royal Malaysia and understanding between governments, pri- Air Force provided two C-130s to transport the vate companies, NGOs in the Asia Pacific region. ASEAN’s relief items from the UNHRD ware- Official members include organizations from house in Subang, Malaysia to the Cebu Airport, Indonesia, Japan, South Korea, Philippines and where the relief items were handed off to the Sri Lanka.77 Philippines military to transport to Bohol.73 AADMER Partnership Group Per AADMER Work Program Phase 2, ASEAN plans to establish satellite stockpiles in The AADMER Partnership Group (APG) was disaster prone Member States.74 formed in 2009 as a means to implement the AADMER. The APG uses a consortium of seven AHA Center Executive (ACE) Program Non-Governmental Organizations (NGOs) to help collaborate with ASEAN associated organi- The AHA Center Executive (ACE) Program zations for disaster management. The NGOs are: launched on January 12, 2014, as the Center’s sig- nature program. By the end of July 2015, the first • Child Fund International two classes of the ACE Program had been con- • Help Age International ducted; funding from Joint ASEAN Integration • Mercy Malaysia Fund (JAIF) for a third class, to be conducted in • OXFAM 2016, is also secured. 75 ACE is expected to con- • Plan International tribute to the improvement to ASEAN’s disaster • Save the Children International and management capability as a whole, by strength- • World Vision International ening NDMO officials’ capacity and the network amongst them. Each ASEAN Member State will have two NDMO officers attached to the AHA Center for a period of six months.76 During this period, each officer will be trained as ASEAN Leaders in the following ten key areas: 32 Center for Excellence in Disaster Management & Humanitarian Assistance

Figure 7: APG Partners Among the ASEAN organizations APG col- • Apart from NDMOs, including other Compe- laborates with are the ACDM, the ASEAN Sec- tent Authorities responsible for implementing retariat, and the ASEAN AHA Center as well as AADMER in the APG’s future efforts; ASEAN Member States (Cambodia, Indonesia, Lao PDR, Myanmar (Burma), Philippines, and • Expanding the scope of APG’s country imple- Vietnam), with Thailand serving as the regional mentation sites and exploring ways to tap the hub.78 capacities of countries Brunei Darussalam, The central tahsefmaceilfitoartoArPbGetiws epeanrtMneermshbipe,rand Malaysia, and Singapore to support other the group acts countries. Consultations will be held with the State governments and civil society. Per the APG ACDM or AADMER National Focal Points website, the group develops its partnerships and in these countries to identify possible areas of implements its work through a mutual agree- collaboration; ment with the ACDM and ASEAN Secretariat.79 The APG recognizes and complements the roles • Involving other CSOs in the project while performed by other actors such as national and retaining APG’s current membership; and local CSOs, regional formations, international organizations, UN agencies and bilateral aid agen- • Helping to improve the role of media be- cies in supporting AADMER implementation. At yond merely reporting losses and damages by the national level, the APG carries out projects inculcating an understanding of disaster risk through consultations and in partnership with reduction and other AADMER concepts.80 NDMOs and national civil society CSOs. Based on the September 2011 Reflection and ASEAN Regional Forum (ARF) Learning Workshop with NDMOs from Cambo- dia and the Philippines, along with NGO part- The ASEAN Regional Forum (ARF) is the pri- ners, t2h0e1c1u-2r0re1n5tiAdePnGtifSiterdattehgeicfoImllopwleimngennteaxtiton mary platform for diplomatic security discussions Plan: between the ten ASEAN Member States and their steps: 17 dialogue partners. ARF was established in 1994 with an initial ten dialogue partners: Australia, • Continuing to raise awareness and under- Canada, China, the EU, Japan, India, South Korea, standing of AADMER at the regional and New Zealand, Russia, and the United States. Since national level, especially at the sub-national then, Bangladesh, North Korea, Mongolia, Paki- (provincial, local) levels; stan, Papua New Guinea, Sri Lanka, and Timor Leste have joined ARF to create the 27 member • Continuing to develop capacity by provid- body.81 Located in the Political-Security Commu- ing updated information on AADMER’s nity of the ASEAN architecture, the forum ad- mechanisms and flagship projects, possibly dresses a variety of issues related to security, and providing technical or advisory support to considers disaster management and humanitarian authorities as well as CSOs and helping set assistance a security concern. The ARF’s stated up “structured mechanisms” for coordinating objectives are to: humanitarian support; • Foster constructive dialogue and consultation • Facilitating the formation of partnership on political and security issues of common spaces where vulnerable groups or communi- interest and concern; and ties can be involved and using recent experi- • Create significant contributions to efforts ences to illustrate how communities are not towards confidence-building and preventive just beneficiaries but also partners in DRR; diplomacy in the Asia-Pacific region.82 The ARF is involved in multiple aspects of • Linking AADMER with practical outcomes disaster management. The group hosts well that support existing partnerships and starting attended exercises, has issued non-binding where resources can be generated (e.g. train- guidelines for cooperation, and sponsors regu- ing and knowledge management); ASEAN Disaster Management Reference Handbook | 2015 33

KEY GROUPS lar meetings on disaster response. Overlap was Cooperation were drafted in July 2007 by repre- created with disaster management efforts of the sentatives from China, and adopted at the 14th ASEAN structure which includes the Secretariat, ARF Ministerial Meeting in August 2007. The the ACDM, and the AHA Center. Similarities guidelines “established a basic framework for also exist between other ASEAN related security disaster relief cooperation among ASEAN Re- focused groups such as the ASEAN Defense Min- gional Forum participating countries to promote ister Meeting Plus (ADMM Plus) and ARF. All more effective cooperation and reduce the losses groups have acknowledged the friction point and due to frequent disasters.”85 There are four basic continue to work on coordination and coopera- principles: tion. In particular, ARF’s focus on security issues • Mutual assistance on equal footing: ARF will makes civil-military coordination issues a natural fit, and the larger group of 27 nations, many of respect the affected state’s sovereignty; the which are regular donors in disaster, can ap- affected state should ensure timely, fair, and proach issues from a broader perspective. How- transparent distribution of relief. ever, the ARF lacks the binding force of a treaty • Respect for the host nation’s decisions: ARF the ASEAN groups have with AADMER. will provide relief only with the affected state’s The forum has extended efforts to coordinate consent, and all activities should be support- and synchronize with other ASEAN bodies. In ive of the guidance, coordination, and ar- particular, ARF has tried to integrate its plans rangements of the government of the affected with AADMER. FRoerlieefxtaamkpeslet,hteheAAARDFMWERorWk ork state. Plan for Disaster • Decision by mutual agreement: The affected EPrRoAgrTamareinintoclaucdceodunint and the AHA Center and state and the assisting state are ready to Exercises (DiREx).83 ARF Disaster Response discuss and resolve differences that emerge during disaster relief operations. The following sections detail key documents, • Enhancing coordination: Recognizing the meetings, and exercises associated with the ARF. central role of the United Nations, in particu- lar the Office for the Coordination of Hu- ARF Guidance on HADR manitarian Affairs (UNOCHA), in coordinat- ing the international humanitarian assistance The ARF Strategic Guidance for HADR is efforts, the ARF participating countries will the major ARF document designed to provide enhance coordination among themselves and high level guidance for both civil and military with the humanitarian disaster relief activi- actors engaging in humanitarian assistance and ties of the United Nations and other interna- disaster relief. The authors wrote the document tional, regional, and local governmental and to provide a common point of reference for ARF non-governmental organizations.86 members, and improve interoperability and cooperation, and reduce delays in disaster relief. The document also provides guidance on One important note is the guidance is not legally launching, managing, and costs for disaster relief binding unlike the AADMER, and not intended operations. The general guidelines are interest- to address the recovery phase of disaster manage- ing for what is incorporated and omitted. The ment in depth. principle on enhancing coordination specifies the United Nations’ centrality in coordinating hu- The impetus for the strategic guidance resulted manitarian assistance, however does not mention from the ARF annual meeting. In July 2006, the any of the mechanisms mandated in AADMER. Defense Ministers endorsed the ARF Statement The reason for this omission is unclear and could o(mDneMDntEis“Racos)tnderfuirMrminaegndathgtheemierce1on2mtthamnMditemEemetinnetrggo.efTnAhceyRsFRteapstaper-otnics-e be due to a myriad of reasons such as coordina- ipating countries to support improved coopera- tion structures or barely formed ACDM capabil- tion and coordination in disaster response, and ity. also identified the need for a common under- standing among ARF members of civil-military Finally, the ARF Strategic Guidance for cooperation and coordination procedures.” 84 Hemumeragnedit.aAricacnoArdsisnisgtatnocae barnidefiDnigsagsitveernRaetlitehfe The ministers acknowledged the important role Southeast Asia Disaster Management Coopera- of existing ASEAN organizations in the disaster tion (SEADMC) workshop in 2009, the guidance management. The ARF General Guidelines for Disaster Relief 34 Center for Excellence in Disaster Management & Humanitarian Assistance

began as an effort to develop Standard Operating Procedures (SOPs) for disaster response which was called for in the earlier ARF DMER. The SOP concept was developed and tested, before being scrapped in 2008 in favor of strategic guidance. The purpose is to “promote a common under- standing among ARF members of civil-military cooperation and coordination procedures to im- prove interoperability and reduce response time in disaster relief.”87 The ARF Strategic Guidance has seven parts: 1. The need for strategic guidance; 2. Characteristics of disasters; 3. Disaster relief; 4. Coordination and cooperation; 5. Logistics support for disaster relief; 6. Preparedness; and 7. Training. The sections vary in the level of detail and originality and a few sections stand out for their concept of operations. For example, tehsteaDbliissahse-d ter Relief section is heavily based on doctrine similar to the humanitarian principles and the Oslo Guidelines. However, the section includes a “lines of operations” concept that dia- grams the relief decision making and provision- ing process that does not appear in other publicly accessible documents.88 Comparable to earlier ARF documents, the Strategic Guidance men- tions the AADMER treaty and related groups only fleetingly. Coordination mechanisms with ASEAN’s ERAT, ACDM, and the AHA Center are not mentioned. ASEAN Disaster Management Reference Handbook | 2015 35

KEY GROUPS Figure 8: ARF Strategic Guidance Lines of Operation 36 Center for Excellence in Disaster Management & Humanitarian Assistance

ARF Work Plan for Disaster Relief pants Particularly in the Areas of Risk Assess- ment, Monitoring and Early Warning The ARF Work Plan for Disaster Relief is a • Promote International Cooperation and As- document which aims to coordinate training for sistance in HADR Operations disaster preparedness in the region. The plan has • Promote Interoperability and Coordination gone through several time-bound iterations. The in HADR Operations 15th ARF Ministerial Meeting asked the ARF Inter-Sessional Meeting (ISM) to develop the first However, there were no proposed projects work plan. The document spanned 2009-2011, listed under any of the priority areas in the pub- and was adopted by the 16th ARF Ministerial licly posted plan. The plan created an ARF Unit, Meeting in July 2009. The second work plan cov- which functions within the ASEAN Secretariat by ered the years 2012-2014, and the 11th ARF ISM- providing continuity and coordination support. DR drafted it. The second version of the work A work plan for 2015-2017 is currently being plan “covers activities relevant to early stages of drafted. While it is not yet publicly available, it the disaster management cycle (risk assessment, will likely incorporate themes emphasized at the monitoring, early warning, rapid deployment and 13th ARF ISM-DR in 2014. These may include acceptance of assistance) as well as interoper- disaster risk reduction, civil-military coordina- ability and coordination in disaster relief op- tion, and better synchronization of regional erations.”89 This iteration of the work plan also disaster response mechanisms.91 selected steps to better synchronize actions with the AADMER. ARF Inter-Sessional Meeting on Disaster Relief The key objective of the 2012-2014 iteration of The ARF Inter-Sessional Meeting on Disaster the work plan is to ensure long-term coordina- Relief (ISM on DR) is the ARF’s annual venue for tion and comprehensive planning to: discussion of topics relating to disaster relief. The • Assist in the coordination of regional and/ organizer’s first convened the meeting in 1996, as the inter-sessional meeting on search and rescue. or sub-regional capacity building exercises The activity continued for several years before the and trainings for disaster preparedness, risk meeting was placed on hiatus from 2000 through reduction and response; 2004. The response to the Indonesian earthquake • Capture and build on shared experiences and and tsunami in 2004 provided the impetus for lessons learned, including from joint exer- restarting the meeting, with a new emphasis on cises; disaster response vice search and rescue. • Maintain and build on existing ARF govern- ment efforts in capacity-building endeavors, The ARF ISM on DR has continued annually technical support and information exchange; since 2005. 92 Initially, the meeting ran in paral- • Complement and coordinate with existing lel to other disaster response focused meetings regional and international initiatives; and such as the annual ACDM meeting, the COP, • Strengthen existing government to govern- and the ADMM Plus Experts’ Working Group ment, regional and global disaster manage- on Humanitarian Assistance and Disaster Re- ment networks.90 sponse (ADMM Plus EWG on HADR). Recently, the ISM-DR has been opened to representatives The ARF Work Plan for Disaster Relief is from other key ASEAN groups in the interest of notable for the inclusion of the ASEAN disaster increasing coordination and cooperation. management mechanisms. Similar to the AAD- MER Work Program, the plan relies on priority The event had varied priority topics even over areas which each have country leads. Under the the last several years. For example, the 10th ARF plan, each priority area is co-led by an ASEAN ISM on DR was held in Bangkok, September Member State and a non-ASEAN country. The 2010. The meeting underscored the need for the leads are expected to manage the projects within ARF to enhance cooperation in disaster manage- the stated priority areas. The 2012-2014 priority ment. A major outcome of the seminar included areas were: the recommendation for the closer alignment • Promote Networking and Information Shar- of the ARF Work Plan with AADMER. Propos- als were also heard for a disaster relief mapping ing to Enhance the Capacity of ARF Partici- service, integrating non-ASEAN ARF members into the conduct of ARDEX as observers, and the ASEAN Disaster Management Reference Handbook | 2015 37

KEY GROUPS United States proposed a ‘Model Arrangement’. ing appeared to concentrate on more technical The details on the Model Arrangement were not aspects of cooperation including early warning, clear however it may have been an early version mapping, damage assessment, and stockpiles. The of the proposed Rapid Disaster Response (RDR) information was delivered mostly in the form of agreements. Attendees expressed interest in using presentations from countries. Considerable time the Model Arrangement to “help take forward was also devoted to discussion of planning for discussions within ASEAN on Chapter VI of SA- DiREx 2015 and ERAT, and the AHA Center’s SOP dealing with civil-military coordination.”93 integration into the exercise. Representatives of the ADMM Plus EWG on HADR briefed their The 11th ARF ISM on DR was held in Bris- proposal for a 2014-2016 Work Plan, further bane, April 2012. The meeting emphasized demonstrating a sustained attempt at de-conflic- lessons learned in light of the 2011 East Japan tion between the numerous groups.96 The Direc- Earthquake, and synchronizing the ARF Work tor for Cross-Sectoral Cooperation of the ASEAN Plan with the AADMER Work Program. Nota- Secretariat also introduced the “creation of a Joint bly, the DMHA Division of the ASEAN Secre- Task Force to promote synergy and coordina- tariat presented updates on the AADMER Work tion among the above mechanisms as well as the Program and the AHA Center. The EAS also development of terms of reference to formalize briefed at the meeting on their rapid disaster the role of the ASEAN Secretary-General as the response initiatives, which were not yet coordi- ASEAN Humanitarian Assistance Coordinator.”97 nated with AADMER. For the second time, the For more information, see the Joint Task Force United States spoke on a proposal to “establish section. an ARF RDR. The RDR was an evolution of the Finally, the 14th ARF ISM on DR met in To- ARF Model Arrangements for the Use of Foreign kyo in February 2015. Minutes are not available Military and Civil Defense Assets (MCDA) in at the time of this writing however the agenda Disaster Relief (the Model Arrangements). The included updating the ARF Work Plan on Disas- United States noted the RDR was not intended ter Relief, discussing the Hyogo Framework for to be a multilateral agreement, but to provide a Action (HFA), updates on rapid disaster response set of pre-negotiated and pre-concluded bilateral agreements, and final planning for the 2015 ARF agreements between potential affected and as- DiREx.98 sisting states that could be tailored to a country’s needs.”94 Participants indicated they appreciated ARF Disaster Relief Exercise the proposal however thought a non-binding model used previously might also suit the region’s The ARF Disaster Relief Exercise (ARF Di- needs. REx) is a regional bi-annual disaster response exercise which incorporates ASEAN’s ten Mem- The 12th ARF ISM on DR occurred in ber States with its 17 dialogue partners. The first Padang, Indonesia in March 2013. The meet- ARF Disaster Relief Exercise (ARF DiREx) was ing again focused on regional coordination and held in Luzon, Philippines in May 2009, and was synergy within the greater ASEAN community. co-hosted by the United Sates and the Philip- The ACDM, ADMM Plus EWG on HADR, and pines. Since then, ARF has held DiRExs in 2011, EAS all delivered briefings which summarized 2013, and 2015.99 their in-progress initiatives. Participants dis- cussed the overlapping and numerous disaster Planning for the second DiREx began in response related exercises, expressing the hope February 2010 at a Tokyo meeting of potential “the operational tempo within disaster manage- exercise co-sponsors. Participants agreed that ment in ASEAN should be organized so that the exercise would aim to “verify and improve there was one field exercise per year, should the the ARF Strategic Guidance for Humanitarian frameworks be able to agree and coordinate Assistance and Disaster Relief, and other relevant amongst themselves.”95 The meeting appears to international and regional instruments.”100 Orga- have hosted very robust dialogue on the existing nizers also conceived of the exercise as a multi- friction between disaster management mecha- venue event which encompassed exercises from nisms within (ADDMER) and adjacent to (ARF, table-top events to full scale training. Three more ADMM Plus) ASEAN. UNOCHA also cited the meetings were held the same year to determine need for ASEAN and On-Site Operations Coor- the size, scope, and participation levels of the ex- dination Center (OSOCC) synchronization. ercise. Two meetings involved site walkthroughs and final planning. In March 2011, the exercise The 13th ARF ISM on DR convened in was held in Manado, Indonesia and co-chaired by Chengdu, China in February 2014. The meet- 38 Center for Excellence in Disaster Management & Humanitarian Assistance

Indonesia and Japan. The DiREx included participants from 25 of the 27 ARF countries, and only Lao PDR and the DPRK did not send representatives. Addition- ally, representatives from the ASEAN Secretariat, AHA Center, UNPCHA, UNCEF, WFP, WHO, and IFRC were present. Assets deployed included ships, helicop- ters, and planes from Indonesia, ships from India, and helicopters from Singapore. The exercise was composed of three sub-exercises: a table top exercise (TTX), and Field Training Exercise (FTX), and a Humanitarian Civic Action (HCA). The TTX scenario envi- Figure 9: Conceptual Coordination System for DiREx 2013 sioned an earthquake and tsunami Thailand, and transport aircrafts from Thailand, affecting North Sulawesi, Indonesia. Participants Japan, Malaysia, ROK, and Singapore. Austria, were asked to walk through the initial response Belgium, China, Japan, Indonesia, Luxembourg, and follow on support. The FTX used the same Malaysia, ROK, Singapore, Thailand, the United scenario and involved urban search and rescue States, UNOCHA, IFRC, and the WHO each and various land, marine, and air operations. contributed other types of assets such as medi- Land operations involved simulated earthquake cal, communications, canine, and Search and response, maritime operations involved moving Rescue (SAR) equipment for the field training water and patients, and air operations involved exercises.”104 air-dropping supplies and transporting casual- The DiREx exercised command and coordina- ties. In all, 3,575 participants completed the FTX, tion is a multi-national civil-military environ- with an overwhelming majority coming from ment. The chart from the final planning confer- Indonesia.101 The earthquake and tsunami that af- ence shows the attempt at de-confliction of roles: fected Japan three days before the exercise’s start 105 greatly affected the exercise’s conduct. It caused In a speech at the 13th ISM on DR, the head Japan, the United States, and Korea to vastly scale of the UNOCHA Regional Office for Asia and back their involvement in the DiREx, and it also the Pacific noted the UNDAC and AHA Center/ underscored the importance of preparedness ERAT teams worked alongside each other in the for disaster response. All involved participants exercise, and made great progress. He also noted agreed that the exercise’s emphasis on civil-mili- too much intersection and conflict between re- tary coordination was a best practice and should gional exercises continued to occur.106 be continued. 102 The fourth DiREx took place in Kedah, Malay- The third ARF DiREx was hosted in May 2013 sia in May 2015 and was co-hosted by Malaysia by Thailand and South Korea in Cha-am, Phetch- and China. Preparations occurred throughout aburi Province, Thailand. For this exercise, 24 of 2014 with initial and final planning conferences. the 27 ARF nations participated while Mongo- The scenario involved a super typhoon making lia, Papua New Guinea, and the DPRK did not landfall in Malaysia. Expected damages included attend. The same set of IOs and NGOs attended 60 percent of land inundated in the landfall area, as before. However, the total personnel partici- 10,000 people homeless, and 1,500 people cut off pating dropped by roughly two thirds to 1,671 from assistance.107 The DiREx had several objec- participants. A TTX and an FTX again composed tives: the main activities for the event. The participant scenario was comprised of events involving a • To enhance confidence and mutual under- building collapse, chemical leakage, rock slide, standing among ARF participants in the and a shipwreck.103 Assets involved included context of multi-national disaster relief “ships and boats from Thailand, the Republic of operations Korea, and the United States, helicopters from • To encourage all humanitarian entities to be ASEAN Disaster Management Reference Handbook | 2015 39

KEY GROUPS part of an organized coordination system ASEAN Defense Ministers’ Meeting (ADMM) in order to increase actual disaster response and ADMM Plus capabilities for future missions The ASEAN Defense Ministers’ Meeting (ADMM) and ADMM Plus are security oriented, • To improve civilian-led military-supported defense-led meetings which devote some of the disaster response operations and coordina- efforts to humanitarian assistance and disaster tion at operational and tactical levels.108 management. The ADMM is comprised of the At the operational level, organizers sought Defense Ministers of the ten ASEAN Member to exercise the SASOP, multi-national maritime States. This annual meeting has been held since search and rescue, mass casualty management, 2006, and is the highest defense consultative and consular assistance, and media management. The cooperative mechanism in ASEAN. The ADMM’s coordination framework below was shown at the objectives are as follows: IPC.109 • To promote regional peace and stability The chairman’s report is pending on the exer- through dialogue and cooperation in defense and security; cise and information from the after action report is unavailable. Overall, the DiREx series seems to be highly successful in exercising the regional co- • To give guidance to existing senior defense ordination structure for disaster response. Docu- and military officials dialogue and coop- mentation shows the exercise is a major force in eration in the field of defense and security disaster preparedness in the region. However, within ASEAN and between ASEAN and there are gaps in information that remain in the dialogue partners; open source. Substantive after-action comments are unavailable, and the usefulness of the existing • To promote mutual trust and confidence guidelines is unclear. For example, DiREx 2011 through greater understanding of defense and tested the ARF Strategic Guidance, however no security challenges as well as enhancement of results were released. Additionally, future ex- transparency and openness; and ercises in 2013 and 2015 used conceptual co- ordination systems that are different from each • To contribute to the establishment of an other, and do not appear in any of the published ASEAN Security Community (ASC) as stipu- guiding documents. Future progress for disaster lated in the Bali Concord II and to promote relief in the region may depend on formalizing the implementation of the Vientiane Action the findings and structures that come out of these Program (VAP) on ASC.110 exercises. ADMM counts a number of HADR initiatives among its successes. For example, the “ASEAN Defense Ministers have adopted various concept papers to advance cooperation in HADR. Follow-up workshops on the ASEAN Defense Establishments and CSOs Cooperation in Non-Traditional Security, and on the Use of ASEAN Mili- tary Assets and Capacities in HADR as well as a Table-Top Exercise on HADR, were subsequently conducted in view of implementing these initiatives.”111 ADMM Plus consists of the core ADMM members and the defense min- isters of eight dialogue partner countries: Australia, China, India, Japan, New Zealand, Korea, Russia, and the United States. The forum of eighteen countries was first convened in Vietnam in 2010. Figure 10: Conceptual Coordination System for DiREx 2015 ADMM created ADMM Plus to serve “as a platform for ASEAN and its eight 40 Center for Excellence in Disaster Management & Humanitarian Assistance

Dialogue Partners to strengthen security and The ADMM adopted a concept paper on The defense cooperation for peace, stability, and de- Use of ASEAN Military Assets and Capacities in velopment in the region.”112 While not identical, WHuhmilaenthitiasrpiaanpeArsdsiosteasnnceotaandddDreisssasmteirliRtaerlyiefa.ssets ADMM Plus’ objectives are similar to those of outside of the ASEAN Member States, it does lay ADMM. ADMM Plus meets formally only once out an early framework for cooperation between every three years. However, less formal meetings militaries of the Member States. The concept and working groups are held in the intervening paper echoes AADMER’s guiding principles and years.113 For example, one of the most practi- emphasizes the voluntary nature of disaster as- cal areas of cooperation which has come out of sistance – both in the provision and acceptance ADMM Plus is a group of six Experts’ Working of such aid. There are few specifics presented Groups (EWGs). These EWGs create sustained in the concept paper that are not contained in progress on specific security related issues in AADMER. However, the concept paper appears the ASEAN region by undertaking work plans to be the first mention of “National Military to on three year cycles. The chairmanships for the Military Contact Points” as a key to facilitating plans group last for the duration of the cycle. The information exchange. Finally, the concept paper ADMM Plus EWG on Humanitarian Assistance communicates intent, as the ADMM tasked itself and Disaster Relief (EWG on HADR) is one such to “establish the SOP of the use of military assets group. and capacities in HA/DR.”115 dthreaTfSthAtihsSiOSsOPse.PcMitsiuoolntfitpoenfletrhgeerfoedurorpecsduhmtaoveanestaChttohewmapeptveteerrdVntIooof Due to their similar nature, there is some efforts have reached the point of publishing but potential for overlap between ADMM-Plus and this might be changing. In March 2015, the ASE- ARF. Both hold multi-lateral dialogues and exer- AN Defense Ministers released the Joint Decla- cises on HADR from a security perspective. Giv- ration of the ADMM on Maintaining Regional en this, participants have made concerted efforts Security and Stability for and by the People. In to distinguish lines of activity between the two the documentation, the Ministers “endorsed the groups. For example, Thailand prepared a discus- SOP for the Utilization of Military Assets for sion paper on aligning ARF and ADMM Plus ini- HA/DR and subsequently transmit (ted) it to the tiatives. In it, the authors observed “the ADMM ACDM as a constructive input for Chapter VI Plus could focus on more specialized defense is- of SASOP in providing more systematic utiliza- sues [where] defense agencies have a more direct tion of militaries’ capacities in joint disaster relief role” such as “defense policies and modernization operations.”116 The SOP is not available yet for re- of defense forces as well as regional trends which SviOewP ;hhaoswcoevmeer,ttohpisuabplipceaatirosnto. Abdedtihteiocnloalsleys,tththee affect these policies. (Since) ARF has progressed ARF DiREx IPC listed a draft version of SASOP in developing policy frameworks for coopera- Chapter VI as a reference.117 tion, the ADMM Plus could focus on operational aspects of dealing with non-traditional security ASEAN Defense Ministers Meeting Plus Experts’ challenges such as developing defense capacities Working Group on HA/DR for dealing with humanitarian assistance and di- saster relief (HADR).”114 Overlap in exercises has The ADMM Plus Experts’ Working Group also been a problem in recent years. For now, ob- on Humanitarian Assistance and Disaster Relief servers generally agree that ADMM Plus focuses (EWG on HA/DR) has consistently moved discus- on military to military coordination in HADR, sions between ASEAN and its Dialogue Partners while ARF focuses on civil-military coordination forward. While it is not clear, the group’s creation in HA/DR. However, further intersection and may have been precipitated by remarks at the 9th redundancy is likely as the groups work through Shangri-La Dialogue in 2010.118 119 The group disaster relief in the ASEAN region. first met in November 2011 in Beijing, China. The meeting limited discussion to “familiarizing The following section will highlight important all member countries on respective nations’ HA/ ADMM and ADMM Plus initiatives relating to DR organizational structure and experience with disaster management. emphasis on military’s functions, missions and relations to other government agencies.”120 Concept Paper on the use of ASEAN Military Assets and Capacities in HA/DR One of ADMM’s earliest efforts at defining its role in disaster response occurred in 2009, at the group’s third meeting in Pattaya, Thailand. ASEAN Disaster Management Reference Handbook | 2015 41

KEY GROUPS The second EWG on HA/DR met in Vietnam promising, especially if other ASEAN affiliated in August 2012, and focused on identifying prin- groups like ACDM, ARF, and EAS adopt similar ciples to provide guidance for the armed forces frameworks. participation in disaster response. Participants also proposed several initiatives. The initiatives ADMM-Plus Humanitarian Assistance and included establishing a legal mechanism for co- Disaster Relief/Military Medicine Exercise operation in HA/DR operations, setting criteria for defining a common understanding of issues Exercise planning has played a major role in among ADMM Plus countries, and promoting EWG on HA/DR discussions. Under Vietnam future joint exercises to strengthen multilateral and China’s leadership, Brunei hosted the first relationships.121 ADMM Plus HA/DR/Military Medicine joint exercise in 2013.126 The exercise involved more The third EWG on HA/DR met in January than 3,000 troops from the United States, China, 2014 in Nha Trang, Vietnam, and was the third Japan, India, Vietnam, and Indonesia.127 This meeting in the three-year cycle of co-chair- exercise was important for several reasons. First, manship for Vietnam and China. According to it conducted multinational military to military a summary produced by Brunei’s Ministry of disaster response between militaries that do not Defense, the meeting discussed progress made in often get to collaborate. Second, it integrated the ADMM Plus Humanitarian Assistance and the activities with those of the EWG on Military Disaster Relief/Military Medicine Exercise, and Medicine. The synergy gained from combining handed over chairmanship of the EWG on HA/ these exercises has been hailed as a best practice DR to Lao PDR and Japan. 122 and a model for future ADMM-Plus coopera- tion.128 Under Lao PDR and Japan’s leadership, The fourth and fifth EWGs on HA/DR met the exercise program is likely to be expanded as in July and December 2014, and were chaired members embrace table top exercises in addition by Lao PDR and Japan. The meetings started a to the traditional field training exercises, and new three year cycle of meetings and work plans. celebrate the success found thus far.129 So far, the meetings have included discussion of “legal issues of foreign forces; exchang(ing) of ASEAN Militaries Ready Group views on countries’ processes and procedures on the reception of foreign forces in times of natural Under Malaysia’s ASEAN chairmanship in calamities and emergencies; as well as the devel- ic2no0io1tip5ae,tirnvaeetwioisninthbiteeitavwtiisevieeonsnthohafevMeAatSalEakAyesnNiapmfloaicrliegt.arOreiaentseerfsourch opment of an ADMM-Plus Standard Operating humanitarian and disaster relief efforts.130 Dur- Procedures (SOPs).”123 ing the 9th ASEAN Defense Ministers Meeting (ADMM) held in Langkawi on 16 March 15, the The ‘three pillars’ concept is an interesting as- Defense Ministers determined the need to create pect to the current EWG on HA/DR 2014 to 2016 an ASEAN Militaries Ready Group. The purpose work plan. The pillars are: of the establishment of the group is to prepare for an ASEAN military team for quick deployment 1. Swift response: First 72 hours after a to areas of crises in a coordinated manner.131 disaster; The meeting concluded with the Defense Minis- ters signing a Joint Declaration on Maintaining 2. Shared assessment and seamless support: Regional Security and Stability. The Ministers 72 hours to 2 weeks after a disaster; and adopted the Concept Papers on ASEAN Militar- ies Ready Group on HA/DR, and the establish- 3. Smooth handover to reconstruction play- ment of the ASEAN Center of Military Medicine ers: More than 2 weeks after a disaster.124 in conjunction with the existing arrangements under the AADMER, through coordination of Each pillar has several key issues, objectives, the AHA Center and in cooperation with other and possible measures to achieve the objectives relevant regional and international HA/DR part- and resolve the issues. For example, an issue ners.132 within the swift response pillar is “swift accep- tance of foreign rescue unit including military The guiding principles according to the final where necessary.” The identified objective is to version of the Concept Paper are:133 enable the affected government to make requests and accept assistance. The measures identified include developing and improving SOPs and resolving procedural limitations.125 Using this framework to track important issues and prog- ress made towards addressing them appears 42 Center for Excellence in Disaster Management & Humanitarian Assistance

• Respecting national sovereignty, territorial The operationalization of the Concept Pa- integrity and national unity of the affected per and success of the ASEAN Military Ready State, in accordance with the United Nations Group in support of an HA/DR event has yet to and ASEAN Charter; be determined. Challenges of working under a One ASEAN umbrella and ASEAN banner will • Affected State shall have the primary respon- continue to exist if: sibility to respond to a disaster occurring • If the guiding principles continue to be non- within its territory. External assistance or of- fers of assistance may only be provided upon binding; the request or with the consent of the affected • If military personnel will still ultimately State; answer to their respective national command • Affected State shall exercise the overall direc- and control elements and; tion, control, coordination and supervision of • If the Ready Group command and control assistance within its territory; element does not expand. • Participation in the ASEAN Militaries Ready East Asia Summit Group shall be sfhleaxlilbblee,cnoonns-isbtienndtiwngitahntdhe voluntary, and The East Asia Summit (EAS) is an annual rights and obligations of the ASEAN Mem- leader’s meeting for regional strategic coopera- ber States’ under any existing agreements to tion. Since 2005, ASEAN heads of state have which they are parties; gathered with dialogue partners to discuss ongo- ing challenges and opportunities. The forum has • Contributing ASEAN Member States’ mili- expanded since its inception and now consists of tary personnel and assets involved in HA/DR the ten ASEAN Member States and the leaders operations remain under their own national of Australia, China, India, Japan, New Zealand, command and control. The final decision Russia, South Korea, and the United States. The whether to deploy resources by the AMS membership is the similar to the ADMM Plus, remains a national decision. however the focus of cooperation is at a much more strategic level and not founded exclusively The deployment of the Group is based on in security. three priorities or phases: • Urgent – Deploy a needs-assessment team (in The EAS has demonstrated steady engagement in disaster management cooperation. In 2009, the this case ERAT could be utilized with addi- heads of state signed the Cha-am Hua Hin State- tion of military specialists); ment on EAS Disaster Management. In it, they affirmed AADMER’s centrality and declared their • Immediate – Deploy among others carrier support for a range of disaster response groups and mobile air movement, forklift and fuel, and mechanisms including the AHA Center, the search and rescue team (including dogs and SASOP, and ARDEX. The leaders declared their medical rescuers), temporary shelter and field intent to encourage capacity building and the de- kitchen; velopment of further guidelines for international response.135 • Middle and Long-term – Deploy among oth- ers damage assessment team, engineers and In 2011, Australia and Indonesia began driv- heavy machinery. ing interest in facilitating disaster response through streamlined mechanisms. The two In the Joint Declaration of the ADMM on countries released an information paper titled “A Maintaining Regional Security and Stability for Practical Approach to Enhance regional Coop- and by the People, the Defense Ministers stated eration on Disaster Rapid Response.”136 The paper that the ASEAN Ready Group would be an identified three clusters of issues to be addressed “implementing instrument to provide for a more including information-sharing, overcoming coordinated and concerted quick deployment of bottlenecks, and capacity building and promoting the militaries in facilitating disaster relief, and collaboration partnerships in disaster response. task(ed) the ASEAN Defense Senior Officials’ 137 The paper advocated for a stronger EAS role in Meeting (ADSOM) to work out the operational disaster response, and it was quickly picked up in details and modalities for implementation.”134 that forum. In 2012, EAS executed several events including an “EAS Seminar on Capacity Build- ASEAN Disaster Management Reference Handbook | 2015 43

KEY GROUPS ing on Disaster Preparedness (held in China) assistance may be too slow or ineffective and the EAS Workshop on Building a Regional • Mobilization and deployment time of per- Framework on Disaster Management (held in India).”138 sonnel, equipment and goods may be too slow The 2012 EAS Seminar on Capacity Build- • Lack of coordination between sectoral, na- ing on Disaster Preparedness focused on policy tional and international players in a disas- development and organizational management ter affected country may lead to inefficient in disaster preparedness. Organizers high- disaster assistance lighted several major outcomes. The seminar • Lessons observed in providing and receiv- facilitated better understanding among EAS ing assistance may not be learned, and poli- members. More importantly, attendees “agreed cies and procedures may not be improved, to enhance cooperation for improving disaster and preparedness capacity in the future.”139 The • Personnel may not have required and rec- EAS Workshop on Building a Regional Frame- ognized skills, knowledge experience and work on Disaster Management focused on risk fitness for disaster medical assistance.144 management, with special acknowledgement of earthquake risk in the region.140 Organizers Indonesia hosted a Disaster Relief Exer- endeavored to “discuss issues pertaining to the cise (abbreviated DiREx in the same style as countries in the region to enable development the ARF exercises) in March 2014 under the of regional approach towards coordination of auspices of the EAS.145 Known as the “Men- logistics, response, rescue, relief and recovery tawai Megathrust” exercise for the major to minimize the impact on lives and assets.”141 earthquake and tsunami scenario, the five day civil-military exercise included 3,700 personnel In 2013, the ACDM held several sessions from 10 EAS Member States, the AHA Center, on EAS cooperation in disaster management. UNOCHA, the International Federation of The working group meetings held in Thailand Red Cross and Red Crescent Societies (IFRC), and Vietnam allowed participants to exchange and Mercy Corps.146 Participants responded views on relevant EAS activities on disaster to a fictional 8.9 magnitude earthquake, and management. The meetings were held in con- a resulting 10 meter tsunami that affected 1.3 junction with AADMER Partnership Confer- million people.147 The command post exercise ences, where ASEAN states and dialogue part- (CPX) portion of the event provided an “op- ners “expressed their interest or offered their portunity to evaluate individual capabilities, assistance to projects” in the AADMER Work national policies and procedures, specifically Program.142 The gatherings appear to have the incident command system, and the contin- served as a forum for discussion of cooperation gency plans for West Sumatra, Padang City and frameworks and as a ‘match-making’ ser- Mentawai district.”148 The exercise appeared to vice with projects for ASEAN Member States test both WebEOC and DisasterAWARE com- and dialogue partners to work together. The mon operating picture systems.149 150 progress made on these smaller projects has strengthened relationships and increased the In August 2014, the EAS Foreign Ministers’ relevance of the EAS-ACDM partnership.143 Meeting expressed support for an EAS Rapid Disaster Response Action Plan.151 Two months There has been significant recent interest in later, the EAS heads of state adopted the EAS disaster response within EAS. A 2013 work- Statement on Rapid Disaster Response. In it, shop report identified the following key issues they advocated for “prioritize(ing) prepared- in ASEAN disaster response, and stated their ness in developing emergency plans and stan- intent to address them as possible: dard operation procedures, training of person- • Requests for, and offers of international nel, exercises, purchasing and maintenance of equipment, and undertaking community assistance may be delayed or inappropriate, awareness.”152 They also advocated for estab- due to a lack of institutional awareness and lishing pre-arranged customs, immigration, coordination and quarantine (CIQ) arrangements for inter- national disaster response and designating na- • The need for greater understanding be- tween EAS countries about existing nation- al, regional and coordination arrangements • Methods for matching needs with available 44 Center for Excellence in Disaster Management & Humanitarian Assistance

tional focal points (NFPs), “an entity authorized ed and be planned in collaboration with the as the single point of contact, who has the role of AHA Center, ASEAN Secretariat and other processing requests and offers of assistance.”153 inter-governmental and non-government organizations. The testing of the Toolkit may In June 2015, the EAS released the Rapid Di- also consider non-ASEAN member-based saster Response Toolkit after a multi-year draft- scenarios ing process.154 The toolkit attempts to fulfill the • The Toolkit should be periodically updated to terms envisioned in the EAS Statement on Rapid reflect current practice and evolving national Disaster Response. Emergency Management arrangements to ensure it remains of utility. Australia and Indonesia’s NDMO, BNPB, devel- Participating Countries should give further oped the toolkit with input from EAS participat- consideration to the Toolkit’s ongoing main- ing countries. The toolkit is a three-part docu- tenance; and ment consisting of a national focal point table, • Into the future, the EAS should give consid- guidance for rapid disaster response, and EAS eration to consultation with other regional country disaster response arrangements.155 The bodies to strengthen inter-regional coopera- document bases the framework in the AADMER tion on rapid disaster response. and the SASOP, linking them with UN coordina- tion systems. It is too early to assess the useful- Lower Mekong Initiative ness of the toolkit and it has not yet been used in a response. However, EAS leaders support and The Lower Mekong Initiative (LMI) is a Unit- clearly defined linkages to the binding AADMER ed States initiative and an essential mechanism so that ASEAN Member States and non-ASEAN and forum to build cooperation and capacity in states have a set of guidelines for coordination in order to narrow the development gap for those disaster response. ASEAN Member States in the Lower Mekong sub-region.156 Through the US Department of The 2015 EAS Indonesia-Australia Rapid Di- State, the LMI was established in response to saster response Workshop in Indonesia saw the a July 2009 meeting between then Secretary of launch of the East Asia Summit Rapid Disaster State Hillary Clinton and the Foreign Ministers Response Toolkit (the Toolkit). Delegates ap- of the Lower Mekong Countries (Cambodia, Lao plauded the release of the Toolkit and welcomed PDR, Thailand, and Vietnam). Subsequently, its very useful content and unique design. Del- Myanmar (Burma) formally joined LMI in July egates spoke to how the Toolkit will streamline 2012.157 disaster response amongst EAS Participating Countries and noted that it has been structured Since then, with funding from the United with decision makers in mind. Delegates were States and its role as an active Dialogue Partner, honored to welcome H.E. Dr. Syamsul Maarif, the five countries have sought to strengthen Minister, National Disaster Management Author- cooperation addressing various trans-boundary ity, Indonesia, to officially launch the Toolkit. challenges using six pillars: Agriculture and Food Security, Connectivity, Education, Energy Secu- Delegates discussed the application of the rity, Environment and Water, and Health.158 Toolkit – within the context of other regional and global initiatives – and agreed: Within the Environment and Water pillar, • Participating Countries should socialize the the United States, co-chaired with Vietnam is developing a regional approach to sustainable Toolkit within their individual systems and environmental management with an emphasis on consider ways to appropriately test and inte- cross-cutting and transnational issues through: grate it into their domestic arrangements 1) Disaster Risk Reduction, understanding and mitigating the risks associated with water-related • In order to appropriately socialize the Toolkit extreme events; 2) Water Security, increasing domestically, it should be made as accessible access to safe drinking water and sanitation and as possible through translation, hard copy improving the productivity of water (for food and distribution and targeted multimedia plat- energy) in a reliable and sustainable manner; and forms 3) Natural Resources Conservation and Manage- ment, maintaining the integrity of ecosystem ser- • Testing of the Toolkit at the regional level vices and sustainable economic growth.159 Within would be an appropriate step to follow do- the 2011-2015 Plan of Action (PoA) to implement mestic socialization. Any testing should con- sider incorporation into an existing regional exercise or exercises, be appropriately target- ASEAN Disaster Management Reference Handbook | 2015 45

KEY GROUPS the LMI,160 improving capacity in Disaster Risk Management (DRM) practices include: • Strengthen techniques and procedures along internationally accepted standards and con- forming to AADMER; • Build capacity to enhance DRM efforts, including promoting regular training and exercises; and • Build upon currently bilateral activities to expand into all LMI countries; • Enhance monitoring and early warning sys- tems and preparedness in disaster manage- ment and share best practices; and • Share environmentally friendly disaster man- agement technologies. Previous US Pacific Command (USPACOM) support to the LMI pillars, specifically disaster risk reduction and disaster management for Wa- ter and Environment include the US Army Pa- cific (USARPAC) Disaster Response Exercise & Exchange (DREE) program. LMI DREEs include civil and military representatives focused on op- portunities and solutions to enhance regional di- saster response and water cooperation within the Mekong floodplain. In 2013, Cambodia hosted a DREE followed by Thailand in 2014. Through the LMI Environment & Water Pillar Working Group planners continue to enhance emergency pre- paredness within the Lower Mekong Basin and look to identify additional regional mechanisms to promote disaster risk reduction and water cooperation.161 In conjunction with ASEAN, the US intends to continue to enhance cooperation in the United States-Lower Mekong Initiative to promote cooperation in the areas of environment, health, education and human resources development, and infrastructure development among others.162 46 Center for Excellence in Disaster Management & Humanitarian Assistance

ASEAN Disaster Management Reference Handbook | 2015 47

MEMBERSHIP Indonesia CtPNiooaanpptusuit,rlaeaalatl:irHJotahnakq:zaua2rart4adk9es.9:s,Cmflooinlolsidotasnna(tn2rd0is1tk3su,onWf avomorllicdsanBiacnekr)up- Membership and cInentetrraels,teinasgteFranc)t: Has three time zones (western, ASEAN Communities FDJAooShirnEamreAsdeoNrAnSCoSeEh(c1aAr9ieNr7t:a6:1r-1i91e979s667-7G,81)(e;f9onU9ue6mrn,ada2lri0noj0afg3dAm,i 2SNe0Emo1At1boNewr:i)jHon.Ro. (1978); Rusli Noor (1989-1993) ASEAN Member Countries AfoSrEEAnNergCye(nAteCrEs)aensdtaFbalicsihlietdieisn: ASEAN Center Brunei Darussalam 1999; ASEAN Center for the Development of Agricultural PCNwoaiatppthuuithrlaaailgtl:ihHBohnaanu:zamd4r1aidr7ds,Si7:te8yFr,4aioiB(ru2lety0sg1isad3awef,eaWo;nftortorhlpeditcByaaplnhckloi)monatbeelt Cooperatives (ACEDAC); ASEAN Earthquake and unaffected by earthquakes Information Center (AEIC) established in 2000; IAnstiearesting Fact: Smallest country in Southeast ASEAN Secretariat established in 1976; ASEAN JANoSoinEteeA:dANAMCSEhemaAiNbr:e:2r10S90t8a14t,e2a0s1s3uming the Chairman- Coordinating Center for Humanitarian Assis- ship shall chair the ASEAN Summit and related tance (AHA Center) summits, the ASEAN Coordinating Council, the AmSeEnAt TNraAincitnivgitIinesst:itAuSteEsANNetDwiosraks;teArSMEAanNage- three ASEAN Community Councils, relevant Disaster Recovery Toolbox; ASEAN Disaster Risk ASEAN Sectoral Ministerial Bodies and senior Insurance Program officials, and the Committee of Permanent Rep- resentatives. Lao PDR iFcokrYmoenrgS(e1c9r8e6ta-1r9ie8s9-)General of ASEAN: Roder- MASaEnAagNemCeenntteCresnatnerd(FAaEcMiliCti)ese:sAtaSbEliAshNed-EiCn 1991 CPNtyoaapppthuuiotrloaaanllt:isHVoanainez:dna6tri.in7da7fsne:emcFtliioollouiodsnidni(gs2,e0ad1sr3eo,ueWpgihodtre,lmedairBctsahnqku)akes, ISnotuetrheesatsint gAsFiaact: Contains the largest waterfall in Cambodia JAAgorSSainEEtieAAodnNNA(CAISAcEhItaA)ii;vNrCi:t:io2e1m0s90:9m4I7nuintiiattyivBeafsoerdADSiEsaAsNterInRties-k Reduction; Disaster and Climate Resilient Cities CPNreoaagpptuuuiltarlaaarlltl:yiHPoanhaffn:zea1ocr5tmd.c1soP4:ueFmnnltohirloylidodsnu, sr(ti2on0rg1m3ms, oWannosdorlotdynpBahlaonraokin)nss (June-November) Malaysia Ithneteargeestoinf 1g5Fact: Half of the population is under gAFAJoroSSairnEEtmieAAodenNNrA(SACISAecEhcItaAr)iie;vNrtCi:at:io2re1mi0se90:s9m2I-9nG,u2inet0inia1tety2irvBaelafsooefrdAADSSEiEsAaAsNNte:rINnRt/ieAs-k CPNIunnoaatdppteueuirtrrelagaaslrttl:oiiHnKounguan:zaFda2laacr9cdaL.t7vs:u2e:SmFmianlproiautlowlhridoeasnkwaC(or2erh0ltad1hm3e,bpWerriomirsladtrhyBeahlnaarkzga)ersdt Reduction AFAJooSliirnEBmeAidneNrAASCSbeEhdcaAruielNrlta:a:h1r1i9(e971s679-7G,71(8ef9-on19ue97rn8,ad02li)0no;0fgD5Am,a2tSoe0Em1AA5bjNietr:S)Dinagthuk (1993-1997) ASEAN Centers and Facilities: ASEAN Insur- 48 Center for Excellence in Disaster Management & Humanitarian Assistance

ance Training and Research Institute estab- AizeSdEAMNetCeoernotleorgsicaanldCFeancteilrit(iAesS:MACSE) AesNtabSlpisehceiadl- lished in 2002; South East Asian Central Banks in 1993 (SEACEN) established in 1982 MASaEnAagNemAecntitv; iAtiSeEs:AANSEDAisNasatenrdMAaHnAagKemnoenwtledge EAmSEeArgNenAcyctRiveistpieosn:sAeSEExAerNcisReesg; iDonisaalsDteirsEasmteerr- Training Institutes Network; ASEAN Regional gency Response Logistic System for ASEAN; Disaster Emergency Response Exercises; Disaster Disaster and Climate Resilient Cities Emergency Response Logistic System for ASEAN Myanmar (Burma) Thailand PNClaonaapptduuistrllaiaadltl:eiHNos naaan:zya5dPr3tyd.s2isu6:TnFamawlmoiloliisdosn, (2013, World Bank) PCoappuitlaalt:iBonan: g6k7o.0k1 million (2013, World Bank) typhoons, earthquakes, gNraetautersatl tHhraezaatrds: Droughts and floods cause the Iwnotrelrdesntoint gtoFaadcotsp:tOthneemofetthrirceseycsoteumntroifems ienatshuere- wInotrelrdesting Facts: Fifth friendliest country in the ment JAtAiooSSinnEEeAA(dINNAAIAC)S;cEhAtaAiSivNrEi:tA:i2e1N0s91:9D4I7nisitaisatteivreRfeocroAveSrEyATNooIlnbtoexgra- WFAJooSiarnEnmeAndeaNrmASCSeetEhchaAreieeNrt:a(:11r1i99e989s645-7G-, 12(e9f0on80ue68rn),a;d2lDi0no0rfg.9SAmuSreEimnAbPNeirt:s)Puhwaann (2008-2012) oAnSEPAetNrolCeuenmte(rAsSaCnOd PFEac)ielisttiaebsl:isAhSeEdAinN2C00o4u;ncil Philippines ASEAN University Network (AUN) Secretariat NCnPooaaepptsuui,trlaeaaaltl:riHMtohnaqa:znua9iar8lkad.3es9s:,Tmtysuiplnlhiaoomnoni(ss2,0l1a3n,dWsliodrelds, Bank) established in 1995 volca- meAntSTErAaNiniAncgtIinvisttiietus:teAsSNEeAtwNoDrkis; aDstisearsMteranaangde- Climate Resilient Cities Icnotceorneusttsing Facts: World’s leading producer of AFGJooS.irnREmeAedyeNerAsSCS(e1Ehc9aAr8ieNr0t:a-:11r1i99e988s627-7)G, ;1(eRf9ono9ue9drn,oad2llfi0ono0fgC6Am. SSeEemvAebNreirn:)No aJrr.ciso Viet Nam CPNcyoaacpptluouitrnlaaaeltls:i,HHotnoaa:rzNna8ra9odd.i7so1:eHsm,iligallhnioldynsel(ixd2p0eos1s3ae,ndWdtodorrtlordoupBgihactnaskl ) (1998-2002) fAoSrEBAioNdiCveernstiteyrs(AanCdB)Faesctialibtliiessh:eAdSiEnA2N00C5 enter mASeEnAt TNraAincitnivgitIinesst:itAuSteEsANNetDwiosrakster Manage- tIonrtebrieksetsintrgavFealcotsn: An estimated ten million mo- the road daily AJoSinEeAdNACSEhaAiNr::11999985, 2010 LCuuornregnMt Sinehcr(e2t0a1ry3--G20e1n7e)ral of ASEAN: H.E. Le Singapore AtioSnEA(INAIA) ctivities: Initiative for ASEAN Integra- PNC(2oaa0ppt1uui5trlaaaCltl:IiHASoinanW:zga5oar.pr3dlo9dsr9:eFTmawcitlolBidooinsot(ki2n)0c1t3m, WonosrolodnBsaenaks)ons ASEAN Communities IstnatteerseisntitnhgeFwaocrtlsd: One of three surviving city- AJKFooaSirinEmYeAadeNurA(SCS1e9Ehc8aAr2ieNr-t:1a:1r91i98e994s62)-7;G, O2(ef0non0uge0rnK,ad2eli0nno0gfg7AYmoSenEmgAb(N2e0r:)0C3h-an The ASEAN Member States have strengthened 2007) bonds of co-operation and solidarity for nearly four decades since the 1997 Summit in Kuala Lumpur. ASEAN seeks to create an environment of peace, stability, and prosperity through part- nerships in development and the community. The ASEAN Heads of States/Governments adopted ASEAN Disaster Management Reference Handbook | 2015 49

MEMBERSHIP the Declaration of ASEAN Concord II (Bali Con- ASEAN adopted its own human rights mecha- cord II) in 2003 to establish the ASEAN Com- nism as realized in the AHRD. The Declaration munity by 2020. The ASEAN Political-Security represents the first regional human rights instru- Community (APSC), ASEAN Economic Com- ment in the Asia Pacific region, and embodies the munity (AEC), and the ASEAN Socio-Cultural pledge of the ASEAN members to safeguard the Community (ASCC) comprise the three pillars human rights and fundamental freedoms of the of the ASEAN Community. At the 12th ASEAN people of ASEAN. While AHRD came into being Summit held in the Philippines, the ASEAN sixty years later than the United National Uni- leaders decided to accelerate the time frame for versal Declaration of Human Rights (UDHR), it the ASEAN Community to 2015. The ASEAN emulates and enhances the global standards set Charter signed by the ASEAN Heads of States/ by UDHR. Governments at the 13th ASEAN Summit in Singapore signified their commitment to deepen ASEAN Economic Community community-building through regional coopera- tion and integration. AHDSoeEpnuAgtN(y20SE1ec2cor-ne2ot0am1r7yi)c-GCeonmermaluonfitAyS: EHA.EN. Dforr. Lim The ASEAN Economic Community (AEC) is ASEAN Political-Security Community163 one of the three pillars in the ASEAN Commu- DAHSierEpuuAbtaNylaSPneocVlritePitca(ar2ly0--S1Ge5ce-u2n0rei1rt8ay)lCoof mASmEuAnNityfo: rH.E. nity as established by the adoption of the Decla- As one of the three pillars of the ASEAN ration of ASEAN Concord II (Bali Concord II) in 2002. The AEC endeavors to accomplish regional Community, the ASEAN Political-Security economic integration of the ten economies of the Community (APSC) strives to ensure that the ASEAN Member States of Brunei Darussalam, regional countries co-exist peacefully and with Cambodia, Lao PDR, Indonesia, Malaysia, Myan- the world in a just democratic and harmonious mar (Burma), the Philippines, Singapore, Thai- environment. The APSC members vow to depend land and Vietnam. The intent of the community on peaceful practices in the settlement of intra- is to foster an environment with transparency, regional differences, and deem their security in- predictability, and consistency for businesses to terconnected and bound by geographic location, flourish which benefits the consumers with ac- mutual vision and objectives. Components of the cess, a wider range of goods and services together community involve political development, shap- with more consumer protection. The production ing and sharing of norms, conflict prevention, networks developed by AEC and emphasis on conflict resolution, post-conflict peace building best practices will provide more opportunities and implementing mechanisms. and increase productivity for the newer ASEAN Member States of Cambodia, Lao PDR, Myan- The major guidelines influencing APSC in- mar (Burma), and Viet Nam. The economic clude the ASEAN Charter, APSC Blueprint, and community focuses on reducing the cost of doing the ASEAN Human Rights Declaration (AHRD). business and narrowing the development gap The ASEAN Blueprint is based upon the prin- within and between the Member States by facili- ciples and objectives of the ASEAN Charter. The tating free flow of goods, services, investments Blueprint is the roadmap and timetable to estab- and skilled labor and capital free flow, and build- lish APSC by 2015; however, the programs and ing physical, institutional, and people connectiv- activities are flexible enough for the document to ity. be utilized beyond 2015. Key characteristics of the AEC involve: Three key characteristics are envisioned by APSC: • Single market and production base 1. A rules-based Community of shared val- • Competitive economic region ues and norms • Equitable economic development 2. A cohesive, peaceful, stable, and resilient region with shared responsibility for com- • Integration into the global economy prehensive security and In November 2007 at the 13th ASEAN Summit, 3. A dynamic and outward-looking region the ASEAN leaders adopted the ASEAN Eco- in an increasingly integrated and interde- pendent world 50 Center for Excellence in Disaster Management & Humanitarian Assistance