H.E. PAM DUNN
H.E. Pam Dunn is New Zealand’s Ambassador to ASEAN, and she was New Zealand’s first person of Asian descent to head a diplomatic post. After working her way through a range of diplomatic roles – both at home in New Zealand and significant time in China – Ambassador Dunn took on her current role in early 2018. This broad experience as a leader across varying contexts and with diverse teams has provided her a unique insight and opinion on just what leadership means, and how to be a strong and effective leader in a modern, changing world. During late 2018, Ambassador Dunn delivered a leader’s talk to the AHA Centre’s Executive (ACE) Programme participants, allowing participants a unique and engaging insight into her experience and knowledge for their futures in leading the ASEAN region on disaster management.
Mrs. Dunn’s leadership career is full of challenges and ground-breaking firsts. Her role in the early 2000’s as New Zealand Consul General in Shanghai saw her become the first Asian-New Zealand to take up such a high diplomatic post. In the array of roles that followed – both at home and abroad – Mrs. Dunn was to learn about not only the people she led, but more about herself and her own point of view on being a successful and impactful leader for the teams she headed. She highlights the fact that she made mistakes, as we all do, but that the key was to learn from those mistakes and how to improve. Such learning and self-awareness is an important self-growth element to becoming a better leader. Mrs. Dunn also spoke of taking on the harder aspects of leadership, whether working with under-performing staff or having to discharging staff who worked hard due to organisational change. She highlights that this – while perhaps the hardest part of leadership – is also the part that defines a great leader from the pack. Being prepared for change, and acting on organisational decisions that you may not personally agree with are just a couple of challenging contexts that one signs-up for when they take on leadership roles.
Mrs. Dunn also spoke of the importance of understanding what your values are, and implementing them not only within your own work, but within your team’s efforts as well. For her, respect is key, and she highlights the importance of showing such respect to all people in the workplace and outside, regardless of their position, their characteristics, or any other features that are different from our own. She also reminds us that in this modern, changing world, the idea of leadership has changed. No longer must we ‘look’ or seem like a leader from appearance only, but that new leaders must be engaged, responsive, and aim to train and build those around them to also carry the leadership burden.
Moving to the ASEAN region and adapting to a new context, culture and team has been Mrs. Dunn’s most recent challenge, within which she has again revisited the importance of strategic leadership that she learnt during her time in the New Zealand Embassy in China. Having the ability to manage up, down and sideways, as well as determining your roles, priorities and where to put your time and effort are all integral aspects of leading in a busy, evolving work environment. Such leadership is therefore integral in the disaster management context.
Mrs. Dunn gave her insight on the key elements of what she believes forms effective and successful leadership. “Strategic leadership is key to ensuring that we are empowering and creating ownership within our team to understand what they are doing and why they are doing it”, she said. Mrs. Dunn also highlights the importance of diversity, as it opens the door for creativity and new ideas. While it is much more challenging than a team that mirrors your own characteristics, it can also be much more successful, provided we ensure the diverse range of staff feel comfortable that they have a place within the team. Alongside this, providing time to your staff – and importantly yourself – is also a must for great leaders. Time, she says is one of the most valuable things we can give. Mrs. Dunn also highlights the importance of having a mentor to guide you through the challenges, obstacles and hard times that litter the path of leadership. Finally, Mrs. Dunn implored the audience to ‘just say yes’. When she herself built the confidence to just say yes to opportunities, more and more opportunities presented themselves.
The Ambassador reminds us to think not about whether you are good enough, but whether you can help others reach their potential – whether you can make the world a better place. “Say yes and see what happens, you may be surprised”, she finishes with a smile.
Written by : William Shea | Photo : AHA Centre, ASEAN Secretariat
PROF. DRA FATMA LESTARI
“PREPARATION THROUGH EDUCATION IS LESS COSTLY
THAN LEARNING THROUGH TRAGEDY”
Prof.dra. Fatma Lestari is one of Indonesia’s leading academics in the disaster management field, with her particular interest in chemical safety and toxicology allowing her to provide specific insight into the recent the ASEAN Regional Disaster Emergency Response Simulation Exercise (ARDEX-18) held in Cilegon, West Java, that included a scenario on the effect of hazardous materials (hazmat) during disasters. During the preparation of ARDEX-18, The Column caught up with Prof.dra. Fatma, to gain her unique insight on matters such as hazmat, gender empowerment, and community preparedness in the ASEAN disaster management field.
Prof.dra. Fatma has developed her disaster management portfolio working across a range of programmes and activities in the region, now working as a lecturer and researcher in the University of Indonesia’s Department of Occupational Health and Safety, under the Faculty of Public Health. She began her work with the university in 1995, engaging directly with the Government of Indonesia on industrial emergency response and preparedness measures. With a background in chemistry, Prof.dra. Fatma reminds us of the importance of the hazmat element within disaster response by stating “In our country, oil and gas industries are one of the major industries that contribute to the Indonesian energy. They face many challenges – one which is emergency response”.
It is the expansion and development of industry that adds to the risk, Prof.dra. Fatma states, not only in Indonesia but across the region and the rest of the world. Its proximity with the natural environment, alongside local communities, requires strong engagement to develop knowledge and preparedness mechanisms to avoid disastrous outcomes for the region’s people. Prof.dra. Fatma talks of recent efforts to work with communities on disaster preparedness and response at a local level, through a programme known as Kampung Tanggap Bencana (disaster prepared villages). “We provide them with the knowledge such as first aid, how to move victims from the disaster site to a safe zone – it focuses on community participation”, she explains. Prof.dra. Fatma highlights the importance of such programmes across the region, and ensuring they are implemented across a number of mediums, including local government, community centres and local schools.
Linked heavily within such community-based efforts is the role of women in disaster management. As Prof.dra. Fatma notes, “We need to empower more females, because once their knowledge improves, they can teach their children, as mothers are the primary teachers in the home in Indonesian society”. Empowerment is also strategic for information sharing within communities between women, as women tend to have their own forums and methods for engaging deeply within their communities – an element that must be utilised for stronger and more resilient local villages. “If women’s knowledge on disaster management is increased, they can become great leaders in their communities”.
The varying degrees of hazmat size and risks are a key element for Prof.dra Fatma, particularly as ASEAN disaster management begins to focus on increased inclusiveness of hazmat elements in disaster management – such as through the ARDEX-18 exercise. Whether large industrial chemical plants, local village Liquid Petroleum Gas (LPG ) storage tanks, or anything in-between, all form a great risk to the lives and livelihoods of local communities should natural disaster strike. Central to this is the importance of community understanding and participation within disaster management efforts, as Prof.dra Fatma states “while emergency responders may arrive in some places, they can’t be everywhere automatically, so a key first step is if the community can undertake an independent evacuation”. Alongside this, Prof.dra. Fatma reminds us of the importance of government support to such community-based efforts, that can empower and develop them to support themselves during the initial stages of disaster. “Providing communities with the knowledge, equipment and mechanisms to protect themselves is key, then communities are ready and able to act at a moment’s notice.”
Written by : Valerie Bayhon | Photo : AHA Centre
MR. KADIR MAIDEEN
Kadir Maideen has been a part of the Singapore Civil Defence Force (SCDF) for 24 years, currently tasked with enlisting and training newly enlisted National Service Members into the SCDF system. His engagement with the disaster management field began in the late 1990’s through a range of SCDF roles, in which he found himself delving deeper and deeper into the emerging ASEAN disaster management field. This early engagement, supported by his role and position within ASEAN and the SCDF, saw Mr. Kadir play a crucial role within the group that founded the ASEAN Emergency Response and Assessment Team (ASEAN-ERAT).
Mr. Kadir first joined the SCDF’s elite Disaster Assistance and Rescue team in 1999, responding to overseas disasters such as the earthquake in Taiwan during September of that year. “I think the turning point for me however”, he remembers, “was undertaking the United Nations Disaster Assessment and Coordination (UNDAC) course in 2004, shortly after which I was part of the UNDAC response to the Aceh tsunami”. Mr. Kadir continued with missions to Pakistan, and Jogjakarta and Padang in Indonesia. The initiation of the ASEAN Agreement on Disaster Management and Emergency Response (AADMER), and SCDF’s role as the focal point for the ASEAN Committee on Disaster Management (ACDM), saw Mr. Kadir move deeper into the ASEAN disaster management sector, and in 2007 found himself attached to the ASEAN Secretariat to develop the Standard Operating Procedures for Regional Standby Arrangements and Coordination of Joint Disaster Relief and Emergency Response Operations (SASOP). After returning to his role in the SCDF, Mr. Kadir was then positioned at the forefront of the ASEAN-ERAT development process.
“I was part of the initial team, together with some of my colleagues, assigned to formulate the goals for ERAT training, on how ERAT should be formed, how it could be operationalised, and therefore, and setting the path for what ASEAN-ERAT is today.” Mr. Kadir remembers that the initial planning and design was broad and would follow the model of UNDAC – yet from a regional perspective. In reality, the ERAT system was formed during 2007, and began initial implementation steps through two operational responses – in Myanmar (Cyclone Nargis) – during 2008. However, it was the Mentawai earthquake and tsunami in 2010 that served as the basis to validate the ASEAN-ERAT processes.
Mr. Kadir remembers that at these deployments, it was all very basic – “The mission did not use any comprehensive assessment tools or sophisticated communication means such as what we have now. The whole process was experiential and experimental, full of challenges. But with our strong commitment and excellent team work, we overcame these challenges. Above all, we document the challenges faced and areas for improvements and present them at the next ERAT course.”
Looking to the future of ASEAN-ERAT, through the period of the programme’s transformation plan, Mr. Kadir sees great opportunity for being responsive and innovative. “We must think ahead” he reflects, “as even some of the existing response mechanisms are becoming irrelevant due to the changing times”. “We must really think about the parameters that guide what ERAT will be, how it transforms, and to harness new technology for enhanced efficiency.” Mr. Kadir hopes ASEAN-ERAT will continue to be relevant and responsive, and not become cumbersome in its implementation. “We must ensure that ASEAN-ERAT is a much sought-after resource in times of disaster” he states.
Overall, Mr. Kadir hopes that ASEAN-ERAT continues to expand and open its doors to all members of the region, receiving more-and-more participants from outside the existing disaster management network. “I hope that we reach a stage where anybody could be an ASEAN-ERAT member, contributing to the benefit of ASEAN itself.” As for potential future participants in the ASEAN-ERAT programme, Mr. Kadir highlights the importance of self-preparation – as preparing oneself for the rigours and stress of a response is a key factor to a successful response in itself. He concludes by reminding all current and future ASEAN-ERAT members to “always know that when you are on a mission, you have friends with you, and they, and the AHA Centre have your back – they will always be there to support you”.
Written by : William Shea | Photo : AHA Centre
MRS. DAM HOA
Mrs. Dam Hoa is one of Viet Nam’s senior disaster managers, and one of the ASEAN region’s leading female figures in the sector. Hoa, as she likes to be called, has spent over ten years working in the field of natural disaster management, now she is working at Science and Technology and International Corporation Departments of the Vietnam Disaster Management Authority (the nation’s National Disaster Management Office – NDMO), working on a range of disaster management projects across the region, as well as supporting ASEAN communities through numerous disaster responses. Through her time in the field Hoa has witnessed the transformation of ASEAN disaster management, directly experiencing the positive changes and improvements that can be witnessed across the region.
Hoa didn’t choose the disaster management path from the beginning. After graduating, she began working with NGOs, such as the Asian Disaster Preparedness Centre (ADPC) in Thailand, implementing disaster reduction programmes in Laos, Cambodia, as well as her homeland of Vietnam – and things just built from there. “Vietnam is a country often affected by natural hazards, so when I began to work in this field, I enjoyed the work so much that I just continued” she recalls. She also remembers her first engagement in a disaster response in Vietnam, being on stand-by for 24 hours at a time to provide information from the field to her head office and then back again. This experience led Hoa to becoming an ASEAN-ERAT member, a programme that she sees the importance of, particularly within the ARF Disaster Relief Exercises (ARF DiRex). “I learned so much from these exercises” she states, “particularly related to the civil-military components”.
Hoa’s experience has been a value asset to disaster management in Vietnam, and conversely she has also witnessed the ongoing improvement of disaster management within her country. “Previously we mainly focused on emergency response, but now we are developing some prevention and mitigation programmes” she tells. When she started with Vietnam’s NDMO, prevention and mitigation were basically not much, but things have changed remarkably in the last ten years. Hoa and her office now engage on preparedness programme development with international organisations, alongside efforts in community disaster management, and increased integration, mobilisation and contributions from local authorities. “We also developed a National programme on public awareness rising and community based disaster management for Vietnam, and in 2013 we formalised a law on disaster prevention and mitigation” says Hoa.
Achieving this has not been void of challenges for Hoa and her counterparts, particularly regarding awareness-raising efforts for the rural communities in Vietnam. “Because of our topography, each region has its own characteristic of disaster” she explains, “so the information and how we deliver it can be very different”. Hoa also recognises the different awareness levels and approaches required for the variety of societal groups that make-up Vietnam, including intricacies related to gender, socio-economic status, and also indigenous groups. To overcome such challenges, Hoa believes it is important to promote disaster awareness and preparedness to all people, at all times, particularly for outer-lying communities. Not only in the disaster time, but also in the normal time. “We should maintain communication not only on a national level, but also on a local level” Hoa states. “If people are aware, they can be more prepared and lessen the impact of disaster that can sometimes be amplified due to their remoteness.”
Hoa’s experience of the transformation in disaster management is not limited to Vietnam alone – but is a phenomenon she has seen transpiring across the ASEAN region. Increased awareness, resources and funding have supported the development and advancement of preparedness and mitigation activities, while importantly still ensuring the strengthening of disaster response mechanisms. Much of this advancement, according to Hoa, is due to the establishment of the ASEAN Agreement on Disaster Management and Emergency Response (AADMER). “This base legal document allows us all in the region to facilitate and work together – it is the backbone for our cooperation.” Hoa also recognises the value in both formal institutions such as the AHA Centre, as well as the informal connections that the ASEAN disaster management movement has created across the region.
“If we need something, we can ask someone from the AHA Centre, or as a country we also already have the network to reach-out for information or support.”
Written by : William Shea | Photo : AHA Centre
MR.HARLAN V. HALE
Mr. Harlan Hale, the Regional Advisor for Disaster Response and Risk Reduction for USAID’s Office of U.S. Foreign Disaster Assistance, is one of the world’s most experienced and renowned humanitarian logistics and disaster risk reduction experts. Spending over thirty years working on the ground with both natural disasters and human induced conflicts has equipped him with the vast array of knowledge required to advise his many colleagues in the USAID and other U.S. Government Agencies. His working experiences include many natural disasters and conflicts across the world, including the Kosovo conflict in Eastern Europe, Rwandan conflict in Africa and the Padang earthquake in Indonesia just to name a few.
Starting out over thirty years ago as a volunteer with the US Peace Corps, Mr. Hale learned quickly the importance of logistics and transportation for people’s livelihoods. He experienced the reality of limited transportation in Central Africa, resulting in adverse impacts on prices of goods, access to vaccination and health services, and low levels of trade between cities. Through this, he concluded that if he could choose to change one thing to cause a large-scale impact, it would be the enhancement of transportation and logistics in the region.
After some time working in transportation and logistics, Mr. Hale saw the impact that natural disaster was having on his work and the communities around him, and felt some of such disasters and their affects could be avoided or at least mitigated. Considering this, he raises the analogy of a young fire-fighter who “will focus on extinguishing the fire again and again. However, as time goes by, he may start to ask, ‘why did the building catch fire in the first place?’” These experiences saw Mr. Hale’s work begin transitioning into Disaster Risk Reduction (DRR). Such realisations and experiences, through his long journey of different nations and regions, now sees him working as a Regional Advisor for Disaster Response and Risk Reduction for the USAID office based in Jakarta, Indonesia.
Mr. Hale sees his current role as being aimed at enabling other people to do things. He advises US missions, embassies, USAID in the region, the office in Washington, UN agency partners, implementing NGOs and “practically anybody who asks,” he says. When a disaster strikes, Mr. Hale and his team will assess the situation, then advise whether US assistance is required and welcomed. Mr. Hale prioritises practical and technical support, preferring boots on the ground in order to support the needs of the affected population. He identifies the importance of finding gaps and determining how such gaps can be filled. Alongside this, Mr. Hale highlights the importance of investigating alternative support ideas such as cash-based assistance, which he feels provides more flexibility and opportunity for communities to define and fulfil their own specific needs after a response. Such ideas and opportunities are an area that he constantly addresses during his consulting work.
His move from Africa to Asia formed a major challenge and transition for Mr. Hale, with one of the largest and influential factors on his new role formed by the enormity of Asia’s population. “With this level of population density, no matter what takes place, the scale and impact will be huge” he says. “In Africa, the population was smaller, and there were a lot of open spaces.” “In our region things are more complex” Mr. Hale continues. “The people are much more diverse and with different needs.”
For Southeast Asia itself, as one of the most disaster-prone regions in the world, Mr. Hale sees an increasing awareness towards disaster risk reduction, particularly within the region’s governments. He highlights the positives of ASEAN’s economic growth, while also remaining wary that such growth increases the threat of having ‘more to lose’. “Buildings, facilities, transportation, and many other things can be destroyed in a natural disaster” he reminds us. “People should start investing more in DRR to prevent huge economic losses.” DRR activities can help communities become more self-reliant by giving them the tools and training to better withstand the impacts of disasters. Within this Mr. Hale highlights the importance of DRR being undertaken not only at government level, but importantly on an individual level as well.
Teamwork forms one of Mr. Hale’s key aspects when identifying impact within disaster response efforts. Strong teamwork, with strong team members, is much more likely to have positive results than individuals ‘trying to save the world’. Strong teams can also result in more positive experiences for a team’s members, as Mr. Hale has witnessed the support and influence that strong teams can have on decreasing stress and sharing the array of challenges that arise during responses. He also highlights the important role of women within responses across all levels, and the need to continue the drive for more gender balance and women’s empowerment within the disaster management field.
Through his time in the ASEAN region, Mr. Hale has also recognised the importance in the cooperation between NDMOs of ASEAN nations and their work through the AHA Centre as a significant step forward for disaster management in the region. The commitment and engagement of each NDMO shows a desire to learn from one another and from outside, which he believes will surely result in increased capacity throughout ASEAN disaster management practices. He also highlighted the importance of unity within ASEAN, especially the idea of support being provided by the region when one of its nations is affected by disaster. He says that ASEAN nations are like neighbours, or even families, and that families always help each other out, with the ASEAN region representing one giant family overall.
Written by : Christella Feni, William Shea | Photo : USAID, AHA Centre
MR. KENNETH MAK
A 15-year veteran with the Singapore Civil Defence Force (SCDF), Mr. Kenneth Mak became an ASEAN Emergency Response and Assessment Team (ASEAN-ERAT) member after participating in the 6th training in 2016. His current work with the SCDF’s HazMat (Hazardous Materials) department has strengthened the capacity of ASEAN-ERAT to undertake their work, particularly in response to the dumpsite fires in Myanmar earlier this year. In an interview with The Column, Kenneth offered some unique insights regarding the Myanmar response, the ASEAN-ERAT programme, and similarities between the SCDF and other ASEAN bodies regarding disaster management.
The Myanmar dumpsite fires of late April/early May, 2018 were Kenneth’s first deployment with ASEAN-ERAT, as the region called upon his specialised background related to hazardous materials in response to the disaster. With the impact of the ongoing fires beginning to have a significant impact on nearby communities, Kenneth deployed with other ASEAN-ERAT members to provide expertise on controlling and extinguishing the fires, as well as provide support related to health effects that were increasing during the disaster. “The main request from Yangon city was that they were looking for a firefighting and hazard specialist to give recommendations on the operations. This is basically what I do –firefighting and hazardous material operations – so I was quite comfortable” remembers Kenneth. The context of this being a human-induced disaster is not lost on him either, as he states “Myanmar dumpsite fire was unique compared with other responses, because it was not only a natural disaster, but a fire incident – a first for the AHA Centre and also a first for ERAT deployment”.
Joining the ASEAN-ERAT programme has been an interesting experience for Kenneth, as it has allowed him to engage further with disaster response across the region. While the Myanmar dumpsite response stands as his maiden engagement thus far, Kenneth highlights the importance and relevance of the training undertaken upon joining the ASEAN-ERAT programme. The overall authenticity of the field exercise that forms a significant part of the programme training is a key highlight for Kenneth, preparing participants for deployment within a context that is as ‘real’ as possible. “Sometimes we thought that during the training the scenario that was given to us was actually real. It is a true reflection of what was going to happen. The training actually geared us up very well before the deployment” Kenneth remembers.
Similarities between his work with the SCDF and now as an ASEAN-ERAT member are particularly notable for Kenneth. He notes the reality that often there is a link between industrial or human-influenced disasters and natural disasters. “We have to realise that many environmental emergencies may be indirectly caused by natural disasters, such as earthquake or flood”, he states. Kenneth also sees strong similarities between the responses undertaken by companies for industrial disasters, and natural disaster responses implemented by local governments. For industrial disaster responses, it is the companies who most understand their surrounding environment and the situation at hand, and this is mirrored by the role of local governments within a regional natural disaster response. “We need to work with the local government so they understand the risks they are facing, and if anything happens, support the development of a contingency plan for response”, he says. “The government holds a similar role to companies who are the engaged in the disaster site, as they know the premises well, and they know what they are handling”.
“We need to work with the local government so they know the risks they are facing, and if anything happens, support the development of a contingency plan for response”, he says. They are similar to a company, as “they are the nearest, they know the premises well, and they know what they are handling”.
Overall, the value of ASEAN-ERAT, and the role of the AHA Centre, is a key highlight for Kenneth. “I think in terms of relevancy of ERAT, I think it is unique. Because you know there are 10 ASEAN countries and we have enjoyed a close working relationship. We are familiar to ASEAN cultures too”, he says. This is where the role of such programmes and institutions are key – “So, when we go to the affected country, they are willing to accept us more readily because we are engaging with each other more frequently”. Kenneth finishes by considering the future, and the role of ASEAN-ERAT both regionally and internationally.
“Over the years, we will build out our expertise, in terms of ERAT response. We will build and can share our own experience that is unique to us”.
Written by : Valerie Bayhon, William Shea | Photo : AHA Centre, personal archive
Managing Director, Lumina Ventures
ASEAN-ERAT Member from the Philippines
Gaynor’s path into the disaster management field, and direct engagement as an ASEAN ERAT member was formed through more than ten years of work in the development sector. Her first experience directly with disaster management in the ASEAN context came when she joined Oxfam on a programme being implemented within the AADMER partnership. She tells the AHA Centre, “I was just volunteering with a local organisation, when a contact recommended I apply for the role”.
Having gained some disaster-related experience in her time undertaking gender audits of disaster responses, Gaynor first heard of the AHA Centre through Oxfam’s support to the ASEAN Secretariat developing this new disaster management institution in 2011. She then acted as an observer of the 2013 ASEAN-ERAT training course, managing the simulation exercises, before strengthening her involvement by undertaking the role of facilitator during a 2014 ASEAN-ERAT refresher training. It is this training element that forms a large part of Gaynor’s passion for the work. “Most of my work with NGOs involved training, so that is what I really enjoy most” she states.
As an ASEAN-ERAT member, Gaynor has experienced one deployment. It was this deployment, however, that influenced significant change in the landscape and format of the ASEAN-ERAT course. The deployment was to her home nation of the Philippines, and the assignment was as an initial responder to the devastating Typhoon Haiyan that struck Tacloban in late 2013. Gaynor’s arrival into the affected area was an experience that would stay with her. “Usually, even after a disaster, there are still markets, and people are still going about their lives – but Haiyan was different.
Everything was destroyed. There were no markets, no shops open – no-one cared about your money” she recalls. “When we arrived in Tacloban, our only water was a half-bottle left over from our lunch”.
“AT THAT TIME, WE WERE NOT FULLY PREPARED, AND THIS PREPAREDNESS IS A KEY LESSON WE LEARNED FROM HAIYAN.” GAYNOR ADMITS. “TRAINING CAN HELP YOU PREPARE TO SOME DEGREE, BUT HAIYAN WAS JUST SO DIFFERENT. THE DEVASTATION WAS SO MASSIVE. ALL ASPECTS OF LOGISTICS WERE EXTREMELY CHALLENGING.”
Local knowledge and connections formed key elements of Gaynor’s and the other ASEAN-ERAT members’ ability to gain access to the disaster zone. Without their local Filipino contacts, gaining vehicles and transportation would have been almost impossible. This stands as one of Gaynor’s tips to first responders – “take advantage of local connections and personal contacts”.
The lessons learned from the Haiyan response have guided the AHA Centre during its more recent development, and Gaynor played a central role in the development of these lessons and the recommendations that followed. “After my experience in Haiyan, I realised that the ERAT course needed some changes” she recalls. Her input was accomodated when the AHA Centre expands the roles of ASEAN-ERAT, from assessment towards responses, including pre-deployment preparation. Regarding this preparedness, Gaynor’s primary tip to responders is to “expect the worse – take a bare minimum of items to survive in trying conditions and always carry a strong sense of purpose.”
Written by : William Shea | Photo : AHA Centre
Dr. Puji Pujiono, the Founder and Senior Adviser of the Pujiono Centre and now a businessman, is one of the ASEAN region’s most respected and renowned disaster management experts. His reputation in the humanitarian and disaster management fields is acclaimed across regions from his works with numerous United Nations agencies, the ASEAN Secretariat, and organisations such as the Indonesian Red Cross to name just a few. A social worker by training and profession, Dr. Pujiono was naturally drawn into the disaster risk management sector through his firm belief and passion in humankind’s resilience to overcome adversities and great challenges.
It was Dr. Pujiono’s work with the UN Refugee Agency in the early 2000’s that introduced him to the ASEAN structure. “It was at the conclusion of the first emergency preparedness training in Indonesia that I saw potential to sow the seed for regional cooperation in disaster management” he says. In one of the then-obscure provisions in the 1976 ASEAN Declaration on Mutual Assistance on Natural Disasters, he found content regarding Member States’ commitment to assist other Member States that are in distress. Dr. Pujiono tells us that during a session of the ASEAN Experts Group Meeting on Disaster Management, he put forward three hard-to-resist proposals. “The resources to meet every six months instead of every two years, my own expertise to support the group, and my own professional networking to connect ASEAN with the rest of the world of disaster management….and they jumped at it”, he recalls.
Within the 18 months following that meeting, the infrastructure for ASEAN regional cooperation was instituted, that included the first ASEAN Ministerial Meeting on Disaster Management, a full-fledged ASEAN Committee on Disaster Management (ACDM), ASEAN Regional Programme on Disaster Management (ARPDM), and a draft regional agreement. The pivotal Indian Ocean Tsunami in December 2004 and the World Conference on Disaster Risk Reduction in Hyogo, Japan, in early 2005 presented the unprecedented momentum to accelerate the draft into what is now known as the ASEAN Agreement on Disaster Management and Emergency Response (AADMER). The Agreement sparked the idea to establish the AHA Centre, and since then has seen ASEAN develop to be among the leaders of disaster risk management actors across the world.
While reminiscing about his roles in the formative years of ASEAN’s tremendous progress in disaster management, Dr. Pujiono’s greatest passion is for future efforts and opportunities. Now that disaster management has become commonplace among ASEAN governments and communities, as they move towards attaining ASEAN integration, the challenge is how to turn such high-level regional political engagement into real national and agency-level From his past work as the Head of UN Office for the Coordination of Humanitarian Affairs (UN OCHA) based in Kobe, Japan, with UNDP Headquarters in Geneva, as well as in the field and in other roles, Dr. Pujiono has witnessed the value that the AHA Centre has in developing and integrating real commitments from parties within and external to ASEAN.
“The AHA Centre provides plenty of opportunity for all parties to share and pool resources, strengths and capacities, with the ultimate goal of making ASEAN a stronger region” he says.
Alongside his new foray into the business world, Dr. Pujiono has also led the transformation of the Pujiono Centre into a regional disaster knowledge platform, while also providing technical assistance to the revision of the disaster management legislation in the Indonesian Parliament, and engaging as a businessman in the ESCAP Sustainable Business Network Task Force on Disaster and Climate Risk Reduction.
From these new vantage points, he recognises that the value of the AHA Centre as the key coordinating body of disaster management in ASEAN is not only focusing on coordinating the disaster response parties. He stands ready to help the Centre rally the wider range of stakeholders to engage across the wider spectrum of disaster management as mandated by the AADMER. This would uniquely positon the AHA Centre as the nexus of ASEAN integration in term of strengthening resilience for sustainable development; that is from risk prevention, risk reduction, response, to recovery. Dr. Pujiono also looks forward to AHA Centre’s increased engagement on a global scale.
“I see AHA Centre solidifying its unique characteristics to be truly ASEAN; a champion that is distinct from the UN, distinct from its international partners, and to be one of the world’s leaders in disaster management”.
Written by : Christella Feni, William Shea | Photo : AHA Centre, Personal archive.
Co-Founder & Chairman, Indonesian Youth on
Disaster Risk Reduction
THE INDONESIAN YOUTH ON DISASTER RISK REDUCTION (IYDRR) FORUM BEGAN TO TAKE SHAPE IN 2015, AS A GROUP OF JAKARTA UNIVERSITY STUDENTS PARTICIPATING IN DISASTER MANAGEMENT ACTIVITIES RECOGNISED THE NEED, AND THE OPPORTUNITY, TO INCREASE THE ALL-IMPORTANT ENGAGEMENT OF YOUTH THROUGHOUT DISASTER MANAGEMENT PRACTICES. IYDRR’S CO-FOUNDER AND CHAIRMAN, FAJAR SHIDIQ, SPOKE TO THE AHA CENTRE ABOUT HIS EXPERIENCE IN EXPANDING THIS STRATEGIC AND MODERN MOVEMENT.
“We all kept meeting at disaster management events– it was like ‘you again, you again,’–always the same people,” Fajar recalls of his participation in disaster management activities during his early university days. “In 2015 we started discussions about creating something more formal and united, and in late 2016 IYDRR was established.”
While still relatively new, the organisation has already begun to engage strongly with the wider national disaster management movement, and even dipped its toes into regional and international circles. However, Fajar highlights the importance of developing a strong presence locally, as the organisation continues to advance its presence within the Indonesian disaster management sector. Youth were traditionally more engaged in response efforts, as volunteers. However, with more recent inclusion in other disaster management aspects–such as policy development and decision-making–such youth groups starting to gain more opportunities to engage. Examples of this increase include the engagement of youth within the ASEAN-ERAT Induction Courses, with the AHA Centre recognising the importance of youth participation within One ASEAN, One Response efforts.
Fajar sees a variety of positive elements for increased youth engagement within overall disaster management processes. The range of backgrounds and skills offered by youth organisations, such as IYDRR, can be of great benefit for the disaster management sector. Members are studying, or hold degrees, from a wide range of study areas, all of which can be valuable within disaster management efforts. Such a context opens the door for organisations such as IYDRR to provide great value within its key working areas of capacity development, advocacy and community empowerment, and for the voice of youth to be commonplace within all aspects of disaster management. “This is what we are pushing for, slowly of course, but to have a stronger engagement in all aspects of disaster management. We want the youth to have a voice.”
While the organisation works with extremely limited funding and relies heavily on the passion and time provided by its more than 100 members, a range of achievements have already begun to appear. Fajar highlights the design of infographics–and ultimately the use of these tools after the 2018 Jakarta earthquake–as a key example of what was perhaps considered a small and unimportant activity holding great final value. “After the earthquake these infographics were being shared everywhere–people were contacting us and requesting we send them,” he recalls. It is such outcomes that IYDRR hopes to replicate and expand, with an aim to develop a range of tools to support disaster risk reduction and response for communities, particularly in urban areas. “When you look at the SDGs, it’s clear urban areas are high-risk” he comments. “This is an area that needs to be strengthened, and therefore we want to focus heavily on supporting such efforts.” In the era of technological advancement, coinciding with unprecedented growth in technological use, such efforts fit perfectly with the skills held by youth organisations such as IYDRR.
As the organisation becomes increasingly engaged within the national, regional, and even international disaster management field, Fajar hopes that the importance, value, and capacity of youth will also be increasingly recognised, accepted and used to advantage by all stakeholders within the sector. “If you provide space for youth, provide opportunity, they may do something that you never imagined possible.”
Written by : William Shea | Photo: AHA Centre, IYDRR
H.E. Ursula Mueller
United Nations Assistant Secretary-General for
Humanitarian Affairs and Deputy Emergency Relief Coordinator
IN EARLY APRIL 2018, THE AHA CENTRE HAD THE HONOUR OF MEETING H.E. URSULA MUELLER, THE UN’S ASSISTANT SECRETARY-GENERAL FOR HUMANITARIAN AFFAIRS AND DEPUTY EMERGENCY RELIEF COORDINATOR, WHO HAS BEEN A STRONG SUPPORTER OF GLOBAL HUMANITARIAN AND DEVELOPMENT AFFAIRS FOR OVER 30 YEARS. MS. MUELLER HAS DEVELOPED AN EXTENSIVE RANGE OF EXPERIENCES IN INTERNATIONAL AFFAIRS, THROUGH HER PREVIOUS ROLES AS GERMANY’S CIVIL COORDINATOR IN KOSOVO, GERMANY’S SPECIAL ENVOY TO AFGHANISTAN, DEPUTY DIRECTOR-GENERAL AT GERMANY’S MINISTRY OF FOREIGN AFFAIRS, AND DIRECTOR-GENERAL OF GERMANY’S MINISTRY OF ECONOMIC COOPERATION AND DEVELOPMENT.
She has also served as a member of the Advisory Board of the United Nations’ Central Emergency Response Fund (CERF), as well as to the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNWRA). Furthermore, her leadership in the role German Executive Director to the Board of Executive Directors of the World Bank Group between 2014 to 2017, resulted in stronger ties between the World Bank and the United Nations (UN).
Having the opportunity to engage with Assistant Secretary-General Mueller during her visit to the home of One ASEAN One Response in Jakarta, the Column’s editorial team gained valuable insights on regional and international cooperation for the provision humanitarian assistance. The humanitarian affairs partnership between ASEAN and the UN has progressed throughout the past 10 years, particularly after the devastation of Cyclone Nargis in Myanmar during 2008. Ms. Mueller stressed that ASEAN, the UN, and other global humanitarian stakeholders can deliver better results through working together.
During the discussion, Ms. Mueller highlighted the key strength of disaster management in the ASEAN region – namely the presence of a formal mandate, agreed-upon by all Member States. “You have a platform in which ten leaders have signed the Declaration on One ASEAN One Response. It gives you a very strong mandate to be relevant,” she said. “However, delivering on that mandate requires political support, financial support, and resources. Not only financial resources, but also relevant skills and standards that you can develop further through training.”
Ms. Mueller spoke about the importance of balanced partnerships, partnerships that suit the needs and context of both parties. She mentioned that fostering partnerships does not necessarily mean saying “yes” at every opportunity, but that often the real strength of a durable partnership can be knowing when it is appropriate to say “no” while, at the same time working together to find the best solutions to address humanitarian needs.
It is in the context of growing trust and partnership that the AHA Centre continues to work closely with UNOCHA to facilitate induction courses for the ASEAN Emergency Response and Assessment Team (ERAT) – as part of the ASEAN-ERAT Transformation Plan – which links closely to the curriculum of the United Nations Disaster Assessment and Coordination Team (UNDAC). As the international and regional humanitarian systems continue to develop, the need for coherence and interoperability between the coordination mechanisms managed at these various levels will be essential if we are to fulfil our collective mandate of meeting people’s needs by supporting the lead role played by governments. The priority must be that our respective processes and mechanisms complement, but do not duplicate each other, while assuring the ongoing safeguarding of the universally agreed humanitarian principles.
With regard to collective emergency response and the coordination roles of entities such as the AHA Centre and UNOCHA, ASG Mueller believes that preventative measures are more effective than a purely reactive approach. Thus, investing in early warning systems and preparedness should be considered as a top priority for the ASEAN region. Such investment will enable early action and improved coordinated responses at the regional level and support collective and synergised engagement in broader humanitarian challenges, including climate change, migration, drought, urbanisation, and human-induced disasters that cause displacement and human suffering.
Ms. Mueller is also a member of the International Gender Champions network – a group comprised of male and female leaders who aim to deconstruct gender barriers and establish gender equality through their leadership capacity. “It is important that we have the support of the men who are in positions of power,” she stated. “The Secretary-General of the UN has approved a gender parity strategy, which he is very committed to. Through women’s empowerment measures, we aim to achieve gender parity by 2028, as there is strong evidence that women’s engagement in peace-building and peacekeeping operations can positively impact the achievement of solutions.”
“In my own experience, in order to break the glass ceiling, you have to be professional, true to your values, also make your own contributions known” H.E. Mueller continued. “Your contribution to solving an issue deserves recognition, but you have to also be humble enough to know that it is not about yourself. You may be frustrated, but stay optimistic, realistic, and never give up,” Ms. Mueller stated, while sharing her tips as a leading woman in the humanitarian network.
Written by : Shintya Kurniawan | Photo: AHA Centre, United Nations