SASOP

STANDARD OPERATING PROCEDURE FOR

REGIONAL STANDBY ARRANGEMENTS AND
COORDINATION OF JOINT DISASTER RELIEF
AND EMERGENCY RESPONSE OPERATIONS

Version 3.0, February 2022

Record Of Changes

S/No Change Description Date Authorised By

Version 2.0 April 2018
Version 3.0 Feb 2022

ii
CONTENTS
LIST OF ACRONYMS & ABBREVIATIONS vi
I. INTRODUCTION 1
II. INSTITUTIONS 2
A. Parties 2
B. AHA Centre 2
C. ASEAN Emergency Response and Assessment Team (ERAT) 2
D. Joint Operations and Coordination Centre of ASEAN (JOCCA) 2
III. DISASTER PREPAREDNESS 3
A. Designation of National Focal Points and Competent Authorities 3
B. Inventory of Earmarked Assets and Capacities 3
IV. ASSESSMENT AND MONITORING 6
A. Notification of Disaster 6
B. Situation Updates 6
V. EMERGENCY RESPONSE 8
A. Request for Assistance/Offer of Assistance 8
B. Joint Assessment of Required Assistance 11
C. Mobilisation of Assets and Capacities 13
(i) Response Time 13
(ii) Customs, Immigration and Quarantine 13
(iii) Briefing and Coordination 15
D. On-Site Deployment of Assets and Capacities 17
E. Direction and Control of Assistance 18
F. Disaster Situation Update 20
G. Demobilisation of Assistance 20
H. Updating 21
I. Review of Operations, Experiences and Lessons Learnt 22
VI. FACILITATION AND UTILISATION OF MILITARY ASSETS AND
23
CAPACITIES
A. Over-Arching Principles 23
B. Role Of The Requesting or Receiving Party 24
C. Role of the Assisting Party’s Military 25
D. Use of Military Assets 26
E. Identification and Vehicle Markings 26
F. Guidelines for Medical Assistance 27
G. Respect of National Laws and Regulations 27 iii
 H. Assessment 27
I. Coordination with Requesting or Receiving Party 27
J. Military-to-Military Coordination 28
K. Military-To-Civilian Coordination 28
VII. STANDARD OPERATING PROCEDURE (SOP) FOR COORDINATION
29
OF EMERGENCY MEDICAL TEAMS (EMTS) IN ASEAN
Table of Contents 29
List of Acronyms & Abbreviations 30
I. Introduction 31
II. Institutions 31
A. Ministry of Health/Ministry of Public Health/Department of Health 31
B. Public Health Emergency Operations Center (PHEOC) 31
C. Emergency Medical Team Coordination Cell (EMTCC) 32
D. Emergency Medical Team (EMT) 32
E. AHA Centre 32
III. Disaster Preparedness 32
A. National Focal Units for Emergency Medical Team (EMT) 32
Coordination
B. Inventory of Emergency Medical Team (EMT) Assets and Capacities 32
C. Emergency Medical Team (EMT) Capacity Building and 33
Strengthening
IV. Emergency Response 33
A. Request for Assistance/Offer of Assistance and Registration of
33
EMTs
B. Mobilisation of Emergency Medical Teams (EMTs) 33
C. On-Site Operations of Emergency Medical Teams (EMTs) 34
D. Health Needs Assessment 35
E. Direction and Coordination of Assistance 35
F. Periodic Reporting/Daily Report 35
G. Demobilisation of Assistance 35
H. Reporting (Handover and Exit Phase) 36
I. Review of Operations, Experiences and Lessons Learnt (Post-
36
deactivation Phase)
V. Review 36
VI. ANNEXES 37
ANNEX 2 38
ANNEX 4 39
ANNEX 5 40
iv
ANNEXES
Annex A Designation of National Focal Points and Competent Authorities 41
Annex B AJDRP Module 1. Search and Rescue 43
Annex C AJDRP Module 2. Water, Sanitation, and Hygiene Services 44
Annex D AJDRP Module 3. Health and Medical Services 45
Annex E AJDRP Module 4. Food Assistance 46
Annex F AJDRP Module 5. Non-Food Items (NFIs) 46
Annex G AJDRP Module 6. Early Recovery 46
Annex H AJDRP Module 7. Logistics 47
Annex I AJDRP Module 8. Emergency Telecommunications 48
Annex J AJDRP Module 9. Expertise 48
Annex K “Update” to the AHA Centre 49
Annex L “Update” from the AHA Centre 51
Annex M “Offer” of Assistance 53
Annex N Contractual Arrangements for Assistance 56
Annex O “End of Mission” from Assisting Entity to the AHA Centre 59
Annex P Annex to Chapter VI - Humanitarian Assistance and Disaster Relief 61
(HADR) Multinational Coordination Centre (MNCC)
Annex Q Annex to Chapter VII - Standard Operating Procedure (SOP) for 75
Coordination of Emergency Medical Teams (EMTS) in ASEAN

v
 LIST OF ACRONYMS &
ABBREVIATIONS
A AADMER - ASEAN Agreement on Disaster Management and Emergency
Response
AHA Centre - ASEAN Coordinating Centre for Humanitarian Assistanc on
disaster management
ARDEX - ASEAN Regional Disaster Emergency Response Simulation
Exercises

C CA - Competent Authorities
CIQ - Customs, Immigration and Quarantine
D DELSA - Disaster Emergency Logistics System for ASEAN
DMRS - Disaster Monitoring and Response System
E ERAT - Emergency Response and Assessment Team
I INSARAG - International Search and Rescue Advisory Group
ICLT - In-Country Liason Team
J JOCCA - Joint Operation and Coordination Centre of ASEAN
N NFP - National Focal Point
O OCHA - Office for the Coordination of Humanitarian Affairs
OSOCC - On-site Operations and Coordination Centre
S SAR - Search and Rescue
SOP - Standard Operating Procedure
U UN - United Nations
UNDAC - United Nations Disaster Assessment and Coordination
USAR - Urban Search and Rescue
W ASEAN - ASEAN Web Emergency Operation Centre
WebEOC

vi
I. INTRODUCTION

1. ASEAN Member States signed the ASEAN Agreement on Disaster Management

and Emergency Response (AADMER) on 26 July 2005 in Vientiane, Lao PDR. The
Agreement seeks to provide effective mechanisms to achieve substantial reduction
of disaster losses in the social, economic, and environmental assets of the Parties,
and to jointly respond to disaster emergencies through concerted national efforts
and intensified regional and international cooperation.

2. To ensure preparedness for effective response, the Agreement requires for the
establishment of the ASEAN Standby Arrangements for Disaster Relief and
Emergency Response where Parties, on a voluntary basis, shall identify and earmark
assets and capacities which may be made available and mobilised for disaster relief
and emergency response1.

3. The Agreement also requires the preparation of this Standard Operating Procedure
that shall guide the actions of Parties and the ASEAN Coordinating Centre for
Humanitarian Assistance on disaster management (AHA Centre) in implementing (i)
the regional standby arrangements for disaster relief and emergency response; (ii)
the utilisation of military and civilian personnel, transportation and communication
equipment, facilities, good and services, and the facilitation of their trans-boundary
movement; and (iii) the co-ordination of joint disaster relief and emergency response
operations2.

4. This Standard Operating Procedure (SOP) provides (i) the guides and templates to
initiate the establishment of the ASEAN Standby Arrangements for Disaster Relief
and Emergency Response, (ii) the procedures for joint disaster relief and emergency
response operations, (iii) the procedures for the facilitation and utilisation of military
and civilian assets and capacities, and (iv) the methodology for the periodic conduct
of the ASEAN Regional Disaster Emergency Response Simulation Exercises
(ARDEX) which shall test the effectiveness of this procedure.

1 AADMER, Article 9 1
2
AADMER, Article 8.2
II. INSTITUTIONS

A. Parties
5. The Parties in this Agreement are ASEAN Member States who have ratified and
consented to be bound by the Agreement. They shall cooperate in developing
and implementing measures to reduce disaster losses; immediately respond
to a disaster occurring within their territory; promptly respond to a request for
assistance from an affected Party; and take legislative, administrative and other
measures as necessary to implement their obligations under the Agreement.

B. AHA Centre
6. The AHA Centre shall facilitate co-operation and co-ordination among the Parties,
and with relevant United Nations and international organisations, in promoting
regional collaboration3.

C. ASEAN Emergency Response and Assessment Team (ERAT)

7. ASEAN-ERAT is a rapidly deployable response team to support the Parties
during major sudden and slow on-set disasters. Within 24-hours upon request/
approval from the Party affected by the disaster, ASEAN-ERAT can be mobilised
to support in the initial phase of emergency. ASEAN-ERAT is collectively owned
by the Parties and managed by the AHA Centre.

D. Joint Operations and Coordination Centre of ASEAN (JOCCA)

8. The Joint Operations and Coordination Centre of ASEAN (JOCCA) is an on-
site coordination system to enhance ASEAN collective response particularly
during large- scale disaster emergencies in the ASEAN region to support the
government of the Party affected by the disaster. The JOCCA will provide direct
coordination interface between an ASEAN response and the NDMO/ local disaster
management office of the Party affected the disaster. This coordination system
allows ASEAN entities to effectively support the affected government’s response
efforts. In the spirit of solidarity and collective response, JOCCA is a functional
symbol of the “home” of the ASEAN on the ground. JOCCA will be primarily
focusing on facilitating international assistance from within ASEAN region.

2
3
AADMER, Article 20.1
III. DISASTER PREPAREDNESS

9. The quality and efficiency of joint disaster relief and emergency response operations
require constant preparedness, planning, capacity building, and testing of the
response plans, systems and mechanisms at national and regional levels. Hence
Parties shall, jointly or individually, develop strategies and contingency/response
plans to reduce losses from disasters4, and each Party shall regularly inform the
AHA Centre of its available resources for the regional standby arrangements for
disaster relief and emergency response5.

A. Designation of National Focal Points and Competent

Authorities
10. The NFP is an entity designated and authorised by each Party to receive and
transmit information pursuant to the provision of the Agreement6. NFP therefore
plays an important role in facilitating communication with other Parties and the
AHA Centre, and serves as the single point of contact for the country. The NFP
is also required to coordinate with the Competent Authorities (CAs), for example
with regard to approval for processing request and offer of assistance, and on
other matters not within their jurisdiction. Hence each Party shall designate a
NFP and one or more CAs7, and inform other Parties and the AHA Centre of its
NFP and CAs, and of any subsequent changes in their designations8.

11. In addition to the above, the NFP shall provide contact details of the national
operation centre that shall work on 24/7 basis (24 hours 7 days a week). These
operation centres will help the NFPs, among others, in receiving or transmitting
initial updates/situation updates from/to the AHA Centre or other Parties,
particularly off-duty hours and days. Regular exercises shall be conducted by
the AHA Centre to test connectivity with the national operation centres.

12. Each Party shall use ANNEX A to provide the above information and update it
every January and July of the year, or whenever there are any significant changes.

B. Inventory of Earmarked Assets and Capacities910

13. The Disaster Emergency Logistics System for ASEAN (DELSA) is a key mechanism
for the swift provision of relief items to ASEAN countries facing post-disaster
emergency situations. Launched on 7 December 2012, DELSA was established
to develop a regional relief item stockpile and to support capacity enhancements
of the AHA Centre and among the Parties in emergency logistic operations.
Out of various aspects of logistics, DELSA focuses on three main elements
— regional stockpiles, institutional capacity building, and communications.
Regional stockpiles, which are warehoused in Subang, Malaysia, allow the

4 AADMER, Article 8.1

5 AADMER, Article 8.4
6 AADMER, Article 1
7 AADMER, Article 22.1
8 AADMER, Article 22.2
9 AADMER, Article 9.1
10 The AHA Centre will co-ordinate with the Parties to consolidate, update and disseminate the
information for the standby arrangements for disaster relief and emergency response with the other 3
Parties in this Agreement.
III. DISASTER PREPAREDNESS SASOP

Parties to immediately access DELSA relief goods as soon as, or even before
disaster strikes. The AHA Centre coordinates with the NFP of the Party affected
by the disaster to distribute those relief goods as needed to support emergency
response efforts.

14. Each Party shall use the ASEAN Joint Disaster Response Plan (AJDRP) modules
to update information on earmarked assets and capacities every January and
July of the year, or whenever there are any significant changes. These modules
were identified and categorised based on initial concept note of the AJDRP
endorsed by the ACDM, practices from other region (i.e. European Union), the
UN’s cluster system and also from the inputs from practitioners and government
representatives that participated in the AJDRP workshop in February 2016.
Each items in the modules should be capable of working self-sufficiently for a
given period of time, be quick to deploy, and interoperable. In order to enhance
the interoperability of modules, further standardisation will be needed at regional
and country levels by using existing international standards as reference.

15. The AJDRP Modules consist of :

i. Search and Rescue (ANNEX B)

This module includes: Urban Search and Rescue (USAR) Team, fire fighting
teams and equipment, Chemical Biological Radiological and Nuclear (CBRN),
and flood response teams.

ii. Water, Sanitation, and Hygiene Services (ANNEX C)

This module includes: high capacity pumps, water treatment unit, water
bladder, wash team toolkit set, rapid larine set and family hygiene kit.

iii. Health and Medical Services (ANNEX D)

This module includes: EMT type 1,2,3, Medical tents/field hospital, aerial
evacuation, body bags for cadavers, and Disaster Victim Identification (DVI)
unit.

iv. Food Assistance (ANNEX E)

This module includes: any type of ready-to-eat food.

v. Non Food Items (NFIs) (ANNEX F)

This module includes: tarpauline, family tent, family kit, and kitchen kit.

vi. Early Recovery (ANNEX G)

This module includes: structural/civil engineers and waster/debris
management specialist.

vii. Logistics (ANNEX H)

This module includes: generator, tents for mobile office, Unmanned
Aerial Vehicle (UAV), air, sea, and land transport, temporary tent storage,
procurement officer, warehouse manager, transport and fleet management,
ground handling capacity at the airport, and customs.

viii. Emergency Telecommunications (ANNEX I)

This module includes: Information Technology officer and Emergency
telecommunication team and equipments.
4
III. DISASTER PREPAREDNESS SASOP

ix. Expertise (ANNEX J)

This module includes: humanitarian coordination, Incident Command
System (ICS) expert, information management, civil-military coordination,
communication, and camp coordination and camp management specialist.

5
IV. ASSESSMENT AND MONITORING

16. The provision of updates by the NFP of the Party affected by a disaster emergency
to the AHA Centre will allow close monitoring of disaster situation in the region
and facilitate quick mobilisation of regional standby assets and capacities for joint
disaster relief and emergency response operations. Hence, the AHA Centre shall
periodically receive and consolidate data on identified hazards and risks levels
from the NFPs and analyse possible regional-level implications of their prevalence,
occurrence or likely disaster impact.

A. Notification of Disaster
17. The NFP of the Party affected by a disaster shall immediately provide an initial
update to the AHA Centre within 3 hours of the occurrence of the incident using
“Update” to the AHA Centre form (see ANNEX K) or any other means available
according to internal procedures of the Party affected by the disaster such as
through official situation update disseminated through website or through official
social media accounts such as official Facebook page or official Twitter. These
include breaking news of disasters, even if these incidents do not require follow-
up actions for assistance. The following are the contact details of the AHA Centre
that can be used to transmit the updates:

a. Telephone (Direct Line : +62-21-21012278 ext 114

b. Email : [email protected]

18. The AHA Centre shall analyse the update received from the NFP of the affected
Party and then prepare and notify the other Parties of the disaster situation using
Update” from the AHA Centre form (see ANNEX L). The AHA Centre may also
use other sources of information, such as the Disaster Monitoring and Response
System (DMRS), ASEAN WebEOC, and UN Virtual On-Site Operations and
Coordination Centre (Virtual OSOCC), to gather facts on the developing situation
of the disaster.

B. Situation Updates
19. The NFP of the Party affected by the disaster shall, as the disaster situation
develops, continue to use “Update” to the AHA Centre form to periodically update
the AHA Centre of any significant developments to the disaster. The frequency
of the situation updates from the NFP of the Party affected by the disaster to
the AHA Centre would depend on the development of events arising from the
disaster. Ideally, a regular Situation Update should reach the AHA Centre daily
by 9:00 am Jakarta time.

20. The AHA Centre shall analyse each Situation Update received from the NFP of the
Party affected by the disaster or other reliable secondary sources of information
and then immediately notify the other Parties of significant developments using
“Update” from the AHA Centre form through regular Situation Updates to the
other Parties daily by 14:00 Jakarta time. The above steps are described in
Flowchart 1. Where appropriate, the AHA Centre may also use some information

6
IV. ASSESSMENT AND MONITORING SASOP

contained in “Update” from the AHA Centre form to inform other entities,
particularly through the relevant ASEAN website, ASEAN WebEOC and Virtual
OSOCC, to update the international community of the ongoing disaster situation
in the ASEAN region.

Flowchart 1: Notification of Disaster & Situation Updates

Requesting / Receiving Party Assisting Entity AHA Centre

Start

The NFP provides an

initial Update to the AHA
Centre within 3 hours of the
occurrence of the incident
[via email/phone or
official social media
accounts]
Analyse the Initial Update
Update and notify other Party /
Entity of the disaster

The NFP provides Situation Situation

Updates to the AHA Centre Update
(a) periodically as significant
developments occur, or (b) daily
by 9:00am (Jakarta time)

Analyse each Situation

Update and immediately
notify the other Party/
“Update” to the Entity of the significant
AHA Centre developments (a)
periodically, or (b) daily by
14:00 (Jakarta time)

Party/ Entity receive the

“Update” from the
notification of disaster
AHA Centre
and situation updates

7
V. EMERGENCY RESPONSE

A. Request for Assistance/Offer of Assistance11

21. The NFP of the affected Party shall, if it needs assistance in the event of a disaster
emergency within its territory, request such assistance from any other Party,
directly or through AHA Centre, or, where appropriate, from other entities12. The
NFP of the affected Party may reflect this in the “Update” to the AHA Centre form
to request for assistance or through published national situation updates, direct
correspondence (email) or a general declaration on welcoming international
assistance. The Assisting Entity shall acknowledge or respond to the request
immediately, preferably within 6 to 12 hours.

22. An Assisting Entity may also initiate an offer of assistance to mobilise its earmarked
assets and capacities and other resources not previously earmarked for disaster
relief and emergency response but being made available by submitting the
“Offer” of Assistance form(see ANNEX M) directly to the Receiving Party or
through the AHA Centre. The Receiving Party shall acknowledge or respond to
the offer of assistance immediately, preferably within 6 to 12 hours. The above
steps are described in Flowchart 2 and Flowchart 3.

23. The AHA Centre shall work on the basis that the Party will act first to manage
and respond to disasters. In the event that the Party requires assistance to cope
with such a situation, in addition to the direct request to any Assisting Entity, it
may seek assistance from the AHA Centre to facilitate such a request13. When
this happens, the AHA Centre shall provide critical coordination information and
recommend courses of action to facilitate mobilisation of these standby assets
and capacities for disaster relief and emergency response. This will include
the mobilisation of ASEAN ERAT upon consent from the Party affected by the
disaster.14

11
The trigger point for the action to request for assistance/offer of assistance will vary between countries
as resources and internal capacities to handle a disaster differ. By actively monitoring and updating the
disaster situation using “Update” form to and from the AHA Centre, the affected Party, AHA Centre and
other Parties can be regularly updated on the developments of the disaster and monitor the capacity of
response the affected Party has to handle the disaster. The trigger for activation of the assistance shall
occur when the following set of forms is released.
12
AADMER, Article 11.1
13
AADMER, Article 20.2 8
14
AADMER, Annex (ix) – (x) to Article 20.3
V. EMERGENCY RESPONSE SASOP

Flowchart 2 : Request for Assistance

Requesting / Receiving Party Assisting Entity AHA Centre

Start

The NFP request

assistance from any
other Party, directly or
through AHA Centre

Reflect the request Refers to Standby

[thru AHA Centre]
in “Update” to the Arrangement Modules and
AHA Centre forwards the request to the
owner of the asset/capacity

Party/ Entity acknowledge

or respond to the Reflect the request
request for assistance in “Update” to the
[directly to NFP immediately, preferably AHA Centre
with copy to the within 6 to 12 hrs
AHA Centre]

The NFP and

competent
The NFP will explore other authorities will review The AHA Centre
assistance in coordination the request and will explore other
with AHA Centre NO determine whether NO possible assistance
the type and scope
of assistance can be
[directly to NFP] provided [thru AHA Centre]

YES

A “Update” to the
AHA Centre

9
V. EMERGENCY RESPONSE SASOP

Flowchart 3 : Offer of Assistance

Requesting / Receiving Party Assisting Entity AHA Centre

Start

The NFP offer

assistance to a Party,
directly or through
AHA Centre

[thru AHA
Centre] Forwards the
“Offer” of
offer to the
Assistance
Receiving Party
[directly to
NFP with copy
NFP acknowledge or to AHA Centre]
respond to the offer of “Offer” of
assistance immediately, Assistance
preferably within 6 to 12 hrs

The NFP and

competent
authorities will NO
review the offer [directly to NFP with [thru AHA
copy to AHA Centre] Centre]

YES Decline Decline

10
V. EMERGENCY RESPONSE SASOP

B. Joint Assessment of Required Assistance

24. Assessment shall be conducted to primarily ascertain the impact and severity
of the disaster, the evolving emergency situation that may likely to arise from the
disaster, the type of assistance required to save lives or alleviate sufferings, and
the level of co-ordination required to ensure resources mobilised are effective in
the disaster relief and emergency response operations.

25. The Requesting Party shall specify the scope and type of assistance required
and, where practicable, provide the Assisting Entity with such information as may
be necessary for that Party to determine the extent to which it is able to meet the
request. In the event that it is not practicable for the Requesting Party to specify
the scope and type of assistance required, the Requesting Party and Assisting
Entity shall, in consultation, jointly decide upon the scope and type of assistance
required15. Upon the request and consent of the Requesting or Receiving Party,
the AHA Centre could also facilitate the deployment of the ASEAN stockpile
and the ASEAN-ERAT to support in coordinated assessments and to facilitate
incoming support from the Parties16.

26. Where appropriate the AHA Centre shall be updated by the Parties on any plans
and findings of joint assessments so that the AHA Centre could ensure that any
multiple assessments can be coordinated and organised systematically without
gaps and duplication and that all sectors of activity are competently assessed.
(to clarify with the WG in line with the ERAT guidelines where coordinated
assessment is recommended)

27. Any arrangements agreed and consented upon by the Parties concerned shall
be finalised by accomplishing and signing the Contractual Arrangements form
(see ANNEX N) prior to the deployment of any assistance to ensure that both
Parties agree to expected responsibilities. The AHA Centre shall be notified by
the Assisting Entities of the agreed arrangements in this form. Otherwise, the
AHA Centre can facilitate this process on behalf of the Parties.

28. The signing of the Contractual Arrangements form between the Party affected
by the disaster through the NFP or his/her designated representative and the
Assisting Entities are encouraged so that the confusion and misinterpretation
of responsibilities can be avoided. Any plan for new deployment of assets and
capacities by the Assisting Entities shall be informed to and agreed by the
Requesting or Receiving Party through submission of the new Contractual
Arrangements form. The above steps are described in Flowchart 4.

15
AADMER, Article 11.3
16
The operational procedure for the establishment and deployment of the ASEAN ERAT is being 11
developed and will eventually be linked to the SASOP.
V. EMERGENCY RESPONSE SASOP

Flowchart 4 : Joint Assessment of Required Assisstance

Requesting / Receiving Party Assisting Entity AHA Centre

w

B A

Joint assess and decide on the scope

and type of assistance requested/
offered

Facilitate mobilisation of
ERAT
Plan and conduct joint assessment
where appropriate Receive updates on any
plans and findings of joint
assessment

Elaborate details
Elaborate details of the of the assistance
assistance requested offered

Pre-agreed
arrangements Contractual Receive copy of
between Parties Agreements the Contractual
and Assisting for Agreement for
Entities are Assistance Assistance
encouraged so
that time required
preparing and
agreeing on
disaster relief C
and emergency
response
arrangements
during a disaster
emergency

12
V. EMERGENCY RESPONSE SASOP

C. Mobilisation of Assets and Capacities

29. The Assisting Entity shall ensure that the assets and capacities provided to
the Requesting or Receiving Party meet the standards for quality and validity
requirements for consumption and utilisation17. Assisting Entities shall also ensure
that responding capabilities assisting in the joint disaster relief and emergency
response are self-sufficient with their subsistence requirements so as not to
further burden the Requesting or Receiving Party in the course of operating
within its territory.

30. The AHA Centre, upon request or acceptance of offer of assistance, can mobilise
its stockpile to support the Requesting or Receiving Party. The type and quantity
of stocks that will be deployed will be based on the priorities identified by the
Requesting or Receiving Party. Various transport modalities will be explored by
the AHA Centre to ensure that the relief items reach the intended beneficiaries
the soonest time possible.

(i) Response Time

31. To ensure the effective and timely response, upon confirmation of the request
for assistance/offer of assistance, the Assisting Entity shall coordinate
directly with the Requesting or Receiving Party or through the AHA Centre
for the immediate deployment of its assets and capacities.

32. The mobilisation of an Assisting Entity’s heavy capacity Urban Search and
Rescue (USAR) team, which is set up based on United Nations (UN) Office
for the Coordination of Humanitarian Affairs (OCHA) International Search and
Rescue Advisory Group (INSARAG) guidelines, shall be in accordance with
INSARAG guidelines.

33. For any other type of response to support humanitarian relief or support USAR
operations i.e. assisting with only specific USAR response components of
technical search, canine search, specialist rescuers, field medical capability
or supply of Search and Rescue (SAR) equipment, Parties are requested to
specify the response timings they can achieve to the best of their ability to
ensure the effective and timely deployment of the assistance.

(ii) Customs, Immigration and Quarantine

34. The Assisting Entity arriving in the territory of the Requesting or Receiving
Party via air, land or sea entry checkpoints shall immediately proceed to
the Customs, Immigration and Quarantine (CIQ) facility for the necessary
immigration procedures, customs clearance and quarantine checks. The
arrangements agreed by the Parties in the Contractual Arrangement form
shall be used as the primary document to facilitate the CIQ procedures for
entry/exit of assets and capabilities from the territory of the Assisting Entity
into the territory of the Requesting or Receiving Party. Signed copies of
the Contractual Arrangement form shall be used by the Assisting Entity or
Requesting or Receiving Party for verification of the movement of assets and
capabilities. In this regard, the NFP or his/her authorised representative of

13
17
AADMER, Article 12.4
V. EMERGENCY RESPONSE SASOP

the Requesting or Receiving Party shall provide the entry checkpoints with
the signed copies of the Contractual Arrangement form and alert them of
incoming assistance. The NFP of the Assisting Entity shall also provide the
signed copies of the Contractual Arrangement form to its team leader.

35. The Assisting Entity shall be required to have for its members, for the purpose
of entry and departure from the territory of the Receiving Party an individual
or collective movement order issued by or under the authority of the Head of
the assistance operation or any appropriate authority of the Assisting Entity;
and a personal identity card issued by the appropriate authorities of the
Assisting Entity18.

36. The Assisting Entity may use the registration and easily identifiable licence
plates of aircraft and vessels without tax, licences and/or any other permits19.
These aircraft and vessels shall have the appropriate insurance coverage for
use in the territory of the Requesting or Receiving Party.

37. The Requesting or Receiving Party shall in accordance with its national
laws and regulations accord the Assisting Entity (i) exemption from taxation,
duties and other similar charges of a similar nature on the importation and
use of equipment including vehicles and telecommunications, facilities and
materials brought into the territory of the Requesting or Receiving Party for
the purpose of assistance; and (ii) entry into, stay in and departure from its
territory of personnel and equipment, facilities and materials involved or used
in the assistance. The Requesting or Receiving Party shall also cooperate
with the AHA Centre, where appropriate, to facilitate the processing of
exemptions and facilities in respect of the provision of the assistance20.

38. The Requesting or Receiving Party shall also ensure that the Operational
Focal Points are available on standby at the CIQ facility during this process
to facilitate the clearance of the arriving assets and capacities. Where
necessary and appropriate, the AHA Centre shall facilitate the processing
of exemptions and facilitate the process for transit or personnel, equipment,
facilities and materials in respect of the provisions of the assistance21. In this
regard, the AHA Centre should deploy an In-Country Liaison Team (ICLT)
to facilitate coordination between the Assisting Entity and Requesting or
Receiving Party. The ASEAN-ERAT shall, as appropriate, coordinate with the
on-site UN Disaster Assessment and Coordination (UNDAC) team to help the
Requesting or Receiving Party in the above process22.

18
AADMER, Article 15.2
19
AADMER, Article 15.3
20
AADMER, Article 14
21
AADMER, Annex (xi) – (xii) to Article 20.3
22
AHA Centre shall make arrangements with UNOCHA to specify coordination between AHA Centre
and UNDAC team in helping the local authorities during the entry/exit of assistance and the movement 14
of assisting teams to the disaster site.
V. EMERGENCY RESPONSE SASOP

(iii) Briefing and Coordination

39. The NFP of the Requesting or Receiving Party shall designate representatives,
where possible, to provide an initial briefing to the Assisting Entity at the
Reception and Departure Centre (RDC) immediately after the completion of
the CIQ processes. The briefing shall among others confirm details of the
contractual agreements of the assistance as specified in the Contractual
Arrangement form; provide up-to-date information with regard to the
development of the disaster situation; give co-ordinating instructions with
regard to the deployment of the assets and capacities from the Assisting
Entity; and provide other coordination information that the Assisting Entity
must be aware of and assistance e.g. location maps, communications
equipment, liaison personnel, interpreter, security and mobile escorts etc.
that will facilitate the in-country movement for the Assisting Entity from the
CIQ to the disaster site. Upon the request of the Requesting or Receiving
Party, the ICLT deployed by the AHA Centre or the ASEAN-ERAT could help
provide the initial briefing to the Assisting Entity, in coordination with the
on-site UNDAC team, as appropriate. The above steps are described in
Flowchart 5.

40. Upon consent by the Party affected by the disaster, the AHA Centre can
establish the Joint Operations and Coordination Centre of ASEAN (JOCCA)
to support the Requesting or Receiving Party to coordinate the ASEAN
response. The JOCCA will provide direct coordination interface between
ASEAN response teams and the NFP of the Requesting or Receiving Party.
Essentially, JOCCA aims to support the coordination role of the NFP with
regard to the ASEAN response entities.

15
V. EMERGENCY RESPONSE SASOP

Flowchart 5 : Mobilisation of Assets and Capacities

Requesting / Receiving Party Assisting Entity AHA Centre

Ensure coordinated
efforts are made for
the effective and
timely deployment of
assistance upon the
confirmation of the
request for assistance/
offer of assistance

In accordance with national

laws and regulations, extend
exemptions from taxation,
duties and their similar charges Proceed to the
on import and use of equipment Reception and
Departure Centre
Accord entry, stay in and upon arrival via air,
departure from its territory for land or sea entry
personnel, equipment, facilities
and materials used in the
assistance

Ensure Operational Focal Points Use the Contractual Facilitate the processing
are available on standby at the Arrangement form as of exemptions for
CIQ facility to facilitate clearance the primary document provision of assistance
of the arriving assets and to facilitate CIQ and facilities, transit of
capacities procedures for entry/exit personnel and equipment
of assets and capacities

Provide briefing to exchange

up-to-date disaster situation Attend coordination
information, provide coordinating briefing to confirm
instructions with regard to the contractual details
deployment of the assets and of the Contractual
capacities, and provide other Arrangement form and
coordination information to exchange up-to-date
facilitate in-country movement information with NFP
from CIQ to the disaster site representatives

16
V. EMERGENCY RESPONSE SASOP

D. On-site Deployment of Assets and Capacities

41. The Incident Commander or his/her representative of the Requesting or Receiving
Party shall, upon the arrival of the Assisting Entity at the disaster site, conduct
an on-site operational briefing to the incoming teams. The briefing shall include
details of the incident command system, updates on the on-going disaster relief
and emergency response operations, co-ordination details for the deployment
of the Assisting Entity’s asset and capabilities to support the on-going disaster
relief and emergency response efforts.

42. The Requesting or Receiving Party shall provide, to the extent possible,
local facilities and services for the proper and effective administration of the
assistance. It shall also ensure the protection of personnel, equipment, and
materials brought into its territory by or on behalf of the Assisting Entity for such
purposes. Alternatively, the responding teams may get the logistics information
from the JOCCA.

43. The Assisting Entity shall ensure that all members of its response team refrain
from any action or activity that is incompatible with the nature and purpose of this
Agreement, and take all appropriate measures to ensure observance of national
laws and regulations23. The above steps are described in Flowchart 6.

17
23
AADMER, Article 13
V. EMERGENCY RESPONSE SASOP

Flowchart 6 : On-Site Deployment of Assets and Capacities

Requesting / Receiving Party Assisting Entity AHA Centre

D AHA Centre EOC to

provide update and
information to all Parties,
Receive on-site partners and other
Briefing by Incident stakeholders
operational briefing
Commander will include details
upon arrival at the
of incident command system, Continue to provide
disaster site
dates on the on-going disaster coordination with ASEAN-
relief and emergency response ERAT and affected Party
operations, co-ordination through AHA Centre ICLT
details for the deployment of
the Assisting Party’s assets and
capacities Upon consent of the
affected Party, establish
JOCCA to support
Ensure members of affected Party in
its response teams coordinating the ASEAN
refrain from any action response
or activity that is
Provide, to the extent possible, incompatible with the
local facilities and services nature and purpose The JOCCA will provide
for the proper and effective of Agreement, and to information on relevant
administration of the assistance. take all appropriate administrative and
Ensure protection of personnel, measures to ensure logistical information to
equipment and materials observance of national help arriving response
brought into its territory laws and regulations teams

E. Direction and Control of Assistance

44. The Requesting or Receiving Party shall exercise the overall direction, control,
coordination and supervision of the assistance within its territory. The Requesting
or Receiving Party, however, shall convey clearly to the Assisting Entity the various
components and roles and functions of various actors of the incident command
system, including frontline response, communication, logistics, transportation,
emergency health and security. The Requesting or Receiving Party may task the
JOCCA to provide the coordination interface between the NFP of the Requesting
or Receiving Party and the response teams from the Assisting Entities.

45. The incoming response teams from Assisting Entity shall conform to the national
incident command system of the Requesting or Receiving Party. It is essential
that the Assisting Entity designate a person who shall be in charge of and shall
retain immediate operational supervision over the personnel and the equipment
provided by it. The designated person, referred to as the Head of the assistance
operation, shall exercise such supervision in co-operation with the appropriate
authorities of the Requesting or Receiving Party24. The AHA Centre shall be

18
24 AADMER, Article 12.1
V. EMERGENCY RESPONSE SASOP

informed by the Assisting Entity of the name and contact details of the Head of
the Assisting Entity in the field.

46. The Assisting Entity and the Requesting or Receiving Party shall consult and
co-ordinate with each other with regard to any claims, other than an act of
gross negligence or contractual claims against each other, for damage, loss
or destruction of the other’s property or injury or death to personnel of both
Parties arising out of the performance of their official duties25. The above steps
are described in Flowchart 7.

Flowchart 7 : Direction and Control of Assistance

Requesting / Receiving Party Assisting Entity AHA Centre

Conform to the Upon the request of the

Exercise the overall direction,
national incident Requesting or Receiving
control, coordination and
command system Party, JOCCA may be
supervision of assistance within
of the Requesting established to support
its territory, and shall convey
or Receiving Party. coordination by providing
clearly to the Assisting Entity
Designate a person- coordination interface
the various components and
in-charge, referred between NFP and
roles and functions of various
to as the Head of the response teams from
actors of the incident command
assistance to exercise Assisting Entities
system, including frontline
response, communication, supervision in co-
logistics, transportation, operation with the
emergency health and security appropriate authorities

Consult and co-ordinate with each other with regard to any

claims, other than an act of gross negligence or contractual
claims against each other, for damage, loss or destruction of
the other’s property or injury or death to personnel of both
Parties arising out of the performance of their official duties

19
25 AADMER, Article 12.3
V. EMERGENCY RESPONSE SASOP

F. Disaster Situation Update

47. The Requesting or Receiving Party and the Assisting Entity, through their designated
NFPs, shall prepare and submit to the AHA Centre and other AMS an update on
the status and outcome of actual provision of assistance using ASEAN WebEOC
within 24 to 48 hours of their arrival at the site of the disaster. The above steps are
described in Flowchart 8.

Flowchart 8 : Disaster Situation Update

Requesting / Receiving Party Assisting Entity AHA Centre

NFPs to prepare and

NFPs to prepare and submit
submit update on the
update on the status and
status and outcome
outcome of actual provision of
of actual provision of
assistance
assistance

Update of Status of Provision of Update of Status

Assistance using WebEOC of Provision of
Assistance using
WebEOC
Receive updates within
24 to 48 hours of arrival of
assistance at disaster site

G
G. Demobilisation of Assistance
48. The Assisting Entity shall begin the withdrawal process from the disaster site when
the Incident Commander of the Requesting or Receiving Party has determined
and declared that emergency phase is over and that national capacities can fully
manage the situation.

49. The response teams from the Assisting Entities shall also inform the AHA Centre
through the JOCCA of its plan to demobilise to ensure that the withdrawal process
is properly documented.

20
V. EMERGENCY RESPONSE SASOP

H. Updating
50. The response teams from Assisting Entities shall where applicable submit to the
Incident Commander of the Requesting or Receiving Party an exit plan/strategy
and debrief updates to specify the details of the handover or re-tasking of duties
and record of the operational tasks performed during the deployment before its
final withdrawal from the disaster site. Whenever possible, the response teams from
Assisting Entities shall also furnish the AHA Centre through the JOCCA a copy of
their respective exit plans.

51. The Assisting Entity shall also upon final withdrawal prepare their final update using
the “End of Mission” form(see ANNEX O) and furnish them to the AHA Centre for
consolidation within two weeks of departure from the affected country. The above
steps are described in Flowchart 9.

Flowchart 9 : Demobilisation of Assistance & Updating

Requesting / Receiving Party Assisting Entity AHA Centre

Begin to liaise with

Incident Commander
for withdrawal process
from the disaster site

The Incident Commander When resources and

of the Requesting or assets available for
Receiving Party has effective disaster
determined and declared relief and emergency
that emergency phase response have been
is over and that national depleted due to
capacities can fully prolonged use during
manage the situation the relief operations

Receive update of this

development

Submit an exit plan/

Update to specify details Receive update of this
strategy and debrief
of the handover or re- development through
updates to the Incident
tasking of duties and the JOCCA
Commander
record of the operational
tasks performed during
the deployment before its To be received
final withdrawal from the “End of Mission” from within two weeks of
disaster site Assisting Entity to AHA departure from the
Centre affected country

End

21
V. EMERGENCY RESPONSE SASOP

I. Review of Operations, Experiences and Lessons Learnt

52. The AHA Centre shall, in the case of mobilisation of regional standby arrangements,
resources and facilities, prepare a comprehensive update of the deployment with
inputs from all Parties that responded to the operations. The update should indicate
the following main details:
• Introduction
• Chronology of Significant Events
• Details of Disaster Coordination Activities
• Details of Operations Conducted
• Lessons Learnt
• Recommendations
• Attachments

53. After completing this process, the AHA Centre shall compile the lessons learnt
from the operations for dissemination in future regional meetings, forum, capacity-
building activities, and planning for simulation exercises. The review shall also serve
as inputs for the periodic review of regional standard operating procedures26.

54. Any changes in SASOP will be tested every two years during ARDEX

22
26 AADMER, Annex (vi) to Article 20.3
VI. FACILITATION AND UTILISATION OF
MILITARY ASSETS AND CAPACITIES

55. This SOP sets out the principles and procedures to governing the use of military
assets in the provision of Humanitarian Assistance and Disaster Relief (HADR) and is
based on AADMER. Should any part of these procedures contravene the AADMER,
the latter shall prevail.

56. This SOP was developed by the ASEAN Defence Senior Officials Meeting (ADSOM)
and endorsed by the 9th ASEAN Defence Ministers’ Meeting (ADMM) on 16 March
2015 in Langkawi, Malaysia “as a constructive input for Chapter VI of SASOP in
providing for a more systematic utilisation of militaries capacities in joint disaster
relief operations”. The SOP has also incorporated inputs from the ACDM and
endorsed by the 27th ACDM Meeting on 14 December 2014 in Cambodia.

A. Over-Arching Principles
57. In the provision and receipt of military assets and assistance, the following principles
shall be adhered to:
a. The sovereignty, territorial integrity and national unity of States must be fully
respected in accordance with the Charter of the UN and the Treaty of Amity and
Cooperation in Southeast Asia. In this context, HADR shall only be provided upon
the request or with the consent of the Receiving or Requesting Party.

b. Foreign military assets involved in HADR operations remain under their own
national command and control. They must be relevant to the scope and scale of
the disasters.

c. The militaries of states assisting in HADR operations shall not carry arms as well
as vehicles and items or substances that are non-compliant with the customs,
rule and the law of the Receiving or Requesting Party.

d. Humanitarian principles shall be adhered to in the provision of HADR:

1. Humanity: Human suffering shall be addressed wherever it is found, with
particular attention to the most vulnerable in the population, such as
children, women and the elderly. The dignity and rights of all victims must be
respected and protected.

2. Neutrality: HADR shall be provided without engaging in hostilities or taking

sides in controversies of a political, religious or ideological nature.

3. Impartiality: HADR shall be provided without discrimination as to ethnic origin,

gender, nationality, political opinions, race or religion. Relief of the suffering
must be guided solely by needs, and priority must be given to the most urgent
cases of distress.

4. Do No Harm: The militaries of Assisting Parties shall be aware of the possibility

that the provision of HADR which is intended to produce positive outcomes
can have unintended negative effects. Assisting militaries shall strive to avoid
harmful unintended consequences. 23
VI. FACILITATION AND UTILISATION OF MILITARY ASSETS AND CAPACITIES SASOP

e. Assisting Parties shall support purely immediate needs and shall avoid
creating long-term dependence on foreign military assets by the Affected
State’s Requesting or Receiving Party’s population and civilian humanitarian
organisations because this may impact long term recovery and development

f. Assisting Parties shall pave the way for civilian agencies to take over following
the initial critical phases of HADR.

B. Role Of The Requesting or Receiving Party

58. Prior to any disaster, the Receiving or Requesting Party, through its NFP, should
have developed a national disaster plan, including mechanisms to establish a Local
Emergency Management Authority (LEMA).

59. The Receiving or Requesting Party will exercise authority for the overall direction,
coordination and supervision of disaster response within its territory and normally
does so through its NFP. The NFP will, through its LEMA, activate or establish an EOC,
immediately prior to or during a disaster. The On-Site Operations Coordination
Centre (OSOCC) and Civil-Military Operations Centre (CMOC) support the LEMA and
work under its direction. The EOC shall be the focal point for coordinating all national
relief efforts including international assistance. A Multi-National Coordination Centre
(MNCC) could be established by the Requesting or Receiving Party’s military as a
coordinating platform to facilitate assistance from militaries of the Assisting Parties.
The MNCC shall support the EOC and work under the direction of the NFP.

60. Consistent with the International Law, the Guiding Principles for the Affected State
are that it:
a. Has the responsibility to take care of victims of disasters occurring within its
territory,
b. Has the right and primary role in initiating, organising, coordinating,
implementing, regulating and monitoring HADR to include international
assistance within its territory and
c. Can request (or when offered) consider assistance from the international
community.

61. In the event that the Receiving or Requesting Party makes a request for international
assistance, it can be directed by its NFP directly or through the AHA Centre,
reflected in the “Update” form, or, where appropriate, from other entities.

62. The Receiving or Requesting Party shall specify the scope and type of
military assistance required and, where practicable, provide the Assisting Party
with such information as may be necessary to determine the extent to which it is
able to meet the request. In the event that it is not practicable for the Receiving
or Requesting Party to specify the scope and type of assistance required, the
Receiving or Requesting Party and Assisting Party shall, in consultation, jointly
assess and decide upon the scope and the type of assistance required. In line
with Chapter V of SASOP, the AHA Centre could also facilitate the mobilisation
of a joint ASEAN-ERAT, which may include ERAT-trained military personnel.

24
VI. FACILITATION AND UTILISATION OF MILITARY ASSETS AND CAPACITIES SASOP

63. The Receiving or Requesting Party should facilitate HADR operations by the
militaries of Assisting Parties by simplifying, as appropriate, the customs and
administrative procedures related to entry, transit, stay and exit as well as utilisation of
airspace, use of communications, equipment, certification of specialist personnel
as required, etc. The rapid and efficient CIQ process is a critical component to
the success of the provision of HADR. The Receiving or Requesting Party can be
supported by AHA Centre, in line with Article 14 (c) and Article 16 (2) of AADMER, to
facilitate CIQ process for the militaries of Assisting Parties.

64. The Receiving or Requesting Party shall provide, where possible, local facilities and
services for the proper and effective administration of the HADR operation. It shall
also ensure the protection of personnel, equipment, and materials brought into its
territory by or on behalf of the Assisting Party for such purposes. The Receiving or
Requesting Party may include stipulations indicating the settlement of disputes or
the right of claims exemption in case of damages, losses, injuries or deaths caused
by the operations.

C. Role of the Assisting Party’s Military

65. The focus of the Assisting Party military will be the emergency phase of the HADR
with the provision of military assets that the Receiving or Requesting Party may
not have.

66. All militaries of Assisting Parties will conduct designated HADR operations with
the full consent and knowledge of the Receiving or Requesting Party. If required,
Liaison Officers from the Requesting or Receiving Party can be deployed to assist
in the coordination of tasks to be undertaken for the HADR operation.

67. The Assisting Party shall:

a. Respect the culture and religious sensitivities of the Receiving or Requesting

Party,

b. Abide by the principle of “Do No Harm,”

c. Through its NFP, coordinate its HADR operations with the Receiving or
Requesting Party’s NFP in accordance with their national disaster plan,

d. Be self-supporting for the duration of the HADR operation in terms of transport,

fuel, food rations, water and sanitation, maintenance and communications in
order to avoid placing additional stress on the Receiving or Requesting Party’s
local authorities.

e. In coordination with the Receiving or Requesting Party, take into account the
environmental impact of its HADR operation, and

f. Provide HADR without seeking to:

1. Obtain financial reimbursement,
2. Further a political or religious viewpoint,
3. Intervene in the internal affairs of the Receiving or Requesting Party,
4. Gain a commercial advantage, or
5. Gather sensitive political, economic or military information irrelevant
to the HADR operation. 25
VI. FACILITATION AND UTILISATION OF MILITARY ASSETS AND CAPACITIES SASOP

D. Use of Military Assets

68. In the ASEAN region, military forces are often required to provide HADR. When
required to do so, the Assisting Party’s military should seek advice from and work
closely with the Receiving or Requesting Party’s NFP and relevant Competent
Authorities. The Receiving or Requesting Party’s NFP would be the lead but
Receiving or Requesting Party could also appoint any other relevant authorities
or subject matter expert to work on the HADR situation.

69. HADR operations by the military can be divided into three broad categories:
a. Direct Assistance - face to face distribution of goods and services,
b. Indirect Assistance - is at least one step removed from the population and
involves such activities as transporting relief goods or relief personnel, and
c. Infrastructure Support - Involves providing general services, such as road
repair, airspace management and power generation that facilitate relief efforts.

Cognizant that there are various types of military support for HADR operations,
the Assisting Party and the Receiving or Requesting Party will refer to ADMM
implementing mechanisms, including the ADMM Logistics Support Framework and
future ASEAN initiatives related to HADR operations.

E. Identification and Vehicle Markings

70. Military personnel involved in the HADR operation shall be permitted to wear uniforms
with distinctive identification while performing official duties.

71. For the purpose of entry into and departure from the territory of the Receiving or
Requesting Party, members of the HADR operation shall be required to have:
a. An individual or collective movement order issued by or under the authority of
the Head of the HADR operation or any appropriate authority of the Assisting
Party.
b. A personal identity card issued by the appropriate authorities of the Assisting
Party.
c. Foreign military personnel involved in HADR operations must have official
permission for entry from national authority and any movements must be under
authority of the Receiving or Requesting Party.

72. Aircraft and vessels used by the military personnel the Assisting Party will be allowed
to use its registration and easily identifiable license plate without tax, licenses and/
or any other permits. All authorised foreign military aircraft will be treated as friendly
aircraft and will receive open radio frequencies and Identification Friend or Foe (IFF)
by the Receiving or Requesting Party’s authorities. These vehicles (aircrafts and
vessels) involved in the HADR operations must get official permission for entry and
exit from the Receiving or Requesting Party and any movements must be under
authority of the Receiving or Requesting Party.

26
VI. FACILITATION AND UTILISATION OF MILITARY ASSETS AND CAPACITIES SASOP

F. Guidelines for Medical Assistance

73. Medical assistance guidelines in HADR operations should be, where practicable,
in accordance to the Receiving or Requesting Party’s policy for the provision
of healthcare and assistance. All medical assistance rendered would require
the Assisting Party’s military medical team to maintain proper records so that
appropriate follow-up could be rendered upon its departure. The ASEAN Centre of
Military Medicine (ACMM) may facilitate military medical activities in HADR operation
among AMS by supporting medical information, developing joint plans, as well as
coordinating other military medical services and activities.

G. Respect of National Laws and Regulations

74. Members of HADR operation shall refrain from any action or activity incompatible
with the nature and purpose of AADMER and this SOP.

75. Members of the HADR operation shall respect and abide by all national laws and
regulations. In this regard, the Head of the HADR operation shall take all appropriate
measures to ensure observance of national laws and regulations. The Receiving or
Requesting Party shall cooperate to ensure that members of the HADR operation
observe national laws and regulations.

H. Assessment
76. Assisting Parties deploying military forces in support of HADR should seek initial
and on-going assessments from the Receiving or Requesting Party and/or the
AHA Centre. Where appropriate, any assessment conducted by the Assisting
Parties should be shared with other Assisting Entities; likewise, military response
to any Request for Assistance (RFA), should be coordinated with the militaries of
other Assisting Parties and AHA Centre to minimise duplication, confusion and
gaps in support. Joint military assessments, including participation in Receiving or
Requesting Party’s assessments, if possible, are strongly recommended.

77. Planning should be conducted from the onset of HADR operations to ensure a
successful disengagement from or transition to the Receiving or Requesting
Party, as soon as they can fully resume or assume the required tasks. Such time
and/or condition based transition should be planned and jointly agreed upon by the
Receiving or Requesting Party and Assisting Parties.

78. Assessments should be needs driven, complementary to and coherent with HADR
operations.

I. Coordination With Requesting or Receiving Party

79. The Receiving or Requesting Party shall exercise overall direction, control,
coordination and supervision of the HADR operation within its territory. The
Assisting Parties shall conform to the national incident command system of the
Receiving or Requesting Party and designate, in consultation with the Receiving
or Requesting Party, a person who shall be in charge of and retain immediate
operational supervision over the personnel and the equipment provided by it. The
Head of HADR operation shall exercise such supervision in cooperation with
the appropriate authorities of the Receiving or Requesting Party or through the
AHA Centre. 27
VI. FACILITATION AND UTILISATION OF MILITARY ASSETS AND CAPACITIES SASOP

80. Militaries from the Assisting Parties shall inform the respective NFP and/or AHA
Centre on assistance provided and actions taken.

J. Military-to-Military Coordination
81. Information sharing and coordination with all Assisting Entities should be initiated
as soon as possible, even before Assisting Party’s military assets are deployed.
Where there are multiple militaries from Assisting Parties, they are expected to
liaise, communicate and coordinate with the Receiving or Requesting Party’s NFP
and military, civilian Assisting Entities, and with each other to develop and utilise one
common set of practices and procedures. In large-scale emergencies, the militaries
of Assisting Parties coordinate through the MNCC.

82. The military-to-military coordination is usually undertaken by the Receiving or

Requesting Party’s military in support of the Receiving or Requesting Party’s
NFP. It is encouraged that liaison officers and/or planning teams be placed at
the MNCC and AHA Centre.

K. Military-to-Civilian Coordination
83. Military-to-civilian coordination will be led by the Receiving or Requesting Party’s
NFP. The military will work with civilian partners through the civil-military coordination
cell of the MNCC.

28
VII. STANDARD OPERATING PROCEDURE (SOP)
FOR COORDINATION OF EMERGENCY
MEDICAL TEAMS (EMTs) IN ASEAN
(WORKING TITLE)
Version 3.1
Date: 25 March 2021

Table of Contents:
List of Acronyms & Abbreviations
I. Introduction
II. Institutions
III. Disaster Preparedness
A. National Focal Units for Emergency Medical Team (EMT) Coordination
B. Inventory of Emergency Medical Team (EMT) Assets and Capacities
C. Emergency Medical Team (EMT) Capacity Building and Strengthening
IV. Emergency Response
A. Request for Assistance/Offer of Assistance and Registration of EMTs
B. Mobilisation of Emergency Medical Teams (EMTs)
C. On-Site Operations of Emergency Medical Teams (EMTs)
D. (Rapid) Health Needs Assessment
E. Direction and Coordination of Assistance
F. Periodic Reporting/Daily Report
G. Demobilisation of Assistance
H. Reporting (Handover and Exit Phase)
I. Review of Operations, Experiences and Lessons Learnt (Post-deactivation
Phase)
V. Review
VI. Annexes

29
VII. SOP FOR COORDINATION OF EMTs IN ASEAN SASOP

List of Acronyms & Abbreviations

A AADMER ASEAN Agreement on Disaster Management and Emergency

Response
ACDM ASEAN Committee on Disaster Management
AHA ASEAN Coordinating Centre for Humanitarian Assistance on disaster
Centre management
AJDRP ASEAN Joint Disaster Response Plan
AMS ASEAN Member States
ASEAN- ASEAN Emergency Response and Assessment Team
ERAT
C CIQ Customs, Immigration and Quarantine
D DOH Department of Health
E EMTs Emergency Medical Teams
EMTCC Emergency Medical Team Coordination Cell
H HNA Health Needs Assessment
I I-EMT International Emergency Medical Team
J JOCCA Joint Operations and Coordination Centre of ASEAN
M MDS Minimum Dataset
MOH Ministry of Health
MOPH Ministry of Public Health
N N-EMT National Emergency Medical Team
NDMO National Disaster Management Organisation
O OAOR One ASEAN One Response
OSOCC On-Site Operations Coordination Centre
P PHEOC Public Health Emergency Operations Centre
R RDC Reception and Departure Centre
S SASOP Standard Operating Procedure for Regional Standby Arrangements and
Coordination of Joint Disaster Relief and Emergency Response Operation
V VOSOCC Virtual On-Site Operations Coordination Centre

30
VII. SOP FOR COORDINATION OF EMTs IN ASEAN SASOP

I. Introduction
1. ASEAN Member States (AMS) have been committed to provide effective
mechanisms to achieve substantial reduction of disaster losses, and to jointly
respond to disaster emergencies through concerted national efforts and intensified
regional and international cooperation as stipulated in the ASEAN Agreement on
Disaster Management and Emergency Response (AADMER) under the vision of
“One ASEAN, One Response” (OAOR) as adopted in the ASEAN Declaration on
One ASEAN, One Response: ASEAN Responding to Disasters as One in The Region
and Outside The Region on 6 September 2016.

2. Emergency medical responses provided by Emergency Medical Teams (EMTs) have

a critical role to play in saving lives and reducing mortality and morbidity. To ensure
that EMT operations are reliable and trustworthy and their operations meet the needs
of the affected populations, concerted and explicit coordination and collaboration
among both international and national EMTs directed by the Ministry of Health of the
affected country is indispensable.

3. This Standard Operating Procedure (SOP) aims to (i) ensure the quality and
consistency of EMT operations in the affected country in order to contribute to
the vision of OAOR and (ii) complement the operating procedures and protocols
developed by the international community and the ASEAN and East Asia regions.

4. As the health sector’s contribution to the vision of OAOR, this SOP is a component
of the ASEAN Standard Operating Procedure for Regional Standby Arrangements
and Coordination of Joint Disaster Relief and Emergency Response Operations
(SASOP).

5. This SOP applies specifically to civilian EMTs with no consideration whether civilian
EMTs might utilize military assets and capacities to support team operations. The
facilitation and utilization of military assets and capacities including military EMTs is
set out in Chapter VI of SASOP.

II. Institutions
A. Ministry of Health/Ministry of Public Health/Department of Health

6. The terms Ministry of Health (MOH)/ Ministry of Public Health (MOPH) and
Department of Health (DOH) in this SOP will collectively be referred as Ministry
of Health (MOH). The MOH shall be the primary entity responsible for the overall
coordination of National Emergency Medical Teams (N-EMTs) and International
Emergency Medical Teams (I-EMTs) which are deployed to support N-EMTs.

B. Public Health Emergency Operations Centre (PHEOC)

7. A public health emergency operations centre (PHEOC) is a central location for

coordinating operational information and resources for strategic management
of public health emergencies and events. PHEOCs provide communication and
information tools and services and a management system during a response
to an emergency or event. PHEOCs also provide other essential functions to
support decision-making and implementation, coordination, and collaboration27.

31
27 WHO, A Systematic Review of Public Health Emergency Operations Centre (EOC), 2013.
VII. SOP FOR COORDINATION OF EMTs IN ASEAN SASOP

PHEOCs can be established and managed by both national and local authorities
(which is referred to in this SOP as local PHEOC), depending on the administration
of the MOH of the affected country.

C. Emergency Medical Team Coordination Cell (EMTCC)

8. The core purpose of the Emergency Medical Team Coordination Cell (EMTCC)
is the overall coordination of the surge of responding EMTs (both National and
International) to best meet the excess healthcare needs resulting from increased
morbidity due to the emergency, or from damage to existing capacity. The
EMTCC should be activated, managed and staffed by trained and experienced
personnel.

9. Integration of the EMTCC within the existing national PHEOC is ideal for an
effective integration of the I-EMTs with existing national health services. The
EMTCC can be established and managed in the local level (which is referred to
in this SOP as Sub-EMTCC) if the local PHEOC is activated.

D. Emergency Medical Team (EMT)

10. The Emergency Medical Team (EMT) refers to groups of health professionals
and supporting staff aiming to provide direct clinical care and public health
services to populations affected by disasters or outbreaks and emergencies as
surge capacity to support the local health system28. In this SOP, EMTs include
government civilian and non-governmental EMTs and they can be subclassified
as either National (N-EMT) or International (I-EMT) depending on area of
response.

E. AHA Centre

11. The AHA Centre shall facilitate cooperation and coordination among the relevant
entities including the affected and assisting countries, and with relevant United
Nations and international organizations, in promoting regional collaboration.

III. Disaster Preparedness

A. National Focal Units for Emergency Medical Team (EMT) Coordination

12. The MOH shall identify the first contact point responsible for managing offers
and requests for EMT deployments. The national focal units for EMT coordination
in times of disaster should be officially designated in MOH structure. The list of
contact information is provided in Annex 1.

B. Inventory of Emergency Medical Team (EMT) Assets and Capacities

13. The inventory of EMT assets and capacities is managed by the AHA Centre as
part of ASEAN Standby Arrangements. The AHA Centre requests the ASEAN
Committee on Disaster Management (ACDM) Focal Units or Heads of National
Disaster Management Office (NDMO) to earmark all resources for the ASEAN
Standby Arrangements including EMT assets and capacities in the form of List
of Modules of ASEAN Joint Disaster Response Plan (AJDRP).
32
28 Ibid.
VII. SOP FOR COORDINATION OF EMTs IN ASEAN SASOP

14. The MOH shall identify EMT assets and capacities and submit relevant information
and data on EMT assets and capacities to respective NDMO in a timely manner
when required.

C. Emergency Medical Team (EMT) Capacity Building and Strengthening

15. The MOH shall ensure that the EMTs achieve and maintain the EMT minimum
standards as set out in the Classification and Minimum Standards for Foreign
Medical Teams in Sudden Onset Disasters (WHO, 2013) and other relevant
existing national and regional standards and requirements.

16. The MOH shall take necessary measures to enhance EMT assets and capacities
and to facilitate the EMT organizations to register their EMTs within existing
national coordinating structure or on the EMT Global Classification.

IV. Emergency Response

A. Request for Assistance/Offer of Assistance and Registration of EMTs

17. The MOH shall send the request for assistance or initiate the offer of assistance
through the NDMO, following the procedures stipulated in the existing SASOP.

18. Information sharing and coordination with all assisting entities should be initiated as
soon as possible.

B. Mobilisation of Emergency Medical Teams (EMTs)

19. When mobilising EMTs, the organizations which deploy EMTs shall ensure that
the assets and capacities of EMTs provided to the affected country meet the
standards set out in Classification and Minimum Standards for Foreign Medical
Teams in Sudden Onset Disasters (WHO, 2013) and other relevant existing
standards and requirements of the affected country. The organizations shall
also ensure that EMTs are self-sufficient with their subsistence requirements so
as not to further burden the affected country in the course of operating within
its territory.

20. The I-EMTs shall obtain essential information for mobilisation including
registration requirements, visa and customs procedures and other information
as provided in Annex 2 or AHA Centre’s mechanisms such as ASEAN WebEOC
or National Focal Units of the affected country. For information sharing, I-EMTs
may also inform their deployment via V-OSOCC.

21. The I-EMTs shall submit the EMT Registration Form to their respective NDMO.
The NDMO of assisting countries will then include the EMT Registration Form
in the submission of SASOP Forms: Offer of Assistance and Contractual
Arrangement. The registration and official clearance from the Affected State
shall be obtained prior to departure from origin country.

22. To ensure the effective and timely response of assistance upon the confirmation
of the request for assistance, the EMTs shall ensure coordinated efforts are
made with the MOH for the immediate response.
33
VII. SOP FOR COORDINATION OF EMTs IN ASEAN SASOP

23. The I-EMTs arriving in the territory of the receiving country via air, land or sea
entry checkpoints shall immediately proceed to the Customs, Immigration
and Quarantine (CIQ) facility for necessary immigration procedures, customs
clearance and quarantine checks. In this regard, the MOH shall coordinate with
relevant entities to facilitate the CIQ processes and also ensure that the National
focal units or their designated representatives are available on standby during
the clearance process of the medical supplies and equipment brought to the
territory of the requesting country.

24. The MOH shall designate official(s) to provide an initial briefing to the I-EMTs
at a staging point or Reception and Departure Centre (RDC), where ASEAN-
ERAT will support the process, immediately after the completion of the CIQ
processes, to ensure seamless on-site coordination. The incoming I-EMTs shall
be registered at the staging point or RDC and shall obtain essential information
including the EMTCC location and contact details, and coordination meeting
locations and times.

25. The I-EMTs shall report to the EMTCC to complete EMT registration and submit
required documents including EMT Registration Form (Annex 3), copies of
passport of each team member and other registration requirements as referred
in Annex 2.

26. Regarding the authorization to practice for medical professionals, I-EMT

registration needs an approval from relevant Health Professional Regulatory
Authorities through National Focal Points facilitating mechanism. The I-EMTs
shall follow the regulation of the receiving country. If the I-EMTs would like to
receive the authorization prior to their deployment, the I-EMTs can request
the receiving country, through National Focal Units, to facilitate the approval
process.

27. The EMTCC shall liaise with the EMTs to match and task them to an identified
area based on the EMT type and capabilities and the identified needs or gaps.
The EMTCC shall also facilitate in-country movement of I-EMTs to disaster sites.

28. Full registration, authorization to practice for medical professionals, and tasking
processes may be conducted at the RDC if the affected country has enough
capabilities.

C. On-Site Operations of Emergency Medical Teams (EMTs)

29. The I-EMTs shall report to the local PHEOC, if existing and activated, to receive
their assignment and essential information for on-site operations.

30. The EMTCC or Sub-EMTCC, if established shall provide the I-EMTs essential
information for on-site operations such as situation update to the extent known,
secured access to operating grounds and others as provided in Annex 4.

31. The EMTCC or Sub-EMTCC, if established, shall support the operations of the
I-EMTs such as providing local medical coordinator, language interpreters and
others as provided in Annex 5.

34
VII. SOP FOR COORDINATION OF EMTs IN ASEAN SASOP

32. The EMTCC or Sub-EMTCC, if established, shall organize EMT coordination

meetings for information sharing and effective and efficient coordination among
EMTs and relevant entities.

33. If EMTCC is not established, the I-EMTs shall organize regular meetings with
other EMTs to share information and resources and also to collectively plan
EMT operations such as setting up Patient Referral System.

34. All the EMTs operated in the affected area shall utilize standard triage system.

35. The EMTs shall maintain adequate patient notes and discharge and referral
documents after starting its operations. For the ease of compiling Emergency
Medical Team - Minimum Dataset (MDS) Daily Reporting Form (Annex 10), the
EMTs shall use the standardized Medical Record Form (Annex 6) and EMT-
MDS Tally Sheet (Annex 7). Also, in case of patient referral, the EMTs shall
use Patient Referral Form (Annex 8). All these forms need to be submitted to
EMTCC.

36. The EMTs shall prepare and confirm its Operational Plan and Exit Strategy and
inform the EMTCC or Sub-EMTCC of anticipated transition or departure date.

37. If JOCCA is activated, information sharing will be established with EMTCC, and
I-EMTs if necessary.

D. Health Needs Assessment

38. The I-EMTs shall provide additional Health Needs Assessment when requested
by the EMTCC [Annex 9].

E. Direction and Coordination of Assistance

39. The MOH through the EMTCC or Sub-EMTCC shall conduct the overall direction,
coordination and supervision of the EMTs operations within its territory.

40. The EMTCC or Sub-EMTCC shall map in real-time all EMT deployments and
keep track of all anticipated EMT transition and departure; establish and
maintain regular contacts with EMTs and local authorities; and conduct field
quality assurance and support visits to EMTs.

F. Periodic Reporting/Daily Report

41. The EMTs shall submit Minimum Dataset (MDS) Daily Report Form (Annex
10) to the EMTCC or Sub-EMTCC to report their activities on daily basis.

42. The EMTCC or Sub-EMTCC shall submit EMTCC Situation Report (Annex
11) to the PHEOC of the MOH at the end of the first day and the third day.
Thereafter, a reporting frequency shall be determined by context and need.
Also, EMTCC shall send feedback form to I-EMTs in timely manner.

35
VII. SOP FOR COORDINATION OF EMTs IN ASEAN SASOP

G. Demobilisation of Assistance

43. The EMTs shall inform the EMTCC or Sub-EMTCC the anticipated end-of-
operation date as early as possible, or at least 1 to 2 weeks prior to that date if
different from the one initially communicated at the time of the registration.

44. The EMTs shall implement an exit strategy including plans for handover of all
medical documentation, donation of any medical equipment, transfer of care
for any residual inpatient and others in accordance to the affected country by
liaising with the EMTCC for the withdrawal of the team from the operations.

H. Reporting (Handover and Exit Phase)

45. The EMTs shall submit to the EMTCC or Sub-EMTCC with Emergency Medical
Team Exit Report (Annex 12) which contains transferred patients at exit list,
donated medication list and donated equipment or supply list to specify the
details of the handover or re-tasking of duties and record of the operational
tasks performed during the deployment before its final withdrawal from the site.

46. The I-EMTs shall also upon final withdrawal prepare their final report using
Annex ‘O’ of SASOP as reference and furnish them to the AHA Centre via their
MOH and the NDMO for consolidation within two weeks of departure from the
affected country.

I. Review of Operations, Experiences and Lessons Learnt (Post-deactivation

Phase)

47. I-EMTs shall conduct Operational reviews of EMT response and share the report
(Annex 13) to all AMS to support learning as well as revision.

V. Review
48. SOP for Coordination of Emergency Medical Teams (EMTs) in ASEAN shall be
revised and updated concurrent with SASOP and/or as necessary.

36
VI. ANNEXES
Note
Annex 1 List of National Focal Units for EMT Coordination Information will be collected
and Information on PHEOC by the Project to complete
the list.
Annex 2 List of Essential Information for Mobilisation -
Annex 3 Emergency Medical Team Registration Form WHO EMTCC Handbook
Annex 4 List of Essential Information for On-site -
Operation
Annex 5 List of Supporting Functions of the EMTCC or -
Sub-EMTCC
Annex 6 Medical Record Form -
Annex 7 Emergency Medical Team (EMT) - Minimum WHO EMT MDS Working
Dataset (MDS) Tally Sheet Group Report
Annex 8 Patient Referral Form WHO EMTCC Handbook
Annex 9 Forms for (Rapid) Health Needs Assessment -
Annex 10 Emergency Medical Team - Minimum Dataset WHO EMTCC Handbook
(MDS) Daily Reporting Form
Annex 11 EMTCC Situation Report WHO EMTCC Handbook
Annex 12 Emergency Medical Team Exit Report WHO EMTCC Handbook
Annex 13 AMS I-EMT Lessons Learnt Report Template -

Reference

• Standard Operating Procedure for Regional Standby Arrangements and Coordination

of Joint Disaster Relief and Emergency Response Operations (SASOP) (ASEAN,
2010)

• Emergency Medical Team Coordination Cell (EMTCC) Coordination Handbook

(Version 0.12) (WHO, June 2017)

Additional Note

The forms/contents of the Annex, which have been developed under the WHO EMT
initiative are subject to change according to its revision process, while the rest shall be
revised based on the endorsement by SOMHD through ASEAN Health Cluster2.

37
 ANNEX 2

List of Essential Information for Mobilisation

Topic
1. Registration requirements
- EMT Registration Form
- Copies of passport of each team member
- Authorization to practice for medical professionals
- Malpractice insurance
- etc.
2. Visa and customs procedures
3. Authorization to practice for medical professionals
4. Situation overview to the extent known
5. Identification of health services which assistances might need
General information of incident area including geography, weather, language,
6.
politics and government, religion, culture and prohibited activities
7. Essential information on the arrival and registration procedures at RDC
8. Airport/port procedures and services
9. EMTCC/OSOCC location
10. National Focal Units and Contact information
11. Primary and secondary risks associated with the event in each location
12. Available communication channels

38
 ANNEX 4

List of Essential Information for On-site Operations

Topic

1. Situation update to the extent known

2. Secured access to operating grounds
3. Status of health facilities in the affected area
4. Details on the coordination with local hospitals for patient referral
5. EMTs in operations
6. Meeting schedule and venue
7. Details on the coordination with EMTCC
8. Medical waste management
9. Management of dead bodies in disaster
10. Provincial medical incident command system and local authorities
Maps and information on incident sites, operation sites, law enforcement sta-
11.
tion, drug store, shops, patrol stations.
12. Contact person/focal units/liaison personnel/interpreter
13. Available channels of communication
Sanitation concern including epidemic disease, endemic disease, sporadic
14.
disease, tap water purification, excretion and toilet management
15. Security and mobile escort
16. Reporting mechanism / information management system for EMT

39
 ANNEX 5

List of Supporting Functions of the EMTCC or Sub-EMTCC

(if existing and capable)

Topic

1. Provide language interpreters

2. Oversee securities
3. Set up communication channels
4. Facilitate patient referral to local hospitals
5. Provide local medical coordinator
6. Facilitate authorization to practice for foreign medical professional
7. Conduct quality assurance of EMT operations
8. Other functions stipulated in the WHO EMTCC Handbook

40
ANNEXES SASOP

ANNEX A:
Designation of National Focal Point and Competent Authorities

NATIONAL FOCAL POINT

Name
Designation
Institution
Address
Phone / Fax
Mobile Phone
E-mail

24/7 OPERATIONS CENTRE

Institution
Address
Phone / Fax
Mobile Phone
E-mail
The contact details provided for this segment should be for the Duty Officer that is on standby
at the 24/7 Operations Centre.

COMPETENT AUTHORITIES
1. Institution
Contact Person
Designation
Address
Phone / Fax
Mobile Phone
E-mail

2. Institution
Contact Person
Designation
Address
Phone / Fax
Mobile Phone
E-mail

41
ANNEXES SASOP

3. Institution
Contact Person
Designation
Address
Phone / Fax
Mobile Phone
E-mail

42
ANNEXES SASOP

ANNEX B:
AJDRP Module 1. Search and Rescue

CONTACT
S/NO ITEMS CAPACITY AGENCY REMARKS
DETAILS
1. Medium USAR
teams
2. Heavy USAR
teams
3. Fire fighting
equipment
and personnel
4. Flood rescue
personnel and
equipment
5. Flood
containment
6. Flood pumps
7. Hazardous
Material
detection
and handling
(HAZMAT)
8. Search and
Rescue in
HAZMAT
environment
9. Chemical,
biological,
radiological
and nuclear
(CBRN)
detection and
handling
10. Equipment for
livestock and
animal rescue
and handling

NOTES :
Contact Details Indicate the agency name, name, designation, address, phone/
fax, mobile phone and e-mail address.

Remarks Indicate the highest decision making body, the National Focal
Point, Competent Authorities and other information as necessary.

43
ANNEXES SASOP

ANNEX C:
AJDRP Module 2. Water, Sanitation, and Hygiene Services

CONTACT
S/NO ITEMS CAPACITY AGENCY REMARKS
DETAILS
1. High
Capacity
Pumps
2. Water
treatment
units
3. Water
Bladders
4. WASH team
toolkit set
5. Rapid
Latrine Set
6. Hygiene
parcel (kit)

44
ANNEXES SASOP

ANNEX D:
AJDRP Module 3. Health and Medical Services

CONTACT
S/NO ITEMS CAPACITY AGENCY REMARKS
DETAILS
1. Specialised
health
teams for
assessments,
surveillance,
and
coordination
2. Emergency
Medical
Teams Type 1
for Outpatient
Emergency
Care
3. Emergency
Medical
Teams Type 2
for Inpatient
Surgical
Emergency
Care
4. Emergency
Medical
Teams Type 3
for Complex
Inpatient
Referral Care
5. Medical tents/
health posts
and field
hospitals
6. Medical aerial
evacuation
of disaster
victims
7. Body bags for
cadavers
8. Disaster
Victim
Identification
Team

45
ANNEXES SASOP

ANNEX E:
AJDRP Module 4. Food Assistance

CONTACT
S/NO ITEMS CAPACITY AGENCY REMARKS
DETAILS
1. Ready to eat
food

ANNEX F:
AJDRP Module 5. Non-Food Items (NFIs)

CONTACT
S/NO ITEMS CAPACITY AGENCY REMARKS
DETAILS
1. Tarpaulin /
plastic sheet
2. Family tent
3. Family kit
parcel
4. Kitchen kit
parcel

ANNEX G:
AJDRP Module 6. Early Recovery

CONTACT
S/NO ITEMS CAPACITY AGENCY REMARKS
DETAILS
1. Structural/Civil
Engineers
2. Waster
and Debris
Management
Specialist

46
ANNEXES SASOP

ANNEX H:
AJDRP Module 7. Logistics

CONTACT
S/NO ITEMS CAPACITY AGENCY REMARKS
DETAILS
1. Generator
2. Tent for Mobile
Office
3. Mini / Micro
Unmanned
Aerial Vehicle
(UAV) / Drones
4. Air Transport
5. Sea Transport
6. Land Transport
7. Tent for
temporary
storage
8. Procurement
Officer
9. Warehouse
Manager
10. Transport
and Fleet
Management
11. Ground
Handling at the
airport
12. Import and
Export
(Customs)

47
ANNEXES SASOP

ANNEX I:
AJDRP Module 8. Emergency Telecommunications

CONTACT
S/NO ITEMS CAPACITY AGENCY REMARKS
DETAILS
1. Information
Technology Officer
2. Emergency
Telecommunication
Team and
equipment

ANNEX J:
AJDRP Module 9. Expertise

CONTACT
S/NO ITEMS CAPACITY AGENCY REMARKS
DETAILS
1. Humanitarian
Coordinator
2. Incident
Command
System
3. Information
Management
4. Civil Military
Coordination
5. Communications
6. Camp
Coordination
and Camp
Management
including
tracking and
monitoring
displacement
and family
reunification

48
ANNEXES SASOP

ANNEX K

“UPDATE” NO______#
TO AHA CENTRE

1. General Information
Office Reference Number :
From :
To :
Day / Date / Time :
Disaster Event Name/ Location(s) :

2. Submitting Authority
National Focal Point
Name :
Designation :
Institution :
Address :
Phone/ Fax :
Email :

3. General Description of Disaster Event (Please state briefly the type(s) of hazard,
the specific location(s), date, time and duration of impact, and the factors or
circumstances that triggered or brought about the disaster event.)

# Delete where applicable.

4. Impact on Human Lives (Please state briefly the estimated number of people
affected, estimated number of people evacuated, the updated number of dead,
injured and missing persons, per disaster event location as appropriate.)

5. Impact on Housing, Property and Livelihoods (Please state briefly the estimated
number of houses completely destroyed and damaged houses, the estimated cost
of losses in housing, property and sources of livelihoods.

49
ANNEXES SASOP

6. Impact on Lifelines and Public Infrastructures (For lifelines, please state

briefly the present state of water sources, power generation, telephone and
other communication services, transportation services, among others. For public
infrastructures, please indicate the condition of roads and bridges, major irrigation
facilities, schools, hospitals and community health facilities, among others.)

7. Impact on the Environment (Please describe any immediate, short-term or long-

term impacts or consequences of the disaster event on the environment.)

8. Immediate Needs (Please list in order of priority the specific needs to manage or
cope with the current emergency. This may include emergency response teams or
expertise, emergency logistics, equipment and supplies, and water and sanitation
facilities, among others.)

9. Actions Taken (Please state the specific actions or steps taken by the Government
to respond to the emergency situation, including any declaration of state of
emergency. Indicate the national, local and international agencies or organisations
and their respective resources that have been mobilised for disaster response.)

10. Relevant Maps (Please attach the location maps of the disaster site(s). Indicate
any websites where the maps could be viewed.)

Signed by

signature

(Name)
[National Focal Point], [Party]

50
ANNEXES SASOP

ANNEX L

SITUATION “UPDATE” NO______#

FROM THE AHA CENTRE

1. General Information
Office Reference Number :
From :
To :
Day / Date / Time :
Disaster Event Name/ Location(s) :

2. Summary of Disaster Event (Please state briefly the type(s) of hazard, the specific
location(s), date, time and duration of impact, the factors or circumstances that
triggered or brought about the disaster event, and the general extent of losses.

See attachment. (Please attach relevant information.)

# Delete where applicable.

3. Assessment of Disaster Impact (Please assess and summarise the impact of the
disaster event on human lives, housing and property and livelihoods, lifelines and
public infrastructures, and the environment.)

See attachment. (Please attach relevant information.)

4. Assessment of Needs (Please assess the current and anticipated needs of the
updating Parties to respond to the disaster situation.

See attachment. (Please attach relevant information.)

5. Actions Taken and Resources Mobilised (Please summarise the actions taken
and resources mobilised by Parties concerned, including any request for or offer of
humanitarian assistance.

See attachment. (Please attach relevant information.)

6. Others (Please provide relevant information received from third party, i.e. other
countries, international organisations, media, etc., that may be useful for the
National Focal Points to know.)

See attachment. (Please attach relevant information.) 51

ANNEXES SASOP

7. Recommendations (Please provide assessments of possible or anticipated

resource requirements of the Parties concerned and the necessity to mobilise
earmarked assets and capacities of Parties under the Regional Standby
Arrangements.

(Name)
AHA Centre

THE REQUEST FOR ASSISTANCE FORM is DELETED and the request for
assistance will be indicated in situation update or through email
52
ANNEXES SASOP

ANNEX M

“OFFER” OF ASSISTANCE

1. General Information
Office Reference Number :
From :
To :
Day / Date / Time :
Disaster Event Name/ Location(s) :

2. Assisting Entity
National Focal Point / :
Country / Organisation
Name :
Designation :
Institution :
Address :
Phone/ Fax :
Email :

Head of Assistance Operation:

(Please inform the name and contact details of the Head of Assistance Operation in
the field, in line with paragraph no. 43)

Name :
Designation :
Institution :
Address :
Phone/ Fax :
Email :

3. General Description of Assistance Offered (Please indicate the type and scope
of assistance being offered)

53
ANNEXES SASOP

4. Offered Resources (Please indicate the type, specification and scope of

assistance offered)
a. Personnel
Skills
(Please specify skills and
Number of
No qualifications: i. Basic; ii. Remarks
Personnel
Advanced; iii. Specialised
Skills; iv. Command Skills)
1 2 3 4

b. Equipment and Materials

Remarks
Number of (Please provide further
Type of equipment/
No equipment/ description of the capabilities
materials of the equipment and
materials
materials)
1 2 3 4

Add additional sheets as necessary.

54
ANNEXES SASOP

5. Administrative arrangements (Please indicate information on the administrative

arrangements)
a. Maximum duration of assistance

b. Funding Arrangement (Please indicate the funding arrangements, such as

whether the Assisting Party will shoulder the costs related to the use of the
resources or whether the Receiving Party will need to shoulder some/ all of the
costs, etc)

c. Terms and Conditions (Please indicate the conditions for the Receiving Party to use
the personnel and equipment/ materials, such as arrangement for maintenance/ usage
of the equipment, limits of liability, protection of personnel and equipment, local services
and facilities for personnel, etc.)

Signed by

signature

(Name)
[Focal Point], [Entity]

55
ANNEXES SASOP

ANNEX N

CONTRACTUAL ARRANGEMENTS FOR ASSISTANCE

1. General Information
Office Reference Number :
From :
To :
Day / Date / Time :
Disaster Event Name/ Location(s) :

2. Resources to be Mobilised
a. Personnel
No Name/ID number Designation/ Description Destination
Institution (Please indicate the locations
skills, qualification
and specific task
personnel assigned)
1 2 3 4 5

b. Equipment and Materials

No Type Description Quantity Destination
(Please indicate the specification Locations
and type of resource to be
mobilised, its capabilities and
purpose and its use for the incident)
1 2 3 4 5

Add additional sheets as necessary. 56

ANNEXES SASOP

3. Transportation of Assisting Resources

3a. Mobilisation (Please indicate details on transportation method, time of departure
and arrival, and port of arrival of the assisting resources)
Date Time Transportation
Port of Arrival
Depart Arrive Depart Arrive Method

3b. Demobilisation (Please indicate details on transportation method, time of

departure and arrival, and port of departure of the assisting resources)

Date Time Transportation

Port of Departure
Depart Arrive Depart Arrive Method

4. Customs and Immigrations (Please indicate agreed arrangements for customs

and immigration, such as exemptions and facilities for the personnel, exemptions
from taxation, duties and other charges on the equipment and materials, etc.)

5. Logistic Support (Please indicate logistic support to be given by the Requesting/

Receiving Party to assist the assisting personnel, such as food, accommodation,
transportation, communication arrangements, local contacts and hosting
authorities, the consignee and retrieval of the equipment and materials if they are
sent through cargo, etc.)

6. Other Support (Please indicate other support to be given by the Requesting/

Receiving Party to assist the assisting personnel, such as security of personnel,
handling and protection for equipment and materials, etc.)

7. Funding Arrangements (Pease describe funding arrangements for the assistance)

57
ANNEXES SASOP

8. Others (Please indicate other details that do not fall into the above categories)

9. Contact Person (Please indicate Contact Person that will be in-charge of the
overall operation as well as personnel, equipment and materials)
Requesting/Receiving Party: Assisting Entity:

Name: Name:
Designation: Designation:
Institution: Institution:
Address: Address:

Office Phone: Office Phone

Facsimile: Facsimile:
Mobile Phone: Mobile Phone:

Requesting/Receiving Party Assisting Entity

signature signature

(Name) (Name)
[National Focal Point], [Country] [Focal Point], [Entity]

THE UPDATE OF STATUS OF PROVISION FORM is deleted and the update will be
provided through ASEAN WebEOC 58
ANNEXES SASOP

ANNEX O

“END OF MISSION” FORM FROM ASSISTING ENTITY TO THE

AHA CENTRE

1. General Information
Office Reference Number :
From :
To :
Day / Date / Time :
Disaster Event Name/ Location(s) :

2. General Description of Disaster Event (Please describe the disaster event,

what happened, the cause of event, location of the event, size of affected area,
casualties, etc.)

3. Actions Taken (Please describe disaster response and impact mitigation activities)

4. Evaluation of the Role of AHA Centre and/or Other Party (Please evaluate
the role of the AHA Centre and/ or the other party in the facilitation of resource
mobilisation)

5. Analysis of Resource Mobilisation and Utilisation (Please provide analysis

of the relevance and utility of resources mobilised, whether the resources were
adequate and effective to respond to the situation, whether resources provided by
the Assisting Entities could fill the gaps/ needs by the Requesting/Receiving Party)

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6. Problems and Constraints (Please indicate problems and constraints in mobilising/

demobilising the resources, and in handling the situation using the resources)

7. Other Observations (Please provide other observations that do not fall into the
above categories)

8. Recommendations (Please provide recommendations for future actions and

improvements)

Signed by:

Signature

(Name)
[Focal Point], [Entity]

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ANNEX P

ANNEX TO CHAPTER VI:

HUMANITARIAN ASSISTANCE AND DISASTER RELIEF (HADR)
MULTINATIONAL COORDINATION CENTRE (MNCC)

This annex was developed through relevant activities by the ADMM-Plus EWG on
HADR co-chaired by the Lao PDR and Japan between 2014 and 2016. It was endorsed
by the ASEAN Defence Senior Officials’ Meeting (ADSOM) on 05 April 2017 in Cebu,
Philippines and adopted by the 11th ASEAN Defence Ministers’ Meeting (ADMM) on 23
October 2017 in Clark, Pampanga, Philippines.

1. SCOPE
This document intends to prescribe a model of the purposes and roles of the
MNCC so that the Affected State may amplify HADR activities by the militaries of
the Assisting States in more practical way. The final body of the MNCC should
be flexibly designed based on the Affected State’s decision considering the actual
HADR activities, types of assets available and the Affected State’s own domestic
circumstances.

2. SITUATION
a. During any HADR response, coordination and common situational understanding
are key aspects to an effective and efficient effort. These key aspects not only apply
to the Affected State’s internal response, but also for the external humanitarian
and military responses. While most ASEAN Members States have established a
National Disaster Response mechanism and organisation, the ASEAN region has
also established the ASEAN Coordination Centre for Humanitarian Assistance
on disaster management (AHA Centre) and its associated ASEAN ERAT and
DELSA, and the United Nations (UN) has the Cluster system, military support
requires separate and distinct consideration to best utilise the unique military
resources allocated to support a response.

b. Like the rest of disaster response, coordination and support remain the
responsibility of the Affected State. Within the national military response context,
the MNCC acts as a key interface between the Affected and Assisting States’
militaries to close those last gaps in the response. When the affected State
establishes the MNCC to support coordination of foreign military assistance and
the AHA Centre is assigned by the affected State to support the coordination
of assistance provided by the humanitarian community, the AHA Centre will
provide support for civil-military coordination as required;
i. To facilitate such a civil-military coordination, the AHA Centre will send its
liaison officer/s to the civil-military cell of the MNCC;
ii. The liaison officer/s of the AHA Centre will be either:
a. The AMRG on HADR Military representative to the AHA Centre
b. ASEAN Civil-Military Coordination Specialist.

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c. A typical request flow at the national level is similar to APPENDIX 1.

1. The Affected State disaster response organisation uses all its national
resources including military, and then asks the Humanitarian Community.
2. Anything that still cannot be filled would go into the MNCC for analysis and
coordination with the Assisting States to accommodate the need.

3. ASSUMPTIONS
The following assumptions should be confirmed and adjusted as required when
considering the operation and construct of an MNCC:

a. The Affected State maintains and exercises its sovereignty over its entire territory
and its government continues to function in order to lead the response

b. The Affected State prioritises and coordinates requirements, and makes these
requirements known to international disaster response agencies and other
nations, even if the capacities of the Affected State may be degraded due to the
damage brought about by the disaster.

c. The militaries of the Assisting States comply with the requirements of the Affected
State, operate using accepted humanitarian principles regulated in Chapter VI
and are willing to participate in the MNCC for as long as the Affected State
determines that the MNCC is required.

d. The militaries of the Assisting States support immediate needs and avoid creating
long-term dependence on foreign assets by the Affected State’s population and
civilian humanitarian organisations in order not to hamper the Affected State’s
long-term development.

4. MISSION
Where the Affected State and the Humanitarian Community resources and abilities
are exceeded and foreign military capacity exists, the MNCC will support the
Affected State’s disaster response efforts by coordinating the Assisting States
Militaries (ACDM) to promote efficient military support for the overall disaster
response which aims to save lives and mitigate the conditions of suffering.

5. EXECUTION
a. Intent
(1) Purpose
Establish a multinational coordination centre that facilitates coordination,
cooperation and common situational awareness between the Assisting
States’ militaries, the Affected State and the Humanitarian Community to
support HADR operations.

(2) Method
(a) Construct the MNCC using the same capabilities as those deployed by
the military forces from Assisting States and other common capabilities
that enable focused coordination and processes while minimising
mission creep.

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(b) Promote the sharing and coordination of military activities and

information throughout the military community and with the Humanitarian
Community, to provide a conduit for multinational military coordination
and staffing in support of the Affected State disaster response.
(c) Facilitate cooperation and integration of Assisting States’ military
support efforts through multinational analysis, coordination and
collaboration to optimise the use of military assets.
(d) Coordinate the phased transition of Assisting States’ militaries that are
no longer needed by the Affected State.

(3) End State

The MNCC end state will be confirmed by the Affected State during analysis
but will likely be where the need for military coordination by Affected State
and Assisting States’ militaries is no longer required.

b. Concept for Operations

The MNCC is the mechanism used by the Affected State military to coordinate
all Assisting States’ militaries.
(1) The Affected State is responsible for establishing, and setting the parameters
for, the MNCC. Ideally, the MNCC should be co-located with, or located
as close as possible to, the national disaster coordination organizations
and mechanisms to facilitate active coordination and cooperation, and
should be established as soon as possible after the Affected State has
requested assistance from other nations and it looks likely that foreign
military capabilities will be deployed.
(2) The Assisting States should be prepared to contribute to any coordination
mechanisms established by the Affected State’s military, including the
continued manning augmentation until MNCC closure, possibly after a
national contingent redeploys. In fact, many Assisting States’ militaries
stand ready deploy specific staff capabilities and subject matter experts
(SME) early to assist the Affected State in developing and establishing the
MNCC.
(3) The construct of the MNCC Teams will be tailored based on the Assisting
States’ militaries deployed to support the relief effort. While the Affected
State should provide the core members of all the staff sections, it is
encouraged to request and accept the Assisting States’ representation
with at least a liaison presence. The Assisting States are encouraged to
contribute to the MNCC staff in functional areas where their deployed
military capabilities could be applied or they have a specific and unique
capability.
(4) The MNCC does not command forces nor conduct execution planning, and
shall have no tasking authority over the Assisting States’ militaries unless
bilaterally agreed upon between governments, or by regional agreement
regulated in Chapter VI.
(5) The MNCC is established under the auspices of the task force or other
organization of the Affected State’s military. As there is no command and
control relationship between the armed forces of the Affected State and
the Assisting States, the MNCC remains a coordination mechanism not a
command and control structure, unless bilaterally agreed upon between
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(6) In some cases, some militaries of the Assisting States might not choose
to participate in an MNCC but to respond through bilateral arrangement
with the Affected State. The MNCC must be aware of the arrangement and
relevant coordination accordingly.
(7) An MNCC should be at first established at the national-level organization,
and other MNCCs may be also established at the regional and lower-level
organizations.

c. HADR MNCC Tasks

(1) Facilitate planning for future multinational military support to HADR
activities and tasks, including help in identifying the Assisting States’
Military deployment areas and reception requirements.

(2) Coordinate HADR support operations with the Affected State and
Humanitarian Community, while ensuring to:
(a) De-conflict support in order to optimize the use of military assets and
avoid duplication of military capabilities.
(b) Coordinate assessments and Request For Assistance (RFA) among
the Affected State, Assisting States’ militaries, United Nations, and
other assisting humanitarian organizations. This includes identifying
appropriate Assisting State validation authorities and facilitating the
validation process for RFAs.
(c) Assist in prioritizing military support based on Affected State prioritised
requirements. This may include assisting and supporting Humanitarian
Community efforts as requested by the Affected State.
(3) Facilitate shared situational awareness of HADR operations in the Affected
State.
(4) oordinate military Public Affairs messaging including social media, and
information sharing with the Affected State military to align and promote
shared understanding of HADR support operations and promote a positive
image of the relief effort.
(5) Join and help establish the Affected State’s unclassified Local Area Network
(LAN), internet including social media, and email network to facilitate
communication and information sharing among Affected and Assisting
States’ militaries, the Affected State government, and the Humanitarian
Community.
(6) Establish liaison with appropriate Affected State civil, military, and relief
agencies; Assisting State militaries; the Humanitarian Community; and
other parties as required and authorized by the Affected State.
(7) In conjunction with the Affected State and Humanitarian Community,
coordinate appropriate engagement, transition, and disengagement
criteria to include maintaining visibility on and aligning transition plans of
the Assisting States’ militaries.
(8) Monitor and assess the effectiveness of MNCC activities and multinational
military support to HADR operations.
(9) Capture and process including dissemination of Lessons Learned and
Best Practices on MNCC operations and activities for improvement of the
MNCC concept and SOPs.
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d. Organization and Structure

The MNCC should remain dynamic and flexible in its organisational structure.
While the composition is ultimately the decision of the Affected State,
experience has indicated that a functionally organized MNCC has been
most successful. During initial planning for the MNCC, the Affected State
may request subject matter experts on MNCC from one or some nations to
provide advisor support. The critical consideration is that the MNCC must
cover the coordination requirements of the military capabilities requested by
the Affected State and dispatched by the Assisting States. While the size of
each cell may vary with each response, the Affected State should request
experienced MNCC personnel during the request process. APPENDIX 2 and
3 are suggested functional constructs for HADR MNCCs based on the most
commonly requested military support capabilities:

(1) MNCC Executive

The MNCC Executive is designed to be the decision-making body for
accepting coordination recommendations from the Working Groups (WG)
tasked to study support coordination issues. These people, particularly the
Director and Deputy Director, represent the MNCC to the Affected State
government and military where required. The MNCC Executive consists of:
(a) The MNCC leadership consisting of a Director normally from the
Affected State military and a Deputy Director from a contributing nation
chosen by the Affected State who is usually a military SME in MNCC
and HADR, or the largest Assisting State’s contributor.
(b) Assisting States’ National Representatives could be assigned as
Liaison Officers (LOs) or as part of the MNCC staff. Each nation must
clearly identify their senior representative to the MNCC leadership. If a
representative is not specifically identified, then the LO shall be assigned
those duties by default. The national representative should be enabled
to speak on behalf of their military contingent commanders.

(2) Operations Group

The operations group will function as the clearing house and overall
management for monitoring and coordinating effective MNCC operations
by establishing and maintaining a daily rhythm or cycle within the MNCC.
The Ops Group will normally manage activities used by more than one
group to provide commonality in process, products and look:
(a) Coordination Team performs the role similar to a command post duty
watch or current operations branch in a traditional military HQ. They
will be the normal entry point for activities and act as the organizer
to manage work flow by assigning lead and supporting teams to
coordination problems for consideration based on the nature of the
problem.
(b) Request For Assistance (RFA) Team monitors the processing of
requests for assistance from all sources. Their mandate is to ensure the
right groups and teams are brought together to coordinate a request,
manage and track the progress of RFA in the MNCC, and ensure
responses are processed back to the appropriate requesting agency.
This team will also manage Requests For Information (RFI), both to the
MNCC from outside, or from within the MNCC for external response.
See APPENDIX 4 and 5. 65
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(c) Information and Knowledge Management (IM/KM) Team enables orderly,

effective communications between the Affected State, the Humanitarian
Community, and the MNCC by establishing LAN and internet connectivity,
web site development, and information file maintenance.
(d) Common Operating Picture (COP) Team will coordinate and maintain a
shared military COP to complement existing Affected State response
sites. Should no Affected State tool exist, the COP team could include the
capability to establish and maintain a common military website or pages.
This COP will include environmental risks and potential threat areas for
Force Protection. See APPENDIX 6.
(e) Strategic Communications (SC) and Public Affairs (PA) Team manages the
alignment and coordination of SC/PA activities to support the Affected
State themes and messages with the Assisting States’ militaries. This
team can also act as coordinators for common issues of Public Affairs
but will not be the spokespeople for the individual national efforts.

(3) Support Group

The Support Group comprises specialist teams for the coordination of
capability-specific support to fulfil support demands that are beyond the
capacity of the Affected State and Humanitarian Community including the
Affected State military. This group also provides coherent and coordinated
analyses to make recommendations on how Assisting States’ assets might
be best used to fill gaps, minimise duplication of effort and contribute to the
strategic picture. Typically, teams would be formed by capability such as:
(a) Logistics Team coordinates support requirements like resource sharing,
infrastructure coordination and use, Air Port of Departure (APOD) and
Sea Port of Departure (SPOD) throughput issues, warehousing and
contracting optimisation. See APPENDIX 7 and 8.
(b) Engineering Team optimises requests for engineering activities such
as assessments, route clearances and construction critical to support
responses efforts.
(c) Movements Team coordinates all movement tasks regardless of domain
or mode. Their mandate is to optimise lift, coordinating spare capacity
after nationally assigned tasks are met and support the movement of
goods, equipment and personnel.
(d) Medical Team identifies the military medical needs and support
requirements for each area of the Affected State under closer coordination
and cooperation with the ASEAN Centre of Military Medicine (ACMM),
in order to ensure the efficient coordination on medical care including
preventative assessments, medical evacuation, health care trends,
treatment requirement authorities and regulations, and medical support
and supplies. While primarily concerned with coordinating military
medical support, this team could also coordinate similar HADR medical
support activities.
(e) Communications Team is to coordinate communications needs within the
military contributors and to also support the Affected State in establishing
communications capabilities for HADR coordination. This could include
the conduct of communication assessments and supporting plan
development to re-establish Affected State communication networks.
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(f) MNCC Support Team will coordinate and manage the support
required to run the MNCC such as personnel affairs, maintenance of
the infrastructure in the MNCC except for those tasked to the other
groups and teams. Normally, this will be staffed by the Affected State
as the nation responsible for MNCC support but this function may be
performed by an Assisting State as coordinated by the Affected State
military. See APPENDIX 9.

(4) Planning Group

The MNCC planning group will coordinate and align future efforts like
transition and assessment, or identifying potential future coordination
activity requirements by analysing Affected State and Assisting States’
military plans and creating common awareness.
(a) Transition Team coordinates with Assisting States’ militaries to develop
and align transition conditions, and maintains visibility on Affected State
and Humanitarian Community capabilities, needs, and trends. This will
facilitate the transition of assistance support from the Assisting States’
militaries to the Humanitarian Community and/or Affected State.
(b) Assessment Team assists in the maintenance of a common operating
picture of HADR efforts to enable assessment, and monitors the
effectiveness of MNCC operations. This team does not assess the
Affected or Assisting States’ performance other than meeting MNCC
requests.
(c) Lessons Learned (LL) and Historical Team focuses on LL for improving
the function of the MNCC and its interface with outside agencies. It will
also assist the Affected State in their LL process for management of
the MNCC. A secondary role could be the maintenance of the MNCC
historical record.

(5) Liaison Group

This group provides the interface capability between the MNCC, the
Affected State Government and the humanitarian community including the
United Nations to pass information and coordinate requests at the national
level. The focus of this group is to improve the sharing of information
and interface between all the actors. This group may interface with the
international humanitarian community including relevant Clusters (such
as Logistics cluster) and the humanitarian Civil–Military Coordination
personnel to exchange information and coordinate request and information
requirement through agreed methods. The liaison group will normally
represent the collective military body of the Assisting States to offer a
consolidated single conduit for information sharing, reducing individual
nation military presence requirements at each humanitarian cluster. This
group will also host incoming LOs from the Affecting State military and/
or disaster management organization, the AHA Centre, the United Nations
and others key humanitarian organizations. There are typically two types
of liaison engagement during HADR. Regarding registration of the Los, see
APPENDIX 10:
(a) Civil-Military Engagement facilitates engagement, information sharing
and common understanding with the Affected State, and Humanitarian
Community at the national level.

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(b) Military-Military Engagement facilitates engagement between the

Affected State and Assisting States’ militaries to enhance the best use
of resources and capabilities.

(6) Other Teams

Other Teams and/or Groups can be created as determined by the
Affected State to address common issues such as a policy/legal team
for the coordination of customs clearance requirements and facilitation of
understanding by the militaries of the Assisting States on the domestic/
local security situation as well as on the provision of Affected State security
arrangements, Status of Forces, a cultural and language team for facilitation
of understanding by the Assisting States’ militaries on the various cultural,
religious and linguistic backgrounds in the Affected State, and so on.

e. Coordinating Mechanism
(1) Conditions
(a) Establishment Conditions. Rather than traditional timings, conditions
should trigger Affected State actions towards creating, maintaining
and disbanding an MNCC:
1. Start MNCC organizational planning as soon as the Affected State
government requests and accepts support from international
partners, and that assistance includes military capabilities.
2. Establish MNCC construct to incorporate military capabilities as
soon as identified.
3. Formally stand-up the core MNCC upon arrival of the first military
partners.

(b) Modification Conditions. These conditions apply after the MNCC is

established and during operations when the force is evolving to meet
emerging needs:
1. Adapt MNCC construct to incorporate new military capabilities as
soon as identified.
2. Close MNCC Teams as the military capability is no longer required,
releasing or reallocating staff.

(c) Transition Conditions. These conditions apply when the requirement

for military support is reducing, leading to potential redeployment or
withdrawal of military capabilities:
1. The Affected State and Humanitarian Community meet the
humanitarian need without outside military assistance.
2. The Assisting States’ militaries are no longer required to fill key
humanitarian gaps.
3. The Assisting States’ militaries have started their redeployment to
home nations.

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(2) Operational Rhythm

The MNCC Operational Rhythm must be flexible to meet the needs of, and
align with, the Affected State leadership. It should include communication
with the Affected State National Focal Point, coordination briefs to maintain
common situational awareness and visibility on priority work status, executive
board decisions to approve and forward recommendations. See APPENDIX
11.
(3) Coordinating with Assisting States
The Affected State will determine the methods for effecting coordination with
the Assisting States. These methods are not exclusive so it remains key that
information be passed quickly and effectively. Note that the MNCC acts only
as a coordination mechanism and not a tasking authority, which remains a
national responsibility.
(4) MNCC Layout
The layout and location of the MNCC will be dependent on the intent of the
Affected State. The MNCC should be co-located with, or in close proximity to
the Affected State national lead organization operations cell. For the MNCC
itself, the layout will depend on the available facilities and the size of individual
rooms and tents. APPENDIX 12 portrays potential centralised and dispersed
layouts as examples. The nexus of the MNCC is the operations coordination
centre where the Common Operating Picture (COP), Operations Group and
National Representatives normally reside. It is here that all requests and the
bulk of physical coordination and sharing occur in support of the Affected
State.
(5) External RFA/Task Process
See APPENDIX 1.
(6) Internal MNCC Processes
Cooperation and coordination is key to the successful operation of the
MNCC. While there are many ways to affect an effective process, a few have
been proven during previous experiences and are detailed here to allow for
efficient MNCC operations as soon as possible:
(a) Task Assignment and Definition. A key enabler in the effectiveness of
an MNCC is the timely processing of all requests. To achieve this, a
process must be developed and well-known across MNCC and military
communities. Through experience and analysis, it has been found
that having a central, single point of entry for task coordination offers
great efficiencies. Ideally, this process should be executed within a
one to two hours for high priority RFAs, up to six hours for RFA with
more lead-time. Given the MNCC structure noted above, the following
process demonstrates how a task might come into the MNCC, how it is
coordinated and analysed for a solution, and how it might be transmitted
out for execution:
1. Situation and task request arrives at MNCC for coordination.
2. Operations Group evaluates the task to identify which Team should
lead the task analysis, which needs to support and provide input, and
identify a timeline for analysis completion.

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3. Operations Group announces the task, lead and supporting groups

and timeline to the entire MNCC for common awareness, ensuring
the task is formally logged into the MNCC task tracker.
4. Assigned Team leads an analysis to answer:
i. What further information is needed and from whom?
ii. Who from the Affected State and Humanitarian Community is
already supporting that function and activity that might help or
lead?
iii. Confirm the participation of supporting Teams and identify other
support requirements.
iv. What military capabilities are appropriate to do the task?
v. What countries have the appropriate resources?
vi. Are the potential resources available within the requested time?
Confirm with the Assisting States’ representatives at the MNCC.
5. Develop COAs and recommendations for MNCC Director Decision
through a brief.
6. MNCC Director selects the COA and confirms acceptance with the
Assisting States’ representatives.

(b) Decision Brief. Timely decision-making is a key component to MNCC

operations. Therefore, the goal to keep briefs concise and to enable
this premise, the following simple briefing format is proposed:
1. State the tasking number and Title, lead analysis group and date.
2. Task Background: What is the situation; what is the task; where
it is; what other friendly capabilities are in the area; and is there a
security concern or requirement.
3. Possible Courses of Action: Identify the different potential capabilities
that can perform the task; what nations have those capabilities and
are available; identify the different ways to complete the task using
the available resources.
4. Recommendation: Present the recommended COA and force
package to reduce tactical execution coordination, try to use the
fewest nations required for task completion.
(c) Assisting States’ Liaison Officer (LO) Responsibilities. Wherever
possible, Assisting States will dispatch a LO to affect coordination and
represent national interests. While they may contribute to staff work,
their primary function is to act as a facilitator between the MNCC and
the deployed national military force. Typically, LOs will also act as the
national representatives to the MNCC unless other arrangements are
made.
(d) Information Management. The Affected State is responsible to establish
a system for managing the MNCC information processes to ensure that
data and requests are staffed in an effective manner. While there are
any number of potential tools and systems available, ideally any system
should be compatible with the greater Affected State government
management policy as the ultimate owners of the information.

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(e) Information Sharing. The free sharing of information is a critical

enabler to effective response coordination. All information should
be unclassified and releasable as much as possible to promote the
greatest sharing. Additionally, sharing will depend greatly on having
compatible communication and information technology systems.
(f) Lessons Learned. Observations by staff and leadership are a key
element to the future improvement of the MNCC. Every opportunity
should be leveraged to ensure staffs know of the process and are
comfortable in submit honest observations that lead to improvement
of the organization and processes. The LL Team will coordinate the
development and execution of a process with all staff, including an
orientation during in-clearance and observation submission on out-
clearance.

(7) Roles of WG meetings

(a) Morning Briefing will be held to provide director, staffs and LOs with
operations progress and situational update.
1. Chair: MNCC Director
2. Facilitator: Operations WG lead
3. Member: Deputy Director, WG leads and LOs
4. Frequency: 0800-0830 daily
5. Input: updated briefs from the Teams, additional guidance from
higher HQs and additional input from relevant actors
6. Output: Director’s guidance and daily intention message
7. Key task: review past 24-hrs operations and reconfirm next 24-hrs
actions
(b) Civ-Mil Coordination meeting will be held to coordinate with civilian
agencies or organisations.
1. Chair: MNCC Deputy Director
2. Facilitator: Liaison WG lead
3. Member: Deputy Director, those from Operations and Support
Group and LOs
4. Frequency: 1000-1030 daily
5. Input: Updates on issues, concerns and requests from civilian
actors for Director
6. Output: priority list of civilian request (PLCR) and updated contact
list of civilian stakeholders.
7. Key task: coordinate MNCC support that may be required by
civilians and resolve any pending issue or concerns between MNCC
and civilian actors

(c) Media WG meeting will be held to assess public opinions and prepare
for daily Press Event.
1. Chair: MNCC Deputy Director
2. Facilitator: SC / PA Team lead
3. Member: Deputy Director and those from Operations, Support and
Planning Group
4. Frequency: 1000-1030 daily
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5. Input: daily media update

6. Output: daily media report and drafted statement or press release
7. Key task: review public opinions upon ongoing foreign military
operations and draft statement and press release for daily media
event

(d) Planning WG meeting will be held to finalize drafted plans compiled as

assigned.
1. Chair: MNCC Deputy Director
2. Facilitator: Planning WG lead
3. Member: Deputy Director and those from Operations, Support and
Planning Group
4. Frequency: 1300-1330 daily
5. Input: prioritized tasking assignment list (PTAL), Director’s planning
guidance, situation updates and drafted plans
6. Output: coordinated drafted plans for Director’s approval
7. Key task: review Director’s planning guidance, review drafted plan,
resolve prevailing issues, seek concurrence from relevant actors
and confirm the draft
(e) SITREP Sync WG meeting will be held to synchronize MNCC daily
SITREP & assessment.
1. Chair: MNCC Deputy Director
2. Facilitator: Operations WG lead
3. Member: Deputy Director and those from Operations, Support and
Planning Group
4. Frequency: 1430-1500 daily
5. Input: Updates on situations and drafted SITREP & assessments
for Director
6. Output: integrated drafted SITREP for Director’s approval
7. Key task: review Director update brief, review operational progress,
review & synchronise input for SITREP & assessment, review
drafted SITREP & assessment and confirm the draft
(f) RFA WG meeting will be held to allocate resources to RFAs in
accordance with determined priority.
1. Chair: MNCC Deputy Director
2. Facilitator: RFA Team lead
3. Member: Deputy Director, those from Operations, Support
and Planning Group, and LOs. The core members will be from
Operations and Support Group.
4. Frequency: 1600-1630 daily
5. Input: updated weather, RFAs & Priority List of Civilian Request
(PLCR), updated force list and Director update brief & decision
brief
6. Output: prioritized tasking assignment list (PTAL) with concurrence
of all relevant actors
7. Key task: collect, screen, validate & prioritise RFAs from concerned
stakeholders, allocate resource based on prioritised tasks and
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(g) Movement WG meeting will be held to arrange transportation in

accordance with prioritised tasking assignment list (PTAL).
1. Chair: MNCC Deputy Director\
2. Facilitator: Movements Team lead
3. Member: Deputy Director, those from Operations, Support
and Planning Group, and LOs. The core members will be from
Operations and Support Group.
4. Frequency: 1630-1700 daily
5. Input: updated weather, prioritized tasking assignment list (PTAL),
updated status of transportation assets, Director update brief and
Director decision brief
6. Output: packaged movement including PAX manifest and cargo
load list if applicable, and daily movement schedule
7. Key task: assign, schedule & synchronise transportation assets to
PTAL, de-conflict usages of assets and compile daily movement
schedule or plan
(h) Logistics WG meeting will be held to coordinate & synchronise
logistical support for operations.
1. Chair: MNCC Deputy Director
2. Facilitator: Logistics Team lead
3. Member: Deputy Director, those from Operations, Support
and Planning Group, and LOs. The core members will be from
Operations and Support Group.
4. Frequency: 1700-1730 daily
5. Input: Director update brief, updated PTAL, updated status of
transportation assets and updated logistics status
6. Output: priority list of logistical shortfalls (PLLS) and prioritised
logistics allocation list (PLAL)
7. Key task: review logistics requirement for operations, determine
& refer logistics shortfall to appropriate parties, and prioritise,
allocate and synchronise available logistics support for operations
(i) Decision Briefing will be held to discuss planning and operational
issues, provide guidance, and make decisions to guide future planning.
1. Chair: MNCC Director
2. Facilitator: Planning WG lead
3. Member: Deputy Director, leaders from Operations, Support and
Planning Group Teams, and LOs.
4. Frequency: 1800-1830 daily
5. Input: situation update brief, decision brief for assigned planning
and decision brief on other issues requiring Director’s decision
6. Output: Director’s planning guidance and Director’s decision
7. Key task: review progress of planning efforts and propose planning
decisions requiring Director’s approval
6. MNCC SUPPORT
a. General Concept
Ideally, the Affected State should provide the facilities, infrastructure and support
for the MNCC wherever possible and include the MNCC into their integral support
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scheme as another Affected State military element for real-life sustainment such as
food and water, and support like power, workspace, and HADR communications
and information technology. Assisting States that participate in the MNCC should
be self-sustaining for administration, and national communications and information
technology. With consensus among all contributors and the Affected State, an
Assisting State may be appointed as the lead nation for MNCC support in order to
organise internal sustainment on behalf of the MNCC, but this function is normally
provided by the Affected State.
b. Rations
The Assisting States’ personnel assigned to the MNCC will normally arrive with a
limited number of day’s rations. Thereafter, the Affected State will be responsible to
provide messing, rations and water for the MNCC staff unless other arrangements
are formally agreed to. The type of rations provided will typically be hard rations,
at least initially and then transition to fresh rations at the discretion of the providing
nation but should be consistent across the staff.
c. Transportation
Transportation and movement for staff to conduct their MNCC functions shall
normally be provided by the Affected State. Typically, some nations will provide
their own national vehicles; the MNCC Director should negotiate their use within the
MNCC pool whenever practical.
d. Maintenance
The MNCC will be responsible for the maintenance of the equipment and vehicles
provided by the Affected State.
e. Common Supplies
The provision of common supplies like petroleum oil (POL), maps, pens, stationery
shall be the responsibility of the Affected State.
f. Accommodations
The MNCC of the Affected State is responsible for providing accommodations for
all MNCC members. The types of accommodations will be at the discretion of the
Affected State based on the availability and resources, and the MNCC should strive
to provide a uniform standard accommodations.
g. Medical Support
The provision of medical support to the MNCC personnel will normally be provided
by the Affected State but is dependent on Status of Forces Agreement and other
agreements that allows for the treatment of foreign personnel, and for practicing
in another country. Participating nations may also elect to have their personnel
supported by national resources but this should not impede with the operation of
the MNCC mandate.
h. In and Out Clearances
To effectively track personnel joining or leaving the MNCC as staff, an in and out
clearance process will be developed to ensure that:
(1) Arriving people are briefed on activities, processes and administration during
their task.
(2) Departing personnel complete a handover, return MNCC equipment and submit
Lessons Observed during their task period.

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ANNEXES SASOP

ANNEX Q

Standard Operating Procedure (SOP) for Coordination of

Emergency Medical Teams (EMTs) in ASEAN (Working Title)

Ver: 3.1
Date: 22 March 2021

VI. ANNEXES

1. “Click the link on the name of each annex to access the contents”
Note
Annex 1 List of National Focal Units for EMT Information will be
Coordination and Information on PHEOC collected by the Project
to complete the list.

Contents to be
confirmed
Annex 2 List of Essential Information for Mobilisation

Annex 3 Emergency Medical Team Registration Form WHO EMTCC Handbook

(Ver. used at 4th AMS/

EMTCC training, 2019)
Annex 4 List of Essential Information for On-site
Operation

Annex 5 List of Supporting Functions of the EMTCC or

Sub-EMTCC

Annex 6 Medical Record Form (Original Excel File

Name) “Medical Record
Form(27-11-2018”)
Annex 7 Emergency Medical Team (EMT) - Minimum WHO EMT MDS Working
Dataset (MDS) Tally Sheet Group Report

(Ver. 2019 WHO) https://

www.mdsgateway.net/
Annex 8 Patient Referral Form WHO EMTCC Handbook

(Ver. used at 4th AMS/

EMTCC training, 2019)
Annex 9 Forms for (Rapid) Health Needs Assessment Ver. Updated

Annex 10 Emergency Medical Team - Minimum Dataset WHO EMTCC Handbook

(MDS) Daily Reporting Form
(Ver. 2019 WHO) https://
www.mdsgateway.net/
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ANNEXES SASOP

Annex 11 EMTCC Situation Report WHO EMTCC Handbook

(Ver. used at 4th AMS/

EMTCC training, 2019)
Annex 12 Emergency Medical Team Exit Report WHO EMTCC Handbook

(Ver. used at 4th AMS/

EMTCC training, 2019)
Annex 13 AMS I-EMT Lessons Learnt Report Template -

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ASEAN REGIONAL DISASTER EMERGENCY
RESPONSE SIMULATION EXERCISE (ARDEX)
PLEASE REFER TO THE ARDEX HANDBOOK

77
The layout of this publication was designed with the financial support of the European
Union. Its contents do not necessarily reflect the views of the European Union.

78
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