An active contingency planning process enables individuals, teams, organisations to establish working
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relationships that can make a critical difference during a crisis. By working together in a contingency
planning process, people develop a common understanding of common challenges, of each other’s
capacities and organisational requirements. This helps facilitate effective collaboration in a crisis.
To be truly effective contingency planning needs to be see as an ongoing process that is regularly reviewed and updated
to ensure all participants are familiarized with their various roles and responsibilities and preparedness actions are
undertaken.
What can you do to promote effective contingency planning? Tips and practices.
Where there are pre-existing inter-agency contingency planning processes, cluster/sector leads should familiarize
themselves with there content and coordination mechanisms and ensure that cluster/sector participants are also fully
briefed to avoid wasting time ‘reinventing the wheel’.
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Encourage active participation from members of the cluster/sector. The most constructive planning processes are
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those which actively engage agencies/organizations, encourage real problem-solving and result in useful plans that
are ‘owned’ by the participants.
Ensure that organizations are committed to the contingency planning process from the outset and that the necessary
resources, both human and financial, are provided and follow-up actions are taken. The success of contingency
planning depends on a strong commitment of senior decision-makers from the agencies/organizations participating
in the cluster/sector.
Ensure the following questions are answered in the development of the cluster/sector contingency response plan:
Review and update the plan on a regular basis. The contingency planning process
does not end with the production of a plan. The process must be continued and
plans reviewed and updated on a regular basis. It is particularly important that the
plan be thoroughly reviewed when there is a change in the situation or a change in
the institutional environment such as a significant change in membership or
leadership of the cluster/sector.
Draw upon experienced staff from agencies/organization at the regional and global
level as well as Global Cluster Leads for the necessary technical support required
for contingency planning activities;