Coordination of Emergency Telecommunications
The coordination of emergency telecommunications efforts plays a critical role in ensuring the continuity of communication when conventional systems fail (Lund, 2011; Olafsson, 2011; Steckler, 2013). The integration of emergency telecommunications into humanitarian response strategies has significantly evolved, driven by technological advancements and a growing understanding of the complex dynamics of humanitarian emergencies (Madianou, Ong, Longboan, Cornelio, & Curato, 2015).
A critical aspect of emergency telecommunications coordination is ensuring a coordinated approach to establishing a communication infrastructure that can withstand the chaotic environments in disaster zones (Olafsson, 2011). Organizations such as the ITU , NetHope, and the Emergency Telecommunications Cluster (ETC), led by the WFP, have been at the forefront of developing standards and protocols for emergency telecommunications. These entities ensure that the emergency communication systems are rapidly deployable, reliable, and accessible to all humanitarian actors involved in disaster response efforts (ITU, 2024; WFP, 2024).
In the aftermath of the 2004 Southeast Asia Tsunami, it became apparent that additional structures needed to be implemented to enable more effective responses to large-scale humanitarian operations worldwide. As a result, the head of UN OCHA, the Undersecretary General for Humanitarian Affairs and Emergency Relief Coordinator (ERC), Jan Egeland, commissioned an outside review of the Humanitarian Response system (Adinolfi, Bassiouni, Lauritzsen, & Williams, 2005). This review, which from then on was commonly referred to as the Humanitarian Reform (Hall, 2011), was conducted from February to June 2005 (Adinolfi et al., 2005, p. 14). It looked at various ways to improve the humanitarian system through increased accountability, better preparedness, predictable funding, and improved coordination of humanitarian response (Lund, 2011).
One of the key recommendations was for the IASC, a coordination body made up of UN agencies and NGOs, to “identify and assign lead organizations with responsibility at a sectoral level, … and develop a cluster approach in all priority sectors” (Adinolfi et al., 2005, p. 36). It is important to emphasize that these recommendations only applied to humanitarian emergencies such as natural disasters and complex emergencies and not to refugee situations, where UNHCR was still the lead organization in all sectors involved (Adinolfi et al., 2005). It took the IASC almost a year to take the recommendations of the Humanitarian Response Review and turn them into a guidance note on how to implement them (IASC, 2006).
While the role of emergency telecommunication had only been mentioned shortly in the Humanitarian Response Review as one of the common services that was needed, the IASC decided to establish Emergency Communications as one of the nine initial global clusters, with UN OCHA, UNICEF, and WFP as joint global cluster leads (IASC, 2006, p. 3). It is worth noting that establishing Emergency Telecommunication as a separate cluster highlighted the fact that it was an area where “there are clearly identified gaps in capacity” (IASC, 2006, p. 3).
The initial co-leadership of the ETC was riddled with issues of who was responsible for what. As a result, the IASC, in December 2010, decided to make the WFP the global cluster lead for emergency telecommunication (ETC, n.d.). Once those initial leadership issues had been addressed, WFP worked diligently on formalizing the partnerships with other response organizations that worked on emergency telecommunication, such as UNICEF, UNHCR, UN OCHA, Telecoms Sans Frontiers (TSF), World Vision International, NetHope, Save the Children, Ericsson Response and the Government of Luxembourg (Hall, 2011).
Today, the ETC is a global network of organizations collaborating to provide shared communications services in humanitarian emergencies. As a critical component of the international humanitarian response architecture, the ETC ensures that all responders can access reliable, efficient, and well-coordinated telecommunications services during crises (IASC, 2006).
ETC's membership encompasses various stakeholders, including UN agencies, NGOs, governments, and private sector partners. Prominent members include WFP, UNICEF, ITU, and several specialized NGOs and technology companies committed to supporting humanitarian response operations. These members collaborate to provide a standardized and interoperable suite of emergency telecommunication services to support the coordination and delivery of humanitarian relief (WFP, 2024).
The ETC follows a well-established protocol for deploying and managing telecommunications resources in an emergency (WFP, 2024). Initially, the cluster assesses the telecommunication needs of the humanitarian community on the ground, identifying gaps in existing infrastructure and services. Following this assessment, the ETC mobilizes its resources to rapidly deploy telecommunication solutions, such as satellite internet, VHF and HF radios, and other critical ICT equipment (ETC, 2015, 2021; WFP, 2024).
The ETC serves as a coordination hub for emergency telecommunication services, fostering collaboration among various actors involved in humanitarian response (ETC, 2021). By facilitating information-sharing and coordination meetings, the cluster ensures that different organizations align their efforts, avoid duplication, and collectively address the communication needs of the affected communities.
The ETC operates under principles of neutrality, impartiality, and humanity, ensuring that all humanitarian actors have equal access to its services. The ETC enables effective coordination among humanitarian organizations, government entities, and affected communities by providing shared communication platforms. This collaborative environment facilitates information sharing and resources, significantly enhancing emergency response (WFP, 2024).
To illustrate, during the response to Typhoon Haiyan in the Philippines in 2012, the ETC played a crucial role in collaboration with ITU in re-establishing telecommunications networks devastated by the storm (ITU, 2014). By deploying mobile satellite units and establishing internet connectivity hubs, the ETC ensured that responders could communicate effectively with each other and affected populations, accelerating the delivery of aid and recovery efforts (Van de Walle & Comes, 2015).
Similarly, when the earthquake that struck Nepal in April 2015 resulted in widespread destruction and presented a complex humanitarian crisis (Wendelbo et al., 2016), timely and effective emergency communication capabilities were required to coordinate search and rescue efforts, medical assistance, and aid distribution. The ETC, activated in response to the Nepal earthquake and operating on the ground within hours of the earthquake, focused on providing communication services to humanitarian organizations and affected communities (ETC, 2015). Satellite terminals were deployed to restore connectivity, enabling coordination among response agencies and facilitating information dissemination.
While the ETC successfully facilitated communication in the aftermath of the Nepal earthquake, challenges were evident, including needing more pre-positioned equipment and improved coordination mechanisms (ETC, 2015). Lessons learned from the Nepal earthquake response contributed to subsequent refinements in ETC protocols (ETC, 2021).
The ETC also played a pivotal role in responding to Cyclone Idai, which struck Mozambique in 2019. The cyclone caused widespread destruction, including severe damage to communication infrastructure. The ETC swiftly deployed satellite and radio communication systems in collaboration with its partners, restoring vital communication links for humanitarian agencies, government entities, and affected communities. The coordinated efforts of the ETC contributed to more effective response and relief operations (ETC, 2019).
One critical strategy in emergency telecommunications coordination is the pre-deployment of telecommunication equipment and trained personnel to strategic locations prone to disasters. This proactive approach allows for the immediate activation of emergency communication networks following a disaster, significantly reducing response times and enhancing the overall effectiveness of humanitarian operations (ITU, 2024).
Challenges in deploying emergency telecommunications include logistical hurdles, regulatory barriers, and the need for interoperability among diverse communication systems. Continuous dialogue between humanitarian organizations, governments, and telecommunication service providers is essential to address these challenges. Establishing clear guidelines and agreements before disasters can mitigate potential conflicts and ensure a unified approach to emergency telecommunications (WFP, 2024).
?
Adinolfi, C., Bassiouni, D., Lauritzsen, H. F., & Williams, H. R. (2005). Humanitarian response review: an independent report/commissioned by the United Nations Emergency Relief Coordinator & Under-Secretary-General for Humanitarian Affairs, Office for the Coordination of Humanitarian Affairs (OCHA). Retrieved from New York, Geneva: https://digitallibrary.un.org/record/556468
ETC. (2015). Nepal Earthquake Emergency - ETC - Concept of Operations. Retrieved from Kathmandu: https://www.etcluster.org/sites/default/files/documents/ETC_ConOps_Nepal_220615_0.pdf
ETC. (2019). Mozambique - Cyclones Idai and Kenneth - ETC Situation Report #20 - FINAL. Retrieved from https://www.etcluster.org/sites/default/files/documents/ETC%20Mozambique%20SitRep_FINAL.pdf
ETC. (2021). ETC Strategy: ETC2025. Retrieved from Rome: https://www.etcluster.org/sites/default/files/documents/ETC2025-Strategy_newtemplate%20%282%29.pdf
ETC. (n.d.). ETC Leadership. Retrieved from https://www.etcluster.org/about-etc/etc-leadership
Hall, M. (2011). The only constant is change. Forced Migration Review(38), 9-11. Retrieved from https://www.proquest.com/scholarly-journals/only-constant-is-change/docview/1011325390/se-2
IASC. (2006). IASC guidance note on using the cluster approach to strengthen humanitarian response 2006. Retrieved from Geneva, Switzerland: https://interagencystandingcommittee.org/working-group/iasc-guidance-note-using-cluster-approach-strengthen-humanitarian-response-2006
ITU. (2014). Promoting the use of ICTs in Disaster Risk preparedness. Touching Lives. Retrieved from https://www.itu.int/en/ITU-D/Pages/TouchingLives.aspx?ItemID=12#:~:text=Within%20hours%20of%20the%20disaster,the%20need%20for%20families%20to
ITU. (2024). Disaster-resilient ICT infrastructure for saving lives and reducing damages. Retrieved from https://www.itu.int/en/ITU-D/Emergency-Telecommunications/Pages/default.aspx
Lund, J. (2011). Humanitarian Coordination in Multi-Organizational Emergency Response Operations. (Master Master). University of Copenhagen & University of Lund, Copenhagen.
Madianou, M., Ong, J. C., Longboan, L., Cornelio, J., & Curato, N. (2015). Humanitarian technologies: Understanding the role of digital media in disaster recovery. Humanitarian Technologies Project. url: https://humanitariantechnologies. net/wp-content/uploads/2015/11/Humanitarian-Technologies-executive-summary-FINAL. pdf.
Olafsson, G. (2011). Information and Communication Technology Usage in the 2010 Pakistan Floods. Retrieved from Washington, D.C.:
Steckler, B. (2013). Hastily Formed Networks. Retrieved from https://calhoun.nps.edu/entities/publication/9050ae55-4d7f-4728-aed6-3cb3bbfc5618
Van de Walle, B., & Comes, T. (2015). On the nature of information management in complex and natural disasters. Procedia Engineering, 107, 403-411.
Wendelbo, M., La China, F., Dekeyser, H., Taccetti, L., Mori, S., Aggarwal, V., . . . Zielonka, R. (2016). The Crisis Response to the Nepal earthquake: Lessons Learned. Retrieved from Brussels, Belgium: https://library.alnap.org/system/files/content/resource/files/main/The-Crisis-Response-to-the-Nepal-Earthquake-_-Lessons-Learned-colour-1.pdf
WFP. (2024). Emergency Telecommunication Cluster. Retrieved from https://www.wfp.org/emergency-telecommunications-cluster
I help organizations leverage information technology to achieve their goals and improve their performance.
4 个月Gisli Olafsson Thanks for this