Background: Since 2019, Lebanon has been grappling with an unprecedented multi-layered political, economic, financial and public health crisis that undermines the subsistence capacity of already vulnerable populations. Individuals and families have fallen deeper into poverty due to currency depreciation, high inflation, rising food prices and loss of income. Meanwhile, Lebanon continues to be impacted by the Syria crisis, and hosts a large, displaced population, adding further pressures on already deteriorated basic services. In addition, since October 2023, the escalation of hostilities along the Southern border has led to sizable displacement and destruction, which by the end of September 2024 has turned into conflict geographically expanded to the majority of the country. The situation is extremely volatile, with registered displacement rates of over 1,000,000 people and the increasing risk of broader regional conflict. The global, regional, national crises, together with national endemic challenges have significantly strained local resources and push service capacities to their limits.

Rationale for the LRP Business Continuity Plan: To respond to a rapidly changing context, the response mechanism in Lebanon holds two separates but interconnected workstreams: the LRP Business Continuity Plan (for emergencies within current response capacities) and the HCT Contingency Plan (for emergencies beyond current response capacities).

The Business Continuity Plan was initially initiated in 2020 under the LCRP, triggered by COVID-19, to ensure that interventions could continue despite the rapidly changing context. It has since then been updated to encompass additional risks such as cholera, social instability, and population movements. In 2024, it was extended to the broader LRP. The LRP Business Continuity Plan specifically serves to:

● Map out and understand the context in which the LRP operates - including current impact on the response, future risks, as well as the interaction between the context and LRP interventions.

● Identify actions that sectors and partners can take to minimize negative impacts and maximize positive outcomes - including both prevention and preparedness measures at national, subnational, Inter-Sector, and cross-sectoral level.

● Outline existing LRP response capacity in-country - including coordination arrangements at local level, and relation with key authorities.

The main risks identified that impact LRP operations within current response capacities -- stemming from various political, economic, social, and environmental drivers -- are:

● Risk 1: Lack of containment of outbreaks and infectious diseases

● Risk 2: Sharp deterioration in protection space contributing to involuntary movements

● Risk 3: Increased social instability and violence

● Risk 4: Supply gaps (including for fuel and electricity)

● Risk 5: Pressure on partners due to increasing needs and shrinking fundings

● Risk 6: Access gaps and closing operational space

● Risk 7: Operational risks linked to transfer values and currency fluctuations

For emergencies within current response capacities, the Business Continuity Plan analyzes risks related to operations under the LRP and identifies prevention and preparedness measures. Given the significant shift in the country's context, the BCP has been revised to analyze existing risks to ongoing programming, including the escalation of hostilities in the south and its impacts and targeted/uncontrolled strikes elsewhere.