Transcript Slide 1

Module 1
Session
3
COORDINATION
Module 1
Session 3: Coordination
Introduction:
 Immediately after disaster, emergency response
tends to be unorganized, chaotic and uncoordinated
 Coordination is needed at various levels of
administration: local, national, and regional
 Emergency Preparedness Plans may
already have identified a coordination
structure
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Introduction
Coordination is very vital for the following tasks:
 Manage information and coordinate assessment
activities
 Identify required resources
 Implement a plan of action to emergency
response operation
 Disseminate accurate information to all partners
and stakeholders
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Session Objectives
At the end of the session, the participants will be able to:
 Discuss the importance, purpose, guiding
principles of coordination, and areas for
collaboration
 Utilize techniques of coordination in support of
EOC
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Q&A
What is Coordination?
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Coordination
 Is sharing of information with other persons or organizations
so they can work together in harmony without friction or
overlapping
 It is based on regular communication of relevant data
 Coordination is facilitation
 No single model that can be
provided
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Q&A
Why do we need to conduct
coordination?
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Objectives of coordination
 Improve efficiency, effectiveness, and speed of response
 Provide a framework for strategic decisions
 Unify the strategic approach
 Reduce gaps and duplication
in services
 Ensure appropriate division
of responsibilities
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Coordination is vital for the
following tasks:
 Managing information and coordinate assessment
activities
 Identify required resources
 Implement a plan of action for emergency response
operation
 Disseminate accurate
information to all
partners and stakeholders
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Requirements for coordination
 Perceived need for coordination
 Manual of understanding and respect
 Active participation of stakeholders
 Agreed parameters and
responsibilities
 Common vocabulary and concepts
 Transparency
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Spectrum of Coordination
Activities
Information
sharing
Least Difficult
Resource sharing
& Task Division
Collaborative Planning
And Programming
Most Difficult
“The degree of coordination possible will depend
on the circumstances”
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Services and Activities of Coordination
 Coordination meetings
 Technical session
 Joint assessments
 Technical and logistic session
 Joint action / intervention
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“ Coordination is
facilitation”
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5 P’s of Facilitation
1.
2.
PURPOSE – explains the overall aim of the session
 Have ground rules, a clear agenda, and desired
outcomes
PRODUCT- describes the session’s deliverables in
specific outputs
 Discuss needs and lines of action
 Reach a consensus on objectives, strategies and
plans
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5 P’s of Facilitation
3.
PARTICIPANTS – push the issues
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Know their perspectives and concerns
Designate experienced chairperson with
facilitative behavior
i.
Listening
ii. Encouraging
iii. Participation
iv. Not defensive
v. Asking openended questions
i.
Optimistic but realistic
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5 P’s of Facilitation
4.
PROBABLE ISSUES – give an idea of the potential
roadblocks

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Sort issues by categories and types
Approve agenda before starting the meeting
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5 P’s of Facilitation
5.
PROCESS – the detailed set of steps that will be
taken to create the product

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Circulate information among partners
Preliminary word clarification and definition,
brainstorming, rank order of
issues according to importance
to the group
Have group memory by
using flip charts or
handouts
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Areas for Collaborative Planning and
Programming
1. Preparation of Contingency Plans
2. Exchange/distribution of
liaison
3. Plans for shared use of facilities
4. Investments in infrastructure
5. Evacuation and transportation
personnel and
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Potential Shared Resources
1. Identify the affected population and jointly
assess local capacity and needs
2. Identify gaps and overlaps in assistance
3. Agree on standards of assistance and services
4. Collaborate in preparation of appeals
5. Negotiate as a group for access and resources
6. Conduct common training
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Techniques of coordination
1. Have a good and strong facilitator
2. Have a common goal
3. Define parameters. With consensus on objectives,
strategies and plans
4. Discuss needs and lines of actions
5. Identify strengths and capabilities before dividing work and
responsibilities
6. Encourage member participation
7. Clear range of services each agency can provide
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Techniques of coordination
8. Priority to the whole group. Each agency is vital
9. Clear and attainable mission statements
10. Support from top management
11. Awareness of partners on policies and protocols
12. Adopt responsibilities of what was agreed upon
13. Be flexible and adjust to changes
14. Adequate incentives
15. Have a product showing team’s effort and share to have sense of
accomplishments. Celebrate.
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Q&A
What barriers have you encountered in your coordination
activities?
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Barriers to coordination
1. Competition for resources
2. Threats to autonomy
3. Disagreement on objectives
4. Differing expectations of coordination
5. Lack of trust
6. Cost/benefit perceived as unsatisfactory
7. Need fir organizational credit
8. Unilateral donor actions and agendas
9. Rapid staff turnover
10. Poor transition preparations
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Coordination of Humanitarian
Response
Considerations in Organizing
Response Teams for deployment:
1. Time of occurrence of the emergency
 Immediately after the emergency
 After 24 hours or 72 hours
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Coordination of Humanitarian
Response
Considerations in Organizing
Response Teams for deployment:
2. Assessment/Situation Report is significant as basis of organizing
team

Data about the incident
i.
Nature of incident (causative and additional
hazards, projected evolution)
ii. Affected area
iii. Affected population
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Coordination of Humanitarian
Response
Considerations in Organizing
Response Teams for deployment:
3. Health Impact
Direct impact (causes, rates of morbidity, mortality,
malnutrition, etc.
 Other reasons (trauma, burn, disease outbreak, etc.)

4. Projected evolution of health situation
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Coordination of Humanitarian
Response
Considerations in Organizing
Response Teams for deployment:
5. Expressed need from the
affected area
6. Other impacts in the community

Lack of safe water
 Environmental sanitation
 Health facilities and services
7. Magnitude and size of population
8. Existing response capacities
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Exercise:
Case scenario:
Typhoon ‘Ketsana’ hit Metro Manila resulting to massive
flooding affecting people, houses and critical facilities like
hospitals, etc. Thousands of the population were affected
leading to displacement to 200 evacuation centers. You are
tasked to provide humanitarian assistance:
Questions:
 What coordination actions will you do?
 What resource mobilization will you do?
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Response Teams
for immediate deployment
RHA Team
ICS Support
Team
Evac. Center
Team
Rapid Assessment
First Aid
Search and Rescue
EMS (transport and
logistics)
Evacuation Center
SAR Team
First Aid Team
EMS Team
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Response Teams for further
Deployment
Considerations:
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Need to establish health system
Need to support the treatment of
injuries
Need to support the medical cases
Provision of public health services to
include disease surveillance
Support for resource management
Support risk communication
Provide protection and safety of victims
and responders
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Response Teams for further Deployment
MHPSS Team
Logistics
Management
Team
Medical
Team
WASH Team
Response
Operation at
Evac. Center
Hospital Team
As needed
Surveillance
Team
Nutrition Team
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Level of Coordination: National or Local
OXFAM
UNICEF
DOH
LWA
Save the
Children
Cluster Approach (WASH Cluster)
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Regional Response Coordination
Regional Management Coordination
Information Sharing
Strategic Coordination
Master Mutual Aids
Agreements
Jurisdiction A
Incident Management
Function
Operations
Logistics
Planning/
Information
Admin/
Finance
Operations
Tactical Mutual Aid
Agreements
Jurisdiction B
Incident Management
Function
Logistics
Planning/
Information
Admin/
Finance
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External Response Assets which
must be closely coordinated
1.
Public Health
2.
Emergency Management
3.
Emergency Medical Services
4.
Law enforcement
5.
Non-hospital medical assets
6.
(community physicians, clinics and
patient care organizations)
7.
Fire services
8.
Regional response assets from
other jurisdictions or sectors
other
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Management of International Relief
Team (Principles)
 Foreign teams should only be sent in response
to a specific request from the affected
country
 Foreign agencies should register their
presence and their staff with the national
disaster agency and commit to participate in
national and local coordination processes
 Foreign teams should be asked to sign a code
of conduct, to commit to be self sufficient
and to not “poach” the best government staff
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Management of International Relief Teams
Ministry of Foreign Affairs
manages foreign assistance,
through provision of:

guidelines for accepting foreign
assistance (supplies and teams)

standard protocols to register
agencies and qualifications of
proposed team members
wishing to travel to the disaster

fast track process for National
Disaster Coordinating Body to
receive and clear applications
to provide foreign assistance

fast track process for visas,
immigration and customs
clearances
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Management of International Relief Teams

designated arrival points for foreign
teams and supplies

welcome desks at designated
airports to receive, register, brief,
issue ID cards, transport and
accommodate foreign teams

mechanisms to consult sectoral
agencies and national disaster
management agencies on pending
offers to seek acceptance / refusal
/ delay / more information

mechanisms to deploy foreign teams
to places where they are actually
needed and requested

mechanisms to document the work
of foreign teams
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Tools in Management of International Relief
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Country laws to define roles and
responsibilities of foreign teams and
mechanisms to initiate requests for
foreign assistance
Mechanisms to accept, register deploy
foreign teams
Special arrangements to accept
assistance from foreign military teams
Mechanisms to ensure that foreign teams
know and respect local health practices
Mechanisms to monitor the ethics and
competencies of foreign relief workers,
and to address issues of malpractice and
abuse
The factors to consider in the
organization of Humanitarian Teams:
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A.
Type of disaster, expected risks, appropriate
teams and composition:
Disaster
Expected Risks
Appropriate Teams
1. Flood,
Landslide,
Cyclone
•More Displaced population
• Trauma injuries
• Medical problems
• Injuries that need operation
• Psychosocial problems
More Public Health Team
Trauma Team
•More Trauma injuries
•Injuries that necessitate
operation
•Medical problems
•More Displaced population
•Psychosocial problems
More Trauma Teams
Public Health Team
2. Earthquake
Psychosocial Team
Psychosocial Team
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B. Requested services to be delivered
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Hospital services
Out patient (consultation) services
Psychosocial interventions
Public health services in evacuation sites
C. Expected condition in the mission site
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Hospital needs technical assistance
Mobile hospital needs technical support
Evacuation sites need public health services
Mission site with or without security and safety
With or without good working environment (ex. lack
of safe water, etc)
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In organizing Medical Team, the following
requirements are to be considered:
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Experience of the members in disaster response
Attitude, Commitment, Spirit of Volunteerism of the
responders
Recommendation of HEMS Director or Coordinator
Multi-oriented, Multi-tasked , flexibility of responders
Included in the list/pool of prospective DOH Hospitals
Response Teams and Public Health personnel with
specialization specified (database)
Ready teams who are tested on local disaster before
international deployment
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In organizing Medical Team, the following
criteria are to be considered:
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Team leader should be involved in selecting other team members
Separate listing of prospective team leaders
Updates on disaster management / training/orientation
Team trained on emergency preparedness and response and
ready for deployment (Skills & Leadership training)
Alternates / Substitutes must be identified
Team building with composition approved by the respective
director
Consider post-training evaluation rating in the selection
To a minimal extent, with ready requirements (passport, visa,
etc)
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Composition of the Team (minimum
members)
Hospital Team (Trauma Team)
A.
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General Surgeon (general / thoracic)
Orthopedic Surgeon
Anesthesiologist
Internist / Pediatrician
Nurse / Paramedic
Infection Control Nurse/etc.
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Public Health Team
B.
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Public Health Physician (general/family physician)
Epidemiologist
Environmental health specialist
(sanitary/environmental engineer)
Public Health Nurse
Psychosocial Team
C.
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Psychiatrist
Psychologist
Mental Health Social Worker
Mental Health Nurse
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D.
E.
F.
Administrative Officer / Logistics
Officer
Information management officer
public information/media officer
*It is being recommended that team members
should have been trained in health emergency
management
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Organizational Structure of the team:
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Team Leader
Team Leader
Assistant Team Leader
Assistant Team
Leader
Planning Team
Administrative (finance)/
Logistics
Admin/Finance
Planning
Operations (Hospital
Operations
and Public Health)
(Hospital and
Logistics
Public Healtjh
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Roles and Functions:
A.
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Team Leader
Over-all commander (command, control,
coordination)
Overseer (ensure security of the team)
Focus the group on the mission
Represents the team/country
Approves all communications, reports and other
transactions
Receives and translates directives from the central
office
Spokesperson of the team
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B.
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C.
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Assistant Team Leader
Assist the team leader in management of the team
Acts as Team Leader in his/her absence
Acts as the liaison officer
Heads the Operations Team
Planning Team (composed of the heads of
operations, logistics, admin & PIO)
Develops daily plan and schedule of activities
Prioritization of activities
Provides technical assistance and pieces of advice to
the team leader
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D.
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Administrative (finance) / Logistics
Oversee the logistical requirements and utilization
Ensures availability of logistical needs for daily
activities
Ensures availability of transportation if needed
Resource Management
Ensure the completion of liquidation/financial
transactions
Safekeeping of all travel & financial documents
Secure Certificate of Appearance
Turn-over documents needed for liquidation to HEMS
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E.
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Operations (Hospital, Public Health &
Psychosocial)
Oversee the entire operations and reports to Team
Leader
Prepares schedule of daily activities
Ensures availability of and regular submission of
reports from different teams for approval of the Team
Leader (statistical report, analysis, situation and
needs assessment)
Identifies issues and concerns with appropriate
recommendations
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Cluster
 A group of agencies, organizations, and other
stakeholders
 interconnected by their respective mandates,
 working together to address needs in a specific area of
humanitarian activity for greater effectiveness and
efficiency
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Aims of Cluster Approach
•
•
To improve the predictability, timeliness and
effectiveness of humanitarian response
To strengthen preparedness and capacity to
respond to humanitarian emergencies by
ensuring leadership and accountability in
key areas
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“Cluster Approach” at global
level
•
strengthen system-wide preparedness
and technical capacity to respond to
humanitarian emergencies
•
designate global Cluster Leads
•
ensure predictable leadership and
accountability in all the main sectors
or areas of activity
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“Cluster Approach” at country
level
•
ensure more coherent and effective
response
•
•
more strategic resource mobilization
clearly designated lead in each sector
•
in support of existing government
coordination structure and
emergency response mechanisms
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UN
Govt
Predictable Leadership
Natl
NGOs
Intl
NGOs
SECTOR = Area of Activity
(e.g. Heath, WatSan, Nutrition)
Greater Accountability
Civil Society/
Groups
Red Crs
For every sector, a “cluster”or group of
organizations addressing needs together.
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Expected Outputs of Global
Cluster
 Developed global guidance, standards, tools and
resources
 Built response capacity through trainings, rosters, and
material stockpiles
 Operational support through preparedness and planning,
technical expertise, advocacy and resource mobilization
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Expected Outputs of Global Clusters
 Coordination and management
 Information Management
 Rosters and Stockpiles
 Capacity Building of National Counterparts
 Operational support
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Exercise
Metro Manila was hit by Typhoon Ketsana resulting to massive
flood, damaging houses, lifelines, health facilities and
displacing thousands of families to hundreds of evacuation
center. You are the focal person of Ministry of Health which is
the lead agency of Health Cluster and you are intending to
involve the cluster in the emergency response operation.
Question:
 What are your coordination actions to be done?
 What coordination activities will you do? And how?
 Prepare the expected product of your coordination meeting,
your contingency plan
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Health Cluster at the Country Level
 Lead and coordinate
 Seek collaboration and inclusiveness
 Conducts health needs assessment
 Facilitate joint strategic and action plans
 Incorporate cross cutting issues
 Turn plans into action through leadership
 Monitor and report
 Build local capacity
 Advocate and mobilize resources
 Be provider of last resort
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Cluster Approach in Philippine Disaster
Management System
Cluster
Gov’t. Lead
IASC Co-lead Agency
1. Nutrition
DOH
UNICEF
2. WASH
DOH
UNICEF
3. Health
DOH
UNICEF
4. MHPSS
DOH
UNICEF
DSWD
IFRC/UN Habitat
OCD/PDCC
IOM
DSWD
UNICEF
8. Early Recovery
OCD
UNDP
9. Logistics
OCD
WFP
DSWD
WFP
11. Agriculture
DA
FAO
12. Livelihood
DSWD
ILO
5. Emergency Shelter
6. Camp Coord. & Mgt.
7. Protection
10. Food
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Thank you