Session 3 COORDINATION

1. Session 3 COORDINATION

2. 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

3. 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

4. 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

5. Q & A What is Coordination?

6. 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

7. Q & A Why do we need to conduct coordination?

8. 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

9. 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

10. 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

11. Spectrum of Coordination Activities Information sharing Resource sharing & Task Division Collaborative Planning And Programming Least Difficult Most Difficult “The degree of coordination possible will depend on the circumstances”

12. Services and Activities of Coordination • Coordination meetings • Technical session • Joint assessments • Technical and logistic session • Joint action / intervention

13. “ Coordination is facilitation”

14. 5 P’s of Facilitation • 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

15. 5 P’s of Facilitation • PARTICIPANTS – push the issues • Know their perspectives and concerns • Designate experienced chairperson with facilitative behavior • Listening • Encouraging • Participation • Not defensive • Asking open- • ended questions • Optimistic but realistic

16. 5 P’s of Facilitation • PROBABLE ISSUES – give an idea of the potential roadblocks • Sort issues by categories and types • Approve agenda before starting the meeting

17. 5 P’s of Facilitation • PROCESS – the detailed set of steps that will be taken to create the product • 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

18. Areas for Collaborative Planning and Programming • Preparation of Contingency Plans • Exchange/distribution of personnel and liaison • Plans for shared use of facilities • Investments in infrastructure • Evacuation and transportation

19. Potential Shared Resources • Identify the affected population and jointly assess local capacity and needs • Identify gaps and overlaps in assistance • Agree on standards of assistance and services • Collaborate in preparation of appeals • Negotiate as a group for access and resources • Conduct common training

20. 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

21. 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.

22. Q & A What barriers have you encountered in your coordination activities?

23. 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

24. 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

25. 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 • Nature of incident (causative and additional hazards, projected evolution) • Affected area • Affected population

26. 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

27. 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

28. 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?

29. Response Teams for immediate deployment RHA Team ICS Support Team SAR Team Rapid Assessment First Aid Search and Rescue EMS (transport and logistics) Evacuation Center Evac. Center Team First Aid Team EMS Team

30. Response Teams for further Deployment Considerations: • 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

31. Response Teams for further Deployment Medical Team MHPSS Team WASH Team Response Operation at Evac. Center Logistics Management Team Nutrition Team Hospital Team As needed Surveillance Team

32. Level of Coordination: National or Local OXFAM UNICEF DOH LWA Save the Children Cluster Approach (WASH Cluster)

33. Regional Response Coordination Regional Management Coordination Information Sharing Strategic Coordination Master Mutual Aids Agreements Jurisdiction A Incident Management Function Jurisdiction B Incident Management Function Operations Logistics Planning/ Information Admin/ Finance Operations Logistics Planning/ Information Admin/ Finance Tactical Mutual Aid Agreements

34. External Response Assets which must be closely coordinated • Public Health • Emergency Management • Emergency Medical Services • Law enforcement • Non-hospital medical assets • (community physicians, clinics and other patient care organizations) • Fire services • Regional response assets from other jurisdictions or sectors

35. 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

36. 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

37. 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

38. Tools in Management of International Relief • 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

39. The factors to consider in the organization of Humanitarian Teams: A. Type of disaster, expected risks, appropriate teams and composition:

40. B. Requested services to be delivered • Hospital services • Out patient (consultation) services • Psychosocial interventions • Public health services in evacuation sites • C. Expected condition in the mission site • 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)

41. In organizing Medical Team, the following requirements are to be considered: • 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

42. In organizing Medical Team, the following criteria are to be considered: • 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)

43. Composition of the Team (minimum members) • Hospital Team (Trauma Team) • General Surgeon (general / thoracic) • Orthopedic Surgeon • Anesthesiologist • Internist / Pediatrician • Nurse / Paramedic • Infection Control Nurse/etc.

44. Public Health Team • Public Health Physician (general/family physician) • Epidemiologist • Environmental health specialist (sanitary/environmental engineer) • Public Health Nurse • Psychosocial Team • Psychiatrist • Psychologist • Mental Health Social Worker • Mental Health Nurse

45. 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

46. Organizational Structure of the team: • Team Leader • Assistant Team Leader • Planning Team • Administrative (finance)/ • Logistics • Operations (Hospital • and Public Health) Team Leader Assistant Team Leader Planning Admin/Finance Logistics Operations (Hospital and Public Healtjh

47. Roles and Functions: • 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

48. 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

49. 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

50. 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