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Implication of the application of managerial models based on RBM

. Implication of the application of managerial models based on RBM. Merle Lewis, Cristina Nogueira Lessons learned DOR-PERU …. Disaster response a special case. Managerial Model must be adapted as the type of results and the way to be obtained them are different Content:

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Implication of the application of managerial models based on RBM

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  1. . . Implication of the application of managerial models based on RBM Merle Lewis, Cristina Nogueira Lessons learned DOR-PERU …

  2. Disaster response a special case • Managerial Model must be adapted as the type of results and the way to be obtained them are different • Content: • How different are the results to be obtained • Managerial models • Conclusions

  3. Obtaining results in response is different then in normal circumstances • The results: • were not expected to be reached until after the event • add up to other expected results of the ampes unit • must be reached in a short and rigid time frame (no possible extension for emergency grant) • require suddenly new expertise from outside • Are defined by new external factor (e.g.): • cluster obliged to have cluster coordinator outside the MoH-PAHO usual coordination mechanism • Demand the seting up of field offices

  4. In summary • A situation: • with more money, • in which results must be obtained in a strict time frame, • with the influx of experts from outside and • Requires the full attention of PWR • Must have a different way of managing during the time of emergency and till funds (Response/ recovery) are available

  5. Two managerial scenario • “Moderate” event: • A small portion of the territory is affected • With influx of money and staff that is significantly smaller then the one of the PWR • “Large” event: • A large proportion of the country or the capital city is seriously affected • A large amount of money and for long period of time

  6. Managerial “model” in case of “moderate event” • Assignation of a disaster field coordinator with team reporting to PWR and interaction with PWR staff e.g.: • Bahamas has a disaster field response person assign in TCI. • Bolivia /Argentina assign a field person or field team in the affected areas

  7. Managerial model in case of large events • Assignation of a disaster project manager : • supervising field operations • reporting to PWR • Managing funds through other PWR/ project • Following up cluster coordination • Requires to Add one AMPES project to BWP • Activation of the SOP (Emergency Standard operation procedures) • DOR: after the lessons learned decided to design a reconstruction project with a senior project manager at same level as other project leader in PWR office • Peru: created a new project with an ex PWR to lead the response/ reconstruction project of horizontal nature • Colombia: program for displaced in Bogota with field presence

  8. Conclusions • Last experience shows that: • Response is more complicated then anticipated • We need more personal then expected and that • managerial models have to be adapted in case of disaster response and reconstruction • Planning those managerial models before the event would avoid misunderstanding with PWR staff and make the office (PWR with regional support) immediately operational

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