MANAGING EMERGENCY MANAGING EMERGENCY OPERATIONSOPERATIONS

DHA AFRICADHA AFRICA

20 JULY 200920 JULY 2009

The Philosophy and ConceptThe Philosophy and Concept

Two things common to all Disasters

1. No one thought it could happen or would ever happen

2. Those who were ready were repaid. How? In the savings of lives and livelihoods

The Philosophy and ConceptThe Philosophy and Concept

•Ah – ha!! Insight•Attitude•Culture and Myth•Faith, beliefs and values•Motivation and will•Worldview•Esprit d’corps•Power and authority•Corporate Culture•Mission, Goals and Objectives – reason for being; unites the corporate consciousness.•Passion•Wisdom•Leadership approach

•Knowledge and information management•Skill•Education•Experience•Communications intent and skill•Wisdom•Planning – strategic and operational•Planning – Risk Management•Leadership skills

•Organizational structure•Team and leadership structures•Systems – financial, logistics, communications, information, technology etc. •HR – policies & procedures•Political•Social•Networks, alliances, etc.•Management and admin systems•Job Descriptions•Coordination structures

EspritCompetenceStructures / Systems

Three key Elements Leading to Effective DM Three key Elements Leading to Effective DM Operational StrategyOperational Strategy

Imagine:Imagine:

– Think about and visualize a worst case disaster that could occur in your community. Now consider that if this disaster event happened:

1. What would your role and responsibility be?

2. What would you be able to respond with?

3. What additional resource would you need to do your job

4. How would you request them

You have Ten Minutes to complete this individually

Learning Objectives Learning Objectives

After completing this course, participants will be able to:• Explain the essential elements of Disaster Management

Operational Dimensions and their relationship to an effective disaster response.

• Develop and execute an efficient and effective Plan in response to a disaster.

• Successfully assemble and manage the material and human resources necessary to meet the emergency needs of the disaster-affected community.

• Process the forms and reports necessary to support a disaster operation; use reports as tools for decision making during the relief operation.

The Emergency ManagerThe Emergency Manager

The major responsibility of the Disaster Manager is Disaster Management.

Information ManagementInformation Management

1. Decision Making and Management

2. Program development and Implementation

3. Preparedness and Rapid Response Strategy

4. Standards

5. Networking and Collaboration

Strategic Emergency OperationsStrategic Emergency Operations

6. Funding and Financial Management

7. Communications8. HR and Staffing9. Logistics and Supply

Chain Management10. IT and Information

Management11. Security12. Policy and Advocacy13. Visitor Liaison and

Management

Beyond Business as Usual…Beyond Business as Usual…

• Practical Case

In PracticeIn Practice

The Need for Operation ManagementThe Need for Operation Management

Disaster Impacts the Community

The Community-Law enforcement

-Planning-Volunteer-Civic organization-Business and Industry-Media-Public works-Churches-Agencies-Organizations -The General Public

-Etc….

Affects the community – Agencies, organizations, and individuals, some more than the others, but everyone is affected to some degree!

Affects the community – Agencies, organizations, and individuals, some more than the others, but everyone is affected to some degree!

Many entities never talk to one another on a day to day basis

Each entity or agency provides services to the community

Most are preoccupied with that service and day to day specific function

Each has its own established routine networks of communication

Duplication of effort in emergency management is common and many holes often exist

Identification of Potential Hazard

Risk Mapping

Identification of Potential Hazard

Risk Mapping

Key Personnel from Community Organization

-Community structures-Volunteers-Government-Churches

Vulnerability analysis Cmt

Key Personnel from Community Organization

-Community structures-Volunteers-Government-Churches

Vulnerability analysis Cmt

Identification of management with responsibility in the Disaster Management Dimension

-Early Warning-Preparedness -Disaster Mitigation -Response-Rehabilitation -Transition

Identification of management with responsibility in the Disaster Management Dimension

-Early Warning-Preparedness -Disaster Mitigation -Response-Rehabilitation -Transition

Executive support and commitment to strategy of emergency management that is proactive ongoing and based on an accurate hazard and vulnerability analysis

Executive support and commitment to strategy of emergency management that is proactive ongoing and based on an accurate hazard and vulnerability analysis

Ex:-Fire and building department – fire and blg codes.

-Bldg dept & planning – land use planning and regulations-All government agencies – warning and evacuation-Public works – flood fighting-Chemical companies – Haz Mat procedure response-School/fire/police/churches – evacuation and shelter

Ex:-Fire and building department – fire and blg codes.

-Bldg dept & planning – land use planning and regulations-All government agencies – warning and evacuation-Public works – flood fighting-Chemical companies – Haz Mat procedure response-School/fire/police/churches – evacuation and shelter

Communities Managing Disaster

1

2

3

4

5

6

Communities as 1Communities as 1stst Responders Responders

Response Framework.Response Framework.

• Disaster Management work should be:

- guided by frameworks

- Operational Management Dimensions.

• Within these are a number of operational

frameworks which should assist managers in prioritising their work.

EXECUTIVE

OPERATIONSCommunications

Finance & risk managementSupply chainITHRSecurityAdministrationLegalMarketing

TECHNICALLivelihood security

- Food Security - Economic recovery & MED - Livestock management

Health - Nutrition - HIV/AIDs & OVCs - Wat/san - Psycho-socialEmergency shelter & transitional housing

EducationUrbanLarge scale infrastructure*Camp management*

QUALITY ASSURANCEDME/LEAP

AccountabilityLearningCapacity Building

CROSS-CUTTINGConflict sensitivity (inc LCP & MSTC)

ProtectionChildren in EmergenciesChristian CommitmentAdvocacyLivelihood securityGenderDisability EnvironmentPeace building*

EXECUTIVELeadership

CultureManagement & directionStrategy & alignment Policies and standards

Five Response Framework.Five Response Framework.

DM Operational DimensionsDM Operational Dimensions

Early WarningEarly Warning

• A set of interlinked activities designed and used to generate timely and useful warning information about a potential or impending hazard or increasing vulnerabilities.

• Provide information for planning emergency preparedness and implementing disaster mitigation activities

• Early warning information should be incorporated in TD activities

PreparednessPreparedness

• To plan for and prepare for an emergency response. This can include: enhancing EW systems, planning emergency systems, pre-positioning goods, policy and staffing, capacity building, networking, planning for transition, and rehabilitation.

• Preparedness can only be undertaken through good vulnerability assessments and understanding or Early Warning

MitigationMitigation

• Any action taken to minimize the impact of a disaster or potential disaster, thereby also minimizing the vulnerability of a population and/or the hazard

• Disaster mitigation should be based on vulnerability and capacity assessments (VACA) and aim to reduce the overall risk and build resilient communities.

• Disaster Mitigation should also seek to enhance positive traditional coping mechanisms.

ResponseResponse

To respond to an emergency in a rapid and efficient way that can save lives and ensure quality of life. A response should be based on the Preparedness plan and should up hold WV and international standards.

RehabilitationRehabilitation

YOUR TASK TO DEFINE REHABILITATION

TransitionTransition

Disaster management plan and strategies should explicitly address:

Transition between Response and Development

Exit or phase out strategies as appropriateTransition to chronic emergency

Implementation &

Monitoring

Evaluation

Reflection

Transition

Assessment

Re/Design

As Relates to Project CycleAs Relates to Project Cycle

Good Devp. = Disaster Mng.Good Devp. = Disaster Mng.

Community Development Context Emergency Response Context

-Early warning.-Mitigation: coping mechanisms, assessment of vulnerabilities and capacities, risk reduction.-Preparedness

-Early warning.-Mitigation: coping mechanisms, assessment of vulnerabilities and capacities, risk reduction.-Preparedness

-Pre-positioning goods for responses

-Support to disaster management strategies and activities

-Pre-positioning goods for responses

-Support to disaster management strategies and activities

Rehabilitation and TransitionRehabilitation and Transition

Small Scale Responses

Medium Scale

Responses

Large Scale Responses

Hazard x Vulnerability = Risk

Disaster Realization of a risk

Vulnerability =

Exposure and susceptibility to loss of life or dignity

Potential threat of an event to humans and their welfare

Hazard x

Probability of disaster occurrence

Risk

STAFFING CRUNCH 1

Pro

gra

m F

un

din

g

Time: Months

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Long Term Program

STAFFING CRUNCH 2

ResponseStage

$15.0M

$10.0M

$5.0M

$0

Early Warning &Preparedness

CHE III Starts

Pre-CHE

The Anatomy of Emer…The Anatomy of Emer…

26

The CycleThe Cycle On-going disaster management

Response phase

ASSESSASSESS Vulnerability indicators, VACA, integrated into Development Project Assessment

Needs assessment, sectors

DESIGNDESIGN Building resilient communities through work on vulnerabilities and hazards

Saving lives and protecting livelihoods based on International and agency standards

MONITORMONITOR Integrated into Development Project monitoring

Quantitative and qualitative DM indicators as well as for sector and project

EVALUATEEVALUATE Integrated into Development Programme, as well as DM project evaluations.

As needed, looking at impact of response and based on international guidelines

REFLECTREFLECT Integrated into Development programme evaluation

Pre, real time and post response learning events.

• Risk is defined as vulnerability x hazard, and therefore disaster management activities need to focus on reducing both vulnerabilities and hazards, as well as building capacities

• Appropriate disaster prevention and mitigation builds on peoples’ strengths and tackles the causes of vulnerability

• We need to be putting as least as much emphasis on mitigating disasters as responding to them

The ConclusionThe Conclusion

Any Questions…Any Questions…