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Premium member Presentation Transcript Principles of Disaster Planning and Contingency planning : Public Health Disaster Planning for Districts 1 Principles of Disaster Planning and Contingency planning Compiled By The Eastern Africa Disaster Management Core Training TeamWhy do we plan?: Why do we plan? Would the audience please share with me your own thoughts regarding why people plan? Public Health Disaster Planning for Districts 2Why do we plan for disasters?: Why do we plan for disasters? To get better prepared to respond to the disaster and save lives To know the resources needed and activities anticipated Resources are limited and have to be used in the best possible way Public Health Disaster Planning for Districts 3Good plans are:: Good plans are: Operational Simple to use Written to include operational-level detail Accompanied by Standard Operating Procedures and Checklists Consensus-based Written by a group Are developed by consensus among stakeholders Capability-based Based upon what we are actually capable of doing Objective-based Include measurable objectives Compliant In line with National Guidelines and policies Public Health Disaster Planning for Districts 4Consensus-based planning: Consensus-based planning The best plans are written by those whom will actually implement the plan Plans can be viewed as “contracts” that result from the negotiation of various stakeholders “The planning is more important than the plan” Requires a very well-organized facilitation process in order to save time Public Health Disaster Planning for Districts 5Good Objectives are SMART: Good Objectives are SMART S pecific Good objectives state exactly how tasks are to be performed M easurable Good objectives describe measurable signs of progress A ttainable Good objectives are within our ability to achieve R ealistic Good objectives are based upon realistic expectations T ime-based Good objectives have a time schedule for completion Public Health Disaster Planning for Districts 6Good Objectives answer 5 questions:: Good Objectives answer 5 questions: WHAT tasks should we perform? WHO will perform the tasks? HOW will we perform the tasks? WHEN will we perform the tasks? WHERE will we perform the tasks? Public Health Disaster Planning for Districts 7Types of Plans: Types of Plans According to time Short-term Intermediate term Long term According to degree of detail Strategic Plans Operational Plans Public Health Disaster Planning for Districts 8Disaster Plans: Disaster Plans Strategic Plans Broad and general i.e. protocols Describe WHAT actions are to be performed Operational Plans Detailed and focused Describe: HOW actions will be performed WHO will perform them WHEN will actions be performed WHERE actions will be performed Public Health Disaster Planning for Districts 9Example of Operational Planning: Example of Operational Planning Strategic objective Operational objectives Actions Checklists Responsible parties Timing Location Outbreak investigation A single point of contact for case and outbreak reporting has been designated The decision if an outbreak investigation is indicated has been made Team composition and team leader have been decided Team objectives, roles and responsibilities have been decided for this investigation Etc. Public Health Disaster Planning for Districts 10The planning cycle: The planning cycle Public Health Disaster Planning for Districts 11 Describe tasks Learn tasks Perform tasks Review performance of tasksPlan: Plan Collaborate with others Make the plan Highlight standards and indicators Assign tasks Make relevant checklists Public Health Disaster Planning for Districts 12Train: Train Train response teams Ensure that tasks are learnt Conduct exercises and drills Assess performance of exercises Public Health Disaster Planning for Districts 13Exercise : Exercise Implement the plan Implement the pre-disaster activities Implement response activities in case of a disaster Implement the post disaster activities after the disaster Public Health Disaster Planning for Districts 14Analyse: Analyse Monitor and Evaluate the plan Check on actual performance Assess what worked and what did not work Improve the plan (Plan maintenance) Public Health Disaster Planning for Districts 15Problem Issues in Current Disaster Plans: Problem Issues in Current Disaster Plans Cumbersome to use Checklists that tend to fail Focus on tasks rather than management Many possible hazards and scenarios Lack of clear objectives and measures of effectiveness Public Health Disaster Planning for Districts 16 1.2 Contingency Planning: 1.2 Contingency PlanningDefinition : Definition It is a management tool used to ensure that adequate arrangements are made in anticipation of a crisis. This is achieved primarily through the participation in the contingency planning process itself, as well as through follow-up actions and if required subsequent revision of plans.Definitions of Contingency planning on the Web: : Definitions of Contingency planning on the Web: A Contingency plan is a plan devised for a specific situation when things could go wrong. Plans which are developed for possible operations where the planning factors ( eg scope, risks, area of responsibility etc.) have been identified or can be assumed. Preparing to deal with calamities ( eg , floods) and non calamitous situations ( eg , strikes) before they occur. Public Health Disaster Planning for Districts 19Key Ingredients: Key Ingredients Analysing potential hazards / emergencies and their impact: structural and non-structural Prioritising potential hazards / emergencies in terms of their impact Developing appropriate plans: establishing clear goals, setting objectives, policies and procedures / SOPs to deal with prioritised potential emergencies Ensuring necessary preparedness measures: Why Plan Defining clear objectives, goals, responsibilities and coordinating measures When to plan In anticipation of known hazards and emergencies It should be context specific: Who to Plan with (stakeholders) All agencies associated with handling of a particular emergency including external actors and communities Who Leads the Process? Agency responsible for handling the disaster / emergency at a given level. Experiences Suggests : Experiences Suggests CP required for situations posing a high degree of risk It must be inclusive of lower end stake holders in planning & execution Must pre-empt accentuation of risks to vulnerable groups It is a time sensitive operation and lead time must be factored for resource mobilizationThe Planning Process: The Planning Process Step 1 - Coordination and Preparing the Process for Contingency Planning Take stock of the existing preparedness measures, existing plans, and measures put in place to handle the anticipated emergency / disaster situation. Contd …Step 1 - Coordination and Preparing the Process for Contingency Planning: Step 1 - Coordination and Preparing the Process for Contingency Planning Understanding the context helps build the process on what exists in terms of planning, operational procedures and avoids duplication. Define the scope of the process by identifying functions first and then working backwards identifying agencies who should be involved. This may include non-governmental actors. This should lead to identification of stakeholders. Contd…Step 1 - Coordination and Preparing the Process for Contingency Planning: Step 1 - Coordination and Preparing the Process for Contingency Planning Within the stakeholders, identify a core working group while keeping the larger group within the information sharing process The core working group should also interlace with outside agencies on required basis. The scope of consultation should be kept wide based. However, all must agree to the planning process. It must be OWNED Contd …Step 1 - Coordination and Preparing the Process for Contingency Planning : Step 1 - Coordination and Preparing the Process for Contingency Planning There may be a need to formulate sectoral working groups depending upon the complexity of the situation at hand. In the event of a major disaster where the government’s sectoral functioning is seriously undermined, clusters working group approach should be applied, was the case in post election violence. Schedule meetings and the planning process.Step 2 – Context Analysis, scenario building and defining Planning Assumptions: Step 2 – Context Analysis, scenario building and defining Planning Assumptions Define all the possible threats and risks that emanate from the impending disaster / emergency situation Risks having generally a similar impact, both structural and non-structural (humanitarian losses) should be grouped under one scenario. Quantify the planning assumptions for each scenario Contd …Step 2 – Context Analysis, scenario building and defining Planning Assumptions: Step 2 – Context Analysis, scenario building and defining Planning Assumptions Quantify the potential losses, structural and non- structural, from each scenario to formulate planning assumptions. Prioritise the scenarios based on an agreed criterion (loss of human life, economic losses, political considerations). Contd …Step 2 – Context Analysis, scenario building and defining Planning Assumptions : Step 2 – Context Analysis, scenario building and defining Planning Assumptions Prioritise the scenarios (1) in terms of their likelihood of occurrence and (2) in terms of their disaster impact (1) is the most likely and (2) should define the most dangerous The response should be mounted against the most likely while contingencies should cater for all scenarios including the most dangerous Contd…. …Step 2 – Context Analysis, scenario building and defining Planning Assumptions: Step 2 – Context Analysis, scenario building and defining Planning Assumptions Scenario and planning assumptions developments is the most critical step in contingency planning Develop indicators (response triggers) for identification of scenarios as the situation unfoldsStep 3 – Defining strategies and objectives: Step 3 – Defining strategies and objectives Define the principles or policy contours that will guide the response: humanitarian concerns, risk management, law and order, media management, political considerations Contd…..Step 3 – Defining strategies and objectives: Step 3 – Defining strategies and objectives Flowing from it define the strategy that will be followed for the response covering the range of scenarios – most likely to most dangerous. It should define: response structure, resource mobilisation, major outcomes, resource utilisation to realise outcomes, critical links underpinning the response, the GUIDING THEME underlying the response. Contd…Step 3 – Defining strategies and objectives: Step 3 – Defining strategies and objectives Flowing from above, define operational objectives and timelines Contingencies to meet other disaster scenarios. Define indicator based exit strategy for each scenario.Step 4 – Develop Operational Response Plans: Step 4 – Develop Operational Response Plans Define sectoral objectives and tasks Define sectoral plans and resource allocation Identify management and coordination measures in overlapping areas covering communications in particular Develop implementation indicators, specially covering the critical links underpinning the response This section must summarise sectoral plansStep 5 –Consolidating the Process and Follow-up Actions : Step 5 –Consolidating the Process and Follow-up Actions Define modalities for monitoring implementation based on a set of indicators Implementation should be assessed and reviewed on an agreed schedule Identify implementation gaps and make amends in the plans w/o compromising its essence Accordingly upgrade the planTo Conclude. : To Conclude. A good contingency plan should:- Be comprehensive but not too detailed Strike a balance between flexibility and being concrete Provide guidance and direction o the intention and how to proceed Be well structured, easy to read, and easy to update Clearly define roles, responsibilities and actionsSlide 38: Thank You! You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.