0:00:00.000,0:00:04.000
(English captions by Trisha Paul, University of Michigan.)

0:00:05.000,0:00:09.000
In this session, you will be introduced to[br]the principles of disaster planning and you

0:00:09.000,0:00:19.000
will be introduced to the district disaster[br]planning matrix.

0:00:19.000,0:00:22.000
Why do we plan?

0:00:22.000,0:00:31.000
Think about why we plan.

0:00:31.000,0:00:37.000
We plan for health emergencies to get better[br]prepared to respond to the disaster and save

0:00:37.000,0:00:43.000
lives, to know there are resources needed[br]and activities anticipated.

0:00:43.000,0:00:48.000
Resources are limited and have to be used[br]in the best possible way.

0:00:48.000,0:00:55.000
Good plans should be operational, that is,[br]simple to use, written to include operational-level

0:00:55.000,0:01:03.000
detail for each and every thing there is to[br]be done, and accompanied by standard operating

0:01:03.000,0:01:06.000
procedures and checklists.

0:01:06.000,0:01:13.000
Good plans are consensus-based, that is, written[br]by a group, and they are developed by consensus

0:01:13.000,0:01:17.000
among stakeholders.

0:01:17.000,0:01:24.000
Good plans are capability-based, that is,[br]based upon what we are actually capable of

0:01:24.000,0:01:33.000
doing or we should prescribe activities [br]that lead to building capabilities.

0:01:33.000,0:01:40.000
Good plans are objective-based, that is, they[br]should include measurable objectives.

0:01:40.000,0:01:45.000
Good plans should be compliant, that is, they[br]should be in line with national guidelines

0:01:45.000,0:01:53.000
and policies and in addition regional guidelines[br]and frameworks.

0:01:53.000,0:01:59.000
Consensus-based planning.

0:01:59.000,0:02:03.000
The best plans are written by those whom will[br]actually implement the plan.

0:02:03.000,0:02:10.000
They are viewed as "contracts" that result[br]from the negotiation of various stakeholders.

0:02:10.000,0:02:18.000
They require, the process requires a very[br]well-organized facilitation process in order

0:02:18.000,0:02:24.000
to save time and result in a product.

0:02:24.000,0:02:32.000
Objectives, good disaster management objectives[br]should be SMART.

0:02:32.000,0:02:50.000
That is, Specific, Measurable, Attainable,[br]Realistic, Time-bound, or Time-based, or Time-referred.

0:02:50.000,0:02:54.000
Good objectives answer 5 questions.

0:02:54.000,0:02:57.000
What tasks do we perform during the disaster?

0:02:57.000,0:03:02.000
Who will perform the tasks?

0:03:02.000,0:03:06.000
How will we perform the tasks?

0:03:06.000,0:03:08.000
When will we perform the tasks?

0:03:08.000,0:03:16.000
Where will we perform the tasks?

0:03:16.000,0:03:23.000
Plans may be made according to time, that[br]is short-term plans, intermediate term plans,

0:03:23.000,0:03:31.000
and long term plans, but plans may also be[br]made according to degree of detail, either

0:03:31.000,0:03:36.000
strategic plans or operational plans.

0:03:36.000,0:03:45.000
Strategic plans are broad and general, mainly[br]in the form of protocols.

0:03:45.000,0:03:50.000
They prescribe what actions are to be performed[br]broadly.

0:03:50.000,0:03:57.000
Operational plans, on the other hand, are[br]detailed and focused and describe how actions

0:03:57.000,0:04:03.000
will be performed, who will perform them,[br]when will they be performed, with respect to

0:04:03.000,0:04:13.000
the disaster, and where will these actions[br]be performed?

0:04:13.000,0:04:20.000
Strategic identification plans do identify[br]the main strategy, provide overview of response,

0:04:20.000,0:04:21.000
and identify collaborations.

0:04:21.000,0:04:31.000
They do not engage operational level workers[br]and stakeholders, they do not describe detailed

0:04:31.000,0:04:44.000
actions, and they often do not provide references[br]in the form of checklists, forms, and templates.

0:04:44.000,0:04:48.000
This is an example of a matrix for operational[br]planning.

0:04:48.000,0:04:57.000
As you can see, it shows the strategic objective,[br]the operational objectives within that strategy,

0:04:57.000,0:05:07.000
the actions, the checklists, if necessary,[br]the responsible parties, the timing with respect

0:05:07.000,0:05:16.000
to the disaster, and the location with respect[br]to the disaster.

0:05:16.000,0:05:25.000
The planning cycle involves planning, in which[br]we describe the tasks, training, in which

0:05:25.000,0:05:33.000
we learn the tasks through meetings, consensus[br]building sessions, negotiations, exercises

0:05:33.000,0:05:42.000
in which we perform the tasks and test them[br]with respect to scenarios, analysis, in which

0:05:42.000,0:05:47.000
we review the performance of these tasks with[br]respect to the exercises for disasters that

0:05:47.000,0:05:48.000
have occurred.

0:05:48.000,0:05:56.000
And then we plan again, or improve the plan.

0:05:56.000,0:06:03.000
In a plan, collaborate with others, prepare[br]the plan, highlight standards and indicators,

0:06:03.000,0:06:09.000
assign tasks, and make relevant checklists,[br]if possible, to guide the implementers on what

0:06:09.000,0:06:15.000
we mean by a given operation.

0:06:15.000,0:06:16.000
Training.

0:06:16.000,0:06:22.000
Train response teams, ensure that tasks are[br]learned, conduct exercises and drills, and

0:06:22.000,0:06:26.000
assess performance of exercises.

0:06:26.000,0:06:27.000
Exercise.

0:06:27.000,0:06:34.000
Implement the plan, implement the pre-disaster[br]activities, implement response activities

0:06:34.000,0:06:36.000
in case of a disaster.

0:06:36.000,0:06:42.000
Implement the post disaster activities after[br]the disaster.

0:06:42.000,0:06:43.000
Analysis.

0:06:43.000,0:06:50.000
Monitor and evaluate the plan, check on actual[br]performance, assess what worked and what did

0:06:50.000,0:06:57.000
not work, improve the plan, this is called[br]plan maintenance.

0:06:57.000,0:07:02.000
Problem issues in current disaster plans include[br]the fact that they are cumbersome to use,

0:07:02.000,0:07:08.000
checklists that fail or are not really[br]meant for the disaster, focus on tasks rather

0:07:08.000,0:07:15.000
than management, many possible hazards and[br]scenarios, so we try to plan for every possible

0:07:15.000,0:07:21.000
hazard that is likely to meet our district, and then[br]lack of clear objectives and measures of effectiveness;

0:07:21.000,0:07:32.000
how do we know that we have responded appropriately?

0:07:32.000,0:07:38.000
Challenges of emergency management planning[br]for public health emergencies.

0:07:38.000,0:07:45.000
Planning must be written by consensus among[br]all stakeholders, that is planners, responders,

0:07:45.000,0:07:46.000
and managers.

0:07:46.000,0:07:53.000
Planning should not be an end in itself, and[br]it should not be more important than the plan.

0:07:53.000,0:08:04.000
It should be a way for everyone to learn the[br]plan so that it is implemented

0:08:04.000,0:08:12.000
You shall know be introduced to the district[br]disaster planning matrix.

0:08:12.000,0:08:17.000
The SOA matrix is used for planning for disasters.

0:08:17.000,0:08:25.000
It stands for Strategic Objectives, Operational[br]Objectives, and Activities.

0:08:25.000,0:08:32.000
Districts are already used to planning using[br]matrices.

0:08:32.000,0:08:36.000
The strategic objectives in the matrix have[br]already been prepared for you based on the

0:08:36.000,0:08:38.000
SHERE Standards.

0:08:38.000,0:08:44.000
The operational objectives have already been[br]prepared for you based on the SPHERE Standards.

0:08:44.000,0:08:50.000
These were prepared by the regional disaster[br]management training team, and discussed and

0:08:50.000,0:08:54.000
analyzed.

0:08:54.000,0:09:01.000
These prepared strategic objectives and operational[br]objectives are contained in a matrix that

0:09:01.000,0:09:06.000
we shall issue to you, and it is available[br]on this resource.

0:09:06.000,0:09:17.000
It is called the 'SOA Library', standing for [br]Strategic, Operational Objectives and Activities.

0:09:17.000,0:09:23.000
Under each operational objective, we expect[br]several activities.

0:09:23.000,0:09:29.000
Your task is to select the appropriate activities[br]that suit each operational objective.

0:09:29.000,0:09:36.000
Revise the objectives if needed, so as to[br]suit your local context and situation.

0:09:36.000,0:09:45.000
Some of them can be merged, some of them can[br]be split, some of them can be reworded.

0:09:45.000,0:09:56.000
This is the planning matrix that you will use in [br]planning for disasters for your district or agency.

0:09:56.000,0:10:03.000
It shows strategic objective, operational[br]objectives, activities, responsible parties,

0:10:03.000,0:10:09.000
timing and location, and an estimate of the[br]budget.

0:10:09.000,0:10:15.000
Being operational plans, they provide this[br]level of detail so we can know who will exactly

0:10:15.000,0:10:24.000
do what in a disaster situation.

0:10:24.000,0:10:28.000
The SOA Library is a form of planning capabilities.

0:10:28.000,0:10:32.000
You will plan best on capability areas.

0:10:32.000,0:10:37.000
These are based on the SPHERE standards.

0:10:37.000,0:10:43.000
The capabilities include response management,[br]that is, minimum standards common to all disasters.

0:10:43.000,0:10:49.000
The second capability is water, in case of[br]a disaster situation that needs water.

0:10:49.000,0:10:52.000
Shelter, in case of a disaster that needs[br]shelter.

0:10:52.000,0:10:57.000
Food, in case of a disaster that needs food,[br]what will you do?

0:10:57.000,0:11:02.000
Health services, in case of a disaster that[br]requires emergency health services or that

0:11:02.000,0:11:06.000
results in a disruption of existing services,[br]what will you do?

0:11:06.000,0:11:14.000
So you feature activities that show what you[br]will do for each of these areas in case they are

0:11:14.000,0:11:21.000
needed in an emergency disaster situation.

0:11:21.000,0:11:29.000
When you make a plan based on these capabilities,[br]the 5 capabilities mentioned, this is called Capability

0:11:29.000,0:11:30.000
Based Planning.

0:11:30.000,0:11:46.000
When taken together, the sum total of capabilities[br]is what is described as 'capacity'.

0:11:46.000,0:11:54.000
These planning capabilities have been used as the [br]basis for developing new strategic objectives and

0:11:54.000,0:11:55.000
the operational objectives.

0:11:55.000,0:12:07.000
They are contained is an electronic planning[br]template called 'the SOA Library.'

0:12:07.000,0:12:14.000
In this extension activity, try and refer[br]to the SPHERE manual and map the strategic

0:12:14.000,0:12:20.000
and operational objectives to the response[br]areas that are prescribed in the SPHERE manual.

0:12:20.000,0:12:26.000
You will see that they match, however, they[br]have been revised and enhanced to include

0:12:26.000,0:12:31.000
issues that were left out and to make them[br]relevant to the Eastern Africa region.

0:12:31.000,0:12:50.000
Have a brief exercise to check on this.

0:12:50.000,0:12:55.000
Start with the capability on general response[br]management and browse.

0:12:55.000,0:13:01.000
Thereafter, look at water and sanitation and[br]see how the strategic and operational objectives

0:13:01.000,0:13:05.000
are matched to the major strategic and operational[br]areas prescribed in the SPHERE standards.