WEBVTT 00:00:00.000 --> 00:00:04.000 (English captions by Trisha Paul, University of Michigan.) 00:00:05.000 --> 00:00:09.000 In this session, you will be introduced to the principles of disaster planning and you 00:00:09.000 --> 00:00:19.000 will be introduced to the district disaster planning matrix. 00:00:19.000 --> 00:00:22.000 Why do we plan? 00:00:22.000 --> 00:00:31.000 Think about why we plan. 00:00:31.000 --> 00:00:37.000 We plan for health emergencies to get better prepared to respond to the disaster and save 00:00:37.000 --> 00:00:43.000 lives, to know there are resources needed and activities anticipated. 00:00:43.000 --> 00:00:48.000 Resources are limited and have to be used in the best possible way. 00:00:48.000 --> 00:00:55.000 Good plans should be operational, that is, simple to use, written to include operational-level 00:00:55.000 --> 00:01:03.000 detail for each and every thing there is to be done, and accompanied by standard operating 00:01:03.000 --> 00:01:06.000 procedures and checklists. 00:01:06.000 --> 00:01:13.000 Good plans are consensus-based, that is, written by a group, and they are developed by consensus 00:01:13.000 --> 00:01:17.000 among stakeholders. 00:01:17.000 --> 00:01:24.000 Good plans are capability-based, that is, based upon what we are actually capable of 00:01:24.000 --> 00:01:33.000 doing or we should prescribe activities that lead to building capabilities. 00:01:33.000 --> 00:01:40.000 Good plans are objective-based, that is, they should include measurable objectives. 00:01:40.000 --> 00:01:45.000 Good plans should be compliant, that is, they should be in line with national guidelines 00:01:45.000 --> 00:01:53.000 and policies and in addition regional guidelines and frameworks. 00:01:53.000 --> 00:01:59.000 Consensus-based planning. 00:01:59.000 --> 00:02:03.000 The best plans are written by those whom will actually implement the plan. 00:02:03.000 --> 00:02:10.000 They are viewed as "contracts" that result from the negotiation of various stakeholders. 00:02:10.000 --> 00:02:18.000 They require, the process requires a very well-organized facilitation process in order 00:02:18.000 --> 00:02:24.000 to save time and result in a product. 00:02:24.000 --> 00:02:32.000 Objectives, good disaster management objectives should be SMART. 00:02:32.000 --> 00:02:50.000 That is, Specific, Measurable, Attainable, Realistic, Time-bound, or Time-based, or Time-referred. 00:02:50.000 --> 00:02:54.000 Good objectives answer 5 questions. 00:02:54.000 --> 00:02:57.000 What tasks do we perform during the disaster? 00:02:57.000 --> 00:03:02.000 Who will perform the tasks? 00:03:02.000 --> 00:03:06.000 How will we perform the tasks? 00:03:06.000 --> 00:03:08.000 When will we perform the tasks? 00:03:08.000 --> 00:03:16.000 Where will we perform the tasks? 00:03:16.000 --> 00:03:23.000 Plans may be made according to time, that is short-term plans, intermediate term plans, 00:03:23.000 --> 00:03:31.000 and long term plans, but plans may also be made according to degree of detail, either 00:03:31.000 --> 00:03:36.000 strategic plans or operational plans. 00:03:36.000 --> 00:03:45.000 Strategic plans are broad and general, mainly in the form of protocols. 00:03:45.000 --> 00:03:50.000 They prescribe what actions are to be performed broadly. 00:03:50.000 --> 00:03:57.000 Operational plans, on the other hand, are detailed and focused and describe how actions 00:03:57.000 --> 00:04:03.000 will be performed, who will perform them, when will they be performed, with respect to 00:04:03.000 --> 00:04:13.000 the disaster, and where will these actions be performed? 00:04:13.000 --> 00:04:20.000 Strategic identification plans do identify the main strategy, provide overview of response, 00:04:20.000 --> 00:04:21.000 and identify collaborations. 00:04:21.000 --> 00:04:31.000 They do not engage operational level workers and stakeholders, they do not describe detailed 00:04:31.000 --> 00:04:44.000 actions, and they often do not provide references in the form of checklists, forms, and templates. 00:04:44.000 --> 00:04:48.000 This is an example of a matrix for operational planning. 00:04:48.000 --> 00:04:57.000 As you can see, it shows the strategic objective, the operational objectives within that strategy, 00:04:57.000 --> 00:05:07.000 the actions, the checklists, if necessary, the responsible parties, the timing with respect 00:05:07.000 --> 00:05:16.000 to the disaster, and the location with respect to the disaster. 00:05:16.000 --> 00:05:25.000 The planning cycle involves planning, in which we describe the tasks, training, in which 00:05:25.000 --> 00:05:33.000 we learn the tasks through meetings, consensus building sessions, negotiations, exercises 00:05:33.000 --> 00:05:42.000 in which we perform the tasks and test them with respect to scenarios, analysis, in which 00:05:42.000 --> 00:05:47.000 we review the performance of these tasks with respect to the exercises for disasters that 00:05:47.000 --> 00:05:48.000 have occurred. 00:05:48.000 --> 00:05:56.000 And then we plan again, or improve the plan. 00:05:56.000 --> 00:06:03.000 In a plan, collaborate with others, prepare the plan, highlight standards and indicators, 00:06:03.000 --> 00:06:09.000 assign tasks, and make relevant checklists, if possible, to guide the implementers on what 00:06:09.000 --> 00:06:15.000 we mean by a given operation. 00:06:15.000 --> 00:06:16.000 Training. 00:06:16.000 --> 00:06:22.000 Train response teams, ensure that tasks are learned, conduct exercises and drills, and 00:06:22.000 --> 00:06:26.000 assess performance of exercises. 00:06:26.000 --> 00:06:27.000 Exercise. 00:06:27.000 --> 00:06:34.000 Implement the plan, implement the pre-disaster activities, implement response activities 00:06:34.000 --> 00:06:36.000 in case of a disaster. 00:06:36.000 --> 00:06:42.000 Implement the post disaster activities after the disaster. 00:06:42.000 --> 00:06:43.000 Analysis. 00:06:43.000 --> 00:06:50.000 Monitor and evaluate the plan, check on actual performance, assess what worked and what did 00:06:50.000 --> 00:06:57.000 not work, improve the plan, this is called plan maintenance. 00:06:57.000 --> 00:07:02.000 Problem issues in current disaster plans include the fact that they are cumbersome to use, 00:07:02.000 --> 00:07:08.000 checklists that fail or are not really meant for the disaster, focus on tasks rather 00:07:08.000 --> 00:07:15.000 than management, many possible hazards and scenarios, so we try to plan for every possible 00:07:15.000 --> 00:07:21.000 hazard that is likely to meet our district, and then lack of clear objectives and measures of effectiveness; 00:07:21.000 --> 00:07:32.000 how do we know that we have responded appropriately? 00:07:32.000 --> 00:07:38.000 Challenges of emergency management planning for public health emergencies. 00:07:38.000 --> 00:07:45.000 Planning must be written by consensus among all stakeholders, that is planners, responders, 00:07:45.000 --> 00:07:46.000 and managers. 00:07:46.000 --> 00:07:53.000 Planning should not be an end in itself, and it should not be more important than the plan. 00:07:53.000 --> 00:08:04.000 It should be a way for everyone to learn the plan so that it is implemented 00:08:04.000 --> 00:08:12.000 You shall know be introduced to the district disaster planning matrix. 00:08:12.000 --> 00:08:17.000 The SOA matrix is used for planning for disasters. 00:08:17.000 --> 00:08:25.000 It stands for Strategic Objectives, Operational Objectives, and Activities. 00:08:25.000 --> 00:08:32.000 Districts are already used to planning using matrices. 00:08:32.000 --> 00:08:36.000 The strategic objectives in the matrix have already been prepared for you based on the 00:08:36.000 --> 00:08:38.000 SHERE Standards. 00:08:38.000 --> 00:08:44.000 The operational objectives have already been prepared for you based on the SPHERE Standards. 00:08:44.000 --> 00:08:50.000 These were prepared by the regional disaster management training team, and discussed and 00:08:50.000 --> 00:08:54.000 analyzed. 00:08:54.000 --> 00:09:01.000 These prepared strategic objectives and operational objectives are contained in a matrix that 00:09:01.000 --> 00:09:06.000 we shall issue to you, and it is available on this resource. 00:09:06.000 --> 00:09:17.000 It is called the 'SOA Library', standing for Strategic, Operational Objectives and Activities. 00:09:17.000 --> 00:09:23.000 Under each operational objective, we expect several activities. 00:09:23.000 --> 00:09:29.000 Your task is to select the appropriate activities that suit each operational objective. 00:09:29.000 --> 00:09:36.000 Revise the objectives if needed, so as to suit your local context and situation. 00:09:36.000 --> 00:09:45.000 Some of them can be merged, some of them can be split, some of them can be reworded. 00:09:45.000 --> 00:09:56.000 This is the planning matrix that you will use in planning for disasters for your district or agency. 00:09:56.000 --> 00:10:03.000 It shows strategic objective, operational objectives, activities, responsible parties, 00:10:03.000 --> 00:10:09.000 timing and location, and an estimate of the budget. 00:10:09.000 --> 00:10:15.000 Being operational plans, they provide this level of detail so we can know who will exactly 00:10:15.000 --> 00:10:24.000 do what in a disaster situation. 00:10:24.000 --> 00:10:28.000 The SOA Library is a form of planning capabilities. 00:10:28.000 --> 00:10:32.000 You will plan best on capability areas. 00:10:32.000 --> 00:10:37.000 These are based on the SPHERE standards. 00:10:37.000 --> 00:10:43.000 The capabilities include response management, that is, minimum standards common to all disasters. 00:10:43.000 --> 00:10:49.000 The second capability is water, in case of a disaster situation that needs water. 00:10:49.000 --> 00:10:52.000 Shelter, in case of a disaster that needs shelter. 00:10:52.000 --> 00:10:57.000 Food, in case of a disaster that needs food, what will you do? 00:10:57.000 --> 00:11:02.000 Health services, in case of a disaster that requires emergency health services or that 00:11:02.000 --> 00:11:06.000 results in a disruption of existing services, what will you do? 00:11:06.000 --> 00:11:14.000 So you feature activities that show what you will do for each of these areas in case they are 00:11:14.000 --> 00:11:21.000 needed in an emergency disaster situation. 00:11:21.000 --> 00:11:29.000 When you make a plan based on these capabilities, the 5 capabilities mentioned, this is called Capability 00:11:29.000 --> 00:11:30.000 Based Planning. 00:11:30.000 --> 00:11:46.000 When taken together, the sum total of capabilities is what is described as 'capacity'. 00:11:46.000 --> 00:11:54.000 These planning capabilities have been used as the basis for developing new strategic objectives and 00:11:54.000 --> 00:11:55.000 the operational objectives. 00:11:55.000 --> 00:12:07.000 They are contained is an electronic planning template called 'the SOA Library.' 00:12:07.000 --> 00:12:14.000 In this extension activity, try and refer to the SPHERE manual and map the strategic 00:12:14.000 --> 00:12:20.000 and operational objectives to the response areas that are prescribed in the SPHERE manual. 00:12:20.000 --> 00:12:26.000 You will see that they match, however, they have been revised and enhanced to include 00:12:26.000 --> 00:12:31.000 issues that were left out and to make them relevant to the Eastern Africa region. 00:12:31.000 --> 00:12:50.000 Have a brief exercise to check on this. 00:12:50.000 --> 00:12:55.000 Start with the capability on general response management and browse. 00:12:55.000 --> 00:13:01.000 Thereafter, look at water and sanitation and see how the strategic and operational objectives 00:13:01.000 --> 00:13:05.000 are matched to the major strategic and operational areas prescribed in the SPHERE standards.