Template for WHO Strategy in Disasters

WHO WESTERN PACIFIC REGIONAL OFFICE _____________________ A Template for Planning WHO Action in Disasters Version 1.5 February 2007 The issue of this document does not constitute a formal publication of the World Health Organisation. The material presented here does not constitute a formal commitment by WHO or its Regional and Country Offices. This document is shared with partners as a reference document for assisting in the preparation of institutional and national policies and plans for disasters. It should not be reviewed, abstracted or quoted without the permission of WHO.This document provides a guide to WHO/WPRO country offices in setting an operational framework for guiding WHO action after a natural disaster. This material is generic and idealistic; it is meant to be used as a template to develop a situation-specific and country-specific operational plan. OPERATIONAL GOALS AND OBJECTIVES The goal of a WHO humanitarian operation after a natural disaster is: Template for WHO Strategy in Disasters 219 1. to provide support to national health authorities and their health sector partners to plan, implement and evaluate measures to protect the health and safety of the population of the affected area. 2. to provide leadership to the international community as head of the IASC Health Cluster. This can be achieved by focussing on three objectives: 1. Supporting mechanisms to identify, document and meet immediate and ongoing humanitarian needs; 2. Facilitating the restoration of function of essential medical and public health services; 3. Establishing and/or supporting mechanisms for ensuring and documenting that relief, recovery and reconstruction activities in health and related sectors are appropriate, adequate and sufficient in terms of quality, access and coverage. These objectives can be achieved using the following strategy. Any WHO/EHA humanitarian action programme will: 1. focus on disaster affected districts and populations. However, wherever possible inputs will be directed towards achieving province wide benefits and outcomes, and on occasions, country wide; 2. work within the standard areas of WHO competence - capacity building, resource mobilisation, information systems and coordination mechanisms; 3. not provide direct services to people or communities unless urgent needs are not being met and where those gaps pose severe and immediate risks to health or safety; 4. promote and support the recovery of services that address the pre-requisites for health (such as livelihoods, food supply, nutrition, shelter, water supply and sanitation) and monitor that they are being addressed appropriately and sufficiently by all concerned agencies; 5. provide technical, financial, organisational and logistical support to the provincial and district health authorities to enable them to re-establish public health and curative services, with special attention to primary health care; 6. strengthen health sector coordination mechanisms developed by government, World Bank, donors and multilateral agencies at provincial, district and local levels through active WHO participation and by facilitating effective participation of national health authorities; 7. promote and support the delivery of appropriate preventative, curative, rehabilitative and promotative services to displaced populations, both while living in temporary settlements and during their resettlement, return or relocation. The objectives can be achieved by organising WHO action into four areas of work. Staff will be assigned or recruited according to the needs of the Areas of Work and will function in collaborative teams under each area of work. The areas of work below are what WHO has to do in an emergency. They are also what all WHO offices must prepare themselves for BEFORE there is an emergency.AREAS OF WORK ______________________________________________________________________________________________ ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters WORK AREA 1 PURPOSE To ensure international relief and recovery operations in health are comprehensive, adequate, appropriate, effective, timely and ethical COMPONENTS Organise and chair regular meetings of health cluster member agencies to: Specifically: Develop and maintain a database of contact information, location of operations and services provided by all member agencies. Plan and conduct initial and follow-up assessment exercises. Prepare and disseminate joint sitreps, press releases and operations reports. Reach consensus on areas of responsibility and areas of operation for each member agency. Identify and resolve gaps, overlaps, duplications or conflicts in resources, services, access or coverage. Facilitate the development of common standards for reporting and for systems / mechanisms which collate, store, map and disseminate health data and health information. Facilitate the preparation, publication and dissemination of operation-specific technical guidelines and public information / health education material. Facilitate dialogue, consensus building and problem solving between member agencies and between the international community and government. Generally: Promote the adoption of national policies and practices as the basis for planning projects and implementing operations. Promote the adoption of internationally accepted benchmarks, standards and protocols such as on breast feeding, essential drugs, drug donations, DOTS, HIV/AIDS etc. Facilitate the development of common approaches and strategies for operational planning and resource mobilisation. Facilitate the setting of common goals, standards and benchmarks for projects and programmes. Promote the adoption of common standards and specifications for the purchase of equipment and supplies. Identify the need for and facilitate the planning of nonroutine information gathering exercises, such as operational research, surveys and studies. 319 EXPECTED RESULTS There are no gaps, overlaps, duplications or conflicts of resources, services access, or coverage; Reliable and appropriate information is available and accessible; Effective and appropriate health services are available and accessible to a high proportion of the affected population; Coordination of International Assistance as lead agency of the Health Cluster ______________________________________________________________________________________________ ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters WORK AREA 2 PURPOSE To ensure quality of, coverage of, and access to, effective and appropriate essential health services COMPONENTS Support government and the international community to undertake an early Damage and Needs Assessment, focussing on health sector structural damage, equipment loses, personnel needs, access and communications issues and setting priorities for meeting urgent medical and public health needs; Support for national and local authorities to work with and through national and local non-governmental groups to ensure that essential health care services are appropriate, adequate and sufficient in terms of quality, access and coverage; including availability of essential drugs; direct and referral services for life threatening noncommunicable diseases, trauma care, emergency care and disability care; and critical diagnostic and support services such as laboratories and blood banks; Support for health authorities to establish systems for the collection, analysis and dissemination of information on injuries, disabilities, mental health, nutrition status and water quality; Support for agencies working in nutrition, mental health, reproductive health and child health to procure essential supplies Support for agencies working in water, sanitation and waste disposal through strengthening laboratory for water quality testing, procuring essential supplies and promoting personal hygiene and food safety. Establish mechanisms for:  supporting the MOH to co-ordinate all providers of care  ensuring conformity with nationally agreed protocols  offering relevant technical advice and training. Provide analysis of health sector human resources needs and assist health authorities to devise appropriate strategies to recruit, train, retain, and motivate key health personnel, including re-starting training programmes disrupted by the disaster; 419 EXPECTED RESULTS Reliable and appropriate information for all levels of decision making and service delivery is available; Minimum resource needs for essential health services are being met; Health services support systems such as IT, transport, communications and logistics are in place and functioning; Essential health services are available and accessible to a high proportion of the population; Organisation and Delivery of Essential Health Services WORK AREA 3 Care of the dead, injured and disabled PURPOSE To prevent excess disability, morbidity and mortality from injury and violence COMPONENTS Support for health authorities in developing/enhancing and maintaining injury and disability surveillance/registry/tracking systems through technical advice, training and provision of supplies. Support for the national authorities in developing/enhancing to retrieve, store and identify the dead, determine cause of death and return the dead, with appropriate counselling, to family members. Support for health and related authorities in developing/enhancing systems to retrieve and transport the injured, provide onsite first aid and primary care, register the injured and track their outcomes, provide emergency wound care and emergency surgery, and follow up cases after discharge. Support for hospitals in developing/enhancing systems for providing support services such as blood banks, orthotics; prosthetics; dental care; spinal, burns, head injury and amputee care and disability care; EXPECTED RESULTS Mortality rates in the prehospital chain are low; Incidence of wound infections, including tetanus, is low; Case complication rates are low; Public satisfaction with services for the care of the dead is high; WORK AREA 4 Communicable Disease Surveillance and Control PURPOSE To prevent excess morbidity and mortality from diseases of epidemic potential (DEP), vaccine preventable disease (VPD), vector born diseases (VBD) and diseases of public health significance (DPHS) COMPONENTS Support for health authorities to sustain a communicable disease surveillance, alert and investigation system through technical advice, training and provision of supplies. Support for the national EPI programme to re-establish surveillance and control activities, and to implement an emergency vaccination programme against measles. Support for the national TB Control and HIV-AIDS programme to re-establish surveillance, prevention and control activities; Support for the Vector Born Diseases Control programmes to re-establish surveillance, prevention and control activities, particularly for malaria and dengue; EXPECTED RESULTS Cases of Diseases Of Epidemic Potential are identified and outbreaks controlled; Incidence of Vaccine Preventable Diseases is low; Detection of TB, dengue and malaria cases is effective and mortality is low; Public awareness on issues related to disease prevention and control is high; ______________________________________________________________________________________________ ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters WORK AREA 5 PURPOSE To facilitate effective and efficient identification, acquisition, use of and accounting for resources for health sector service delivery, in recovery and reconstruction COMPONENTS Build capacity of provincial and district health authorities to: o monitor and report on the health status of populations; o maintain an overview of national and external service providers and resources planned and available through provision of technical advice, training, repair and refurbishment of premises, equipment, supplies, transport, and operating costs. Work with UN joint planning mechanisms to ensure sufficient, adequate and appropriate inputs are being made to shelter, water and sanitation, livelihoods, food and nutrition. Ensure that the activities of WHO are planned, executed and coordinated with district and sub-district health care systems. Work with Government, UN agencies, multilateral and bilateral donors to agree a common approach to rehabilitation and reconstruction, which includes identifying and addressing future disaster risk reduction opportunities. 519 EXPECTED RESULTS Provincial and district health offices are staffed, organised and resourced, and their services are functioning adequately; Systems and tools for providing the evidence base for developing policies and strategies for rehabilitation and reconstruction are in place and functioning; Coordination systems at national, provincial, and district levels are established and functioning; Local multi sectoral disaster risk reduction policies and plans are in place; Health Policy, Planning and Coordination PROGRAMME POLICY1: A humanitarian assistance programme will be implemented in the spirit if the following policy principles:  The Ministry of Health, the Provincial Health Office and the District Health Offices must direct all health sector actions;  International health sector partners must strengthen or re-build the national public health system, rather than create parallel structures;  Local institutions and local NGO are preferred implementing partners whenever reasonable and feasible;  Communities and local institutions must be part of assessment, planning and evaluation processes;  Assistance to displaced and host populations must be provided on the basis of assessed need;  SPHERE standards should be met wherever feasible and possible;  Where appropriate, recovery and reconstruction should be to standards higher than those prevailing before the disaster (including better policies and reduced vulnerability in case of future disasters) but those standards must be compatible with the systems and practices of the country and implementation must take into account the absorption capacity at local level;  Disaster Risk Reduction at national and local level, addressing issues of hazard reduction, vulnerability reduction and emergency preparedness, must be addressed in all recovery and reconstruction planning;  All programme planning must include allocation of specific resources for routine monitoring and for undertaking evaluations of outcomes and impact. These principles will be applied under the following policy framework: 1. A population-based approach to ensuring health security of affected populations. Populations at particular risk of poor health outcomes (vulnerable groups) must be identified and the degree to which their needs are being anticipated and met must be monitored. It is not sufficient to make assumptions about vulnerability (e.g. all women and children are de facto vulnerable) – labelling of groups as “vulnerable” must be evidence based and selecting them for priority access to limited resources must be justified by the available data. Clear identification and enumeration of beneficiary populations and target groups is needed, as well as systematic monitoring of standard health and nutrition indicators including indicators of maternal, noncommunicable, injury, disability, child, adolescent, elderly and psychosocial health status. 1 The EHA Programme will function as an integral part of the overall WHO Country Programme, with close technical supervision by regular Country Office staff. ______________________________________________________________________________________________ ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters 619 2. Support to Provincial and District Health Offices is provided in coordination with the Ministry of Health. The local health system must be effective in:  directing public health policy and planning;  monitoring the quality, appropriateness, coverage and accessibility of preventative, curative, rehabilitative and promotative services; and  co-ordinating the implementation activities of all actors in the health sector. 3. WHO supported activities designed and implemented according to the mandated role of WHO, and implemented through established WHO partnerships with and through: (i) the national, provincial and local health authorities, as well as public health schools and research institutes; (ii) public-private partnerships; (iii) the UN system as the "health arm of the UN"; and national and international NGO, institutes and organisations as the “lead agency in the health sector”.PROGRAMME MANAGEMENT STRUCTURE For the work of WHO to be effective and reliable, robust mechanisms for programme implementation supported by streamlined administrative and financial procedures are needed, coupled with strong logistics and security services, all functioning in a flexible and responsive manner to the evolving needs and circumstances2. This will require providing clear lines of authority and relevant terms of reference for staff as well as careful candidate selection. Core staff may need be posted in the field for a considerable period. Working under the supervision of the WHO Representative, the EHA Programme Manager will administer and monitor the policy and strategy basis of the programme and represent the organisation in Government and UN/international forums on all issues related to relief operations. The Programme Manager will lead a Programme Support team to provide direct and specific administrative and operational support to the Field Office, with close collaboration from the administrative staff of the country office. The EHA Field Office Manager, also under the supervision if the WR and in close coordination with the EHA Programme Manager, will supervise the implementation of the programme in the field and represent the organisation with Government and in UN/international forums in the field. A core team of Medical, Technical and National Programme Officers, supplemented by Short Term Consultants and local experts recruited under specific work plans, will provide essential technical, programming and management skills. They will work in teams to ensure coherence and synergy between technical areas and to facilitate a health systems approach to overall programme planning. They will work closely with local health authorities, NGO and other service providers to promote a population-based approach to planning and to monitor health trends, identify redundancies, gaps and overlaps. Teams leaders will play an active role in local UN coordination arrangements. A framework for health sector recovery, prepared jointly by WHO, Government, donors, the World Bank and the international community will inform and direct WHO actions. A Field Office Administration team will ensure that the personnel, finance, transport, supplies, procurement, security, welfare, IT, communications and other key operational areas are linked together effectively, deployed efficiently where needed, and responsive to problem solving needs. PROGRAMME COORDINATION MECHANISMS Management and coordination mechanisms will ensure that: - Strategy and workplans are developed according to overall WHO policy and strategy for the operation, and implementation is linked and monitored; - Supervision and guidance is provided to staff members on issues related to administration, logistics, security, travel, finance, human resources, reporting etc.; - Internal WHO coordination occurs through: a. Senior management meetings between the field and the WRO; 2 Including ensuring safe and healthy working and living conditions for WHO field staff. ______________________________________________________________________________________________ ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters 719 - b. Senior staff meetings in the field and in the WRO; c. Staff meetings in the field and in WRO; d. Ongoing technical liaison between the field, the WRO, the RO and HQ; External coordination occurs with: a. District/ Provincial/ Ministry of Health officers; b. UN Agencies, NGO, donors, institutes, etc.; PROGRAMME MONITORING MECHANISMS Weekly activity monitoring. Tracking implementation progress is a core management responsibility of the EHA Field Office Manager. Weekly field reports will be prepared and submitted to the WR through the EHA Programme Manager. These will be consolidated into analytical programme reports for circulation within WHO as well as to government, partners and donors. Monthly programme review. The EHA Programme Manager will chair monthly strategic review meetings to review overall progress with the Programme. Regional Office participation in these reviews is desirable. Programme strategic review. A comprehensive review of the programme in a workshop format, with participation from EHA programme staff, WRO, RO and HQ staff, Government, UN, NGO and donors should be held after the first 6 months. ACRONYMS APW EHA HQ NPO PHO RO SSA STC STP UN NGO WHO WRO Agreement for the Performance of Work Emergency and Humanitarian Action WHO Headquarters, Geneva National Programme Office Provincial Health Office Regional Office Special Services Agreement Short Term Consultant Short Term Professional United Nations Non Governmental Organisation(s) World Health Organisation WHO Representative’s Office ______________________________________________________________________________________________ ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Core Management Structure WHO Representative WHO Country Team Work Areas Communicable Disease Surveillance and Control Organisation and Delivery of Essential Health Services Health Policy, Planning and Coordination Medical/Technical Officers STP and NPO Organised in teams under the work areas, supported by additional STC recruited according to short term needs identified in workplans EHA Field Office Manager EHA Programme Manager Field Administration Programme Support Administration Officer – STP Planning/tracking/reporting Officer – STP Information Officer – STP Logistics Officers – STP Finance Office – NPO Security IT/communications support Transport Supplies and procurement Secretaries Receptionists Translators Drivers Housing/cleaners Medical Officer – STP Senior Administration Officer – STP Senior Logistics Officer –STP Senior Information Officer – STP Programme assistants - NPO Secretaries – SSA = coordination = supervision Total Staffing Needs: STP STC NPO/SSA - Template for WHO Strategy in Disasters Field Office Structure EHA Field Office Manager 919 Total Staffing Needs: STP STC NPO/SSA - Communicable Disease Surveillance and Control STP Epidemiologist Environmental Health Public Health Laboratory Data Management National staff Field Investigation Hospital Surveillance Vector Born Diseases Entomologist TB Control Water Quality Hygiene/Waste Management Organisation and Delivery of Essential Health Services STP District Health Services Essential Drugs Mental Health Health Facility Watsan National staff District Health Services Reproductive Health Child/adolescent Health Health Facility Watsan Hygiene/Waste Management EPI Health Policy, Planning and Coordination STP Health Systems Health Information System Human Resource Planning NGO Liaison National staff Health Systems Health Planning Health Information System NGO Liaison x1 WHO Country Team _______________________________________________________________________________________________________________________________________________ D:\Docstoc\Working\pdf\ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters 1019 POST DESCRIPTIONS3 First Tier Managers Post/grade Supervisor Duty Station Posts EHA Programme Manager STP P5 Reporting to the WR EHA EHA Field Office Manager STP P4 Reporting to the WR EHA Medical Officers STP P4 EHA Field Office Manager To have general public health background but each has particular expertise - health systems, epidemiology, health information systems, environmental health Planning Officer STP P3 EHA Programme Manager background background Areas of Responsibility In collaboration with the EHA Field Office Manager, WHO country office staff, government, donors and the international community: Consult with RO and HQ on the development and application of WHO global and regional policy/procedures issues; Define the overall policy, strategy, goals and objectives of the operation and monitor progress; Negotiate and coordinate internal resource mobilisation with HQ and RO, though close liaison with counterparts in PER, BFO, BUD, SUP and TRAVEL, as well as the relevant technical units Lead negotiations with donors Area 1 Area 2 In collaboration with the EHA Programme Manager, WHO country office staff and provincial representatives of government, donors and the international community: Supervise the implementation of work plans according to agreed policies and strategies; Monitor progress of work plans; Supervise the preparation of regular implementation reports; Supervise the preparation and submission of proposals and requests for WHO internal resource mobilisation and regular implementation reports In collaboration with WHO country office staff and provincial/district representatives of government, donors and the international community: Manage the implementation of work plans; Manage the preparation of progress reports; In collaboration with the EHA Field Office Manager, WHO country office staff, government, donors and the international community: Lead the preparation and submission of proposals and requests for WHO internal resource mobilisation; Lead the preparation and submission of regular implementation reports; Lead the preparation and submission of proposals to WHO; Lead the preparation and submission of regular implementation reports for WHO Lead the preparation and Prepare and submit proposals and requests for WHO internal resource mobilisation and regular implementation reports Area 3 3 Supervise the preparation and Prepare programme proposals Columns should be read DOWN to view all the functions of any post, and ACROSS to view how different posts collaborate or work together in the same area of responsi- bility; _______________________________________________________________________________________________________________________________________________ D:\Docstoc\Working\pdf\ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters 1119 EHA Programme Manager for mobilisation of external resources and/or reprogramming /rescheduling of existing contracts if necessary EHA Field Office Manager submission of programme proposals to donors and regular implementation reports for successful proposals Medical Officers to donors and regular implementation reports for successful proposals Planning Officer submission of proposals to donors; Lead the preparation and submission of regular implementation reports for donors and the international community Participate in decision making processes with government; Participate in coordination meetings organised by the international community, particularly those related to planning issues Collaborate on the preparation of programme specific technical guidelines and recommendations Area 4 Area 5 Lead WHO participation in decision making processes with government Lead WHO participation in coordination meetings organised by the international community Lead WHO participation in decision making processes with provincial government Lead WHO participation in provincial level coordination meetings organised by the international community Supervise the preparation of programme specific technical guidelines and recommendations Lead WHO participation in decision making processes with local government Lead WHO participation in local level coordination meetings organised by the international community Prepare programme specific technical guidelines and recommendations Area 6 Area 7 Area 8 Authorise programme specific procedures and practices; Authorise the issue of programme specific technical guidelines and recommendations Authorise information for official release; Supervise preparation, release and distribution of all reporting requirements; Give media interviews and clear press releases Provide briefing and debriefing for programme staff Supervise the preparation of technical information for official release; Supervise the preparation of field sitreps, operations and technical reports; Prepare technical information for official release; Coordinate the preparation of contributions to field sitreps, operations and technical reports; Provide briefing and debriefing for programme staff Lead the preparation and submission of field sitreps, operations and technical reports; Provide briefing and debriefing for programme staff Area 9 Provide briefing and debriefing for programme staff; Ensure all staff and equipment comply with security arrangements; Submit incident reports to WHO and UNSECCORD; _______________________________________________________________________________________________________________________________________________ D:\Docstoc\Working\pdf\ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters 1219 EHA Programme Manager Area 10 Authorise hiring of new staff, supervise local staff, authorise leave, take disciplinary action when needed, assign tasks and monitor staff performance; EHA Field Office Manager Supervise the development of TOR for new posts/local hire and propose candidates where possible; Supervise local staff, assign tasks and monitor staff performance; Chair internal WHO team meetings Medical Officers Supervise local staff, assign tasks and monitor staff performance; Planning Officer Provide support to planning process in the MOH, including the development of programme proposals to strengthen planning capacity in the PHO and MOH; Area 11 Chair internal WHO team meetings Chair internal WHO team meetings Second Tier Managers Post/grade Supervisor Duty Station Posts Areas of Responsibility Area 1 EHA Administration Officer STP P4 AO/WRO Field Administration Officer STP P3 EHA Field Office Manager Field Finance Officer NPO Field Administration Officer In collaboration with the Senior Programme Manager, WHO country office staff, government, donors and the international community: Supervise the administration of the operation, including preparation of contracts for international and local staff, travel authorisations for international and local hire, organising international and local travel arrangements, communicating with staff under recruitment and organising security briefings In collaboration with the EHA Administration Officer, WHO country office staff and provincial representatives of government, donors and the international community: Supervise the administration of the field operation, including preparation of contracts for local staff, travel authorisations for international and local hire, organising local travel, making local payments and organising security briefings; Area 2 Support administrative and personal needs of team members, including preparation, maintenance and distribution of briefing materials and contact lists, establishing and managing an operations Support administrative and personal needs of team members, including preparation, maintenance and distribution of briefing materials and contact lists, establishing and managing an operations In collaboration with the Field Administration Officer, WHO country office staff and provincial representatives of government, donors and the international community: Establish and operate a petty cash account; Make cash payments and local purchases within delegation of authority and prepare requests for payments when beyond this limit; Establish and operate a payroll system for people paid on a daily basis; Establish an overtime approval system and maintain records of all approved overtime; transmit overtime data to WRO; Negotiate leases for houses, offices and warehouses; Ensure provision of utilities and services to the office; Arrange for building repair and mainte- _______________________________________________________________________________________________________________________________________________ D:\Docstoc\Working\pdf\ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters 1319 EHA Administration Officer rooms, organising contract extensions and visa extensions, making local travel and accommodation arrangements, arranging translation services, hiring additional staff, problem solving, etc. Design and manage operation specific filing, archiving, library and database systems for storing and monitoring technical documents and administrative documents related to supplies, personnel, finance, budget and travel information Organise and manage IT support to the office, including issuing new email accounts, managing common access server files and managing group email accounts Field Administration Officer rooms, organising contract extensions and visa extensions, making local travel and accommodation arrangements, arranging translation services, hiring additional staff, problem solving, etc. Manage operation specific filing, archiving, library and database systems for storing and monitoring technical documents and administrative documents related to supplies, personnel, finance, budget and travel information Organise and manage IT support to the field operation, including issuing new email accounts, managing common access server files and managing group email accounts Supervise the operations and maintenance of the communications systems; Supervise the application and administration of UNSECCORD security requirements for WHO employees and equipment; Brief new staff on security procedures; Prepare incident reports for submission to WHO and UNSECCORD when required; Contribute to the preparation of sitreps and operations reporting system; Recruit and supervise local staff such as drivers, guards and cleaners; Supervise the maintenance and submission of vehicle logs, overtime sheets and recording fuel purchases; Recruit and supervise local clerical and secretarial staff Act as secretary to WHO team meetings nance; Field Finance Officer Area 3 Area 4 Area 5 Area 6 Area 7 Area 8 Contribute to the preparation of sitreps and operations reports; Supervise administrative, clerical and secretarial staff Area 9 Act as secretary to WHO team meetings Third Tier Managers _______________________________________________________________________________________________________________________________________________ D:\Docstoc\Working\pdf\ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters 1419 Post/grade Supervisor Duty Station Posts Areas of Responsibility Senior Information Officer STP P4 EHA Programme Manager Information Officer P3 EHA Field Office Manager STP STP EHA Senior Logistician P4 Administration Officer Logistician STP P3 Senior Logistician In collaboration with the Field Office Manager, WHO country office staff, government, donors and the international community: Supervise the preparation of sitreps for RO, HQ and for public release Area 1 Area 2 Participate in, and prepare reports from, coordination meetings, workshops and conferences In collaboration with the Senior Programme Manager, WHO country office staff and provincial representatives of government, donors and the international community: Preparation of sitreps in collaboration with Field Office Manager, Senior Administration Officer, Logistics Officers and Medical Coordinators Participate in and prepare reports from in local coordination meetings, workshops and conferences In collaboration with the Senior Programme Manager, Field Office Manager, WHO country office staff, government, donors and the international community: Organise and manage the procurement, warehousing and disbursement system In collaboration with the Field Office Manager, WHO country office staff, government, donors and the international community: Organise and manage local procurement, disbursement and warehousing; Submit weekly status reports; Organise and manage office transport, including supervising drivers rota and logs, as well as systems for tracking fuel and maintenance records; Recruit, train and supervise local staff; Organise and manage an logistics information, inventory and reporting systems Area 3 Supervise the preparation of general reports of the actions taken during the operation Area 4 Area 5 Manage requests from information from the media.; Organize press conferences and briefings as required; Respond to requests for information from RO and HQ Provide overall strategic direction; set objectives for staff Prepare monthly overview reports of key WHO achievements, supplies distributed, funding disbursed; Produce general reports of the actions taken during the operation Manage requests from media based in the field; Organize press conferences and briefings as required; Identify and recruit staff; Organise and manage WHO staff accommodation and offices; Strengthen the PHO coordination function to provide Provide briefing and debriefing for programme staff Prepare monthly reports for logistics operations; _______________________________________________________________________________________________________________________________________________ D:\Docstoc\Working\pdf\ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008 Template for WHO Strategy in Disasters 1519 Senior Information Officer and monitor their implementation; establish a plan and timeline for handing this function over to the PHO; Standardise, collate and coordinate the dissemination of health information; Collect and disseminate health sector assessments and reports; Identify key information gaps; Establish a system for coordinating health information collection and dissemination; Information Officer accurate and up-to-date information on the activities of health partners (geographical, technical and financial); Work with PHO on reestablishing the provincial health information system, ensuring participation of key health partners; Liaise with local and international data mapping agencies (OCHA) to provide health data and ensure dissemination in the health sector. Senior Logistician Logistician Area 6 Ensure all WHO operations are MOSS compliant; Work with interagency and WHO security staff to maintain WHO operations as MOSS compliant; _______________________________________________________________________________________________________________________________________________ D:\Docstoc\Working\pdf\ddf14813-0e89-4d97-991a-686f44c15337.doc Date printed: 16/11/2008