Proactive management of Natural disaster: Dear All

[Guest guest]

Best Practices in

Humanitarian Information Management and Exchange

Preamble

Interested practitioners in the field of information management,

including government

representatives and institutions, UN agencies, non-governmental organizations

(NGOs), academia and the private sector, met to take

stock of achievements in the humanitarian information management field, to

identify future challenges and to agree on next steps.

Based on their collective experience,

the participants endorsed this statement as a vision for the future and a

prescription for action.

By endorsing this statement participants agreed to

1) share its contents with their respective organizations; 2) raise these

issues with international institutions and actors for broader discussion and

implementation; and 3) work with OCHA to follow up on its recommendations.

Overview

Timely and accurate information is recognized

as integral to humanitarian action in both natural disasters and complex

emergencies. The international

humanitarian community's ability to collect, analyze, disseminate and act on

key information is fundamental to effective response. Better information leading to improved

response directly benefits affected populations. Over time, improved assessment

of impacts and responses through better data collection and management

contributes to a more complete global database on disaster impacts, leading to

better risk assessment and targeting of prevention and preparedness activities.

The Symposium recognized

that considerable progress has been made to date in developing information

systems, tools and Web sites and in establishing standards for their use. In particular, participants acknowledged the

ReliefWeb, Integrated Regional Information Network (IRIN) and the Humanitarian

Information Center (HIC) models as successful examples of international and

field-level activities and services that form a solid basis for future

work. But much

remains to be done to build upon these approaches and continue to meet the

demands of decision-makers and other stakeholders.

Principles of

Humanitarian Information Management and Exchange

The Symposium affirmed the

fundamental principle that the purpose of humanitarian assistance is to assist

affected and at-risk people. Information

management and exchange should reflect this humanitarian imperative and promote

more effective humanitarian action.

Symposium participants also

identified the following operational principles to guide information management

and exchange activities:

Accessibility. Humanitarian information

and data should be made accessible to all humanitarian actors by applying

easy-to-use formats and by translating information into common or local

languages when necessary. Information and data for humanitarian purposes should

be made widely available through a variety of online and offline distribution

channels including the media.

Inclusiveness. Information management and exchange should be

based on a system of collaboration, partnership and sharing with a high degree

of participation and ownership by multiple stakeholders, especially

representatives of the affected population.

Inter-operability. All sharable data and information should be

made available in formats that can be easily retrieved, shared and used by

humanitarian organizations.

Accountability. Users must be able to evaluate the reliability

and credibility of data and information by knowing its source. Information providers should be responsible

to their partners and stakeholders for the content they publish and

disseminate.

Verifiability. Information should be

accurate, consistent and based on sound methodologies, validated by external

sources, and analyzed within the proper contextual framework.

Relevance. Information should be practical, flexible,

responsive, and driven by operational

needs in support of decision-making throughout all phases of a

crisis.

Objectivity. Information managers should consult a variety

of sources when collecting and analyzing information so as to provide varied

and balanced perspectives for addressing problems and recommending solutions.

Humanity. Information should never be used to distort, to

mislead or to cause harm to affected or at-risk populations and should respect

the dignity of victims.

Timeliness. Humanitarian information should be collected,

analyzed and disseminated efficiently, and must be kept current.

Sustainability. Humanitarian information

and data should be preserved, cataloged and archived, so that it can be

retrieved for future use, such as for preparedness, analysis, lessons learned

and evaluation.

Key

Issues

In support of these principles, Symposium

participants highlighted a number of key themes to be considered when

developing and implementing humanitarian information management and exchange

systems.

1) User

Requirements

The

Symposium emphasized that information management systems should meet the

clearly defined needs of users and decision-makers, and aim to reduce the

effects of information overload.

2) Quality of Data and

Information

To be useful, data and information must be relevant,

accurate and timely. Ensuring quality

requires the development of, and adherence to, standards for information

collection, exchange, security, attribution and use. In addition, it is vital to maintain a strong

sense of professional ethics at every stage of information system design and

implementation, including such elements as independence and impartiality, in

pursuit of humanitarian action.

3) Technology

Technology

is a powerful enabler. Technology should

not, however, undermine, distort or overshadow content. Achieving humanitarian

objectives by using technology is not primarily a question of hardware and

software, but rather of cost-effectiveness and appropriateness for achieving

desired humanitarian outcomes.

Information system designers should consider explicit and proactive

efforts for making systems relevant and easy to use, particularly in remote

areas. This includes bridging the

technological divide by building capacity, promoting the exchange of knowledge

and skills between local and international actors and making information

available through a variety of means in a variety of formats. Human judgment, rather than technology, is

the basis for operational decisions.

4) Partnerships

Successful

information management systems encourage openness, inclusiveness and

sharing. This strengthens relations,

trust and coordination among multiple stakeholders. Multiple information systems, including Web

sites and databases, operating at global, regional and local levels, create the

potential for an unprecedented degree of cooperation between organizations and

people at the field level, between the field and headquarters and between the

international and local communities.

Partnering with the media can be an effective way of communicating

information to the affected population.

5) Preparedness

One

of the most important aspects of humanitarian information management and

exchange is preparation.

Information-related efforts that are incrementally resourced and

initiated only as emergency situations unfold tend to remain behind the curve

and reactive. This leads to a failure to

provide timely information that is accurate and contextual. Preparedness measures such as base data

preparation for high-risk areas, national-level capacity building and the

formation of institutional relationships prior to deployment enable information

management and exchange systems to effectively support assistance efforts once

an emergency begins. Preparation also

includes planning for sustainability and/or exit strategies.

Best Practices

The

following is a set of best practices derived from the principles and themes

summarized above and identified as integral to the future success of

humanitarian information management and exchange. In complex emergencies and natural disasters,

the humanitarian community should:

Define user needs and

emphasize data sets and formats that directly support decision-making at the

field level. Identify

user groups, conduct user requirement analysis, inventory information resources

inventory and define core information products based on user input. Develop and implement

information products on operationally relevant themes, such as the location and

condition of the affected population, “who is doing what, where?” and factors

affecting access to affected populations.

Use templates such as the Rapid Village Assessment (RVA) tool to speed

data collection. Create maps to effectively communicate information to

decision-makers.

Collect and

analyze base data and information before and throughout an emergency. Gather, organize and archive data and

information on operationally relevant themes for high-risk areas in preparation

for emergencies. Maintain and enhance

data sets during emergency responses. Document and archive data so that it is

easily accessible for future use

..

Maintain and

promote data and information standards. Follow

generally accepted standards for information exchange, such as the Structured

Humanitarian Assistance Reporting (SHARE) standard to promote data sourcing,

dating and geo-referencing. The SHARE

standard facilitates integration of data from multiple sources and enhances

verifiability, assessment, analysis and accountability. Geo-referencing data

during collection allows cartographic presentation and geographic information

system (GIS) analysis. Create metadata catalogs as part of a standard

documentation process with handover procedures.

Maximize resources by

expanding partnerships. Recognize that data and

information are collected and managed by a variety of actors including national

governments, UN agencies, NGOs, the private sector and research institutions

and that the contributions of these providers are crucial. Pre-establish inter-agency agreements and

relationships at the national and local levels.

Establish an ongoing process of personal interaction to create

partnerships for information management and exchange. Use distributed networks

and neutral portal repositories to assist with information sharing and promote

linkages to avoid duplication of effort.

Engage local and national

actors in information projects. Develop networks of local

communities and national NGOs, civil society groups and the private sector and

address the issue of local participation as part of overall emergency planning,

monitoring and evaluation. Build and strengthen the national/local capacity in

information management and exchange and promote the transfer and use of local

knowledge.

Maintain preparedness

"toolboxes" for online and offline distribution. These toolboxes provide guidelines and

reference tools for the rapid-deployment of HICs or the establishment of Web

sites and databases under a variety of field conditions. Toolboxes should

include data standards, operating procedures, training materials, database

templates and manuals.

Define

an exit strategy. Develop a clear phase-out

strategy, including transitioning to development activities and creating archiving systems

to maintain access by current and future stakeholders after the project is

closed.

Preserve institutional

operational memory. Define and adhere to sound data

and information management policies and techniques for handling large volumes

of information. Document datasets with metadata. Maintain quality control and

organizational learning to avoid the need to start from scratch with each

emergency and to maintain quality of information services during emergencies.

Establish field-based HICs according to identified operational and

decision-making demand. Design them as open-access physical locations,

incorporate existing capacities, systems and information management activities.

Serve as a neutral broker of humanitarian information, providing value-added

products and beneficial services to the field-based humanitarian community.

Encourage broad participation from local, national and international actors to

facilitate and support humanitarian response activities. Form partnerships with

specialized agencies and sector experts to conduct sectoral surveys and

analyses.

Use appropriate technology. Ensure that field information systems reach

the broadest possible audience. Be aware of the limitations of technology (both

inherent and as related to availability). For example, keep in mind that the

Internet, while powerful, is not a panacea and can be ineffective as a

distribution channel to and from remote areas. Consider making data products,

particularly databases, available via e-mail, CD-ROM and for local

download. Recognize that local staff’s

ability to work with the technology is an important determinant of success.

Technology should be easy to use and be accompanied by training for local

staff.

Use open data formats and inter-operable technologies. Use commercial,

off-the-shelf technology and create all information products using open data

formats and inter-operable technologies.

Promote awareness and

training. Conduct technology training

sessions for non-technical humanitarian staff, particularly national

staff. Educate senior decision-makers in

humanitarian organizations about the purpose, strengths and weaknesses of information

management and exchange. Broaden participation in information projects among

affected and at-risk populations.

Involve the

private sector. Consider

the efficiencies of contracting information management and exchange functions

to the private sector, especially local private interests, when cost-effective

and appropriate. Encourage a

constructive role for the private sector by incorporating private-sector

expertise into preparedness and planning activities.

Mobilize adequate resources. Include funding for field-level information

management and exchange systems and projects in the overall resourcing of

assistance programs.

Recommendations

and Follow-Up Actions

Participants endorsed the above principles,

themes and best practices and committed to working on resolving outstanding

issues. To this end, Symposium

participants agreed to work proactively within their respective organizations

to promote recognition of, and investment in, information management practices

to improve humanitarian action.

The Symposium participants recognized that

necessary resources would need to be identified and raised to implement these

recommendations and follow-up actions.

Participants also emphasized the importance of mobilizing resources to

provide adequate funding for information management and exchange activities

incorporating the results of the recommended actions.

The Symposium acknowledged OCHA’s role as a

focal point in the area of humanitarian information and recommended that a

multi-stakeholder steering committee be established by OCHA to:

1) draft specific guidelines for humanitarian

information management and exchange;

2) catalog best practices through the ongoing

development of lessons-learned case studies, project evaluations and the

identification of appropriate technologies;

3) establish working groups as needed,

including representatives from recipient countries, to implement

recommendations;

4) establish and announce an appropriate

process for implementing these recommendations through consultation with

stakeholders.

Specific areas to be addressed through this

follow-up process include:

·

User

requirements. Explore the linkages between data, information and decision-making in

critical areas, such as assessments, “who is doing what, where?” and other

operational information, particularly in the field. Improve the exchange of

data and information collected during natural disasters and complex emergencies

for operational purposes as well as to strengthen the database on global

disaster impacts over the long-term.

·

Quality of

Information. Develop and disseminate

standards, ethical guidelines and codes of conduct to address issues of data

quality and information integrity.

·

Technology. Evaluate and report on successful

applications of new and existing technologies. Identify technology partners and

promote the dissemination of appropriate technology practices for varying end

uses. Discuss the application of these technologies in a future forum.

·

Partnerships. Strengthen the linkages among existing

information systems. Improve relationships between these systems and their

stakeholders including decision-makers at the field and headquarters level, as

well as with the affected population. Establish public-private partnerships

especially in the area of systems and tools development. Define the roles of sector specialists and the media.

·

Preparedness. Promote the preparation of base data for

high-risk areas. Calculate and

disseminate risk assessments, and build national capacity and develop toolboxes

for rapid mobilization of HICs. Raise donor- and, where appropriate,

media-awareness of the importance of information preparedness to humanitarian

action.

·

Field-level

coordination. Improve field-level

information coordination among multiple actors including the UN resident

coordinator and UN country team, NGOs, academia, the affected population and

other stakeholders. Facilitate OCHA’s

role as an information field focal point or partner. Evaluate and implement field-level

information policies such as access and exit strategies.

Progress on these recommendations will be

posted on ReliefWeb, submitted to the Inter-Agency Standing Committee (IASC)

and will become the subject of the next symposium.

Best Regards Mohammad BashaarFrom: Trupti Swain <drtruptiswain@...>Subject: Proactive management of Natural disaster- Conducting a mobile camp"Net RUM" <netrum >Date: Tuesday, December 30, 2008, 8:48 AM

Friends,

Plan your mobile clinic before going to the field.While conductng a

mobile health camp,one should always keep record of target groups like

- All acutely ill persons

- A personal health record for follow up patients suffering from

hypertension, ischemic heart disease, diabetes mellitus, bronchial

asthma, epilepsy, joint disease, psychiatric conditions and

elders > 60 years

- Immunization record for all < 10 years

- An antenatal record for all pregnant mothers

Trupti