The Center for Humanitarian Emergencies is a partnership between CDC's Emergency Response and Recovery Branch and the Rollins School of Public Health that drives global collaboration, research and evidence based training to improve the lives and well-being of populations impacted by humanitarian emergencies. - Center for Humanitarian Emergencies: http://www.che.emory.edu/ - CDC's Emergency Response and Recovery Branch: http://www.cdc.gov/globalhealth/healthprotection/errb/index.html This course covers the technical and management principles that are the basis of planning, implementing, and evaluating health programs for acutely displaced populations in developing countries. The emphasis is on refugees in camp situations. The course includes modules on assessment, nutrition, epidemiology of major health problems, surveillance, and program management in the context of an international relief operation. Course Objectives Upon completion of this course, learners will be able to: 1. Describe a complex humanitarian crisis in terms of magnitude, person, time and place. 2. Calculate basic epidemiology measures. 3. Evaluate the strengths and limitations of epidemiological data within the context of CHE. 4. Develop public health programs and strategies responsive to the diverse cultural values and traditions of the community being served. 5. Identify internal and external problems that may affect the delivery of essential public health services in a CHE. 6. Identify the different technical areas in a public health response in CHEs.
Logistics, Part II
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Do curso por Emory University
Health in Complex Humanitarian Emergencies
90 classificações
Na lição
Program Management
Overview of an essential component of emergency management - program management.
Conheça os instrutores
Dabney P. Evans, PhD, MPHAssistant Professor
Hubert Department of Global Health. Rollins School of Public Health. Director, Center for Humanitarian Emergencies.
Cyrus ShahparAssistant Professor, Adjunct Assistant Professor
Department of Emergency Medicine, School of Medicine & Hubert Department of Global Health, Rollins School of Public Health
Hi, I'm Rebecca Turner, Adjunct Professor of Logistics and
Complex Humanitarian Emergencies at Rollins School of Public Health at Emory.
I currently work for the Global Rapid Response Team at the Centers for
Disease Control and Prevention as a field logistician.
What does transport management mean for humanitarian logisticians?
Well, it involves local transportation for team members,
as well as transportation to the disaster relief site.
Could also involve various means of transportation dependant upon multiple
factors.
In 2000, the United Nations used a convoy of 1,500 donkeys to deliver humanitarian
assistance goods such as tents, blankets, and food to 5,000 families.
Who had fled conflict in a remote and
snowed-in area in northern Afghanistan, which was inaccessible by road vehicles.
I actually did the same thing with vaccine in Haiti, but not to the scale of 1,500.
So remember, it's good to be flexible when looking at transport options.
For international operations, customs may present challenges.
Active distribution plans are critical.
Goods should be proactively distributed from the intermediate depots
to use facilities like hospitals.
So that the actual practitioners have the life saving materials when and
where they're needed.
To account for demand variability and movement of people, optimizing
the inventory that's kept in the central warehouse versus the distribution centers
can prevent costly transportation routes later on in the dispatch.
Professional logisticians must continually assess opportunities with supporting
partners and players who have access to different options for aircraft, trucks,
trailers, storage facilities, and on-site security.
Smart materials management can mean more efficient use of transportation costs.
For example, kitting to package for functional purpose in advance.
Medical kitting has been standardized in the humanitarian aid community
to meet specific needs of healthcare providers while saving time and
money on the supply chain side.
However, in some cases kitting may be less appropriate and more inefficient.
An example of this occurred in an international outbreak response.
The clinician only requested a specific type of commodity.
But because the international catalog only offered standardized kits for the specific
disease, the organization did not have the option to solely purchase that item.
Kitting in this case would have been a huge waste of donor money and supplies.
The hum logi must always work out the cost benefit analysis before deciding how to
proceed.
Moving on to cold chain logistics.
Ensuring that vaccines, medical supplies, and staff arrive on time and
where they're needed requires an integrated system of equipment,
people, policies, and procedures.
This integrated system is called the cold chain.
Challenges specific to cold chain include temperature sensitivity requirements,
delays in transportation, electrical outages, customs delays,
propane power versus the push for solar.
Oftentimes, in the chaos that ensues after a disaster,
logistics personnel are left to conduct response efforts with very few resources.
It's important to allow staff the flexibility to maneuver the response, so
that they can maximize their efforts,
using the limited resources available on hand.
The principle of bulk packing and bundling, as well as reverse transport,
can aid in addressing resource challenges.
For example, if a truck is earmarked for educational kits,
the additional space available should be capitalized upon for
other needed supplies going in the same direction as the educational kits.
The logistician should inquire before the truck returns to the intermediate depot
from the provincial level as to whether or not the field facility
has any reverse logistics items which need to be returned to the main location.
So that backloading can save on transportation costs.
Important to the emergency response from a logistics perspective is coordination and
collaboration of the delivery.
In domestic and international disaster response, the need to coordinate and
reduce duplication of efforts is the mantra of the professional humanitarian
aid worker.
Logistics, by its nature, is very structured.
It could be really challenging as a foreign team to work within the existing
logistics infrastructure and
coordinate with other colleagues from other organizations.
There's competition to be the first organization to deliver aid the fastest
and to the most vulnerable.
By delivering first, one meets the humanitarian imperative, but
also positions his or
her organization to do even more work by gaining additional funding.
Being able to deliver without having a negative impact on the local economy is
sometimes very difficult.
As an international human aid worker and logistician, it's critical to
observe some basic tenets of modern humanitarian aid response practices.
First and foremost, your operations are subject to the laws of the sovereign
nation in which you're operating.
This means the host nation must grant access and permission to operate after
they've made a formal request for international humanitarian assistance.
The humanitarian aid community currently acknowledges the United Nations
as the coordinating entity operating at the request of the host nation.
For a humanitarian logistician,
understanding the United Nations' cluster system is important.
The clusters are groups of humanitarian organizations, UN and non-UN,
working in the main sectors of humanitarian action.
Logistics has interplay with all other clusters involved in the response.
The health cluster is led by the World Health Organization, WHO.
And the logistics cluster is led by the Word Food Program, WFP.
A medical logistics professional should be on a first name basis with the cluster
coordinator in the affected country for health and logistics.
It's imperative that all actors, including the host nation, militaries, international
aid organizations, private volunteer organizations, local aid organizations.
Commercial logistics companies and freight forwarders cooperate
within the humanitarian architecture to prevent duplication of efforts.
The clusters do not operate as traditional command and control structures.
So finesse to liaising is required for effective collaboration.
NGOs, IOs, donors, militaries, and most importantly,
the host nation, meet in hopes of sharing information,
identifying resources, targeting the most vulnerable.
And working together to quickly and effectively save lives and deliver aid.
Oftentimes, there are various motivations of partners on an organizational and
individual basis that can prove to be roadblocks to an effective response.
Therefore, we should manage information flows within humanitarian supply chains to
ensure successful logistics operations and lead to greater efficacy in our programs.
Effective logistics management draws on the information flows
running through the humanitarian supply chain.
And ensures that they're proactive in achieving lines of communication for
each phase of the response.
Communication in humanitarian logistics
can be more complicated than in the private sector.
Because unlike traditional logistics that have
unidirectional lines of communication.
The humanitarian logistician has to facilitate communication between
the donor, the internal requestor, the supplier, and the system or
party taking action to support the request.
This can prove difficult to manage.
So, the logisticians who leverage the power of effective communication
in an emergency response setting and
manage it well in the field can make huge impacts.
Whether you will be the logistician to deploy in the future or you'll play
a greater role in planning and programming for international disaster response.
I hope this session's given you some useful aspects of communication,
procurement, transportation and shipping.
Warehousing and storage, supply chain,
inventory management, materials handling and distribution, as well as cold chain,
from an operational perspective to consider in your future deployments.
Thank you for your time and attention.
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