Health cluster Lessons Learned

Workshop

21st May 20152pm WHO conference room

Assets and Infrastructure Working Group

StrengthsBefore TC Pam Immediately after

(first 72hrs)Emergency phase (72hrs to 6 weeks)

• Facility baseline established for MOH facilities

• Facility baseline established for Community Aps

• Fixed Asset and Inventory Lists available for each facility

• Procurement of water protection measures for locally based offices

• Staff contact list updated and comms plan (via private network) established (SMS)

• Establishment of supply agreement with local hardware store under credit arrangement

• Procurement of construction services from local providers

• Response by local service providers to maintain power supply to VCH and assist with connection of waste management system

• Coordination with international responders for priority of works (USAR /AUSMAT / DART)

• Procurement authority framework in place to be able to undertake procurement activities

• MOH budget available for support to cyclone related procurement

• Formulation of damage estimates based on infrastructure assessments

• Integration of Health and Public Works Infrastructure assessments

• Ease of compilation for damages and losses due to baseline information

WeaknessBefore TC Pam Immediately after

(first 72hrs)Emergency phase (72hrs to 6 weeks)

• Lack of disaster resilience measures in place throughout all infrastructure (Cyclone Shutters)

• No alternate communications available to MOH (VHF/HF/UHF)

• GPS coordinates and associated mapping incorrect (2006)

• Finance availability for rapid procurement (limited access to cash and non-functioning LPO system)

• Staff inability to access Port Vila reduced office staffing by 50%

• No contingency planning in place for staff contact after

• No standby facilities available for cold chain support, mortuary facilities

• No ToR for PWD led Infrastructure Working Group and confusion as to how MOH Infrastructure is managed

• Productive time per day for heads of WG limited to 2-3 hours with remainder in meetings until week 5

• Multiple documentation for Health Facility Assessment (Infrastructure vs Health)

• Coordination with other working groups took longer than it should have

• Use of PHM and Hospital Management POCs still not enough (National Control issues)

Recommendations – moving forward

Before Disaster Immediately after (first 72hrs)

Emergency phase (72hrs to 6 weeks)

• Based on Provincial Resource Review Information, define facilities in need of disaster resilience measures

• Establish alternate communications at MOH or NDMO for MOH draw down.

• Establishment of alternate power systems or preferred supplier agreement in place to activate on disaster occurrence

• Preferred supplier agreements in place for goods, services and works which can be activated after a disaster occurrence

• Role Delineation completed and signed off

• Established infrastructure database with assessment report standardisation

• Establishment of a standing imprest once warning system is activated (500,000 Vatu)

• Contingency plan for no comms in place (i.e Rendevous location and set timings once all clear is given)

• Procurement of standby facilities for cold chain / morgue setup (re-role after disaster clearance) or agreements with suppliers for use of set-ups

• Clear guidance to Cluster on Cluster system and interactions that should occur

• Establishment of Operation rooms for clusters (where possible) to achieve better work flows

• Ability to scale up for routine support to MOH Infrastructure, for assessment and rapid procurement

• Limit membership to other clusters and ensure support from MOH Cluster on limiting input (time)