Lessons of Typhoon Yolanda Continuity of Operations - Teodoro J. Herbosa MD Undersecretary Department of Health
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Lessons of Typhoon
Yolanda
Continuity of Operations
Teodoro J. Herbosa MD
Undersecretary
Department of Health
Typhoon “Yolanda” Storm Surges
What happened?
Disaster Risk Reduction Hazard Analysis Risk Management or Mitigation Vulnerability Assessment Disaster Risk Reduction and Management
Disaster Planning Incident Command System Operations Logistics Finance Planning
Contingency Planning No disaster plan With a disaster plan but situation was not predicted There is a disaster plan but those managing the disaster are not familiar with the disaster plan entry of external help who are not at all familiar with the disaster plan
Provinces BHS RHUs Hospitals Total No. of Health Estimated Amount*
Facilities Affected
Region VIII 996 3,928,512,300
Leyte 249 1,205,618,500
176 56 17
Northern Samar 138 661,555,900
97 30 11
Biliran 57 187,636,900
46 9 2
Eastern Samar 206 723,485,200
165 29 12
Southern Leyte 99 385,290,500`
68 23 8
Western Samar 246 704,925,300
202 33 11
DOH-EV Office 1 60,000,000
Region VII 60 21,880,000
Cebu 43 15 2 60 21,880,000
Region VI 1,216 49,932,500
Aklan 9 161 5,244,000
133 19
Antique 6 176 10,528,500
152 18
Capiz 6 310 4,085,000
287 17
Iloilo 14 569 30,075,000
512 43
Region IV B 8 82,060,000
Culion, Palawan 7 1 8 82,060,000
GRAND TOTAL 1,888 292 99 2,280 4,082,384,800
* Includes infra and/or equipment costs for affected hospitals, RHUs and BHSTimelines Checklist Job description Basis for changes in your disaster plan Review of the events
Job Action Sheets job description based on the timelines triage of what needs to be done delegation of tasks lack of manpower
Elements of COOP
The Continuity Plan - the implementation and management of the Continuity Program. Outline following
continuity requirements for organizations.
Essential Functions
– a subset of organizational functions determined to be critical activities used to identify supporting tasks that
must be included in the organization’s continuity planning process.
Orders of Succession
– identified Orders of Succession are an essential part of a continuity program; personnel know who assumes
the authority and responsibility if leadership is incapacitated or unavailable during a continuity situation.
Delegations of Authority
– provide personnel with the authority to make key decisions during a continuity situation where the primary
decision maker is not available.
FEMA13
Elements of COOP Continuity Facilities – alternate facilities from which an organization can perform essential functions in a threat-free environment. Continuity Communications – the ability of an organization to execute its essential functions at its continuity facilities depends, redundancy of communications and IT systems to support connectivity Essential Records Management – the identification, protection and ready availability of electronic and hard copy documents, references, records, information systems, data management software and equipment needed to support essential functions during a continuity situation. Human Resources – provides guidance to emergency employees and other special categories of employees who are activated by an agency and organization to perform assigned response duties during a continuity event.
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Elements of COOP Tests, Training, and Exercises – identification, training, and preparedness of personnel capable of relocating to alternate facilities to support the continuation of the performance of essential functions. Devolution of Control and Direction – capability to transfer statutory authority and responsibility for essential functions from an organization’s primary operating facilities to other organization employees and facilities, and to sustain that operational capability for an extended period. Reconstitution – surviving and/or replacement agency and organizational personnel resume normal agency operations from the original or replacement primary operating facility.
Four Phases of Continuity of Operations Activation Phase I – Readiness and Preparedness. Phase II – Activation: plans, procedures, and schedules to transfer activities, personnel, records, and equipment to alternate facilities are activated. Phase III – Continuity Operations: full execution of essential operations at alternate operating facilities is commenced. Phase IV – Reconstitution: operations at alternate facility are terminated and normal operations resume.
Conditions in which the Continuity
Plan will be Activated
activated in response to a wide range of events or situations –
from a fire in the building; to a natural disaster; to the threat or
occurrence of a terrorist attack.
Any event that makes it impossible for employees to work in their
regular facility could result in the activation of the continuity plan.
"Continuity planning is simply the good business practice of
ensuring the execution of essential functions through all
circumstances, and it is a fundamental responsibility of public and
private entities responsible to their stakeholders."Recommendations
Increase the logistics capacity and lifelines for health
sector response:
◦ Emergency communications system
◦ Air Transport to, and within the affected areas
◦ Emergency logistical needs such as generators, hospital tents, etc.
Build resilient health facilities
◦ Hospitals as the last facility standing
◦ Hospitals as hubs for energy, water, logistics, communications, and
shelter
Develop self-sufficient teams
◦ Properly equipped Mobile surgical, public health teams
◦ Physically and psychologically prepared teams to withstand the
disaster conditionsRecommendations
Improve preparedness, response, and
rehabilitation planning across different levels
◦ Include worst case scenarios/ mega disasters
◦ Consolidation of top-bottom and bottom-up planning
Strengthen systems for service delivery
◦ Improved inter- and intra-operability among all responding
agencies
◦ Improved information management systems
◦ Improved logistics management systemsLessons: A. Factors for Better Patient Outcome • Timeliness of intervention • Competency of Health Personnel • Adequacy of Service Providers • Available logistics • Team Work B. Existing Partnerships and Agreements • Facilitates Movement and Entry of Responding Countries , Teams and Partners
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