Cross Sector Simulation Workshop

CROSS-SECTOR COORDINATION

SIMULATION FACILITATOR’S

GUIDE

Thomas Banks Laura Brambilla Avery Doninger Charles Fisher P30312 Shelter After Disaster

PART A: ACADEMIC BACKGROUND A1: IASC Cluster Approach 3

A2: Cross-Cutting Processes

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A3: Cross-Cutting Thematic Sectors

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PART B: FACILITATOR’S GUIDE:

B1: Rationale for the Simulation

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B2: Learning Outcomes

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B3: Context and Background

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B4: Simulation Structure

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B5: Setting the Scene

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B6: Simulation Roles

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B7: Community Forum

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B8: Closing Slides

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B9: Key Points to Remember

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B10: Limitations of the Simulation

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B11: Simulation Pilot and Feedback

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B12: Process: Developing the Simulation

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PART C: REFERENCES 22

PART D: APPENDIX

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Role Cards

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Slides

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Feedback Survey

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Cross-Sectoral Coordination Simulation

CONTENTS

Acronyms: CCCM - Camp Coordination and Camp Management CFS - Child Friendly Spaces GPC - Global Protection Cluster HLP - Housing, Land, and Property IASC – Inter-Agency Standing Committee IDP – Internally Displaced Persons INGO – International Non-Governmental Organisation IOM - International Organization for Migration NFIs – Non-Food Items NGO – Non-Governmental Organisation OD - Open Defecation PRA - Participatory Rapid Appraisal PTSD - Post-Traumatic Stress Disorder UN – United Nations WASH – Water, Sanitation, and Hygiene

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PART A

ACADEMIC BACKGROUND

Post-disaster shelter provision should encompass more than just the physical structure of a roof over one’s head; adequate shelter provides other instrumental components which support basic needs and improve lives. Shelter provides a critical platform for health, livelihoods, protection, water, sanitation, and hygiene. Therefore, shelter is never adequately addressed without consideration for these other aspects. As Davis (2011) emphasised, “[s]helter is not merely about housing, but also about accommodating other activities, from workshops to worship, to community gatherings, clinics, libraries, and so on”. The lack of coordination between shelter and other sectors in humanitarian responses has caused mismanaged and uncoordinated assistance, which results in both gaps in aid and overlapping activities.

Opportunities for disaster recovery will be restricted if the focus remains on solely providing housing (Alexander, 2011).

According to Corsellis and Vitale (2005), “[t]he responses should instead be based on a holistic interpretation of the need for shelter”. Housing goes beyond the traditional provision of a ‘roof’. A holistic approach to disaster-relief efforts improves the effectiveness of the response by strengthening collaboration and communication among sectors.

A well-planned settlement extends beyond the

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provision of a basic house; it can assist displaced populations by strengthening their physical protection, supporting their livelihoods, and improving health, sanitation and hygiene through adequate and sustainable resource management.

“Each of the impacts of transitional settlement has potential consequences outside the sector” (Corsellis and Vitale, 2005, p.7).

Similarly, The Sphere Project (2011, p.85) declares that: “Progress in achieving standards in one area often influences and sometimes even determines progress in other areas. For an intervention to be effective, close coordination and collaboration is required with other sectors. For example, the complementary provision of an adequate water supply and sanitation facilities in areas where shelter assistance is being provided is necessary to ensure the health and dignity of the affected population. Similarly, the provision of adequate shelter contributes to the health and wellbeing of displaced populations,

while essential cooking and eating utensils and fuel for cooking are required to enable food assistance to be utilised and nutritional needs met. Coordination with local authorities, other responding agencies and community-based and representative organisations is also necessary to ensure that needs are met, that efforts are not duplicated and that the quality of shelter, settlement and non-food item interventions is optimised”.

as support national and local authorities (IASC, 2011). The cluster approach has made strides in improving humanitarian responses. Some achievements include:

First, this paper will discuss the ‘cluster approach’ currently utilised in humanitarian responses and its strengths and weaknesses, particularly in relation to cross-sector coordination. Second, the processes (e.g. Camp Coordination and Camp Management, Early Recovery, Logistics) and thematic sectors (Livelihoods, Water, Sanitation and Hygiene, Protection) will be considered in how they directly and indirectly cross-cut with the shelter sector.

Third, a pilot simulation has been developed to highlight the lack of cross-sector coordination in current cluster system and how a more integrated, cross-sector coordinated approach might improve humanitarian responses, specifically in postdisaster shelter provisions. This simulation has been developed around the recent 2010 earthquake in Haiti and is geared toward students as preparation for working in the field. A facilitator’s guide is included to aid those who wish to utilise the simulation for education purposes in the future.

• Stronger partnerships, particularly

PART A1: IASC CLUSTER APPROACH In 1991, the Inter-Agency Standing Committee was created by the United Nations (UN) General Assembly to bring together the UN, World Bank, International Organization for Migration (IOM), and other international humanitarian organisations in order to improve coordination during humanitarian responses such as natural disasters, conflicts, food crises, and pandemics (IASC, 2011). According to IASC (2011), “[b]y coordinating activities, members improve overall service delivery, share resources, pool analysis and disseminate best practices.

Participants use the forum to agree on system-wide policies to achieve a better overall response, while respecting organisations’ individual mandates.”

The cluster system emerged in 2006 and is an approach which divides the work (e.g. roles and responsibilities) by the main sectors, or ‘clusters’ (e.g. shelter, early recovery, health, protection, etc.). Clusters are meant to coordinate the many actors responding to a humanitarian crisis as well

• Improvements in gap and duplication identification

• Peer reviews have increased and

supported humanitarian actor learnings

• Consistent leadership between UN agencies and international humanitarian actors

• Improved quality in proposals for major funding appeals

(Babister, 2010)

Unfortunately, the cluster system has also has resulted in a number of problems, the most critical being the lack of communication and coordination between clusters, poor inter-cluster management, and the large exclusion of national and local actors. Babister (2010) came up with a number of solutions to improve the quality of the shelter cluster approach. These include: a more systematic approach to facilitating rapid assessments, including and working with national authorities consistently, streamlining the cluster approach to supply chains, avoiding working in silos, encouraging an integrated approach, and having systematic and transparent funding mechanisms during and between emergency responses.

Additionally, how work is resourced can be significantly improved by prioritising the funding of shelter material stockpiles and ensuring staff are retained, resourced, and supported (Babister, 2010).

Finally, Babister (2010) contended that the cluster system must change the way it works by focusing on periods in between emergency responses just as much as during them, distinguishing when it is appropriate for the clusters to broker democracy and when to uphold standards, as well as ensuring that cluster teams are not tied to individual agency mandates and approaches. While the cluster approach has improved humanitarian responses in many ways, it has also created divisions between sectors. These divisions have resulted in poor communication and collaboration between sectors, which has particularly impacted the adequacy of shelter provisions, as shelter is so intricately connected with other sectors.

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A2: CROSS-CUTTING PROCESSES

Logistics

Camp Coordination and Camp Management (CCCM), Early Recovery, and Logistics are all cluster sectors which incorporate shelter provisions, assist in the sheltering process, and/or provide sheltersector support. The following sections provide examples on how these processes are interconnected with shelter.

Shelter interventions require large scale logistical support, meaning that close coordination with the logistics cluster is necessary in order to facilitate a smooth supply chain. All sectors rely on the coordination and support from the logistics cluster to organise the management and delivery of supplies, equipment, staff, shelter materials (e.g. tarps, tents, pile wood, etc.), non-food items (NFIs), fuel, mapping, communication tools, information, custom procedures, and warehouses (Logistics Cluster, n.d.). The shelter cluster would not function without the support of the logistics cluster.

Camp Management and Camp Coordination (CCCM) CCCM works closely with the shelter cluster in coordinating shelter provision and NFIs for internally displaced persons (IDP) settlements (CCCM Cluster, n.d.). This applies to all types of communal settlements, including planned camps, collective centres, spontaneous camps, and reception or transit centres. The mission of the CCCM Cluster is to improve living conditions for those living in communal settlements during displacement, ensure the quality of life and dignity of people during displacement, advocate for durable solutions to end camp-life, and to organise closure and the phasing-out of camps upon IDP return. For this process to be effective, CCCM focuses on the importance of efficient partnerships and the support of the shelter cluster.

Camp administrations also work to secure land and occupancy rights, and work with the shelter cluster to provide the temporary settlement and ensure the maintenance of camp infrastructure (CCCM Cluster, n.d.).

Early Recovery Early recovery is a multi-faceted process which begins in the relief phase and encompasses development principles (Early Recovery Cluster, n.d.). This process encourages the regeneration of a self-sustaining, nationally driven recovery by pushing for the restoration of basic local services, livelihoods, shelter, governance, security and rule of law. Early recovery planning involves shelter interventions from the outset. Shelter responses should enable affected households to incrementally upgrade from emergency to durable shelter solutions within a reasonable timeframe and with regard to the constraints on acquiring the additional resources required (Early Recovery Cluster, n.d.).

A3: CROSS-CUTTING THEMATIC SECTORS Water, sanitation, and hygiene (WASH), livelihoods, and protection are the primary sectors which are strongly inter-connected with the shelter sector.

The following sections provide examples of how they cross-cut.

Water, Sanitation, and Hygiene (WASH) “People cannot live long without water, and they cannot stay healthy for long without sanitation or shelter.� (Sessions, 2009) In post-disaster conditions, the shelter and WASH sectors assist with the provision of basic human needs to those affected. Shelter and WASH services are critical in maintaining human health, wellbeing, dignity, survival, and in the transition to sustainable recovery, reconstruction, and development. A silo-model that separates shelter from WASH is insufficient, ineffective, and inefficient. The WASH cluster provides an integrated approach to community health by ensuring access to clean water, hygiene education, and basic sanitation (Sessions, 2009). However, WASH provisions are inextricably connected to provision of shelter. Current practice in postdisaster response, most prominently in temporary phases of displacement, characterises shelter as a basic physical resource that provides protection from the elements without consideration for, or integration of, the variety of components of WASH that are essential to adequate shelter (Boano and Zetter, 2010). WASH needs are not adequately met unless successfully incorporated into housing, and similarly the need for adequate shelter goes unmet without sufficient WASH provisions.

The WASH cluster has identified primary response areas for both the WASH sector and emergency shelter sector:

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WASH Sector Response Areas

Emergency Shelter Cluster Response Areas

· Hygiene Promotion

· Physical planning

· Water Supply

· Ensuring adequacy of covered living spaces

· Excreta Disposal

· Design of covered living spaces

· Vector Control

· Construction of covered living spaces

· Solid Waste Management

· Environmental impact of covered living spaces

· Drainage (WASH Cluster, 2008)

These response areas were put into a matrix to clarify the responsibilities of each sector in areas where overlap may occur. The purpose of the matrix was to improve coordination and partnership between the two sectors as their interconnectedness has previously caused overlaps or gaps (WASH Cluster, 2008). Examples of how these sector responses cross-cut are provided below.

Exposures to extreme temperatures, environmental hazards, and disease-carrying insects are detrimental to the physical health, mental health, and the resilience of vulnerable communities; adequate shelter is critical in limiting these exposures (Sessions, 2009). Alongside the inherent protection that shelter provides, or is meant to provide, the WASH sector attempts to minimise these exposures to groups of people (e.g. displaced populations), with education and WASH provisions, which include WASH-related non-food items (NFIs) or infrastructure. For example, when a holistic approach is taken, the relationship between mosquito netting for sleep and the elimination of standing water is addressed both in terms of community education and actual implementation of distribution of nets and action to remove standing water. When funding is allocated and responsibility is assigned among clearly delineated sectors of responsibility, rather than holistically, there is often poor integration of services. Coordination would prevent both sectors supplying and distributing mosquito nets or neither doing so assuming the other had taken responsibility (IASC, 2008). Additionally, the two sectors may provide complimentary infrastructure (e.g. a shelter and a latrine and/or water facility), however without coordination they may end up in inaccessible or inappropriate locations in relation to each other.

Provisions of safe water, sanitation, drainage, and the disposal of household waste are integral to adequate shelter (Sessions, 2009). Key health and hygiene activities, including drinking, cooking, washing, and bathing, take place within a home.

Without provisions to carry out these activities in a secure, sanitary environment, people will not stay healthy (Sessions, 2009). Such provisions are fundamental components to adequate shelter, regardless of whether or not they are actually implemented by the shelter sector, as they often are not during temporary displacement. Likewise, such provisions are among the fundamental roles of the WASH cluster. Without adequate coordination between these two sectors, services will overlap or gaps will occur.

Post-disaster areas are often riddled with environmental hazards (JH and IFRC, 2008).

Many disasters displace people into camps or informal communities where living conditions are crowded, unhygienic, and it is very difficult to limit transmissions of and exposure to hazards.

If environmental hazards are not controlled, outbreaks of diseases such as acute respiratory infections and diarrheal diseases will occur (JH and IFRC, 2008). Most preventable diseases, particularly those that are water-borne or vector-borne, are related to environmental conditions and would be prevented with adequate shelter, site planning, and access to quality WASH provisions (JH and IFRC, 2008; Sessions, 2009). If only a physical shelter is provided, people may still be at risk of diseases and environmental hazards. Risks exist not only because there might lack basic interventions such as proper hand-washing skills with clean water, but perhaps shelter ventilation, drainage, or solid waste management were poor or non-existent as a consequence of WASH factors going (JH and IFRC, 2008).

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Despite the recognition among humanitarian aid workers that a holistic approach would improve shelter programs, the WASH/shelter cluster matrix being a prime example of this, little progress has been made in ‘on the ground’ implementation (Lyons and Schilderman, 2010).

Livelihoods In the 2011 Humanitarian Emergency Response Review (HERR), the shelter sector was particularly singled out as having weak coordination (UK Government, 2013) with other areas of development and humanitarianism. It has become increasingly apparent that the role of innovation should lie in the process of provision not the product of shelter (Sanderson, 2011). This process of provision involves understanding culture and preserving dignity for the local recipients so that context-sensitive solutions can be reached which achieve a significant level of sustainability.

A specific livelihoods cluster has yet to emerge despite relative evidence (Sanderson, 2011) towards there being a need. The Sustainable Livelihoods Approach places “..people at the centre of a web of interrelated influences that affect how these people create a livelihood for themselves and their households” (IFAD, n.d.). The livelihoods cluster involves a population’s skills, resources, capacity, health, use of technology and their access to education, sources of credit, natural resources and networks of social support. A key feature of a livelihoods approach is the confrontation with vulnerability which involves trend (e.g. economic, political and technological), shocks (e.g. natural disasters, civil unrest and disease) and seasonality (e.g. employment and costs). People’s livelihoods strategies are also restricted in the way they can gain access to these areas due to outside influence (e.g. government) (IFAD, n.d.).

According to IFAD (n.d.), the guiding principles of the SLA are:

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Be people-centred

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Be holistic

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Be dynamic

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Build on strengths

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Promotes micro-macro links

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Encourage broad partnerships

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Aim for sustainability

Cross-Sectoral Coordination Simulation

The most obvious link between shelter and livelihoods is the general cost of erecting shelter if the inhabitants are to be contributing.

Organisations in the livelihoods sector offer support on cash-based transfers within urban scenarios. Oxfam GB started using banked cash transfers in August 2011 in Malakal but found that there was not a sufficient number of banks and officers were provisioning cash selectively (i.e., corruption) (FSLC, 2012). CCCM also deal with livelihoods and shelter. CCCM, potentially to be named Displaced Community Support Cluster in the future, has a shelter and settlements unit and a shelter assessment unit (Cusack, 2013). In summary, the livelihoods sector has the capability to bring the focus of shelter away from the product of sheltering and towards the lives of individuals.

Another link with this cluster is the provision of appropriate food storage and the supply of NFIs which shelter for Food Security and Nutrition . This includes eating utensils, pots and pans and fuel for cooking and nutritional needs.

Protection A home is made up of more than just a physical structure. A home fulfills a family’s needs from a social, cultural, physical and psychological perspective. A shelter program that aims to only provide a physical structure, without consideration of these other critical aspects, will not be sufficient.

In order to fulfill these needs, the shelter sector must work closely with other sectors; one of these key areas is protection. The Global Protection Cluster (GPC) defines protection as:

‘’..all activities aimed at ensuring full respect for the rights of the individual in accordance with the letter and spirit of the relevant bodies of law (i.e. human rights law, international humanitarian law and refugee laws).” (GPC, 2012)

Key areas of focus for the GPC include: housing, land, and property (HLP), child protection, and diversity (GPS, 2012).

HLP would seem to be the most closely linked with shelter. Land rights have been a key issue in many post-disaster situations and have prevented speedy reconstruction. A 2011 report by CAFOD, Christian Aid, Progressio, and Tearfund outlined

the immense difficulty in proving and identifying land ownership (CCPT, 2011). This has been a major stumbling block in Haiti after the 2010 earthquake and has significantly delayed the reconstruction process. These problems are often the result of a poor registry of land rights pre-disaster (CCPT, 2011). This demonstrates that for effective shelter construction to take place post-disaster, protection issues must be considered ahead of time during the disaster preparedness stage.

Another key protection issue, which must be central to any shelter response program, is the projection of diversity (GPS, 2012a). Housing must consider all of the diverse social and cultural needs of a community; a ‘one size fits all’ approach is insufficient. Social and cultural considerations must be factored in to the designs of building in postdisaster reconstruction. Shelters should not only encompass the structural design needs, but also designs that reflect transitional ways of building so that communities can and will want to make these buildings their permanent homes.

Children are one of the most vulnerable groups in a post-disaster situation and those working in the shelter sector must work with the protection sector to ensure all children’s shelter needs are met, particularly those which have lost their family and/or support networks during the disaster. One example of the cross-cut between shelter and protection is in programs like ‘Child Friendly Spaces’ (CFS) developed by organisations like World Vision (n.d.) and Save the Children (2008) for post-disaster situations. CFS are areas that provide “..both physical and psychosocial needs of children in a stable environment that invites trust” (World Vision, n.d.). While these spaces must not compete with the essential life-saving interventions post disaster they can complement these interventions (Save the Children, 2008). Areas such as CFS can be part of the building back better process in both the immediate aftermath of a disaster and in the recovery stage and long term development.

CONCLUSION This research provides the academic foundation that supports the need for a more coordinated, cross-sectoral approach to providing shelter after disaster. Therefore, a pilot simulation has been developed which demonstrates how these academic findings can be practically applied to a real-life disaster response situation. Participants experience one of two disaster response scenarios: one is uncoordinated and vastly representative of the current shelter after disaster response approach, a silo model, and the other which is a cross-sectorally coordinated response. The simulation will highlight to participants that adequate shelter after disaster cannot be delivered without a coordinated, collaborative, cross-sectoral approach.

Due to the limited number of participants taking part in the simulation we have chosen four other sectors to be represented by students alongside the Shelter cluster. The four sectors that have particularly strong links with Shelter are: WASH, Livelihoods, Protection and Health.

**Please find the academic references at the end of the document**

Education “The Education Cluster envisions a world in which everyone affected by humanitarian crises has equitable access to education in a safe and protective environment” (Global Education Cluster, n.d.).

The educational role of shelter is to provide safe learning environments, such as schools and training and recreational centres. Educational training centres can increase shelter-building capacity by providing people with the necessary skills.

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PART B

FACILITATOR’S GUIDE

B1: RATIONALE FOR THE SIMULATION The inter-connectivity between clusters and the overlap and gaps that often occur as a result, demonstrate the need for a revision of the cluster model. The weaknesses of the cluster model are being increasingly recognised in the field among aid workers and practitioners, but little is being done to effectively remedy them. This simulation intends to engage students in a post-disaster simulation exercise in which the two identical communities receive assistance from one or many sectors in two separate scenarios. These scenarios will differ in the number of sectors seeking to provide assistance as well as how they communicate and coordinate with other sectors, beneficiaries, and the local government.

The simulation will include a community forum at the end which will draw out a number of key learning outcomes around the need for a crosssectoral approach to disaster response. This part of the simulation is meant to engage students into thinking critically about the scenario they just participated in and to open discussion about which approaches were most effective and efficient and why. The simulation approach is particularly important as it puts students into the mindset of different actors (e.g. beneficiaries, relief workers, local governments) so they might identify where humanitarian aid approaches are falling short for

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them and how it might be improved. As students who will soon be entering the field, and being put in similar situations, it is important for us not only to learn about the systems in which NGOs operate and how to work with and within them, but also to recognise their weaknesses and be able to develop solutions to improve existing systems.

B2: LEARNING OUTCOMES This simulation aims to be an engaging, interactive introduction to cross-sectoral coordination in shelter after disaster responses and intends to achieve a number of key learning outcomes. These include: Knowledge and understanding: 1. NGOs, donors and governments must support coordination to facilitate work on the ground.

2. Coordination and communication between sectors is important for successful and efficient project implementation.

3. The overlapping roles of different sectors.

4. Recognise that gaps often exist between the mandates of different sectors, and efforts need to be made to avoid them.

5. Shelter responses must prioritise the needs of the affected community before the priorities and mandates of NGOs and donors.

6. Shelter sector practitioners must work with the community to be effective.

7. Understanding the role of shelter within the wider disaster context and the knockon effects that inappropriate infrastructure can have on other sectors.

8. A holistic approach improves the overall effectiveness of a post-disaster response.

9. Those responding to the disaster must, whenever possible, have experience as well as be socially and culturally aware.

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Professional Skills: 1. Critically evaluate project designs from multiple perspectives 2. Ability to negotiate, compromise, and prioritise 3. Time management 4. Teamwork 5. Presentation and communication skills The workshop facilitator should keep these learning outcomes in mind throughout the simulation and refer to them during the summary presentation (see Annex 2) at the end of the session.

B3: CONTEXT AND BACKGROUND This simulation has been developed around the recent 2010 earthquake in Haiti and has focused on Cormier, a neighborhood in the city of Leogane.

The creation of a real-life scenario increases the effectiveness of the exercise by attaching context to the roles. This specific neighbourhood was originally chosen as two different NGOs were operating shelter programmes there. Although we are unaware of exactly how the shelter response played out in that neighborhood, the simulation is based on general cross-sector coordination issues that occurred throughout the earthquake response in Haiti and are also common to other disaster responses. The simulation takes place three months after the earthquake. This allows us to focus on the transitional response stage when the majority of cross-sector coordination problems have taken place. This time period also reflects the knowledge base of simulation creators*.

B4: SIMULATION STRUCTURE The simulation is designed to run for 1 hour. The structure table (right) outlines the structure of the session. This simulation is flexible and can be extended to run for longer and therefore be more detailed. If there is more time allocated for the simulation, facilitators can add additional roles (e.g. the government and donors) to make the simulation more complex, allow more time for groups to interact or ‘respond’, as well as go into greater depth during the ‘community forum’ discussion.

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What you will need Minimal resources are required to run this simulation, allowing it to be a cost-effective, education tool, that is easy to facilitate and adaptable for different learning spaces.

In running this you will need: •

The ‘setting the scene’ power-point slides included in this guide.

•

The concluding slides included in this guide.

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The attached role cards, which should be printed before the session and distributed to participants at the beginning of the simulation.

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The simulation ‘challenge cards’

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Three separate working spaces for different aspects of the simulation to run simultaneously. Ideally, this would be 3 separate classrooms or conference rooms, but this can be adapted to run in one large classroom if necessary. One room will need a computer and overhead projector to present the slides , however if these resources are unavailable, the information can be presented verbally.

B5: SETTING THE SCENE Before the simulation begins you will set the scene with a number of opening slides, as outlined below.

Included in ANNEX (1) are the full slides and below is a suggested script to use for the opening section.

SLIDE 1 - Haiti introduction - Map “Today’s workshop will focus on the seaside town of Léogâne in Haiti” SLIDE 2 - Earthquake shakes the map and dust floats up / sirens / screaming “ Leogane was the epicentre of the 2010 Haiti earthquake, which caused wide-spread destruction.

The port town, said to have been 80-90% demolished by the earthquake (Millar, L., http://www.abc. net.au/news/2010-01-17/haiti-disaster-like-noother/1211514), is located about 18 miles West of the Haitian capital, Port-au-Prince”

INTRODUCTION

5 MINS

5 MINS

Trainer notes

WORKSHOP A Uncoordinated response

FAMILY A

FAMILY B

B Coordinated Response

00:05:00

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Reflect on needs with observer

0:10:00

0:15:00

Uncoordinated meetings with community

0:30:00

Individual desks for programme design report back to HQ/donor

Sectors individually give their programme to the family

0:05:00

0:10:00

Move students to their respective workshop space

0:15:00 Coordinated collaborate with community to come to a programme design

0:20:00

0:25:00

OCHA Cross Sector Response Meeting

Reflect on meetings with observer Write down comment s with

Give programme to family

0:20:00

0:25:00

NGO's add extra problems and people are called out of programme

0:30:00

COMMUNITY FORUM 0:35:00

Family A report back on what they have received. One speaker from the uncoordinated group will feedback on their response

0:35:00

0:40:00

Family B report back. A coordinated representative from each sector will feedback on their response plan

0:40:00

Move tables to the outside of the room and gather the chairs in a circle for the

0:45:00 WORKSHOP CONCLUDING SLIDES 0:45:00

LEARNING OUTCOMES - Observers take notes during and enter them into a template presentation. Prepared learning outcomes as pages with small images not a list of bulletpoints.

0:50:00

0:50:00

PRESENTATION: HOW CAN CLUSTERS IMPROVE COORDINATION

0:50:00

0:55:00

1:00:00

1:05:00

0:55:00 FEEDBACK - Ask people to write on their role cards what they thought of the class and gain feedback from tutors on content and direction for submission.

1:00:00

1:05:00

Simulation Structure Table

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SLIDE 3 - 3 months after “Fast forward three months and the situation has stabilised somewhat. Rubble is still being cleared, most people have access to medical provisions and houses to be demolished are being identified” SLIDE 4-14 - How the scenario will work Introduce the family and the neighborhood/ community.

“You, as characters living in this neighborhood community and external actors arriving to provide assistance, have roles set out on cards and we will continue to direct you at various points. The first part will focus on rapidly gathering information and pulling together a programme based on what you have learnt before coming together in 30 minutes for a community forum in the town square where you will discuss what has happened. Be prepared to move quickly Everyone read your role cards. Some people will be sent off to their separate meetings. What are the resources you have? What are the NGO’s mandates?

How do we make sure that these families have everything they need.”

B6: SIMULATION ROLES Participants will be divided into four groups; two groups will play the role of a disaster affected family (see ‘family role cards’ in ANNEX 1) and two groups will play the role of disaster response practitioners from different sectors (see role cards in ANNEX 1). Each group of relief workers will respond to a family based on the information provided to them on a role card. Roles should be allocated to all participants. It is recommended that if there are more people than role cards, the remaining people be added to the family group.

Following the response, a ‘community forum’ will be held for all participants to reflect on the response and why a holistic approach achieved a more effective response. If you have students participating who have previous experience working in shelter after disaster or in Haiti, it is recommended that you separate them out into different groups to maximise their experience.

Group A: NGO Response (uncoordinated) To be made up of the following: 2 x shelter experts 1x protection expert 1 x livelihoods expert 1 x health expert 1 x WASH expert

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This group will not receive a cross-sector briefing and will be sent off to engage with the community (Group 4 below) immediately. This group will approach the affected community/family and outline how they plan to assist them (as outlined in the Simulation Role Cards, Annex (1). The NGO responders will not be encouraged to coordinate (per their role card) with each other, but should keep notes on their interaction with the family and the challenges they faced. After meeting with the family, these responders will be expected to formulate a brief project plan based on their meeting the family and the mandates/priorities outlined in their role card. Participants will have five minutes to write a project proposition which will be presented during the community forum (see simulation timetable below).

Group B: NGO Response (coordinated) 2 x shelter experts 1 x protection expert 1 x livelihoods expert 1 x health expert 1 x WASH expert 1 x OCHA cross-sector coordinator (this role should be taken on by a session facilitator when possible as it is a vital role in drawing out the lessons learnt from the simulation) This group will meet during the first 10 minutes of the simulation and receive a clear briefing from the cross-sector coordinator on whose role is who. These roles will also be clearly outlined on the cards that each participant will receive at the start of the simulation. A coordinated approach on how to deal with the affected community will also be created and outlined based on the expertise available in the cross-sector group AND based on a needs assessment remote from the effected neighbourhood. All NGO responders in group B will be willing to collaborate with the responders from other sectors and briefed that they MUST listen to the community’s needs as a priority. They will be told that their responsibility is to be accountable to the affected community.

OCHA Cross-Sector Coordination Meeting The OCHA cross-sector coordinator will lead the meeting. This meeting will provide an opportunity for the group to develop a holistic approach to respond to the affected community. The cross-

sector coordinator will have been previously briefed about the community’s needs and priorities and will share this knowledge with the group B participants during this meeting. The participants in this group will be briefed to respond in a way that is socially and culturally appropriate for the affected community and to prioritise the community’s needs.

It is vital that the OCHA coordinator keeps shelter at the centre of the discussion and that the coordination is focused on how the two shelter NGO staff-members can coordinate and collaborate with the other sectors to provide adequate shelter.

The role card below should be used by the crosssector coordinator to guide how they lead this meeting: You are the cross-sector coordinator for the disaster response in Haiti following the 2010 earthquake.

It is your role to make sure the key actors from different sectors work together to assist the affected community.

Your priority is that the needs of the community are met and to avoid any duplication of roles or waste resources.

You have a significant amount of unrestricted funding to support this response and can assist in filling funding shortfalls that NGOs may have.

You are aware that a strong shelter response is vital to the building back process, but that this must be done in coordination with other sectors for the shelter provided to be adequate and the overall response to be effective.

Shortly, you will be hosting a cross-sector meeting to discuss, with NGOs from various sectors, the best way to coordinate the next stage of the response in Cormiers, a neighborhood in the city of Leogane.

Your team has already carried out an initial needs assessment in the area (see attached/below). You will share the findings of this needs assessment with the NGO responders in the cross-sector coordination meeting.

You will also be responsible for coordinating a community forum later in the day to find out what the NGO response will be in that neighborhood and to get feedback from the community on how effective the disaster response has been from their perspective.

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OCHA NEEDS ASSESSMENT REPORT- Month 3 Assessment Update Cormier neighbourhood in the city of Leogane, Haiti General situational overview: •

•

Clearing the rubble.

•

Identify land owners and provide new, official documentation to provide proof of ownership.

•

Most formal documentation, particularly records of land ownership and birth certificates, have been lost or destroyed in the earthquake.

•

•

The community centre has been completely demolished by fallen rubble.

This includes key public service and community facilities including hospitals, community centres, churches, and schools.

Coordinated permanent shelter reconstruction planning. While permanent home reconstruction should be prioritised, the affected population will also need safe, temporary shelters for the interim.

•

Distribution of vital NFIs (e.g. tarps, bedding, cooking equipment, fuel, mosquito nets).

•

Primary facilities to be restored: community centre, health centre, schools and recreation areas for kids – and safe access to them to be planned and provided.

•

Improved access to clean water, sanitation and hygiene.

Access to clean water is limited; people are utilising crude water for cooking, and illnesses have been rapidly spreading throughout the community as a result of these condition-related practices.

•

Safe spaces for community workshops and trainings (for capacity building and other educational workshops).

•

Restoring livelihoods.

Many people are suffering from posttraumatic stress disorder and need psychological support and grief counseling.

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Developing cash-for-work programmes for interim livelihoods.

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Healthcare and medical assistance.

•

Families cannot afford to send children back to school.

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Clear and repair public infrastructure such as roads, and drainage systems.

•

All of the rubble and debris has created a very unsafe environment, particularly for children who are no longer in school or have a safe place to play.

•

Restore the safety and security in the neighbourhoods and informal camps.

•

There is still a severe lack of vital non-food items (NFIs)

•

There are few functional latrines remaining in the neighbourhood. Many people have resorted to open defecation causing severe health and sanitation issues.

•

•

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A needs assessment was conducted through a participatory rapid appraisal (PRA) approach. The following have been identified as key needs and priorities of the community:

The concrete block homes have been destroyed and people are primarily living among the ruins of their homes in improvised shelters or informal settlements, or “tent cities’.

•

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Summary of key needs and priorities:

The community’s capacity has been assessed and there is a large number of skilled and educated (e.g. builders, carpenters, electricians, plumbers, teachers) people among the affected population who are out of work, but should be utilised in recovery efforts.

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The response must continue to: •

Include the affected population and local government in decision making.

•

Be socially and culturally appropriate.

Following the cross-sector coordination meeting, group B will meet with a family from the Cormier community (Group 3, see below) and attempt to develop a holistic response. The shelter practitioners will be encouraged to lead

this session, but in coordination with both the community and other sectors.

Group 3 and Group 4 (Families from the affected community, Cormier) There will be two identically affected community groups. Their priorities are outlined in the description below. Each community will interact with only ONE of the NGO response groups and will have an opportunity to feedback on this response during the ‘community forum’ (see below). Groups members should be encouraged to emphasis their priorities and needs as outlined below and to place their shelter needs at the centre of their interaction with the NGO response groups. Although these groups should follow their role cards, they are also encouraged to improvise.

Role Card for Groups 3 & 4: Jean Family, from the Cormier neighbourhood in the city of Leogane, Haiti On January 12th, 2010 the Jean family was one of thousands of families affected by the earthquake in Leogane, Haiti. The Jean’s concrete block home was destroyed and their youngest daughter was killed. They are now living among the ruins of their home in an improvised shelter on the land they own, however all records of their land ownership was destroyed in the disaster. The one functional latrine remaining in the Jean’s neighbourhood, Cormier, is unable to accommodate the six times as many people now utilising it. Many people have

resorted to open defecation (OD) causing severe health and sanitation issues. 90% of the buildings in Cormier were destroyed, including the schools and community centre.

The mother, Fana, used to sell egg sandwiches by the road for a living. Most of her cooking equipment has been crushed by the concrete house in the earthquake. She is now selling packaged foods like biscuits and crackers, but the profit is much smaller than what she made selling egg sandwiches. She is trying to save money to buy new pots, but it is difficult. She prepares meals for her family with her neighbours, sharing their remaining cooking equipment; however access to clean water is limited and has resulted in her utilising crude water to wash vegetables, cook food, and clean pots and utensils. Water-borne illnesses have been rapidly spreading throughout their community as a result of these new conditionrelated practices.

The 10 year old son, Wismy, was walking home from school during the earthquake. He watched his town crumble in front of his eyes and friends killed. He was not reunited with his family until a week after the earthquake and is suffering greatly from post-traumatic stress disorder (PTSD). He is experiencing extreme night terrors. The Jean’s cannot afford to send Wismy back to school so he helps the family by selling bananas, harvested from the two banana trees on their property, at the bus station. The crowded bus station is a dangerous place for such a small boy.

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The father, Emmanuel, is an experienced construction worker, but has been out of work since the disaster. He has constructed an improvised temporary shelter made of tarps, but they are beginning to deteriorate and the family needs a better, safer place to live, particularly as the rainy season approaches. Emmanuel wants to assist with rebuilding the community and rebuilding his own home, but does not have the resources to do so. The rubble must be cleared from their concrete slab in order build any new structures, however they do not have the tools (shovels, wheelbarrows, rebar cutters, etc.) to do this. The Jean family does not want a temporary shelter and is only interested in rebuilding a permanent home.

Next steps: Your family is now going to meet with some international NGOs working in your community.

You are willing to work with those NGOs willing to prioritise your family’s main priorities and needs.

You have had negative experiences with NGOs in the past, particularly when they are not receptive to your needs.

Please make a list of your priorities and what assistance you will need to achieve them: Challenge Cards Throughout the simulation a number of ‘Challenge Cards’ will be presented to the NGO response staff. These will be used to reflect the pressure of external actors such as Donors and Government

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and can be used to keep participants on track if they are not sticking to the mandates outlined on their roles cards.

B7: COMMUNITY FORUM The final stage of the simulation is a community forum. The meeting will be led by the OCHA cross sector coordinator. This is an opportunity for both of the affected families from Cormier to meet with the NGO response teams and discusses whether or not the shelter after disaster response assisted their needs. The forum will also be an opportunity for the two response teams to outline how their response is going and the challenges they are facing.

The meeting should be attended by the following: Group 1: NGO Response Group A - All NGO workers Group 2: NGO Response Group B - Two representatives from the shelter sector Group 3: the family from Cormier - 2 or 3 members from each community Group 3: the family from Cormier - 2 or 3 members from each community Group 4: the family from Cormier - 2 or 3 members from each community

The cross-sector coordinator should facilitate the meeting utilising the questions outlined in the card below, as they will assist in bringing out the learning outcomes.

allow the meeting to flow, especially when the communities are feeding back on the response.

Suggested questions for community forum

B8: CLOSING SLIDES

Questions for the family:

The community forum should end with the crosssector coordinator summing up the lessons learnt, while keeping in mind the purpose of the exercise: improving cross-sector coordination in shelter after disaster. Following the simulation the summary slides (included in ANNEX 2) should be presented to show how the simulation links to the academic context.

1. How effective do you feel the response has been and why?

2. Do you feel your shelter needs have been met?

3. How was your communication with the NGOs providing assistance to you?

A suggested script for the slides is included below: Questions for the NGOs: 1. Do you think you appropriately assisted the community? Why or why not?

2. Have you been able to achieve your mandates?

3. Did you effectively collaborate with other sectors? Why or why not?

4. How did you decide what your priorities would be?

5. How do you feel the communities received your assistance and why do you think they received it in that way?

6. How could you have improved your response?

The OCHA coordinator should try and follow the questions above as much as possible but also

SLIDE 1 – Post disaster declarations We have now concluded our simulation and here there are some Haiti post disaster declarations; these demonstrate that the coordination of the sector was very poor and talks about the few lessons learned by the aid agencies. The affected population, one year after the earthquake, still complained about their shelters. They were still living in tents, they felt that nothing has been done for them, they want to go home. Agencies talked about a re-building process but this did not happen.

SLIDE 2 – Why does shelter need to collaborate with other sectors?

As the Haiti response demonstrated the difficulties in achieving the targets, we believe it is important, as shelter practitioners, to understand how the

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shelter agencies should work in collaboration with other sectors and what the links are. Post-disaster shelter provisions should encompass more than just the physical structure of a roof over one’s head; adequate shelter provides other instrumental components which support basic needs and improve lives.

SLIDES 3 to 6 – links with other sectors Here there are some of the links between shelter and other sectors. As you will see, shelter provides a great amount of items for all the clusters and a critical platform for WASH, health, protection, livelihoods, etc.

B9: KEY POINTS TO REMEMBER 1. Time keeping Time keeping in this simulation is essential. You must ensure that all groups have a watch or phone to keep track of the time. This may at times involve cutting sessions short while participants are mid-way through a process, however this, reflects the reality of disaster response where the those responding must balance the demands of responding quickly and effective to the community with the time pressure demands of reporting back to donors and HQ.

[Then talk about all the links following the slides].

SLIDES 7 to 11 – Learning outcomes With this simulation, what have we learnt as shelter practitioners?

[Explain the following slides].

SLIDE 12 – Shelter and the community at the centre of the response Shelter is central in humanitarian response and needs the collaboration of all the other sectors, as shown in the previous slides, in order to create shelters. But also, it’s the other way round: with no shelter we can’t achieve any of the other basic needs. Someone calls it “the shelter effect”: shelter is the first step towards a safe and protected environment, towards the creation of livelihoods and of making a living. With shelter you can ensure hygiene, health and education.

SLIDE 13 – The Haiti response How should the coordination be? The next slide will show the Haiti response and how the coordination between sectors was. Haiti was a particular case because of the poverty of its response. Despite OCHA’s efforts in coordinating all the sectors, the response has had many problems and Haitians are still in need. Anyway, this is the path to follow for the coordination, always in change for improvements…

SLIDE 14 – OCHA coordination video SLIDE 15 – Final slide Thank you for your COLLABORATION and contributing in the success of this simulation!

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2. How much to ‘facilitate’ The simulation is designed to be run with minimal interference from the facilitator. At times it may be tempting to guide the participants, especially those in the ‘uncoordinated’ group who may seem confused about how to respond. However responding to a situation with limited information or guidance reflects the reality of post disaster work and participants should be left to work through the challenges that emerge as much as possible.

The key role for the facilitator is encourage the participants to stick to their roles as described on their ‘role cards’ if they see participants moving away from these.

3. ‘Drawing out’ the learning outcomes and keeping shelter at the centre of the discussion The Community Forum at the end of the simulation should give an opportunity for learning outcomes to emerge naturally as part of the simulation exercise. The facilitator taking on the role of ‘OCHA cross-sector coordinator’ can assist with this process by using the questions outlined in section above.

It is vital that shelter is kept at the centre of the simulation. While the exercise looks at crosssector coordination issues, the simulation focuses on how SHELTER fits within a wider context.

Facilitators should make this clear at the start of the simulation, during the simulation, and again during any concluding comments.

B10: LIMITATIONS OF THE SIMULATION As mentioned above, this exercise is designed as an hour long session. This time constraint does somewhat limit the detail that the session could potentially go into. Outlined below are a few ways the simulation could be developed with more time and given the limitations. Additionally, the session has been first piloted with a group of Development and Emergency Practice masters students at Oxford Brookes University and some of the feedback from this session informs the ideas for development below.

•

With more time, the simulation can become more complex and addition actors (e.g. government, local municipality, donors, other sectors) can be included.

The simulation can also become more elaborate and realistic with more time and resources (e.g. NGO headquarter rings to contribute to the discussion, additional aftershocks cause to complicate the scenario, government officials intervening)

•

Participants do not see both the coordinated and uncoordinated simulations. Ideally, there would be more time allotted for the simulation and both groups would experience the coordinated and uncoordinated responses.

B11: SIMULATION PILOT AND FEEDBACK How the simulation pilot went: As part of developing this document we ran a pilot of the simulation exercise on May 15th 2013.

The simulation was carried out with a group Oxford Brookes Students undertaking a Master’s in Development and Emergency Practice. There were 16 participants who took part, including one facilitator who undertook the role of OCHA cross cluster coordinator. This meant that we did not have enough participants to undertake every role so we decided to drop the Health Cards from the simulation. However this did not affect the overall effective of the exercise, showing that it can be easily adapted to smaller groups as necessary.

The OCHA Coordination meeting with the Coordinated NGOs Group (B) went well and participants seemed clear about their roles in general, although more time could have been

allowed for participants to become more familiar with their role cards. Participants in this group realised that the simulation was Shelter focused and this influenced their discussions. This group largely seemed clear about what was required of them during the simulation and when not needed minimal guidance from the facilitator to get back on track. They managed to develop a clear response plan within the allotted time that took on board the needs of the community as requested by the simulation guidelines. When meeting the affected community they were clear in outlining what they could offer and strong at keeping the simulation shelter focused.

Coordinated Community Group (B) During the first community meeting, the facilitator guided the participants resuming the important post-disaster facts. The facilitator asked them to think about what their needs were and to give them priorities, making a list if possible. The students came up with several needs and they were then ready to attend the OCHA meeting.

At the OCHA meeting, the community talked first and explained about what their situation was and their priorities. By the end of the meeting the community agreed on the strategy that the aid agencies were going to run for the relief and seemed that all their needs have been more or less covered.

Uncoordinated NGOs Group (A) Group A was presented with their role cards and they read through them quietly. They only clarification needed in regards to their roles was whether or not they were one NGO working together or separate NGOs. They needed to be reminded that they were not allowed to speak as they did not know each other and would not be meeting until they went to meet the family. When everyone was finished reading their role cards, Group A went over to meet the family. There was a bit of confusion with many people talking at once and then the WASH NGO decided to organise the other NGOs a bit and have everyone introduce themselves. Everyone stayed in their roles and improvised a bit, which benefited the simulation. At one point, a shelter practitioner claimed they had built the family a permanent home and so they were served with a ‘challenge card’ by the session leader which stated that since they had built a permanent home on property that did not have proper documentation to prove land ownership, the government was preventing them from doing any further work in the country.

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Later on, the livelihoods project team got served with a ‘challenge card’ which cut their funding for not meeting their donors expectations in a timely fashion. These were inserted to provide difficulty and to thwart coordination. Although the NGOs were able to provide some assistance to the community, the response was overall was uncoordinated and the NGOs were unsuccessful in providing for the family’s post-disaster shelter needs. Following the meeting, the NGOs sat with the facilitator and made some notes on what they were able to provide for the community in the end. Finally, the facilitator led a discussion on the questions: What has happened? What has worked? What were the problems? This discussion was meant to get the group reflecting on the simulation before the community forum. Some comments included:

•

“We should have talked to each other first.”

•

“We should have coordinated and met beforehand.”

•

“We needed an assessment of needs.”

•

“We didn’t have any previous experience.”

•

“There was a lot of overlap.”

Uncoordinated Community Group (A) Community Group (A) was represented by three students. There was some initial doubt as to whether they would be able to genuinely reflect the family’s interests due to their respective law, architectural and construction backgrounds. They conscientiously wrote down a list of priorities and quickly networked between themselves to come to a consensus before meeting the NGO workers.

The NGO group approached and instantly began talking about what they would be able to offer.

The family instantly took offence to this asking ‘Don’t you want to know who I am?’ to which the NGO’s ignored until about six minutes into the conversation when finally someone asked for what the family actually wanted. The WASH cluster representative naturally began to coordinate the different groups due to that individual’s collaborative skill but this did not affect the dis-organised outcome. The family began to see some hope in their priorities being answered but the meeting was cut short due to imposed time restraints. It could be useful to include a ban on using technical terminology and acronyms

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for the family because that represents a real communication problem between development professionals and community-members. When the NGOs had returned to their desk, the community wrote down a reflection on how they felt the meeting had gone and instantly commented on how the NGOs were dis-organised and insensitive.

Feedback from participants After the session we asked the participants for their immediate thoughts on how the simulation went.

Feedback included: •

The community focused aspect of the simulation exercise was seen as a positive and highlighted as something that is often not address in post disaster simulations.

•

Participants felt that the need for coordination was clearly indicated through the simulation exercise

•

Participants commented on how interesting would have been taking part of both coordinated and uncoordinated simulation (for this more time will be needed)

**A feedback survey (APPENDIX 3) was sent to all participants after the simulation exercise** The majority of respondents believed the session to be run well with only one participant answering ‘average’.

Respondents mostly (13 out of 17) thought that the session should be run in the middle of the academic term. Three thought it should be at the start of the course and one person thought it should be at the end.

Seven participants thought that there are already enough simulation sessions on the course with only six respondents wanting more and four wanting less.

There is an overall feeling that a greater number of roles and a more in-depth introduction to the session would have added to the learning. Some would have liked a little variation in the context.

B12: PROCESS: DEVELOPING THE SIMULATION

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PART C

REFERENCES REFERENCES Babister, L., 2010. 10 things to do about clusters before it’s too late: CARE. CENDEP Shelter Conference 2010.

Hosted by: CENDEP and CARE International UK. Available at: <http://architecture.brookes.ac.uk/ research/cendep/media/Lizzie%20Babister_10%20Things%20to%20do%20about%20Clusters.pdf> Oxford Brookes University: England, 16-17 September 2010.

Boano, Lyons, and Schilderman, 2010. Building back better: delivering people-centred housing reconstruction at scale. [pdf ] Available at: <http://practicalaction.org/access-to-services/docs/ia3/building-backbetter-lyons-schilderman.pdf> [Accessed 14 March 2013].

CCCM (n.d.), About CCCM [online], http://cccm.humanitarianresponse.info/, Accessed: 03/042013 CCPT, 2011. Building back better: an imperative for Haiti. [pdf ]. CAFOD, Christian Aid, Progressio, Tearfund (CCPT). Available at: <http://www.christianaid.org.uk/images/building-back-better.pdf> [Accessed 1 April 2013].

Corsellis, T. and Vitale, A., 2005. Transitional settlement displaced populations. [pdf ] University of Cambridge: shelterproject. Available at: <http://postconflict.unep.ch/liberia/displacement/documents/ Corsellis_ Vitale_Transitional_Settlement_Displaced_Populatio.pdf> [Accessed 1 April 2013].

Cusack, A., 2013. Camp Coordination and Camp Management, Shelter After Disaster, Oxford Brookes University, unpublished.

Davis, I., 2011. What have we learned from 40 years’ experience of disaster shelter?, Environmental Hazards, 10:3-4, 193-212.

Early Recovery Cluster, n.d. About early recovery. [online] Early Recovery Cluster. Available at: <http:// er.humanitarianresponse.info/> [Accessed 11 March 2013].

FSC, 2011. Food security and livelihoods cluster. [online] Food Security Cluster (FSC).

Available at: <http://foodsecuritycluster.org/c/document_library/get_file?p_l_ id=223390&groupId=120482&folderId=246910&name=DLFE-12537.pdf> [Accessed 3 March 2013].

FSLC, 2012. Food Security and Livelihood Cluster (FSLC): urban livelihoods sub‐cluster meeting. [pdf ] Available at: <http://foodsecuritycluster.net/sites/default/files/ Urban%20Livelihoods%20NFRs%202nd%20 May%202012.pdf> [Accessed 1 April 2013].

Global Education Cluster (n.d.), The Education Cluster [Online], The Humanitarian Response, Available at <http://education.humanitarianresponse.info/> [Accessed: 12/04/013] GPS, 2012. Information note on the global protection cluster. [pdf ] Global Protection Cluster (GPS). Available at: <http://www.globalprotectioncluster.org/_assets/files/tools_and_guidance/GPC_Information_ Note_2012_EN.pdf> [Accessed 6 March 2013].

GPS, 2012a Age, gender, diversity. [online] Global Protection Clsuter (GPS). Available at: <http://www. globalprotectioncluster.org/en/areas-of-responsibility/age-gender-diversity.html> [Accessed 1 April 2013].

IASC, 2008. Emergency Shelter Cluster. [pdf ] Inter-Agency Standing Committee. Available at: <http://www. allindiary.org/pool/resources/esc-selecting-nfis-for-shelter.pdf> [Accessed 14 March 2013].

IASC, 2010. Global shelter cluster, linkages with logistics cluster. [online] Inter-Agency Standing Committee (IASC): presentation at logistics cluster workshop, Nairobi 2010. Available at: <http:// webcache.googleusercontent.com/search?q=cache:f_DUle9g5SkJ:www.logcluster.org/about/ logistics-cluster/meeting/global-logistics-cluster-meeting-nairobi-november-2010/shelter_ cluster+&cd=1&hl=en&ct=clnk&gl=uk> [Accessed 11 March 2013].

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IFAD, n.d. The sustainable livelihoods approach. [online]. International Fund for Agricultural Development (IFAD).

Available at: <http://www.ifad.org/sla/index.htm> [Accessed 3 March 2013].

JH & IFRC, 2008. The Johns Hopkins and Red Cross Red Crescent: public health guide in emergencies. [pdf ] The Johns Hopkins and International Federation of the Red Cross and Red Crescent. Available at: <http:// www.jhsph.edu/sebin/u/j/Chapter_8_Water_Sanitation_and_Hygiene_in_Emergencies.pdf> [Accessed 14 Â March 2013].

Kalan, W., et al. 2010. Incorporating the guiding principles on internal displacement into domestic law: issues and challenges. [pdf ] Brookings-Bern Project on Internal Displacement. Available at: <http://www. unhcr.org/refworld/docid/4b6c164e2.html> [Accessed 12 March 2013].

Logistics Cluster, n.d. About the logistics cluster. [online] Logistics Cluster. Available at: <http://www.logcluster. org/about/logistics-cluster/> [Accessed 11 March 2013].

Sanderson, D., 2011. HERR and shelter: implications for practice. [online] Active Learning Network for Accountability and Performance in Humanitarian Action (ALNAP). Available at: <http://www.alnap.org/ blog/50.aspx> [Accessed 3 March 2013].

Save the Children, 2008. Child friendly spaces in emergencies: a handbook for Save the Children staff. [pdf ] Save the Children. Available at: <http://www.unicef.org/french/videoaudio/PDFs/ Guidelines_on_ Child_Friendly_Spaces_-_SAVE.pdf> [Accessed 1 April 2013].

Sessions, C., 2009. NGOs and Water, sanitation, and hygiene. [pdf ] Guide to Nongovernmental Organizations for the Military. Available at: <http://www.cdham.org/wp-content/uploads/2011/11/Chapter-13.-NGOsand-Water-Sanitation-and-Shelter.pdf> [Accessed 14 March 2013].

The Sphere Project, 2011. Humanitarian charter and minimum standards in disaster response. [pdf ] The Sphere Project. Available at : <http://www.ifrc.org/PageFiles/95530/The-Sphere-Project-Handbook-20111. pdf> [Accessed 1 April 2013].

UK Government, 2013. Policy: helping developing countries deal with humanitarian emergencies. [online] UK Government. Available at: <http://www.dfid.gov.uk/what-we-do/key-issues/humanitarian-disastersand-emergencies/how-we-respond/humanitarian-emergency-response-review/> [Accessed 3 March 2013].

Warwick, H. and Doig, A. 2004. Smoke â&#x20AC;&#x201C; the killer in the kitchen: indoor air pollution in developing countries. [pdf ] ITDG Publishing. Available at: <http://www.esmap.org/sites/esmap.org/files/ Smoke_The%20 Killer%20in%20the%20Kitchen_Indoor%20Air%20Pollution%20in%20Developing%20Countries.pdf> [Accessed 2 April 2013].

WASH Cluster, 2008. WASH and emergency shelter matrix. [online] WASH cluster. Available at: <http://www. washcluster.info/drupal/?q=technical-library/wash-emergency-shelter-matrix> [Accessed 14 March 2013].

World Vision, n.d. Protecting children post-disaster. [pdf ] World Vision. Available at: <http://www.worldvision. ca/About-Us/News-Centre/global-emergencies/Documents/Myanmar-ChildFriendlySpaces.pdf> [Accessed 1 April 2013].

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PART D

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APPENDIX

ROLE CARDS COORDINATED

SHELTER NGO B1 • •

•

You are the manager of the shelter response team of a major INGO. You have been tasked with working in Cormiers, a neighbourhood in Leogane.

Your organisation specialises in building permanent homes that are socially and culturally appropriate, however you do not have the capacity to remove the rubble from where the homes can be built. You have the building skills and capacity to support the construction of household latrines and other WASH facilities should a need arise. You are experienced in constructing community and health centres and know how to effectively coordinate with other organizations and sectors.

Your organisation can provide non-food items (NFIs) including blankets, beddings, utensils and tool kits.

Mandate & priorities: •

• •

Meeting the needs of the affected community through a holistic approach is a central and guiding principle for your INGO. Therefore, it is imperative that your NGO collaborates with other sectors to ensure a coordinated response that avoids overlap and gaps in meeting needs within the shelter sector and beyond.

Your INGO encourages the use of skilled community members to assist with projects.

Permanent homes can only be built on land where families have proof of ownership.

Next steps: •

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You will participate in a cross-sector meeting with staff from another shelter response team as well as staff from protection, livelihoods, WASH, and health response teams before you visit the neighbourhood you will all be working in. This will be an opportunity to develop a cross-sector response to the disaster and adequately meet the needs of the community.

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SHELTER NGO B2 Who you are: • • • •

You are the manager of the shelter response team of a major INGO. You have been tasked with working in Cormiers, a neighbourhood in Leogane.

You are an experienced shelter project coordinator and you arrived in Haiti a week after the disaster. You have sound knowledge of the community’s needs and are aware of the social and cultural sensitivities which are particularly critical to consider in a post-disaster response.

Your organisation specialises in clearing rubble and ensuring areas are safe for construction.

You do not have the capacity to build permanent homes but you can provide tents and you are also considering the creation of a formal settlement on the outskirts of the city in coordination with other NGOs and sectors in order to provide all the facilities people needed. This could include the creation of save spaces where livelihood and health programmes could take place.

Mandate & Priorities: • • •

Meeting the needs of the affected community through a holistic approach is a central and guiding principle for your INGO’s. Therefore, it is imperative that your NGO collaborates with other sectors to ensure a coordinated response that avoids overlap and gaps in meeting needs within the shelter sector and beyond.

You want to utilise skilled community members to help with the rubble clearing process whenever possible.

You want to assist with construction needs beyond individual family shelters.

Next steps: • •

You will participate in a cross-sector meeting before you visit the neighbourhood which will be attended by representatives from another shelter team working in the neighbourhood, as well as staff from the protection, livelihoods, WASH, and health sectors.

This will be an opportunity to develop a cross-sector response to tackle the next phase of the recovery.

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LIVELIHOODS NGO (B)

YOU ARE...

• • •

You are the manager of the livelihoods response team of a major INGO. You have been tasked with working in Cormiers, a neighbourhood in Leogane.

You are an experienced livelihoods practitioner who has been in working in Haiti since the week after the earthquake.

You have sound knowledge of the community’s needs and are aware of the social and cultural sensitivities which are particularly critical to consider in a post-disaster response.

Mandate & Priorities: • • • •

Meeting the needs of the affected community through a holistic approach is a central and guiding principle for your INGO. Therefore, you must work with other sectors to ensure your response is coordinated, avoids overlap and gaps, and that community needs are met.

Your INGO would like to develop a cash-for-work (CFW) program for local community members to assist in clearing drains and rubble in the neighbourhood, and rebuilding their homes.

You are considering running a training workshop to give people the skills to take part in the CFW programme, but you do not have the capacity or knowledge to run these sessions alone.

Education and training is central to your response but you currently lack a safe space to do this.

Next steps: • •

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You will participate in a cross-sector meeting before you visit the neighbourhood which will be attended by representatives from two shelter teams working in the neighbourhood as well as staff from the protection, WASH and health sectors.

This will be an opportunity to develop a cross-sector response to tackle the next phase of the recovery.

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WASH NGO (B) Who you are: • •

You are the manager of the WASH (Water, Sanitation and Hygiene) response team of a small INGO. You have been tasked with working in Cormiers, a neighbourhood in Leogane.

You have extensive knowledge of the community’s needs and are aware of the social and cultural sensitivities which are particularly critical to consider in a post-disaster response.

Mandate & Priorities: • • • • •

Meeting the needs of the affected community through a holistic approach is a central and guiding principle for your INGO. Therefore, you must work with other sectors to ensure your response is coordinated, avoids overlap and gaps, and that community needs are met.

Repairing and constructing proper drainage is a priority for your INGO, but you will need assistance in clearing rubble that is currently obstructing drains in the area.

You want to run workshops to educate people about the importance of WASH, but you currently lack a safe space where this can take place.

You have a mandate to build latrines for the community, but must work with the shelter teams taking part in the response process to make sure these are appropriately allocated (for example, far away enough to not contaminate water sources, but close enough to be safe to use at night - in line with Sphere standards).

You will provide water storage contains, soap, and feminine hygiene products for the community, but should discuss with the other sectors and the community whether additional non-food items (NFIs) which are not included among these items, such as mosquito nets, are required and, if so, who should provide them.

Next steps: • •

You will participate in a cross-sector meeting before you visit the neighbourhood which will be attended by representatives from two shelter teams working in the neighbourhood as well as staff from the protection, livelihoods, and health sectors.

This will be an opportunity to develop a cross-sector response to tackle the next phase of the recovery.

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PROTECTION NGO B

YOU ARE...

• • •

You are the manager of the protection response team of a small INGO. You arrived in Haiti one month ago.

You have extensive knowledge of the community’s needs and are aware of the social and cultural sensitivities which are particularly critical to consider in a post-disaster response.

You are an experienced protection worker who has been working in Haiti for a month now. You have sound knowledge of the community’s needs and are socially and culturally aware.

Mandate & Priorities • •

Meeting the needs of the affected community through a holistic approach is a central and guiding principle for your INGO. Therefore, you must work with other sectors to ensure your response is coordinated, avoids overlap and gaps, and that community needs are met.

You have done a needs assessment and recognized the following as protection issues/needs in the community:

1.

2.

3.

4.

A safe space for kids Guidance on safe construction Housing, land, and property security Safe access to WASH and other vital facilities

Next steps • •

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You will participate in a cross-sector meeting before you visit the neighbourhood which will be attended by representatives from two shelter teams working in the neighbourhood as well as staff from the livelihoods, WASH, and health sectors.

This will be an opportunity to develop a cross-sector response to tackle the next phase of the recovery.

Cross-Sectoral Coordination Simulation

HEALTH NGO B YOU ARE...

• • •

You are the manager of the health response team of an INGO. You have been tasked with working in Cormiers, a neighbourhood in Leogane.

You are an experienced health practitioner who has been in working in Haiti since the week after the earthquake.

You have some knowledge of the community’s needs and are aware of the social and cultural sensitivities which are particularly critical to consider in a post-disaster response.

Mandate & Priorities: • •

Meeting the needs of the affected community through a holistic approach is a central and guiding principle for your INGO’s. Therefore, you must work with other sectors to ensure your response is coordinated, avoids overlap and gaps, and that community needs are met.

You are responsible for the provision of medical supplies, medical personnel, and counselling services. Your priority is locating a community building that can be used as neighbourhood health centre.

Next steps: • •

You will participate in a cross-sector meeting before you visit the neighbourhood which will be attended by representatives from two shelter teams working in the neighbourhood as well as staff from the protection, WASH, and livelihoods sectors.

This will be an opportunity to develop a cross-sector response to tackle the next phase of the recovery.

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PART D

1

APPENDIX

ROLE CARDS UNCOORDINATED

SHELTER NGO (A1) Who you are: • • • •

You are the new manager of the shelter response team of a major INGO. You have just arrived in Haiti and have been tasked with working in Cormiers, a neighbourhood in Leogane. You have not worked in a post-disaster response of this nature before.

You have received clear guidelines from your head office on what your priorities should be.

You have received funding from CIDA to construct permanent homes for those affected by the disaster in this neighbourhood.

You are experienced in constructing community and health centres

Mandate & Priorities: • • •

Fulfilling the demands of your donors to successfully complete the project and therefore secure additional funding.

You must prioritize single parent families.

You have been told by your head office that you must deliver on providing permanent homes as an immediate priority.

Next steps: • • •

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You will visit the neighbourhood and outline to the community how you plan to help them with recovering from the earthquake.

You are currently sitting in your INGOs head office in Port-au-Prince and will be collected by your driver and taken to the community.

You may be contacted with instructions from your head office throughout the response phase.

Cross-Sectoral Coordination Simulation

SHELTER NGO (A2) Who you are: • • • •

You are the new manager of the shelter response team of a major INGO. You arrived in Haiti a week ago and have been tasked with working in Cormiers, a neighbourhood in Leogane. You have little experience in the Shelter sector.

You have received clear guidelines from your head office on what your priorities should be.

You have received funding from USAID to construct temporary shelters for those affected by the disaster in this neighbourhood.

You have received donations of mosquito nets and other shelter-related NFIs.

Mandate & Priorities: • • •

You must fulfil the demands of your donors to successfully complete the project and therefore secure additional funding.

You must distribute the donated mosquito nets and other shelter-related NFIs. You have been told by your head office that you must deliver on these temporary shelters as an immediate priority and that they must be built on the land where the families original homes were.

Next steps: • • • •

You will visit the neighbourhood and outline to the community how you plan to help them with recovering from the earthquake.

You are currently sitting in your NGOs head office in Port-au-Prince and will be collected by your driver and taken to the community.

You may be contacted with instructions from your head office throughout the response phase This will be an opportunity to develop a cross-sector response to tackle the next phase of the recovery.

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LIVELIHOODS NGO (A)

Who you are: • • •

You are the manager of the Livelihoods response team of a major INGO. You have just arrived in Haiti and have been tasked with working in Cormiers, a neighbourhood in Leogane. You have not worked in a post-disaster response of this nature before.

You have received clear guidelines from your head office on what your priorities should be.

You have funding from USAID to run a cash-for-work (CFW) programme.

Mandate & Priorities: • • • •

To develop a CFW programme for local community members.

Cash will only be given to families who have already started building permanent homes as an effort to encourage families to start building back themselves.

You must fulfil the demands of your donors to successfully complete the project and therefore secure additional funding for future projects.

You have been told by your head office that you must report back on how you will effectively run this CFW programme.

Next steps: • • •

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You will visit the neighbourhood and outline to the community how you plan to help them with recovering from the earthquake.

You are currently sitting in your INGOs head office in Port-au-Prince and will be collected by your driver and taken to the community.

You may be contacted with instructions from your head office throughout the response phase.

Cross-Sectoral Coordination Simulation

WASH NGO (A) Who you are: • • •

You are the manager of the WASH response team of a small INGO. You have just arrived in Haiti and have been tasked with working in Cormiers, a neighbourhood in Leogane. You are unfamiliar with Haiti and you are an inexperienced disaster relief worker.

You have received clear guidelines from your head office on what your priorities should be.

You have received funding from DFID to provide latrines, non-food items (NFIs) (e.g., mosquito nets), and repair drainage. Funding can only be utilized for the programmes and products outlined in your mandate and priorities.

Mandate & Priorities: • • • •

Repairing drainage is a priority for you.

You would like to run a workshop to educate people about the importance of WASH, but you currently lack a safe space where this can take place.

You have a mandate to build latrines and distribute mosquito nets and NFIs to the community.

You will provide water storage containers, soap and hygiene products for the community.

Next steps: • • • •

You will visit the neighbourhood and outline to the community how you plan to help them with recovering from the earthquake.

You have received clear guidelines from your head office on what your priorities should be.

You are currently sitting in your INGOs head office in Port-au-Prince and will be collected by your driver and taken to the community.

You may be contacted with instructions from your head office throughout the response phase.

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PROTECTION NGO (A)

Who you are: • • •

You are the new manager of the protection response team of an INGO. You have arrived in Haiti two weeks ago and have been tasked with working in Cormiers, a neighbourhood in Leogane. You have not worked in a post-disaster response of this nature before.

You have received clear guidelines from your head office on what your priorities should be.

You have received funding for developing projects for the protection of the community.

Mandate & Priorities: • •

You must fulfil the expectations of your donors.

You have been told by your head office that you must provide general security and protection for the community as an immediate priority. This may include providing safe spaces (for kids, workshops, etc.), safe constructions, land security issues, and improving safe access to facilities.

Next steps: • •

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You will visit the neighbourhood and outline to the community how you have planned to help them in ensuring protection.

You have not yet scheduled any meetings with other INGOs. At the moment, you are not aware of other INGOs that are working in the field or what they are providing.

Cross-Sectoral Coordination Simulation

HEALTH NGO (A) Who you are: • • • • • •

You are the director of a new health NGO that has been created in response to the Haiti earthquake.

You have just arrived in Haiti and have decided to work in Cormiers, a neighbourhood in Leogane.

You have done missionary work in Haiti before, but have never worked in disaster relief.

You have developed clear guidelines for your organization on what your priorities are going to be.

You have some knowledge of the general needs of the affected population.

You have received donations of supplies (e.g., first aid kits, nappies, water purification tablets, etc.)

Mandate & Priorities: • • •

Your aim is to distribute your donations to the most vulnerable people in Cormier.

You must distribute the donated medical supplies and utilize your volunteer medical personnel.

Your priority is locating a community building that can be used as neighbourhood health centre.

Next steps: • •

You will visit the neighbourhood and assess who the most vulnerable people are for you to distribute your donations to.

You have not yet scheduled any meetings with other INGOs. At the moment, you are not aware of other INGOs that are working in the field or what they are providing.

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ROLE CARDS COMMUNITY JEAN FAMILY

From the Cormier neighbourhood in the town of Leogane, Haiti

On January 12th, 2010 the Jean family was one of thousands of families affected by the earthquake in Leogane, Haiti. The Jean’s concrete block home was destroyed and their youngest daughter was killed. They are now living among the ruins of their home in an improvised shelter on the land they own, however all records of their land ownership was destroyed in the disaster. The one functional latrine remaining in the Jean’s neighbourhood, Cormier, is unable to accommodate the six times as many people now utilizing it. Many people have resorted to open defecation (OD) causing severe health and sanitation issues. 90% of the buildings in Cormier were destroyed, including the schools and community centre.

MOTHER, FANA Fana used to sell egg sandwiches by the road for a living. Most of her cooking equipment has been crushed by the concrete house in the earthquake. She is now selling packaged foods like biscuits and crackers, but the profit is much smaller than what she made selling egg sandwiches. She is trying to save money to buy new pots, but it is difficult. She prepares meals for her family with her neighbours, sharing their remaining cooking equipment; however access to clean water is limited and has resulted in her utilizing crude water to wash vegetables, cook food, and clean pots and utensils. Water-borne illnesses have been rapidly spreading throughout their community as a result of these new condition-related practices.

SON, WISMY (10 years old) Wismy was walking home from school during the earthquake. He watched his town crumble in front of his eyes and friends killed. He was not reunited with his family until a week after the earthquake and is suffering greatly from post-traumatic stress disorder (PTSD). He is experiencing extreme nightmares. The Jean’s cannot afford to send Wismy back to school so he helps the family by selling bananas, harvested from the two banana trees on their property, at the bus station. The crowded bus station is a dangerous place for such a small boy.

FATHER, EMMANUEL Emmanuel is an experienced construction worker, but has been out of work since the disaster. He has constructed an improvised temporary shelter made of tarps, but they are beginning to deteriorate and the family needs a better, safer place to live, particularly as the rainy season approaches. Emmanuel wants to assist with rebuilding the community and rebuilding his own home, but does not have the resources to do so. The rubble must be cleared from their concrete slab in order build any new structures, however they do not have the tools (shovels, wheelbarrows, rebar cutters, etc.) to do this. The Jean family does not want a temporary shelter and is only interested in rebuilding a permanent home.

Next steps:

Your family is now going to meet with some international NGOs working in your community. You are willing to work with those NGOs wanting to prioritise your family’s central needs. You have had negative experiences with NGOs in the past, particularly when they are not receptive to your needs.

Please make a list of your priorities and what assistance you will need to achieve them: 36

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Cross-Sectoral Coordination Simulation

ROLE CARDS OCHA COORDINATOR OCHA NEEDS ASSESSMENT REPORT‐ Month 3 Assessment Update

Cormier neighbourhood in the city of Leogane, Haiti

General situational overview:  The concrete block homes have been destroyed and people are primarily living among the ruins of their homes in improvised shelters or informal settlements, or “tent cities’.  Most formal documentation, particularly records of land ownership and birth certificates, have been lost or destroyed in the earthquake.  The community centre has been completely demolished by fallen rubble. This includes key public service and community facilities including hospitals, community centres, churches, and schools.  There is still a severe lack of vital non‐food items (NFIs)  There are few functional latrines remaining in the neighbourhood. Many people have resorted to open defecation causing severe health and sanitation issues.  Access to clean water is limited; people are utilizing crude water for cooking, and illnesses have been rapidly spreading throughout the community as a result of these condition‐related practices.  Many people are suffering from post‐traumatic stress disorder and need psychological support and grief counselling.  Families cannot afford to send children back to school.  All of the rubble and debris has created a very unsafe environment, particularly for children who are no longer in school or have a safe place to play.  The community’s capacity has been assessed and there is a large number of skilled and educated (e.g., builders, carpenters, electricians, plumbers, teachers) people among the affected population who are out of work, but should be utilized in recovery efforts.

Summary of key needs and priorities: A needs assessment was conducted through a participatory rapid appraisal (PRA) approach. The following have been identified as key needs and priorities of the community:

 Clearing the rubble.  Identify land owners and provide new, official documentation to provide proof of ownership.  Coordinated permanent shelter reconstruction planning. While permanent home reconstruction should be prioritized, the affected population will also need safe, temporary shelters for the interim.  Distribution of vital NFIs (e.g., tarps, bedding, cooking equipment, fuel, mosquito nets).  Primary facilities to be restored: community centre, health centre, schools and recreation areas for kids – and safe access to them to be planned and provided.  Improved access to clean water, sanitation, and hygiene.  Safe spaces for community workshops and trainings (for capacity building and other educational workshops).  Restoring livelihoods.  Developing cash‐for‐work programmes for interim livelihoods.  Healthcare and medical assistance.  Clear and repair public infrastructure such as roads, and drainage systems.  Restore the safety and security in the neighbourhoods and informal camps.

The response must continue to:  Include the affected population and local government in decision making.  Be socially and culturally appropriate.

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PART D

2

APPENDIX

SLIDES

CONTEXT FILM

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PART D

3

APPENDIX

FEEDBACK SURVEY

Timestamp

How well were the activities organised?

4/16/2013 17:54:06

Well

4/16/2013 18:01:21

Well

4/16/2013 18:04:39

Well

4/16/2013 21:42:01

Well

Nothing. It was brilliant.

coordination is key!

The importance of coordination and collaboration

I would have defined the roles even further and made the role cards as bullet points or pictures so that it was instantly obvious what my role was. There was too much text to understand what to say in the meeting.

Sitting in meetings that felt very representative coordination

Well

allowed for individuals to experience both scenarious, i.e. where clusters were given the opportunity to coordinate and the opposite.

actually talking to other clusters and seeing where our priorities might cross

4/16/2013 22:14:15

Well

Perhaps the session could have benifited from clearer instruction during the start, but I can see why the intro was kept short given the time constraints and the facilitators were always on hand to help if instructions were not clear.

The clear point that shelter can not work in isolation

4/16/2013 22:53:36

Average

set not only one family. would set more variety of families who are suffering different difficulties.

thinking about protection and shelter

4/16/2013 21:58:10

4/17/2013 11:38:44

Well

4/17/2013 12:30:30

Well

4/17/2013 17:15:05

Well

4/20/2013 14:19:10

Well

In light of the question about the best time in the term the simulation should be run: the learning outcomes, since the simulation was at the end of the term, could have been more significant. The need for cross-sector co-ordination, especially with regards to shelter, has been explored extensively already. The simulation exposed this extremely effectively but at this stage it just confirmed something already known.

It was a very well organised and effective scenario

discussing the outcomes

4/21/2013 12:23:21

Well

It was organised really well. However, more than one speaker could have been presenting the lecture at the end.

Some interaction with the audience could have made it more dynamic too.

4/21/2013 12:29:07

Well

pay mike

Well

Very little - I think it went really well. You could have spent a little more time introducing the session and explaining the rationale behind the exercise.

Well

Spend less time on the post-simulation summary. A lot of these points were just repeating what had already been said. A quick summary would have been sufficient.

4/24/2013 10:05:46

4/24/2013 22:24:20

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If you were going to organise this session yourself what would you have done differently?

How impo use of a r allowing What single thing have you found your most useful in today's simulation? effe

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Cross-Sectoral Coordination Simulation

more actors thinking about coordination and communication By splitting the group in two and having different scenarios - very good way of showing the impact and importance of cross-sector coordination.

ortant was the When in the academic Would you like to real disaster in term would be the best see more or less time to run a simulation 'scenario-based g you to play on cross-sector workshops' in this role more ectively? coordination? module?

9

Start (Week 1)

No change

8

Middle (Week 6)

More

8

Start (Week 1)

More

10

End (Week 12)

More

10

Middle (Week 6)

More

6

Middle (Week 6)

No change

10

Middle (Week 6)

Less

7

Start (Week 1)

No change

6

Middle (Week 6)

No change

6

Middle (Week 6)

No change

6

Middle (Week 6)

No change

8

Middle (Week 6)

No change

6

Middle (Week 6)

Less

8

Middle (Week 6)

No change

9

Middle (Week 6)

More

Any further comments? Ideas?

Brilliant. Absolutely brilliant.

A good and well organised session and something that would be very useful for students wanting to reflect on the challenges of working with the community in a post disaster shelter program and where shelter fits in the wider humanitarian sector.

Well done!

I would not be surprised if some of these ideas were used in next year's SAD course.

Overall, I felt that the workshop was very effective for raising the issues and impacts of cross sector coordination.

Perhaps after a short summary/debrief, you could spend sometime brianstorming as a group ways that cross-sector coordination could be better

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