Managing External Relations - Disaster Management Center ...

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Chapter 6 Quite often, both approaches may be used. An initial timeline is established by making gross estimates and is later amended when estimates of the time needed to complete each task are available. Timelines can be supplemented by inserting other information needed for planning purposes. Emergency Co-ordination Meeting Schedule Date Day Event or Milestone Comments Aug 1 One General Briefing Distribute sitrep—large meeting room Aug 2 Two Media Briefing Distribute press release—auditorium Aug 3 Three Donor Briefing Distribute briefing package— small meeting room Aug 4 Four General Briefing Briefs by partner agencies Aug 8 Eight General Briefing— Distribute weekly sitrep venue established for weekly briefing Aug 10 Ten Schedule established for Update fact sheets and briefing media and donor visits packages for site visits to refugee site Gantt Charts Gantt charts show the planned time-scale for activities against an overall calendar. The dates form the columns of the chart, while activities form the rows. Each activity is represented by a bar. The length of the bar shows the planned duration of the activity, and the bar for each activity starts at the point corresponding to the planned start date as depicted below. Planned Activity August 1 2 3 4 5 6 7 8 9 10 Record contact information for agency, media and donor network Meet with relevant agency, media and donor representatives Assemble briefing materials Prepare for media briefing Prepare for donor briefing Prepare for site visits EP 04 79
EP 04 80 Managing External Relations In addition to the tools described above, important reference materials related to developing external relations strategies are included at the end of each of the following sections . These materials should be accessible to all staff for use in building group and personal strategies and should be ‘on hand’ in all offices. Copies should be provided or staff should be informed of the location of the materials, for example, in a library or on the Internet. Strengthening Relationships with Partners In an emergency, the typical scenario might involve stress and chaos in the face of overwhelming needs, exacerbated by difficulties in communication and inadequate response capacities. In complex emergencies, the response may involve a wide range of actors, including military forces, and extensive resources, all requiring co-ordination to meet the needs of the affected population. To speed the process at the onset of an emergency, the mechanisms and relationships needed for co-ordination should be visualised and cultivated if possible prior to the emergency. The process can be enhanced through development of a strategy for external relations, as suggested below. (1) Establish goals and objectives for external relations — Specific goals should be developed relevant to your situation based on or incorporating the following general goals: ♦ Promote constructive relations with institutions with related concerns. ♦ Resolve problems and keep in mind long-term objectives when achieving short-term goals. ♦ Provide sufficient advice and information to all government authorities, implementing partners and other UN agencies. ♦ Understand concerns and information needs of other groups and institutions. ♦ Encourage government responsibility for refugee issues. Goals and objectives should also be based on removing or addressing barriers to co-operation, co-ordination and collaboration. Objectives and activities should be changed as barriers or obstacles are identified throughout the emergency operation. Cultivate and improve inter-agency relationships through the use of networking, facilitation, negotiation, presentation skills and observation of agreed codes of conduct, standards, and principles such as the PARinAC principles (with NGOs). Other guidelines of this type are the Code of Conduct, and the current work of the Sphere standards sponsored by the IFRC and others. Some barriers to inter-agency relationships, such as inefficient bureaucracies or frequent staff turnover, may also require capacity building efforts. During an emergency, how can you establish practical goals to address capacity building needs? Capacity building needs can be identified prior to and during the emergency and discussed with all relevant partners, including government, other UN agencies and NGOs. If such needs cannot be addressed quickly during the emergency, they should become part of a longer-term strategy for rehabilitation and recovery.
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