POCKET GUIDE
WPRO EMERGENCY WHO INTERNAL — DRAFT - DOCUMENT
Prior to IMS activation From IMS activation to 24 hrs 24 hrs to 72 hrs Within 3 to 10 days WPRO/WCO InformationSurveillance Process ERF performance standards IMS Structure WHO’s Critical Functions in the IMS: Roles and responsibilities Rapid Risk Assessment (RRA) questions RRA - Risk matrix and likelihood categories RRA - Consequences categories Grading categories (ERF II) Emergency grading template Linking risk assessment and situation analysis to WHO grading and operational response
Abbreviations 02 03–04 05–08 09–12 13 14–17 18 19–22 23 24 25 26–27 28 29
4W Who does What, Where and When (4W) CERF Central Emergency Response Fund CFE Contingency Fund for Emergencies CPI Country health emergency Preparedness IHR DVA Detection, Verification and risk Assessment ERF Emergency Response Framework EMO Emergency Operations EMT Emergency Management Team EWARS Early Warning, Alert and Response System HeRAMS Health resources and services availability mapping system HIM Health emergency Information and risk assessMent HQ WHO Headquarters HRP Humanitarian Response Plan IHM Infectious Hazard Management IM Incident Manager IMS Incident Management System IMT Incident Management Team SOP Standard Operating Procedure WCO WHO Country Office WR WHO Representative
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Contents
Introduction
01
The WPRO WCO Emergency Pocketbook (WEP) is to be used by WHE Country Office staff as a summary of key emergency processes and tools described in the Emergency Response Framework 2 (ERF2). https://emanual.who.int/p17/s01/Pages/ XVII13WHOEmergencyPolicies.aspx
Pages can be updated independently to reflect latest updates. Comments can be addressed to: rebullidam@who.int
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This document is maintained using users’ feedback and updates to processes described in the chapter 17 Health Emergency eManual https://emanual.who.int/p17/Pages/default. aspx
Prior to IMS activation WR and/or delegated person – will within 24 hours of grading: • Ensure safety and security of all staff (cascade of calls) • Liaise with UN Department of Safety and Security (UNDSS) locally • Appoint an Incident Manager in-country and share contact details • Activate country office contingency plan and business continuity plan, if needed • Initiate and manage initial response activities • Collect & share available information to inform/assess nature & extent of event (1h EMOs)
• Activate WCO IMT, emergency SOPs and assign key IMS functions by repurposing WCO staff • Establish contact with key government officials, UN Country Team (UNCT) and partners to agree on initial response objective, priority operations and support needs • Establish initial risk communication direction with government, UNCT and partners • Determine need for surge support based on analysis of WCO capacity to manage the incident • Receive contact details of WPRO and HQ Focal points for Grade 1 emergencies to coordinate any required support
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02
From IMS activation to 24 hrs
Staff health, wellbeing and security • Collate and assess safety of operational environment, in coordination with UNDSS • Implement security plan for staff
Information and planning • Undertake ongoing monitoring of risks and needs and update initial risk assessment • Update leadership regularly Communications • Access existing risk communication material and technical guidance • Propose risk communication strategy and tools (talking points and messaging) • Coordinate with government/UN/ NGO counterparts on messaging • Issue first public statement based on talking points and manage interview requests
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Leadership - Incident Manager • Hold 3-level briefing call to provide updates and produce WHO Rapid Risk Assessment (RRA) • Record, document and share key activities and decisions with appropriate parties • Initiate and manage initial response activities • Hold end of day meeting with country office team and call EMOs (3 levels)
03
From IMS activation to 24 hrs (con’t) Operation Support and Logistics • Rapidly review and maintain basic operational support (communications, IT, transport) • Review the UN Minimum Operation Security Standard (MOSS) compliance of office, vehicles, and accommodation (with security personnel) • Start distribution of medical kits and supplies for staff, if needed Finance and Admin • Support activation of WCO contingency plan and business continuity plan
• Release emergency cash on no-regrets basis • Prepare request for resources from CFE and/or regional fund (< USD 50 000) for IM submission Partner Coordination • Establish contact with operational partners and MOH to support assessment of risks and needs Health Operations and Technical Expertise • Access existing risk communication material and technical guidance
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04
24 hrs to 72 hrs
• • • •
•
• Establish WHO presence at site of emergency; make contact with local officials Receive surge team and transition IMS functions, as appropriate Agree on health sector coordination mechanism with MOH and partners Represent WHO at the initial meetings of the UNCT/UNHCT Lead Health Cluster component of initial inter-agency situation analysis and Multi-sector Initial Rapid Assessment (MIRA) Issue initial response strategy, objectives and action plan.
• Assist Ministry of Health with activation of its EOC • Within 24h of WHO Rapid Risk Assessment, hold a 3-level call for grading (as needed) Leadership - Staff health, wellbeing and security • Continually ensure security of staff and liaise with UNDSS to share information VE RSI ON- 001.6 JUL20 1 7
Leadership - Incident Manager
05
24 hrs to 72 hrs (con’t) Information and planning • Complete annex 2 and annex 3 of ERF2 • Contribute to situation analysis and MIRA and grading (as needed) • Support IM to develop initial response strategy, objectives and action plan for WHO response • Issue first WHO Situation Report • Generate/update 4W matrix • Initiate humanitarian or outbreak public health risk assessment
Health Operations and Technical Expertise • Complete annex 2 and annex 3 of ERF2 • Assist MOH to determine if the event is reportable under IHR • Develop initial risk communications messages and initiate community engagement • Contribute health operations and technical inputs into risk assessments, situation analysis and MIRA • Contribute health operations and technical inputs into initial response strategy, objectives and action plan
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06
24 hrs to 72 hrs (con’t)
• •
• •
• Issue local donor alert; commence outreach to donors in-country • Support IM in determining coordination mechanism with MOH and partners Establish EMT coordination cell within MOH, as needed With MOH, advise Humanitarian Coordinator on need for activation of Health Cluster, and convene first Health Cluster meeting, as needed Ensure partner contribution to initial situation analysis and MIRA Map initial partner deployments
Operation Support and Logistics
•
•
• • •
• Undertake rapid assessment of supply chain, health logistics and field support needs With government and partners, review stocks, pipeline and storage capacities Support importation waiver National Regulatory Authority process and initiate emergency customs clearance procedures Participate in Logistics Cluster meetings Explore options for in-country partnership Support MOH in activation/ establishment of EOC
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Partner Coordinator
07
24 hrs to 72 hrs (con’t) Finance and Admin
Communications and External relation
• Submit request for resources from CFE and/or regional fund • Facilitate arrival of surge team • Request identified operation support and resources, and facilitate deployment of surge team • Provide emergency administrative, HR, finance, grant management and procurement services • Apply emergency SOPs
• With MOH and partners, define risk communication messages and coordinate community engagement • Support development and dissemination of information products • Support IM to develop initial response strategy, objectives and action plan for WHO response • Issue local donor alert; commence outreach to donors in-country
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08
Within 3 to 10 days
• Activate ERF Monitoring tool to monitor progress against Performance Standards • Consider need for establishment of sub-national hubs • Submit to OCHA the Health Cluster financial needs for Flash Appeal/ CERF (3–5 days). • Participate in 3-level teleconferences to provide updates
Health Operations and Technical Expertise • Agree with MOH and partners on priority interventions related to disease control measures, health services and health staff training • Collaborate with MOH and partners to rapidly address priority operational gaps • Promote and monitor the application of standardized treatment protocols, technical standards and best practices • Provide technical assistance and materials to MOH and partners
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Leadership - Incident Manager
09
Within 3 to 10 days (con’t) Information and planning • Continually monitor, analyse and disseminate health information related to emergency • Lead Health Cluster on Multi-sector Initial Rapid Assessment (up to 14 days) • Coordinate detailed strategic and joint operational planning, in collaboration with Partner Coordination and Health Operations teams • Produce first external Sitrep • Initiate monitoring against ERF performance standards • Establish/strengthen response reporting systems • Establish/strengthen Early Warning, Alert and Response System + Health
resources and services availability mapping system Staff health, wellbeing and security • Continually ensure safety and security of staff and liaise with UNDSS to share information • Update security assessment • Identify needs for additional security services and equipment • Deploy occupational nurse and staff counselor VE RSI ON- 001.6 JUL20 1 7
10
Within 3 to 10 days (con’t)
• Coordinate overall development of initial Health Cluster response strategy and action plan, for inclusion in UN Humanitarian Country Team flash appeal (3–5 days), as needed, including budget for initial CERF funding • Work with partners to identify and address immediate priority gaps in service delivery and coverage through 4W (Who’s doing what, where and when) matrix • Participate in inter-cluster/sector meetings and activities • Issue initial Health Cluster bulletin
Operation Support and Logistics
•
• •
•
• Scale up field support (e.g. accommodation, offices, fleet management, telecommunications and EOC facilities) Strengthen supply chain (including forecasting, procurement, warehousing, transportation, distribution, partner coordination, etc.) Organize custom clearance and transport of supplies and material Advise and support MOH and partners on health logistics standards and provide OSL guidance Participate in logistics sector assessment
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Partner Coordinator
11
Within 3 to 10 days (con’t) • Liaise with WHO EMP for Emergency Use Assessment and Listing procedure (EUAL), as needed • Disseminate health logistics standards and OSL guidance to partners • Study with WR the option for WHO to be the recipient of partners shipments to prevent delays Finance and Admin • Initiate/ develop emergency HR and activity work plans in GSM • Process critical activities approved by incident manager against the emergency work plan • Fill all IMS critical functions, through appropriate assignment of WCO and surge staff
• Provide briefings and support for incoming surge staff • Track donor contributions and ensure compliance and timely reporting Communications and External relation • Agree with MOH and partners on priority interventions related to risk communication • Refine risk communications messages and develop community engagement strategy • Compile and produce media brief and other communications products • Commence outreach to in-country donors
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12
WPRO/WCO Information-Surveillance Process
DETECTION
EVENT CONFIRMATION &
EVENT
2 INITIAL RISK
3 REPORTING
ASSESSMENT
CFE up to USD 50 000 DISCARD
1. Surveillance officers Daily screening of signals to detect potential events
2. DVA or Mandated Personels –– Event verification (Gov, NFP, etc.) –– Initial risk assessment (intuitive) and selection of events of potential interest
3. DVA+HIM and technical experts Daily discussion about events of potential interest
MONITORING, MITIGATION, PREPARATION AND READINESS
Medium / Low Risk DECISION4 MAKING FOR ACTION
4. WR/CLO
Upgraded
RAPID RISK Very high 5 ASSESS- /High risk OR WHO action MENT
required
IMS 6 ACTIVATION
If high/very high or WHO action required: –– Dispatch assessment/ verification team –– Request CFE –– Share RRA –– Three-level TC to agree on RRA
Decide on actions i.e: –– Discard/monitor event –– Mitigation/ Readiness actions –– Assign team for Rapid Risk Assessment –– IHR reporting 6. WR/CLO, WPRO and HQ –– Potential PHEIC Conduct grading call –– Request CFE
5. Field IM & technical experts 7. WR/CLO Conduct Rapid Risk Assessment
Activate WCO IMS and assign critical functions
7 GRADING
Unlimited CFE Up to USD 500 000 < 24 hrs
Grade 1–3 8 SCALED RESPONSE
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EVENT SCREENING
1 AND
13
ERF performance standards Performance Standard
IMS Critical Function
Primary Responsibility
Time
PS 1: Ensure safety and security of all staff; activate cascade of calls with all WHO personnel, their dependents, and visitors to ensure their safety and whereabouts, and liaise with UN Department of Safety and Security (UNDSS) locally
Leadership
WCO
24 Hours
PS 2: Activate country Incident Management Team (IMT) and assign critical functions by repurposing WCO; locate as close to the emergency as possible
Leadership
WCO
24 Hours
[Ref. / Ex.] EMERGENCY PROCEDURES ACTIVATION: https://emanual.who.int/p17/ s02/Pages/XVII22ActivationofemergencySOPs.aspx PS 3: Activate rosters; initiate surge
Leadership; Finance and Administration
RO and HQ
[Ref. / Ex.] WHO ADMIN & FIN SOPS: http://www.who.int/hac/techguidance/training/ predeployment/Admin%20finance%20and%20HR.pdf
24 Hours
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14
ERF performance standards (con’t) Performance Standard
IMS Critical Function
Primary Responsibility
Time
PS 4: Convene first health sector/Health Cluster meeting
Partner Coordination
WCO
24–72 Hours
15
[Ref.] Chapter 2.3 Holding successful cluster meeting: http://www.who.int/hac/ network/global_health_cluster/health_cluster_guide_6apr2010_en_web.pdf [Ex.] Health cluster Meeting minutes: https://www.humanitarianresponse.info/system/ files/documents/files/draft_health_cluster_meeting_note_09012017.pdf PS 5: Issue initial response strategy, objectives and action plan
Leadership; Information and Planning
WCO
24–72 Hours
[Ex.] ZIKA Response plan: http://apps.who.int/iris/bitstream/10665/246091/1/WHO-ZIKVSRF-16.3-eng.pdf Leadership; Information and Planning
WCO
24–72 Hours
[Ex.] Sitrep DRC June 2017: http://apps.who.int/iris/bitstream/10665/255761/1/ EbolaDRC-2362017.pdf PS 7: Review CFE request and clear, as appropriate
Leadership
HQ
[Ref.] CFE request SOP and Draft Email: https://emanual.who.int/p17/s07/ss03/Pages/ XVII.7.3.1%20Contingency%20Fund%20for%20Emergencies%20(CFE).aspx
24–72 Hours
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PS 6: Issue initial internal situation report (sitrep)
ERF performance standards (con’t) Performance Standard
IMS Critical Function
Primary Responsibility
Time
PS 8: Issue global donor alert
Leadership
HQ
24–72 Hours
[Ex.] Ebola donor Alert: http://www.who.int/emergencies/ebola-DRC-2017/appeal/en/ WHO Donor Centre: http://www.who.int/hac/donorinfo/en/ PS 9: Issue initial health sector/Health Cluster bulletin
Partner Coordination
WCO
3–10 Days
[Ex.] Health Sector Cluster Bulletin: http://www.who.int/health-cluster/news-and-events/ news/north-east-nigeria/en/ PS 10: Establish/strengthen EWARS
Information and Planning; Health Operations
WCO
3–10 Days
WCO
3–10 Days
[Ref./Ex.] EWARS WEB INFO: http://www.who.int/emergencies/kits/ewars/en/ PS 11: Agree with MOH and partners on priority interventions related to: risk communications, community engagement, disease control measures, health services and health staff training
Health Operations
[Ref./Ex.] RISK COM GUIDANCE: http://www.who.int/risk-communication/guidance/en/ PS 12: Establish monitoring framework for response, including key performance indicators (KPIs)
Information and Planning
WCO
10–30 Days
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16
ERF performance standards (con’t) Performance Standard PS 13: Finalize and issue the strategic response plan /HRP and joint operations plan
IMS Critical Function
Primary Responsibility
Time
Leadership; Information and Planning
WCO or HQ (for multi-country / multi-regional emergency)
10–30 Days
17
PS 14: Develop OSL and procurement plan
Operations Support and Logistics; Finance and Administration
WCO
10–30 Days
PS 15: Develop WHO emergency human resource and activity work-plans, and associated budgets
Finance and Administration
WCO
10–30 Days
PS 16: Fill priority coordination gaps at sub-national level
Partner Coordination; Finance and Administration
WCO, RO and HQ
30–60 Days
PS 17: Report monthly against KPIs (minimum)
Information and Planning
WCO
30–60 Days
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[Ref./Ex.] 2017 HRP: http://www.who.int/emergencies/response-plans/2017/en/
IMS Structure WHOâ&#x20AC;&#x2122;s Incident Management System organizational structure: critical functions and sub functions LEADERSHIP / INCIDENT MANAGEMENT
PARTNER COORDINATION
STAFF HEALTH, WELLBEING AND SECURITY
HEALTH AND INTERSECTORAL COORDINATION
COMMUNICATIONS
LIAISON
EXTERNAL RELATIONS
EOC MANAGEMENT
INFORMATION AND PLANNING
INFORMATION Risk and Needs Assessment Early warning and surveillance Monitoring and evaluation Information products
PLANNING Strategic and operational planning Project management
HEALTH OPERATIONS AND TECHNICAL EXPERTICE
OPERATIONS SUPPORT AND LOGISTICS
FINANCE AND ADMINISTRATION
PREVENTION AND CONTROL MEASURES
SUPPLY CHAIN MANAGEMENT
FINANCE, BUDGET/GRANTS MANAGEMENT
RISK COMMUNICATION AND COMMUNITY ENGAGEMENT
FIELD SUPPORT
PROCUREMENT
HEALTH SERVICE DELIVERY
HEALTH LOGISTICS
HUMAN RESOURCES AND SURGE
TECHNICAL EXPERTISE, SCIENCE AND RESEARCH TRAINING OF HEALTH STAFFS
HEALTH
EMERGENCIES programme
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18
19
• Overall management of the WHO response, including supervision of Team Leads for all other IMS functions • Provides strategic leadership and day-to-day oversight • Works with health authorities and partners to agree on priorities and objectives for the health response • Works closely with technical experts to define response priorities, design the response strategy and specify essential disease control interventions • The IMT works out of an Emergency Operations Centre (EOC), which is a central facility for emergency management • The Emergency Operations Centre Facility Manager ensures that all of the centre’s systems (hardware and software) and staff support tools are well maintained and operational when needed • Coordinates all activities related to resource mobilization, donor relations, and advocacy to support the implementation of the strategic, operational and IMS action plans
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External relations
EOC Management
Leadership/ Incident Management
WHO’s Critical Functions in the IMS: Roles and responsibilities
• Coordinates WHO’s response to media and public queries for information • Develops and disseminates both internal and external communication products • Working with other response agencies and technical experts, takes a pro-active approach so that risk and crisis communications are coherent and consistent
• Tracks security issues and takes concrete measures to ensure the safety and well-being (both physical and mental) of all personnel in WHO’s response team • Ensures reasonable occupational health measures are in place and that WHO staff have ready access to medical care, medical evacuation, psychosocial services and counselling, as required • Ensures that WHO programmes and operations are implemented in accordance with UN and WHO security policies, protocols and context-specific guidance
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Communications
WHO’s Critical Functions in the IMS… (con’t)
Staff health, wellbeing and security
20
21
• Provides finance, management and administrative support to enable the smooth functioning of the WHO response • Ensures that decisions made by the Incident Manager trigger the provision of management and administrative services according to WHO SOPs and performance standards • Prior to grading, ensures the availability of funds (up to USD 50 000) and activation of Emergency SOPs to allow for risk assessment and detailed field investigations • Ensures that collective action results in appropriate coverage and quality of essential health services for the affected population (4Ws, HeRAMS, surveys), especially the most vulnerable (health sector) • Ensures WHO/WR representation on the Humanitarian Country Team • Ensures participation of WHO in all inter-sectoral cluster meetings (by the Health Cluster Coordinator, where the health cluster is activated) • Purposes of coordination are: to engage stakeholders in risk assessments and needs assessments, planning, information management and sharing, service delivery, monitoring and quality assurance, and advocacy
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Partner coordination
Finance and Administration
WHO’s Critical Functions in the IMS… (con’t)
• WHO works with MOH and partners to ensure optimal coverage and quality of health services in response to emergencies • Promotes the implementation of the most effective, context-specific public health interventions and clinical services by operational partners • Provides up-to-date evidence-based field operations, policies and guidance, and technical expertise • Collects, analyses and disseminates information on health risks, needs, service coverage and gaps, and performance of the response • Uses information to develop and continually refine the response, as well as inform recovery planning
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Operations Support and Logistics
• Ensures that WHO staff – and, where agreed, operational partners through GOARN, the Health Cluster and EMTs – have a reliable operational platform in order to deliver effectively on the WHO action plan and joint operational plan • Supports logistics capacities of MOH, as required • Actively participates in the Logistics (Water Sanitation and Hygiene (WASH)) and Emergency Telecommunications Clusters, through agreements with partners such as World Food Programme and UNICEF • Leverages the comparative advantages of other partners – for example in procurement, warehousing, convoy management, and telecommunications – to gain clear advantages for WHO operations
Health Ops and Technical Expertise
WHO’s Critical Functions in the IMS… (con’t)
Info and Planning
22
Rapid Risk Assessment (RRA) questions
23
Overall risk (based on information available at time of assessment) HIGH
MODERATE
LOW
National
National
National
Regional
Regional
Regional
Regional
Global
Global
Global
Global
RISK QUESTION
ASSESSMENT RISK CONFIDENCE COMMENTS LIKELIHOOD CONSEQUENCES
National Risk for impact on human Regional health? Global National Risk of event spreading? Regional Global Risk of insufficient control National capacities with available Regional resources? Global Add further risk questions if needed Risk questions: Identified at the beginning of meeting, specific to the event Likelihood: Almost certain, Highly likely, Likely, Unlikely, Very unlikely OR Insufficient information available Consequences: Severe, Major, Moderate, Minor, Minimal OR Insufficient information available Risk: Very high, High, Moderate and Low according to the risk matrix combining likelihood and consequences Confidence: High or Low
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VERY HIGH National
24
RRA - Risk matrix and likelihood categories
LIKELIHOOD
Almost certain
Expected to occur in Almost certain most circumstances (~ ≥ 95%)
Highly likely
Highly likely
Will probably occur in most circumstances (~70–94%)
Likely
Will occur some of the time (~30–69%)
Unlikely
Could occur some of the time (~ 5–29%)
Very unlikely
Could occur under exceptional circumstances (~< 5%)
Likely
Unlikely
Very unlikely Minimal
Minor
Moderate Major CONSEQUENCES
Severe
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Likelihood categories and definitions
Risk Matrix
Severe
• Severe impact for a large population or at-risk group • Severe disruption to normal activities and services • Large number of additional control measures needed and most requiring significant resources • Serious increase in costs for authorities and stakeholders
Major
• Major impact for a small population or at-risk group • Major disruption to normal activities and services • Large number of additional control measures needed and some requiring significant resources • Significant increase in costs for authorities and stakeholders
Moderate
• Moderate impact as a large population or at-risk group • Moderate disruption to normal activities and services • Some additional control measures will be needed and requiring moderate resources • Moderate increase in costs for authorities and stakeholders
Minor
Minimal
• Minor impact for a small population or at-risk group • Limited disruption to normal activities and services • Small number of additional control measures needed and minimal resources required • Some increase in costs for authorities and stakeholders. • • • •
Limited impact on the affected population Little disruption to normal activities and services Routine responses adequate; no additional control measures Few extra costs for authorities and stakeholders
25
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RRA - Consequences categories
Grading categories (ERF II)
UNGRADED
GRADE 1
A public health event or emergency that is being monitored by WHO but that does not require a WHO response.
A single country emergency requiring a limited response by WHO, but that still exceeds the usual country-level cooperation that the WHO Country Office (WCO) has with the Member State. Most of the WHO response can be managed with in-country assets. Organizational and/or external support required by the WCO is limited. The provision of support to the WCO is coordinated by an Emergency Coordinator in the Regional Office.
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GRADE 2
GRADE 3
A single country or multiple country emergency, requiring a moderate response by WHO. The level of response required by WHO always exceeds the capacity of the WCO. Organizational and/or external support required by the WCO is moderate. The provision of support to the WCO is coordinated by an Emergency Coordinator in the Regional Office. An Emergency Officer is also appointed at headquarters, to assist with the coordination of Organization-wide support. A single country or multiple country emergency, requiring a major/maximal WHO response. Organizational and/or external support required by the WCO is major and requires the mobilization of Organization-wide assets. The provision of support to the WCO is coordinated by an Emergency Coordinator in the Regional Office(s). An Emergency Officer is also appointed at headquarters, to assist with the coordination of Organization-wide inputs. On occasion, the WHE Executive Director and the Regional Director may agree to have the Emergency Coordinator based in headquarters. For events or emergencies involving multiple regions, an Incident Management Support Team at headquarters will coordinate the response across the regions.
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Grading categories (ERF II) (conâ&#x20AC;&#x2122;t)
Emergency grading template Date: Time: Country: Emergency Type: Grading decision (Grade 1, 2 or 3): Agenda Situation analysis – summary Risk assessment – summary (attach risk assessment template as appropriate) Names and contacts of key staff
Chair: Participants: • WCO • RO • HQ • Scale: • Urgency: • Complexity: • Capacity: • Reputational risk: • Head of WHO Office in countries, territories and areas/WHO Representative: • Incident Manager: • Emergency Coordinator/Focal Point (RO): • Emergency Coordinator/Focal Point (HQ):
Immediate WHO and health sector objectives/priorities: AGREED NEXT STEPS Action Surge of staff CFE application Dispatch of supplies Outreach to partners Timeline for performance standards For public health events: does this emergency warrant referral to the Emergency Committee for consideration of a PHEIC? Date and time of next teleconference Other
Details
Person responsible
Date
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Linking risk assessment and situation analysis to WHO grading and operational response
29
Ungraded / Pre-grading Monitoring, mitigation, preparedness and readiness
DETECTION WHO response required; Repurposing WCO
Di sc ar
d
Situation analysis
Suspected public health event Verification Risk assessment: low â&#x20AC;&#x201C; very high
Grading Close event
Graded Emergency: G1â&#x20AC;&#x201C;G3
IMS activation and scaled response
WHO response required and/or high/very high risk
Ungraded / Pre-grading
Monitoring, mitigation, preparedness and readiness
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Emergency
Contact information: 24/7 WHO WPRO +63 (2) 528 8001 or +63 (2) 306 9900 or +63 (2) 528 9097 IHR +63 928 503 1007 UNDSS Trunkline +63 (2) 901 0426 to 8 Mobile +63 917 827 0952 +63 998 592 5674