Coordination and Information Management in the Haiyan Response : observations from the field
article
The response to the Level 3 disaster of Typhoon Haiyan in the Philippines involved a large number of organizations providing
assistance and support. Coordination structures between a large variety of international and national organizations, the
government and the military were established at the national, provincial and local levels. These coordination efforts were
accompanied by a significant information management effort, including the needs assessment of the affected population and
monitoring and evaluation regarding the response and assistance provided. This paper presents preliminary findings from a
research field trip conducted in the aftermath of the Typhoon response by the authors. Interviews were conducted with a broad
range of decision makers in various functions in the disaster response organizations and with varying responsibilities. These
interviews were complemented with in-field observations and secondary data collection. Preliminary findings show a decreasing
complexity and rigidity of coordination structures from the headquarters to the (deep) field, and a corresponding decreasing
sophistication of information management. While information management at the headquarters seemed to be targeted in large
part towards international advocacy and policy, information management in the field focused on very concrete response actions.
assistance and support. Coordination structures between a large variety of international and national organizations, the
government and the military were established at the national, provincial and local levels. These coordination efforts were
accompanied by a significant information management effort, including the needs assessment of the affected population and
monitoring and evaluation regarding the response and assistance provided. This paper presents preliminary findings from a
research field trip conducted in the aftermath of the Typhoon response by the authors. Interviews were conducted with a broad
range of decision makers in various functions in the disaster response organizations and with varying responsibilities. These
interviews were complemented with in-field observations and secondary data collection. Preliminary findings show a decreasing
complexity and rigidity of coordination structures from the headquarters to the (deep) field, and a corresponding decreasing
sophistication of information management. While information management at the headquarters seemed to be targeted in large
part towards international advocacy and policy, information management in the field focused on very concrete response actions.
TNO Identifier
521113
Source
Procedia Engineering, 78, pp. 49-51.
Pages
49-51