community engagement 101 training: communication ... · vulnerabilities and build on their...

Community Engagement 101 Training:Communication, Accountability, CommunityParticipation and Common Service Partnerships

AIM Conference Room, Camp John Hay, Baguio City18-22 April 2016

DOCUMENTATION REPORT

Community Engagement |

CONTEXT

The training, dubbed as Community Engagement101, was organized and facilitated by theHumanitarian Country Team’s (HCT) Community ofPractice (CoP) on Community Engagement1 and washeld from 18-22 of April. The training was part ofenhancing CoP’s in-country strategic (preparedness)and operational (response) capacities and resources.

The HCT’s CoP advocates for CommunityEngagement not just as a corporate priority agendabut for it to become a central component of theoverall disaster preparedness and response.

Since 2014, the CoP, both at the national and fieldlevel, brings in emerging partners and technologyso that both humanitarian responders and affectedcommunities can be connected and can workclosely together in the overall preparedness andresponse.

Community Engagement is more than just the two-way communication between affected communitiesand humanitarian agencies or within and betweencommunities themselves.

It is also highly based on both principle and practicethat communities’ meaningful participation andinformed collective decision in humanitarian andpreparedness processes is essential and that theiraccess to life-saving information and feedback is acritical form of aid as well essential in the transitionprocess from emergency to early recovery.

It should enable affected people to meet theirimmediate and evolving needs, address theirvulnerabilities and build on their pre-existingcapacities, channels, networks and structures.

CHALLENGES

The CoP on Community Engagement is a largenetwork of experts, specialists and practitionersunder the Philippine HCT that works on anintegrated and coordinated approach onCommunication, Accountability, CommunityParticipation and Common Service Partnerships.

Composed of more than 40 organizations, the CoPis an inclusive, strategic, and operational networksince members are not limited to UN agencies. Italso includes international non-governmentorganizations (INGOs), civil society organizations(CSOs), media (humanitarian and mainstream),private sector, faith-based groups,Telecommunication Company and the government.

1 Co-funded by UMCom, NASSA/Caritas, IOM and UN-OCHA

Since 20122, the Philippines has been a pilot countryin mainstreaming an integrated and coordinatedapproach on community engagement, with CoP atthe national level and various technical workinggroups at the field level.

However, despite responding to category level threeand several small to medium scale emergenciessince 2014, some challenges persist that call forconsistent mainstreaming of inclusive coordinatedapproach of the CoP members both strategicallyand operationally.

These include:

1.) Understanding and applying all available oridentified technologies and communityengagement mediums in preparedness andresponse;

2.) Organizing a more collective effort to conduct,consolidate and analyze feedback from the affectedcommunities and close effectively thecommunication loop as part of improving thehumanitarian response programming includingaddressing the evolving needs of the affectedcommunities (from response and transition to earlyrecovery);

3.) Maximizing common service partnershipswithin the CoP networks and the affectedpopulations or at-risk communities and in theprocess, if needed and required, replicate it in futureresponses;

4.) Being inclusive means the need to deal withmore partners, accommodate various initiatives,facilitate diverse dialogues and identify activities orpilot projects on common key messaging, conductof assessment, sharing of information anddocumentation of good initiatives and bestpractices.

TRAINING’S EXPECTED OUTPUT3

1. Identify activities or initiatives that can beimplemented and eventually mainstreamed as partof Common Service Partnerships within the CoPmembers/partners;

2. Identify entry point to improve andinnovate existing platforms on Communication,Accountability and Common Service Partnerships;

2With support from OCHA-Regional Office Asia-Pacific (ROAP)

and Communicating with Disaster Affected Communities (CDAC)-Network3 Please see separate section on the identified activities as part ofthe action points


3. Expand the inclusive network andmembership of the CoP;

4. Map the existing and evolving in-countryresources, capacities and technologies inpreparedness and response.

TRAINING SESSIONS/ACTIVITIES4

1. Framework on Community Engagementin preparedness and response (including history,best practices and challenges on how it evolvedsince 2012);5

https://www.humanitarianresponse.info/en/system/files/documents/files/framework_on_community_engagement_0.pdf

2. Information Management and DataSharing (its interdependent relationship to PublicInformation, Community Engagement, HumanitarianID and the Digital Humanitarian Network)6;

https://www.humanitarianresponse.info/en/system/files/documents/files/information_management_and_data_sharing.pdf

3. Crosscutting thematic issues forCommunity Engagement (protection, children,elderly, person with disability, gender, protectionagainst sexual exploitation and abuse, gender-based violence, El Nino phenomenon, accountabilityto affected population, civil military coordination,and local church networks by the NASSA/Caritas);7

https://www.humanitarianresponse.info/en/operations/philippines/document/crosscutting-thematic-issues-community-engagement

4. “Messaging to” versus “Communicatingand Engaging with the communities” (provisionof life-saving information, getting the feedback andfacilitating dialogue, tracking rumors andmisinformation – for example, the Ebola crisis);8

https://www.humanitarianresponse.info/en/system/files/documents/files/messaging_to_versus_communicating_and_engaging_with_the_communities.pdf

5. Assessment, Community Consultationand Closing the Communication loop (RapidInformation Communication AccountabilityAssessment, transparency forum/dialogue andcommunity participation); 9

4 The link to all slides and presentation:https://www.humanitarianresponse.info/en/operations/philippines/accountability-affected-populationscommunications-communities-community5 Presented by UN-OCHA6 Presented by UN-OCHA7 Presented by IOM, FAO, HelpAge/COSE, Plan International,NASSA/Caritas and UN-OCHA8 Presented by UN-OCHA9 Presented by World Vision

https://www.humanitarianresponse.info/en/operations/philippines/document/assessment-community-consultation-and-closing-communication-loop

6. Summary of the CommunityEngagement Mediums in Natural Preparednessand Response (prepositioning relationships,resources, capacities and strategic action plans –including activation of field level working group andprovision of technical support from the CoP);10

https://www.humanitarianresponse.info/en/system/files/documents/files/phl-community_engagement_mediums_in_natural_disaster_preparedness_and_response_2015_gil_1.pdf

7. Weather 101: Tropical Cyclone (use ofweather portal navigation via mobile applicationand field trip at weather station set up by WeatherPhilippines and co-managed by the LGU-BaguioCity);

https://www.humanitarianresponse.info/en/system/files/documents/files/weather_101_-_tropical_cyclone.pdf

8. FireChat Application (tracking rumor andmisinformation using the Open Garden’s FireChatapplication, Case Studies in Chennai, Kashmir andMarikina);

https://www.humanitarianresponse.info/en/operations/philippines/document/firechatapplication

9. SMART’s Batingaw (use of informationboard/frontline SMS and discussion on theHumanitarian Charter Connectivity);

https://www.humanitarianresponse.info/en/system/files/documents/files/smart_batingaw.pdf

10. Rappler’s Agos powered by E-Bayanihanonline platform (reporting workshop via Twitter,Facebook, Agos Alert map and Digital HumanitarianNetwork);

https://www.humanitarianresponse.info/en/system/files/documents/files/rappler_agos.pdf

11. FEBC’s Humanitarian and EmergencyRadio Programming (Demo on the basic radioprogramming, developing key messages and roleplay);

https://www.humanitarianresponse.info/en/system/files/documents/files/febc_humanitarian_programming.pdf

12. SkyEye’s UAV drone in pre and post-disaster (practical tips in flying actual drone, sharingof information and making the data accessible for

10 Presented by UN-OCHA


humanitarians, government agencies, localgovernment units and the affected communities);

https://www.humanitarianresponse.info/en/system/files/documents/files/skyeye_uav_drone.pdf

13. IOM’s Community Resource Map (pilottesting using custom mobile application andintegration of RICAA in the use of the CRMplatform);

https://www.humanitarianresponse.info/en/system/files/documents/files/crm_-_iom.pdf

14. EngageSpark’s Voice IVR and SMS(workshop on collecting and sending informationusing SMS and voice surveys, setting up hotline forvoice messaging and recording of feedback);

https://www.humanitarianresponse.info/en/system/files/documents/files/engagespark_voice_and_sms.pdf

15. PARA and UMCom’s basic Ham RadioTraining (ethics/policies/regulations on the use ofamateur radio, hands-on training/workshop on thebasic use in preparedness and response); 11

https://www.humanitarianresponse.info/en/operations/philippines/document/links-philippine-amateur-radio-association-website-and-ham-radio-0

16. Additional presentations and sharingfrom START Network, EMI and GSMA12 (the linkand possible collaboration between internationalnon-government organizations that are members ofthe START network as well as part of the CoP onCommunity Engagement; technical components andupdated findings on a major earthquake in MetroManila and how it may improve the minimumpreparedness and response actions of the CoP; andlastly, advocacy to mainstream and pilot goodinitiatives on humanitarian connectivity charter inpartnership with the mobile telcos in the country).

https://www.humanitarianresponse.info/en/system/files/documents/files/earthquakes-causes_and_impacts.pdf

17. Simulation Exercise (utilizing minimumpreparedness and response actions for majorearthquake in Metro Manila scenario)13

https://www.humanitarianresponse.info/en/operations/philippines/document/documents-simulation-exercise

11 Philippine Amateur Radio Associations (PARA) and UnitedMethodists Communication12

http://www.gsma.com/mobilefordevelopment/programme/disaster-response/earthquake-preparedness-philippines-importance-simulations13 Facilitated by CoP Core Group members: UN-OCHA, IOM,World Vision, Plan International, UMCom and FEBC

TRAINING HIGHLIGHTS & DISCUSSIONS

1. Day One: Frameworks, humanitarianonline platforms, baseline information,crosscutting thematic areas, assessment, publicinformation versus two-way communication andcommunity consultation

Frameworks

One of the main components from day one was thereview on the various frameworks and conceptsthat shaped the evolution of communityengagement in preparedness and humanitarianaction in the Philippines since introducing it withinthe HCT and Inter-Cluster Coordination (ICC) in2012.

These include the integration of two questions oninformation needs and preferred communicationchannels of the affected communities as part oftyphoon Bopha intervention in 2012; creation of thefirst field level working group in partnership withthe government after Zamboanga siege (2013);conduct of joint/coordinated assessment and seriesof transparency forums after the Bohol earthquake(2013); merging of Communications withCommunities (CwC) and Accountability to AffectedPopulations (AAP) after typhoon Haiyan (2013); andlastly, the creation of the CoP on CommunityEngagement as part of enhancing the minimumpreparedness and response actions of variousorganizations in 2015.

The CoP has its own terms of reference14, strategicaction plan and expanded its role, both inpreparedness and response, to Communications,Accountability, Community Participation andCommon Service Partnerships.

14 Approved by the HCT in 2015


It adheres to the principle and now a good practicethat Community Engagement should be continuous(within Humanitarian Program Cycle and minimumpreparedness actions) and it is by far, themechanism to help achieve the overallaccountability in humanitarian response andtransition to early recovery.

Preparedness, based from 2015 response, ensuresthe sustainability of the CoP as an inclusive platformto facilitate common service partnerships, supportinnovations/technologies’ capacity and sharing ofgood initiatives and best practices.

While in response, since 2012, it strengthens thecapacity of various members/partners oninformation sharing (not limited to assessment anddata on the community consultations).

It also improves available feedback mechanism andenhances the level of community participation andaccountability to the affected communities.

The latter would require more advocacies andimprovements in terms of establishing communityengagement issues, a standing agenda (in responseand recovery), and ensuring that voices of theaffected communities can influence or be integratedin the overall HCT’s informed decision making.

In line with the changing coordination andoperating environment, the CoP with its more than40 members are working within the multipolarstrategic system in preparedness and complyingwith a more centralized approach via inter-clustersystem in the actual response.15

Humanitarian Online Platforms

Day One also re-emphasized the importance ofhaving an inclusive humanitarian onlineplatforms and making it more accessible both inpreparedness and response to variousorganizations.

These include the use of Humanitarian ID, access toPhilippine Response Info website (with CommunityEngagement section) and CDAC Network MessageLibrary, Digital Humanitarian Network (DHN, useddays before a particular emergency occurs and 72

15 Aside from its members, both in preparedness and response,the CoP being a crosscutting group, worked with a more diverseorganizations including the national governments agencies, localgovernment units up to the Barangay level and the affected or at-risk communities. It continues to engage with the private sectorand in the process of exploring the civil-military coordination in thehumanitarian action.

hours after the emergency to capture the lifesavingneeds of the affected communities).16

Aside from being the source and reference for anybaseline information, assessment results and otherhumanitarian reports, those online platformsbecame avenues for partners to share and provideother source of documents, photos and video clipsthat were considered valuable for any majorinformed decision or influence in the overallhumanitarian programming.

Situational reports and other real time documentscoming from local CSOs and other local networksare now a consistent source of lifesavinginformation to both humanitarian agencies and theaffected communities.

Crosscutting thematic areas

Most of the clusters’ issues were considered priorityby the CoP in terms of contextualizing keymessages and linking it in the process ofestablishing two-way communication mechanism.However, for this training two-hour sessions wereallotted to at least nine crosscutting thematicareas.

These nine areas were recurring to series ofminimum preparedness and response in thePhilippines.

These include overall protection and AAP, children,gender (with gender-based violence or GBV andProtection against Sexual Exploitation and Abuse orPSEA components), civil military coordination, ElNino, elderly, people with disability and importance

16 While OCHA maintains the secretariat on CommunityEngagement site and activation of the DHN, the online platformshave been consistently serving all 40 plus members of the CoPsince typhoon Haiyan in 2013.


of local church or other volunteer networks inpreparedness and response.

Another consideration of putting emphasis on thesaid areas was to enhance referral pathways (both inarmed-conflict and natural disasters) and identifyinnovations on analyzing and reporting feedbackwithin the CoP and at-risk communities.

It is crucial that it captures the most vulnerable, at-risk, most affected, less vocal and visible,marginalized and those within the geographicallyisolated areas.

“Messaging to” versus “Communicating with”

Public information and communicating withcommunities’ relationship were challenging andmore often than not, tricky. While publicinformation can be considered as one platformwhere affected communities can access life-savinginformation, in most cases, public information wasnot maximized to reflect community voices. Themain issue is not the absence of feedbackmechanism but more of using it and not limiting thecontext of the messages (as in the case of cannedinformation) that humanitarian agencies sendacross.

The concept and practice of “less is more” inmessaging to and communicating with might beeffective and can stimulate immediate discussionand dialogue between and among affectedcommunities. However, it can be used as a tool aswell for spreading rumors, black propaganda, andmost of the time, misinformation.

The Ebola crisis was a classic example, where in asevere and chaotic situation, rumors andmisinformation can spread quickly alongside theinfection itself; its impact can be unprecedented.

Messaging to and engaging with the affectedpopulation here requires education and moreadvocacy components to address other underlyingfactors including local culture, practices and evencapacities.

To adapt some good initiatives in the Ebola affectedareas within the Philippine context, the sessionaddresses the following questions:

What should we be doing better inorder to understand how peoplereceive, give or share and trustinformation?

- Contextualize or “laymanize” keymessages and information by not justmerely translating it to local dialect;

- Take into account cultural differences,local politics and relationships;

- Not just know but work directly, ifpossible and needed, withstakeholders and target audience(appropriate messaging);

- Build on community experience andalso balance it with science-basedinformation (indigenous, localknowledge and practices versusinnovation);

- Make the community understand theimportance of accountabilitymechanisms;

How do we improve our system andnetwork in capturing, distilling andsharing appropriate key messages, life-saving information?

- Identify a success metrics within theCoP or at least per agency member onthe four major components ofCommunity Engagement;

- Staff capacity (each should know howto engage communities, know locallanguage, understand local networks,systems and policies);

- Have a focal and dedicated staff/focalperson;


- Partnership with local leaders or withinthe Barangay (on informationdissemination;

- Engaging most vulnerable, at-risk,affected and marginalized groups

What coordinated mechanisms andresources do we need to have in orderto better track rumors andmisinformation?

- Landscape assessment (grassrootslevel and get to know the community;know the context thoroughly);

- Joint and coordinated conduct ofRapid Information CommunicationAccountability Assessment (RICAA)and community consultations (withgovernment and other concernedorganizations);

- Bridge the gap between humanitarianand mainstream media and its link tothe humanitarian community;

What mechanisms or capacities do weneed to have to better adapt andcoordinate our messaging orcommunications work for effectivecommunity engagement?

- Improve rumor tracking system(validate it with field reports,secondary data, dedicated staff andensure to have a counter-mechanismto mitigate if not reduce thecommunication risk);

- Establish formal partnerships withmedia or communication groups;

- Media citizen engagement (principles,protocols, platforms and capacitybuilding).

Baseline information, RICAA and Closing thecommunication loop

Lastly, more than just a common tool for the CoPmembers and partners, the use of RapidInformation Communication AccountabilityAssessment (RICAA) not only addressed theimmediate information needs and preferredcommunication channels of the affectedcommunities 72 hours after a disaster. It was proven

as well as an entry point to a more in-depthconduct of community consultation. 17

The conduct of a joint or coordinated assessmentand sharing of information within the humanitarianagencies at the field level remains the coreoperational mandate to close the communicationand feedback loop.

But reflecting community voices consistently andmaking it more than just a standing agenda at theHCT and other strategic level was more challenging.It needs additional positive pressure from variousagencies and more case studies to make a strongadvocacy.18

Integrating various global and local protocols,policies and standards was helpful in facilitatingcommon grounds among or within CoP on theinterdependent links of two-way communication,community participation and accountability.

The conduct of RICAA and the process ofestablishing accountability/feedback mechanismmust continue to be more inclusive and work withinthe frameworks of making information moreaccessible, open to various opportunities forcommunity consultations and promote widerparticipation.

2. Day Two: Community Engagement Mediumsin Disaster Preparedness and Response andCommon Service Tools 1 (Weather 101 andearly warning system links, use of FireChatwhen communication lines are down,SMART’s information board andHumanitarian Connectivity Charter)

Community Engagement Mediums

Not all of CoP members were active or engaged inthe previous emergencies. This session was areminder that while a lot of activities and initiativeshave been invested in preparedness, moreinnovations and making it more accessible as wellas inclusive to the CoP members is crucial as part ofimproving the minimum response actions of theCoP. There is a clear relationship of the CoP(strategic) and field level (operational). The samegoes with the shifting of roles and functions in linewith the minimum preparedness and responseactions.

17Typhoon Haiyan in 2014 and Hagupit in 2015

18Typhoons Haiyan, Hagupit and Koppu; Zamboanga post-

conflict


Responding to natural disasters in the last two yearshave been proactive so far and achieved somesuccesses in providing the minimum responseactions. But there is a need to come up with aconcrete strategic national action plan in an armed-conflict situation. The CoP needs to contextualizethe prepositioning initiative in Mindanao affectedareas.

The session served as a reminder as well to the CoPmembers that information, be it in preparednessand response can come from various sourcesincluding government agencies, humanitarianorganizations, mainstream media and mediadevelopment agencies, telecommunication, privatesectors, family, friends, relatives and localgovernment units (up to Barangay level) andpotentially or at-risk communities.

Lastly, there is a need to balance the use of newtechnologies and indigenous practices inconnection with the ongoing prepositioning of theCoP on its capacities and resources. All these shouldbe contextualized both in natural emergency andarmed-conflict.

Weather 101 and Early Warning System

Since typhoon Hagupit in 2015, the online platformof Weather Philippines has been used extensively bythe CoP while its technical staff has been proactivein providing updates and information to all of itsmembers.

There is a need to use the platform, especially fromCoP members that are active on the ground, to linkweather updates or information with any existingearly warning system (EWS) at the local level andensure that this will complement a locallycontextualized communication protocol (CP) and inthe process it can be translated into an effectiveevacuation procedure (EP).

The three components (EWS-CP-EP) are big factorsto consider in an effort to save lives, achieve zerocasualties in preparedness; then the use of any

lifesaving information (during response) as part ofinformed decision making, for instance, from theBarangay Disaster Risk Reduction ManagementCouncil before and after an emergency or disaster.

The use of the platform can serve as one of thereliable references by the CoP considering thatWeather Philippines will continue to augment thefunction or mandate of the Philippine AtmosphericGeophysical Astronomical Services Administration(PAGASA).

The platform has yet to establish a mechanism withthe government in the information sharing and forthe CoP to use the platform as one of the referencetools in crafting key messages on early warningsystems up to the evacuation procedure and settingup of a feedback mechanism.

CoP’s support may be needed to contextualize themessages and other information.

The field visit at Baguio’s weather station19 provideda good example on the good coordination andsharing of information, as part of preparedness, withthe local partners especially among and within thelocal government units.

FireChat application

The use of FireChat as a Common Service tool forthe CoP members in preparedness is gainingmomentum. If all communication/power lines(including internet and other online platforms) aredown, using a platform or app like FireChat can becrucial to both humanitarian and affectedcommunities.

FireChat has yet to be tested and used in an actualemergency and maybe within the context of armed-conflict. A lot of efforts have been invested inpreparedness especially in the context of typhoon,flooding and earthquake.

As part of innovation and further mainstreaming itas a common service tool, the CoP is supporting theuse of FireChat to combat rumors, misinformationand most likely any propaganda that may affect orimpact future emergencies and responses. More oradditional pilot activities can further validate andimprove the app.

As presented and discussed, in a highly complexedsituation, information may not be immediately

19Managed by the Provincial Disaster Risk Reduction

Management Office (PDRRMO)


available and it may take time to confirm othercauses and consequences.

This provides a fertile ground for rumors becauseindividuals and at-risk or affected communities donot receive the info they need and some of the factsthey desire in the various stages of emergencies anddisasters. People have the tendency to fill in theblanks, improvise news and spread rumors theyhear.

Another component being considered is toincorporate the feedback section that would makethe use of FireChat more engaging to users.

It would complement the ground work of FireChat’s“foot soldiers/volunteers” stationed in the identifiedareas in Metro Manila for earthquake minimumpreparedness and response.

SMART information board and humanitarianconnectivity charter

The commitment of SMART as a leading MNOsupporting the Humanitarian Connectivity Charter inthe Philippines further strengthens the main agendaof the CoP to integrate questions on informationneeds and preferred communication channels of theaffected communities in the assessment template ofthe Emergency Telecommunications Cluster (ETC)and with the Rapid Emergency TelecommunicationTeam (RETT) under the National Disaster RiskReduction Management Council (NDRRMC).

Aside from inclusivity in the provision of free SMS,calls and battery charging stations in an event of anemergency, the main goal of the humanitarianconnectivity is to create a more coordinated andpredictable response to disasters among or withinthe telecommunication networks.

The use of the information board20 in preparednessand response has been proven useful forgovernment agencies and some humanitarianorganizations in responding to small and large scaleemergencies including typhoon Haiyan. Fromweather updates to other early warning andlifesaving information, Infoboard is another tool thatcan be utilized by the CoP as a common service tofurther mainstream two-way communication beforeand after an emergency.

20Smart has also been utilizing the short messaging service

(SMS) technology for disaster management. Its SMS-basedservice called Infoboard is also being used by the OCD, othergovernment agencies, as well as local government units ascommunications tools before, during and after disasters.

Increasing if not total dependence on the use ofmobile phone is dangerous in line with the bigexpectations from both government andhumanitarian agencies responding to small-mediumscale emergencies over the last two years.

While the commitment and strong workingrelationship and partnership with various agencieshave been in place in most phases of the PhilippineDRRM, regulating or over-regulating disasterpreparedness and response activities of telcos canbe counter-productive rather than more useful inthe long run.

The one-size fits all approach will not always workas this may affect the overall reputational andcapacity risk of a particular MNO and may impedeany innovations in the process.

3. Day Three: Common Service Tools 2(Crowdsourcing via Agos powered by E-Bayanihan, Humanitarian RadioProgramming, UAV drone in pre and postdisaster and Community Resource Map)

Crowdsourcing via Agos

Just like the use of SMS, calls and other onlineplatforms, humanitarian agencies and affectedcommunities are now dependent on the use ofsocial media as well.

While in preparedness this may be more useful, inthe actual response the impact varies.

The case of typhoon Koppu was a classic case. Itwas a particular response where consolidatedfeedback or information coming from social media(direct tweet and posts from affected communities)were not necessarily given immediate actions orconsider by concerned government agencies andhumanitarian organizations as lifesaving.


Rappler shared to NDRRMC and the CoP theconsolidated search and rescue needs of peoplewithin Central and Northern Luzon. How theinformation was used and even translated intoconcrete actions were the big questions.

The use of social media and the way Agoscrowdsourced data contributed a lot whenUNOCHA activated the Digital HumanitarianNetwork (DHN) in 2015 as part of the minimumpreparedness and response actions for typhoonHagupit.

This includes mobilizing in-country online standbytask force that helped analyze real time data daysbefore the typhoon hit identified at-risk areas. Theinformation somehow was used by othergovernment agencies and humanitarianorganizations to make informed decision in theactual response.

Just like the gap between messaging to versuscommunicating with, Agos platform was all abouttesting inter-agency capabilities, just like thecommon service partnership within the CoP).

Using social media is also about developing cultureof preparedness and establishing protocols andregulations to work together. For instance the useof hashtags, sharing of crowdsourced informationand closing the communication loop by engagingaffected communities online).

Humanitarian Radio Programming

Under many circumstances, when allcommunication or power lines are down,emergency/humanitarian radio is one of the mostreliable two-way communication platforms forhumanitarian agencies and the affectedcommunities.

The engagement of humanitarian radioprogramming in the country since typhoon Haiyanhas improved. More than just common serviceannouncements, localizing key messages andprepositioning of the radio in a suitcase, it became

proactive in working directly and/or within clustersand other emerging humanitarian organizations.

The use of humanitarian radio has evolved in termsof integrating other platforms to improve two-waycommunications. From usual public serviceannouncements, distribution of crank radios,inviting various clusters to be part of a regularhumanitarian programming, it has so far maintainedengaging local journalists and affected communitiesthemselves.

Lately, the radio team is incorporating the use ofSMS and social media for two-way communication.The team was even involved in the conduct ofRICAA, helped LGU set up feedback mechanism andmanaged to capacitate some CoP members to bepart of the surge radio team.

UAV drone in pre and post-disaster

The use of drone, aside from social media, can be agame changer as well in disaster preparedness andresponse.

While in typhoon Haiyan it was used as part of post-disaster assessment, responding to typhoon Koppuwas one example where drone can be influential inproviding big data before and at the height of anemergency.

Both government and the humanitarian communitybenefitted from the aerial photos and video clips onvarious affected areas in Central and NorthernLuzon. In the process, that information became partof improving the humanitarian programming.

But in many ways, there is still a need to continue towork with LGUs, especially at the Barangay level.This includes capacity building and establishinglinks to assessment (like RICAA) and informeddecision making, for instance, on evacuation


procedure, and helping improve local disasterpreparedness and contingency plan.

Community Resource Map

Community Resource Map (CRM) can be utilized byintegrating the RICAA and improving the system asa tool monitoring PSEA and eventually, this couldhelp establish effective referral pathways toaugment existing feedback mechanisms.

This approach would be an added value in the waythe CRM was used to report inappropriate behaviorthat ranges from abusive language,misappropriation of goods, request for informalbribes, blackmail, and notification of abuse cases,drug trafficking and other illegal or threateningbehavior.Direct feedback from beneficiaries via online remaina challenge so it is crucial to further mainstreamCRM as one of the tools that CoP can use especiallyin monitoring further access to information duringdisplacements and in the camp management.

Used and piloted during typhoon Haiyan, CRMneeds to improve its system and other technicalcomponents. Feedback from the CoP especially ondata protection and confidentiality would be theentry point.

4. Day Four: Common Service Tools 3(EngageSpark and Ham Radio for CoPresponders)

EngageSpark

Voice calls (including pre-recorded voicemessaging) was one of the tools that INGOs used incommunicating and engaging with affectedcommunities from two previous emergencies.

The first was the post-Haiyan initiative through cashtransfer programming and the preparednessactivities for typhoon Hagupit that highlights earlywarning that leads to safe and effective evacuationprocedure at the Barangay level.

EngageSpark worked with INGOs based in Easternand Central Visayas to launch campaigns via voicecalls to reach out more affected communitiesmostly located or residing within geographicallyisolated areas.

The added components of using voice calls were:the translation in local language and dialect, sharingof contents and collected data with other INGOsand affected communities and the strong advocacy

on the robust use of SMS and voice call messagingon education campaign.

As one of the common service tools that the CoPwould like to use in the minimum preparedness andresponse actions, members especially the INGOsand CSOs are encouraged to share more content,info and collected data.

The idea is to financially incent humanitarian anddevelopment organizations with wider scope andinfluence on the ground to leverage variousprograms and initiatives including addressingvarious feedbacks from the affected communitiesand other concerns from the LGUs.

Ham radio for CoP responders

Just like the emergency radio in a suitcase, the useof ham radio in the previous emergencies in thecountry was considered valuable by the CoPresponders.

Through the in-country networks of the PhilippineAmateur Radio Associations (PARA), initial capacitybuilding has been adapted by the CoP. It was anentry point, aside from getting a call sign andlicenses, towards institutionalizing the CoP hamradio networks in the Philippines.

An impact of 7.8 magnitude earthquake in MetroManila will not only limit and overwhelm thedeployment of humanitarian responders within themega city and neighboring provinces. It willdefinitely affect its capacities and other resources.

When all communications and power lines aredown, ham radio surely will come handy against theuse of mobile phones and other gadgets.

However, the challenge right now is how to makethe use of ham radio geared towardscommunicating and engaging with the affected


communities. So far, prepositioning and actual useof it is more on the advantage of humanitarianresponders to communicate within its circle.

While it may entail a different degree of protocolsand technical capacity, the CoP is working with thelocal radio network to make it more accessible, as atwo-way communication platform, to the affectedcommunities.

5. Day Five: Simulation Exercise

The main agenda of the first CoP’s earthquakesimulation exercise was to test its minimumpreparedness and response protocol on effectivecoordination (CoP and field level working group),technical support (on messaging and setting up ofvarious communication and feedback platforms)and advocacy (linking CoP, ICC, HCT and othernetworks for a more inclusive informed decisionmaking to improve humanitarian response andpreparedness programming).

But to provide a more realistic situation, theapproach was to make it a bit hardcore with morechaotic and challenging scenario injects. The idea isto put every CoP member out of their comfort zoneand not just to focus on the pre-existing capacitiesand resources.

It’s given that in reality, a 7.8 magnitude earthquakeimpact may greatly affect the CoP’s overallpreparedness mechanisms that are in place. Theseinclude the prepositioning of staff, capacities andresources within Metro Manila area. The overalllevel 3 response may entail the support from CDACNetwork as well as other global and regionalcounterparts.

In response, activation of the CoP field level workinggroup will be crucial in the same level as theactivation of identified Common ServiceMechanisms. This is to address the minimum two-way communication and accountability platforms.

The entire exercise may not ideally capture theexpected minimum preparedness and responseactions from the CoP members. This was based onthe roles and functions given to each participantwere not focused on its expertise and agency-specific role.

But in the end, the SIMEX does provideopportunities for innovations (on the tools andcommunity-based approaches to engage variousactors) and enhancement of using various commonservice mechanisms.


ACTION POINT(s) PER SESSION

Action points per session will be a joint or collective undertaking of the CoP rather than per agency or membertasking.

Session 1 (Frameworks on Community Engagement)

The CoP will continue to expand its memberships to other networks with capacities and resources oncommunity engagement (with emphasis on innovations , partnerships and working on common servicetools);

Session 2 (Information Sharing Management)

All documents, (including reports and case studies), video clips and other links or references comingfrom the CoP members can be uploaded for wide info sharing via the Philippine HumanitarianResponse Info website (on Community Engagement Community of Practice section);

Continue to coordinate and work with the CDAC network for information sharing, research; use othersources or references and other support deemed necessary.

Session 3 (Crosscutting thematic issues for community engagement)

Identify capacity building and training on GBV, PSEA and the link of community engagement with thehumanitarian civil-military actions;

Conduct mapping of any good practices on referral pathways in order to improve the existingfeedback mechanisms of the CoP;

Utilize and identify avenues to work with existing network or system of volunteers like NASSA/Caritas,Philippine Red Cross and the Diplomatic League of the Philippines.

Session 4 (“Messaging to” versus “Communicating with Communities”)

The CoP will develop a more localized/contextualized message library section on various clusters andother thematic areas via the Philippine Humanitarian Response Info website;

The process will involve coordination and working with the CDAC network on the existing messagesavailable online and other good practices used in various emergencies.

Session 5 (Assessment, community consultation and closing the communication loop)

Review of the RICAA template (including additional or advanced workshop and capacity building forthe CoP members);

Review of Community Consultation Feedback form (including additional or advanced workshop andcapacity building for the CoP members);

Mapping of feedback tools that could be integrated as part of the Common Feedback Service;

Mapping of other capacities and resources to enhance the link at the national (strategic) and local level(operational).


Session 6 (Weather 101)

Localize weather information, updates, advisories and other forms of early warning systems;

Identify and pilot response preparedness activities with emphasis on EWS-CP-EP).

Session 7 (FireChat)

As part of innovation, to work with DHN once activated in order to capture the evolving needs of theaffected communities 48-72 hours after an emergency (when all communication/power lines aredown);

To further test or pilot the platform for rumor tracking and how it could help improve the CoP’sfeedback mechanism;

To include the possible conduct of RICAA and sharing of results;

To tap local networks of the church, Red Cross volunteers and the Diplomatic League.

Session 8 (Smart: Infocast)

As part of innovation, to work or pilot activities with other CoP’s Common Service Tools likeHumanitarian radio programming and UAV;

As part of Humanitarian Connectivity Charter, to help push the agenda with the RETT on the inclusionof questions related information needs and preferred communication channels of the affectedcommunities (as a baseline data for the CoP within 24-48 hours after the emergency)

Session 9 (Agos powered by Ebayanihan)

CoP can continue to tap Rappler’s expertise and support its platform for crowdsourcing informationand monitoring feedback;

Develop crowdsourcing report template for common information or data sharing and provision of aidintervention

Session 10 (Humanitarian Radio Programming)

To include the conduct of RICAA and sharing of the results in the overall radio programming;

Aside from frontline SMS, social media distribution of crank radios and conduct of communityconsultation, to explore the use of UAV, FireChat and EngageSpark for common messaging andfeedback

Session 11 (UAV drone in pre and post-disaster)

To come up with a policy brief and case study on the use of drone in preparedness and response;


As part of innovation, to work with FireChat on the potential transfer and possible analysis of big data

Session 12 (Community Resource Map)

To integrate RICAA as one of its new components (this will complement HCT’s use of Kobo Tool inthe conduct of assessment);

Can work with Humanitarian Radio on the feedback platform and information sharing at the ICC level

Session 13 (EngageSpark)

To pre-record localize/contextualize CoP’s messages and other lifesaving information;

As part of innovation, explore its link to Community Resource Map for receiving and analyzingfeedback from the affected communities;

Session 14 (Basic Ham Radio)

Advanced training for the CoP members;

To institutionalize the official CoP frequency;

Pilot training on humanitarian-affected communities’ two-way dialogue (on protocols and emergencyuse)

Session 15 (On other network and the private sector)

INGO members are encouraged to work directly with the START Network;

CoP to explore more joint collaboration with the private sector like PDRF

Session 16 (Simulation Exercise)

To review (and finalize the detailed version) the Minimum Response and Preparedness OperationsProtocol of the CoP;

To update the CoP’s strategic national action plan


FEEDBACK ON DAY TO DAY SESSIONS & ACTIVITIES

Overall, the five-day training achieved good rating based from various feedbacks from the participants. Eachsession attained good to excellent remark and did not generally have an average rating below 3.

Framework on Community Engagement

Information Sharing Management

Crosscutting Thematic Issues for Community Engagement


"Messaging to" versus "Communicating and engaging with communities"

Assessment, Community Consultation & Closing the Communication Loop

Weather 101/Tropical Cyclone


Field Trip: Weather Station Set Up by Weather Philippinesand Co-Managed by the Baguio City LGU

Open Garden: FireChat Application

Smart: Infocast


Agos Powered by Ebayanihan Online Platform

Humanitarian & Emergency Radio Programming

UAV Drone in Pre and Post Disaster


Community Resource Map

Engage Spark

Basic Ham Radio


Simulation Exercise


Resource Speakers/Facilitators

Mark Bidder,OCHA-PhilippinesHead of Office

He has 25 yearsof experience in

themanagement

and coordination of humanitarian affairs, mostof which have been served in Africa and Asia.Before coming to the Philippines he headedIRIN, the humanitarian news and informationservice founded by OCHA. He has alsopreviously worked with Oxfam, UNDP, WFP andUK Aid.

Jing Rey Henderson,NASSA/Caritas-Communicationsand DevelopmentCoordinator

A communicationsprofessor for eightyears, she has been the focal point inhumanitarian communications andpreparedness initiatives of NASSA/Caritas.

Miguel Almario, IOM-Community Engagement Officer

Currently the co-chair of the CoP, hehas been on theforefront sincetyphoon Haiyan in2013,mainstreaming theuse of Community Resource Map inpreparedness and response (aside from itsuse on monitoring displacement issues).

April Mercado,UMCom-SpecialProjects Manager

She has led thecreation of theham radio

communicationsnetwork of the United Methodist Church in thePhilippines and has worked with the CoP as wellas with the field-level working group in variousemergencies since 2013.

Gil Francis Arevalo, OCHAFocal Point on Community Engagement

Since 2003, he hasworked in differentcapacities invariousorganizations likethe Philippine DailyInquirer, Save the Children-US, YMCA-Japan, Oxfam-GB, UNFPA and UNDP,gaining experience in the fields of media,communication, humanitarian/ emergencyresponse, DRR and climate change.

Marina Azcarate, Open Garden-Head of GlobalMarketing

An advocate of innovation,partnerships and cross-pollination of culture orideas, she leads the globalmarketing of Open-Garden,a pioneer in peer-to-peermesh networking technology and the creator ofFireChat, the first mobile messaging app thatworks even with limited or no internet accessand mobile phone coverage.


Nick Brown,EngageSpark-HumanitarianTechnology andDirector of BusinessDevelopment

He has ten years of experience within thesustainability and research sectors, working invarious capacities for Just Screening, MSCI andInnovest Strategic Value. His passion andinterest for humanitarian work led him tospecialize in permaculture design, rapid shelterconstruction, digital humanitarianism and thefuture of ‘Disaster Response 2.0 technologies’.

Matthew Cua,SkyEye-CEO

Withbackground inscience andbusinessmanagement,he is a young innovator who believes thatcombining sustainable technologies andbusiness models can lead to a more inclusivesocial progress.

Lou Gepuela,Rappler-CommunityCoordinator forDRR and ClimateChange

He is an active member of the NDRRMCEmergency Telecoms Cluster and RapidEmergency Telecoms Team and one of the focalpoints of Rappler’s civic engagement arm.

Aivon Guanco, World Vision-Humanitarian Accountability Manager

Active since typhoon Haiyan, she is tasked toprovide leadership,technical guidance andmonitoring in theintegration ofhumanitarianaccountabilityprinciples and practicesinto the Emergency Response. Her engagementwith World Vision includes providing technicalsupport to its Response/Surge team and otherexternal partners.

Dave MichaelValeriano, WeatherPhilippines-VicePresident and GeneralManager

He provides theoverall managerial,

technical and creative leadership to the CSRinitiative of the Aboitiz Group in partnershipwith MeteoGroup, an international weatherorganization. With 10-year experience in waterindustry and deep background in finance, part ofthe goal he is pushing, both with theorganization and external partners, is tomainstream Weather Wiser Nation.

Thelma Pascua, PARA-President

Popularly known asDU1IVT within the hamradio network acrossthe Philippines, sheserves as the ChiefOperating Officer of PARA since 2014. She hasbeen active mobilizing PARA in severalemergencies to support the government andhumanitarian community in creating two-waycommunication using ham radio.


Novaleeh Conception, Smart-Senior Manager

With a universitydegree in Journalismand Master’s degreeon DevelopmentManagement fromthe Asian Institute ofManagement (AIM),she aptly serves asthe lead for Community Partnerships of Smart.She was directly involved in working withNDRRMC in the conduct of various trainings oncommunication and innovation.

Roger Ricafort, StartNetwork-RegionalLearning Adviser(Disasters andEmergenciesPreparednessProgram)

He has decades of experience in internationaldevelopment as well as humanitarian work.Currently, he teaches developmentmanagement, planning and leadership.

Lawrence Aporto, OCHA-InformationManagement Analyst

Active in thehumanitarian sectorsince typhoon Haiyan,he is aiming tocontinue tocontribute his skillsand experience inpromotingenvironmentalawareness while at the same time integratinghumanitarian response and recovery in theprocess.

Alberto Aduna, FAO-Emergency Coordinator

For six years, he has beenthe focal point ofintegrating AAP within theframework of emergencycoordination in FAO. Priorto that, he has more than20 years of experience inrural development work inthe Philippines.

Angelo Melencio, Plan International-ProgramQuality and Accountability Manager

He was a member ofPlan International’sglobal emergencyroster. He has been amanager of varioushumanitarian programsand projects focusing on

livelihoods, health, community engagement andsome DRR-related undertakings.

Magnolia Fernandez-Yrasuegui, FRR/FEBC-Team Leader

Since typhoon Haiyan, shewas part of the Alpha teamworking with the CoP andother humanitariancommunity on emergencyradio programming. Shewas the team leader duringtyphoons Hagupit andKoppu.

Leonilo Millanes,Weather Philippines-Senior Meteorologist

With previous workexperience at PAGASA,his team is in charge of

the creation of weather updates and otherweather-related stations across the country.


Harry Pasimio Jr.,EMI-Urban ResilienceSpecialist

He currently leadsEMI’s effort tomainstream risk-sensitive land use

planning at city to municipal level. As a land useplanner, he has more than 15 years ofexperience conducting policy research andcritical analysis on various development issues.

Tristan Arao, OCHA-Emergency &Preparedness Support

Within OCHA, heprovides various levels ofsupport to civil militarycoordination,government liaison and

secretariat to the emergency and responsepreparedness working group.

Mark David Rutaquio, DZAS/FEBC-RadioAnnouncer/Producer

He is part of theFEBC-FRR Alpha teamthat was deployedduring Haiyan,Hagupit and Koppu.Aside fromemergencyprogramming, he alsohandles twoprograms that focus on youth empowerment.

Lia Priscilla Neri,Weather Philippines-SustainabilitySpeciIalist

As part of thesustainability team,

she is responsible for espousing thefoundation’s advocacy and communicating its#WeatherWise initiatives to variousstakeholders.

Alvin Tobias, WeatherPhilippines-Operationsand Maintenance Officer

His team isresponsible for thedeployment andmaintenance of thefoundation’s networkof automatedweather stationsacross the country.

Olly Parsons,GSMA-MarketManager

Under the banner ofthe GSMAHumanitarianConnectivityCharter, he workswith MobileNetwork Operatorsto support capacity development andcoordination efforts prior to, during, and afterdisaster and crisis.

Nikki Meru, FAO-Communications Officer

Aside from being oneof the focal points forCommunityEngagement, she’spart of the UN inter-agencycommunicationsworking group.

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