OUTCOMES OF THE REGIONAL WORKSHOP ON
INFORMATION MANAGEMENT AND COORDINATION MECHANISMS OF
TSUNAMI EMERGENCY AND REHABILITATION OPERATIONS IN
AGRICULTURE, FISHERIES AND FORESTRY
Working Group discussions
Chairing and facilitation by FAO organizers from 09.25
Following these presentations,
the participants broke into groups. Each group received a specific task and a
general set of instruction.
Instructions for group work
Before starting the
actual discussions in your group, please identify a:
The facilitator’s task
is to keep the discussions within the theme of the group, make sure that everyone’s views are equally represented and
that the time allocated to group work is used efficiently. In your
group you are expected to:
(description of the specific task for each group)
Feel free to extend
your assessment beyond these guidelines as long as the group finds it
relevant to the task. The output of your discussions should include
conclusions and concrete and realistic recommendations.
The note taker has to
make sure that views are dully recorded. The note taker and the presenter are
to prepare a short PowerPoint presentation for the Plenary. Have in mind that
the presenter has to present all the conclusions and recommendations
discussed in the group regardless of whether everyone in the group agreed
with them fully or partially.
As a result of the tsunami, everyone has something in place now. Use
the checklist provided (Annex 3) as a tool to evaluate where your information
management and coordination system is at
present and what you need to do to
ensure your system remains in place
and is effective for the next disaster.
The overall goal of the FAO project was to enhance the capacity of governments to coordinate
tsunami assistance and manage information. What were the achievements of the
FAO OSRO/RAS/503/CHA project and how was its impact perceived by the Ministries? Of these achievements, which ones are sustainable? Which ones will governments maintain
Review the coordination role of FAO in the tsunami emergency and
Discuss the way forward in terms of information management, exchange
and coordination mechanisms in the transition phase
from rehabilitation to development and longer-term projects in the sectors of
agriculture, fisheries and forestry. How will the existing coordination
mechanisms evolve in the post rehabilitation environment? How will they serve
the long-term vision of development? Is there a vision?
What are the values and benefits in a regional
(Asia-wide) approach? Are there potential drawbacks to regional approaches? Who are
the regional actors? Are countries building back better or just building back newer (i.e. replacing losses)?
The headings are taken from the checklist
provided (Annex 3). The text in blue denotes the edited comments added by the Rapporteurs during their
presentation to Plenary.
1. Define the audience: Government
agencies, NGOs, Donors, communities and organization,
All the relevant stakeholder groups should be
included. In our experience, in the early stages of an emergency, universities and NGOs
were not well engaged yet they played an important role. This aspect of coordination can be
improved as there is now wider recognition of the role they play.
2. Define the stakeholders: Line ministries, NGOs,
universities, INGOs, FAO, collaborating agencies,
3. Define the requirements for information:
should be done by experienced personnel
baseline data essential
need standardized data collection
develop indicators in collaboration with relevant stakeholders to ensure people can
to a common information framework
number of people and extent of land and asset lost needs to be validated
production increases, exports, inputs, price changes
provision, exchange of data and information, meetings, report and report dissemination of data and
planning at regional, district and local levels
data gathering needs to be done by experienced personnel. In a large-scale
disaster these people are not always
Baseline data is essential to information
management systems, otherwise there is nothing to measure against. In too many cases we saw
that baseline data was either lacking or inadequate. Sadly, in some cases there is still not
sufficient baseline data two years after the disaster.
Information systems could be improved with the use of standardized
indicators developed in collaboration with
the public sector and NGOs. This would help ensure that the data collected was useful to the end users. Standardized indicators
would also help determine what kind of baseline data is needed, data priorities, the tools needed to gather the data,
and training needs for personnel. Such
a common framework in terms of indicators would greatly facilitate information
4. Reviewing 1 and 3 in context of budget: Information systems are often asked to deliver far
more than the available funding can
support. Be realistic about what is achievable.
We need livelihood indicators in addition to
technical indicators. The latter do not say much about human welfare. An
important consideration is the budget available as systems are often expected
to provide data and information far
beyond what the resources allow.
5. Define the unit of assessment, e.g. village, subdistrict, and district:
Information collected at
all levels (but including local
level). Budget constraints may dictate what is feasible and what is not.
Generally, we need information at all levels, from villages,
subdistricts, and districts down to individual
households. “Information” has to be built up from small sets of data.
6. Define the population of concern: Individual, family, household. Depends on indicators of
concern and also affected by budget.
Other non-population based approaches may be necessary such
as surveys of donor activity, village headmen, or needs-based surveys.
Budgets are an issue here as well. Certain data
sets may be desirable but there may be no budget available to collect that data. For example, it
is desirable to have detailed data on the projects donors are running, and
household surveys, but gathering such information can be prohibitively
7. Define the time period for which data will be collected: Depends on the situation, but an
“exit strategy” is a key
consideration. Need to build on existing institutions that are around for the
long-term. An exit strategy should be
part of the initial plan and project design of the information
system or else the system is likely
to collapse when the funding is withdrawn.
Recovery assessment and sample surveys are another key consideration.
Projects are set up for a limited time
period but often there is little or no thought given to how to sustain a
project after the funding period. We
need an exit strategy developed during the project phase that at least
estimates the ongoing operating costs of an information management
8. Data collection, analysis and reporting mechanisms
Indicators and data collection tools should be jointly developed in collaboration with
stakeholders. Consider how the information can be useful to other stakeholders
and explore partnerships.
Information collection is expensive and time consuming. Use a “minimum data requirement approach” for affected sectors. Only
gather information to support defined objectives, do not collect
information without a clear need.
Data collection at local level by local agencies using participatory approaches is highly cost effective
and can produce high quality data.
Data collection needs to be done by trained people, not necessarily experts, but people who have had at least basic training.
A database should be simple, appropriate, sustainable for future use, and realistic for line agencies to maintain.
Periodic Review of information.
Information management model.
Web, e-mail, printed reports, flyers or posters for communities in local languages.
Data exchange should use multiple mechanisms and
appropriate channels. Websites and e-mail are appropriate for large international organizations
and well-resourced government agencies. For local organizations or less
well-resourced agencies, telephone and fax machines may be the appropriate channel. Unless we can translate
information into local languages it probably is not going to be of much use. This sounds obvious but it does not always
happen due largely to under funding or simply neglecting to add this line item
to a budget.
Damage assessment: the
precondition is the baseline information
still needs to be developed in some cases
needs a collaborative approach, through sector experienced personal at four different
administrative levels (national, divisional, district and village), complete
indicators: people affected, families household; assets lost (type/number), extent affected, livelihoods indicators
Government agencies need to consider emergency
information needs in their current data collection policies.
Needs-based for specific sectors and areas
planning at local level
Based on our collective experience, we see a need
to concentrate on specific sectors and a need for a livelihoods approach. Too many
organizations are still divided along sectoral lines, even internally.
A government line agency should take the lead role in data collection
data collection form to be used by all actors
Approach should be to gather minimum sectoral data to meet specific objectives
Only collect information relevant to your objectives – do not waste resources collecting information you do not
Recovery by number and or extent, include livelihoods indicators
These need to include production and income changes,
import trends, price changes; some indicators can be used to indirectly measure household income changes and debt
levels, for example, in Thailand
the Bank for Agriculture and Agricultural Cooperatives has such data. Trends
are important, so it is useful to collect data on a periodic basis.
Periodic sample surveys (versus indicators)
Use simple, appropriate and sustainable technology
Try to build systems and capacity that can be reused in the future
Should be owned and maintained by line agencies (organizations
that will persist over the
Often it is better to use simple tools like
Microsoft Excel than more complex database systems that require advanced
knowledge and expertise. The people managing the data have to have the skills
to use the software.
Information exchange and
Periodic meetings and workshops of relevant stakeholders (local, at different scales)
Use dissemination media that suit the target audiences. A range of approaches will be required
(websites, e-mail, reports, leaflets)
Use of local languages important (especially for leaflets)
It is important to have meetings with
stakeholders. Local meetings are particularly useful. Use appropriate dissemination
channels and do not rely on passive techniques, for example, just put your data on a website and expect
people to find it. We need to “push” the information out to those who need it.
Group 2: Achievements of the FAO OSRO/RAS/503/CHA project
and how its impact was perceived
by the Ministries
Ms Tri Agustin Satriani, Head of Sub-Division of Agricultural Tool and Machines, Indonesia
Ms Aminath Rishaadh, Assistant Data Processing Officer, Maldives
Mr James Terjanian , Information Management Specialist, Maldives
Mr Shantha Emitiyagoda, Deputy Director of Agriculture Extension, Sri Lanka
Ms Abby Branavakumar, Consultant, Sri Lanka
Mrs Suksa Malakarn, Director of Phang Nga Provincial MOAC, Thailand
Ms Chantima Tanyacharoen, Deputy of Phang Nga Provincial MOAC, Thailand
Mr Apinan Kamnalrut, FAO National Consultant
the project helped people realize the importance of Information Management and
We consider it as an achievement that overall the FAO
project has got people talking and improving data collection. The data we are talking about is
useful for emergencies of course, but it is also useful to other projects. The government agencies
involved agree that more resources should be made available for this kind of work.
A survey was carried out to find out the ‘Impact of Relief and Aid’ granted to the Agriculture Sector and affected farmers by the
tsunami. The survey was solely carried out upon the request of the
Officers from the Department of Agriculture were trained on data collection, data analysis and Participatory Rural/Rapid Appraisal methodologies.
A workshop was held to disseminate the findings of the workshop attended by officers from the Department and Ministry of
Agriculture and recommendations were identified.
Fisheries and forestry
On request by the Ministry of Fisheries, a database was designed for vessel registration
and was identified as a priority.
A website was designed to provide information on the coordination mechanisms of the project for the fisheries,
agriculture and forestry sectors.
Training needs were identified and implemented for officers of the Ministry of Fisheries for the use
and updating of the database.
A cross sectoral workshop was held with officers from the Ministries of Fisheries, Forestry and Agriculture participating to stress the importance of
information management and coordination
mechanisms within partner ministries.
Perceptions of Ministries
The FAO project was greatly needed and is very much appreciated. Overall, the project is seen as a
significant and successful intervention.
There was too little time to implement the project. Given more time, more activities could have been identified.
Not enough activities were identified for information and coordination mechanisms in the agriculture sector.
The security situation in some countries was a significant factor in project implementation.
database and the website for the Ministry of Fisheries.
Training on data
collection, analysis and PRA methodologies for government officials.
“The impact of aid granted to the agriculture sector and affected farmers”.
Agriculture and fisheries
A database was
created to collect information on damages, beneficiary data, donor information
and tsunami rehabilitation activities.
workshop was held to disseminate information in the database, to enhance the
information flow in the ministries, to identify bottlenecks and formulate plans
to eliminate constraints.
provided for data collectors, including software training applicable to data
collection. There was consultation regarding the data collectors’ needs for
improved data collection and a sensitization of the collectors regarding the
importance of accurate and reliable data on fisheries and agriculture for each
An analysis was
done on information collection, and the importance of maintaining the database
to enhance the information flow within the ministry was stressed on.
A working group
was formed for Information Management; it set focal points for updating the
survey was planned to be carried out on socio-economic data for planning
purposes, and data was analysed.
A workshop was
held to review coordination mechanisms in the Maldives.
consultation exercise was undertaken.
Support to data
analysis was provided.
database will be maintained by the Ministry. It will be used for project
management as well as emergencies and considered “very useful”. Training for
data collectors to continue using feedback from the data collectors to improve
the training. The working group will continue and will help ensure the
sustainability of the database. The household survey will continue.
Perceptions of Ministries
Overall, the Project is greatly appreciated and considered to be
“highly useful” for planning and data analysis for a wide range of programmes.
Time period given
for project implementation was too short to implement many desired activities.
Some of the
activities were “rushed”.
household survey data and training for data collectors, which will be further
will be further developed.
Data analysis to
be further developed.
National level; established in Department of
Fisheries, Ministry of Agriculture and Cooperatives and FAO
A workshop was held to review coordination mechanisms. It was attended by implementing
agencies, donors and government officials.
A Post-tsunami Rehabilitation Unit was established in the Department of Fisheries in collaboration
with the FAO.
A website was developed (Andaman Forum) detailing status of the rehabilitation, projects, and donor contacts.
Training given to staff in the Rehabilitation Unit on the analysis of information and information
flow between agencies.
Trained data collectors on “coordination” at the national and provincial levels.
All activities were replicated on the provincial
level. There were workshops in two provinces. Information was collected on “who, what and
where”, i.e. who has what information and where it is. The Ministry plans to continue
the work of the units established and will use these units for future disaster
response. At this stage, it is assumed that the Units will be maintained for
4-5 years. The project
is very much appreciated. There were some limitations in terms of capacity of
data collectors to get data from some
agencies, but this can be improved.
The same model was applied at the provincial level, i.e. Units were established in Provincial Offices of Agriculture and
Cooperatives in Phang Nga and Ranong Provinces.
The information database developed is the Adaman Forum Website, www.phangngapoc.net
Information is uploaded to the provincial website detailing status of the
rehabilitation, projects, and donor contacts.
A workshop was held to review coordination mechanisms. It was attended by implementing
agencies, donors and government officials.
Perceptions of Ministries
The most serious limitation
was/is the capacity of data collectors.
The DOF-FAO Post-tsunami Rehabilitation
The DOF-FAO Andaman Forum website
Provincial Post-tsunami Rehabilitation and Information Centres
National and Provincial level training
Data collection training
Review information and coordination
Survey of rehabilitation
and coordination mechanisms (who, what, where)
Database created on coordination mechanism
Report on effectiveness
of coordination; frequency of reporting
GeoDatabase for fisheries sector
Workshop on “information
coordination for all” for government officers
The computer and data collection training will be
sustained, the database is to be maintained and developed, and the Ministry hopes to further
develop reporting mechanisms.
Perception of Ministries
“Very useful” for Government. There should be more
interventions. Short time span for project implementation.
Many initiatives need to be further developed.
Governments and other national agencies, including local NGOs, need more support
and would like more resources to continue building on what they have achieved.
Maintain the GeoDatabase
The “who, what, where” database
Computer training and data collection training
Group 3: Information management, exchange and
coordination mechanisms in the transition phase from rehabilitation to development. Is there a vision?
Ms Zaha Waheed, Deputy Director, Planning and Coordination Services
Mr Marc Bellemans, Senior Emergency & Rehabilitation
Coordinator, Sri Lanka
Mr David Green, Senior Information Consultant, Australia
Mr Saeful Rachman, Deputy Director of Watershed Management Supervision,
Mr Yon Fernandez De Larrinoa Arcal, Emergency Coordinator, Maldives
Mr Aekachai Pruekampai, Director of Ranong Provincial MOAC, Thailand
Mr Pongpun Nualsri, Thailand
Mr Vimol Jirathanawat, Director, Information Technology Centre, Thailand
Ms Hilde Niggemann, Senior Operations Officer and Coordinator of TCEO Asia
Mr Eri Indrawan, Deputy Director for Technical Cooperation
1. Is there a vision? Yes. Building
Back Better. The Strategy: Rebuild with improved standards taking the opportunity to use
the additional resources made available by donors such as FAO. Rebuild by consulting and involving more communities.
2. How do coordination mechanisms
serve the long-term vision of development?
It speeds up the development process.
Coordination in emergency situations is more effective if there are pre-arrangements with donors
New proposals, i.e. following the disaster, need to fit into in National Development Plans.
Instruments developed for the emergency can and should be effectively reintegrated into the
long-term vision of the country (e.g. poverty alleviation in Banda Aceh;
community self-reliance in Thailand).
Information and data needs to fit the bigger picture.
Needs for information and coordination change and need to be adapted.
Donor conditionalities must take into account country needs as reflected in National
We need to also address the sectors not covered by relief (e.g. irrigation; mechanization, infrastructure).
Participatory approaches and ownership must be promoted even during the emergency phase.
The emergency has “set the clock back” in terms of national development. One “positive” in this situation is that it opens up some scope for
flexibility in terms of policy and planning.
Once the initial rebuilding is done we should stop and re-examine and redefine long-term
Project design and implementation
In-country national disaster “cells” should review regularly the coordination mechanisms with line Ministries on a sectoral basis.
3. How will the existing coordination mechanisms evolve in the post
Making inventory of available data and tools, selecting some and discarding others.
Inventory of who is doing what, where and when?
4. What is the way forward in terms of information management and
transition mechanisms from
emergency to development?
Transition is currently not effective.
Joint effort between countries, donors and the UN.
Transition needs planning and continued funding.
It will be essential to maintain the institutional
memory of the emergency.
Transition should be kept in mind since the beginning of the emergency.
Transition does not happen by itself.
Group 4: Values and benefits in a regional, Asia-wide
Mr Rajendra Aryal, Senior Emergency and Rehabilitation
Mr Tariful Islam, Land Use Planning (LUP) & GIS Advisor, CCB-NREM Project of Seila Programme, Seila Task Force Secretariat
Mr Hadimulyo Mulyono, Assistant Minister for Cooperation and Inter-agency Relations, MMAF
Ms Waraporn Prompoj, Chief of International Cooperation Group, Foreign Affairs Division
Mr Bambang Budhianto, Head of Planning Division, DG of Food Crops
Ms Patchanee Chaivanit, Krabi Provincial Office of Ministry of Agriculture and Cooperatives
Benefits of a regional approach
Possibility of information exchange between the countries.
Enhanced cooperation through sharing of information.
Sharing of experience gained, lessons learned and best practices from each other.
Common strategy with time frame.
Opportunity to pull resources together for a rapid response to disaster (human, financial, technical).
Cost optimization through sharing of information (e.g. early warning system, fisheries
Could provide an opportunity to identify sectoral focal point (e.g. FAO for fisheries, IUCN for natural resources)
leading to recommendation to act on.
Drawbacks of a regional approach
Slow while responding, depends on the players (e.g. government, donors, implementing
Too many actors involved.
Lack of capacity, different levels of capacity.
Willingness to share information not always optimal.
Differences in quality of information from different sources.
National governments: the prime actors
ASEAN (political and cooperational)
ODA Donors (Embassies)
UN Agencies and Banks
INGOs, NGOs (e.g. CARE, MERCY, OXFAM, WWF, Red Cross, etc.)
Private sector (e.g. Coca Cola, Rolls Royce)
Other regional organization (e.g. NACA, SEAFDEC)
countries building back better?
“Better” means in
terms of local needs, not the donors’ needs.
The process has
begun to build back better, but time is still needed and learning process and
involvement of community should be included.
needed on technology, research and development, extension services, quality
maintenance, and marketing.
There are new
opportunities to redesign damaged areas for the betterment of livelihoods (e.g.
Phi Phi Island
Consequences of a disaster
Loss of life,
property and assets.
together, sharing experiences together.
Could change the
way of life (e.g. some resolution of conflict in Aceh).
Can promote unity
among people by altering hierarchies.
Conclusions and recommendations
should be promoted on disaster preparedness and response.
a regional organization as sectoral focal point.
should be outlined for each sector on preparedness and should be transformed at
MOU between the
countries in line with the regional strategy for each sector.