Asian Urban Information Center of Kobe

AUICK Action Plan Progress Report, 2010

The Context and Influence of the Asian Urban Information Center of Kobe

3.7. Second 2007 Workshop on Maternal and Child Health Care in Natural Disasters

Second 2007 Workshop

Second 2007 Workshop Action Plan Progress Reports

Second 2007 Workshop

AUICK held its second workshop of 2007 from 27 August to 7 September, under the theme “Maternal and Child Health Care in Natural Disasters”. Ten senior officials in charge of the provision of health care services in AUICK’s nine Associate Cities attended the workshop. Guest participants and speakers at the workshop were from the UNFPA India Office, Danang University, UNCDR and WHO. Kobe City’s experience of securing health care services for mothers and children in a disaster situation, and future disaster preparedness and prevention was a key component of the workshop, in the context of the aftermath of the 1995 Great Hanshin-Awaji Earthquake. Presentations were on “Gender Issues in Natural Disasters”, “Lessons Learned from the Great Hanshin-Awaji Earthquake”, “Maternal and Child Health Care Services of Kobe City”, “Maternal and Child Health Care Services in Natural Disasters from the Viewpoint of WHO”, and “Mental Care for School Children in Natural Disasters”. Case studies included Chennai’s experience of the Tsunami generated by the Sumatra Earthquake in 2004, and Danang’s frequent heavy storms. Site visits were to Hyogo Prefectural Kobe Children’s Hospital, the Kobe City College of Nursing, the WHO Kobe Center and the Disaster Reduction and Human Renovation Institution. An open discussion session was also held with citizens of Kobe on “The Role of Local Government in Securing Maternal and Child Health Care Services in Natural Disasters”.


Second 2007 Workshop Action Plan Progress Reports


Chittagong is frequently affected by natural disasters such as cyclones, mudslides and flooding, so the Action Plan formed a Disaster Management Core Committee headed by the Mayor, for crisis management and maternal and child health care provision. With cross-department representation, members include local ward commissioners and community leaders, doctors and engineers. Disaster preparedness training is still lacking, but the Committee arranges media campaigns and community meetings for public awareness, and mobilizes ward officers to establish disaster management committees at the community level. The plan has also mobilized funds and resources for disaster preparedness, adaptable to the needs of the city as they arise.
Plan status: significant implementation 


For community-wide natural disaster preparedness, the Action Plan by Weihai developed a Disaster Prevention Welfare Community. Headed and funded by the local government, it has over 30 members from medical, emergency and government departments, and a large volunteer network. It works to improve emergency response capacity and establish community partnerships for share knowledge and information sharing on disaster preparedness. Starting in ten pilot areas, citizens are educated on safety and disaster prevention, and produce local maps of hazardous and safe zones in a disaster situation.
Plan status: full implementation 


Chennai experiences almost annual flooding from monsoon rains, but local and national Crisis Management Committees lacked maternal and child health care components in 2007. The Action Plan incorporated MCH into Chennai’s Disaster Coordination Committee, focusing on care provision in the first 48 hours after flooding occurs. Field staff and selected NGOs, including women’s self-help groups, delivered community training modules, zonal maps of dangerous areas during flooding were produced and distributed, and two schools were identified and equipped as shelters in times of flooding. Additional to the original plan, its network of trainers was then utilized to educate citizens on issues ranging from waste segregation to HIV/AIDS awareness. For sustainability, trainees then educated in their own communities, and leaders were identified to link government and NGO services at the local level.
Plan status: full implementation 



The Surabaya Action Plan established a Task Force for Disaster and Casualty Management, and published guidelines on disaster prevention and control to educate the relevant sectors, with emphasis on maternal and child health care. Health workers were trained, and MCH seminars and media awareness activities were arranged. The private sector participated in a disaster control simulation in 2008, and local maps were made to show dangerous areas in a natural disaster. As a result, staff members of all public health centers are now trained on disaster preparedness, and 120 of Surabaya’s 163 villages are declared ‘ready for disaster control’.
Plan status: full implementation 


A National Security Department plan for state and district levels gives Kuantan a well-developed disaster preparedness and management plan, but in 2007 this lacked an MCH component. The workshop Action Plan advocated its amendment to incorporate monitoring and relocation of pregnant women to hospitals and other safe environments, and provision of specific maternal and child health care items in times of pandemics or natural disasters, such as Kuantan’s regular flooding. The disaster plan is now annually reviewed and updated, and the MCH component was utilized during flooding in 2008. The amended plan is implemented not only in Kuantan, but also at the level of Pahang, the third largest state in Malaysia. The Action Plan’s second element though, a Disaster Management Welfare Community to train citizens, did not achieve sufficient participation.
Plan status: significant implementation 


The city of Faisalabad had not developed disaster preparation strategies in 2007. The Action Plan established a government Disaster Management Cell, focusing on maternal and child health care. It registered the city’s 0-5 year-old child-bearing mothers, for their health care provision in a disaster situation. This system has also improved health care access in normal time, initiating a large-scale child vaccination programme, and has also reduced the 30% vacancy in MCH medical worker posts to around 5%, by training community midwives and female doctors. Rural and urban clinics and delivery rooms have been upgraded, and the Action Plan is set to expand to incorporate NGOs and the private sector, while being advocated to the whole Punjab region for replication by other cities.
Plan status: full implementation 


Olongapo has a long history of natural disasters, lying in the path of annual typhoons, and experiencing flash floods and mudslides. It also lies on the ‘Pacific rim of fire’ of fault lines and volcanoes. The workshop Action Plan established a Disaster Volunteer Brigade for community-based preparedness, integrated into and trained by the city’s Disaster Management Office to augment its disaster prevention activities. Volunteer activities include making local disaster maps to show at-risk and safe areas, and assisting with flooding preparedness before rainy season.
Plan status: full implementation 


Khon Kaen 

The Action Plan for Khon Kaen proposed an MCH Care in Disaster Committee for increased emergency management capacities, awareness publications and training. Administrative and financial support for the Committee was not achieved, as natural disasters are not perceived as a threat in the Municipality. Information for mothers on health care in natural disasters (especially storms) was instead integrated into existing MCH Programs.
Plan status: partial implementation 


Disaster contingency planning in Danang lacked MCH components in 2007, so the Action Plan informed local authorities on their urgent need, as this required the collaboration of the Health Department. A special City Committee for MCH in Natural Disasters was created within the government’s disaster management organization, which included administration officials, health agencies, and the police and military, which always play a major role in managing natural disasters, like the annual typhoons that hit Danang. Committee members are assigned roles, and an extensive checklist outlines tasks for disaster preparedness. For sustainability, the system is reviewed annually, or after each disaster situation occurs.
Plan status: full implementation



AUICK Action Plan Progress Report, 2010


Chapter 1

Chapter 2

Chapter 3

Chapter 3.1.

Chapter 3.2.

Chapter 3.3.

Chapter 3.4.

Chapter 3.5.

Chapter 3.6.

Chapter 3.7.

Chapter 3.8.

Chapter 3.9.

Chapter 4

Chapter 5



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