Gavin John LOVE1, Kit MIYAMOTO2 1WorleyParsons, United States of America; 2Miyamoto International

1. Collectors, Coordinators & Directors -
Innovation in the Management of Disasters
IDRC 2012
H. Kit Miyamoto, President & CEO, Miyamoto International Inc.
Gavin J. Love, Director – Restoration & Environment, WorleyParsons

2. “The mosaic of evidence presents a troubling picture,”
“Much of the suffering and loss from the spill was made worse by the
poor decisions of administration officials. At times, the administration
actively hindered the efforts of local officials and others with expertise in
protecting the region’s fragile ecosystem.
“Throughout, the administration appeared more concerned about
protecting its own media profile and avoiding any direct responsibility for
recovery efforts than it did about protecting the jobs and livelihoods of
millions of Americans living in Louisiana, Mississippi, Alabama and
Florida.”
Representative Darrell Issa, California Republican,
Chairman of the House Oversight and Government Reform Committee, June 2, 2011
2

3. “Humanitarian coordination seeks to improve the effectiveness
of humanitarian response by ensuring greater predictability,
accountability and partnership”
OCHA website

4. Recovery & Reconstruction Management
1. Nearly every recovery activity / program is unique and often requires a long time to
complete
2. Relief, recovery, reconstruction, restoration must satisfy the conditions peculiar to the
site / location
3. As each activity is unique, its execution is influenced by natural, societal and other
locational conditions such as weather, labor supply, local building codes, etc
4. Anticipating future requirements / needs is inherently difficult; but not impossible
5. Due to complexities, market demands and influences, changes in individual projects
and the overall program throughout the relief, recovery, reconstruction and
restoration are not uncommon
6. Significant pressure on decision makers through internal and external stakeholder
groups, including media.
4

5. The Truths
1. Effective planning is required to manage projects of all shapes and sizes,
coordinate interface, define appropriate delegation of authority to reduce
bureaucracy and ensure timely decision making
2. Organizational structure and process must exist around the delivery of services
to ensure coordination of activities, assurance of quality, HSE management and
measurement of progress and performance
3. Changing dynamics or risks develop over time that complicate initial plans and
require effective risk management, change management and decision making
prioritization.
4. Significant pressure on decision makers through internal and external
stakeholder groups, including media.
5. Competing and sometimes contradictory priorities from a variety of stakeholders
and special interest groups needs to be understood and managed
6. Ultimately must withstand public scrutiny of having delivered value for money to
the community, region and country
7. The need for strong relationships and effective coordination with multiple
stakeholders including local, regional, national and international government and
non-government organizations
5

6. The Challenges
 Complexity and Uncertainty
 Understanding and meeting recovery and reconstruction priorities
 Multiple and competing agendas – priority setting
 Management of Information and Interfaces
 Integration of individual projects
 Controling multiple activities and coordination
 Limited resources and capacity
 Accountability & Transparency
 Measuring progress
6

7. Skills / Knowledge Sets
• Response, Recovery, • Program / project management
Restoration • Architecture
• Land use planning and • Geology
management • Communications
• Building Code design / re- • Community Engagement
design
• Stakeholder management
• Engineering
• Training
− Design
• Accounting / cost control
− Demolition
• Funding Management
− Construction
Management • Contract management
• Contractor management
• Re-use

8. From …To…
FROM TO
Chaos Clarity
Complexity Known Complexity
Uncertainty Resolution
Uncoordinated Coordinated
Inefficient Adaptive
Ineffective Effective
Reactive Efficient
Bureaucratic Listening to & implementing
needs
Focus on local needs &
requirements
Resilience and Sustainability
8

9. Collectors, Coordinators & Directors
 Factors
• Influence
• Connect
• Non-aligned
• No agendas
• Respect
• Leadership
• Cajoling

10. Communication – The Secret of the Collector
 Communication Approaches
• Formal
• Informal
 Most of the work of a Collector is done informally
 Most of the work of a Coordinator is done using formal and
informal communications
 Most of the work of a Director is done using formal and
informal communications

11. Kit’s Presentation

12. A New way of Thinking

13. An Approach
IMMEDIATE RESPONSE and DESIRED
MEDIUM to LONG TERM RECOVERY OUTCOMES
RECOVERY
Supporting current activities focused at Management & coordination of programs and activities
immediate recovery & restoration of lifeline from all parties to ensure agreed Recovery vision and
services (transport/water/sewer/power/gas/ objectives are met.
hospitals/food distribution) logistics planning &
Future planning of infrastructure designs with lessons •Re-building resilient communities
short term accommodation needs. learnt
•Excellent co-ordination across Govt
Additionally, coordination of private sector Focus on reinstatement of areas of economic importance,
recovery and remediation services agencies, private sector and other
infrastructure, housing & supporting lifelines to long term
operational condition supporting agencies / organizations
•Effective and efficient program
management
 Requires Early Definition of Challenges and Recovery Objectives (immediate, short, medium and long term) by
•Program demonstrates value for
Municipal, Department and National Governments
money, value for stakeholders
 Coordination & management of recovery activities & schedule, milestones, cost control, contracts & management,
•Reinstatement of infrastructure &
quality assurance of recovery projects
supporting lifelines to meet the needs
of the community, business &
 Strategically Focused government
 Early scope definition & project formulation •Assets repaired/rebuilt on a priority
 Tactically Focused
 Ability to rapidly prioritise  Project prioritization based on agreed priorities and needs basis
 Robust & Rapid Decision Making Process budget •Close liaison with community
 Fast tracked planning approvals process
 Locally & Regionally Managed - Centrally throughout program
 Centrally led – Regionally & Locally managed
Coordinated
 Close Coordination with Municipalities,  Accurate and up-to-date program reporting and
Departments & National Governments monitoring
 Incorporate flood related lessons into new designs
 Close Coordination with three levels of Government

14. A New Way of Thinking About Recovery
Government End End End
Points Points Points
Organizational
END STATE
Community
Individual
14

15. Integrated Program Delivery Partnership
• Enables partnerships
• Embeds co-located teams
• Transfers knowledge
• Encourages a common culture
• Provides transparency and accountability
• Provides uniformity
• Develops optimized concept – technology,
cost & schedule
• Identifies and mitigates risk
• Develops planning and logistics
• Oversees engineering, procurement and
construction
Supported by experienced professionals and
proven project management systems with
an understanding of local issues.

16. Desired Outcomes
•Accountability and Transparency in Process
•Cost and Schedule Assurance
•Program Control and Risk Management
•Scalable Project Delivery Organization
•Procurement and Contracting
•Integrity in Communication and Information Management
16

17. Project Team Configurations
• Elements of success in project delivery

18. Project Team Configurations
• Integrated Project Management Team - IPMT
Client

19. Project Team Configurations
• Project Management Consultancy - PMC
Client

20. Capacity and Capability Development
External Local
Capability Capability
& &
Capacity Capacity
Capability
Time

21. Recommended Configuration
Advisory Board

22. Lessons Learned and Keys to Success
The following is based on our global experience in Recovery, Reconstruction and
PMC program:
Importance of establishing relationships with Ministries, regional Governments, local
communities, local contractors and suppliers.
Training of local people, workforce suppliers and contractors to maximize local employment
and content.
Transparency with contracting and purchasing.
Importance of stakeholder identification, interaction and management.
Close and collaborative approach with the communities and understanding the sensitivities
that goes with formulation and delivery of these projects.
Identifying and maximising the opportunities for locals to participate and benefit from the
reconstruction effort both from the financial point of view as well as skill and capability
development.
Developing a program with performance measures for monitoring and re-evaluation to identify
issues and new priorities that are then incorporated throughout the life of the project.

23. Challenges for the Future
 Recognize the importance of informal communication
networks
 Recognize the role of those involved in the program
 Recognize the expertise of sectors and use them to the best
advantage
 Remember the ultimate user of our programs are those that
have affected by the event – what do they need and require

24. “Humanitarian coordination seeks to improve the effectiveness
of humanitarian response by ensuring greater predictability,
accountability and partnership”
OCHA website