Information on The Mangrove: Psychosocial Support and Coordination Unit, Batticaloa
The Mangrove was established in the aftermath of the tsunami to hit the coast of the Batticaloa district on 26th December 2004. The tsunami affected over 250,000 people directly, with nearly 70,000 persons currently displaced (approx. 38,000 in welfare camps), 2,846 confirmed dead, 1,027 missing and 2,375 injured[1]. Apart from the tragic human loss and direct threat to life as a result of the tsunami, there has been the terrible material and social devastation of affected communities. Homes, livelihoods, social networks and community infrastructure have been disrupted or destroyed altogether. These impacts, together with the additional difficulties and vulnerabilities produced by conditions of displacement and loss, present a considerable assault on the psychosocial wellbeing of persons affected by the tsunami.
In the weeks following the disaster, humanitarian agencies, state institutions and other groups working within affected populations began to identify psychosocial impacts as a major area for intervention. As an increasing number of groups (from within and outside the district) began to initiate programmes in this area, it was felt that a lack of coordination and cooperation between service providers might hamper efforts to provide support to affected persons. On the 12th of January 2005, an open meeting was held in Batticaloa to provide an opportunity for organisations working (or intending to work) in the psychosocial sector to share concerns. The primary issues raised were that of the need for coordination and the need for capacity-building for organisations – both of which were seen as insufficient at present to meet the needs of the affected communities. A core group of 7 individuals, broadly representing the constituencies present at the meeting, was chosen to design a mechanism through which these needs could be met. On the 19th of January, this core group outlined a concept for a coordinating unit to support and guide the activities of the psychosocial sector within the district. This concept was provisionally endorsed by all organisations represented at the meeting, and the core group was charged with making the concept operational. On the 26th of January, the office of “The Mangrove: Psychosocial Support and Coordination Unit” became functional.
[1] Situation Report 18 January 2005, 9.30 am, Tsunami Disaster Information Unit District Secretariat Batticaloa.
Objectives of The Mangrove:
· To facilitate technical support to all organisations involved in psychosocial response to the tsunami disaster, to enhance the quality of services provided to affected persons.
· To coordinate and synchronise the various efforts by state, non-government and other groups to provide psychosocial interventions for persons affected by the tsunami disaster.
· To liaise with the state institutions and other agencies involved in relief, resettlement and reconstruction work to promote practices that enhance or protect the psychosocial wellbeing of affected populations.
Operating Principles/Modalities of The Mangrove
· The Mangrove is a temporary body which draws all its resources (human and material) from a loose membership of organisations and individuals.
· The Mangrove is NOT a legal entity, but is rather an informal association of local and international non-governmental, bilateral and government agencies working in the Batticaloa district.
· The Mangrove has NO facility for receiving or handling financial and material resources directly, and responsibility for safeguarding and accounting for such resources must be taken by individual members (organisations or persons) of The Mangrove or persons to whom they delegate this responsibility.
· All assets (ie. equipment, vehicles) used by The Mangrove will be loaned from members or donors and must be returned at a specified time or when The Mangrove ceases to be active.
· All salaries /stipends of persons working with or through The Mangrove will be paid by members. Contracts for such personnel must be with member organisations, although terms of reference with regards their activities related to The Mangrove must be drawn up in consultation with the Executive Group (see below) of The Mangrove.
· Responsibility for managing The Mangrove and overseeing its activities will lie with an Executive Group comprised of the core group selected on the 12th of January 2004: Fr. Paul Satkunanayagan (Butterfly Peace Garden/Professional Psychological Counselling Centre); S. Spiritheyon (ESCO); Amara Hapuarachchi (Independent); M. Ganesan (Batticaloa Teaching Hospital); Suba Mahalingam (UNICEF); P. Prasanthan (Inayam/District Youth Club Federation); Ananda Galappatti (Independent).
· The Executive Group is authorised to take operational decisions regarding the activities of The Mangrove. Decisions that have been taken or are pending will be presented to members at the weekly General Meetings (10am-12pm on Wednesdays, and minutes of which are posted at themangrove.blogspot.com) and this provides a mechanism for feedback or input by members.
· The Executive Group has delegated responsibility for the day-to-day management of The Mangrove to a Psychosocial Advisor/Coordinator (Ananda Galappatti), but will provide regular support and guidance to this person wherever possible. The Executive Group and The Mangrove also receive support from a Development Facilitator (A. Sornalingam) in relation to developing organisational processes and managing the coalition dynamics. The Executive Group will meet with the Psychosocial Advisor/Coordinator and Development Facilitator at a weekly management meeting.
· All disagreements or disputes are to be settled (in the event that all other forms of negotiation have failed) by a simple majority vote at the weekly General Meetings. Each member (organisation /individual) present will have one vote.
· Membership of The Mangrove is not binding. Members may join or opt-out at any time.
· The Mangrove does NOT take responsibility or credit for the actions of any of its members, nor do the members bear responsibility for the actions of The Mangrove.
· Members commit to upholding the core values of The Mangrove and coordinate through the unit.
Primary Activities of The Mangrove
To identify and facilitate access to relevant human and technical resources (from within the Batticaloa District, nationally and internationally).
To provide the following services to its membership and affected persons:
1. Supervision and burn-out prevention activities
2. Facilitation and design of programmes/activities for psychosocial intervention
3. Counselling and therapeutic sessions for referrals (during special office hours)
4. Training activities for skills building and organisational capacity-building
5. Provision of advisory consultations (when requested) on programme design, implementation, policy and needs assessment
· Design and provision of guidelines, tools, conceptual frameworks and coordinating mechanisms
· Mapping of district services, activities and actors at a district and DS division-level
· Interacting with national-level processes related to policy-formulation and programming within the state and non-government sectors
· Lobbying and provision of input from a psychosocial perspective into key relief, resettlement and reconstruction structures / focal points for the district.
Core Values of The Mangrove
Focus on tangible outputs; solution-focussed rather than problem-focussed
Commitment to low running costs
Responsive to external needs and opportunities
Inclusiveness
Respect for diversity in a) theoretical approaches b)gender / ethnicity / religion / c) local cultural practices and approaches, modes of healing.
Commitment to have all communications take place in Tamil & English
Emphasis on enabling and engaging members rather than regulating them
Total transparency in terms of the nature of activities, strategies and resources
Critical
Practical
Commitment to a long-term perspective
Respect for interests of local groups
Place priorities and perspectives of survivors at centre of psychosocial services
Focus on best practices - informed by prior experiences in region and nationally
Emphasis on enhancing the already available resources (organisations, structures, human & social capacities) within communities
Collective ownership and personal responsibility
Commitment to following principles of “Do No Harm” and conflict sensitivity, and to work in ways congruent with the Sphere guidelines, CHA good practice guidelines & National Directorate guidelines.
Time-limited (establish a date and mechanism (incl. indicators) for review).
In the weeks following the disaster, humanitarian agencies, state institutions and other groups working within affected populations began to identify psychosocial impacts as a major area for intervention. As an increasing number of groups (from within and outside the district) began to initiate programmes in this area, it was felt that a lack of coordination and cooperation between service providers might hamper efforts to provide support to affected persons. On the 12th of January 2005, an open meeting was held in Batticaloa to provide an opportunity for organisations working (or intending to work) in the psychosocial sector to share concerns. The primary issues raised were that of the need for coordination and the need for capacity-building for organisations – both of which were seen as insufficient at present to meet the needs of the affected communities. A core group of 7 individuals, broadly representing the constituencies present at the meeting, was chosen to design a mechanism through which these needs could be met. On the 19th of January, this core group outlined a concept for a coordinating unit to support and guide the activities of the psychosocial sector within the district. This concept was provisionally endorsed by all organisations represented at the meeting, and the core group was charged with making the concept operational. On the 26th of January, the office of “The Mangrove: Psychosocial Support and Coordination Unit” became functional.
[1] Situation Report 18 January 2005, 9.30 am, Tsunami Disaster Information Unit District Secretariat Batticaloa.
Objectives of The Mangrove:
· To facilitate technical support to all organisations involved in psychosocial response to the tsunami disaster, to enhance the quality of services provided to affected persons.
· To coordinate and synchronise the various efforts by state, non-government and other groups to provide psychosocial interventions for persons affected by the tsunami disaster.
· To liaise with the state institutions and other agencies involved in relief, resettlement and reconstruction work to promote practices that enhance or protect the psychosocial wellbeing of affected populations.
Operating Principles/Modalities of The Mangrove
· The Mangrove is a temporary body which draws all its resources (human and material) from a loose membership of organisations and individuals.
· The Mangrove is NOT a legal entity, but is rather an informal association of local and international non-governmental, bilateral and government agencies working in the Batticaloa district.
· The Mangrove has NO facility for receiving or handling financial and material resources directly, and responsibility for safeguarding and accounting for such resources must be taken by individual members (organisations or persons) of The Mangrove or persons to whom they delegate this responsibility.
· All assets (ie. equipment, vehicles) used by The Mangrove will be loaned from members or donors and must be returned at a specified time or when The Mangrove ceases to be active.
· All salaries /stipends of persons working with or through The Mangrove will be paid by members. Contracts for such personnel must be with member organisations, although terms of reference with regards their activities related to The Mangrove must be drawn up in consultation with the Executive Group (see below) of The Mangrove.
· Responsibility for managing The Mangrove and overseeing its activities will lie with an Executive Group comprised of the core group selected on the 12th of January 2004: Fr. Paul Satkunanayagan (Butterfly Peace Garden/Professional Psychological Counselling Centre); S. Spiritheyon (ESCO); Amara Hapuarachchi (Independent); M. Ganesan (Batticaloa Teaching Hospital); Suba Mahalingam (UNICEF); P. Prasanthan (Inayam/District Youth Club Federation); Ananda Galappatti (Independent).
· The Executive Group is authorised to take operational decisions regarding the activities of The Mangrove. Decisions that have been taken or are pending will be presented to members at the weekly General Meetings (10am-12pm on Wednesdays, and minutes of which are posted at themangrove.blogspot.com) and this provides a mechanism for feedback or input by members.
· The Executive Group has delegated responsibility for the day-to-day management of The Mangrove to a Psychosocial Advisor/Coordinator (Ananda Galappatti), but will provide regular support and guidance to this person wherever possible. The Executive Group and The Mangrove also receive support from a Development Facilitator (A. Sornalingam) in relation to developing organisational processes and managing the coalition dynamics. The Executive Group will meet with the Psychosocial Advisor/Coordinator and Development Facilitator at a weekly management meeting.
· All disagreements or disputes are to be settled (in the event that all other forms of negotiation have failed) by a simple majority vote at the weekly General Meetings. Each member (organisation /individual) present will have one vote.
· Membership of The Mangrove is not binding. Members may join or opt-out at any time.
· The Mangrove does NOT take responsibility or credit for the actions of any of its members, nor do the members bear responsibility for the actions of The Mangrove.
· Members commit to upholding the core values of The Mangrove and coordinate through the unit.
Primary Activities of The Mangrove
To identify and facilitate access to relevant human and technical resources (from within the Batticaloa District, nationally and internationally).
To provide the following services to its membership and affected persons:
1. Supervision and burn-out prevention activities
2. Facilitation and design of programmes/activities for psychosocial intervention
3. Counselling and therapeutic sessions for referrals (during special office hours)
4. Training activities for skills building and organisational capacity-building
5. Provision of advisory consultations (when requested) on programme design, implementation, policy and needs assessment
· Design and provision of guidelines, tools, conceptual frameworks and coordinating mechanisms
· Mapping of district services, activities and actors at a district and DS division-level
· Interacting with national-level processes related to policy-formulation and programming within the state and non-government sectors
· Lobbying and provision of input from a psychosocial perspective into key relief, resettlement and reconstruction structures / focal points for the district.
Core Values of The Mangrove
Focus on tangible outputs; solution-focussed rather than problem-focussed
Commitment to low running costs
Responsive to external needs and opportunities
Inclusiveness
Respect for diversity in a) theoretical approaches b)gender / ethnicity / religion / c) local cultural practices and approaches, modes of healing.
Commitment to have all communications take place in Tamil & English
Emphasis on enabling and engaging members rather than regulating them
Total transparency in terms of the nature of activities, strategies and resources
Critical
Practical
Commitment to a long-term perspective
Respect for interests of local groups
Place priorities and perspectives of survivors at centre of psychosocial services
Focus on best practices - informed by prior experiences in region and nationally
Emphasis on enhancing the already available resources (organisations, structures, human & social capacities) within communities
Collective ownership and personal responsibility
Commitment to following principles of “Do No Harm” and conflict sensitivity, and to work in ways congruent with the Sphere guidelines, CHA good practice guidelines & National Directorate guidelines.
Time-limited (establish a date and mechanism (incl. indicators) for review).
posted by The Mangrove / Ananda Galappatti at 12:56 AM
