Crisis Management And Risk Mitigation During Public Health Emergencies – Risk communication for better disaster risk management: a side event at the 7th Session of the Committee on Disaster Risk Reduction
Organizer(s) United Nations Office for Disaster Risk Reduction – Ministry of Public Health Regional Office for Asia and the Pacific (Thailand)
Crisis Management And Risk Mitigation During Public Health Emergencies
The COVID-19 pandemic has highlighted risk communication as a critical element in the risk management process because it enables the public to identify disaster risks, understand their role in reducing that risk, and engage with protective measures. In many cases, effective risk communication is used to help individuals make decisions in response to the many questions that arise before or during a disaster. Risk communication strategies are critical and are a foundation of emergency preparedness, response, recovery and mitigation at the political and individual levels while guiding activities that increase public awareness of disaster risks and increase public safety. In the information age, to promote more effective future disaster risk reduction and disaster responses, risk communication must go beyond the traditional approach of sectors working in silos to understand the risk of community disaster and incorporate a whole community approach using new innovations. Partnership with sectors such as digital and social media and media.
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This side event will discuss the experiences of disaster risk communication stakeholders before and during disasters, lessons and recent experiences from COVID-19 and other disasters, and key challenges and opportunities of the digital and social media era that they can ultimately increase disaster risk capacity. Management.
2. To identify key challenges and opportunities to strengthen risk/public communication throughout the disaster management cycle, particularly in compound and complex emergencies.
3. To promote the exchange of lessons learned from cross-sector collaboration, as well as to promote an integrated and whole-of-community approach to effective risk communication. The number of natural disasters has increased fivefold in the last 50 years. Whether it is a hurricane, fire, flood, tornado, earthquake or hurricane, the organization is more at risk of being destroyed by an event time bound than before.
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Do you think your particular organization will not be affected? Well, between January 2013 and January 2023, 88.5% of all US counties have declared a natural disaster. And a disaster can cost a lot of money.
Economic losses from hurricanes, floods, fires, etc., increased sevenfold from 1970 to 2010. From 2010 to 2019, natural disasters caused an average of $383 million in losses per day. In the 70s, losses averaged just $49 million per day.
Still scared? You should be. Natural disasters can damage your facilities, injure your employees and customers, stop your productivity in its tracks, and put you out of business.
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Forty percent of businesses never reopen after a natural disaster. Another 25% of businesses fail within one year of a disaster, and another 90% fail within two years.
However, in all this doom and gloom, there is a bright spot. Organizations that plan ahead for natural disasters can respond and begin to recover more quickly.
But as a facility manager or building owner, how do you plan for a disaster like a fire, flood or hurricane? Where to start?
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This is where the four phases of disaster management come in. They are a useful framework for building your disaster recovery and business continuity plans. An assessment of the condition of the installation is another important tool for disaster management which, as you will read below, plays an important role in all four phases.
All organizations are in at least one stage at any given time. Understanding these four steps will enable your organization to prepare for and respond to crises in a smarter and more informed way. Making the right decisions will give your organization the best chance of survival and recovery after a weather-related event.
Let’s take a closer look at what the phases of disaster management mean and how an assessment of the conditions of the facilities can help you in each one.
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The mitigation phase occurs before a disaster. Here, an organization takes measures not only to protect people and property, but also to reduce the risks and consequences from a particular disaster situation. The organization’s main goal is to reduce vulnerability to the effects of disaster (such as property damage, injury and loss of life).
One of the most important mitigation strategies is to conduct a Facility Condition Assessment (FCA). FCA shows you the current status of all your buildings and areas of spotlights that need repair or replacement.
If you know your roof has some problem spots, you can make repairs so the next big storm doesn’t cause leaks and water damage to your building. If you know that the insulation around your water pipes has failed, you can re-insulate your pipes before the freezing temperatures of the water burst. If you know that some of your hurricane-resistant windows are nearing the end of their life, you can replace them before the next hurricane season.
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FCA highlights where your highest value or most critical buildings are located. If you know you have a facility in an area with a high risk of weather disasters, you can prioritize that facility in your mitigation efforts.
A preparation phase occurs even before a disaster. Here, an organization tries to understand how a disaster can affect overall productivity and the bottom line. The organization also provides adequate education while implementing preparedness measures.
Examples of preparedness include hosting training, education, exercises, tabletop exercises, and large-scale disaster preparedness exercises. This ensures that stakeholders know what to do in case of emergency. The exit plans update is also in preparation.
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Organizations can come together to create a business continuity plan and a list of resources needed to recover from a disaster.
FCA collects vital information about your property and building envelope, which will be useful if you need to order replacements. You can easily find the manufacturer, model or serial number and other details about a particular asset.
In addition, FCA includes photos and descriptions of the current condition of each part of your facilities. This is very important if you want to make an insurance claim. These “before” photos of what your building looked like pre-disaster can prove to your insurer that, yes, your roof was in pristine condition before the tornado ripped it off, and yes, expect the insurance to pay out for a completely new roof. .
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For these reasons, it is important that your FCA is always current. An outdated FCA is the wrong FCA and will not help you. Today’s live FCAs are carried out using specific building assessment software that allows facility teams to keep up-to-date over time.
The response phase is immediately after a disaster. Organizations must focus their attention on addressing immediate threats to people, property and business. The safety and well-being of residents largely depends on your level of preparedness before a disaster.
The most notable example of the response phase is making sure people are out of harm’s way. The organization can then begin to assess the damage, implement disaster response plans, triage cleanup efforts, and deploy resources as needed.
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Businesses must also navigate disruptions in communication with stakeholders (such as staff, vendors and suppliers) due to building closures, preliminary damage assessments and closures.
As the response period progresses, the focus often shifts from immediate emergency issues to making repairs, restoring utilities, restoring operations, and cleanup. The organization needs to start planning for the reconstruction of the damaged infrastructure.
The FCA is your living bible when it comes to what assets make up your facilities. As such, it’s a great tool to use when you’re assessing damage after a disaster. This helps ensure that you do not lose potentially affected assets while traveling through the facility. This is the perfect place to note that the assets are partially damaged, intact or a total loss.
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Once you’ve assessed the damage, your FCA makes it easy to see the overall damage in your facilities and then prioritize and assign repair work.
In addition, since FCA includes an estimated cost of repairing or replacing each asset, you can immediately calculate the financial impact of a disaster.
The recovery phase occurs after a disaster. This phase is the restoration of the organization after any consequences from the disaster. At this time, the organization has achieved at least a certain degree of physical, environmental, economic and social sustainability.
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The disaster recovery phase can last anywhere from six months to a year (or longer depending on the severity of the incident).
An example of recovery is the creation of strategic protocols and action plans to deal with the most serious consequences of a disaster. Protocols should provide clear steps to follow for different disaster events and cover multiple scenarios.
In this phase, the organization works to acquire new resources, rebuild or create partnerships, and implement effective recovery strategies. The organization takes steps to reduce financial burdens, rebuild damaged structures and reduce vulnerability to future disasters.
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Your living FCA is the place to record all the damage caused by a disaster and how much it would cost to get your facilities up and running again.
This information can help you determine how well (or poorly) your assets performed in a disaster and find ways to improve your facility infrastructure.
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