...case of a disaster event, there are several effects, such as humanitarian effects, including the loss of lives and persons injured; ecological effects among other damage to ecosystems; and economic effects, comprising different effects on the economy. National disaster effects can be caused by the disaster itself or by follow on directly or indirectly. B-Justification of the problem Natural disasters have severe effects on different industries, if the decisions taken after the occurrence of the disasters were not based on appropriate study for the results that may occur, this may lead to huge losses for the industry and for the whole country. 1-Lake of planning Lake of knowledge and how to predict the occurrence of natural disasters is a main reason of the problem. 2-Insurance companies making as much insurance policies as they can although they don’t know if they can satisfy the customer needs or not. 3-Decision makers don’t have the good argument to convince customers or community by their decisions C-List of alternatives 1. Awareness 2. Planning and prevention Measures to eliminate or reduce the incidence or severity of emergencies. Actions taken in anticipation of, during, and immediately after an emergency to ensure that its effects are minimized, and that people affected are given immediate relief and support. 3. Response Process of supporting emergency-affected communities in reconstruction of the physical infrastructure and restoration of emotional...
Words: 777 - Pages: 4
...difference between a risk analysis (RA) and a business impact analysis (BIA)? Risk analysis is a technique to identify and assess factors that may jeopardize the success of a project or achieving a goal. Business continuity planning "identifies an organization's exposure to internal and external threats and synthesizes hard and soft assets to provide effective prevention and recovery for the organization, while maintaining competitive advantage and value system integrity”. In addition to some disagreement among business continuity professionals regarding the BIA and risk assessment definitions and outcomes, disagreement also exists regarding the order of execution: whether it is best to perform the risk assessment before, during, or after the BIA. While many professionals argue that it is best to perform the risk assessment before the BIA to establish the risk landscape in which the organization operates, Evaluation argues the opposite. What is the difference between a Disaster Recovery Plan and a Business Continuity plan? A disaster recovery plan is a documented process or set of procedures to recover and protect a business IT infrastructure in the event of a disaster. Such plan, ordinarily documented in written form, specifies procedures an organization is to follow in the event of a disaster. Business continuity planning "identifies an organization's exposure to internal and external threats and synthesizes hard and soft assets to provide effective prevention and recovery for...
Words: 1291 - Pages: 6
...which job functions are critically necessary, every day. Think about who fills those positions when the primary job-holder is on vacation. Make a list of all those individuals with all contact information including business phone, home phone, cell phone, personal email, and any other possible way of contacting them in an emergency situation where normal communications might be unavailable. If you have critical vendors or contractors, build a special contact list that includes a description of the company and any other absolutely critical information about them including key personnel contact information. Personal computers often contain critical information so make sure they are all on backups. Identify critical documents. Articles of incorporation and other legal papers, utility bills, banking information, building lease papers, tax returns, you need to have everything available that would be necessary to start your business over again. A business impact analysis (BIA) predicts the consequences of disruption of a business function and process and gathers information needed to develop recovery strategies. Potential loss scenarios should be identified during a risk assessment. Identifying and evaluating the impact of disasters on business provides the basis for investment in recovery strategies as well as mitigation strategies. If a disaster was ever to happen there are steps that need to be taken. Having backups of everything on multiple hard drives with all the essential data. If...
Words: 806 - Pages: 4
...OF BUSINESS, ENTREPRENEURSHIP AND ACCOUNTANCY RISK MANAGEMENT PLAN Loss Prevention Management In partial fulfillment of the Requirement in FM 65 Prepared by: ANGELICA C. GAMMAD MARILIE M. MALLILLIN MELVIN F. NARAG MA. REGINA P. GARCIA ELARIANET DELA CRUZ ROMEO MALILLIN Presented to: Mr. Giehlito Dulin TABLE OF CONTENTS INTRODUCTION………………………………………………………………………….……3 TOP THREE RISK……………………………………………………………………………...4 RISK MANAGEMENT APPROACH………………………………………………………….5 RISK IDENTIFICATION………………………………………………………………………6 RISK QUALIFICATION AND PRIORITIZATION………………………………….……...6 RISK MONITORING…………………………………………………………………………..7 RISK MITIGATION AND AVOIDANCE…………………………………………………..10 CONCLUSION………………………………………………………………………………...11 RISK REGISTER INTRODUCTION Risk management is a continuous, forward-looking process that is an important part of business and technical management processes. Risk management should address issues that could endanger achievement of critical objectives. A continuous risk management approach is applied to effectively anticipate and mitigate the risks that have critical impact on the project. The purpose of risk management is to identify potential problems before they occur so that risk-handling activities may be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives. Effective risk management includes early and aggressive risk identification through the collaboration and involvement...
Words: 3875 - Pages: 16
...Healthcare Facilities Safe from Disaster The price we pay for the failure of healthcare facilities due to disasters, such as tornados is high in cost. The cost of planning and making a healthcare facility safe from a tornado disaster is low compared to rebuilding it after disaster strikes. The damages of disaster healthcare systems and facilities is a human tragedy which results in large economic losses, dealing with devastating blows to the development goals of the facility, and it can also shake social confidence. Making healthcare facilities safe from tornado disasters is an economic requirement for the safety and well-being of our patients as well as our staff. The disaster definition of a tornado is any occurrence that causes economic disruption, disaster, deterioration in the facility services on a scale sufficient to response from outside the affected community or area, and loss of human life. The demand for healthcare has to be met when the destructive forces of a tornado has overwhelmed the community in which the demand for healthcare must be met after a disaster has occurred. The common denominator of such magnitude from a tornado disaster is the overwhelming of organization or resources as well as the inability for the institution to return to normalcy post to the event of a tornado without external existence. This can prove the inability of adequate healthcare if a proper plan is not set and met. Tornados can happen at any time and almost anywhere in the...
Words: 937 - Pages: 4
...Emergency Preparedness Planning Guidelines Version 3, October 2006 Table of Content Foreword 4 Part 1 - Introduction to Emergency Preparedness Planning 5 CARE Approach to Emergency Preparedness 5 Measurement of Preparedness 6 Emergency Preparedness and Contingency Planning 6 Emergency Preparedness Planning Steps 8 Writing and Distributing the Plan 8 Monitoring and Updating the Plan 8 Part II – The Written Plan 10 Executive Summary 10 1. Formation of Emergency Response Team 10 2. Information Collection 11 3. Country Office Capacity Inventory 12 3.1. Country Office Organization Chart 13 3.2. Country Office Human Resources 13 3.3. Country Office Physical Resources 13 3.4. Country Office Key Staff Contact Information 13 3.5. RMU, CARE Lead Member, and CARE International Key Contacts 13 3.6. In Country Coordination Mechanisms and Contacts 13 4. Risk Analysis 13 5. Scenario Development 15 5.1. Scenario 1 16 5.1.1. Scenario Description 16 5.1.2. Impact Analysis 16 5.1.3. Identification of Risk Reduction Measures 17 5.1.4. CARE Prevention and Mitigation Measures 19 5.1.5. CARE Response Strategy 19 5.1.5.1. Criteria for Engagement 20 5.1.5.2. Partnership Analysis 20 5.1.5.3. Geographical Focus 21 5.1.5.4. Objectives of CARE Interventions 21 5.1.5.5. Trigger Indicators 21 5.1.5.6. Key Interventions/Actions 22 5.1.5.7. Entry and Exit/Transition Strategy 24 5.1.6. Local Considerations 24 ...
Words: 14772 - Pages: 60
...[pic] Records Management Disaster Planning Guideline June 2007 Version 1.1 Table of Contents Acknowledgments 5 Foreword 5 Introduction 6 Background 6 Scope of this guideline 6 Related Documents 6 Reference to the Adequate Records Management Standard 7 Variation to this guideline 7 Records and Disasters 7 Disasters affecting records 8 Disasters affecting Australian organisations 8 Counter disaster management for records 9 Disaster review of your agency 10 Risk Assessment 10 Establish the context 11 Identify the risks 11 Critical needs determination 13 Analyse the risks 14 Assess the risks 15 Treat the risks 15 Monitor and review 16 Planning 16 Project Planning 17 Project team responsibilities 18 Content of the plan 18 How to prepare the response and recovery plan 19 Components of the response and recovery plan 20 Lists and supplies 22 Insurance and emergency funding arrangements 23 On-site equipment 23 Implementing the plan 24 Maintaining the plan 24 Distribution issues 25 Plan maintenance responsibilities 25 Training and testing 25 Post disaster analysis 27 Vital Records Protection 28 Identifying vital records 29 Protecting vital records 31 Preventative measures 31 Recovery and restoration 33 Critical data...
Words: 16993 - Pages: 68
...PHILIPPINE DISASTER RISK REDUCTION AND MANAGEMENT SYSTEM REPUBLIC ACT No. 10121 AN ACT STRENGTHENING THE PHILIPPINE DISASTER RISK REDUCTION AND MANAGEMENT SYSTEM, PROVIDING FOR THE NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT FRAMEWORK AND INSTITUTIONALIZING THE NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT PLAN, APPROPRIATING FUNDS THEREFOR AND FOR OTHER PURPOSES. it enacted by the Senate and House of Representatives of the Philippines in Congress assembled: Section 1. Title. - This Act shall be known as the "Philippine Disaster Risk Reduction and Management Act of 2010". Section 2. Declaration of Policy. - It shall be the policy of the State to: (a) Uphold the people's constitutional rights to life and property by addressing the root causes of vulnerabilities to disasters, strengthening the country's institutional capacity for disaster risk reduction and management and building the resilience of local communities to disasters including climate change impacts; (b) Adhere to and adopt the universal norms, principles and standards of humanitarian assistance and the global effort on risk reduction as concrete expression of the country's commitment to overcome human sufferings due to recurring disasters; (c) Incorporate internationally accepted principles of disaster risk management in the creation and implementation of national, regional and local sustainable development and poverty reduction strategies, policies, plans and budgets; (d) Adopt a disaster risk reduction and...
Words: 9149 - Pages: 37
...TM5563: Public Health Leadership and Crisis Management | The key challenges to providing leadership during public health crises.Assignment One | Samantha Leggett: SN 12494652 | 9/16/2011 | TM5563 Public Health Leadership and Crisis Management Assignment One Introduction This assignment will define leadership and explore the traits and qualities that are deemed to be inherent to effective leadership and an explanation given for why leadership matters in times of crisis. The key challenges to leadership in both sudden and expected crises will be explored and potential solutions to these key challenges offered. Examples will be provided throughout using recent public health crises to illustrate. Leadership can typically be defined by the traits, qualities and behaviours of a leader. It has also been described as a process with a shifting locus of control in which leaders are not seen as individuals in charge of followers but as members of a “community of practice” where everyone involved in the activity is assumed to play an active role in leadership. However, even with an advanced team, there is still a need for distinct leadership to enable the whole team to be optimally successful. 1-3 It would appear that there are a number of key traits that good leaders possess, however the literature provides little concrete agreement on a finite number of these: Kambil et al. (2009) found that leaders have five key traits: Curiosity; courage - in willingness to face uncertainty...
Words: 4751 - Pages: 20
...since loss of life and property can be a result of one of several factors; Heavy rain, High wind velocity, Storm surge, as a result of the above and low central pressure they also include secondary effects, Flooding, landslides, and related damage. Impacts are a function of when and where the hurricane hits. Storm Surges a storm surge is a large dome of water, 50-100miles wide, which sweeps across the coastline near where the hurricane makes landfall. It is water pushed towards the shore by the force of the winds swirling around the storm, and the drop in pressure (260mm sea level rise for a 30mb fall in pressure) The surge combines with the normal tide to create a storm tide, and wind waves are then superimposed upon this. It can be more than 15ft deep. Most of the US Atlantic and Gulf coasts lie less than 10ft above sea level; therefore at risk. The major danger is from flooding, particularly when coinciding with natural high tides. This causes great potential for loss of life. They not only damage structures, but the debris which they carry is dangerous too. External debris can become deadly missiles in the wind force. Damage to tall objects, esp. power lines, telephone cables can cause disruption. High rise buildings are at risk from windows blowing out, particularly at higher levels, since wind speed increases with height. Winds can stay above hurricane level well inland. Comprehensive Emergency Management is the preparation for and the carrying out of all emergency functions...
Words: 3487 - Pages: 14
...necessary to prudently protect criticial busin precesses from the effects of major system and network disruptions and to ensure the timely restoration of business ops if significant disruptions occur BCP and DRP BIA stands for Business Impact Analysis MTD stands for Maximum Tolerable Downtime first step in building BC program Project initiation and management activites of project initiation and mgmt 1) obtain senior mgmt support 2) define a project scope, the objectives, to be achieved and planning assumptions 3) estimate the project resources needed (human and financial) 4) Define a timeline and major deliverables Senior leadership's two major goals 1) Grow the business 2) Protect the brand What are the risk to a corporation for not having BC/DRP? 1) Financial 2) Reputational 3) Regulatory Formula for calculating financial risk P * M = C P: Probability of harm M: Magnitude of harm C: Cost of prevention Prudent man rule exercise the same care in managing the company affairs as in managing one's own affairs 1. Which of the following is considered the most important component of the enterprisewide continuity planning program? c. Executive management support 2. During the threat analysis phase of the continuity planning methodology, which of the following threats should be addressed? a. Physical security b. Environmental security c. Information security d. All of the above d. All of the above 3. The major objective of the business impact assessment process...
Words: 2067 - Pages: 9
...Fundamentals of Emergency Management Independent Study 230.a January 14, 2010 FEMA COURSE OVERVIEW Unit 1: Course Introduction Introduction How to Complete This Course Unit 1 Objectives Course Objectives Case Study: Tornado in Barneveld, Wisconsin Your Place in the Emergency Management System Case Study: Hazardous Chemical Release Activity: Where Do I Fit? Unit 2: Overview of the Principles of Emergency Management and the Integrated Emergency Management System Introduction and Unit Overview FEMA Mission and Purpose Response Authorities History Principles of Emergency Management Recent Changes to Emergency Planning Requirements Why an Integrated Emergency Management System? Emergency Management Concepts and Terms Partners in the Coordination Network Activity: Partners in the Coordination Network Emergency Management in Local Government Activity: Where Is Emergency Management in My Community? Unit 3: Incident Management Actions Introduction and Unit Overview Introduction to the Spectrum of Incident Management Actions Prevention Preparedness Response Activity: Response Operations Recovery Mitigation Unit 4: Roles of Key Participants Introduction and Unit Overview The Role of the Local Emergency Program Manager State Emergency Management Role How the Private Sector and Voluntary Organizations Assist Emergency Managers Federal Emergency Management Role The National Response Framework Activity: Emergency Management...
Words: 35531 - Pages: 143
...T e c h n i c a l n o T e s a n d M a n u a l s Operational Risk Management and Business Continuity Planning for Modern State Treasuries Ian Storkey Fiscal Affairs Department I N T e r N A T I o N A l M o N e T A r y F U N D INTerNATIoNAl MoNeTAry FUND Fiscal Affairs Department Operational Risk Management and Business Continuity Planning for Modern State Treasuries Prepared by Ian Storkey Authorized for distribution by Sanjeev Gupta November 2011 DISCLAIMER: This Technical Guidance Note should not be reported as representing the views of the IMF. The views expressed in this Note are those of the authors and do not necessarily represent those of the IMF or IMF policy. JEL Classification Numbers: Keywords: H12, H60, H63, H83 business continuity, disaster recovery, business continuity and disaster recovery plan, operational risk, operational risk management, treasury operations ian@storkeyandco.com Author’s E-Mail Address: TECHNICAL NoTEs ANd MANUALs Operational Risk Management and Business Continuity Planning for Modern State Treasuries Prepared by Ian Storkey This technical note and manual (TNM)1 addresses the following main issues: • What is operational risk management and how this should be applied to treasury operations. • What is business continuity and disaster recovery planning and why it is important for treasury operations. • How to develop and implement a business continuity and disaster recovery plan using a six practical-step...
Words: 10882 - Pages: 44
...Implementing an Effective Risk Management Program The Guiding Principles of Risk Management (RM) A. Integrate RM into all phases of missions and operations. Effective RM requires that the process be integrated into all phases of mission or operational planning, preparation, execution, and recovery on a continuing basis. It is much more cost effective to plan up front during building construction and renovation to imbed safety, fire and environmental protection systems than to retro-fit after the fact. B. Make risk decisions at the appropriate level. As a decision-making tool, RM is only effective when the information is concentrated on the appropriate supervisory level for decision. The higher the risk, the higher the management level of who should make the decision to accept a risk or not. Often this will require the decision to apply resources, whether manpower, dollars or both, to mitigate risks to an acceptable level so the management decision-making level must be where the purse strings are controlled. C. Accept no unnecessary risk. Accept no level of risk unless the potential gain or benefit outweighs the potential loss. RM is a decision-making tool to assist the supervisor or individual in identifying, assessing, and controlling risks in order to make informed decisions that balance risk costs (potential losses) against mission benefits (potential gains). An unnecessary risk is one that if not taken, you can still accomplish the mission. For example...
Words: 4698 - Pages: 19
...2nd Edition Disasters and Development Disaster Management Training Programme GE.94-02894 Disasters and Development 2nd Edition Module prepared by: R.S.Stephenson, Ph.D. DHA Disaster Management Training Programme 1994 Disaster and Development This training module has been funded by the United Nations Development Programme in collaboration with the Office of the United Nations Disaster Relief Coordinator for the Disaster Management Training Programme (DMTP) in association with the University of Wisconsin Disaster Management Center. This material draws substantially on the work of Mary Anderson and Fred Cuny, and on United Nations Development Programme and World Bank Guidelines. The draft for this text was reviewed by Yasemin Aysan and Ian Davis, Oxford Polytechnic Disaster Management Centre and Gustavo Wilches-Chaux. Editorial services, including design, educational components and formatting, have been provided by InterWorks. Design consultation and desktop publishing have been provided by Artifax. Cover Photo: Destruction of a bridge by flood waters. VIZDOK photo The first edition of this module was printed in 1991. Utilization and duplication of the material in this module is permissible, however, source attribution to the Disaster Management Training Programme (DMTP) is required. 4 CONTENTS Introduction .................................................................................................... 7 The relationship between disasters...
Words: 18124 - Pages: 73
