IEM 100 Syllabus Spring 2025 PDF

Course: IEM 100 Course Name: Introduction to IEM Semester: Spring 2025 Instructor: Dr. Kyoo-Man Ha Thursday 11:00-13:30 IEM100 Syllabus (already uploaded on Moodle) Attendance o Sign twice (within the first 5 minutes of the class; end of the class) o Sign only for your...

Course: IEM 100 Course Name: Introduction to IEM Semester: Spring 2025 Instructor: Dr. Kyoo-Man Ha Thursday 11:00-13:30 IEM100 Syllabus (already uploaded on Moodle) Attendance o Sign twice (within the first 5 minutes of the class; end of the class) o Sign only for yourself (if you sign for someone who is absent or late, you will face disciplinary action) o If you leave the classroom for more than 10 minutes, you will be marked absent Office hours: Thursday 09:00 – 10:30 via Microsoft Teams o I encourage you to contact me so that I can help you if you have any concerns. Communication protocol: o Do not call faculty members on their personal phone number o Do not call faculty members after working hours or during the weekend 2  OBJECTIVES: CLO1: Summarize the concept of Integrated Emergency Management (IEM) and its application within a multi stakeholder environment. CLO2: Compare the IEM cycles, in particular: Prevention and Protection, Preparedness, Response and Recovery. CLO3: Integrate the application of the UAE IEM legislation and standards as a platform for dealing with future risks. Week 1: CLO4: Support the IEM concept with key History of Disasters principles of effective emergency management. 3  Learn the fundamental theories of disasters In today’s class Differentiate between the you will… classifications of incidents Know the emerging types of disasters (cascading, compound, and lingering) 4 Assessments Assessment Type Percent of Grade Schedule Quiz Assessment 1 (multiple choice; 20% Week 4 true-false; etc.) Short essays; Assessment 2 multiple choice; 30% Week 7 (Midterm Exam) true-false Report Assessment 3 20% Week 12 (500 words) Short essays; Assessment 4 multiple choice; 30% Week 16 (Final Exam) true-false 7 How to get an A Study hard Don’t miss classes Attend the review sessions Submit the written report on time (Assessment 3) 10% deduction per day for late submissions Don’t plagiarize or hire ghost-writers Always ask for clarifications During class; through email or Teams; faculty hours (Thursdays 14:00 – 16:30) Follow exam instructions carefully 8 Structure of Weekly Meetings (3 blocks) Review of previous lecture New lecture Activities Group activity Reporting Recitation Sequence of the blocks can be flexible 9  Video: Skyscraper fire in Changsha City, Hunan, China September 16, 2022: a major fire broke out in a skyscraper in Changsha (population: 10 million) 42-story China Telecom building completed in 2000; was once the tallest building in Changsha at 218 meters 280 firefighters responded Number of fatalities isn’t known Source: Weibo / SCMP 10 How can Emergency Management save hundreds of people from a burning building? By the end of the semester, we will answer this question by looking at these three items: 1. Components of risk 2. Phases of the disaster risk management cycle 3. Principles of Emergency Management 11 Deadliest Disasters in History Estimated Death Toll Event Location 4,000,000 1931 China floods China 2,000,000 1887 Yellow River flood China 830,000 1556 Shaanxi earthquake China 655,000 1976 Tangshan earthquake China 316,000 2010 Haiti earthquake Haiti 300,000 1970 Bhola cyclone Bangladesh 300,000 526 Antioch earthquake Turkiye 300,000 1839 Coringa cyclone India 273,400 1920 Haiyuan earthquake China 229,000 1975 Typhoon Nina China Source: Wikipedia 12 Deadliest disasters by year (2011-2023) Year Death Toll Event Location 2011 19,749 Tohoku earthquake and tsunami Japan 2012 1,901 Typhoon Bopha Philippines 2013 6,340 Typhoon Haiyan Philippines, Vietnam, China 2014 2,700 Badakhshan mudslides Afghanistan 2015 8,964 April 2015 Nepal earthquake Nepal, India 2016 1,111 Indian heat wave India 2017 3,059 Hurricane Maria Puerto Rico, Dominica 2018 4,340 Sulawesi earthquake and tsunami Indonesia 2019 3,951 European heat waves Europe 2020 6,511 Indian floods India, Bangladesh 2021 2,248 Haiti earthquake Haiti 2022 26,304 European heat waves Europe 2023 59,259 Turkiye-Syria earthquakes Turkiye, Syria Source: Wikipedia 13  DISCUSSION What was the worst disaster in the history of the UAE? 14 4 Fundamental Theories of Disasters (Lindell et al., 2006) 1. Acts of God / Acts of fate (destiny) 2. Acts of nature 3. Joint effects of nature and society 4. Social constructions 15 Acts of God / Acts of fate (destiny) Events outside of human control or activity, such as disasters like floods or earthquakes Events for which no party can be held accountable, such as hurricanes or tornados Disasters are viewed as predetermined and, thus, completely beyond the victims’ control 16 Acts of God / Acts of fate (destiny) In the past, disasters were considered to arise from impersonal and uncontrollable forces—either from unfortunate alignments of stars and planets or as acts of God that were beyond human understanding (Lindell et al., 2006, p. 5) Disaster etymology: from the Italian disastro (ill-starred, unlucky) dis- (“without”) + astro (“star”) --> literally, “without a star” Disasters are viewed as cosmic or divine retribution (punishment) for human failings 17 Fatalism Refer to an attitude of resignation in the face of some future event or events which are thought to be inevitable The view that we are powerless to do anything other than what we actually do Root word: fate (destiny) 18 Force Majeure A French term that literally means “greater force” Frees both parties from liability or obligation when an extraordinary event or circumstance beyond the control of the parties, such as a war, strike, riot, crime, or epidemic, prevents one or both parties from fulfilling their obligations under the contract 19 Acts of nature Over time, increased scientific knowledge led many people to substitute natural causes for supernatural ones Example: Floods occurred because the large amount of rainfall from a severe storm exceeded the soil’s capacity to absorb it. The rapid runoff exceeded the river basin’s capacity, so the excess spilled over the river banks, flooded buildings, and drowned people and animals. 20 Man against nature The conception which is the driving force behind attempts to “tame” rivers or seas by building dams, levees, or seawalls Example: 9.7-meter high seawall extending 3 km in Ishinomaki, Japan Source: Asahi Shimbun 21 Joint effects of nature and society Disasters arise from the interaction of BOTH a hazardous physical event system AND a physically vulnerable human use system. If either one is missing, disasters do not occur. According to Carr (1932): “Not every windstorm, earth-tremor, or rush of water is a catastrophe. [S]o long as the levees hold, there is no disaster. It is the collapse of the cultural protections that constitutes the disaster proper.” 22  Joint effects of nature and society Earthquakes don’t kill people, collapsing buildings kill people! People can avoid disasters if they stay out of seismically active locations. People can avoid disasters if they build structures that can withstand extreme shaking. Source: BBC/AP 23 Social constructions Disasters arise from the interaction of a hazardous physical event system, a physically vulnerable human use system, and socially vulnerable population segments. Socially vulnerable population segments emerge because our psychological, demographic, economic, and political processes tend to produce these population segments. 24  Social constructions Example from the Philippines: (1) lack of opportunity from birth and (2) prejudice and discrimination lead to people finding themselves at the bottom of society’s socioeconomic ladder Poor people are forced to live in disaster-prone areas Source: Philippine Star 25 Disaster Disaster: A serious disruption of the functioning of a community or a society at any scale due to hazardous events interacting with conditions of exposure, vulnerability and capacity, leading to one or more of the following: human, material, economic and environmental losses and impacts. (UN General Assembly, 2016, p. 13) o The effect of the disaster may test or exceed the capacity of a community or society to cope using its own resources, and therefore may require assistance from external sources. Emergency: sometimes used interchangeably with the term disaster; can also relate to hazardous events that do not result in the serious disruption of the functioning of a community or society 26  TRUE OR FALSE A magnitude-9 earthquake occurring in a desert where nobody is living is not a disaster. 27 Small-scale vs. Large-scale Disaster Small scale disaster: only affecting local communities which require assistance beyond the affected community Large scale disaster: affecting a society which requires national or international assistance 28  GROUP ACTIVITY Arrange the following events in ascending ordering from least impact to most impact (in terms of fatalities): Crisis Rank Event Disaster 1 Emergency 2 Incident 3 4 Catastrophe 5 Calamity 6 Apocalypse 7 Cataclysm 8 29 GROUP ACTIVITY Source: Caldera & Wirasinghe (2022) 30 Slow-onset vs. Sudden-onset Disaster Slow-onset disaster: emerges gradually over time (examples: drought, desertification, sea level rise, epidemic disease, etc.) Sudden-onset disaster: triggered by a hazardous event that emerges quickly or unexpectedly (examples: earthquake, volcanic eruption, flash flood, chemical explosion, critical infrastructure failure, transport accident, etc.) 31 Disaster management Disaster management: The organization, planning and application of measures preparing for, responding to, and recovering from disasters. Emergency management: also used, sometimes interchangeably, with the term disaster management. NOTE: While there is a large degree of overlap, an emergency can also relate to hazardous events that do not result in the serious disruption of the functioning of a community or society. 32 Disaster risk The potential loss of life, injury, or destroyed or damaged assets which could occur to a system, society or a community in a specific period of time, determined probabilistically as a function of hazard, exposure, vulnerability and capacity. Disaster Risk = function (Hazard, Exposure, Vulnerability, Capacity) 33 Hazard A process, phenomenon or human activity that may cause loss of life, injury or other health impacts, property damage, social and economic disruption or environmental degradation. 34 Hazard List Hazard Category Number of Hazards Biological hazards 88 Hydrometeorological hazards 60 Technological hazards 53 Geohazards 35 Chemical hazards 25 Environmental hazards 24 Extraterrestrial hazards 9 Societal hazards 8 TOTAL 302 Source: UNDRR & ISC (2020), p. 27-28 35 Biological hazards Are of organic origin or conveyed by biological vectors, including pathogenic microorganisms, toxins and bioactive substances. Examples are bacteria, viruses or parasites, as well as venomous wildlife and insects, poisonous plants and mosquitoes carrying disease-causing agents. 36  DISCUSSION What are other examples of biological hazards? What biological hazards affect the Middle East? 37 Hydrometeorological hazards Hydrological and meteorological hazards Hazards resulting from the state and behavior of the Earth’s atmosphere, its interaction with the land and oceans, the weather and climate it produces, and the resulting distribution of water resources Observed, monitored, and forecasted by the national meteorological and hydrological services of each country 38 Difference between tropical storms, cyclones, hurricanes, and typhoons Source: NOAA SciJinks 39 Too much water Source: CNN Source: Thomson Reuters 40 Too little water Source: Will Seal/NRC Source: Brett Hemmings/Getty Images 41 Technological hazards Arise from the possibility of failure of an existing technology as well as from emerging technologies Involve all transport systems (land, sea, air) and can affect the infrastructure that supports these systems as public and private services Other examples: accidents at nuclear power plants, ICT-related or cyber hazards, 42  TRUE OR FALSE Viruses, worms, and Trojan horses are examples of technological hazards. 43 Geohazards (geological or geophysical hazards) Hazards with a geological origin. Three hazard clusters: 1. Seismogenic hazards (earthquakes): are the result of Earth’s internal geophysical processes 2. Volcanogenic geohazards: are the result of Earth’s internal geophysical processes 3. Shallow geohazards: are the result of surface or near-surface processes, generally resulting in erosion or some type of mass movement 44 2010 Haiti earthquake Highest estimated death tool: 316,000 Another strong earthquake happened in 2021 killing 2,248 Source: Brett Hemmings/Getty Images 45 2020 Taal volcanic eruption (Philippines) Source: AFP/Ted Aljibe Source: Reuters 46  The Ring of Fire A region around much of the rim of the Pacific Ocean where many volcanic eruptions and earthquakes occur Source: Wikipedia 47 Chemical hazards Have immediate (acute) effects, as well as chronic effects, often resulting from long-term exposures with adverse health outcomes, such as damage to the nervous and immune systems, impaired reproductive function and development, cancer and organ-specific damage Examples: toxins, persistent organic pollutants (insecticides, microplastics, chlorine, etc.), oil pollution 48 Environmental hazards Can be created by environmental degradation or physical or chemical pollution in the air, water and soil. Environmental degradation can be a very gradual process and be hard to discern on a day-to-day basis (examples: biodiversity loss, land salination, loss of permafrost, loss of sea ice) Environmental degradation can also be very rapid as with sudden contamination, deforestation, or other disturbances. 49 Extraterrestrial hazards Hazards those originating outside the Earth, such as asteroid and meteorite impacts or solar flares Solar flares have the potential to cause widespread disruption and damage to communications satellites and to electric power transmission, resulting in large economic losses. Asteroid impacts may cause significant local damage, and are capable of catastrophic destruction, including mass extinction on a global scale (extremely rarely). 50 Societal hazards Are brought about entirely or predominantly by human activities and choices, and have the potential to endanger exposed populations and environments. Examples: conflict, post-conflict (explosive remnants of war), violence, stampede, financial shock 51  Marawi Armed Siege (2017) Source: http://www.internationalaffairs.org.au/ Source: Reuters 52 Exposure The situation of people, infrastructure, housing, production capacities and other tangible human assets located in hazard-prone areas. Measures of exposure can include the number of people or types of assets in an area. These can be combined with the specific vulnerability and capacity of the exposed elements to any particular hazard to estimate the quantitative risks associated with that hazard in the area of interest. 53 Vulnerability The conditions determined by physical, social, economic, and environmental factors or processes which increase the susceptibility of an individual, a community, assets, or systems to the impacts of hazards. 54  Vulnerability Impact of disasters on women and children Source: womensenews.org 55  Vulnerability Impact of disasters on persons with disability Source: resiliencepost.com 56  Vulnerability Migration and displacement of minorities (e.g., Rohingya crisis in Myanmar) Source: Reuters (2017) 57 Capacity The combination of all the strengths, attributes, and resources available within an organization, community, or society to manage and reduce disaster risks and strengthen resilience. Capacity may include infrastructure, institutions, human knowledge and skills, and collective attributes such as social relationships, leadership, and management. 58 Emerging related terms Cascading disasters Domino disasters Complex disasters Lingering disasters Composite disasters Multiple disasters Compound disasters Synergistic Disasters Concurrent disasters Consecutive disasters 59 Cascading disasters Extreme events, in which cascading effects increase in progression over time and generate unexpected secondary events of strong impact (Pescaroli & Alexander, 2015) Cascading disasters were first studied in the context of critical infrastructure failures (Alexander, 2018) Refer to progressions of disaster-related impacts which are said to produce multiple cause-effect chains (Kelman, 2018) Cascading disasters begin with a single primary threat and then occur as sequences of events (Gong et al., 2020) 60 Categories of cascading disasters risk system Source: Gong et al. (2020) 61 Analogy: toppling dominoes Source: https://www.mnsd.net 62 Analogy: snowball effect / avalanche Source: medium.com/@derreckstratton 63 Fukushima Nuclear Explosion (2011) Source: Tokyo Electric Power Co.—Kyodo News/AP Source: EPA/Franck Robichon 64  1. Earthquake 2. Tsunami 3. Electrical failure 5-level event tree for 4. Nuclear explosion Fukushima nuclear explosion 5. Radiation leak 65  Event tree produced by a triggering event Source: Zuccaro et al. (2018) 66  Triggering hazard Terminal hazard 2013 Super Typhoon Haiyan Oil spill from Power Barge 103 Release of crude oil Source: Erik de Castro/Reuters Source: Jonathan Jurilla 67  Triggering hazard Terminal hazard 2017 Hurricane Harvey in Texas Potential chemical release Release of chemicals from the tanks Source: U.S. Air Force/Jason Robertson Source: U.S. Coast Guard/Patrick Kelley 68  Triggering hazard Terminal hazard 2008 Lightning strike in Kansas Large plume of smoke Release of toxic gases from burning chemicals Source: engineerlive.com Source: engineerlive.com 69  Triggering hazard Terminal hazard 2008 Wenchuan Earthquake HAZMAT release Release of synthetic fertilizer Source: http://www.china.org.cn Source: EU/Elisabeth Krausmann 70 Triggering hazard Terminal event Sahel Drought Death of children Source: Erik de Castro/Reuters Source: Jonathan Jurilla 71 Compound disasters where unrelated disasters occur simultaneously Examples: geological and hydrometeorological disasters under the presence of the COVID pandemic 72  Example Physical distancing COVID needed Compound How to manage disaster evacuation centers Typhoon season Typhoon coming soon 73 Lingering disasters The ‘lingering’ effects (lasting for a long time or slow to end) of a disaster affect recovery and the resilience of impacted communities, yet are rarely mentioned in the media once the focus on the original disaster fades from public consciousness. Examples: HIV-AIDS Minamata disease (mercury poisoning) in Japan 2011 nuclear radiation leak in Fukushima 74 How many disasters can you see? Source: Dalton Bennett/The Washington Post 75  Reminder for Next Week Quiz at the start of the lecture (review for Assessment 1) Bring your phone Please don’t be late 76 References Caldera, H.J., & Wirasinghe, S.C. (2022). A universal severity classification for natural disasters. Natural Hazards, 111:1533–15. https://doi.org/10.1007/s11069- 021-05106-9 Lindell, M., Prater, C., & Perry, R. (2006). Fundamentals of Emergency Management. P4-8 UN General Assembly. (2016). Report of the Open-ended Intergovernmental Expert Working Group on Indicators and Terminology relating to DRR. https://reliefweb.int/attachments/11d4abe5-a1ec-3d42-8f6b- a33e8701f764/50683_oiewgreportenglish.pdf. P11-14, 18-19, 24 UNDRR & ISC. (2020). Hazard Definition and Classification Review. https://www.undrr.org/publication/hazard-definition-and-classification-review. P27-30 77 RabdanAcademy 78  Course: IEM 100 Course Name: Introduction to IEM Semester: Spring 2025 Instructor: Dr. Kyoo-Man Ha Thursday 11:00-13:30  OBJECTIVES: CLO1: Summarize the concept of Integrated Emergency Management (IEM) and its application within a multi stakeholder environment. CLO2: Compare the IEM cycles, in particular: Prevention and Protection, Preparedness, Response and Recovery. CLO3: Integrate the application of the UAE IEM legislation and standards as a platform for dealing with future risks. Week 2: CLO4: Support the IEM concept with key Evolution of Disaster principles of effective emergency management. Risk Reduction (DRR) 2  Trace the development of the International Decade for Natural Disaster Reduction (IDNDR), Yokohama Strategy, Hyogo Framework for Action, and Sendai Framework for DRR Know how BCM can be integrated into IEM In today’s class you will… Learn about the origin of international humanitarian aid Become familiar with the beginning of disaster legislation 3 Disasters around the world in the previous week Volcanic eruption in Iceland Flooding in Kinshasa, Congo Explosion in Texas, USA 4  Volcanic eruption in Iceland (geological hazard) Eruption occurred in Grindavik town on January 15, 2024 Residents were evacuated No deaths but infrastructure under threat Blue Lagoon geothermal spa closed temporarily Source: Icelandic Civil Protection/AP (2024) Source: Euronews (2024) 5  Flooding in Kinshasa, Congo (hydrometeorological hazard) Heavy rain caused Congo river to burst its banks on January 9, 2024, flooding parts of Kinshasa Residents forced to leave their flooded homes behind UN warns flooding could lead to the outbreak of water-borne diseases such as cholera Source: Arsene Mpiana / AFP (2024) Source: The Guardian (2024) 6  Explosion in Texas, USA (technological hazard) Explosion at Sandman Signature hotel in Fort Worth, Texas on January 8, 2024 There was nothing to indicate any foul play; explosion maybe due to natural gas 21 people injured Source: AP (2024) Source: New York Times (2024) 7  QUIZ On your phone, go to menti.com Use this code: 5783 1333 Nickname: your student number The faster you answer, the higher the points 8 Review – Question 1 Which of the following is NOT a sudden-onset disaster? A. Earthquake B. Plane crash C. Chemical explosion D. Drought 9 Review – Question 2 What do we call hazards that are conveyed by biological vectors, including disease-causing microorganisms, toxins, and bioactive substances? A. Biological hazards B. Extraterrestrial hazards C. Societal hazards D. Technological hazards 10 Review – Question 3 In August 2022, UAE was hit by sandstorms. Some flights were diverted due to poor weather conditions. Sandstorms are under which hazard category? A. Geological hazard B. Hydrometeorological hazard C. Technological hazard D. Extraterrestrial hazard 11 Review – Question 4 According to this theory, disasters are viewed as predetermined and completely beyond the control of the victims: A. Acts of God B. Acts of nature C. Joint effects of nature and society D. Social constructions 12 Review – Question 5 On September 17 and 18, 2022, very strong earthquakes hit Taiwan, causing the collapse of some buildings and bridges. The earthquakes happened while the COVID-19 pandemic was still ongoing. When two causally unrelated disasters happen at the same time, they can be considered as: A. Cascading disasters B. Compound disasters C. Lingering disasters D. Domino disasters 13 Review – Question 6 Which of the following is NOT an example of a lingering disaster? A. Pollution from a massive oil spill B. COVID-19 pandemic C. Nuclear radiation leak in Fukushima, Japan D. Plane crash 14 Review – Question 7 The large-scale floods in Pakistan in 2022 are classified under which hazard category? A. Geohazards B. Societal hazards C. Biological hazards D. Hydrometeorological hazards 15 Review – Question 8 The floods in Pakistan led to cholera outbreaks due to poor sanitation. The two disasters (floods and cholera outbreaks) can be considered as: A. Cascading disasters B. Compound disasters C. Lingering disasters D. Composite disasters 16 Review – Question 9 A hazard can be classified in more than one hazard category. A. True B. False 17 Review – Question 10 Which refers to the situation of people, infrastructure, housing, and other assets located in hazard-prone areas? A. Hazard B. Vulnerability C. Exposure D. Capacity 18 The Early Days of Disaster Risk Reduction in the UN 1970: the United Nations General Assembly (UNGA) through Resolution 2717 invited the Secretary-General to submit recommendations for the first time on: oPre-disaster planning at the national and international levels oThe application of technology to, and scientific research for, the prevention and control of natural disasters, or the mitigation of the effects of such disasters 2020: 50th anniversary of DRR at the global level in its contemporary form 19 Historical Context 1962: Earthquake struck Iran and killed more that 12,000 people 1963: Earthquake in Yugoslavia caused the death of more than 1,200 persons 1963: hurricane struck Cuba, the Dominican Republic, Haiti, Jamaica, and Trinidad and Tobago resulting in the loss of thousands of lives and causing considerable material damage 20  1962 Buin Zahra earthquake in Iran The tremor had a Richter magnitude of 7.1 21,310 houses made up of mud and brick were either destroyed or too damaged to repair In addition to its geological hazards, Iran has poor earthquake engineering (building codes) Source: Wikimedia Commons 21  Milestones in the History of Disaster Risk Reduction Published by UNDRR in 2022 Highlights the key developments, approaches, and values of the early UN pioneers in disaster risk reduction There were serious gaps in the knowledge on the different actors and initiatives during the three early DRR decades 22 Milestones in the History of Disaster Risk Reduction Source: UNDRR & ISC (2020), p. 13 23 International Decade for Natural Disaster Reduction (IDNDR) Decided by the United Nations General Assembly (UNGA) on December 11, 1987 through Resolution 42/169 Began on January 1, 1990 The decade (1990s) in which the international community, under the UN, paid special attention to fostering international cooperation in the field of natural disaster reduction “Fatalism about natural disasters is no longer justified” (UNGA, 1989) 24 Main drivers of IDNDR Death from disasters in previous two decades: 3 million People affected by disasters: at least 800 million Immediate damages: USD 23 billion Drought and desertification resulted in enormous damage Drought in Africa threated the lives of 20 million people Disasters may hamper the development process of developing countries 25 Objective of IDNDR To reduce through concerted international actions, especially in developing countries, loss of life, property damage, and social and economic disruption cause by natural disasters, such as earthquakes, windstorms (cyclones, hurricanes, tornadoes, typhoons), tsunamis, floods, landslides, volcanic eruptions, wildfires, and other calamities of natural origin, such as grasshopper and locust infestations 26 5 Goals of IDNDR 1. To improve the capacity of each country to mitigate the effects of natural disasters expeditiously and effectively, paying special attention to assisting developing countries in the establishment, when needed, of early warning systems 2. To devise appropriate guidelines and strategies for applying existing knowledge, taking into account the cultural and economic diversity among nations 3. To foster scientific and engineering endeavors aimed at closing critical gaps in knowledge in order to reduce loss of life and property 27 5 Goals of IDNDR 4. To disseminate existing and new technical information related to measures for the assessment, prediction, prevention, and mitigation of natural disasters 5. To develop measures for the assessment, prediction, prevention, and mitigation of natural disasters through programs of technical assistance and technology transfer, demonstration projects, and education and training, tailored to specific hazards and locations, and to evaluate the effectiveness of those programs 28 International Decade for Natural Disaster Reduction (IDNDR) 2nd Wednesday of October designated as International Day for Natural Disaster Reduction The UNGA urges the international community to implement fully the International Framework of Action of the IDNDR to establish national committees World Conference on Natural Disaster Reduction: 23 to 27 May 1994 in Yokohama, Japan 29 Milestones in the History of Disaster Risk Reduction Source: UNDRR & ISC (2020), p. 13 30 Yokohama Strategy for a Safer World Complete title of the document: “Yokohama Strategy for a Safer World: Guidelines for Natural Disaster Prevention, Preparedness and Mitigation” Endorsed by the UNGA in 1994 Main outcome of the mid-term review of IDNDR held in Yokohama, Japan 31  Ten principles of the Yokohama Strategy for a Safer World 1. Risk assessment is a required step for the adoption of adequate and successful disaster reduction policies and measures. 2. Disaster prevention and preparedness are of primary importance in reducing the need for disaster relief. 3. Disaster prevention and preparedness should be considered integral aspects of development policy and planning at national, regional, bilateral, multilateral and international levels. 4. The development and strengthening of capacities to prevent, reduce and mitigate disasters is a top priority area to be addressed during the Decade so as to provide a strong basis for follow-up activities to the Decade. 5. Early warnings of impending disasters and their effective dissemination using telecommunications, including broadcast services, are key factors to successful disaster prevention and preparedness. 32  Ten principles of the Yokohama Strategy for a Safer World 6. Preventive measures are most effective when they involve participation at all levels, from the local community through the national government to the regional and international level. 7. Vulnerability can be reduced by the application of proper design and patterns of development focused on target groups, by appropriate education and training of the whole community. 8. The international community accepts the need to share the necessary technology to prevent, reduce and mitigate disaster; this should be made freely available and in a timely manner as an integral part of technical cooperation. 9. Environmental protection as a component of sustainable development consistent with poverty alleviation is imperative in the prevention and mitigation of natural disasters. 10. Each country bears the primary responsibility for protecting its people, infrastructure, and other national assets from the impact of natural disasters. 33 Milestones in the History of Disaster Risk Reduction Source: UNDRR & ISC (2020), p. 13 34 International Strategy for Disaster Reduction (ISDR) Endorsed by the UNGA in 1999 at the end of IDNDR as an international framework for responding to the challenge presented to the international community by the increasing incidence and scale of disasters UNISDR: created as an inter-agency secretariat of ISDR (predecessor of the United Nations Office for Disaster Risk Reduction or UNDRR) UNISDR: serve as a focal point within the UN System for the coordination of disaster reduction and to ensure synergies among the disaster reduction activities of the UN system and regional organizations 35 Milestones in the History of Disaster Risk Reduction Source: UNDRR & ISC (2020), p. 13 36 Hyogo Framework for Action (HFA) Main outcome of the 2005 Second World Conference on Disaster Reduction held in Kobe, Hyogo, Japan The guiding document (2005-2015) in strengthening and building international cooperation to ensure that DRR was used as a foundation for sound national and international development agendas 37 HFA Priorities for Action 38 Milestones in the History of Disaster Risk Reduction Source: UNDRR & ISC (2020), p. 13 39 Sendai Framework for DRR Main outcome of the 2015 Third United Nations World Conference on Disaster Risk Reduction held in Sendai, Japan Has seven global targets and four priorities for action 40 41 42 Sendai Framework for DRR 43 Integration of BCM into IEM/DRR Several portions of the Sendai Framework mention the need for continuity of services and continuity of operations: Priority 4: Enhancing disaster preparedness for effective response and to “Build Back Better” in recovery, rehabilitation and reconstruction o(g) To ensure the continuity of operations and planning, including social and economic recovery, and the provision of basic services in the post-disaster phase 44 Integration of BCM into IEM/DRR Priority 3: Investing in disaster risk reduction for resilience o(o) To increase business resilience and protection of livelihoods and productive assets throughout the supply chains, ensure continuity of services and integrate disaster risk management into business models and practices 45 Integration of BCM into IEM/DRR Role of stakeholders o(c) Business, professional associations and private sector financial institutions, including financial regulators and accounting bodies, as well as philanthropic foundations, to integrate disaster risk management, including business continuity, into business models and practices through disaster-risk-informed investments 46  Origin of International Humanitarian Aid Humanitarian aid: assistance to people who need help The primary objective of humanitarian aid is to save lives, alleviate suffering, and maintain human dignity Rohingya women Source: Dar Yasin / AP 47  Origin of International Humanitarian Aid Organized international humanitarian aid started in the late 19th century. Early campaigns include British aid to distressed populations on the continent and in Sweden during the Napoleonic Wars, and the international relief campaigns during the Great Irish Famine (Great Hunger) in the 1840s Famine Memorial Source: Brattleboro Reformer 48  Origin of International Humanitarian Aid The most well-known origin story of formalized humanitarian aid is that of Henri Dunant, a Swiss businessman and social activist Upon seeing the sheer destruction and inhumane abandonment of wounded soldiers from the Battle of Solferino in June 1859, Dunant initiated relief response Source: Wikimedia Commons 49  Origin of International Humanitarian Aid Dunant eventually established the International Red Cross Movement Red Crescent: emblem used in Islamic countries Red Crystal: emblem with no religious connotation Source: UAE Voice 50  Beginning of Disaster Legislation Trend in the history of disaster: legislation has been driven by the occurrence of major disasters (Canton, 2020, p. 14-16) Year Disaster Resulting Legislation 1350s Black Death Initiatives aimed at controlling public sanitation in Italy 1666 Great Fire in London Charters to insurance companies to support fire suppression efforts 51  Black Death Also known as the Pestilence, the Great Mortality, or the Plague A bubonic plague pandemic occurring in Western Eurasia and North Africa from 1346 to 1353 The most fatal pandemic recorded in human history, causing the death of 75–200 million people Source: Science History Images / Alamy 52  Great Fire of London A major conflagration that swept through the central parts of London in September 1666 In 1667 strict new fire regulations were imposed in London to reduce the risk of future fire and allow any fire that did occur to be more easily extinguished The fire resulted in the emergence of the first insurance companies Source: Wikipedia 53  Beginning of Disaster Legislation in the US Year Disaster Resulting Legislation 1790 Fire on a vessel transporting Remission of customs duties granted by US Congress (“An Act cargo for the Relief of Thomas Jenkins and Company”), the first disaster legislation in the US (for the relief of specific individuals) 1802 Fire in Portsmouth, New US Congress authorized in 1803 an additional year to pay off Hamshire, the center of US bonds owed by merchants to the local customs house (“An shipbuilding Act for the Relief of Sufferers of Fire in the Town of Portsmouth”), the first disaster legislation aimed at the local level (not just for individuals) 1811-1812 New Madrid earthquakes US Congress passed a bill allowing affected landowners to relocate onto public land in the Missouri Territory In the past, when the US government was small with limited resources, disaster relief was limited to delaying payment of debts owed to the government 54 Beginning of Disaster Legislation in the US Disaster relief legislation was in all cases reactionary and limited (Canton, 2020, p. 22) In many cases, US Congress was motivated to act not by the disaster itself but through lobbying by disaster victims (ibid.) The reactive approach to disaster relief continued for over 50 years, with some 128 pieces of legislation enacted between 1803 and 1950 55 Growth of Disaster Bureaucracy The start of the 20th century (1900s) saw the formation of a government bureaucracy intended to administer disaster relief (Canton, 2020, p. 22), with the following components: oTransition from military to civilian leadership in disaster relief operations oEmergence of a Civil Defense bureaucracy oLegislation providing for disaster relief funding Bureaucracy = system for controlling or managing an organization 56 From Military to Civilian Leadership in Disaster Relief In the 19th and early 20th century, disaster relief was delivered through two mechanisms: the US Army and through a series of special commissioners (Canton, 2020, p. 23) The US Army was the primary agent of the federal government for disaster relief Congressional funding to purchase and deliver relief supplies was given to the War Department rather than directly to disaster victims 57 From Military to Civilian Leadership in Disaster Relief The US Army’s role was due to expediency: there was no one else to do the job (Canton, 2020, p. 23) Previously, the US lacked any organization (civilian or government) capable of dealing with disaster The US Army was, by default, responsible for dealing with disasters because of its (1) hierarchical structure, (2) stockpiles of supplies, and (3) established logistics system 58 From Military to Civilian Leadership in Disaster Relief The formation of the American Red Cross in 1881 led to the emergence of an organization that could provide direct relief to disaster victims (Canton, 2020, p. 24) In 1900 the American Red Cross received its first congressional charter directing it to “carry on a system of national and international relief” In 1938, the US Army issued Army Regulation 500-60, formally acknowledging the American Red Cross as the primary relief agency for the US 59 Merger of Civil Defense and Disaster Relief in the US The Federal Disaster Act of 1950 established the federal government’s role and continuing authority in domestic disaster relief, without returning to Congress for separate legislation for each disaster (Canton, 2020, p. 28) The Civil Defense Act of 1950 established a federal, state, and local framework for preparedness (initial focus was on national security at the start of the Cold War) For almost 40 years, the two functions would develop separate lines 60 Merger of Civil Defense and Disaster Relief in the US In 1979, US President Jimmy Carter consolidated scattered programs and merged the functions of preparedness and response into a single agency, the Federal Emergency Management Agency (FEMA) FEMA became a source of policy guidance and a perceived repository of expertise The impetus behind the formation of FEMA: a 1978 report citing the fragmentation of operations, the lack of connection to state policy, and the lack of an integrated national policy or strategy 61 References Canton, L. (2020). Emergency Management: Concepts and Strategies for Effective Programs (2nd ed.). P14-30 Rajabi, E., Bazyar, J., Delshad, V., & Khankeh, H. R. (2021). The Evolution of Disaster Risk Management: Historical Approach. Disaster Medicine and Public Health Preparedness, 16(4): 1623-1627. https://doi.org/10.1017/dmp.2021.194 UNDRR. (2022). The Early Engagement of the United Nations in Disaster Risk Reduction (1970- 2000): A Brief History. https://www.undrr.org/media/78789/download UN General Assembly. (1987). Resolution 42/169: International Decade for Natural Disaster Reduction. https://digitallibrary.un.org/record/152704/files/A_RES_42_169-EN.pdf UN General Assembly. (1989). Resolution 44/236: International Decade for Natural Disaster Reduction. https://www.un.org/ga/search/view_doc.asp?symbol=A/RES/44/236 62 RabdanAcademy 63 Emergency Management Definition, Vision, Mission, Principles Definition Emergency management is the managerial function charged with creating the framework within which communities reduce vulnerability to hazards and cope with disasters. Vision Emergency management seeks to promote safer, less vulnerable communities with the capacity to cope with hazards and disasters. Mission Emergency Management protects communities by coordinating and integrating all activi- ties necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other man-made disasters. Principles Emergency Management must be: 1. Comprehensive ­— emergency managers consider and take into account all hazards, all phases, all stakeholders and all impacts relevant to disasters. 2.  Progressive ­— emergency managers anticipate future disasters and take preventive and preparatory measures to build disaster-resistant and disaster-resilient communities. 3.  Risk-Driven ­— emergency managers use sound risk management principles (hazard identification, risk analysis, and impact analysis) in assigning priorities and resources. 4. Integrated ­— emergency managers ensure unity of effort among all levels of govern- ment and all elements of a community. 5.  Collaborative ­— emergency managers create and sustain broad and sincere relationships among individuals and organizations to encourage trust, advocate a team atmosphere, build consensus, and facilitate communication. 6.  Coordinated ­— emergency managers synchronize the activities of all relevant stakeholders to achieve a common purpose. 7. Flexible ­— emergency managers use creative and innovative approaches in solving disaster challenges. 8.  Professional ­— emergency managers value a science and knowledge-based approach based on education, training, experience, ethical practice, public stewardship and continuous improvement. Principles of Emergency Management Supplement September 11, 2007 Principles of Emergency Management September 11, 2007 Table of Contents Foreword....................................................................................................................3 Definition, Vision, Mission, Principles.....................................................................4 Definition.................................................................................................................................... 4 Vision.......................................................................................................................................... 4 Mission........................................................................................................................................ 4 Principles..................................................................................................................................... 4 Principles of Emergency Management......................................................................5 1. Comprehensive....................................................................................................................... 5 2. Progressive.............................................................................................................................. 5 3. Risk-driven.............................................................................................................................. 6 4. Integrated................................................................................................................................ 6 5. Collaborative........................................................................................................................... 7 6. Coordinated............................................................................................................................. 8 7. Flexible................................................................................................................................... 8 8. Professional............................................................................................................................. 9 2 Principles of Emergency Management September 11, 2007 Foreword In March of 2007, Dr. Wayne Blanchard of FEMA’s Emergency Management Higher Education Project, at the direction of Dr. Cortez Lawrence, Superintendent of FEMA’s Emergency Management In- stitute, convened a working group of emergency management practitioners and academics to consider principles of emergency management. This project was prompted by the realization that while numerous books, articles and papers referred to “principles of emergency management”, nowhere in the vast array of literature on the subject was there an agreed upon definition of what these principles were. The group agreed on eight principles that will be used to guide the development of a doctrine of emer- gency management. This monograph lists these eight principles and provides a brief description of each. Members of the working group are: Dr. B. Wayne Blanchard, CEM Eric A. Sorchik Higher Education Project Manager Adjunct Professor, School of Administrative Science FEMA Emergency Management Institute Fairleigh-Dickinson University State Emergency Management Training Officer Lucien G. Canton, CEM, CBCP, CPP New Jersey State Police (retired) Emergency Management Consultant Director of Emergency Services (retired) Kim Stenson City and County of San Francisco, CA Chief, Preparedness and Recovery South Carolina Emergency Management Division Carol L. Cwiak, JD Representative Instructor, Emergency Management Program National Emergency Managers Association North Dakota State University James E. Turner III Kay C. Goss, CEM Director President Delaware Emergency Management Agency Foundation of Higher Education Accreditation Representative National Emergency Managers Association Dr. David A McEntire Associate Professor Dr. William L Waugh, Jr. Emergency Administration and Planning Program Professor, Public Administration and University of North Texas Urban Studies /Political Science Georgia State University Lee Newsome, CEM Representative Emergency Response Educators and Consultants, Inc. Emergency Management Accreditation Program Representative NFPA 1600 Technical Advisory Committee Dewayne West, CEM, CCFI Director of Emergency Services (retired) Michael D. Selves, CEM, CPM Johnston County, North Carolina Emergency Management and Homeland Past President Security Director International Association of Emergency Managers Johnson County, Kansas President International Association of Emergency Managers 3 Principles of Emergency Management September 11, 2007 EMERGENCY MANAGEMENT DEFINITION, VISION, MISSION, PRINCIPLES Definition Emergency management is the managerial function charged with creating the framework within which communities reduce vulnerability to hazards and cope with disasters. Vision Emergency management seeks to promote safer, less vulnerable communities with the capacity to cope with hazards and disasters. Mission Emergency management protects communities by coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other man-made disasters. Principles Emergency management must be: 1. Comprehensive – emergency managers consider and take into account all hazards, all phases, all stakeholders and all impacts relevant to disasters. 2. Progressive – emergency managers anticipate future disasters and take preventive and prepara- tory measures to build disaster-resistant and disaster-resilient communities. 3. Risk-driven – emergency managers use sound risk management principles (hazard identifica- tion, risk analysis, and impact analysis) in assigning priorities and resources. 4. Integrated – emergency managers ensure unity of effort among all levels of government and all elements of a community. 5. Collaborative – emergency managers create and sustain broad and sincere relationships among individuals and organizations to encourage trust, advocate a team atmosphere, build consensus, and facilitate communication. 6. Coordinated – emergency managers synchronize the activities of all relevant stakeholders to achieve a common purpose. 7. Flexible – emergency managers use creative and innovative approaches in solving disaster challenges. 8. Professional – emergency managers value a science and knowledge-based approach based on education, training, experience, ethical practice, public stewardship and continuous improve- ment. 4 Principles of Emergency Management September 11, 2007 PRINCIPLES OF EMERGENCY MANAGEMENT restore critical community functions and manage re- 1. Comprehensive construction. 2 Detailed planning and execution is re- quired for each phase. Further, phases often overlap as Emergency managers consider and take into account there is often no clearly defined boundary where one all hazards, all phases, all impacts, and all stake- phase ends and another begins. Successful emergency holders relevant to disasters. management coordinates activities in all four phases. Comprehensive emergency management can be All Impacts: Emergencies and disasters cut across defined as the preparation for and the carrying out of a broad spectrum in terms of impact on infrastructure, all emergency functions necessary to mitigate, prepare human services, and the economy. Just as all hazards for, respond to, and recover from emergencies and need to be considered in developing plans and proto- disasters caused by all hazards, whether natural, tech- cols, all impacts or predictable consequences relating nological, or human caused. Comprehensive emergen- to those hazards must also be analyzed and addressed. cy management consists of four related components: all hazards, all phases, all impacts, and all stakehold- ers. All Stakeholders: This component is closely re- lated to the emergency management principles of co- ordination and collaboration. Effective emergency All Hazards: All hazards within a jurisdiction management requires close working relationships must be considered as part of a thorough risk assess- among all levels of government, the private sector, ment and prioritized on the basis of impact and likeli- and the general public. hood of occurrence. Treating all hazards the same in terms of planning resource allocation ultimately leads to failure. There are similarities in how one reacts to 2. Progressive all disasters. These event-specific actions form the ba- Emergency managers anticipate future disasters and sis for most emergency plans. However, there are also take preventive and preparatory measures to build distinct differences between disaster agents that must disaster-resistant and disaster-resilient communities. be addressed in agent or hazard-specific plans and these can only be identified through the risk assess- Research and data from natural and social scien- ment process. tists indicates that disasters are becoming more fre- quent, intense, dynamic, and complex. The number of All Phases: The Comprehensive Emergency Man- federally declared disasters has risen dramatically agement Model 1 on which modern emergency man- over recent decades. Monetary losses are rising at ex- agement is based defines four phases of emergency ponential rates because more property is being put at management: mitigation, preparedness, response, and risk. The location of communities and the construction recovery. Mitigation consists of those activities de- of buildings and infrastructure have not considered signed to prevent or reduce losses from disaster. It is potential hazards. Environmental mismanagement and usually considered the initial phase of emergency a failure to develop and enforce sound building codes management, although it may be a component of other are producing more disasters. There is an increased phases. Preparedness is focused on the development risk of terrorist attacks using weapons of mass de- of plans and capabilities for effective disaster re- struction sponse. Response is the immediate reaction to a disas- ter. It may occur as the disaster is anticipated, as well Emergency management must give greater atten- as soon after it begins. Recovery consists of those ac- tion to prevention and mitigation activities. Tradition- tivities that continue beyond the emergency period to ally, emergency managers have confined their activi- 1 2 National Governors’ Association. 1978 Emergency Pre- William L. Waugh, Jr. Living with Hazards, Dealing with paredness Project: Final Report. Washington, DC:NGA, Disasters: An Introduction to Emergency Management. 1978. Armonk, New York: M.E. Sharpe, 2000. 5 Principles of Emergency Management September 11, 2007 ties to developing emergency response plans and co- that may have significant effect on the community or ordinating the initial response to disasters. Given the organization; (2) the analysis of those hazards based escalating risks facing communities, however, emer- on the vulnerability of the community to determine gency managers must become more progressive and the nature of the risks they pose; and (3) an impact strategic in their thinking. The role of the emergency analysis to determine the potential affect they may manager can no longer be that of a technician but have on specific communities, organizations, and oth- must evolve to that of a manager and senior policy er entities. Mitigation strategies, emergency opera- advisor who oversees a community-wide program to tions plans, continuity of operations plans, and pre- address all hazards and all phases of the emergency and post-disaster recovery plans should be based upon management cycle. the specific risks identified and resources should be allocated appropriately to address those risks. Emergency managers must understand how to as- sess hazards and reduce vulnerability, seek the support Communities across the United States have very of public officials and support the passage of laws and different risks. It is the responsibility of emergency the enforcement of ordinances that reduce vulner- managers to address the risks specific to their com- ability. Collaborative efforts between experts and or- munities. Budgets, human resource management deci- ganizations in the public, private and non-profit sec- sions, plans, public education programs, training and tors are needed to promote disaster prevention and exercising, and other efforts necessarily should focus preparedness. Efforts such as land-use planning, envi- on the hazards that pose the greatest risks first. An all- ronmental management, building code enforcement, hazards focus ensures that plans are adaptable to a va- planning, training, and exercises are required and must riety of disaster types and that, by addressing the ha- emphasize vulnerability reduction and capacity build- zards that pose the greatest risk, the community will ing, not just compliance. Emergency management is be better prepared for lesser risks as well. progressive and not just reactive in orientation. 4. Integrated 3. Risk-driven Emergency managers ensure unity of effort among all Emergency managers use sound risk management levels of government and all elements of a community. principles (hazard identification, risk analysis, and impact analysis) in assigning priorities and resources. In the early 1980’s, emergency managers adopted the Integrated Emergency Management System Emergency managers are responsible for using (IEMS), an all-hazards approach to the direction, con- available resources effectively and efficiently to man- trol and coordination of disasters regardless of their age risk. That means that the setting of policy and location, size and complexity. IEMS integrates part- programmatic priorities should be based upon meas- nerships that include all stakeholders in the communi- ured levels of risk to lives, property, and the environ- ty’s decision-making processes. IEMS is intended to ment. NFPA 1600 states that emergency management create an organizational culture that is critical to programs “shall identify hazards, monitor those ha- achieving unity of effort between government, key zards, the likelihood of their occurrence, and the vul- community partners, non-governmental organizations nerability of people, property, the environment, and (NGOs) and the private sector. the entity [program] itself to those hazards” 3 The Emergency Management Accreditation Program Unity of effort is dependent on both vertical and (EMAP) Standard echoes this requirement for public horizontal integration. This means that at the local sector emergency management programs. level, emergency programs must be integrated with other activities of government. For example, depart- Effective risk management is based upon (1) the ment emergency plans must be synchronized with and identification of the natural and man-made hazards support the overall emergency operations plan for the community. In addition, plans at all levels of local 3 government must ultimately be integrated with and NFPA 1600 Standard on Disaster/Emergency Manage- support the community’s vision and be consistent with ment and Business Continuity Programs, 2007 Edition, Na- its values. tional Fire Protection Association, Quincy, MA. Section 5.3 6 Principles of Emergency Management September 11, 2007 Similarly, private sector continuity plans should agencies involved. Shortly after Hurricane Katrina, take into account the community’s emergency opera- Governing magazine correspondent, Jonathan Walters tions plan. Businesses are demanding greater interface wrote: “Most important to the strength of the intergo- with government to understand how to react to events vernmental chain are solid relationships among those that threaten business survival. Additionally, busi- who might be called upon to work together in times of nesses can provide significant resources during disas- high stress. ‘You don’t want to meet someone for the ters and thus may be a critical component of the first time while you’re standing around in the rubble,’ community’s emergency operations plan. In addition, says Jarrod Bernstein, a spokesman for the New York given the high percentage of critical infrastructure Office of Emergency Management.” 4 It is this kind of owned by the private sector, failure to include busi- culture and relationship that collaboration is intended nesses in emergency programs could have grave con- to establish. sequences for the community. A commitment to collaboration makes other essen- The local emergency management program must tial roles and functions possible. Comfort and Cahill also be synchronized with higher-level plans and pro- acknowledge the essential nature of collaboration grams. This is most noticeable in the dependence of within the emergency management function: “In en- local government on county, state and federal re- vironments of high uncertainty, this quality of inter- sources during a disaster. If plans have not been syn- personal trust is essential for collective action. Build- chronized and integrated, resources may be delayed. ing that trust in a multi-organizational operating envi- ronment is a complex process, perhaps the most diffi- Emergency management must be integrated into cult task involved in creating an integrated emergency daily decisions, not just during times of disasters. management system.” 5 Thomas Drabeck 6 suggests While protecting the population is a primary responsi- that collaboration involves three elements: bility of government, it cannot be accomplished with- out building partnerships among disciplines and 1. We must commit to ensuring that we have done across all sectors, including the private sector and the everything possible to identify all potential play- media. ers in a disaster event and work to involve them in every aspect of planning and preparedness for a 5. Collaborative disaster event. Emergency managers create and sustain broad and 2. Having achieved this broad involvement, we sincere relationships among individuals and organiza- must constantly work to maintain and sustain the tions to encourage trust, advocate a team atmosphere, real, human, contact necessary to make the system build consensus, and facilitate communication. work in a disaster event. There is a difference between the terms “collabora- 3. Finally, our involvement of all of our “partners” tion” and “coordination” and current usage often must be based on a sincere desire to listen to and makes it difficult to distinguish between these words. incorporate their concerns and ideas into our Coordination refers to a process designed to ensure planning and preparedness efforts. This element that functions, roles and responsibilities are identified is probably the most critical because it is this sin- and tasks accomplished; collaboration must be viewed cere interest that engenders trust, cooperation and as an attitude or an organizational culture that charac- understanding and allows us to truly have a terizes the degree of unity and cooperation that exists within a community. In essence, collaboration creates the environment in which coordination can function 4 effectively. Jonathan Walters. GOVEXEC.com, December 1, 2005 5 Louise K. Comfort and Anthony G. Cahill. Managing In disaster situations, the one factor that is consis- Disaster, Strategies and Policy Perspectives. Durham, NC: Duke University Press, 1988 tently credited with improving the performance of a 6 Thomas E. Drabek. Strategies for Coordinating Disaster community is the degree to which there is an open and Responses. Boulder, CO: Program on Environment and cooperative relationship among those individuals and Behavior, Monograph 61, University of Colorado, 2003. 7 Principles of Emergency Management September 11, 2007 “team” approach to protecting our communities in essential for successful planning and operational ac- times of disaster. tivities related to the emergency management pro- gram. Application of the principle of coordination This principle can perhaps best be encapsulated by provides the emergency manager with the manage- remembering: “If we shake hands before a disaster, ment tools that produce the results necessary to we won’t have to point fingers afterwards.” 7 achieve a common purpose. 6. Coordinated 7. Flexible Emergency managers synchronize the activities of all Emergency managers use creative and innovative ap- relevant stakeholders to achieve a common purpose. proaches in solving disaster challenges. Emergency managers are seldom in a position to Due to their diverse and varied responsibilities, direct the activities of the many agencies and organi- emergency managers constitute one of the most flexi- zations involved in the emergency management pro- ble organizational elements of government. Laws, pol- gram. In most cases, the people in charge of these or- icies and operating procedures that allow little flex- ganizations are senior to the emergency manager, ibility in the performance of duties drive more have direct line authority from the senior official, or traditional branches of government. Emergency man- are autonomous. Each stakeholder brings to the plan- agers are instead encouraged to developed creative so- ning process their own authorities, legal mandates, lutions to solve problems and achieve goals. culture and operating missions. The principle of coor- dination requires that the emergency manager gain A principal role of the emergency manager is the agreement among these disparate agencies as to a assessment of vulnerability and risk and the develop- common purpose and then ensure that their indepen- ment of corresponding strategies that could be used to dent activities help to achieve this common purpose. reduce or eliminate risk. However, there can more than one potential mitigation strategy for any given In essence, the principle of coordination requires risk. The emergency manager must have the flexibility that the emergency manager think strategically, that to choose not only the most efficient course of action he or she see the “big picture” and how each stake- but the one that would have the most chance of being holder fits into that mosaic. This type of thinking is implemented. the basis for the strategic program plan required under the National Preparedness Standard (NFPA 1600) and In the preparedness phase, the emergency manager the Emergency Management Accreditation Program. uses many resources to create and maintain a well- In developing the strategic plan, the emergency man- organized community response structure. One such re- ager facilitates the identification of agreed-upon goals source is the development of a risk-based community and then persuades stakeholders to accept responsi- emergency operations plan. While most policies and bility for specific performance objectives. The strateg- procedures in government are specific and designed to ic plan then becomes a mechanism for assessing pro- offer little room for interpretation, the emergency op- gram progress and accomplishments. erations plan is designed to be flexible and applicable to all community emergency operations. It is based on This same process can be used on a smaller scale the consequences of the event, not the promulgating to develop a specific plan, such as a community re- action. covery plan; it is also an inherent component of tactic- al and operational response. The principle of coordi- The most dramatic phase of emergency manage- nation is applicable to all four phases of the ment is response. In this phase the emergency manag- Comprehensive Emergency Management cycle and is er coordinates activities to ensure overall objectives are being met. The emergency manager must be flexi- 7 ble enough to suggest variations in tactics or proce- Michael D. Selves. Oral testimony before the United dures and adapt quickly to a rapidly changing and fre- States House Subcommittee on Emergency Management of quently unclear situation. The emphasis is on creative the Committee on Transportation and Infrastructure, April 26, 2007. 8 Principles of Emergency Management September 11, 2007 problem solving based on the event and not on rigid Board certification – emergency managers seek to adherence to pre-existing plans. earn professional certification through such programs as the Certified Emergency Manager program of As part of the community team that will determine IAEM. Professional certification demonstrates the recovery priorities the emergency manager must be achievement of a minimum level of expertise and en- capable of dealing with the political, economic and courages continued professional development through social pressures in making these decisions. It is natu- periodic recertification. ral to focus on short-term efforts in disaster recovery. However, the emergency manager cannot lose sight of Specialized body of knowledge – the knowledge the long-term needs of the community and it is this base for emergency managers consists of three prin- aspect of recovery that often must be driven by the cipal areas. The first is the study of historical disas- emergency manager. ters, particularly as it pertains to the community for which the emergency manager is responsible. Second- Flexibility is a key trait of emergency management ly, the emergency manager must have a working fami- and success in the emergency management field is de- liarity with social science literature pertaining to dis- pendent upon it. Being able to provide alternate solu- aster issues. Third, the emergency manager must be tions to stakeholders and then having the flexibility to well versed in emergency management practices, implement these solutions is a formula for success in standards and guidelines. emergency management. Standards and best practices – the principal 8. Professional standards used in emergency management are NFPA 1600 and the Emergency Management Accreditation Emergency managers value a science and knowledge- Program (EMAP) Standard. These two standards pro- based approach based on education, training, expe- vide the overarching context for the use of other stan- rience, ethical practice, public stewardship and conti- nuous improvement. dards and best practices. Professionalism in the context of the principles of emergency management pertains not to the personal attributes of the emergency manager but to a com- mitment to emergency management as a profession. A profession, as opposed to a discipline or a vocation, has certain characteristics, among which are: Code of ethics – while no single code of ethics has yet been agreed upon for the profession, the Code of Ethics of the International Association of Emergency Managers, with its emphasis on respect, commitment and professionalism, is generally accepted as the stan- dard for emergency managers. Professional associations – emergency managers seeking to advance the profession of emergency man- agement are members of professional organizations such as the National Emergency Manager’s Associa- tion (NEMA) and the International Association of Emergency Managers (IAEM). They also participate in appropriate state, local and professional associa- tions. 9  Course: IEM 100 Course Name: Introduction to IEM Semester: Spring 2025 Instructor: Dr. Kyoo-Man Ha Thursday 11:00-13:30  OBJECTIVES: CLO1: Summarize the concept of Integrated Emergency Management (IEM) and its application within a multi stakeholder environment. CLO2: Compare the IEM cycles, in particular: Prevention and Protection, Preparedness, Response and Recovery. CLO3: Integrate the application of the UAE IEM legislation and standards as a platform for dealing with future risks. Week 3: CLO4: Support the IEM concept with key Evolution of Emergency principles of effective emergency management. Management – Part 1 2  Trace the evolution of Emergency Management using a timeline Learn about the In today’s class integrated approach to you will… Emergency Management and other EM principles Become familiar with the Disaster Risk Management cycle 3 Disasters around the world in the previous week Storm Isha hits the UK Landslide in China buries 47 people 4 Storm Isha hits the UK (hydrometeorological hazard) Rail, sea, and air travelers were hit with disruption as closures, cancellations, and delays affected a number of services Brits had been warned damage to homes and buildings is likely, with falling trees, power cuts, flying debris, large waves, and flooding in some places Thousands of homes were left without power in Ireland Source: UK Met Office (2024) References: Independent (2024) 5  Landslide in China buries 47 people (geological hazard) The landslide struck villages in Yunnan province at around 5:51 a.m., covering houses at the foot of a hill with brown mountain soil 47 are missing, 500 evacuated Sub-zero weather is hampering the rescue operation Source: News Nine (2024) References: News Nine (2024); Al Jazeera (2024) 6 7 Milestones in the History of Disaster Risk Reduction Source: UNDRR & ISC (2020), p. 13 8 Major Disasters and the DRR Milestones Source: Shaw, 2020 9 Milestones in the Evolution of Emergency Management 1936 Flood Control Act: 1803 reflected the First legislation philosophy that involving a local humans could disaster control nature 1900 1950 American Red Federal Disaster Cross received Act (disaster relief) charter for national Civil Defense Act and international (preparedness for relief national security) 10  Milestones in the Evolution of Emergency Management 1979 FEMA establishment consolidated 1952 preparedness, Foundation of IAEM’s mitigation, and predecessor: the US response activities Civil Defense Council into one organization 1968 1995 National Flood NFPA 1600 Insurance Program: Recommended introduced Practice for Disaster community-based Management mitigation 11  Milestones in the Evolution of Emergency Management 2002 Department of 2007 Homeland Security Principles of created after the Emergency 9/11 terrorist Management: attack; sweeping agreed-upon reorganization definitions 2006 2011 Post-Katrina FEMA’s “whole Emergency community Management approach to Reform Act: emergency reorganization of management” FEMA Timeline based on Haddow et al. (2014) and Canton (2020) 12  9/11 Attacks Close to 3,000 people were killed and 6,000 were injured The events of September 11, 2001 significantly shaped American attitudes and actions towards fighting terrorism Source: NIST SIPA / Wikicommons 13  Hurricane Katrina Destructive Category 5 hurricane that caused over 1,800