disaster management - ii
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LOGO
DISASTER
MANAGEMENT
UNIT II
KIRUBA
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Disaster Operations Management
Whether natural or man-made in origin, disasters playan ever more significant and visible role in today'sincreasingly global society.
Managing the effects of such disasters is an ever moreimportant service provided both by professionalemergency personnel and by volunteers and volunteer-based organizations.
By studying how analytical tools from science,engineering, and mathematics can improve theeffectiveness of disaster operations .
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Disaster Operations Management
Different organizations frequently need towork together before, during, and after theoccurrence of a disaster.
Information sharing is critical for supportingthe multi-user and multi-task decision makingin this collaborative environment.
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Definition
Disaster operations management (DOM)can be defined as the management of
"activities that are performed before, during,and after the occurrence of a disaster with thegoal of preventing loss of human life, reducingits impact on the economy, and returning to a
state of normalcy"
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Phases of DOM
There are typically considered tobe four different phases associated with
the managing the effects of a disaster: Mitigation
Preparedness
Response Recovery
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Important Aspects of DOM
Communication and the exchange of knowledge arealso important aspects of many operations processes
Partnerships in a disaster situation
Relevant knowledge about available resources andcapabilities.
Longer-term service relationships
Inspection and maintenance program
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Risk Assessment
Risk Assessment is the art of identifyingand prioritizing threats, vulnerability and severity
of threat impact with the cost and workload ofprotection and security.
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Measurement of Risk
Identifying threats that could damage or negativelyimpact a facility of operation
Quantifying the probability that a threat will occur
Evaluating the severity of impact on economic andfinancial status and reputation of the business
Prioritizing preventative actions to protect against threat
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Measurement of Risk
Examining facility and operations vulnerabilities
Evaluating existing security systems and
programs
Developing and implementing a comprehensive
program to prevent and protect against threatand improve safety measures
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Tools in Risk Assessment
Records of past disasters and major naturalphenomena.
As precise as possible studies on the specificgeological, climatic and other hazards in thenational and/or regional context.
Drafting and updating hazard maps and vulnerabilityprofiles with a maximum level of participation.
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NGO MANAGEMENT
Public relations Project management
Staffing
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Public Relations
Non-governmental organisations need healthy relationshipswith the public to meet their goals.
Foundations and charities use sophisticated public relations
campaigns to raise funds
Employ standard lobbying techniques with governments
Interest groups may be of political importance because oftheir ability to influence social and political outcomes
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Project Management
Increasing awareness that management techniques are crucial toproject success in non-governmental organizations
Non-governmental organizations that are private have either acommunity or environmental focus.
They mobilize public support and voluntary contributions for aid
They often work in areas where government-to-government aid is
not possible.
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Staffing
Not all people working for non-governmental organizations arevolunteers.
There is some dispute as to whether expatriates should be sent to
developing countries.
Cons : The cost of foreigners is typically higher, they have no grassroot connections in the country they are sent to, and local expertise isoften undervalued.
Example: By the end of 1995, CONCERN worldwide, an internationalNorthern NGO working against poverty, employed 174 expatriatesand just over 5,000 national staff working in ten developing countriesin Africa and Asia, and in Haiti.
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Strengths
Structured administrative Setup
Co-ordination among various Departments
Provisions for adequate funding
Immediate relief and rescue operations
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Strengths
PPP(private and Public partnershipprograms
Provision for international co-operationand support
Highly qualified team of experts
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Weakness
Participation and Involvement negligence bypeople and organizations
Rehabilitation Negligibility-Negligible social and psychological treatment
- Negligibility in monitoring and evacuation
- Negligibility of training the local community
- Operational Drawbacks
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Opportunities
Enormous Scope for R&D(Research and Development)
Expert involvements in mitigating disasters
NGOs involvement in pre & post Disaster Management
Networking between Villages and District headquarters
Workforce Availability
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Threats
Identification of Experienced and credibleNGOs
Decentralization may lead to corruption
Poor control mechanism
Poor monitoring System
Control over funds and Progress
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Institution Awareness
andSafety Programmes
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Primary strategies
Place Institution safety on the education agenda
Form a Institution Safety Advisory Committee (....pre-disaster)
Each Institution should prepare a Building Level EmergencyRespone Plan
Draw in effective guidelines for safety regulations
Develop safety policies
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Basic components
Promoting Awareness and EducationActivities
Demonstrating Disaster RiskManagement
Training and Capacity Building
Assessing Vulnerability and takingsuitable Mitigation Options
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Demonstrating Disaster Risk Mgmt
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Training and Capacity Building
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Assessing of Institution Buildings
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0
10
20
30
40
50
60
70
80
Different Criteri
%
SchoolSati
sfying
Requireme
nts
Architecture Structural Functional External Preparednes
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I. Architectural Observations
1. Area of the Institution
2. Space in each rooms
2a. Height
2b. Area per person
3. Location of the staircase
3a. Distance of the staircase from the farthest room
4. Staircase details
5. Passage/Corridor5a. Width of corridor
5b. Length of the corridor
6. No of exits
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II. Structural Observations
Age of the building
Construction History (one phase or multiple phase)
Column Orientation
Shape of building
Are there cracks in structural elements
Are major repair works carried out for the strengthening or the damagedpart of the building
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III. Functional/Operational Observations
1. Does the building have a Building Use Certificate
2. Condition of the Electrical panels/mains
3. Lightning Protection of buildings
4. Fixed fire fighting installation
5. Regular building maintenance works 6. Exit requirements
6a. Type of exit (doorway/corridor/passageway)
6b. Condition of the exit route eg: obstructions if any
7. Is adequate water/toilet facility available at each floor
8. Are staircase functional at all time or some exits are kept locked
9. Distance of Emergency Service from the school
10. Special Provisions for physically handicapped
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IV. External Observation
1. Any hazardous unit near the surrounding area? 2. Means of access
3. Traffic conditions on the road
4. Speed Breakers
5. Caution sign boards
6. violation near the entrance of the building
7. Chances of water logging
8. Drains
9. Access of fire engine
10. Threat against falling of adjoining buildings/ compound walls/ parapet walls/ chimneys/talls structures/electricity poles etc.
11. Open space
12. Main entrance to the plot
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V. Preparedness Observations
1. Are awareness programmes organized for the members ofthe Institution?
2. Are they aware of the vulnerability or vulnerable areas in theInstitution?
4. Safe place/shelters identified in the Institution
5. Assignment of duties and responsibilities for Members
6. Are they been trained for the first-aid?
7. Provision for firefighting systems
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Risk Management
Risk Management is the
Identification, Analysis and Economic Controlof those RISKS which can threaten the assets(Property, Human) or the earning capacity ofan Enterprise
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Universe of Risk
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P R O C E
P H Y S I C A
P E O P L
L E G A L
O P E R A T
C A P I T A L S
R E P O R T
C R E D I T A N
M A R K E
F I N A N C
S T A K E H
G O V E R N
M A R K E T S
S T R A T E
I N T E L E C
P R O P E R
I N F O R M
M A N A G E
S Y S T E M
K N O W L E
E N T E R P
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Risk Assessment
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Financial Impact
Pro
ba
bilit
y
Very High
Risk
High RiskLow Risk
Medium
Risk
FINANCIAL IMPACT:
Threshold Limit to bedecided based on
Size of the corporate
PROBABILITY OF
OCCURRENCE:
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Handling Risk
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Risk Levels
Low & Medium Normal Monitoring at the operational level
High Close control of all potential contributing factors by the RiskManagement Team
Very High Risks of this level should be actively tracked for decisions by
the Risk Management Committee.
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Insurance
All Risks are not Insurable
Essentials of Insurance
Insurable Interest
Utmost good faith
Procedure for Insurance
Identification of Risks
Quantify the Insurable value
Evaluate the choices
Proposal
Payment of premiumPolicy Documentation
Claims
Administration System
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Insurable Risks
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PROPERTY RISKS
Damage to PhysicalAssetsActs of God
AccidentsBreak down
FINANCIAL RISKS
Monetary Loss from
Theft and BurglaryBusiness interruption
Bad credit
PEOPLE RISKS
Loss to EmployeesIll Health and accident
Death
Overseas travel
LIABILITIES RISKS
Loss from OperationsProduct liabilities
Public liability
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Focus Areas for Insurance Management
Identification of Internal & External Pure Risks
Risk inspection
Risk Audit
Scrutiny of Existing Insurance Covers
Coverage
Rates & Deductibles (Compulsory self insurance)
Defining Standard SOP for Claims Control
Guidelines on documentation
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Key Areas of Consideration
Choice of Insurer
Industry Rating
Claims Settlement ability
Sustainability of the companyService levels & infrastructure
Choice of Intermediary
Representation of the insurance market
Knowledge of insurance amongst all industry segments
Service levels & infrastructure
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KIRUBA DANIEL. J
Lecturer, MBA dept.,
Sri Venkateswara Institute of Information
Technology & Management,
Ettimadai, Coimbatorejkirubadaniel@gmail.com
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LOGO
Thank You !
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