disaster management - ii

8/6/2019 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, [email protected]

KIRUBA DANIEL J
mailto:[email protected]:[email protected]


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LOGO

Thank You !

disaster management - ii

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