Disaster Management 14th-17th February 2010Federal Capital Territory Administration, AbujaMichael Adenuga
AGENDA•   Conflict Management•   Emergency Response Planning•   Developing a Crisis Management Command Centre•   Understan...
Conflict Management                      Michael Adenuga
Conflict ManagementConflict Management...1Conflict is when two or more values, perspectives and opinions are contradictory...
Conflict Management...2Forms of conflict that can develop within the city         Religion                                ...
Conflict Management...3•    A few of the most common causes of conflicts are:•    Perceived breach of faith and trust betw...
Conflict Management...4Explicit causes of conflicts in Nigeria•   When people are competing for the same resources such as...
Conflict Management...5Stages of ConflictsIt is important that in attempting to prevent or manage a conflict situation, th...
Conflict Management...6Early warning generally refers to the set of activities that aim to collect,collate and analyse dat...
Conflict Management...7Early warning indicators of Conflicts/crises1. Political Indicators. Political indicators include i...
Conflict Management...8        Strategies for Managing Conflict             conflict          preventive            preven...
Emergency Response Planning                              Michael Adenuga
Emergency Response Planning...1  Emergency response planning assesses the ability to respond to emergencies involving conf...
Emergency Response Planning...24 steps in emergency planning process  1                2                   3            4 ...
Emergency Response Planning...31.    Establish the Planning Team     A. Form the Team - the planning team should involve i...
Emergency Response Planning...41.    Establish the Planning Team (cont’d)     B:    Establish Authority - demonstrate the ...
Emergency Response Planning...5 2.      Analyse capabilities & Hazards  A: This step entails gathering information about c...
Emergency Response Planning...6Crises and Disaster Effect Management                                                      ...
Emergency Response Planning...72.     Analyse capabilities & Hazards (cont’d)B: Conduct a vulnerability analysisThis will ...
Emergency Response Planning...82.   Analyse capabilities & Hazards (cont’d)C: Estimate ProbabilityIn the Probability colum...
Emergency Response Planning...93. Develop the PlanThe plan components must contain the following: A: Executive Summary The...
Emergency Response Planning...103. Develop the Plan (cont’d) C: Emergency Response Procedures The procedures spell out how...
Emergency Response Planning...113. Develop the Plan (cont’d) D: Resource Lists lists of major resources (equipment, suppli...
Emergency Response Planning...12A Guide for developing the plan    Identify Challenges and Prioritize Activities       Wri...
Emergency Response Planning...134. Implement the PlanImplementation means more than simply exercising the plan during anem...
Developing a Crises ManagementCommand Center                            Michael Adenuga
Developing a Crises Command Centre...1  A critical part of the emergency management or business continuity planning proces...
Developing a Crises Command Centre...2What is a crises management command centre? • A Command Center is pre-prepared facil...
Developing a Crises Command Centre...3A Command Centre should be equipped to perform a number of crisis managementfunction...
Developing a Crises Command Centre...4Stakeholders in a City Disaster Management System                                   ...
Developing a Crises Command Centre...5During a disaster or crisis, there will be a lot of information flowing aroundthe sy...
Developing a Crises Command Centre...6 Command Centre Decision Making                                             Command ...
Developing a Crises Command Centre...7Strategic approach for sustaining a crises Managementcommand centre•   Educate stake...
Understanding Coordinated Response                             Michael Adenuga
Understanding Coordinated Response...1Coordinated response to disaster and crisis makes the whole exercise more impactful ...
Understanding Coordinated Response...2  Coordinated response to disaster or crisis enables and improve effectiveinformatio...
Understanding Coordinated Response...3Lessons from Mumbai 26/11 (2008) terrorist attackMumbai 26/11 highlighted the key el...
Understanding Coordinated Response...4Reflections on Nigeria’s past Disaster events1. The Ikeja cantonment Bomb Explosions...
Understanding Coordinated Response...5Indian reactions to their crisis management system• Schools and college managements ...
Evidence Collection and Collation                               Michael Adenuga
Evidence Collection and Collation...1The importance of data collection and collation in preventing oranticipating disaster...
Evidence Collection and Collation...2 Evidence and                                                          Pastdata colle...
Evidence Collection and Collation...3The importance of data collection and collation in preventing oranticipating disaster...
Monitoring and Evaluation                            Michael Adenuga
Monitoring and Evaluation...1How to monitor and prevent crises/disasterHow to evaluate crises/disaster prevention plan    ...
Thank You for listening                          Michael Adenuga
Upcoming SlideShare
Loading in …5
×

Disaster management

670 views

Published on

Planning for & Managing disasters

Published in: Business
  • Be the first to comment

  • Be the first to like this

Disaster management

  1. 1. Disaster Management 14th-17th February 2010Federal Capital Territory Administration, AbujaMichael Adenuga
  2. 2. AGENDA• Conflict Management• Emergency Response Planning• Developing a Crisis Management Command Centre• Understanding Coordinated Response• Evidence Collection and Collation• Monitoring & Evaluation 2 Michael Adenuga
  3. 3. Conflict Management Michael Adenuga
  4. 4. Conflict ManagementConflict Management...1Conflict is when two or more values, perspectives and opinions are contradictory in nature and havent been aligned or agreed about yet Conflict is inevitable in the societyConflict management is used to describe any situation where conflict continues butwhere its worst excesses are avoided or mitigated. The term also refers to theattempt to control events during a crisis, to prevent significant and systemic violencefrom occurringthe term could also be used to include preventive measures because even ifsettlement or resolution has been achieved to a certain level, preventivemeasures are still necessary to avoid a relapse to the conflict or a worseningsituation 4 Michael Adenuga
  5. 5. Conflict Management...2Forms of conflict that can develop within the city Religion Jos Crises Ethnicity Modakeke /Ife Political PDP/AD Ibadan, UPN/MPN ife modakeke Government/citizens Niger Delta Brainstorming session for the class 5 Michael Adenuga
  6. 6. Conflict Management...3• A few of the most common causes of conflicts are:• Perceived breach of faith and trust between individuals.• Unresolved disagreement that has escalated to an emotional level.• Miscommunication leading to unclear expectations.• Personality clashes.• Differences in acquired values (social, political and economic).• Underlying stress and tension.• Combinations of the above 6 Michael Adenuga
  7. 7. Conflict Management...4Explicit causes of conflicts in Nigeria• When people are competing for the same resources such as territory, natural resources or jobs when they are not fairly distributed or when there are not enough to go round• When people are unhappy with how they are governed. These occur when a particular group wants to be independent from a central government or when their viewpoint is not adequately represented in the government or when the government oppresses them and does not respect or meet their basic needs or expectations.• When peoples beliefs clash. Religious and political views are particularly sensitive, because people often depend on these for a sense of identity and belonging.• Ethnic differences can cause conflict or be made to cause it. Peoples ethnicity gives them a sense of identity and belonging and it is threats to this sense which can cause violent responses.• When community, opinion, or political leaders seek undue recognition, relevance and political offices in the face of stronger opposition which poses threat to these ambitions. 7 Michael Adenuga
  8. 8. Conflict Management...5Stages of ConflictsIt is important that in attempting to prevent or manage a conflict situation, thestage of the conflict would have to be identified. This would help in profferingappropriate measures for prevention and management. Permanently Latent Conflicts Escalate Resolved Temporarily Emerge De escalate 8 Michael Adenuga
  9. 9. Conflict Management...6Early warning generally refers to the set of activities that aim to collect,collate and analyse data in order to detect and identify the signs of anemerging crisis before it explodes into uncontrollable violenceonly in exceptional cases does early warning provide information in a formthat is ready for dissemination or immediate use.Data becomes useful as information only when it unveils trends and patterns.This is usually the outcome of an intellectual exercise carried out by analystsdepending on the circumstances or peculiarity of the situation underobservation.Early warning and conflict prevention are closely entwined and whencarried out expeditiously, can be mutually reinforcing 9 Michael Adenuga
  10. 10. Conflict Management...7Early warning indicators of Conflicts/crises1. Political Indicators. Political indicators include internal political dynamics, the political actors, institutions, processes and issues related to identity and citizenship. A trend in which elections are preceded by murders, assassinations and kidnappings or postelection conflicts, is indicative of possible future reoccurrences. Preventive measures become necessary before elections take place in such places.2. Economic Indicators. Economic indicators include the cost of living, inflation rate, unemployment, food security and opportunities for access to critical resources.3. Personal Security. Issues concerning Law and order, civil military relations, the proliferation of small arms and light weapons are viewed as personal security factors4. Social Indicators. Demographic makeup, population changes and movements as well as population density are issues that require monitoring because they could reveal some trends that may lead to violence.5. Environmental Indicators. Environmental indicators include Water security, natural catastrophes, epidemics and pandemics. The struggle for survival, particularly in the face of scarcities could lead to conflict. 10 Michael Adenuga
  11. 11. Conflict Management...8 Strategies for Managing Conflict conflict preventive prevention diplomacy control of conflict violence resolution 11 Michael Adenuga
  12. 12. Emergency Response Planning Michael Adenuga
  13. 13. Emergency Response Planning...1 Emergency response planning assesses the ability to respond to emergencies involving conflicts, crises and disasters within the city. This is to ensure that the aftermath of these events do not threatenthe health and welfare of the public, the day to day activities within the city, the reputation of the city and its environment at large.The emergency responders mission is to assess the probable impacton public welfare and the environment, and advise local officials on the appropriate course of remediation 13 Michael Adenuga
  14. 14. Emergency Response Planning...24 steps in emergency planning process 1 2 3 4 Establish a Analyze Develop the Implement Planning Capabilities Plan the Plan Team and Hazards 14 Michael Adenuga
  15. 15. Emergency Response Planning...31. Establish the Planning Team A. Form the Team - the planning team should involve inputs from the following bodies: Police Force Health (emergency) Bodies; including paramedics, Ambulance Red Cross, Girls Guide e.t.c Fire service Safety, health and environmental affairs Public information officers Other Special force The advantage of this type of team formation are that; a. It encourages participation and gets more people invested in the process. b. It increases the amount of time and energy participants are able to give. c. It enhances the visibility and stature of the planning process. d. It provides for a broad perspective on the issues. NB: Determine who can be an active member and who can serve in an advisory capacity 15 Michael Adenuga
  16. 16. Emergency Response Planning...41. Establish the Planning Team (cont’d) B: Establish Authority - demonstrate the team’s commitment and promote an atmosphere of cooperation by "authorizing" the planning group to take the steps necessary to develop a plan. C: Issue a Mission Statement – have the team to agree on a mission statement to demonstrate commitment to emergency management. The statement should: 1. Define the purpose of the plan and indicate that it will involve the entire bodies involved 2. Define the authority and structure of the planning group D: Establish a Schedule and Budget - establish a work schedule and planning deadlines. Timelines can be modified as priorities become more clearly defined. Develop an initial budget for such things as research, printing, seminars, consulting services and other expenses that may be necessary during the development process. 16 Michael Adenuga
  17. 17. Emergency Response Planning...5 2. Analyse capabilities & Hazards A: This step entails gathering information about current capabilities and about possible hazards and emergencies, and then conducting a vulnerability analysis to determine the city’s capabilities for handling emergencies. Identify internal Identify external Where does the Meet with Outside resources & resources & City Stand Now? Groups capabilities capabilitiesReview the following a. Community emergency a. Personnel a. Local emergency management office b. Equipments management officea. Fire protection plan b. Community Administrators c. Facilities b. Fire Departmentb. Safety and health office d. Backup systems c. Emergency medical servicesprogram c. Local Emergency Planning d. Hospitalsc. Environmental policies Committee e Local and State policed. Security procedures d. Fire Department f. Community servicee. Insurance programs e. Police Department organizationsf. Hazardous materials f. Emergency Medical Services g. Utilitiesplan organizations h. Contractorsg. Risk management plan g. Red Cross i. Suppliers of emergency h. National Weather Service equipment i. Public Works Department j. Insurance carriers j. Planning Commission 17 Michael Adenuga
  18. 18. Emergency Response Planning...6Crises and Disaster Effect Management Adapted from hazard and effect management Are people, environment or assets exposed to potential harm Can the causes be eliminated? What controls are needed? Identify How effectives are the controls? Assess Control RecoverWhat are the consequences?How likely is the loss of control?What is the risks? Can the potential consequences or effects be mitigated? What recovery measures are needed? Are recovery capabilities suitable and sufficient? 18 Michael Adenuga
  19. 19. Emergency Response Planning...72. Analyse capabilities & Hazards (cont’d)B: Conduct a vulnerability analysisThis will document the probability and potential impact of each emergency. (Use the risk registerguide) the process entails assigning probabilities, estimating impact and assessing resources, using anumerical system. Some examples of crises/disaster that should be planned for include the following: a. Fire outbreak g. Riots b. Severe weather h. Telecommunication failure c. Hazardous material spills i. Power failure d. Transportation accidents j. Computer systems failure e. Terrorism k. Structural damage f. Utility outages l. explosions 19 Michael Adenuga
  20. 20. Emergency Response Planning...82. Analyse capabilities & Hazards (cont’d)C: Estimate ProbabilityIn the Probability column, rate the likelihood of each emergencys occurrence. This is a subjectiveconsideration, but useful nonetheless.Use a simple scale of 1 to 5 with 1 as the lowest probability and 5 as the highest.D: Assess the Potential Human ImpactAnalyze the potential human impact of each emergency -- the possibility of death or injury.Assign a rating in the Human Impact column of the Vulnerability Analysis Chart. Use a 1 to 5 scalewith 1 as the lowest impact and 5 as the highestE: Assess the Potential Property ImpactConsider the potential property for losses and damages. Again, assign a rating in the PropertyImpact column, 1 being the lowest impact and 5 being the highest. Consider:a. Cost to replaceb. Cost to set up temporary replacementc. Cost to repair 20 Michael Adenuga
  21. 21. Emergency Response Planning...93. Develop the PlanThe plan components must contain the following: A: Executive Summary The executive summary gives management a brief overview of: the purpose of the plan; the emergency management policy; authorities and responsibilities of key personnel; the types of emergencies that could occur; and where response operations will be managed. B: Emergency Management Elements This section of the plan briefly describes the administration approach to the core elements of emergency management, which are: a. Direction and control b. Communications c. Life safety d. Property protection e. Community outreach f. Recovery and restoration g. Administration and logistics. 21 Michael Adenuga
  22. 22. Emergency Response Planning...103. Develop the Plan (cont’d) C: Emergency Response Procedures The procedures spell out how emergencies will be responded to. It should be developed more like a checklist. It should determine what actions would be necessary to: a. Assess the situation b. Protect the public, equipments, structures, properties e.t.c c. Get the city back to normal state. Specific procedures might be needed for any number of situations such as bomb threats and for such functions as: a. Warning the public b. Communicating with personnel and community responders c. Conducting an evacuation and accounting for all persons in an affected facility or area. d. Managing response activities e. Activating and operating an emergency operations center f. Fighting fires g. Shutting down activities within the affected area h. Protecting vital records i. Restoring operations 22 Michael Adenuga
  23. 23. Emergency Response Planning...113. Develop the Plan (cont’d) D: Resource Lists lists of major resources (equipment, supplies, services) that could be needed in an emergency; mutual aid agreements with other companies and government agencies. 23 Michael Adenuga
  24. 24. Emergency Response Planning...12A Guide for developing the plan Identify Challenges and Prioritize Activities Write the Plan Establish a Training Schedule Coordinate with Outside Organizations Maintain Contact with Other Corporate Offices Review, Conduct Training and Revise Seek Final Approval Distribute the Plan 24 Michael Adenuga
  25. 25. Emergency Response Planning...134. Implement the PlanImplementation means more than simply exercising the plan during anemergency. It means;a. acting on recommendations made during the vulnerability analysisb. integrating the plan into City operations and coordinationc. training personnel and evaluating the plan 25 Michael Adenuga
  26. 26. Developing a Crises ManagementCommand Center Michael Adenuga
  27. 27. Developing a Crises Command Centre...1 A critical part of the emergency management or business continuity planning process involves preparing to operate an emergency command centre. Good response and recovery management requires a robust approach to information management. Command Centres, supported by sound information management systems, hold the key to successfully managing potential problems associated with any disaster 27 Michael Adenuga
  28. 28. Developing a Crises Command Centre...2What is a crises management command centre? • A Command Center is pre-prepared facility that is used to provide centralized command and control by the Crisis Management Team during a disaster or crisis • A Command Center is a physical or virtual facility located outside of the affected area used to gather, assess, and disseminate information and to make decisions to affect recovery. • A specific room or facility staffed by personnel charged with commanding, controlling, and coordinating the use of resources and personnel in response to a crisis • A place to which relevant management teams and staffs can co- ordinate efforts and manage the possible disasters in hand. 28 Michael Adenuga
  29. 29. Developing a Crises Command Centre...3A Command Centre should be equipped to perform a number of crisis managementfunctions but also should be able to function as a day-to-day operations resource andto support efforts to test and exercise contingency and response plans.The most important function of the command centre is its ability to serve as aninformation management centre Event Information Event Information Tracking Dissemination Command Centre Decision Making 29 Michael Adenuga
  30. 30. Developing a Crises Command Centre...4Stakeholders in a City Disaster Management System Nigerian Police Force Various Health Nigeria Red Cross (emergency) Bodies Information Nigerian Safety, health and The Public information officers environmental affairsClass to brainstorm Nigerian Fire service others to be included 30 Michael Adenuga
  31. 31. Developing a Crises Command Centre...5During a disaster or crisis, there will be a lot of information flowing aroundthe system. The command centres job is to collect intelligence and tomanage and control event information and response activities. Typically,the information flow will look something like this: 1.Stakeholder notices possible disruption 2. Alert message sent to the Command Centre 3. Alert message evaluated by managers 4. Incident Log opened to track each event 5. SOPs implemented using checklists 6. Tasks assigned according to plan 7. Resource allocation tracked in log 8. Task performance tracked in log 9. Status briefings and updates to stakeholders 31 Michael Adenuga
  32. 32. Developing a Crises Command Centre...6 Command Centre Decision Making Command centres should beStrong oversight will be needed activated as soon as possible to during crisis event operations ensure that oversight and rapid decision making can occur During the incident response phase, the real-time tracking of It is conceivable that emergencyincidents and response resources is managers and response critical organizations will be overwhelmed with calls for service An operations log capability in needed to fulfill Resources may be in short supply the requirement of documenting, tracking, and while multiple requests for service managing the response to an infinite number pile up of concurrent incidents 32 Michael Adenuga
  33. 33. Developing a Crises Command Centre...7Strategic approach for sustaining a crises Managementcommand centre• Educate stakeholders on trigger events and the planned response to them• Use your stakeholders to monitor the environment for problems and triggers• Plan to implement, manage, and track all contingency response, and recovery plans• Plan to track multiple incidents and resources• Prepare to document all actions taken and the related costs 33 Michael Adenuga
  34. 34. Understanding Coordinated Response Michael Adenuga
  35. 35. Understanding Coordinated Response...1Coordinated response to disaster and crisis makes the whole exercise more impactful Command Centre Paramedics Police Force Concerned NGOs Disaster/crisis site Press People Fire Service Other rescue bodies 35 Michael Adenuga
  36. 36. Understanding Coordinated Response...2 Coordinated response to disaster or crisis enables and improve effectiveinformation sharing, analysis, decision-making, and operational execution.Coordinated response to disaster or crisis help governments transform their command and control processes to better serve their citizens 36 Michael Adenuga
  37. 37. Understanding Coordinated Response...3Lessons from Mumbai 26/11 (2008) terrorist attackMumbai 26/11 highlighted the key elements of what were missing inIndia’s disaster management structure:a. a central command and control authorityb. ill-coordinated emergency responsec. poor intelligence sharingd. lack of coordinated logistical planning.The Mumbai tragedy also gave a wake-up call to all stakeholders:a. the governmentb. the local administrationc. the security forcesd. the common citizensAll have a role to play in any disaster, man-made or natural 37 Michael Adenuga
  38. 38. Understanding Coordinated Response...4Reflections on Nigeria’s past Disaster events1. The Ikeja cantonment Bomb Explosions2. The Independence’s day Abuja Explosion3. Jos Religion Crisis 38 Michael Adenuga
  39. 39. Understanding Coordinated Response...5Indian reactions to their crisis management system• Schools and college managements are beginning to pay serious attention to disaster management training and providing better security to their wards; some of them have even incorporated disaster management in their curriculums• the Municipal Corporation of Greater Mumbai (MCGM) has geared up by making amendments in its disaster management plan, adding terror to existing areas of concern like floods and earthquakes• Investment in information technology is being made to produce a greater role in intelligence sharing• the government has set up four National Security Guard (NSG) hubs in the four major metros to combat anti terrorism• the government, through the India Disaster Resource Network, has put in place a nation-wide electronic inventory of resources that enlists equipments and human resources, collated from district, state and national level government departments and agencies• the National Institute of Disaster Management (NIDM) is proactively working with national, state and district-level administrations and is coordinating research projects, and training programmes apart from building a database on natural disasters with case studies 39 Michael Adenuga
  40. 40. Evidence Collection and Collation Michael Adenuga
  41. 41. Evidence Collection and Collation...1The importance of data collection and collation in preventing oranticipating disasters/crisis  Disaster planning is only as good as the assumptions on which it is based. It is very imperative to have a good risk management document as well as an emergency response plan  This two documents becomes a solid underlying structure for an evidence based disaster planning system  Regular update must be made to the documents based on information gathered from related disasters/crisis in neighbouring locations 41 Michael Adenuga
  42. 42. Evidence Collection and Collation...2 Evidence and Pastdata collection Past terrorist Diseases attacks. e.g Out break Abuja e.g bird flu Fire Flooding Outbreaks events in and Sokoto and explosions Jigawa Religion and ethnical clashes e.g Evidence and Jos data collection 42 Michael Adenuga
  43. 43. Evidence Collection and Collation...3The importance of data collection and collation in preventing oranticipating disasters/crisis  Increases the predictability of disasters/crisis  Increases the chances to prevent or mitigate a crisis/disaster  Increases the effectiveness of response to crisis  Increases the overall management of a disaster eventMaking Informed decision on Evidences Data Collected Data Analysis Decision Making 43 Michael Adenuga
  44. 44. Monitoring and Evaluation Michael Adenuga
  45. 45. Monitoring and Evaluation...1How to monitor and prevent crises/disasterHow to evaluate crises/disaster prevention plan Develop a risk register & emergency response plan Regular Update on experiences of similar crises/disasters in other locations Zero tolerance on documentation of activities during a crisis/disaster event Review of emergency response activities during an event Identify areas for improvement through the implementation of preventive measures Update of risk register and emergency response plan 45 Michael Adenuga
  46. 46. Thank You for listening Michael Adenuga

×