The document defines natural disasters and emergencies. It provides definitions of a natural disaster from the United Nations, International Organization for Civil Protection, and Industrial Civil Defense Guide as an unexpected incident caused by natural forces or human actions resulting in loss of life, property damage, and requiring assistance beyond local resources. An emergency is defined as a major incident caused by natural or human-caused events requiring assistance from national agencies or international aid if the impacts exceed national response capacities. The document discusses key concepts and terms related to disaster rehabilitation and reconstruction management.
Disaster preparedness & Management for Optometry.pptxHarsh Rastogi
Any occurrence that causes damage, ecological disruption, loss of human life, deterioration of health and health services on a scale, sufficient to warrant an extraordinary response from outside the affected community or area.
The body of policy and administrative decisions and operational activities that pertain to various stages of a disaster at all levels.
An applied science which seeks, by systemic observation and analysis of disasters, to improve measures relating to prevention, emergency response, recovery and mitigation.
Encompasses all aspects of planning for, and responding to disasters, including both pre and post disaster activities.
Sudden onset of Disaster-Rehabilitation.pptxselvaraj227
SUDDEN ONSET OF DISASTER-REHABILITATION- HAZARD, Risk ,Vulnerable, Slow onset disaster
Rapid onset disaster(Sudden, ) REHABILITATION AND RECONSTRUCTION, COMMON INJURY, ROLE OF REHABILITATION PROFESSIONALS, DISASTER MENTAL HEALTH NURSING, DISASTER RESPONSE TEAMS, Honeymoon period- Period of disillusionment , Period of disillusionment, Nodal Angencies for Disaster management and conclusion
Unexpected, unplanned occurrence of an event which may involve injury.
• In 1956 WHO advisory group defined accidents as – Unpremeditated event resulting in recognizable damage.
• Occurrence in a sequence of events which usually produce unintended injury, death or property damage.
POWERPOINT PRESENTATION ON DISASTER MANAGEMENT NuhaWangde
TIPS FOR DISASTER MANAGEMENT
THIS TIPS WILL HELP YOU TO MANAGE DISASTER.
DIFFERENT TYPES OF DISASTERS INCLUDE NATURAL AND MANMADE. PREVENTION AND PRECAUTION. MOST IMPORTANTLY HELP EACH OTHER DURING DISASTER
Disaster preparedness & Management for Optometry.pptxHarsh Rastogi
Any occurrence that causes damage, ecological disruption, loss of human life, deterioration of health and health services on a scale, sufficient to warrant an extraordinary response from outside the affected community or area.
The body of policy and administrative decisions and operational activities that pertain to various stages of a disaster at all levels.
An applied science which seeks, by systemic observation and analysis of disasters, to improve measures relating to prevention, emergency response, recovery and mitigation.
Encompasses all aspects of planning for, and responding to disasters, including both pre and post disaster activities.
Sudden onset of Disaster-Rehabilitation.pptxselvaraj227
SUDDEN ONSET OF DISASTER-REHABILITATION- HAZARD, Risk ,Vulnerable, Slow onset disaster
Rapid onset disaster(Sudden, ) REHABILITATION AND RECONSTRUCTION, COMMON INJURY, ROLE OF REHABILITATION PROFESSIONALS, DISASTER MENTAL HEALTH NURSING, DISASTER RESPONSE TEAMS, Honeymoon period- Period of disillusionment , Period of disillusionment, Nodal Angencies for Disaster management and conclusion
Unexpected, unplanned occurrence of an event which may involve injury.
• In 1956 WHO advisory group defined accidents as – Unpremeditated event resulting in recognizable damage.
• Occurrence in a sequence of events which usually produce unintended injury, death or property damage.
POWERPOINT PRESENTATION ON DISASTER MANAGEMENT NuhaWangde
TIPS FOR DISASTER MANAGEMENT
THIS TIPS WILL HELP YOU TO MANAGE DISASTER.
DIFFERENT TYPES OF DISASTERS INCLUDE NATURAL AND MANMADE. PREVENTION AND PRECAUTION. MOST IMPORTANTLY HELP EACH OTHER DURING DISASTER
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Integrity in leadership builds trust by ensuring consistency between words an...
Risk management.pdf
1. Session 1: Basic Concepts and Terminologies
Dr. Husam Al-Najar Dr. Bassam Tayeh
The Islamic University of Gaza- Higher Studies Deanery
Rehabilitation and Reconstruction Management
(MMCD 6305)
7. •
ﺍﻟﺿﻌﻑ
:
ﺍﻟﺗﻠﻑ ﻣﻥ ﺍﻟﻣﻌﺎﻧﺎﺓ
)
ﺍﻟﺿﺭﺭ
(
ﺍﻟﺧﺎﺭﺟﻳﺔ ﺍﻷﺣﺩﺍﺙ ﻧﺗﻳﺟﺔ
• Vulnerability (weakness): Suffer from damage due to
external events.
•
ﺍﻟﺿﻌﻑ
:
ﻟﻠﺧﻁﺭ ﺍﻟﺗﻌﺭﺽ
• Susceptibility (weakness): Exposure to danger
•
ﺍﻻﻧﺘﻌﺎﺵ
)
ﺍﻟﺘﻌﺎﻓﻲ
:(
Recovery:
•
ﺍﺳﺘﻌﺎﺩﺓ
)
ﺗﺮﻣﻴﻢ
) (
ﺷﻔﺎء
(
ﻭﺍﻟﻈﺮﻭﻑ ﺍﻟﻌﻴﺶ ﻭﺳﺒﻞ ﻣﺮﺍﻓﻖ ﻭﺗﺤﺴﻴﻦ ،
ﻟﻠﺤﺪ ﺍﻟﺠﻬﻮﺩ ﺫﻟﻚ ﻓﻲ ﺑﻤﺎ ،ﺍﻟﻜﻮﺍﺭﺙ ﻣﻦ ﺍﻟﻤﺘﻀﺮﺭﺓ ﻟﻠﻤﺠﺘﻤﻌﺎﺕ ﺍﻟﻤﻌﻴﺸﻴﺔ
ﺍﻟﻜﻮﺍﺭﺙ ﻣﺨﺎﻁﺮ ﻋﻮﺍﻣﻞ ﻣﻦ
.
• Recovery: The restoration, and improvement, of
facilities, livelihoods and living conditions of
disaster-affected communities, including efforts to
reduce disaster risk factors.
8. •
ﺍﻟﻣﺭﻭﻧﺔ
)
ﺍﻟﺟﺳﻡ ﻣﻌﺎﻓﺎﺓ
:(
ﻋﻠﻰ ﻭﺍﻟﻘﺩﺭﺓ ،ﺍﻟﺗﻛﻳﻑ ﻋﻠﻰ ﺍﻟﻘﺩﺭﺓ
ﺍﻷﺿﺭﺍﺭ ﻣﻥ ﺍﻟﺗﻌﺎﻓﻲ
• Resilience: adaptability, capacity to recover,
(the capacity to recover quickly from difficulties;
toughness.)
Capacity: ability to do
ﺍﻟﺗﺧﻔﻳﻑ
:
ﺍﻧﺧﻔﺎﺽ
)
ﺗﺧﻔﻳﻑ
(
ﺍﻟﻛﻭﺍﺭﺙ ﻣﺧﺎﻁﺭ ﻣﻥ ﺩﺍﺋﻡ
Mitigation: permanent reduction of the risk of
disaster
9. •
ﺍﻻﺳﺘﻌﺪﺍﺩ
:
Prepardness:
•
ﺍﻟﺘﺪﺍﺑﻴﺮ
ﺍﻟﺘﻲ
ﺗﻀﻤﻦ
ﺟﻬﻮﺯﻳﺔ
ﺍﻟﻤﻨﻈﻤﺔ
ﻣﻦ
ﺣﻴﺚ
،ﺍﻟﻤﻮﻅﻔﻴﻦ
ﻭﺍﻷﻣﻮﺍﻝ
ﻭﺍﻟﻤﻌﺪﺍﺕ
ﻭﺍﻟﻠﻮﺍﺯﻡ
ﺿﻤﻦ
ﺑﻴﺌﺔ
ﺁﻣﻨﺔ
ﻟﻺﻏﺎﺛﺔ
ﺍﻟﻔﻌﺎﻟﺔ
.
• Prepardness: the procedures that ensure the organized
mobilization of personnel, funds, equipment and supplies
within a safe environment for effective relief.
•
ﺍﻻﺳﺘﺠﺎﺑﺔ
:
Response:
•
ﺗﻮﻓﻴﺮ
ﺧﺪﻣﺎﺕ
ﺍﻟﻄﻮﺍﺭﺉ
ﻭﺍﻟﻤﺴﺎﻋﺪﺍﺕ
ﺍﻟﻌﺎﻣﺔ
ﺃﺛﻨﺎء
ﺃﻭ
ﻣﺒﺎﺷﺮﺓ
ﺑﻌﺪ
ﻭﻗﻮﻉ
ﺍﻟﻜﺎﺭﺛﺔ
ﻣﻦ
ﺃﺟﻞ
ﺇﻧﻘﺎﺫ
ﺍﻷﺭﻭﺍﺡ
ﻭﺍﻟﺤﺪ
ﻣﻦ
ﺍﻵﺛﺎﺭ
،ﺍﻟﺼﺤﻴﺔ
ﻭﺿﻤﺎﻥ
ﺍﻟﺴﻼﻣﺔ
ﺍﻟﻌﺎﻣﺔ
ﻭﺗﻠﺒﻴﺔ
ﺍﻟﻤﻌﻴﺸﻴﺔ
ﺍﻷﺳﺎﺳﻴﺔ
.
• Response: The provision of emergency services and public
assistance during or immediately after a disaster in order to
save lives, reduce health impacts, ensure public safety and
meet the basic subsistence.
19. Evolving ﺗﻁﻭﺭ concepts of Recovery and Reconstruction
Relationship between Disaster and Development
20.
21.
22. Transports and utility systems ﺃﻧﻅﻣﺔ
ﺍﻟﺧﺩﻣﺎﺕ
are destroyed by a flood.
Negative
relation
1. Disasters set back development
programming, destroying years of
development initiatives.
A major increase in livestock ﻣﻭﺍﺷﻲ
،
ﺩﻭﺍﺟﻥ
، development leads to overgrazing
famine, which contributes to
desertification ﺍﻟﺗﺻﺣﺭ and increases
vulnerability to famine ﻣﺟﺎﻋﺔ.
Negative
relation
2. Without Development
programs, can increase an area’s
susceptibility ﻗﺎﺑﻠﻳﺔ to disasters.
Housing projects constructed under
building codes designed to withstand high
winds result in less destruction during the
next tropical storm.
Positive
relation
3. Development programs can be
designed to decrease the
susceptibility to disasters and their
negative consequences. ﻳﻣﻛﻥ
ﺗﺻﻣﻳﻡ
ﺑﺭﺍﻣﺞ
ﺍﻟﺗﻧﻣﻳﺔ
ﻟﺗﻘﻠﻳﻝ
ﺍﻟﺗﻌﺭﺽ
ﻟﻠﻛﻭﺍﺭﺙ
ﻭﺍﻵﺛﺎﺭ
ﺍﻟﺳﻠﺑﻳﺔ
ﺍﻟﻣﺗﺭﺗﺑﺔ
ﻋﻠﻳﻬﺎ
.
A self-help housing program to rebuild
housing destroyed by an earthquake
teaches new skills, strengthens community
pride ﻓﺧﺭ and leadership and retains
development dollars that otherwise would
be exported to large construction
Positive
relation
4. Rebuilding after a disaster
provides significant opportunities
to initiate development programs.
Examples:
23. In General:
• Disasters provide opportunities for development, as they often
create a political and economic atmosphere wherein ﺣﻴﺚ extensive
changes ﺗﻐﻴﺮﺍﺕ
ﻭﺍﺳﻌﺔ can be made more rapidly than under normal
circumstances ﺍﻟﻈﺮﻭﻑ
ﺍﻟﻄﺒﻴﻌﺔ .
24. For example: in the aftermath of a disaster, there may be major opportunities to
execute land reform program to improve the overall housing stock, to create new
jobs and job skills, and to expand and modernize ﺗﺤﺪﻳﺚ the economic base of the
community – opportunities that would not otherwise be possible.
ﻋﻠﻰ
ﺳﺒﻴﻞ
ﺍﻟﻤﺜﺎﻝ
:
ﻓﻲ
ﺃﻋﻘﺎﺏ
ﻭﻗﻮﻉ
،ﻛﺎﺭﺛﺔ
ﻗﺪ
ﻳﻜﻮﻥ
ﻫﻨﺎﻙ
ﻓﺮﺻﺎ
ﻛﺒﻴﺮﺓ
ﻟﺘﻨﻔﻴﺬ
ﺑﺮﻧﺎﻣﺞ
ﺍﻹﺻﻼﺡ
ﺍﻟﺰﺭﺍﻋﻲ
ﻭ
ﻟﺘﺤﺴﻴﻦ
،ﺍﻟﻤﺴﺎﻛﻦ
ﻭ
ﺧﻠﻖ
ﻓﺮﺹ
ﻋﻤﻞ
ﺟﺪﻳﺪﺓ
،
ﻭﺧﻠﻖ
ﻣﻬﺎﺭﺍﺕ
ﻋﻤﻞ
ﺟﺪﻳﺪﺓ
،
ﻭﺗﻮﺳﻴﻊ
ﻭﺗﺤﺪﻳﺚ
ﺍﻟﻘﺎﻋﺪﺓ
ﺍﻻﻗﺘﺼﺎﺩﻳﺔ
ﻟﻠﻤﺠﺘﻤﻊ
-
ﻭﻫﺬﻩ
ﺍﻟﻔﺮﺹ
ﻟﻢ
ﺗﻜﻦ
ﺑﺪﻭﻥ
ﺍﻟﻜﺎﺭﺛﺔ
.
25. • Disasters can also highlight high-risk areas where action must
be taken before another disaster strikes.
ﺍﻟﻜﻮﺍﺭﺙ
ﺗﻤﻜﻦ
ﻣﻦ
ﺗﺴﻠﻴﻂ
ﺍﻟﻀﻮء
ﻋﻠﻰ
ﺍﻟﻤﻨﺎﻁﻖ
ﺍﻟﻤﻌﺮﺿﺔ
ﻟﻠﺨﻄﺮ
ﺣﻴﺚ
ﻳﺠﺐ
ﺍﺗﺨﺎﺫ
ﺍﻹﺟﺮﺍءﺍﺕ
ﺍﻟﻼﺯﻣﺔ
ﻗﺒﻞ
ﻭﻗﻮﻉ
ﻛﺎﺭﺛﺔ
ﺃﺧﺮﻯ
.
For example: The realization of vulnerability can motivate
policy-makers and the public to participate in mitigation
activities.
ﺗﺤﻘﻴﻖ
ﺍﻟﻀﻌﻒ
ﻳﻤﻜﻦ
ﺃﻥ
ﻳﺤﻔﺰ
ﺻﺎﻧﻌﻲ
ﺍﻟﻘﺮﺍﺭ
ﻭﺍﻟﺠﻤﻬﻮﺭ
ﻟﻠﻤﺸﺎﺭﻛﺔ
ﻓﻲ
ﺃﻧﺸﻄﺔ
ﺍﻟﺘﺨﻔﻴﻒ
.
38. Disaster Management Cycle / Continuum
• The Disaster Management Cycle or continuum shows a sequential ﺗﺴﻠﺴﻠﻲ series
of actions to gain control over disaster events. This wide range of interventions
undertaken before, during and after a disaster prevent or minimize loss of life
and property, minimize human suffering and hasten ﺳﺮﻳﻊ recovery.
• Disaster management is often described as a cycle with distinct ﻣﺘﻤﻴﺰ
، phases.
• The cycle is portrayed ﺗﻮﺻﻒ
،
ﺗﺮﺳﻢ in many forms. What is important is that the
format should indicate that disaster and its managing is a continuum of
interlinked activities. It is not a series of events which start and stop with each
disaster occurrence.
• The activities of response, rehabilitation, reconstruction, development,
preparedness, mitigation, prevention are not in exact sequence. There is
substantial ﺃﺳﺎﺳﻲ overlap.
39. Linking relief, rehabilitation and development
Relief - Development Continuum
Relief and rehabilitation should contribute to long-term development and the reduction of
vulnerabilities.
Developmental Relief
• Seeks to address acute needs as part of the whole life situation of those affected
• ﺗﺴﻌﻰ
ﻟﺘﻠﺒﻴﺔ
ﺍﻻﺣﺘﻴﺎﺟﺎﺕ
ﺍﻟﻀﺮﻭﺭﻳﺔ
ﻟﺤﻴﺎﺓ
ﺍﻟﻤﺘﻀﺮﺭﻳﻦ
• Looks for long- term solutions as well as responding to immediate and acute needs
• ﺗﺒﺤﺚ
ﻋﻦ
ﺣﻠﻮﻝ
ﻁﻮﻳﻠﺔ
ﺍﻷﺟﻞ
ﻭﻛﺬﻟﻚ
ﺍﻻﺳﺘﺠﺎﺑﺔ
ﻟﻼﺣﺘﻴﺎﺟﺎﺕ
ﺍﻟﻌﺎﺟﻠﺔ
ﻭ
ﺍﻟﻀﺮﻭﺭﻳﺔ
• Builds on survivors’ ﺍﻟﻨﺎﺟﻴﻦcapacities and on local institutions
• ﺗﺒﻨﻲ
ﻗﺪﺭﺍﺕ
ﺍﻟﻨﺎﺟﻴﻦ
ﻭ
ﻛﺬﻟﻚ
ﺍﻟﻤﺆﺳﺴﺎﺕ
ﺍﻟﻤﺤﻠﻴﺔ
• Sets sustainable standards for services
• ﻭﺿﻊ
ﻣﻌﺎﻳﻴﺮ
ﻣﺴﺘﺪﺍﻣﺔ
ﻟﻠﺨﺪﻣﺎﺕ
• Encourages participation and accountability
• ﺗﺸﺠﻊ
ﺍﻟﻤﺸﺎﺭﻛﺔ
ﻭﺍﻟﻤﺴﺌﻮﻟﻴﺔ
40. Recovery Plus
Meaning an intervention ‘whereby people are in some ways better off than before the
emergency’.
Recovery and mitigation: When a disaster strikes, it often reveals chronic weaknesses or
areas of poor resilience. Such vulnerabilities may include sub-standard building practices
and materials, weak livelihoods and economies and poor land use regulation. These
vulnerabilities are the true challenges facing recovery planners. Drawing on hazard,
vulnerability and risk assessments, a rough estimate of the potential damage and losses for
various scale disasters can be calculated.
Based on these scenarios, policy makers and planners can identify the potential scope and
scale of recovery and mitigation needs.
Recovery and the Disaster Management Cycle
41. Recovery and Preparedness: The preparedness stage shall not itself to preparing for the disaster
event and immediate aftermath. Recovery planning can be a critical component of preparing for a
disaster. As part of the preparedness efforts, policy makers and planners can formulate recovery
policies, develop organizational infrastructure, assign roles and responsibilities, and identify and build
the necessary capacity to coordinate and implement recovery efforts. Without the pressure typically
felt in the post-disaster environment, pre-disaster planners have more time to research and analyze
good and bad practices of other contexts, to inform their decision-making.
42. Early recovery and transition
• Transition refers to the period immediately after a disaster when pre-existing country
plans and programs no longer reflect the most urgent priorities
•
ﺍﻻﻧﺘﻘﺎﻝ
:
ﻳﺸﻴﺮ
ﺇﻟﻰ
ﺑﻌﺪ ﻣﺎ ﻓﺘﺮﺓ
ﺍﻟﻜﺎﺭﺛﺔ ﻭﻗﻮﻉ
ﻓﻮﺭﺍ
،
ﺗﻌﻜﺲ ﻟﻢ ﻣﺴﺒﻘﺎ ﺍﻟﻤﻌﺪﺓ ﻭﺑﺮﺍﻣﺠﻬﺎ ﺍﻟﺪﻭﻟﺔ ﺧﻄﻂ ﺃﻥ ﺣﻴﺚ
ﺍﻷﻭﻟﻮﻳﺎﺕ
ﺍﻷﻛﺜﺮ
ﺇﻟﺤﺎﺣﺎ
.
• Following the disaster, a country undergoes a process of transformation within the overall
timeframe of transition
•
ﺃﻋﻘﺎﺏ ﻓﻲ
ﺗﺠﺘﺎﺯ ﺍﻟﺪﻭﻟﺔ ،ﺍﻟﻜﺎﺭﺛﺔ
ﺍﻻﻧﺘﻘﺎﻟﻴﺔ ﺍﻟﻤﺮﺣﻠﺔ
ﺍﻟﻤﺮﺣﻠﺔ ﻟﻬﺬﻩ ﺍﻟﻤﺨﺼﺺ ﺍﻟﺰﻣﻨﻲ ﺍﻹﻁﺎﺭ ﺿﻤﻦ
• Early recovery starts immediately after the onset of a crisis. It begins within the time
frame of emergency interventions
•
ﺍﻹﻧﻌﺎﺵ
ﺍﻟﻤﺒﻜﺮ
:
ﻳﺒﺪﺃ
ﻣﺒﺎﺷﺮﺓ
ﺑﻌﺪ
ﻭﻗﻮﻉ
ﺍﻟﻜﺎﺭﺛﺔ
.
ﻭ
ﻳﺒﺪﺃ
ﻓﻲ
ﺿﻤﻦ
ﺍﻹﻁﺎﺭ
ﺍﻟﺰﻣﻨﻲ
ﻟﻠﺘﺪﺧﻼﺕ
ﺍﻟﻄﺎﺭﺋﺔ
.
43. Guiding Principles for Early Recovery:
• Ensuring national ownership
•
ﺍﻟﻤﺴﺌﻮﻟﻴﺔ
ﺍﻟﻮﻁﻨﻴﺔ
• Promoting local and national capacities
•
ﻭﺍﻟﻮﻁﻨﻴﺔ ﺍﻟﻤﺤﻠﻴﺔ ﺍﻟﻘﺪﺭﺍﺕ ﺗﻌﺰﻳﺰ
• Using and promoting participatory practices
•
ﺍﺳﺘﺨﺪﺍﻡ
ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﻭﺗﻌﺰﻳﺰ
ﺍﻟﺘﺸﺎﺭﻛﻴﺔ
• Developing capacities for building constructive and inclusive working relationships
•
ﺗﻄﻮﻳﺮ
ﻟﺒﻨﺎء ﺍﻟﻘﺪﺭﺍﺕ
ﻋﻼﻗﺎﺕ
ﻭﺷﺎﻣﻠﺔ ﺑﻨﺎءﺓ ﻋﻤﻞ
• Influencing the way humanitarian assistance is provided to ensure that interventions most
importantly, as well take into account longer-term developmental considerations
•
ﻓﺎﻋﻠﻴﺔ
ﺍﻟﻄﺮﻳﻘﺔ
ﺍﻟﺘﻲ
ﻳﺘﻢ
ﺑﻬﺎ
ﺗﻘﺪﻳﻢ
ﺍﻟﻤﺴﺎﻋﺪﺓ
ﺍﻹﻧﺴﺎﻧﻴﺔ
ﻟﻀﻤﺎﻥ
ﺃﻥ
ﺍﻟﺘﺪﺧﻼﺕ
ﺗﻔﻌﻞ
،ﺍﻷﻫﻢ
ﻭﻛﺬﻟﻚ
ﺗﺄﺧﺬ
ﻓﻲ
ﺍﻟﺤﺴﺒﺎﻥ
ﺍﻻﻋﺘﺒﺎﺭﺍﺕ
ﺍﻟﺘﻨﻤﻮﻳﺔ
ﻋﻠﻰ
ﺍﻟﻤﺪﻯ
ﺍﻟﻄﻮﻳﻞ
• Maximizing cooperation among different actors through efficient coordination of stakeholders
•
ﺗﻌﻈﻴﻢ
ﺑﻴﻦ ﺍﻟﺘﻌﺎﻭﻥ
ﺍﻟﻤﺼﻠﺤﺔ ﻷﺻﺤﺎﺏ ﺍﻟﻔﻌﺎﻝ ﺍﻟﺘﻨﺴﻴﻖ ﺧﻼﻝ ﻣﻦ ﺍﻟﻔﺎﻋﻠﺔ ﺍﻟﺠﻬﺎﺕ ﻣﺨﺘﻠﻒ
• Including risk reduction and conflict prevention measures
•
ﺍﺗﺨﺎﺫ
ﺍﻟﻤﺨﺎﻁﺮ ﻣﻦ ﻟﻠﺤﺪ ﻭﻗﺎﺋﻴﺔ ﺗﺪﺍﺑﻴﺮ
ﻭﺍﻟﺼﺮﺍﻋﺎﺕ
44. • Building capacity to strengthen accountability systems
•
ﻟﺘﻌﺰﻳﺰ ﺍﻟﻘﺪﺭﺍﺕ ﺑﻨﺎء
ﺍﻟﻤﺴﺌﻮﻟﺔ ﺍﻟﺠﻬﺎﺕ ﻭﺗﻘﻮﻳﺔ
• Grounding early recovery interventions on a thorough understanding of the context
•
ﺍﻟﻤﺒﻜﺮ ﺍﻹﻧﻌﺎﺵ ﺗﺪﺧﻼﺕ ﺃﺳﺲ
ﻋﻠﻰ ﺍﻟﻤﺒﻨﻲ
ﺷﺎﻣﻞ ﻓﻬﻢ
ﻟﻠﺤﺎﻟﺔ
• Ensuring integration of other cross-cutting issues such as gender, environment, security,
human rights, planning, implementation, and monitoring and evaluation
•
ﺿﻤﺎﻥ
ﺍﻟﺘﻜﺎﻣﻞ
ﻣﻦ
ﺍﻟﻘﻀﺎﻳﺎ
ﺫﺍﺕ
ﺍﻟﻌﻼﻗﺔ
ﻣﺜﻞ
ﺍﻟﻨﻮﻉ
)
ﺫﻛﻮﺭ
-
ﺍﻧﺎﺙ
(
،
،ﻭﺍﻟﺒﻴﺌﺔ
،ﻭﺍﻷﻣﻦ
ﻭﺣﻘﻮﻕ
،ﺍﻹﻧﺴﺎﻥ
،ﻭﺍﻟﺘﺨﻄﻴﻂ
،ﻭﺍﻟﺘﻨﻔﻴﺬ
ﻭﺍﻟﺮﺻﺪ
ﻭﺍﻟﺘﻘﻴﻴﻢ
• Promoting equality and develop local capacities to prevent unfairness of any kind
•
ﻧﻮﻉ ﺃﻱ ﻣﻦ ﺗﻤﻴﻴﺰ ﺃﻱ ﻟﻤﻨﻊ ﺍﻟﻤﺤﻠﻴﺔ ﺍﻟﻘﺪﺭﺍﺕ ﻭﺗﻄﻮﻳﺮ ﺍﻟﻤﺴﺎﻭﺍﺓ ﺗﻌﺰﻳﺰ
• Monitoring, evaluating and learning through appropriate participatory techniques and
mechanisms
•
ﻣﺮﺍﻗﺒﺔ
ﻭﺗﻘﻴﻴﻢ
ﻭﺍﻟﺘﻌﻠﻢ
ﻣﻦ
ﺧﻼﻝ
ﺍﻟﺘﻘﻨﻴﺎﺕ
ﻭﺍﻵﻟﻴﺎﺕ
ﺍﻟﺘﺸﺎﺭﻛﻴﺔ
ﻣﻊ
ﺍﻟﺠﻬﺎﺕ
ﺍﻷﺧﺮﻯ