Transcript TITLE OF BRIEFING to Whom (U)

Central Asia Regional Health Security Workshop
George C. Marshall European Center for Security Studies
17-19 April 2012, Garmisch-Partenkirchen, Germany
Whole of Society Approach to Pandemic
and Disaster Management
Sharon I. Peyus / Robert C. Hutchinson
Homeland Security Investigations
U.S. Immigration and Customs Enforcement
U.S. Department of Homeland Security
19 April 2012
Introduction
• Disaster Management….
– Defining
– Strictly Economics
• Looking at the “Why” of the
Whole of Society Approach
• What is at the Heart?
• Reviewing Critical Interdependencies
• What Lies Beyond Health Care?
• Looking at the “How” ~ Principles / Goals in
Achieving a Whole of Society Approach
What is Disaster Management?
Annual Economic Losses
- $75.5 billion in the 1960’s
- $138.4 billion in the 70’s
- $213.9 billion in the 80’s
- $659.9 billion in the 90’s
Disaster management can be
defined as the organization and
management of resources and
responsibilities for dealing with
all humanitarian aspects of
emergencies, in particular
preparedness, response and
recovery in order to lessen the
impact of disasters.
- 2003 SARS / $60 billion
- 2005 Hurricane Katrina / $145
billion
- 2009 H1N1 / $3+ billion
- 2010 Earthquake in Haiti / $8
billion
- 2011 Earthquake and tsunami in
Japan / $235 billion
Sources: WHO / World Bank / US Department of Commerce
Why The Need…?
• Looks beyond the traditional, “government centric”
approach
• Creates a national dialogue
• Joining efforts towards a common approach
– Supports integrated planning and preparedness across all
sectors of society
– Building and strengthening needs and capacities at the
national and sectoral levels
– Focuses on reducing risks and vulnerabilities
• Understanding the importance of roles of others
Meeting the Needs of…
• Individuals
• Families
• Neighborhoods
• Communities
• Public and private sectors
• Vulnerable populations “atrisk”
• Neighboring nations
• Regional partners
Whole of Society Approach
National Government
• Provide leadership and
coordination to multi-sectoral
resources
• Provide leadership for
communication and overall
coordination efforts
• Individual country
considerations (i.e., restriction
of travel within national borders)
Health Sector
• Take actions to reduce health
consequences
• Provide critical epidemiological,
clinical and virological information
• Take into account WHO guidance
and information when issuing
health alerts and international
travel advisories
• Regularly update the public on
what is known and unknown
• Raise awareness about risk and
potential consequences
Non-Health Sectors
• Provide essential operations
and services to mitigate health,
economic and social impacts
• Develop guidance and
implement actions needed
• Liaise with the government and
health sector
• Act as a force multiplier to
improve capacity to respond
• Assist with raising awareness
Communities and
Families
• Take actions needed to minimize
the effects of a pandemic on
families and individuals
• Help reduce the spread of
infectious diseases through
social distancing measures
Planning / Coordination / Communication
At the Heart…
• High level of political commitment
• Broader engagement
– Government departments (e.g., agricultural, military/defense,
labor, education, transport, trade and commerce, judiciary)
– Private sector / civil society (e.g., industry, nongovernmental organizations)
– Community, family and individuals
• Improved coordination through partnerships among
public, veterinary, and ecosystem health agents
At the Heart (cont’d)
• Coordinated strategy for disaster
management / response / readiness
– Continuity planning
– Critical interdependencies
– Consideration of existing resources as well as
unmet resource needs
• Joint preparedness / planning at all
levels
• Communication
– Consistent, accurate, and structured messaging
• Emphasis on flexibility and adaptability
Critical Interdependencies
• Critical goods and services
– Providers of essential services (e.g.
water and energy)
– Interdependencies with each
• Sudden and significant shortages
of personnel
• Complex interdependencies of the health care sector
and other sectors
• Regional response networks
• Supply chain / distribution disruptions
– What are the likely points of failure?
Source: WHO
Why Planning Beyond Health?
• No single agency or organization can prepare for a
pandemic or natural disaster on its own
• Need for improved preparedness
and prevention strategies
• Strengthen resilience to other types of disasters
• Reduce the social and economic impacts
Looking at the “How”
Principles and Goals to Achieving a
Whole of Society Approach
Principles
• Enable consolidation of collaborative work
• Ensure more coherent, complementary actions
among the different governing bodies
• Work together to improve and enhance the disaster
management response framework
• Harmonize and complement each sector
Principles (cont’d)
• Develop a coordinated strategy for response and
readiness, respecting laws and plans already in place
• Clarify roles, responsibilities, and gaps
• Ensure that the framework remains accurate,
relevant, and flexible
• Nationally-owned strategies that tackle multi-sector
problems
– Supported by all actors (avoid incoherency and duplication)
Questions to Consider…
• How would you most effectively engage the whole
community in disaster management?
• How would you solicit creative assistance in
broadening the disaster management team to include
new partners and develop innovative solutions?
• What examples, practices, strategies can you share?
• How would you assess and analyze your
preparedness status?
– Opportunities for benchmarking and comparison regionally
• How else might you continue to refine the whole of
society approach?
A Roadmap of Goals…
• Establish an effective coordination mechanism
– National committee with rotational chairmanship
– National taskforces or committees
• Technical sub-groups
• Crisis management subcommittee
– Include representatives from Ministries (Emergency
Situations, Health, Interior, Labor, Agricultural), Military, and
the animal and public sectors
• Commitment of subject matter experts
• Draw from the experience of its members
• Leverage resources
• Develop disaster resistant communities
Goals (cont’d)
• Reshape planning and multi-sector preparedness
– Emphasizing the wider scope of maintaining business
continuity operations
– Identification of essential sectors in supporting the relevant
authorities
– Development of Business Continuity Plans for each critical
sector
– Additional attention to the need for effective and harmonized
public communications
Goals (cont’d)
• Identify personnel, supplies and equipment vital to
maintain essential functions
– Determine the ability of your organization to continue
operations for an extended period of time
– Mitigate disruptions of critical infrastructure services
and/or supplies
• Development of realistic capabilities
• Models / Tools
• Strengthen partnerships / interagency agreements /
cross-border agreements
Roadmap Components
Six Major Components
Reviewing
and Updating
Validating
Capabilities
Planning to
Deliver
Capabilities
Identifying
and
Assessing
Risk
Estimating
Capability
Requirements
Building and
Sustaining
Capabilities
 Identifying and assessing
risk
 Estimating capability
requirements
 Building and sustaining
capabilities
 Planning to deliver
capabilities
 Validating capabilities
 Reviewing and updating
Outcomes…
• Advancing a culture within the emergency
management community that produces tangible
benefits for the whole society
– Political mandate
– Executive order(s) or parliamentary decision(s)
– Strengthen laws, decrees and regulations
• Providing strong leadership and a coordinated,
effective and efficient disaster preparedness and
national response
– Leading the way
– Learning from past experiences
Outcomes (cont’d)
Provides planners and managers with insights and a
framework that can shape a range of critical decisions
• Such decisions—which can be made in advance of
disasters— include
– Improving prioritization of resources and investments
– Managing new and unfamiliar risks
– Understanding emerging legal and regulatory hurdles
– Shaping and increasing society-wide knowledge and the
adoption of protective behaviors
– Forging new partnerships
Outcomes (cont’d)
• Provides a platform for the importance of public
education
– Raising awareness
• Identification and refinement of needs
– Aligning strategies and planning efforts
• Building a shared sense of direction / response
– Setting a positive trajectory for your community in meeting
immediate and future needs
Outcomes (cont’d)
• Improves resilience / vulnerability reduction
– Strengthens planning and prevention processes to
anticipate and manage shock events
– Increases surveillance / enhances early warning
– Builds a culture of safety and resilience
– Develops an updated policy framework for disaster
management / all hazards approach
Model of a Governance Structure
Minister(s)
Senior Officials
Preparedness
Working Group
Prevention /
Mitigation
Working Group
Response
Working Group
Recovery
Working Group
Horizontal & Other
Working Groups
Sub Groups
From Model to Disaster Management
Questions
Questions?
Thank you!
“Building a culture of prevention is not easy.
While the costs of prevention have to be paid
in the present, its benefits lie in a distant future.
Moreover, the benefits are not tangible;
they are the disasters that did NOT happen.”
Kofi Annan, 1999
Contact Information
Sharon I. Peyus
(Former) Director
National Incident Response Unit
[email protected]
(202) 732-0331
Robert C. Hutchinson
Assistant Special Agent in Charge
Homeland Security Investigations
[email protected]
(305) 597-6034
References
• Economic Commission for Latin America and the Caribbean and Pan American Health
Organization (2010), Evaluación preliminar del impacto en México de la influenza AH1N1.
Economic Commission for Latin America and the Caribbean, Mexico City.
• Emergency Management Framework for Canada, (Second Edition) January 2011.
• Natural Hazards, UnNatural Disasters: The Economics of Effective Prevention, The World
Bank and The United Nations, November 11, 2010
• Pandemic Influenza Preparedness and Response, A WHO Guidance Document, 2009.
• Presidential Policy Directive PPD/8 National Preparedness, March 30, 2011. Available at
http://www.fema.gov/ppd8.
• Structure and organization, Well Prepared National Society, Self-Assessment, 2002-2004.
Available at www.ifrc.org/Global/Publications/disasters/lr-wpns-whole.pdf.
• The Economics of Natural Disasters: Concepts and Methods, Policy Research Working
Paper #5507, The World Bank, December 2010
• Towards a Safer World, Practical Approaches to Advance Disaster Preparedness, Beyond
Pandemics: A Whole of Society Approach to Disaster Preparedness, September 2011.
Available at www.towardsasaferworld.org.
• Whole of Society Pandemic Readiness, WHO (Geneva, May 2009).
• Workshop Report: United Nations System Workshop on Avian and Pandemic Influenza,
United Nations Influenza Coordination (UNSIC) Asia Pacific Hub, (Bangkok, Thailand,
January 27-29 , 2010).
• www.flu.gov.