Q 2: Discuss how the new roles being adopted by emergency managers can be used to encourage sustainable recovery? Provide some specific example. Describe at least one example where new roles may hinder sustainable recovery?
Disaster can be said to as any occurrence that may cause damage or loss or fall health or ecological it has very bad effect on business. there are two kinds of disasters. One is created by the man like technological and industrial and others are natural disasters like environmental etc. It is important for managers to have an emergency plan for recovering from these disasters in their business. In which they must plan for recovery of disasters. Emergency managers must think proactively about these kinds of problems because disaster recovery planning’ helps to anticipate and address as well as lessen the effects (Awotona, 2012).
Now there are two main roles that managers can adopt these are emergency response plan and the business continuity plan. In the emergency response plan, the managers are responsible for internal warning system as well as contact information for employees. The provide first aid kit and emergency supplies. Whereas in the business continuity plan, there are essential functions, in which there is a support for hazard assessment. Managers are responsible for delegating authority. There are responsible for communicating the plan. They provide facilities and equipment. Managers have vital record and data. Managers have insurance and essential personal (Haddow, Bullock, & Coppola, 2013).
The emergency response plan only deals with the instant response to the accidents whereas the business continuity plan deals with the both the short and long-term immediate response for continuing the performance of business. In the emergency management cycle, there are four stages. The first stage is prevention and preparedness in which the managers help to avoid the hazards impact or to lessen their impact whereas, in the preparedness, the managers anticipate the Responses that are needed at the occurrence of that event (Mitra & Datta, 2013).
In the response stage, the managers help to identify the immediate steps so that they can respond to the event and in the recovery stage, the managers help in restarting the business process in long as well as short-term e.g. In the prevention stage managers prevent a disaster like proving safety procedures and smoke detectors or insurance facility. In the preparedness, they start communication plan as well as training provides for becoming prepared. Then in the response stage, managers set procedures to save lives and property then in the recovery stage managers assess damage and operate critical business function (OECD, 2011).
These tools are necessary to take and have a plan because a small business which experiences any disaster do not open their doors so the business continuity plan will help in recovering the business so that they can protect facilities or equipment and assets. The managers can help in recovering sustainable disasters recovery in other facilitators. These are self-reliance and self-determination. Managers can help through leveraging resources (Rubin, 2012).
Managers can help through a commitment to the disaster resilience .managers can help through assessing the state and federal capability and commitment to sustainability disasters. Managers can help through building capacity approaches .managers can help through taking help from the multi-party recovery committees. Managers can help through identifying local needs. Managers can also help through developing flexible programs. Managers can take proactive approaches by using the pre and post-disaster recovery planning (Thomas, Phillips, Lovekamp, & Fothergill, 2013).
Many factors may hinder sustainability program. One can be the program flexibility because the most difficult phase is the getting started and if the program did not take the first step of getting started, the program never begins. So the program should be the flexible enough that it can be started anytime and cover all the aspects of the recovery program (Mitra & Datta, 2013).
Q 4: What do you believe to be the primary impediment to sustainable disaster recovery and why? Explain your answer using a specific example?
There are the following hindrances to the sustainable disaster recovery program as well. The first one could be viewing the disaster recovery programs as and entitlement because it may be costly or may take more budgets for preparation. The second factor could be the over-reliance on disaster programs that could result more vulnerable communities in the sense of moral hazards (Awotona, 2012).
The next step could be narrowly defined recovery programs in which the concepts of the recovery program are not clear. people may oppose it because of not knowing how it actually helps and they start to discourage it rather than encouraging it. Low capability and commitment from the managers as well as from the local government because it is considered to as the costly method and may take little extra time and effort so government oppose it rather than putting little extra time and effort.
Lack of federal and state and local recovery planning’s .the disaster recovery plan may be needed at every step from business to the country because of different hazards and their effects at different stages so commitment from everyone is needed, starting from people so that they can provide funds as well as the planning’s from federal , state and local governments. So planning’s must be made from these all of them. Corruption may also be the reason for hindering the sustainable disaster recovery (Thomas, Phillips, Lovekamp, & Fothergill, 2013).
The government may take and collect their funds but never give them to the people or spent on recovery programs rather they use it for their personal use. Structural continuities may also be the reason for the hindrance of the sustainable disaster recovery programs. these all the factors that may be the hindrance in sustainable recovery programs and must be tried to remove this hindrance so that country can recover from disasters (Awotona, 2012).
To conclude, one should take the example of Japan that how fast and easily it recovered from the natural hazardous caused by the natural disasters and how fast it recovered through affecting plantings and with the help of all the people as well as the government. There can also be the other factors that may contribute in the hindrance of recovery planning like social, economic and psychological factors which may be challenging and become the impediment to sustainable disaster recovery.
Awotona, A. (2012). Rebuilding Sustainable Communities with Vulnerable Populations after the Cameras Have Gone: A Worldwide Study. Cambridge Scholars Publishing.
Haddow, G., Bullock, J., & Coppola, D. P. (2013). Introduction to Emergency Management. Butterworth-Heinemann.
Mitra, S., & Datta, P. P. (2013, Feburary). A Survey of Sustainable Supply Chain Management Practices in Indian. Retrieved April 30, 2015, from facultylive.iimcal.ac.in: https://facultylive.iimcal.ac.in/sites/facultylive.iimcal.ac.in/files/WPS%20723_0.pdf
OECD. (2011). Better Policies OECD Perspectives: Spain, Policies for a Sustainable Recovery. OECD Publishing.
Rubin, C. B. (2012). Emergency Management: The American Experience 1900-2010, Second Edition. CRC Press.
Thomas, D. S., Phillips, B. D., Lovekamp, W. E., & Fothergill, A. (2013). Social Vulnerability to Disasters, Second Edition. CRC Press.