Success does not consist in never making mistakes but in
never making the same one a second time.
G. B. Shaw
Nature works and behaves according to some rules that have not changed. If
previous conditions that gave rise to disasters are repeated (same mistakes, similar
type of construction, same place, with the possibility of similar risk hazards, etc), it
would be surprising if history does not just repeat itself with similar disasters. This
chapter presents a risk management framework to address the multiple goals of
disaster risk reduction in order to be coherent with the planning of social and
economic development, providing a design concept for the development of risk
management policies. The legal basis for risk reduction policies is critical for
transparent decision-making and allocating public funding for disaster mitigation.
Risk management actually takes place on three different levels: (1) before the
disaster – planning, drills and communication (2) during the event – communication,
operations associated with the operation of existing systems (3) after the disaster –
assessment and reconstruction and lessons learnt for starting all over. On a general
note, however, after a disaster, a priority list is established for rehabilitation works
and reconstruction. Most infrastructure networks (such as roads, water, electricity,
telephones, etc) should be in working condition as soon as possible. Given the
provisional nature of the repairs, it should be carried out again, some other time –
when there is more money – in the future.
12.1 Introduction
Uncontrollable events occur every day. Sometimes, they produce negative or
unwanted effects, be it in the form of a risk to the individual, as an injury or sickness,
or to the community, as with climatic changes, natural disasters, etc. For long, these
risks have been considered as probably inevitable. However, the advent of modern
technology has probably given some wrong sense of power. It is difficult to control
nature. As human development tries to control, influence or isolate ourselves from
nature, there is an increasing perception in society that risk can be eliminated.
Therefore, if anything goes wrong, there should be someone to blame. This may
be true: ourselves, for believing this.
It is useful to remember that risk is a complex concept: it is the product of the
probability that an event (usually something wrong or unwanted) will occur and the
(negative) effect it will generate, if it does occur. Generally, risk mitigation within
the infrastructure sector is concerned with reducing to a minimum both components
(the probability and the negative effect), due regard given to the effort required with
respect to cost-effectiveness.
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12 Disaster Recovery and Management
never making the same one a second time.
G. B. Shaw
Nature works and behaves according to some rules that have not changed. If
previous conditions that gave rise to disasters are repeated (same mistakes, similar
type of construction, same place, with the possibility of similar risk hazards, etc), it
would be surprising if history does not just repeat itself with similar disasters. This
chapter presents a risk management framework to address the multiple goals of
disaster risk reduction in order to be coherent with the planning of social and
economic development, providing a design concept for the development of risk
management policies. The legal basis for risk reduction policies is critical for
transparent decision-making and allocating public funding for disaster mitigation.
Risk management actually takes place on three different levels: (1) before the
disaster – planning, drills and communication (2) during the event – communication,
operations associated with the operation of existing systems (3) after the disaster –
assessment and reconstruction and lessons learnt for starting all over. On a general
note, however, after a disaster, a priority list is established for rehabilitation works
and reconstruction. Most infrastructure networks (such as roads, water, electricity,
telephones, etc) should be in working condition as soon as possible. Given the
provisional nature of the repairs, it should be carried out again, some other time –
when there is more money – in the future.
12.1 Introduction
Uncontrollable events occur every day. Sometimes, they produce negative or
unwanted effects, be it in the form of a risk to the individual, as an injury or sickness,
or to the community, as with climatic changes, natural disasters, etc. For long, these
risks have been considered as probably inevitable. However, the advent of modern
technology has probably given some wrong sense of power. It is difficult to control
nature. As human development tries to control, influence or isolate ourselves from
nature, there is an increasing perception in society that risk can be eliminated.
Therefore, if anything goes wrong, there should be someone to blame. This may
be true: ourselves, for believing this.
It is useful to remember that risk is a complex concept: it is the product of the
probability that an event (usually something wrong or unwanted) will occur and the
(negative) effect it will generate, if it does occur. Generally, risk mitigation within
the infrastructure sector is concerned with reducing to a minimum both components
(the probability and the negative effect), due regard given to the effort required with
respect to cost-effectiveness.
334
12 Disaster Recovery and Management