بحث وتدريب عند الدكتور نائل المؤمني (دولية)

[kaser42]

الاخوة الاعزاء
لماذا لا يتم مراسلة دكتورة المادة وابلاغة بما تجدون من ندرة مواضيع الاعمال الدوية في المصادر المطروحة
تحياتي

[kaser42]

الاخو الزملاء وش يقصد الدكتور بي

الحد الأعلى للبحث 15 صفحه بواقع تلخيص صفحتين على الاقل عن كل مقالة يتضمن الأمور التالية:

o تحديد مشكلة البحث

o تحديد فروض البحث وهل كانت حقيقة ام غير واقعية

o ماهية العينة وكيف تم اختيارها

o ماهية المنهجية المستخدمة في البحث( وصفي, مسحي، حقلي أو غيرها)

o ما هي طريقة جمع المعلومات

o ما هي نقاط القوة والضعف في البحث

o ما هي الاقتراحات لتطوير البحث

[ول ول]

المشاركة الأصلية كتبت بواسطة kaser42 الاخو الزملاء وش يقصد الدكتور بي الحد الأعلى للبحث 15 صفحه بواقع تلخيص صفحتين على الاقل عن كل مقالة يتضمن الأمور التالية: o تحديد مشكلة البحث o تحديد فروض البحث وهل كانت حقيقة ام غير واقعية o ماهية العينة وكيف تم اختيارها o ماهية المنهجية المستخدمة في البحث( وصفي, مسحي، حقلي أو غيرها) o ما هي طريقة جمع المعلومات o ما هي نقاط القوة والضعف في البحث o ما هي الاقتراحات لتطوير البحث

هذي يالطيب انت اللي تكتبها بأسلوبك من خلال كتاب طريقة البحث العلمي ورؤيتك وفقرة العينة خلك منها لان موضوعنا ليس باستبيان او مقابلة وانما منهج وثائقي

وبحدود صفحتين تكتب رؤيتك
اتمنى اني افدتك

[abo_yara]

http://docs.google.com/viewer?a=v&q=...4cJEaa9gxX9-xw

[abo_yara]


2005 SHRM®Research Quarterly

Crisis Management
in Today’s Business
Environment:
HR’s Strategic Role
By Nancy R. Lockwood, SPHR, GPHR
HR Content Expert
SHRM Research
Crisis Management in Today’s Business Environment: HR’s Strategic Role
2005 SHRM® Research Quarterly

2
Introduction
“A commitment to planning today will help support
employees, customers, the community, the local
economy and even the country. It also protects your
business investment and gives your company a better
chance for survival.”1
Never before has crisis management been more
important. As recent events have shown, the business
community, as well as communities at large, is
vulnerable to disruptions that can be extremely costly.
Examples of recent crises that resulted in lost
lives, displaced families and communities, shutdown
businesses and damaged economy are hurricanes
Rita and Katrina, the London bombings, the South
Asia tsunami, the Northeast blackout and the
September 11 terrorist attacks. Other serious events,
such as financial failure from poor business management,
workplace violence, fires, cybercrime, computer
viruses, product tampering or union strikes, can also
lead to substantial damage and loss.
The SHRM 2005 Disaster Preparedness Survey
Report indicates that as a result of the September
11 terrorist attacks 56% of organizations created or
revised their disaster preparedness plans but 45%
of organizations did not.2 In view of today’s risk environment,
these findings are cause for concern.
Companies continue to think “it will not happen
here” (see Figure 1).
Defining Crisis Management and HR’s Role
Crisis management is broadly defined as an organization’s
preestablished activities and guidelines for
preparing and responding to significant catastrophic
events or incidents (i.e., fires, earthquakes, severe
storms, workplace violence, kidnappings, bomb
threats, acts of terrorism, etc.) in a safe and effective
manner. A successful crisis management plan
incorporates organizational programs such as emergency
response, disaster recovery, risk management,
communications and business continuity,
among others.3 In addition, crisis management is
about developing an organization’s capability to
react flexibly and thus be able to make the prompt
and necessary decisions when a crisis happens. If
an organization prepares for the “worst-case scenario,”
then it can handle other situations as well.
Teamwork and rehearsal are also critical success
factors.4
Through crisis management planning, organizations
can be better prepared to handle unforeseen events
that may cause serious or irreparable damage.
Traditionally, HR has not been funded or designed to
organize or oversee safety and security initiatives.
However, regardless of the organization size, HR
leaders today have a strategic role and responsibility
to ensure their organizations are aware of the
human side of a crisis and plan ahead to help minimize
its effects.5 To be most effective, HR leaders
work collaboratively with top-down commitment to
develop enterprise-wide solutions. As emphasized
by HR management gurus Ulrich and Brockbank,
“as change agents, HR strategic partners diagnose
organization problems…help set an agenda for the
future and create plans for making things happen.”6
Leading the discussion about the future of the organization’s
workforce is an obvious way for HR to contribute
to both crisis management and long-range
strategic planning. Scenario planning, for example,
is a strategy that companies are utilizing to help
plan for unexpected events. While HR professionals
cannot predict the future, they can help their organizations
prepare for it through identifying the most
critical issues that could influence the workforce in
the years to come.7
Abstract
Today’s business environment requires a robust, enterprise-wide plan to deal with unexpected crises.
Company reputation and brand, as well as the trust and loyalty of stakeholders, are all critical factors in the
background of crisis management. At the helm, HR leaders play a strategic role in organizational sustainability
to contribute tangible deliverables through advance preparation, including safety and security initiatives,
leadership development, talent management and solid communication plans to support crisis management.
Figure 1 Five Reasons Managers and Organizations Fail to Properly Protect Core Assets
1) Denying that it can happen: “It cannot happen here” attitude.
2) Being reluctant to make crisis preparedness a priority: Competing priorities are allowed to subvert efforts at vital
preparedness.
3) Remaining unaware of risks inherent to the business: Without a comprehensive foreseeable risk analysis conducted
throughout the company’s operations, the full range of risks is not highlighted.
4) Ignoring warning signs: Organizations often fail to critically analyze their own histories or the disaster experiences of
others in their industry or locale.
5) Relying on weak, untested plans: Unless your crisis plan has been thoroughly constructed and tested, it will not
effectively protect your organization in a real crisis.
Source: Blythe, B. T. (2004, July). The human side of crisis management. Occupational Hazards, www.cmiatl.com.
To be included as a strategic partner in crisis management,
it is also important that HR professionals
understand the “lingo” of crisis management.
For example, the term “business continuity” refers
to both the short- and long-term sustainability of
an organization. Through crisis management, HR
has the opportunity to demonstrate intangible values
in the organization with real “deliverables”
(e.g., crisis management/communication plans,
crisis resources, safety and security training, talent
management and succession planning). In
partnership with other organizational leaders, HR
can develop an infrastructure for crisis management
of the company’s human capital—based on
the organizational culture, capabilities and need—
and thus provide supportive leadership before, during
and after a crisis.8
The Business Case: Cost or Survival
As noted in the SHRM 2004-2005 Workplace
Forecast, there is an increased focus on domestic
safety and security and concern for global security.9
With the aftermath of Hurricane Katrina, the business
case for crisis management has become all
too clear: sustainability of every aspect of the workplace—
including people, company reputation and
the economy.
Challenges
The business case comes with challenges.
Organizations may be reluctant to provide the
essentials—that is, total commitment by the CEO
and the board (in the short and long term), allocated
resources and, ultimately, ownership by every
employee. Also, changes in management practices
have resulted in organizations having little
resilience to cope with emergencies or emerging
threats due to flatter organizations, reduced headcounts,
smaller financial savings and less ability to
absorb the impact of disruptions.10
The Human Side of Crisis
One of the errors in crisis management planning is
the tendency to focus on systems, operations,
infrastructure and public relations, with people last
on the list. Organizations need to pay greater
attention to the impact of critical events on
employees, their families and the community.
Business recovery cannot occur without employees.
HR plays a strategic role in promoting trustful
and prepared leadership throughout the organization
to help reassure employees of their safety.
The Ethical and Legal Balance
Organizations have a moral and legal duty to safeguard
their employees and the integrity of their
business. The Occupational Safety and Health Act
(OSHA) requires that employers furnish employees
with a place of employment free from recognized
hazards likely to cause death or serious physical
harm.11 Further, it makes good business sense to
include crisis management as an integral part of
corporate governance. The board, for example, has
an obligation to ensure the organization is adhering
to solid management principles.12
Reputation: Key to Sustainability
Corporate reputation is a valuable asset. However,
public perception of risk presents a constant
threat to an organization’s reputation. In the case
of a poorly handled crisis, it may take years to reestablish
a company’s reputation. To maintain
stakeholder loyalty, reputation is a key component
of a crisis management plan.13 Further, intellectual
capital, such as reputation and brand, has value
on the organizational balance sheet. For example,
research shows that intangible assets account for
about 53% of the value of Fortune 500 corporations.
14
Economy
Business is a stronghold in the U.S. economy.
More than 99% of organizations with employees,
for example, are small businesses, employing 50%
of all private sector workers and providing almost
45% of the nation’s payroll. Thus, the commitment
to crisis planning today is key to supporting
employees, customers and the community in the
local, regional and national economy.15
Crisis Leadership: Who Is in Charge?
There is a growing interest in the connection
between the importance of leadership and crisis
management. According to Harvard Business
School professor Daniel Goleman, leaders with
emotional intelligence competencies (such as
empathy, self-awareness, persuasion, teamwork
skills and the ability to manage relationships) are
effective leaders. Such skills would be important
in crisis management.16
During a crisis, one of the roles of a leader is to
create and sustain the organization’s credibility
and trust among crisis stakeholders (e.g., management,
employees, customers, suppliers, partners,
communities, investors, media, government,
special interest groups). Depending on the crisis
situation, a leader’s goal is to assist the organization
in returning to productivity. Overall, it is important
to protect and sustain the organization’s
reputation, brand and value in the marketplace.17
Thus, one of HR’s strategic roles is to focus on
leadership qualities, such as strategic thinking,
communication, empowerment, trust and integrity,
when considering succession planning for crisis
management.
Crisis Management in Today’s Business Environment: HR’s Strategic Role 3


2005 SHRM® Research Quarterly
4 Crisis Management in Today’s Business Environment: HR’s Strategic Role
Crisis management, when handled well, safeguards
the reputation of the organization, which can have a
long-term impact on sales and profits. Further, one
of the most important aspects of crisis management
is a good communication strategy (how quickly
the organization will respond and what the message
will be). For example, it may be the CEO who sends
the message of personal involvement, honesty and
compassion.18 One of the most positive and successful
examples cited as the corporate standard
for excellence regarding crisis management is that
of Johnson & Johnson during the Tylenol crisis in
the early 1980s. Strong leadership and corporate
values made the difference with clear communication
to the company workforce and the public, and
this helped the company through a difficult time.
Today, Tylenol is one of the top-selling over-thecounter
drugs in the United States.19
Strategic Crisis Management Planning
A crisis—planned or unplanned—can be strategically
managed more effectively if an organization does
its “homework” for crisis management (see Figure
2). One of the key factors of a proactive organization
is its ability and obligation to assume responsibility
for its acts.20 Yet while many companies plan
for their financial growth and success, many do not
take productive steps in advance to deal with a crisis.
Considering possible scenarios and how best to
prevent, prepare and provide interventions allows an
organization to become better prepared to handle a
crisis.21 Scenario planning, as a strategy for crisis
management, provides a mechanism to think
through the different ways these scenarios could
develop and the best business response.22
According to the SHRM 2005 Disaster Preparedness
Survey Report, 65% of HR professionals
believe that their organizations are well or very
well prepared for a crisis or disaster, in contrast to
the perceptions of employees, only 50% of whom
think their organizations are well or very well prepared.
Eighty-five percent of HR professionals indicate
their organizations have some form of a
formal disaster preparedness plan, and 15% do
not. The findings show that large (500 or more
employees) and medium (100-499 employees)
organizations are more likely than small organizations
(1-99 employees) to offer formal disaster
preparedness plans.23
The first step of strategic crisis management is
the establishment of a crisis management team.
Figure 3 lists the recommended players of such a
team. HR has an integral role on the crisis management
team, such as addressing issues that
may affect employees and their families as well as
having the required talent and succession plans in
place to ensure that the necessary work of the
organization can continue.
2005 SHRM® Research Quarterly

Figure 2
Four Steps in the
Planning Process
Step 1: Establish a Planning Team
– Provide broad perspective on the issues.
– Establish a schedule and a budget.
Step 2: Analyze Capabilities and Hazards
– Meet with outside groups (governmental
agencies, community organizations and utilities).
– Identify applicable federal, state and local
regulations (e.g., OSHA, fire codes).
– Identify internal and external resources and
capabilities.
– Estimate probability and potential impact.
Step 3: Develop the Plan
– Develop emergency response procedures.
– Identify challenges and prioritize activities.
– Establish a training schedule.
Step 4: Implement the Plan
– Integrate the plan into company operations.
Source: Adapted from the Emergency Management Guide for
Business and Industry: A Step-by-Step Approach of Emergency
Planning, Response and Recovery for Companies of All Sizes, FEMA
141 (1993, October), www.fema.gov.
Figure 3 The Crisis Management Team
1) Team Leader—a senior executive who can make decisions on behalf of the organization.
2) Security Director—responsible for facilitating plan development, training employees, establishing a crisis center;
serves as the primary information officer.
3) Finance Director—assesses the financial implications of each type of disaster covered by the plan, arranges for
required funds to be available in an emergency, oversees disbursement of funds and maintains records of cost of
crisis for the company.
4) Legal Counsel—advises the team on possible legal implications of recommended actions.
5) Media Spokesperson—conveys important details without disclosing proprietary information, compromising employee
privacy or confounding investigative efforts.
6) HR Director—has access to personnel records, helps the information officers reach affected individuals and their
families and works to resolve the human issues created by the crisis.
7) Security Specialist—an expert on various contingency planning issues, usually from outside of the organization,
who helps educate the team about options for handling various types of crises, advises the team during the crisis
event and helps conduct the debriefing afterward.
Source: Robinson, C. (2005). Preparing for the unexpected: Teamwork for troubled times. The Journal for Quality and Participation.
Crisis Management in Today’s Business Environment: HR’s Strategic Role
Information gathering is a key part of strategic crisis
management planning. By utilizing a risk reporting
process such as SWOT (an analysis that identifies
strengths, weaknesses, opportunities and threats),
organizations can begin to make better informed
decisions, improve communication of risk and build
greater management consensus.24 The following
questions are helpful as part of the risk assessment:
1) what is the impact on people; 2) how realistic
is the identified potential crisis situation; 3)
could corporate action halt or moderate the crisis;
4) does the policy stand up to public scrutiny; 5)
are the resources to act available; 6) is the will to
act present; and 7) what would be the effect of
inaction?25
The crisis management team also develops the contingency
recovery plan.26 This is a living document
that must be kept current. Within the plan, it is
essential there be a clear chain of command established
in advance of a crisis. The plan should be
written to address the “worst-case scenario,” such
as total inaccessibility to the normal workplace and
the inability to rely upon and use the organization’s
resources and infrastructure for an extended period
of time. It is recommended the cross-functional crisis
management team meet every six months to
discuss potential crises and how to respond to
them.27
Some small- to medium-sized firms, however, may
not have the staffing and resources needed for crisis
management planning. Thus, they may need to
consider various options, such as accessing their
chambers of commerce and/or professional associations
for assistance. They may also look to their
commercial insurance carriers’ safety and loss control
professionals for additional support.
Outsourcing is another option. For example, one
alternative is to partner with a crisis management
consultant that can lead the process. In essence,
working with a vendor is a form of outsourcing. In
theory, the advantages of outsourcing are saving
money on ongoing expenditures and avoiding capital
outlay.28 However, the very nature of crisis management
requires an organization to tailor the plan to fit
its unique culture and needs. Thus, 100% outsourcing
may not be the most practicable avenue, as the
vendor would need to obtain a significant amount of
information from the organization to develop an
effective crisis management plan. Ultimately, the
organization’s management is responsible for crisis
management.
Finally, research indicates that crisis management
budgets are severely underfunded. However, the
emergency operations plan (EOP), developed by the
crisis management team, can be strengthened at a
very low cost. For example, organizations should
establish relationships with infrastructure providers
(e.g., telecom, local fire and police, utility companies),
community organizations and governmental
agencies. Often, crisis management information is
available for free from such agencies.29
HR’s Strategic Leadership Role
As a result of a crisis, corporations may lose workers,
along with key talent and organizational knowledge,
from low morale, fear, physical relocation or
death. As seen in the aftermath of Hurricane
Katrina, workforce issues tend to rapidly escalate
from a crisis. One of the critical roles of HR is to
help the organization develop recovery plans.
These strategies should address the safety, health
and welfare of employees before, during and after
an emergency. Crisis preparedness, response and
recovery are essential to help people begin to
recover. Helping employees achieve a sense of
normalcy is also an important factor in addressing
the “human side of a crisis.”30
Research shows that increasingly HR has a strategic
role in crisis management. According to the
SHRM 2005 Disaster Preparedness Survey Report,
HR professionals frequently have a part in developing
their organizations’ disaster preparedness
plans. Nearly one-third (31%) state that HR forms
disaster preparedness plans and procedures with
equal input from other departments, 29% advise
other departments that are primarily responsible for
these plans and procedures, and 18% are primarily
responsible for developing all disaster preparedness
plans and procedures. However, 22% of respondents
indicate they do not have a role in developing
their organizations’ preparedness plans.31
For organizations without a plan, the analysis phase
can reveal risks that are not managed effectively.
Such conclusions may then prompt the organization
to develop effective prevention activities, while in
turn contributing to an overall safer work environment
and/or processes. To forward crisis management
planning, HR can make the business case by
establishing a link between crisis management/
business continuity planning and the organization’s
mission, vision and values, and connecting crisis
management to the bottom line—such as achievement
of the organization’s balanced scorecard, key
performance indicators and critical success factors.
Some of the benefits of crisis management and
business continuity planning are better avoidance of
liability actions, protection of assets through risk
reduction, protection of markets by helping to
ensure supply and reputation protection, and compliance
with health and safety legislation.32 Risk
5


2005 SHRM® Research Quarterly
6 Crisis Management in Today’s Business Environment: HR’s Strategic Role
exposures, for example, are considered by
investors. Moody’s Investor Service looks at the
rigor of the risk management process and asks
questions such as whether the company’s senior
management is aware of how much it can lose
while still achieving its overall long-term financial
objectives and if the company knows its top exposures
(both measured risks and nonmeasured).33
For the sake of their stakeholders and financial wellbeing,
as well as retaining valuable human capital,
organizations cannot afford to not be prepared.
Finally, HR can help identify key personnel essential
to the recovery effort, potential places to work in the
event of a crisis and communication options. When
a crisis happens, employees want to go home immediately
to take care of their families. However,
depending on the type of organization, certain key
functions may need to be staffed. HR can take the
lead by identifying key staff roles well in advance.
For example, a hospital or a nursing home will need
staff to remain on-site—unlike an association, a
manufacturing facility or a school. Also, HR, in conjunction
with the crisis management team, should
ensure in advance that employees have contact
information of their colleagues and their manager.
HR Services: Value-Added for Crisis Management
In developing a crisis management plan, HR directly
creates value for the bottom line by being prepared
for emergencies and unexpected events with specific
strategic plans and activities. Below are recommended
strategic and practical steps regarding
crisis management planning.
HR Processes and Information
• Review policies and programs related to crisis
management.
• House HR records in another geographic location.
• Develop and maintain a list of external resources.
Safety
• Identify and “rent” emergency office space (e.g., a
commercial telemarketing center).
• Distribute fanny-pack emergency kits.
Information
• Working with employee assistance program (EAP)
professionals, educate management regarding the
phases of stress.
• Establish an online page with information about
employee benefits and other employee-related policies
and programs.
After a crisis, employees need a number of services.
From the organization, they need immediate aid
and assurance of safety, information, understanding
and ongoing support, as well as a rapid return to
productivity.34 According the SHRM 2005 Disaster
Preparedness Survey Report, some organizations
have formal policies or procedures to assist employees
in times of natural disasters or terrorist
attacks. Large-sized organizations (59%) are more
likely to have formal policies and procedures to
cover these situations than small- and mediumsized
companies (24% and 16%, respectively). Also,
the survey findings indicate that the following policies
and procedures are offered in case of emergencies:
EAPs (82%), additional unpaid leave (61%),
additional paid leave (35%), paycheck advances
(33%), leave donation programs (33%), loans (27%)
and temporary housing assistance (12%).35 In addition
to these services, HR may provide assistance
to employees by highlighting the purpose of the EAP,
transferring employees to other company locations
as needed and matching employee donations to
relief efforts.
Communication: A Key Factor in Times of Crisis
A communication plan is an essential part of crisis
management. It is a sign of the times that demands
HR to be ready to communicate—often both internally
and externally—regarding emergencies on behalf
of the organization and employees. Further, unprecedented
events such as Hurricane Katrina demonstrate
that traditional HR roles go out the window in
the interest of being flexible to find new ways to help
employees. HR may be called upon to provide
answers to the following types of questions: 1) what
information and resources are needed to deal with
the immediate emergency; 2) what the situation is in
the various locations affected; and 3) how employees
are reacting.36
During a crisis, employees and other internal stakeholders
need a convenient and easy-to-find place to
access communications from the company. The
communication channels listed in Figure 4 are
those most organizations could utilize and that
would provide the widest access. For managers and
supervisors, the company may wish to include password-
protected sections on the intranet site, such
as a database for information or discussion section
strictly for managers.37
2005 SHRM® Research Quarterly

Figure 4 Crisis Communication Channels
• Special section on company intranet home page.
• Special part of company HR help center.
• Telephone hotline for employee questions.
• Daily bulletin board postings.
• Password-protected Internet site.
• Daily e-mail updates.
Source: Adapted from Communicating with employees during times
of crisis by Hewitt Associates, 2004.
Crisis Management in Today’s Business Environment: HR’s Strategic Role
The Importance of Safety: Preparing in Advance
Employee safety has become a top priority.
According to the SHRM 2005 Job Satisfaction
Survey Report, feeling safe in the work environment
is a high contributor to overall job satisfaction.
Specifically, 85% of HR professionals and 82% of
employees note that feeling safe is either important
or very important. From the employee perspective,
62% of women state that feeling safe is the third
most important job satisfaction factor.38 Further,
research indicates that safety executives identify
management visibility and leadership, accountability
at all levels of the organization and open sharing of
knowledge and information as the best strategies
for developing a truly effective and sustainable safety
culture in their organizations.39
In partnering with security professionals or heading
up safety and security, HR must play a role that will
increasingly involve developing, promoting and training
for emergencies. Research shows that some
organizations are putting training front and center in
case of a crisis. The SHRM 2005 Disaster
Preparedness Survey Report notes that 91% of HR
professionals whose companies offer crisis
response training have specifically tasked employees
with the role of crisis leadership. The findings
show that 64% of employees in leadership roles
have received training in organization-specific disaster
response plans (see Figure 5). In addition, HR
professionals whose organizations designate
employees with leadership roles indicate that 39%
are employees with this role in their job deion
and 25% are employees who have volunteered.40
Evacuation plans are also a critical element of a crisis
management plan. Organizations should include
all people in that plan, with specific attention paid
to employees with disabilities, as well as visitors,
customers, subcontractors and vendors on site.
According to the SHRM 2005 Disaster Preparedness
Survey Report, 60% of companies have specific
guidelines or equipment in place to assist in the
evacuation of people with disabilities in the event of
a disaster.41
Studies Focus on Crisis Management
The cost of a crisis continues long after it has
ended for employees, their families, the community
and the organization. Further, there are bottom-line
implications in terms of the organization’s reputation
and the perceived value of the business. The
7


2005 SHRM® Research Quarterly
Figure 5 Types of Crisis Response Training Employees Receive
Source: SHRM 2005 Disaster Preparedness Survey Report
CPR and/or first aid training
Fire suppression
Crisis management
Automated external defibrillator
(AED) training
Training in organization-specific
disaster response plans
Training in helping to keep
others calm in a crisis
HAZMAT (hazardous materials)
response and containment
Training in assisting persons with
disabilities during a disaster
Training in operating adaptive
escape chairs for wheelchair users
Training in dealing with hazardous materials
Other
83%
64%
47%
47%
44%
41%
39%
38%
37%
14%
3%
8 Crisis Management in Today’s Business Environment: HR’s Strategic Role
following studies offer evidence of the critical need
for thoughtful crisis management.
• Oxford University and the Sedgewick Group analyzed
the impact of catastrophes on shareholder
value. This study revealed companies that responded
well to a crisis recovered, while those that did
not effectively respond experienced a decline in
stakeholder confidence. For example, there was a
22% positive difference in stock price for the companies
that recovered from the crisis in contrast to
those that did not recover.42
• The results of a 2003 study of 400 financial executives
and risk managers at Fortune 1000 companies
revealed that 34% reported their companies
were unprepared to recover from a major disruption
to their top revenue source and 28% stated that
such a disruption would threaten their business
continuity.43
• An SHRM 2005 survey on the importance of
human capital in crisis management shows that
34% of companies indicated that employee and
people issues were a significant part of their organizations’
business continuity or disaster plans and
36% indicated that employee and people issues
were somewhat a part of these plans.44
• In 2004, following the third anniversary of the
September 11, 2001, terrorist attacks, the American
Management Association surveyed its members and
customers to learn if they were prepared to handle a
major crisis. The findings revealed that fewer U.S.
companies had crisis management plans in 2004
than in 2003: 61% of executives stated their organizations
had established crisis management plans, in
contrast with 64% in 2003. In 2004, 54% of companies
had designated crisis management teams,
compared with 62% in 2003.45
• In a survey jointly conducted by Strohl Systems and
GMP-Global Assurance, responses from all major
industry sectors (including those outside the United
States and Canada) revealed that one out of every
eight organizations had experienced decreased
insurance rates due to a comprehensive business
continuity plan. The ultimate goal of the program,
said 67%, was to “manage an interruption.” This
survey suggests that insurers are beginning to
review business continuity plans, as recommended
by the 9/11 Commission.46
These studies reveal much variation and degrees of
commitment by organizations regarding crisis management.
While some of the findings raise the
question of exactly how prepared organizations are
to effectively handle a crisis, there is also an
increasing awareness of the impact of crisis management
on the bottom line.
Safety and Security Overseas
As noted in the SHRM Special Expertise Panels
2005 Trends Report, terrorism, safety and security
top the agenda for many multinational organizations.
Today, companies with a global workforce are
paying greater attention to risk assessment, liability
and security practices. One of the places where HR
can add value is to help ensure the safety of global
employees, especially those located in unstable
countries. Specifically, this includes being aware of
developing situations, knowing where employees are
located, keeping communication lines open and having
an evacuation plan ready. Further, companies
may consider minimizing international travel and
overseas assignments.47
Multinational organizations face unique risks and
challenges, from social unrest and disease outbreaks
to military conflicts and kidnappings. To better
understand what employers are doing to
address these issues, in 2003 Watson Wyatt conducted
a survey of companies around the world
across a broad range of industries. These 37 companies
represented more than 11 million employees.
The survey results show that 70% of
companies have employees in locations considered
to be dangerous. Areas of greatest perceived risk
are Asia (81%), the Middle East (50%) and
South/Central America (46%). The survey results
reveal that in the past two years, 43% of companies
had to evacuate employees and/or family members.
Interestingly, key findings reveal that 40% of these
companies have not adopted a formal policy for
evacuation in case of security threats or healthrelated
issues. However, nearly six out of 10
employers (57%) have developed formal evacuation
policies. The survey results also show war and terrorism
as the top reasons for implementing these
policies, as well as political, social or religious
unrest. However, 82% of employers appear to be
committed to maintain their international presence
in these areas and do not plan to reduce the number
of employees in these regions in the long term.
Some employers are providing additional financial
incentives to compensate employees working in
high-risk areas.48
HR professionals can further support their global
workforce and expatriates by preparing employees
in advance and having access to resources that can
provide emergency support (see Online Resources).
In addition, orientations prior to departure for international
business travel and assignments abroad
should include a checklist of information (e.g., personal
papers, contact information, medications) to
2005 SHRM® Research Quarterly

Crisis Management in Today’s Business Environment: HR’s Strategic Role
have readily available should evacuation be necessary.
Companies can also contract with organizations
that specialize in providing international
assistance for health-related emergencies, such as
International SOS or Worldwide Assistance (part of
the Europ Assistance Group). Further, the U.S.
Department of State provides a list of high-risk
regions and recommends that U.S. citizens register
with the U.S. Department of State prior to international
travel.
In Closing
In a strategic partnership role as part of the crisis
management team, HR leaders add significant value
to the sustainability of an organization. Whatever
the term—crisis management or business continuity—
the goal is the same: to protect human capital,
safeguard company stakeholders and ensure critical
business processes in the short and long term.
Acknowledgment
The author gratefully acknowledges the kind contributions
of Gerald Brock, Manager, Internal Audit,
SHRM, and the members of the SHRM Employee
Health, Safety and Security Special Expertise Panel
(special thanks to William W. Bentley, Bonnie A.
Daniels, SPHR, GPHR, John E. Garber, M.S., CSP,
SPHR, Philip S. Deming, CPP, CFE, SPHR, Louis K.
Obdyke IV, SPHR, and Cheryl M. Way, M.A., SPHR).
Endnotes
1 U.S. Department of Homeland Security. Preparing makes
business sense. Retrieved August 10, 2005, from
www.ready.gov/business/overview.html.
2 Fegley, S., & Victor, J. (2005, October). 2005 disaster preparedness
survey report. Alexandria, VA: Society for Human
Resource Management.
3 Society for Human Resource Management. (2005).
Glossary of human resource terms. Retrieved from
www.shrm.org/hrresources/hrglossary_published.
4 Clark, J., & Harman, M. (2004, May). On crisis management
and rehearsing a plan. Risk Management, 51, 5,
40-44.
5 Blythe, B. T. (2004, July). The human side of crisis management.
Occupational Hazards, www.cmiatl.com.
6 Ulrich, D., & Brockbank, W. (2005). The HR value proposition.
Boston, MA: Harvard Business School Press.
7 Gunther, R., Seitchik, M., Parayre, R., Schuurmans, F., &
Schramm, J. (2005). 2015: Scenarios on the future of
human resource management. Alexandria, VA: Society for
Human Resource Management.
8 Deming, P. S. (2002, April). Crisis management planning: A
human resource challenge [SHRM White Paper]. Retrieved
July 13, 2005, from www.shrm.org.
9 Schramm, J., & Burke, M. E. (2004, June). SHRM 2004-
2005 workplace forecast: A strategic outlook. Alexandria, VA:
Society for Human Resource Management.
10 Sharp, J. (2003, October). In my opinion. Management
Today, 14.
11 OSH Act of 1970. Retrieved September 9, 2005, from
www.osha.gov.
12 Mitroff, I. (2005). Why some companies emerge stronger
and better from a crisis: 7 essential lessons for surviving disaster.
New York: American Management Association.
13 O’Rourke, M. (2004, April). Protecting your reputation.
Risk Management, 51, 1, 14-18.
14 Regester, M., & Larkin, J. (2005). Risk issues and crisis
management: A casebook of best practice. Sterling, VA:
Kogan Page US.
15 U.S. Department of Homeland Security. Preparing makes
business sense. Retrieved August 10, 2005, from
www.ready.gov/business/overview.html.
16 Schoenberg, A. (2005, Spring). Do crisis plans matter? A
new perspective on leading during a crisis. Public Relations
Quarterly, 50, 1, 2-7.
17 Ibid.
18 O’Rourke, M. (2004, April). Protecting your reputation.
Risk Management, 51, 1, 14-18.
9


2005 SHRM® Research Quarterly
Online Resources
2015: Future Scenarios for Human Resource
Management: www.shrm.org/trends
American Red Cross: www.redcross.org
Association of Contingency Planners:
www.acp-international.com
ASIS International: www.asisonline.org
Disaster Preparedness and Emergency Response
Association: www.disasters.org
DRI International: www.drii.org
Employee Assistance Professionals Association:
www.eap-association.com
Emergency Response Toolkit:
www.shrm.org/hrtools/toolkits
International SOS: www.internationalsos.com
SHRM 2005 Disaster Preparedness Survey Report:
www.shrm.org/surveys
The Business Continuity Institute: www.thebci.org
U.S. Department of Homeland Security: Federal
Emergency Management Agency: www.fema.gov
U.S. Department of Labor: Occupational, Safety and
Health Administration: www.osha.gov
U.S. Department of State/Travel:
http://travel.state.gov
Worldwide Assistance Services Inc.:
www.worldwideassistance.com
10 Crisis Management in Today’s Business Environment: HR’s Strategic Role
19 Hesselbein, F. (2002, Fall). Crisis management: A leadership
imperative. Leader to Leader Institute. Retrieved
August 18, 2005, from www.pfdf.org.
20 Mitroff, I. (2005). Why some companies emerge stronger
and better from a crisis: 7 essential lessons for surviving disaster.
New York: American Management Association.
21 Kash, T. J., & Darling, J. R. (1998). Crisis management:
Prevention, diagnosis and intervention. Leadership &
Organization Development Journal, 19, 4, 179+.
22 Gunther, R., Seitchik, M., Parayre, R., Schuurmans, F., &
Schramm, J. (2005). 2015: Scenarios on the future of
human resource management. Alexandria, VA: Society for
Human Resource Management.
23 Fegley, S., & Victor, J. (2005, October). 2005 disaster preparedness
survey report. Alexandria, VA: Society for Human
Resource Management.
24 Gates, S., & Hexter, E. (2005). From risk management to
risk strategy. New York: The Conference Board.
25 Regester, M., & Larkin, J. (2005). Risk issues and crisis
management: A casebook of best practice. Sterling, VA:
Kogan Page US.
26 Robinson, C. (2005). Preparing for the unexpected:
Teamwork for troubled times. The Journal for Quality and
Participation, 28, 1, 26-30.
27 Kash, T. J., & Darling, J. R. (1998). Crisis management:
Prevention, diagnosis and intervention. Leadership &
Organization Development Journal, 19, 4, 179+.
28 Weatherly, L. (2005). HR outsourcing: Reaping strategic
value for your organization. SHRM Research Quarterly, 3.
29 Wade, J. (2004, June). Establishing an EOP. Risk
Management, 51, 6, 48.
30 Blythe, B. T. (2004, July). The human side of crisis management.
Occupational Hazards, www.cmiatl.com.
31 Fegley, S., & Victor, J. (2005, October). 2005 disaster preparedness
survey report. Alexandria, VA: Society for Human
Resource Management.
32 Hiles, A. (2004). Business continuity: Best practices world
class business continuity management. Brookfield, CT:
Rothstein Associates, Inc.
33 Brancato, C. K. (2005). Enterprise risk management systems.
New York: The Conference Board.
34 Blyth, B. T. (2002, August). Everyday crisis management.
Journal of Petroleum Technology. Retrieved August 24, 2005,
from www.cmiatl.com/news_article54.html.
35 Fegley, S., & Victor, J. (2005, October). 2005 disaster preparedness
survey report. Alexandria, VA: Society for Human
Resource Management.
36 The Business Roundtable. (2005, February). Committed
to protecting America: CEO guide to security challenges.
Washington, D.C.: Author.
37 Hewitt Associates LLC. (2004, March). Communicating
with employee during times of crisis. Retrieved September
2, 2005, from www.hewitt.com.
38 Esen, E. (2005, June). SHRM job satisfaction series: 2005
job satisfaction survey report. Alexandria, VA: Society for
Human Resource Management.
39 Armstrong Whiting, M., & Bennett, C.J. (2003). Driving
toward “0”: Best practices in corporate safety and health.
New York: The Conference Board.
40 Fegley, S., & Victor, J. (2005, October). 2005 disaster preparedness
survey report. Alexandria, VA: Society for Human
Resource Management.
41 Ibid.
42 Blyth, B. T. (2002, August). Everyday crisis management.
Journal of Petroleum Technology. Retrieved August 24,
2005, from www.cmiatl.com/news_article54.html.
43 Wojcik, J. (2003, August 4). Training and testing vital
to success of cat response plans. Business Insurance, 37,
31, 22.
44 Society for Human Resource Management. (2005, July).
SHRM weekly online survey. Retrieved from www.shrm.org
/surveys.
45 American Management Association. (2004). 2004 AMA
survey: Crisis management and security issues. New York:
Author.
46 Business-continuity online. New survey highlights value of
business continuity. Retrieved September 12, 2005, from
www.business-continuity-online.com.
47 Society for Human Resource Management. (2005, May).
SHRM special expertise panels 2005 trends report.
Alexandria, VA: Author.
48 Watson Wyatt. (2003, July). Managing risks faced by expatriate
employees. Washington, D.C.: Author.
2005 SHRM® Research Quarterly

ABOUT THE AUTHOR
Nancy R. Lockwood, SPHR, GPHR, M.A., is an HR Content Expert for the Society for
Human Resource Management. Her responsibilities include identifying topics and focus
areas in need of additional human resource management research and creating HR products
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in more than 100 countries. Visit SHRM Online at www.shrm.org.
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[abo_yara]

بالتوفيق للجميع
دعواتكم لنا

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http://www.unisdr.org/

[abo_yara]

بالطبع العنوان : المقارنة لإدارة الطوارئ


Session Title: International Efforts to Improve Emergency Management عنوان الدورة : الجهود الدولية الرامية إلى تحسين إدارة الطوارئ

Time: 1 hr الوقت : 1 ساعة



Objectives: الأهداف :


Provide an overview of various international efforts to enhance the practice of emergency management تقديم لمحة عامة عن مختلف الجهود الدولية لتعزيز ممارسة إدارة الطوارئ

Describe international efforts to provide standard performance measures for the emergency management profession وصف الجهود الدولية لتوفير مقاييس الأداء القياسية لإدارة الطوارئ مهنة





Scope: النطاق :

In this session, the instructor will present an overview of several efforts that have been initiated and conducted by the greater international community of nations and nongovernmental organizations. في هذه الدورة ، المدرب الحالي فإن نظرة عامة على عدة جهود التي شرع فيها والتي أجرتها دولي أكبر مجتمع من الأمم المتحدة والمنظمات غير الحكومية. These efforts have each focused on the improvement and expansion of the successful practice of emergency management systems as they exist and operate in all nations. وركزت كل هذه الجهود على تحسين وتوسيع الممارسة الناجحة لنظم إدارة الطوارئ كما أنها موجودة وتعمل في جميع الدول. The instructor will also address the topic of emergency management standards, and provide examples of various emergency management standardization efforts that are currently underway in the United States and elsewhere in the world. مدرب وسوف تتناول أيضا موضوع معايير إدارة الطوارئ ، وتقديم أمثلة من مختلف الإدارة توحيد الجهود الطارئة التي تجري حاليا في الولايات المتحدة وأماكن أخرى في العالم.




Readings: قراءات :


Student Reading: طالب القراءة :


Broadleaf Capitol International. عريضة الكابيتول الدولية. 2004. 2004. The Australia / New Zealand Standard on Risk Management, AS/NZS 4360:2004. في أستراليا / قياسي نيوزيلندا على إدارة المخاطر ، باسم / NZS 4360:2004. Pp. ص. 1-5. http://www.broadleaf.com.au/pdfs/trn...t.standard.pdf 1-5. http://www.broadleaf.com.au/pdfs/trn...t.standard.pdf


Coppola, Damon P. 2006. Introduction to International Disaster Management . كوبولا ، دامون ب 2006. مقدمة للإدارة الدولية للكوارث. Butterworth Heinemann. هاينمان بتروورث. Burlington. بيرلينجتون. Pp. ص. 5-8. 5-8.


Emergency Management Accreditation Program. اعتماد برنامج إدارة الطوارئ. 2002. 2002. Emergency Management Standards. http://www.emaponline.org/?342 معايير إدارة الطوارئ. http://www.emaponline.org/؟342


International Strategy for Disaster Reduction. الاستراتيجية الدولية للحد من الكوارث. 1994. Yokohama Strategy and Plan of Action for a Safer World . 1994 استراتيجية يوكوهاما. وخطة العمل من أجل عالم أكثر أمنا. United Nations. http://www.unisdr.org/eng/about_isdr...-strat-eng.htm الأمم المتحدة. http://www.unisdr.org/eng/about_isdr...-strat-eng.htm


International Strategy for Disaster Reduction. الاستراتيجية الدولية للحد من الكوارث. 2004. Living With Risk: A Global Review of Disaster Reduction Initiatives . 2004 : العيش في ظل مخاطر استعراض عالمي لمبادرات الحد من الكوارث. United Nations. الأمم المتحدة. Pp. ص. 11-15. http://www.unisdr.org/eng/about_isdr...1_Section1.pdf 11-15. http://www.unisdr.org/eng/about_isdr...1_Section1.pdf


International Strategy for Disaster Reduction. الاستراتيجية الدولية للحد من الكوارث. 2005. Hyogo Framework for Action 2005-2015: Building the Resilience of Nations and Communities to Disasters . 2005 : هيوغو. إطار للعمل 2005-2015 بناء قدرة الأمم والمجتمعات على مواجهة الكوارث. United Nations. http://www.unisdr.org/wcdr/intergove...on-english.pdf الأمم المتحدة. http://www.unisdr.org/wcdr/intergove...on-english.pdf


National Fire Prevention Association. الرابطة الوطنية للوقاية من الحرائق. 2007. 2007. NFPA 1600: Standard on Disaster/Emergency Management and Business Continuity Programs. NFPA 1600 : الموحدة بشأن / إدارة الكوارث والطوارئ برامج استمرارية العمل. Pp. ص. 4-8. http://www.nfpa.org/assets/files/PDF/NFPA1600.pdf 4-8. http://www.nfpa.org/assets/files/PDF/NFPA1600.pdf


Instructor Reading: مدرب القراءة :


Broadleaf Capitol International. عريضة الكابيتول الدولية. 2004. 2004. The Australia / New Zealand Standard on Risk Management, AS/NZS 4360:2004. في أستراليا / قياسي نيوزيلندا على إدارة المخاطر ، باسم / NZS 4360:2004. Pp. ص. 1-5. http://www.broadleaf.com.au/pdfs/trn...t.standard.pdf 1-5. http://www.broadleaf.com.au/pdfs/trn...t.standard.pdf


Coppola, Damon P. 2006. Introduction to International Disaster Management . كوبولا ، دامون ب 2006. مقدمة للإدارة الدولية للكوارث. Butterworth Heinemann. هاينمان بتروورث. Burlington. بيرلينجتون. Pp. ص. 5-8. 5-8.


Emergency Management Accreditation Program. اعتماد برنامج إدارة الطوارئ. 2002. 2002. Emergency Management Standards. http://www.emaponline.org/?342 معايير إدارة الطوارئ. http://www.emaponline.org/؟342


International Strategy for Disaster Reduction. الاستراتيجية الدولية للحد من الكوارث. 1994. Yokohama Strategy and Plan of Action for a Safer World . 1994 استراتيجية يوكوهاما. وخطة العمل من أجل عالم أكثر أمنا. United Nations. http://www.unisdr.org/eng/about_isdr...-strat-eng.htm الأمم المتحدة. http://www.unisdr.org/eng/about_isdr...-strat-eng.htm


International Strategy for Disaster Reduction. الاستراتيجية الدولية للحد من الكوارث. 2004. Living With Risk: A Global Review of Disaster Reduction Initiatives . 2004 : العيش في ظل مخاطر استعراض عالمي لمبادرات الحد من الكوارث. United Nations. الأمم المتحدة. Pp. ص. 11-15. http://www.unisdr.org/eng/about_isdr...1_Section1.pdf 11-15. http://www.unisdr.org/eng/about_isdr...1_Section1.pdf


International Strategy for Disaster Reduction. الاستراتيجية الدولية للحد من الكوارث. 2005. Hyogo Framework for Action 2005-2015: Building the Resilience of Nations and Communities to Disasters . 2005 : هيوغو. إطار للعمل 2005-2015 بناء قدرة الأمم والمجتمعات على مواجهة الكوارث. United Nations. http://www.unisdr.org/wcdr/intergove...on-english.pdf الأمم المتحدة. http://www.unisdr.org/wcdr/intergove...on-english.pdf


National Fire Prevention Association. الرابطة الوطنية للوقاية من الحرائق. 2007. 2007. NFPA 1600: Standard on Disaster/Emergency Management and Business Continuity Programs. NFPA 1600 : الموحدة بشأن / إدارة الكوارث والطوارئ برامج استمرارية العمل. Pp. ص. 4-8. http://www.nfpa.org/assets/files/PDF/NFPA1600.pdf 4-8. http://www.nfpa.org/assets/files/PDF/NFPA1600.pdf




General Requirements: المتطلبات العامة :


Power point slides are provided for the instructor's use, if so desired. شريطة أن تكون الشرائح باور بوينت لاستخدام المعلم ، إذا رغبت في ذلك.


It is recommended that the modified experiential learning cycle be completed for objectives 4.1 – 4.2 at the end of the session. يوصى أن أكملت دورة التعلم بالخبرة يكون تعديل لأهداف 4،1 حتي 4،2 في نهاية الدورة.





General Supplemental Considerations: تكميلية اعتبارات عامة :


None لا شيء




Objective 2.1: Provide an overview of various international efforts to enhance the practice of emergency management 2،1 الهدف : تقديم لمحة عامة عن مختلف الجهود الدولية لتعزيز ممارسة إدارة الطوارئ


Requirements: المتطلبات :


Provide the students with an overview of the efforts taken by the United Nations' and other organizations to address global risk and improve upon the practice and profession of emergency management in all countries of the world. توفر للطلاب لمحة عامة عن الجهود التي تبذلها المتحدة المتحدة وغيرها من المنظمات لمعالجة المخاطر العالمية ، وتحسين بناء على الممارسة ومهنة إدارة الطوارئ في جميع بلدان العالم. Facilitate a discussion about the global influence of hazards and disasters and the role the United States has to play in these international efforts. تيسير إجراء مناقشة حول النفوذ العالمي من الأخطار والكوارث ودور الولايات المتحدة أن تضطلع به في هذه الجهود الدولية.


Remarks: ملاحظات :

The UN, whose members consist of almost every country in the world, has made a sustained effort to lead its member nations in addressing their shortfalls—first by dedicating the 1990s the International Decade for Natural Disaster Reduction (IDNDR) and then by following up with the International Strategy for Disaster Reduction (UNISDR) to ensure that forward momentum is maintained. ، التي تتكون من الأعضاء تقريبا في كل بلد في العالم ، وقد بذلت الأمم المتحدة جهودا حثيثة ليؤدي الأعضاء في الأمم في معالجة أوجه القصور التي والعشرين تكريس 1990s العقد الدولي للحد من الكوارث الطبيعية (العقد) ثم عن طريق متابعة مع الاستراتيجية الدولية للحد من الكوارث) لضمان الحفاظ على الزخم هو إلى الأمام.

Today, the UNISDR guides the efforts of the international community's overall disaster management mission . اليوم ، وأدلة UNISDR جهود المجتمع الدولي عموما مهمة إدارة الكوارث. Specifically, the UNISDR seeks to build “ disaster resilient communities by promoting increased awareness of the importance of disaster reduction as an integral component of sustainable development, with the goal of reducing human, social, economic and environmental losses due to natural hazards and related technological and environmental disasters” (UNISDR, nd). على وجه التحديد ، UNISDR تسعى إلى بناء مجتمعات مرنة كارثة "من خلال تشجيع زيادة الوعي بأهمية الحد من الكوارث بوصفها جزءا لا يتجزأ من التنمية المستدامة ، بهدف الحد من والاجتماعية والاقتصادية والبيئية الخسائر البشرية الناجمة عن المخاطر الطبيعية والتكنولوجية وذات صلة الكوارث البيئية "(UNISDR ، الثانية).

On December 11, 1987, the United Nations General Assembly declared the 1990s as the “International Decade for Natural Disaster Reduction” (IDNDR). في 11 ديسمبر 1987 ، الجمعية العامة للأمم المتحدة أعلنت في 1990s باسم "العقد الدولي للحد من الكوارث الطبيعية" (العقد). (See Slide 4-3) (انظر الشريحة 4-3)

This action was taken to promote internationally coordinated efforts to reduce material losses and social and economic disruption caused by natural disasters, especially in developing countries . وقد اتخذ هذا الإجراء لتعزيز جهود منسقة دوليا للحد من الخسائر المادية والاقتصادية والاضطرابات الاجتماعية الناجمة عن الكوارث الطبيعية ، ولا سيما في البلدان النامية.

The stated mission of the IDNDR was to improve each United Nations (UN) member country's capacity to prevent or diminish adverse effects from natural disasters and to establish guidelines for applying existing science and technology to reduce the impact of natural disasters. وذكرت البعثة في العقد وكان كل لتحسين الأمم المتحدة (الامم المتحدة) دولة عضو في القدرة على منع أو التخفيف من الآثار السلبية الناجمة عن الكوارث الطبيعية ووضع مبادئ توجيهية لتطبيق العلم والتكنولوجيا القائمة للحد من آثار الكوارث الطبيعية.

On December 22, 1989, through UN Resolution 44/236, the General Assembly set forth the goals they wished to achieve during the IDNDR. في 22 ديسمبر 1989 ، من خلال قرار الأمم المتحدة 44/236 ، الجمعية العامة تعيين عليها الأهداف التي يرغب في تحقيقها خلال العقد. In addition to establishing a special UN office in Geneva to coordinate the activities of the IDNDR, the resolution called upon the various UN agencies to: (See Slide 4-4) بالإضافة إلى إنشاء مكتب خاص للأمم المتحدة في جنيف لتنسيق أنشطة العقد ، ودعا القرار إلى وكالات الأمم المتحدة المختلفة بما يلي : (انظر الشريحة 4-4)

Improve each country's capacity to mitigate the effects of natural disasters expeditiously and effectively, paying special attention to assisting developing countries in the assessment of disaster damage potential and in the establishment of early warning systems and disaster-resistant structures when and where needed تحسين قدرة كل البلاد للتخفيف من آثار الكوارث الطبيعية بسرعة وفعالية ، مع إيلاء اهتمام خاص لمساعدة البلدان النامية في تقييم الأضرار الناجمة عن الكوارث المحتملة وإنشاء نظم الإنذار المبكر ومقاومة للهياكل الكارثة عندما وحيث تدعو الحاجة

Devise appropriate guidelines and strategies for applying existing scientific and technical knowledge, taking into account the cultural and economic diversity among nations استحداث مبادئ توجيهية مناسبة واستراتيجيات لتطبيق التقنية القائمة والمعرفة العلمية ، مع الأخذ في الاعتبار التنوع الثقافي والاقتصادي بين الأمم

Foster scientific and engineering endeavors aimed at closing critical gaps in knowledge in order to reduce loss of life and property العلمية والهندسية فوستر المساعي التي تستهدف إغلاق الثغرات الخطيرة في المعرفة من أجل تقليل الخسائر في الأرواح والممتلكات

Disseminate existing and new technical information related to measures for the assessment, prediction, and mitigation of natural disasters نشر المعلومات التقنية الجديدة والحالية المتصلة بتدابير للتنبؤ ، والتقييم ، والتخفيف من الكوارث الطبيعية

Develop measures for the assessment, prediction, prevention, and mitigation of natural disasters through programs of technical assistance and technology transfer, demonstration projects, and education and training, tailored to specific disasters and locations, and to evaluate the effectiveness of those programs (United Nations, 1989). وضع تدابير لتقييم والتنبؤ والوقاية والتخفيف من حدة الكوارث الطبيعية من خلال برامج المساعدة التقنية ونقل التكنولوجيا ومشاريع البيان العملي ، والتعليم والتدريب ، ومصممة خصيصا للكوارث وأماكن محددة ، وتقييم فعالية تلك البرامج (الأمم المتحدة ، 1989).

It was expected that all participating governments would, at the national level: وكان من المتوقع أن المشاركة سوف جميع الحكومات ، على الصعيد الوطني :

Formulate national disaster-mitigation programs , as well as economic, land use, and insurance policies for disaster prevention, and particularly in developing countries, integrate them fully into their national development programs صياغة وطنية للتخفيف من حدة الكوارث البرامج ، فضلا عن الحقوق الاقتصادية استخدام الأراضي ، وبوالص التأمين للوقاية من الكوارث ، ولا سيما في البلدان النامية ، ودمجها بشكل كامل في البرامج الوطنية لتنميتها

Participate during the IDNDR in concerted international action for the reduction of natural disasters and, as appropriate, establish national committees in cooperation with the relevant scientific and technological communities and other concerned sectors with a view to attaining the objective and goals of the decade المشاركة خلال العقد في اتخاذ إجراءات دولية منسقة للحد من الكوارث الطبيعية ، وعند الاقتضاء ، وإنشاء لجان وطنية بالتعاون مع المجتمعات العلمية والتكنولوجية وغيرها من القطاعات المعنية وذات الصلة بغية تحقيق هدف وأهداف العقد

Encourage their local administrations to take appropriate steps to mobilize the necessary support from the public and private sectors and to contribute to achieving the purposes of the decade تشجيع الادارات المحلية على اتخاذ الخطوات الملائمة لتعبئة الدعم اللازم من والقطاعين العام والخاص للمساهمة في تحقيق أهداف العقد

Keep the Secretary-General informed of their countries' plans and of assistance that could be provided so that the UN could become an international center for the exchange of information and the coordination of international efforts concerning activities in support of the objective and goals of the decade, thus enabling each state to benefit from other countries' experience وأبلغ الأمين العام للإبقاء 'البلدان خططها والمساعدة التي يمكن تقديمها حتى ان الامم المتحدة يمكن أن تصبح مركزا دوليا لتبادل المعلومات وتنسيق الجهود الدولية المتعلقة بالأنشطة دعما للهدف وأهداف العقد ، وبالتالي تمكين كل دولة من الدول للاستفادة من 'البلدان تجربة أخرى

Take measures, as appropriate, to increase public awareness of damage risk probabilities and the significance of preparedness, prevention, relief, and short-term recovery activities with respect to natural disasters and to enhance community preparedness through education, training, and other means, taking into account the specific role of the news media اتخاذ تدابير ، حسب الاقتضاء ، لزيادة الوعي العام من احتمالات الضرر والخطر على أهمية الاستعداد والوقاية والإغاثة ، وعلى المدى القصير الإنعاش فيما يتعلق بالكوارث الطبيعية والتأهب لتعزيز المجتمع من خلال التدريب والتعليم ، وغيرها من الوسائل ، مع الأخذ مراعاة دور محدد من وسائل الاعلام

Pay due attention to the impact of natural disasters on healthcare , particularly to activities to mitigate the vulnerability of hospitals and healthcare centers, as well as the impact on food storage facilities, human ter, and other social and economic infrastructure إيلاء الاهتمام الواجب لتأثير الكوارث الطبيعية على الرعاية الصحية ، ولا سيما إلى الأنشطة الرامية إلى التخفيف من ضعف المستشفيات ومراكز الرعاية الصحية ، فضلا عن تأثير ذلك على مرافق تخزين المواد الغذائية والمأوى الإنسان ، وغيرها من الهياكل الأساسية الاجتماعية والاقتصادية

Improve the early international availability of appropriate emergency supplies through the storage or earmarking of such supplies in disaster-prone areas (United Nations, 1989). تحسين توافر الدولي في وقت مبكر من إمدادات الطوارئ المناسبة من خلال التخزين أو تخصيص تلك اللوازم في المناطق المعرضة للكوارث (الأمم المتحدة ، 1989).

In May 1994, UN member states met at the World Conference on Natural Disaster Reduction in Yokohama, Japan, to assess the progress attained by the IDNDR. في أيار / مايو 1994 للامم المتحدة الدول الأعضاء اجتمعت في المؤتمر العالمي للحد من الكوارث الطبيعية في يوكوهاما ، اليابان ، لتقييم التقدم الذي أحرزته العقد. At this meeting they developed the Yokohama Strategy and Plan of Action for a Safer World . في هذه الجلسة التي وضعت استراتيجية يوكوهاما وخطة العمل من أجل عالم أكثر أمنا. (See Slide 4-5) (انظر الشريحة 4-5)

Through this document, the UN affirmed that: من خلال هذه الوثيقة ، وأكد أن الأمم المتحدة :

The impact of natural disasters in terms of human and economic losses has risen in recent years, and society in general has become more vulnerable to natural disasters. من الكوارث الطبيعية في شروط من الخسائر البشرية والاقتصادية قد ارتفع الأثر في السنوات الأخيرة ، والمجتمع بوجه عام قد أصبح أكثر عرضة للكوارث الطبيعية. Those usually most affected by natural and other disasters are the poor and socially disadvantaged groups in developing countries as they are least equipped to cope with them. تلك عادة الأكثر تضررا من الكوارث الطبيعية وغيرها من هي الفئات المحرومة اجتماعيا والفقراء في البلدان النامية ومجهزة هم الأقل للتعامل معها.

Disaster prevention, mitigation, preparedness, and relief are four elements that contribute to and gain from the implementation of sustainable development policies. الوقاية من الكوارث وتخفيف حدتها ، والتأهب ، والإغاثة منها أربعة عناصر والتي تساهم في الاستفادة من تنفيذ سياسات التنمية المستدامة. These elements, along with environmental protection and sustainable development, are closely interrelated. هذه العناصر ، جنبا إلى جنب مع حماية البيئة والتنمية المستدامة ، مترابطة ترابطا وثيقا. Therefore, nations should incorporate them in their development plans and ensure efficient follow-up measures at the community, national, sub-regional, and international levels. ولذلك ، ينبغي للدول أن تدمجها في خطط التنمية وضمان كفاءة تدابير المتابعة على مستوى المجتمع المحلي والوطني ودون الإقليمي والدولي المستويات.

Disaster prevention, mitigation, and preparedness are better than disaster response in achieving [disaster reduction] goals. الوقاية من الكوارث وتخفيف حدتها ، والتأهب لها أفضل من الاستجابة للكوارث في تحقيق الحد من الكوارث] الأهداف [. Disaster response alone is not sufficient , as it yields only temporary results at a very high cost. الاستجابة للكوارث وحدها ليست كافية ، حيث انه يعطي نتائج مؤقتة فقط بتكلفة عالية جدا. Prevention contributes to lasting improvement in safety and is essential to integrated disaster management. منع يسهم في تحسين دائم في مجال السلامة وضروري لإدارة الكوارث متكاملة.

The world is increasingly interdependent . العالم يزداد ترابطا. All countries shall act in a new spirit of partnership to build a safer world based on common interests and shared responsibility to save human lives, since natural disasters do not respect borders. Regional and international cooperation will significantly enhance our ability to achieve real progress in mitigating disasters through the transfer of technology and the sharing of information and joint disaster prevention and mitigation activities. يتعين على جميع الدول العمل بروح جديدة من الشراكة لبناء عالم أكثر أمنا يقوم على المصالح المشتركة والمسؤولية المشتركة لإنقاذ أرواح البشر ، لأن الكوارث الطبيعية لا تحترم الحدود. التعاون الإقليمي والدولي سيعزز بشكل كبير من قدرتنا على تحقيق تقدم حقيقي في تخفيف الكوارث من خلال نقل التكنولوجيا وتبادل مشترك وتخفيف الكوارث والوقاية منها الأنشطة الإعلامية. Bilateral and multilateral assistance and financial resources should be mobilized to support these efforts. المساعدة وتعبئة الموارد المالية ينبغي أن تكون ثنائية ومتعددة الأطراف لدعم هذه الجهود.

The information, knowledge, and some of the technology necessary to reduce the effects of natural disasters can be available in many cases at low cost and should be applied. المعلومات والمعارف والتكنولوجيا اللازمة لبعض للحد من آثار الكوارث الطبيعية يمكن أن تكون متاحة في كثير من الحالات بتكلفة منخفضة ، وينبغي تطبيقها. Appropriate technology and data, with the corresponding training, should be made available to all freely and in a timely manner , particularly to developing countries. التكنولوجيا الملائمة والبيانات ، مع تدريب المقابلة ، ينبغي أن تتاح للجميع وبحرية في الوقت المناسب ، وبخاصة للبلدان النامية.

Community involvement and their active participation should be encouraged in order to gain greater insight into the individual and collective perception of development and risk , and to have a clear understanding of the cultural and organizational characteristics of each society as well as of its behavior and interactions with the physical and natural environment. المشاركة النشطة ينبغي تشجيعه وإشراك المجتمع المحلي من أجل كسب مزيد من المعرفة في التصور الفردي والجماعي للتنمية والمخاطر ، والحصول على فهم واضح للوالتنظيمية الخصائص الثقافية لكل مجتمع ، فضلا عن سلوكه وتفاعلاته مع والبيئة الطبيعية المادية. This knowledge is of the utmost importance to determine those things that favor and hinder prevention and mitigation or encourage or limit the preservation of the environment from the development of future generations, and in order to find effective and efficient means to reduce the impact of disasters . هذه المعرفة هي من الأهمية بمكان لتحديد تلك الأشياء التي تعوق صالح والوقاية والتخفيف من حدتها أو تشجيع أو الحد من الحفاظ على البيئة من تطوير أجيال المستقبل ، ومن أجل البحث عن وسيلة فعالة وفعالة للحد من آثار الكوارث.

The adopted Yokohama Strategy and related Plan of Action for the rest of the Decade and beyond: واعتمدت استراتيجية يوكوهاما وخطة العمل ذات الصلة لبقية العقد وبعده :

Will note that each country has the sovereign responsibility to protect its citizens from natural disasters وسوف نلاحظ أن كل بلد يتحمل المسؤولية السيادية لحماية مواطنيها من الكوارث الطبيعية

Will give priority attention to the developing countries , in particular the least developed, land-locked countries and the small island developing States ستعطي الأولوية للاهتمام البلدان النامية ، ولا سيما البلدان المتقدمة ، البلدان غير الساحلية نموا والدول الجزرية الصغيرة النامية

Will develop and strengthen national capacities and capabilities and, where appropriate, national legislation for natural and other disaster prevention, mitigation, and preparedness, including the mobilization of non-governmental organizations and participation of local communities ستعمل على تطوير وتعزيز القدرات والطاقات الوطنية ، وعند الاقتضاء ، والتشريعات الوطنية الأخرى لمنع الكوارث والطبيعية وتخفيف حدتها ، والتأهب ، بما في ذلك تعبئة المنظمات غير الحكومية ومشاركة المجتمعات المحلية

Will promote and strengthen sub-regional, regional, and international cooperation in activities to prevent, reduce, and mitigate natural and other disasters, with particular emphasis on وتعزيز وتقوية شبه الإقليمية والإقليمية والتعاون الدولي في الأنشطة الرامية إلى منع وخفض وتخفيف وغيرها من الكوارث الطبيعية ، مع التركيز بصفة خاصة على

Human and institutional capacity-building and strengthening البشرية وبناء القدرات المؤسسية وتعزيز

Technology sharing , the collection, the dissemination, and the utilization of information تقاسم التكنولوجيا وجمع ونشر واستخدام المعلومات

Mobilization of resources تعبئة الموارد

The international community and the UN system in particular must provide adequate support to [natural disaster reduction]. المجتمع الدولي والأمم المتحدة في نظام معين ويجب على توفير الدعم الكافي لل[الحد من الكوارث الطبيعية].

The Yokohama Conference is at a crossroad in human progress. مؤتمر يوكوهاما يقع على مفترق طرق في التقدم البشري. In one direction lie the meager results of an extraordinary opportunity given to the UN and its Member States. في اتجاه واحد تقع نتائج ضئيلة لفرصة استثنائية أتيحت للأمم المتحدة والدول الأعضاء فيها. In the other direction, the UN and the world community can change the course of events by reducing the suffering from natural disasters. في الاتجاه الآخر والأمم المتحدة والعالم أن المجتمع تغير مجرى الأحداث بتقليل معاناة الناس من الكوارث الطبيعية. Action is urgently needed. هناك حاجة ماسة إلى العمل.

Nations should view the Yokohama Strategy for a Safer World as a call to action , individually and in concert with other nations, to implement policies and goals reaffirmed in Yokohama, and to use the International Decade for Natural Disaster Reduction as a catalyst for change (ISDR, 1994). ينبغي للأمم المتحدة أن تنظر إلى استراتيجية يوكوهاما من أجل عالم أكثر أمنا على أنها دعوة إلى العمل ، فرادى وبالتنسيق مع الأمم الأخرى ، لتنفيذ السياسات والأهداف التي أعيد تأكيدها في يوكوهاما ، واستخدام العقد الدولي للحد من الكوارث الطبيعية كعامل محفز للتغيير (الاستراتيجية الدولية للحد ، 1994).

The participating member states accepted the following principles , to be applied to disaster management within their own countries. قبلت الدول الأعضاء المشاركة والمبادئ التالية ، التي يجب تطبيقها لإدارة الكوارث داخل بلدانهم الخاصة. The tenth, and final, principle formalized the requirement that each nation's government accept responsibility for protecting its people from the consequences of disasters: (See Slide 4-6) العاشرة والأخيرة ، من حيث المبدأ رسميا واشتراط أن الأمة كل حكومة تتحمل مسؤولية حماية شعبها من آثار الكوارث : (انظر الشريحة 4-6)

Risk assessment is a required step for the adoption of adequate and successful disaster reduction policies and measures. تقييم المخاطر خطوة لازمة لاعتماد سياسات مناسبة وملائمة للحد من الكوارث والتدابير.

Disaster prevention and preparedness are of primary importance in reducing the need for disaster relief. الوقاية من الكوارث والتأهب لها من أهمية قصوى في الحد من الحاجة إلى الإغاثة في حالات الكوارث.

Disaster prevention and preparedness should be considered integral aspects of development policy and planning at national, regional, bilateral, multilateral, and international levels. وينبغي أن ينظر التأهب للكوارث والوقاية من الجوانب لا يتجزأ من سياسة التنمية والتخطيط في والإقليمية والثنائية والمتعددة الأطراف والدولية على الصعيد الوطني.

The development and strengthening of capacities to prevent, reduce, and mitigate disasters is a top priority area to be addressed during the 1990s so as to provide a strong basis for follow-up activities after that period. تطوير وتعزيز القدرات لمنع وتقليل وتخفيف الكوارث مجال ذو أولوية قصوى لمعالجتها خلال 1990s ، وذلك لتوفير أساس قوي لأنشطة المتابعة بعد تلك الفترة.

Early warnings of impending disasters and their effective dissemination using telecommunications, including broadcast services, are key factors to successful disaster prevention and preparedness. تحذيرات مبكرة من الكوارث الوشيكة وفعالة باستخدام نشر الاتصالات السلكية واللاسلكية ، بما في ذلك خدمات البث ، وهما عاملان أساسيان للنجاح في اتقاء الكوارث والتأهب لها.

Preventive measures are most effective when they involve participation at all levels , from the local community through the national government to the regional and international level. تدابير وقائية تكون أكثر فعالية عندما تنطوي على المشاركة على جميع المستويات ، من المجتمع المحلي من خلال حكومة وطنية ودولية الصعيد الإقليمي.

Vulnerability can be reduced by the application of proper design and patterns of development focused on target groups, by appropriate education and training of the whole community. تخفيض التعرض يمكن من تطبيق تصميم وأنماط التنمية التي تركز على الفئات المستهدفة ، من خلال التعليم والتدريب المناسبين للمجتمع ككل.

The international community accepts the need to share the necessary technology to prevent, reduce, and mitigate disasters; this should be made freely available and in a timely manner as an integral part of technical cooperation. المجتمع الدولي يقبل الحاجة إلى تقاسم التكنولوجيا اللازمة لمنع وتقليل وتخفيف الكوارث ، وهذا ينبغي بذل بحرية المتاحة وفي الوقت المناسب باعتباره جزءا لا يتجزأ من التعاون التقني.

Environmental protection as a component of sustainable development consistent with poverty alleviation is imperative in the prevention and mitigation of natural disasters. وحماية البيئة بوصفها مكونا من مكونات التنمية المستدامة يتسق مع التخفيف من حدة الفقر ، ضرورة حتمية في الوقاية والتخفيف من حدة الكوارث الطبيعية.

Each country bears the primary responsibility for protecting its people, infrastructure, and other national assets from the impact of natural disasters. كل بلد يتحمل المسؤولية الرئيسية عن حماية شعبه وهياكله الأساسية ، وغيرها من الثروات الوطنية من آثار الكوارث الطبيعية. The international community should demonstrate strong political determination required to mobilize adequate and make efficient use of existing resources, including financial, scientific, and technological means, in the field of natural disaster reduction, bearing in mind the needs of the developing countries, particularly the least developed countries. الدولي أن المجتمع يبرهن على التصميم السياسي القوي اللازم لتعبئة الموارد الكافية والاستخدام الكفء للموارد المتاحة ، بما في ذلك والعلمية والتكنولوجية والوسائل المالية ، في ميدان الحد من الكوارث الطبيعية ، واضعة في الاعتبار احتياجات البلدان النامية ، ولا سيما أقل البلدان المتقدمة النمو. (ISDR, 1994) (الاستراتيجية الدولية ، 1994)

In January of 2005, in Hyogo, Japan, the UN held the World Conference on Disaster Reduction. في كانون الثاني / يناير 2005 ، في هيوغو ، اليابان ، الأمم المتحدة عقد المؤتمر العالمي المعني بالحد من الكوارث.

More than 4000 participants attended, including representatives from 168 governments, 78 UN specialized agencies and observer organizations, 161 nongovernmental organizations, and 562 journalists from 154 media outlets. من 4000 مشارك وحضر أكثر من ذلك ، بمن فيهم ممثلو الحكومات من 168 ، 78 وكالات الأمم المتحدة المتخصصة والمنظمات المشاركة بصفة مراقب ، 161 منظمة غير حكومية ، و 562 صحفيا من وسائل الإعلام 154. The public forum attracted more than 40,000 visitors. اجتذب المنتدى العام أكثر من 40000 زائر.

The outcome of the conference was a 24-page “framework for action,” adopted by all member countries, that outlined members' resolve to pursue “ the substantial reduction of disaster losses, in lives and in the social, economic and environmental assets of communities and countries by 2015 .” (See Slide 4-7) نتائج المؤتمر وكان في 24 صفحة تحت عنوان "إطار للعمل" ، الذي اعتمدته جميع الدول الأعضاء ، والذي حدد 'لحل الأعضاء على مواصلة" التخفيض الكبير من الخسائر الناجمة عن الكوارث ، في الأرواح والبيئية والاقتصادية والأصول الاجتماعية للمجتمعات والبلدان بحلول عام 2015. "(انظر الشريحة 4-7)

The framework outlined three strategic goals to achieve this: (See Slide 4-8) وحدد الإطار ثلاثة أهداف استراتيجية لتحقيق ذلك : (انظر الشريحة 4-8)


The more effective integration of disaster risk considerations into sustainable development policies, planning, and programming at all levels, with a special emphasis on disaster prevention, mitigation, preparedness, and vulnerability reduction لمزيد من التكامل الفعال لاعتبارات مخاطر الكوارث في سياسات التنمية المستدامة والتخطيط والبرمجة على جميع المستويات ، مع التركيز بشكل خاص على الوقاية من الكوارث وتخفيف حدتها ، والتأهب ، والحد من الضعف

The development and strengthening of institutions, mechanisms, and capacities at all levels, in particular at the community level, that can systematically contribute to building resilience to hazards تطوير وتعزيز المؤسسات والآليات ، والقدرات على جميع المستويات ، ولا سيما على مستوى المجتمع المحلي ، التي يمكن أن تساهم بشكل منهجي لبناء القدرة على مواجهة الأخطار

The systematic incorporation of risk reduction approaches into design and implementation of emergency preparedness, response, and recovery programs in the reconstruction of affected communities (ISDR2, 2005) الإدراج المنتظم لنهج الحد من المخاطر في تصميم وتنفيذ التأهب لحالات الطوارئ ، والاستجابة ، وبرامج الإنعاش في إعادة إعمار المجتمعات المتضررة (ISDR2 ، 2005)

The framework also outlined general considerations and key activities in the following five areas, identified as priorities for 2005–2015: (See Slide 4-9) الإطار المبين أيضا الاعتبارات العامة والأنشطة الرئيسية في المجالات الخمسة التالية ، حسبما حددت الأولويات للفترة 2005-2015 : (انظر الشريحة 4-9)

Ensuring that disaster risk reduction is a national and local priority with a strong institutional basis for implementation ضمان الحد من مخاطر الكوارث هو أولوية وطنية ومحلية قوية مع القاعدة المؤسسية للتنفيذ على

Identifying, assessing, and monitoring disaster risks and enhancing early warning تحديد وتقييم ومراقبة مخاطر الكوارث وتعزيز الإنذار المبكر

Using knowledge, innovation, and education to build a culture of safety and resilience at all levels استخدام المعرفة والابتكار والتعليم لبناء ثقافة للسلامة والتأقلم على جميع المستويات

Reducing underlying risk factors الحد من عوامل الخطر الأساسية

Strengthening disaster preparedness for effective response at all levels. تعزيز التأهب للكوارث تحقيقا للاستجابة الفعالة على جميع المستويات. (ISDR2, 2005) (ISDR2 ، 2005)

With the adoption of this framework, which has coincided with some of the most devastating hazards and disasters in recent memory (including the December 2004 tsunami in Asia, the 7.6 magnitude earthquake on October 8, 2005, in Pakistan, the November 2005 rioting in France, and the ongoing potential for a global influenza pandemic), international disaster management has climbed to the forefront of the international policy agenda . مع اعتماد هذا الإطار ، والذي تزامن مع بعض من المخاطر المدمرة معظم والكوارث في الذاكرة الحديثة (بما في ذلك تسونامي ديسمبر 2004 في آسيا ، وزلزال بلغت قوته 7.6 درجة على 8 أكتوبر 2005 ، في باكستان ، وأعمال الشغب نوفمبر 2005 في فرنسا ، واحتمال الجارية لمواجهة وباء الأنفلونزا العالمي) ، وإدارة الكوارث الدولية قد قفز إلى صدارة جدول أعمال السياسة الدولية.

For years, the nations of the world have watched as country after country has suffered the consequences of terrible disasters. لسنوات ، ولقد شاهد العالم في الأمم كما بلد بعد عانت من آثار الكوارث الرهيبة. However, it has not been until recently that world leaders have begun to fully grasp that many of these consequences could have been reduced through better mitigation and preparedness efforts and more effective response capabilities . ومع ذلك ، لم يكن حتى وقت قريب على أن قادة العالم قد بدأت في فهم تماما أن العواقب قد تم تخفيض العديد من هذه من خلال تحسين التخفيف وجهود التأهب وقدرات أكثر استجابة فعالة. As a result, the field of international disaster management is now in a position to influence these leaders in a way previously not possible. ونتيجة لذلك ، مجال إدارة الكوارث الدولي هو الآن في وضع يمكنها من التأثير على هؤلاء القادة بطريقة سابقا غير ممكن.

Ask the Students, “Do you believe that international emergency management enhancement efforts, like those described in this session, are effective at bringing about a reduction in worldwide vulnerability? أطلب من الطلاب ، "هل تعتقد أن الجهود الدولية وتعزيز إدارة حالات الطوارئ ، مثل تلك التي وصفها في هذه الدورة ، لا تكون فعالة في إحداث خفض في الضعف في جميع أنحاء العالم؟ What are the primary obstacles to efforts such as these? ما هي العقبات الرئيسية لمثل هذه الجهود؟ Do countries with advanced emergency management capacities stand to gain anything from these efforts?” قيام البلدان المتقدمة مع قدرات إدارة الطوارئ تكسب شيئا من هذه الجهود؟ "

There is a range of opinions regarding the effectivenes s of the United Nations' emergency management enhancement efforts. وهناك مجموعة من الآراء فيما يتعلق effectivenes من ليالي المتحدة الأمم إدارة الطوارئ وتعزيز الجهود. Having read through the literature generated as a result of each of these efforts (as assigned), and through their personal experience reading about and working with the initiatives that have grown out of these efforts, students should be able to provide an opinion in support or against them with an explanation for their position. بعد قراءة من خلال الأدب ولدت نتيجة كل هذه الجهود (يسندها) ، ومن خلال تجربتهم الشخصية عن القراءة والعمل مع المبادرات التي نمت من هذه الجهود ، يجب على الطلاب أن تكون قادرة على أن تعطي رأيها في دعم أو ضدهم مع تفسيرا لموقفهم.

Regardless of the positions students have taken on the effectiveness of these existing efforts, most should ha ve an appreciation of their value - even if they do not believe these efforts have achieved what they set out to do. بغض النظر عن مواقف الطلاب قد اتخذت على مدى فعالية هذه الجهود القائمة ، وينبغي أن معظم هكتار هاء تقدير قيمتها -- حتى لو أنهم لا يعتقدون حققت هذه الجهود ما أنشئت من أجله.

The instructor can remind students that vulnerabilities are international – they do not stop at a nation's borders. ويمكن للمدرب أن أذكر الطلاب نقاط الضعف والدولية -- التي لا تتوقف عند حدود البلاد و. Disasters in one coun try inevitably affect neighbors, whether directly or indirectly; and in many cases these disasters can affect countries that lie in different regions or on other continents. الكوارث في محاولة واحدة coun سيؤثر حتما على الدول المجاورة ، سواء بشكل مباشر أو غير مباشر ، وفي كثير من الحالات هذه الكوارث يمكن أن تؤثر على البلدان التي تقع في مناطق مختلفة أو في قارات أخرى. Globalization has connected all nations of the world, and it is in every nation's best interests that no country fails as a result of overwhelming disaster consequences. توصيل العولمة وجميع دول العالم ، وأنها في أفضل مصالح كل دولة أن فشل أي بلد ونتيجة لذلك من عواقب الكوارث الساحقة.

The existence of these international efforts helps to increase the sharing of lessons learned and technical knowledge that have been developed and have been fostered over time. وجود هذه الجهود الدولية يساعد على زيادة تقاسم الدروس المستفادة والمعرفة التقنية التي تم تطويرها ، وقد عزز على مر الزمن. As was explained in Session 1, all countries stand to gain from the experience and lessons of other countries – even industrialized countries like the United States. كما أوضح في الدورة 1 ، تقف جميع البلدان للاستفادة من الخبرات والدروس المستفادة من البلدان الأخرى -- حتى البلدان الصناعية مثل الولايات المتحدة.

There are many obstacles faced by these efforts. هناك العديد من العقبات التي تواجه هذه الجهود. Students may come up with a n exhaustive list, but several examples include: ويمكن للطلاب الخروج مع قائمة شاملة ن ، ولكنها تتضمن عدة أمثلة :

Disparities in available funding التفاوت في التمويل المتاح

A lack of enforcement capability وعدم وجود قدرة الإنفاذ

Poor political will سياسية سيئة ،

Quality of national risk assessments جودة التقييمات وطني للمخاطر

A shortage of technical knowledge (specialists) وهناك نقص في المعرفة التقنية (المتخصصين)

To answer the final question, students will agree or disagree with this statement (that countries with advanced emergency management capacities stand to gain from these efforts.) But clearly there is value in any effort that helps to focus attention on the identification and treatment of risk – even in countries like the United States. للإجابة على السؤال الأخير ، والطلاب سوف نتفق أو نختلف مع هذا البيان) أن البلدان المتقدمة مع قدرات لإدارة الطوارئ وستستفيد من هذه الجهود.) ولكن من الواضح أن هناك قيمة في أي جهد يساعد على تركيز الاهتمام على تحديد ومعالجة المخاطر -- حتى في بلدان مثل الولايات المتحدة.
Supplemental Considerations اعتبارات إضافية



Objective 2.1: Describe international efforts to provide standard performance measures for the emergency management profession 2،1 الهدف : وصف الجهود الدولية لتوفير مقاييس الأداء القياسية لإدارة الطوارئ مهنة


Requirements: المتطلبات :


Explain the justification for developing and applying emergency management standards. شرح المبررات لتطوير وتطبيق معايير إدارة الطوارئ. Provide and describe examples of emergency management standards that exist in the United States and elsewhere in the world. ووصف تقديم أمثلة للمعايير إدارة الطوارئ موجودة في الولايات المتحدة وأماكن أخرى في العالم. Facilitate a discussion about the usefulness of emergency management standards and the quality and applicability of the standards that already exist. تيسير إجراء مناقشة حول جدوى معايير إدارة الطوارئ والجودة وتطبيق المعايير الموجودة بالفعل.


Remarks: ملاحظات :


Throughout the world, emergency management organizations have developed largely independent of each other . في جميع أنحاء العالم ، وقد وضعت إدارة الطوارئ منظمات مستقلة إلى حد كبير عن بعضها البعض. And within countries, regional and local emergency management agencies and organizations have often done so in a similar manner. وداخل البلدان ، في حالات الطوارئ المحلية إدارة المنظمات والوكالات الإقليمية القيام به في كثير من الأحيان وذلك بطريقة مماثلة. The result of this has been a great diversity in the organizations – their makeup, their culture, their components, and many other distinguishing factors. هذا وكانت النتيجة على التنوع الكبير في المنظمات -- ماكياج وثقافتهم ومكوناتها ، وغيرها الكثير من العوامل التي تميز.

Organizational diversity in and of itself is not inherently a bad thing. التنظيمية والتنوع في حد ذاته ليس أمرا سيئا في حد ذاتها. Experience has proven that an organization cannot be simply transplanted from one jurisdiction to another . وقد أثبتت التجربة أنه لا يمكن لمنظمة أن زرع ببساطة من اختصاص واحد إلى آخر. For example, it would not be possible nor wise to take the organizational framework of FEMA and impose this upon the emergency management capacity of Egypt. على سبيل المثال ، فإنه لن يكون من الممكن ولا من الحكمة أن يتخذ الإطار التنظيمي للالفيدرالية وفرض هذا على القدرة على إدارة الطوارئ في مصر. The government authorities, the local capacities, the public funding mechanisms, and many other factors would make this an unreachable goal. السلطات الحكومية والمحلية والقدرات العامة ، وآليات التمويل والعديد من العوامل الأخرى على أن تجعل هذا هدفا بعيد المنال.

Organizational makeup , however, is not an indicator of capability . ماكياج التنظيمية ، ومع ذلك ، ليس مؤشرا للقدرة. Two very different organizations can have exactly the same capabilities, and can therefore achieve the same outcome – even if by very different means . جدا ويمكن للمنظمات مختلفين وبالضبط نفس القدرات ، ويمكن تحقيق ذلك نفس النتيجة -- حتى لو كان عن طريق وسائل مختلفة للغاية. One of the most important components in the advancement of emergency management, therefore, is the development of baseline capabilities . واحدة من أهم المكونات الهامة في مجال النهوض إدارة الطوارئ ، لذلك ، هو تنمية القدرات الأساسية.

In order for an emergency management organization or agency (of any type and at any administrative level) to better understand their capacity to manage disaster events, they must first be able to measure their capabilities and achievements . من أجل حالة الطوارئ إدارة منظمة أو وكالة (من أي نوع وعلى أي مستوى إداري) إلى فهم أفضل لقدرتها على إدارة الكوارث الأحداث ، ويجب عليهم أولا أن يكونوا قادرين على قياس قدراتها وإنجازاتها. For years, the only measure that could do this was the response to an actual disaster. لسنوات ، إلا أن قياس يمكن أن يفعله هذا هو الاستجابة لكارثة حقيقية. If the organization was able to manage consequences, their capabilities were sufficient – otherwise, they were lacking. إذا كانت المنظمة قادرة على إدارة العواقب ، وقدراتها كافية -- على خلاف ذلك ، فإنها كانت تفتقر.

To allow for a measurement of capacity in the absence or in advance of actual disaster events, several nations and international organizations sought to develop emergency management standards . للسماح لقياس القدرات في غياب أو مقدما للأحداث الكارثة الفعلية ، عددا من الدول والمنظمات الدولية تسعى لوضع معايير لإدارة الطوارئ. These standards gave emergency management organizations of any type, even private sector agencies (eg, corporations), a more concrete picture of what they needed to do and achieve prior to a disaster in order to meet the requirements likely to confront them in an actual disaster response. معايير منح هذه المنظمات لإدارة الطوارئ من أي نوع ، وكالات القطاع الخاص حتى (على سبيل المثال ، الشركات) ، وصورة ملموسة أكثر من ما يلزم القيام به وتحقيق قبل وقوع كارثة من أجل تلبية الاحتياجات من المحتمل أن تواجههم في كارثة فعلية استجابة.

The following details several of these efforts: (See Slide 4-10) التفاصيل التالية العديد من هذه الجهود : (انظر الشريحة 4-10)

NFPA 1600 NFPA 1600

The US-based National Fire Protection Agency (NFPA) Standards Council, in association with the American National Standards Institute (ANSI), develops and maintains standards dealing with firefighting and fire safety. ومقرها الولايات المتحدة الوطني للحماية من الحرائق وكالة (NFPA) معايير المجلس ، بالتعاون مع المعهد الوطني للمعايير الأمريكية (الانسي) ، ويطور ويحافظ على معايير التعامل مع الحريق والسلامة مكافحة الحرائق. The NFPA began working in 1991 to develop a standard relating to preparedness for, response to, and recovery from all-hazards disasters . NFPA بدأ العمل في عام 1991 إلى وضع معيار المتصلة التأهب لها والاستجابة ل، والتعافي من الكوارث ، كل المخاطر. In 1995, NFPA presented to their membership the NFPA 1600 series standards titled Recommended Practice for Disaster Management . في عام 1995 ، قدم NFPA لعضويتها في 1600 سلسلة معايير NFPA بعنوان الممارسة الموصى بها لإدارة الكوارث.

In 2000, this document was further modified such that it represented true standards, and applied not only to the emergency management community but to businesses as well. في عام 2000 ، كانت هذه الوثيقة المعدلة أخرى من هذا القبيل أنه يمثل المعايير الحقيقية ، وتطبق ليس فقط للمجتمع إدارة الطوارئ ولكن للأعمال التجارية كذلك. This document provided a standardized basis for emergency management planning and business continuity programs in the private and public sectors by providing the following: تقدم هذه الوثيقة أساس موحدة لإدارة الطوارئ والتخطيط للبرامج استمرارية العمل في القطاعين الخاص والعام من خلال توفير ما يلي :

Common program elements عناصر برنامج مشترك

Techniques تقنيات

Processes العمليات

The NFPA provides provisions for enhanced capabilities for emergency management and business continuity programs so that the impacts of a disaster can be mitigated and life and property protected. وNFPA نصوصا لتعزيز قدرات لإدارة الطوارئ وبرامج استمرارية العمل بحيث كارثة يمكن التخفيف من آثار والأرواح والممتلكات المحمية.

The latest edition of these standards were released in 2007, which incorporates several recommended changes – including the introduction of 'prevention' to the common four emergency management phases mitigation, preparedness, response, and recovery. طبعة من هذه المعايير وأطلق سراح آخر في عام 2007 ، الذي يتضمن العديد من التغييرات الموصى بها -- بما في ذلك إدخال 'منع' لإدارة الطوارئ المشتركة التخفيف المراحل الأربع ، والتأهب والاستجابة والانتعاش.

EMAP بميزانية

The Emergency Management Accreditation Program (EMAP) is a voluntary accreditation process for state, regional, territorial, tribal, county and municipal government emergency management programs. إدارة الطوارئ اعتماد برنامج (بميزانية) هو عملية اعتماد طوعية ل، الدولة الإقليمية الإقليمية ، مقاطعة والقبلية والبلدية إدارة برامج الطوارئ الحكومية.

EMAP is an independent public nonprofit organization . بميزانية هي منظمة مستقلة غير ربحية العامة. It's primary purpose is to develop excellence and accountability in emergency management and homeland security programs by establishing credible standards applied in a peer review accreditation process . انه الهدف الرئيسي هو تطوير الامتياز والمساءلة في إدارة الطوارئ وبرامج الأمن الوطني من خلال وضع معايير ذات مصداقية تطبيقها في اعتماد عملية استعراض الأقران.

EMAP accreditation is based on demonstration that an emergency management program meets a minimum set of criteria as established in the organization's Emergency Management Standard. The Emergency Management Standard describes all of the programs, plans, and other components that an emergency management program should have in place to be prepared to deal with hazards and threats. ويستند بميزانية الاعتماد على المظاهرة التي برنامج إدارة الطوارئ تجتمع مجموعة الحد الأدنى من المعايير على النحو المحدد في المنظمة في حالات الطوارئ الموحدة إدارة ، وإدارة الطوارئ قياسي يصف كافة البرامج والخطط وغيرها من المكونات التي برنامج إدارة الطوارئ ينبغي أن يكون في مكان على استعداد ليكون للتعامل مع المخاطر والتهديدات. EMAP accreditation includes a self-assessment phase as well as an on-site assessment by an independent review, or "assessor" team. بميزانية الاعتماد يتضمن تقييم المرحلة الذاتي فضلا عن موقع على تقييم من قبل استعراض مستقل ، أو "مقيم" فريق.

EMAP accreditation considers the following topical areas: بميزانية الاعتماد تعتبر موضعي المجالات التالية :

Program Management, including: برنامج الإدارة ، بما في ذلك :

Program Administration برنامج الإدارة

Program Coordinator منسق البرنامج

Advisory Committee اللجنة الاستشارية

Program Plans and Evaluation خطط البرامج وتقييمها

Program Elements عناصر البرنامج

Finance and Administration المالية والإدارية

Laws and Authorities القوانين والسلطات

Hazard Identification, Risk Assessment, and Consequence Analysis الخطر تحديد وتقييم المخاطر ، وتحليل العواقب

Hazard Mitigation الخطر التخفيف

Incident Prevention حادثة منع

Planning التخطيط

Incident Management إدارة الحوادث

Resource Management and Logistics إدارة الموارد والنقل والإمداد

Mutual Aid المساعدة المتبادلة

Communication and Warning الاتصالات وتحذير

Operations and Procedures العمليات والإجراءات

Facilities المرافق

Training التدريب

Exercises, Evaluations, , and Corrective Actions التدريبات ، والتقييمات ، والإجراءات التصحيحية

Crisis Communications, Public Education, and Information أزمة الاتصالات ، والتعليم العام ، والإعلام

AS/NZS 4360:2004 باسم / NZS 4360:2004

The governments of Australia and New Zealand have developed and maintained a standard for the practice of risk management . استراليا ونيوزيلندا نموا من الحكومات وحافظ على مستوى لممارسة إدارة المخاطر.

This standard divides the risk management process into several interrelated steps, including: يقسم هذا المعيار في عملية إدارة المخاطر في خطوات مترابطة عديدة ، بما في ذلك :

Establish the risk management context إنشاء إدارة المخاطر في سياق

Identify the risks تحديد المخاطر

Analyze the risks تحليل المخاطر

Evaluate the risks تقييم المخاطر

Treat the Risks معالجة المخاطر

The Australia / New Zealand standard guides governments at all administrative levels in conducting an assessment of their risk and in taking action to mitigate either the consequences of the likelihood of those risks. و/ استراليا ونيوزيلندا معيار أدلة الحكومات على جميع المستويات الإدارية في إجراء تقييم المخاطر واتخاذ إجراءات لتخفيف اما النتائج المترتبة على احتمال هذه المخاطر.

The Australia / New Zealand risk management standard is the basis of the FEMA EMI Higher Education course Hazard Risk Management, found at: http://training.fema.gov/EMIWeb/edu/hram.asp في أستراليا / نيوزيلندا معيار جديد لإدارة المخاطر هو أساس الإحصائي الفيدرالية بالطبع التعليم العالي إدارة المخاطر ، وجدت في : http://training.fema.gov/EMIWeb/edu/hram.asp

ISO 31000 ايزو 31000

The International Organization for Standardization (ISO) is a worldwide federation of national standards bodies . المنظمة الدولية للتوحيد القياسي (ايزو) هو اتحاد عالمي لهيئات المعايير الوطنية.

In 2007, ISO developed a standard ISO 31000, “Risk Management – Guidelines on Principles and Implementation of Risk Management” في 2007 ، ايزو وضع معيار ايزو 31000 "إدارة المخاطر -- مبادئ توجيهية بشأن المبادئ وتنفيذ إدارة المخاطر"

ISO 31000 was intended for all organizations , not just emergency management organizations or governmental organizations. وكان المقصود ايزو 31000 لجميع المنظمات ، وليس فقط إدارة المنظمات في حالات الطوارئ أو المنظمات غير الحكومية. However, like the AS/NZS 4360:2004 standard, ISO 31000 provides a coordinated and consistent methodology by which hazards (risks) are identified and reduced. ومع ذلك ، مثل / كما القياسية 4360:2004 NZS ، ايزو 31000 يوفر منهجية منسقة ومتسقة من خلالها المخاطر (المخاطر) يتم تحديد وتخفيض التكاليف.

ISO 31000 applies the same five steps encountered in the AS/NZS document, though the terminology is slightly different. ايزو 31000 وينطبق الشيء نفسه خمس خطوات المواجهة في / NZS الوثيقة نفسها ، مع أنها المصطلحات يختلف قليلا.

ISO IWA 5:2006 ايزو إيوا 5:2006

In 2006, the International Organization for Standardization published ISO IWA 5:2006, a standard that described Emergency Preparedness . في 2006 ، المنظمة الدولية للتقييس ايزو نشر إيوا 5:2006 ، وهو معيار التي وصفت التأهب لحالات الطوارئ.

ISO IWA 5:2006 was created at a workshop organized by the American National Standards Institute (ANSI) and New York University's International Center for Enterprise Preparedness (InterCEP) in response to a call within the standards community for standards guidance in the area of emergency preparedness. 5:2006 تم إنشاء ايزو إيوا في ورشة عمل ينظمها المعهد الوطني للمعايير الأمريكية (الانسي) ، وجامعة يورك في المركز الدولي الجديد للمؤسسات التأهب (InterCEP) استجابة لدعوة داخل المجتمع معايير لتوجيه المعايير في مجال الاستعداد للطوارئ .

This standard, which is an International Workshop Agreement (IWA), is intended to serve as an interim solution until a formal ISO standard is developed for the topic. ، وهو ورشة العمل الدولية (اتفاق إيوا) ، والغرض من هذا المعيار لتكون بمثابة حل مؤقت حتى المتقدمة هو معيار ايزو رسمي عن الموضوع. IWAs allow for a more immediate response to issues that the international community feels need urgent action. عيواص تسمح لمزيد من الاستجابة الفورية للمسائل التي يشعر المجتمع الدولي ضرورة اتخاذ إجراءات عاجلة.

According to ANSI, ISO IWA 5:2006 establishes a list of essential elements of emergency and business continuity management that the technical committee developing the permanent standards should use as the basis of an international family of standards (including crisis communications and resource management, incident management systems and hazard identification, mitigation and prevention.) وفقا للمقاييس ، ايزو إيوا 5:2006 يضع قائمة من العناصر الأساسية لإدارة استمرارية الأعمال والطوارئ أن اللجنة الفنية الدائمة وضع المعايير ينبغي أن تستخدم كأساس للأسرة الدولية للمعايير (بما في ذلك الاتصالات الأزمات وإدارة الموارد ، وإدارة الحوادث ونظم تحديد المخاطر والتخفيف من آثارها والوقاية منها.)

These are just a representative sample of the international and national standards that have been developed to guide various aspects of crisis, risk, and emergency management. هذه ليست سوى عينة تمثيلية من المعايير الدولية والوطنية التي تم وضعها لتوجيه مختلف جوانب الأزمة ، والمخاطر ، وإدارة الطوارئ. Many other standards within ISO and the national standards organizations (those listed and others) can be found that address the topic. وايزو ضمن المعايير الوطنية والمنظمات (سرد هذه وغيرها) يمكن العثور على الكثير غيرها من المعايير التي تعالج هذا الموضوع.

Ask the Students , “Do you see a value in the existence of these standards? أطلب من الطلاب ، "هل ترى أن هناك قيمة في وجود هذه المعايير؟ If so, what is their value? إذا كان الأمر كذلك ، ما هي قيمتها؟ What limitations do these standards have?” ماذا تفعل هذه المعايير قيود على ذلك؟ "

Standards help to drive a common lexicon, common organizational frameworks and cultures, and a common operational foundation. معايير تساعد على قيادة المعجم المشترك ، وأطر تنظيمية مشتركة والثقافات ، والمؤسسة التنفيذية المشتركة. The more that different organizations subscribe to standards, the higher integration that can be achieved during inter-organizational responses to major disasters. وكلما كانت تلك المنظمات المختلفة اشترك في المعايير ، وارتفاع التكامل الذي يمكن تحقيقه خلال المنظمات الاستجابات المشتركة للكوارث الكبرى.

Standards are not the answer to all problems related to coordination, however. المعايير ليست هي الحل لجميع المشاكل المتعلقة بالتنسيق ، ولكن. They are rarely mandated, they must be sufficiently vague to meet the needs of all stakeholders, and they can be interpreted in many different ways. نادرا ما يتم تكليف ، ويجب ان تكون غامضة بما فيه الكفاية لتلبية احتياجات جميع أصحاب المصلحة ، وتفسيرها أنها يمكن أن تكون في العديد من الطرق المختلفة.



Supplemental Considerations اعتبارات إضافية


Students can view all NFPA Standards at http://www.nfpa.org/aboutthecodes/li..._standards.asp ويمكن للطلاب تصفح جميع معايير NFPA في http://www.nfpa.org/aboutthecodes/li..._standards.asp








References المراجع


Broadleaf Capitol International. عريضة الكابيتول الدولية. 2004. 2004. The Australia / New Zealand Standard on Risk Management, AS/NZS 4360:2004. في أستراليا / قياسي نيوزيلندا على إدارة المخاطر ، باسم / NZS 4360:2004. Pp. ص. 1-5. http://www.broadleaf.com.au/pdfs/trn...t.standard.pdf 1-5. http://www.broadleaf.com.au/pdfs/trn...t.standard.pdf


Emergency Management Accreditation Program. اعتماد برنامج إدارة الطوارئ. 2002. 2002. Emergency Management Standards. http://www.emaponline.org/?342 معايير إدارة الطوارئ. http://www.emaponline.org/؟342


International Strategy for Disaster Reduction. الاستراتيجية الدولية للحد من الكوارث. 1994. Yokohama Strategy and Plan of Action for a Safer World . 1994 استراتيجية يوكوهاما. وخطة العمل من أجل عالم أكثر أمنا. United Nations. http://www.unisdr.org/eng/about_isdr...-strat-eng.htm الأمم المتحدة. http://www.unisdr.org/eng/about_isdr...-strat-eng.htm


International Strategy for Disaster Reduction. الاستراتيجية الدولية للحد من الكوارث. 2004. Living With Risk: A Global Review of Disaster Reduction Initiatives . 2004 : العيش في ظل مخاطر استعراض عالمي لمبادرات الحد من الكوارث. United Nations. الأمم المتحدة. Pp. ص. 11-15. http://www.unisdr.org/eng/about_isdr...1_Section1.pdf 11-15. http://www.unisdr.org/eng/about_isdr...1_Section1.pdf


International Strategy for Disaster Reduction. الاستراتيجية الدولية للحد من الكوارث. 2005. Hyogo Framework for Action 2005-2015: Building the Resilience of Nations and Communities to Disasters . 2005 : هيوغو. إطار للعمل 2005-2015 بناء قدرة الأمم والمجتمعات على مواجهة الكوارث. United Nations. http://www.unisdr.org/wcdr/intergove...on-english.pdf الأمم المتحدة. http://www.unisdr.org/wcdr/intergove...on-english.pdf


National Fire Prevention Association. الرابطة الوطنية للوقاية من الحرائق. 2007. 2007. NFPA 1600: Standard on Disaster/Emergency Management and Business Continuity Programs. NFPA 1600 : الموحدة بشأن / إدارة الكوارث والطوارئ برامج استمرارية العمل. Pp. ص. 4-8. http://www.nfpa.org/assets/files/PDF/NFPA1600.pdf 4-8. http://www.nfpa.org/assets/files/PDF/NFPA1600.pdf


United Nations International Strategy for Disaster Reduction (UNISDR). الأمم المتحدة الاستراتيجية الدولية للحد من الكوارث). nd “Mission and Objectives.” http://www.unisdr.org/eng/about_isdr...ctives-eng.htm الثانية "الرسالة والأهداف". www.unisdr.org / المهندس / about_isdr / الاستراتيجية الدولية للرحلة أهداف - eng.htm

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