Sharon I. Peyus / Robert C. Hutchinson Homeland Security Investigations

1. Central Asia Regional Health Security WorkshopGeorge C. Marshall European Center for Security Studies 17-19 April 2012, Garmisch-Partenkirchen, Germany Whole of Society Approach to Pandemic and Disaster Management Sharon I. Peyus / Robert C. Hutchinson Homeland Security Investigations U.S. Immigration and Customs Enforcement U.S. Department of Homeland Security 19 April 2012

2. Introduction Disaster Management…. Defining Strictly Economics Looking at the “Why” of the Whole of Society Approach What is at the Heart? Reviewing Critical Interdependencies What Lies Beyond Health Care? Looking at the “How” ~ Principles / Goals in Achieving a Whole of Society Approach

3. What is Disaster Management? Disaster management can be defined as the organization and management of resources and responsibilities for dealing with all humanitarian aspects of emergencies, in particular preparedness, response and recovery in order to lessen the impact of disasters. Annual Economic Losses • $75.5 billion in the 1960’s • $138.4 billion in the 70’s • $213.9 billion in the 80’s • $659.9 billion in the 90’s • 2003 SARS / $60 billion • 2005 Hurricane Katrina / $145 billion • 2009 H1N1 / $3+ billion • 2010 Earthquake in Haiti / $8 billion • 2011 Earthquake and tsunami in Japan / $235 billion Sources: WHO / World Bank / US Department of Commerce

4. Why The Need…? • Looks beyond the traditional, “government centric” approach • Creates a national dialogue • Joining efforts towards a common approach • Supports integrated planning and preparedness across all sectors of society • Building and strengthening needs and capacities at the national and sectoral levels • Focuses on reducing risks and vulnerabilities • Understanding the importance of roles of others

5. Meeting the Needs of… • Individuals • Families • Neighborhoods • Communities • Public and private sectors • Vulnerable populations “at-risk” • Neighboring nations • Regional partners

6. Whole of Society Approach Planning / Coordination / Communication

7. At the Heart… • High level of political commitment • Broader engagement • Government departments (e.g., agricultural, military/defense, labor, education, transport, trade and commerce, judiciary) • Private sector / civil society (e.g., industry, non-governmental organizations) • Community, family and individuals • Improved coordination through partnerships among public, veterinary, and ecosystem health agents

8. At the Heart (cont’d) • Coordinated strategy for disaster management / response / readiness • Continuity planning • Critical interdependencies • Consideration of existing resources as well as unmet resource needs • Joint preparedness / planning at all levels • Communication • Consistent, accurate, and structured messaging • Emphasis on flexibility and adaptability

9. Critical Interdependencies • Critical goods and services • Providers of essential services (e.g. water and energy) • Interdependencies with each • Sudden and significant shortages of personnel • Complex interdependencies of the health care sector and other sectors • Regional response networks • Supply chain / distribution disruptions • What are the likely points of failure?

10. Source: WHO

11. Why Planning Beyond Health? • No single agency or organization can prepare for a pandemic or natural disaster on its own • Need for improved preparedness and prevention strategies • Strengthen resilience to other types of disasters • Reduce the social and economic impacts

12. Looking at the “How” Principles and Goals to Achieving a Whole of Society Approach

13. Principles • Enable consolidation of collaborative work • Ensure more coherent, complementary actions among the different governing bodies • Work together to improve and enhance the disaster management response framework • Harmonize and complement each sector

14. Principles (cont’d) • Develop a coordinated strategy for response and readiness, respecting laws and plans already in place • Clarify roles, responsibilities, and gaps • Ensure that the framework remains accurate, relevant, and flexible • Nationally-owned strategies that tackle multi-sector problems • Supported by all actors (avoid incoherency and duplication)

15. Questions to Consider… • How would you most effectively engage the whole community in disaster management? • How would you solicit creative assistance in broadening the disaster management team to include new partners and develop innovative solutions? • What examples, practices, strategies can you share? • How would you assess and analyze your preparedness status? • Opportunities for benchmarking and comparison regionally • How else might you continue to refine the whole of society approach?

16. A Roadmap of Goals… • Establish an effective coordination mechanism • National committee with rotational chairmanship • National taskforces or committees • Technical sub-groups • Crisis management subcommittee • Include representatives from Ministries (Emergency Situations, Health, Interior, Labor, Agricultural), Military, and the animal and public sectors • Commitment of subject matter experts • Draw from the experience of its members • Leverage resources • Develop disaster resistant communities

17. Goals (cont’d) • Reshape planning and multi-sector preparedness • Emphasizing the wider scope of maintaining business continuity operations • Identification of essential sectors in supporting the relevant authorities • Development of Business Continuity Plans for each critical sector • Additional attention to the need for effective and harmonized public communications

18. Goals (cont’d) • Identify personnel, supplies and equipment vital to maintain essential functions • Determine the ability of your organization to continue operations for an extended period of time • Mitigate disruptions of critical infrastructure services and/or supplies • Development of realistic capabilities • Models / Tools • Strengthen partnerships / interagency agreements / cross-border agreements

19. Roadmap Components Six Major Components • Identifying and assessing risk • Estimating capability requirements • Building and sustaining capabilities • Planning to deliver capabilities • Validating capabilities • Reviewing and updating

20. Outcomes… • Advancing a culture within the emergency management community that produces tangible benefits for the whole society • Political mandate • Executive order(s) or parliamentary decision(s) • Strengthen laws, decrees and regulations • Providing strong leadership and a coordinated, effective and efficient disaster preparedness and national response • Leading the way • Learning from past experiences

21. Outcomes (cont’d) Provides planners and managers with insights and a framework that can shape a range of critical decisions • Such decisions—which can be made in advance of disasters— include • Improving prioritization of resources and investments • Managing new and unfamiliar risks • Understanding emerging legal and regulatory hurdles • Shaping and increasing society-wide knowledge and the adoption of protective behaviors • Forging new partnerships

22. Outcomes (cont’d) • Provides a platform for the importance of public education • Raising awareness • Identification and refinement of needs • Aligning strategies and planning efforts • Building a shared sense of direction / response • Setting a positive trajectory for your community in meeting immediate and future needs

23. Outcomes (cont’d) • Improves resilience / vulnerability reduction • Strengthens planning and prevention processes to anticipate and manage shock events • Increases surveillance / enhances early warning • Builds a culture of safety and resilience • Develops an updated policy framework for disaster management / all hazards approach

24. Model of a Governance Structure

25. From Model to Disaster Management Coordinating Officer / Minister of Emergency Situations Unified Coordination Group

26. Questions Questions?

27. Thank you! “Building a culture of prevention is not easy. While the costs of prevention have to be paid in the present, its benefits lie in a distant future. Moreover, the benefits are not tangible; they are the disasters that did NOT happen.” Kofi Annan, 1999

28. Contact Information Sharon I. Peyus (Former) Director National Incident Response Unit speyus@ice.dhs.gov (202) 732-0331 Robert C. Hutchinson Assistant Special Agent in Charge Homeland Security Investigations rchutchi@ice.dhs.gov (305) 597-6034

29. References • Economic Commission for Latin America and the Caribbean and Pan American Health Organization (2010), Evaluación preliminar del impacto en México de la influenza AH1N1. Economic Commission for Latin America and the Caribbean, Mexico City. • Emergency Management Framework for Canada, (Second Edition) January 2011. • Natural Hazards, UnNatural Disasters: The Economics of Effective Prevention, The World Bank and The United Nations, November 11, 2010 • Pandemic Influenza Preparedness and Response, A WHO Guidance Document, 2009. • Presidential Policy Directive PPD/8 National Preparedness, March 30, 2011. Available at http://www.fema.gov/ppd8. • Structure and organization, Well Prepared National Society, Self-Assessment, 2002-2004. Available at www.ifrc.org/Global/Publications/disasters/lr-wpns-whole.pdf. • The Economics of Natural Disasters: Concepts and Methods, Policy Research Working Paper #5507, The World Bank, December 2010 • Towards a Safer World, Practical Approaches to Advance Disaster Preparedness, Beyond Pandemics: A Whole of Society Approach to Disaster Preparedness, September 2011. Available at www.towardsasaferworld.org. • Whole of Society Pandemic Readiness, WHO (Geneva, May 2009). • Workshop Report: United Nations System Workshop on Avian and Pandemic Influenza, United Nations Influenza Coordination (UNSIC) Asia Pacific Hub, (Bangkok, Thailand, January 27-29 , 2010). • www.flu.gov.