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close this bookDisaster Preparedness - 2nd Edition (DHA/UNDRO - DMTP - UNDP, 1994, 66 p.)
View the document(introduction...)
View the documentUnited Nations reorganization and the Disaster Management Training Programme
View the documentIntroduction
close this folderOverview
View the document(introduction...)
View the documentOverview of the concept
View the documentWorking definition
close this folderPART 1 - Planning for disaster preparedness
View the document(introduction...)
View the documentVulnerability assessment
View the documentPlanning
View the documentInstitutional structure
View the documentInformation systems
View the documentResource base
View the documentWarning systems
View the documentResponse mechanisms
View the documentPublic education and training
View the documentRehearsals
View the documentCASE STUDY
View the documentSUMMARY
close this folderPART 2 - International collaboration for preparedness
View the document(introduction...)
View the documentThe United Nations system
View the documentThe U.N. at headquarters level
View the documentThe U.N. at field level
View the documentThe UNDP in the field
View the documentU.N. agencies and development projects
View the documentSUMMARY
close this folderPART 3 - Implementing disaster preparedness plans
View the document(introduction...)
View the documentPromote the plan at the national level
View the documentEstablish a reliable information base
View the documentDefine appropriate institutional structures
View the documentConsider this advice
View the documentCASE STUDY
View the documentSUMMARY
View the documentAnnex 1: Checklist of basic information required by a UN-DMT1
View the documentAnnex 2: Acronyms
View the documentAnnex 3: Additional reading
View the documentModule evaluation

The U.N. at headquarters level

In developing national disaster preparedness plans, there are at least four areas in which U.N. agencies can be of immediate assistance.

Headquarters support for disaster preparedness initiatives

It is important for agencies at the field level to know that disaster preparedness initiatives have the support of their respective headquarters. Beyond the intangible issue of moral support is the more practical matter of establishing the initiative as a recognized priority at the field level.

Short-term consultancies, study tours and exchange of experts

Agencies at headquarters level should have better insight as to which experts might be available to support field level efforts, in both the planning and implementation stages. Agencies should compile rosters of available experts. These rosters should be exchanged with other agencies. Agencies should review hiring procedures to ensure the rapid fielding of experts.

Wherever possible, agency workers should encourage government officials to discuss disaster preparedness measures at headquarters levels. These workers should take study tours to countries that have well established disaster preparedness plans. Such exchanges should be worked out between headquarters and the field office.

Emergency funding

More flexible systems will have to be developed among some of the agencies to improve the use of field office resources in times of emergencies, and to ensure additional resources for emergencies from headquarters. Such flexibility should be recognized as part of the anticipated resource base in the national disaster preparedness plan.

Headquarters procedures and scheduling

Through their field offices, agencies will have to make sure that the proposed disaster preparedness plan incorporates headquarters procedures and the scheduling necessary for an agency to respond effectively to various crisis scenarios.