Page 182 - WSAVA2018
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 25-28 September, 2018 | Singapore
WSV18-0158
WSAVA ONE HEALTH DISASTER MANAGEMENT
HOW TO DEVELOP DISASTER MANAGEMENT PLANS FOR HOSPITALS AND CLIENTS
H. Squance1
1BML Consulting Limited, Animal Welfare Emergency Management, Palmerston North, New Zealand
HOW TO DEVELOP DISASTER MANAGEMENT PLANS FOR HOSPITALS AND CLIENTS
Hayley Squance, BAppSc (VTM), MEd(Adult Education), PhD student
BML Consulting Limited, New Zealand, hayley. squance@gmail.com
Introduction
Disasters can strike anywhere, at any time, and
without warning. Recent events have highlighted
how devastating disasters can be on communities, businesses and how local resources can become quickly overwhelmed. Additionally, climate change makes extreme weather events more likely than before with increased frequency and intensity. Albeit with this evidence people are still complacent about personal emergency preparedness which is then reflected equally inadequately in business.
The stark reality of disasters is that it is not a matter of if it will happen; it is a matter of when. The number of people affected by disasters and the costs associated with these events is increasing. Hence there is a requirement to have practice and personal emergency plans in place
to mitigate the effects of such disasters, particularly to veterinary business. There are consultants who can help businesses develop emergency and business continuity plans but the aim of this paper is to give a basic outline of how veterinary businesses can prepare for disasters.
Emergency management plans
As veterinary professionals you have a responsibility to your family, clients, their animals, and your communities to be prepared. They will look to you for guidance therefore you have to be prepared to help. Plans are necessary for different scenarios well in advance of
a disaster occurring. These scenarios include but not
limited:
· Occurring during the working day when you, your staff and clients are at clinic
Veterinary businesses need to work together with
local communities to be incorporated into the disaster management framework. Clients and the community are vital to the survival of your business during the post- disaster economic period. If your community is prepared and resilient, your cliental will still be present.
Standards New Zealand states that “Business continuity management provides the availability of processes and resources in order to ensure the continued achievement of critical objectives”. Hence a disaster management plan needs to incorporate all phases (mitigation, preparedness, response and recovery) instead of just being a response plan.
A disaster management plan is: · about managing risk
· a powerful force for business sustainability and resilience
· provides for business success.
A risk and hazard assessment of your facilities, business and staff is the first step of developing a plan. When risks are known steps should be put in place to mitigate the risks and move onto preparedness, response and recovery. The disaster plan should cover three core elements (financial, logistics and operational) to ensure all components of the business are incorporated.
Financial
Recent work completed by the UN and the World Bank shows that, while specific cases may vary, for every dollar invested in minimising risk, about seven dollars will be saved in economic losses from disasters. Planning
for every conceivable disaster is important, although
not directly being affected by the event should equally be considered together with its potential negative impacts on business and staff. The true extent of these consequences is often unrecognised and commonly unaccounted for during development of business continuity plans. For example a business could suffer from severe disruption to their operations and financial hardship as a result of collateral effects such as continuity of supply or retraction of a traditional customer base.
A lack of understanding insurance policies particularly business interruption insurance and property damage has caught many businesses. Some business owners are unaware that insurance companies may not cover further damage to a property and equipment if it is considered secondary to the primary event. For example if you do not fix a damaged roof due to initial event (such as a wind storm), i.e. you fail to action covering the damaged roof when it is safe enough to do so and it rains 24 hours later the additional water damage may not be covered as it is not considered the primary event.
  · Some staff may be out at lunch or on house calls
· Occurring out of business hours, everyone is away
from the clinic with in house patients · Slow onset
· Such as predicted strong winds, heavy rainfall
· Fast onset
· Such as an earthquake or volcanic eruption
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43RD WORLD SMALL ANIMAL VETERINARY ASSOCIATION CONGRESS AND 9TH FASAVA CONGRESS



























































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