Summary:
The most significant change that can be made in the design and planning of resilient
systems and processes is to broaden the understanding of and incorporate the needs
of underserved/vulnerable populations. Once a comprehensive needs assessment is
complete, new roles can be designated to existing providers who are accountable to
fulfill these roles in the event of a disaster or emergency. This is in addition to revising
existing structures and processes to respond to a broader set of population needs.
References
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Lecerof, S. S., M. Stafström, R. Westerling and P.-O. Östergren (2015). "Does social
capital protect mental health among migrants in Sweden?" Health Promotion
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Resilience Alliance. (2002). "Resilience Alliance: Key Concepts." Retrieved July 17,
2015, from http://www.resalliance.org/index.php/key_concepts.
Taylor, N., R. Clay-Williams, E. Hogden, J. Braithwaite and O. Groene (2015). "High
performing hospitals: a qualitative systematic review of associated factors and
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The United Nations Office for Disaster Risk Reduction (UNISDR). (2012). "The Ten
Essentials for Making Cities Resilient." Making Cities Resilient: My City Getting Ready
Retrieved July 14, 2015, from http://www.unisdr.org/campaign/resilientcities/toolkit.
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