ISO 22393:2023
(Main)Security and resilience — Community resilience — Guidelines for planning recovery and renewal
Security and resilience — Community resilience — Guidelines for planning recovery and renewal
This document gives guidance on how to develop meaningful recovery activities and renewal initiatives from any type of major emergency, disaster or crisis, no matter what type of impact or damage it has. It provides guidelines on how to identify the short-term, transactional activities needed to reflect and learn, review preparedness of parts of the system impacted by the crisis, and reinstate operations to build preparedness to future emergencies. It distinguishes a longer-term perspective, called “renewal”, and provides guidelines on how to identify visionary initiatives to be addressed through transformation to change lives and futures. The guidelines cover how, in both recovery and renewal, there is a need to identify scalable activity on people, places, processes, power and partners. This document is applicable to all organizations, particularly those involved in recovery and renewal and that are responsible for human welfare and community development (e.g. public, voluntary, community and social enterprise sectors).
Sécurité et résilience — Résilience communautaire - Lignes directrices pour la planification de la relance et du renouveau
General Information
Relations
Buy Standard
Standards Content (Sample)
INTERNATIONAL ISO
STANDARD 22393
First edition
2023-02
Security and resilience — Community
resilience — Guidelines for planning
recovery and renewal
Sécurité et résilience — Résilience communautaire - Lignes directrices
pour la planification de la relance et du renouveau
Reference number
ISO 22393:2023(E)
© ISO 2023
---------------------- Page: 1 ----------------------
ISO 22393:2023(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2023
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii
© ISO 2023 – All rights reserved
---------------------- Page: 2 ----------------------
ISO 22393:2023(E)
Contents Page
Foreword .v
Introduction . vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Concepts in recovery and renewal . 2
4.1 General . 2
4.2 Characteristics of recovery . 2
4.3 Characteristics of renewal . 3
4.4 Role of resilience partners for recovery and renewal . 4
4.5 Differentiating recovery and renewal . 5
4.6 Impacts and needs to recover and renew . 6
4.7 Cross-cutting systemic themes for planning recovery and renewal . 6
4.8 Information for planning recovery and renewal . 7
4.9 Arrangements to activate recovery and renewal . 7
5 Setting up a recovery coordination group. 8
5.1 General . 8
5.2 Agreeing the membership of the RCG . 8
5.3 Agreeing the terms of reference of the RCG . 9
5.3.1 General . 9
5.3.2 Objectives for the RCG . 10
5.4 Initiating the work of the RCG . . 10
5.5 Establish access to resources for recovery and renewal . 11
5.6 Communicating with interested parties . 11
6 Assessing the impacts of the crisis and community needs .12
6.1 General .12
6.2 Understanding the context of the crisis .12
6.3 Identifying impact themes on which to commission impact and need assessments .13
6.4 Designing and setting up the impact and need assessments . 14
6.5 Collecting information for the impact and need assessments . 15
6.6 Calculating net economic loss . 15
6.7 Analysing and presenting results from the impact and need assessments .15
6.8 Selecting action areas to recover and renew . 16
7 Developing recovery activities .16
7.1 General . 16
7.2 Identifying transactional activity to implement as part of recovery . 17
7.3 Managing delivery of recovery activities . 17
7.4 Commemorating loss from the crisis. 18
8 Developing renewal initiatives .18
8.1 General . 18
8.2 Organizing how renewal initiatives are designed . 19
8.3 Identifying transformational initiatives to implement as part of renewal .20
8.4 Considering challenges to renewal . 21
8.5 Encouraging commitments to deliver the renewal initiatives . 21
9 Continuous improvement .22
9.1 General .22
9.2 Identifying lessons . 22
9.2.1 General .22
9.2.2 Questions the RCG can ask of the performance of the response system to
improve preparedness .23
9.3 Acting on lessons . 23
iii
© ISO 2023 – All rights reserved
---------------------- Page: 3 ----------------------
ISO 22393:2023(E)
9.4 Scenario planning and exercising future crises. 23
Annex A (informative) Examples of impact themes to consider in an impact and need
assessment .25
Annex B (informative) Examples of people who can be disproportionately affected by a
crisis .31
Annex C (informative) Example template for an impact and need assessment .34
Annex D (informative) Examples of how three action areas can be pursued as transactional
activities or transformational initiatives .36
Annex E (informative) Examples of transactional recovery activities for people, places and
processes .38
Bibliography .39
iv
© ISO 2023 – All rights reserved
---------------------- Page: 4 ----------------------
ISO 22393:2023(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO’s adherence to
the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 292, Security and resilience.
This first edition cancels and replaces ISO/TS 22393:2021, which has been technically revised
throughout.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
v
© ISO 2023 – All rights reserved
---------------------- Page: 5 ----------------------
ISO 22393:2023(E)
Introduction
The invasive and often far-reaching impacts of major emergencies, disasters and crises can bring the
need for short-term recovery and ambitious renewal of communities. Such events disrupt normal
conditions, expose system fragilities and have impacts that can cause widespread suffering. This
document provides a framework for how to govern, coordinate and assess the impacts of any type of
major emergency, disaster and crisis no matter what their impact on communities, and address these
by planning transactional recovery activities and strategizing transformational renewal initiatives.
Despite the sometimes complex and prolonged nature of responding to a crisis, the general planning
for recovery starts before a crisis happens. Tailoring those general recovery activities to the specific
conditions being faced in the crisis is initiated early, during the response. Thinking about recovery can
begin while the crisis is ongoing so that swift action can be taken at an appropriate time and scale
to begin the journey of recovery. In this context, recovery delivers transactional activities to quickly
overcome the negative impacts of the crisis and prepare for the next incident. Recovery is delivered in
the short term with the aims of, for example, re-starting basic services (such as electricity and water),
rebuilding damaged infrastructure, temporarily supporting livelihoods, providing governance, and
encouraging the new behaviours needed to enable work and social lives. These transactional activities
address immediate needs by reflecting on the crisis and learning lessons to inform future activities,
reviewing preparedness for future crises and reinstating parts of the system impacted by the crisis.
While compelling in some situations, the goal of quickly “getting back to normal” is often too simplistic,
underestimates the disruption and damage caused and fails to reflect the opportunity to address
chronic underlying issues that have been exposed by the crisis. Recovery reinstates preparedness
following a crisis, informed by a business continuity management, quality management or competent
persons.
Beyond such transactional activity, the disruption caused by crises creates conditions that can encourage
major strategic change; what is called in this document “renewal”. Renewal seeks to transform a system
through ambitious strategic initiatives that have been co-developed with communities. Renewal
is not part of the emergency management cycle (of mitigate, prepare, respond, recover) because the
scale of impacts from recent crises go beyond what transactional recovery of emergency management
can address. Such impacts require widespread system change as renewal seeks to reconcile broken
relationships with communities, and to improve and amend the shortcomings, inequalities and strategic
vulnerabilities that were laid bare by the impacts of the crisis and shown now to be insufficient as a
basis for the future. This involves changing the environment to create more favourable conditions or
reshaping operations in the light of those conditions. Renewal enhances resilience following a crisis.
Actions for recovery and renewal are aligned to ensure that opportunities and improvements for each
are not undermined by a lack of coordination. While the group which works on recovery can differ to
that which works on renewal, there will be some overlap of personnel to ensure that coordination and
communication is effective. Recovery activity cannot be done in isolation of renewal, nor vice versa,
so communication is essential. Indeed, a coordinated strategy can help to ensure that recovery and
renewal define who will lead their effort, who will act as central coordination and how cross-group
communications will happen so that the specialist tasks associated with recovery and renewal take
place while understanding the needs and requirements of each other.
The term “build back better” is known in disaster management. Recovery and renewal aim to build a
fairer society in the future where renewal, especially, seeks to address the inequities and inequalities
that have been exposed by a crisis. In this sense, recovery and renewal seeks to “build forward fairer”
to create, in the aftermath of a crisis, a future society that is fairer for all.
In terms of what needs to be recovered and renewed, this document focuses on the people who have
been affected by the crisis, the places where the impact/damage and response has happened, and the
processes that have been configured to meet the needs of the response – all underpinned by power
and partners. Key to addressing the people, places and processes is the need to have the right partners
to support recovery and renewal, and acknowledge the emerging power relations to ensure that
meaningful recovery and renewal can happen.
vi
© ISO 2023 – All rights reserved
---------------------- Page: 6 ----------------------
ISO 22393:2023(E)
The effectiveness of recovery and renewal will be aided by the quality of data available on population
demographics and vulnerabilities to consider who needs what support and when. This will ensure that
recovery of the most vulnerable people can be supported and that renewal opportunities will be better
aligned to the needs of those most in need.
Recovery and renewal can aim to establish a new way of life that, in some cases, resembles life before
the crisis but that is also adapted to, and conditioned by, the crisis. For this, it is necessary to learn
during the crisis from what has happened as well as how communities and organizations in other cities/
countries have dealt with similar effects in their context.
A summary of the content of this document is provided in Figure 1.
vii
© ISO 2023 – All rights reserved
---------------------- Page: 7 ----------------------
ISO 22393:2023(E)
Figure 1 — Content of this document
viii
© ISO 2023 – All rights reserved
---------------------- Page: 8 ----------------------
INTERNATIONAL STANDARD ISO 22393:2023(E)
Security and resilience — Community resilience —
Guidelines for planning recovery and renewal
1 Scope
This document gives guidance on how to develop meaningful recovery activities and renewal initiatives
from any type of major emergency, disaster or crisis, no matter what type of impact or damage it has.
It provides guidelines on how to identify the short-term, transactional activities needed to reflect and
learn, review preparedness of parts of the system impacted by the crisis, and reinstate operations to
build preparedness to future emergencies. It distinguishes a longer-term perspective, called “renewal”,
and provides guidelines on how to identify visionary initiatives to be addressed through transformation
to change lives and futures.
The guidelines cover how, in both recovery and renewal, there is a need to identify scalable activity on
people, places, processes, power and partners.
This document is applicable to all organizations, particularly those involved in recovery and renewal
and that are responsible for human welfare and community development (e.g. public, voluntary,
community and social enterprise sectors).
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 22300, Security and resilience — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 22300 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
recovery
operational, transactional and short-term activity to enhance preparedness following an emergency,
disaster or crisis
Note 1 to entry: Recovery is focused on communities, i.e. the people, places and processes, and is underpinned by
power and partnerships.
Note 2 to entry: Recovery should be informed by the business continuity processes and the strategic objectives of
the organization for recovery following a crisis.
1
© ISO 2023 – All rights reserved
---------------------- Page: 9 ----------------------
ISO 22393:2023(E)
3.2
renewal
strategic, transformational, systemic endeavour to enhance resilience following an emergency, disaster
or crisis
Note 1 to entry: Renewal is more ambitious than recovery (3.1), potentially tackling chronic societal issues that
the crisis has exposed as offering significant opportunities to enhance people, places and processes.
3.3
resilience partner
collaborating entity that provides services to the community to retain or enhance its ability to absorb
and adapt in a changing environment
Note 1 to entry: Services may be provided in its day-to-day work and/or in the context of recovery or renewal
activities.
3.4
local resilience partner
resilience partner (3.3) that collaborates with other resilience partners in a geographic area
4 Concepts in recovery and renewal
4.1 General
The depth and breadth of impacts on communities from a major emergency, disaster or crisis can be
so widespread that “recovery” as a term is not suitably descriptive of the full spectrum of dealing with
the aftermath of the crisis. This document differentiates the short-term, transactional recovery of
communities from their ambitious, transformational, strategic renewal.
This clause covers:
— characteristics of recovery (see 4.2);
— characteristics of renewal (see 4.3);
— role of resilience partners for recovery and renewal (see 4.4);
— differentiating recovery and renewal (see 4.5);
— impacts and needs to recover and renew (see 4.6);
— cross-cutting systemic themes for planning recovery and renewal (see 4.7);
— information for planning recovery and renewal (see 4.8);
— arrangements to activate recovery and renewal (see 4.9).
4.2 Characteristics of recovery
Recovery:
— aims to design positive outcomes to enhance preparedness following a crisis by addressing the
impacts of the crisis and the fragilities and opportunities it has exposed;
— is a social and developmental process of supporting communities towards the management of their
own immediate future in a way that recognizes their different needs and priorities;
— is evidence-led in recovering the system based on a detailed appreciation of the impacts of the crisis;
— involves a series of short-term actions, each of which can be addressed by a transactional activity
delivered by an organization or by a small group of collaborating organizations;
2
© ISO 2023 – All rights reserved
---------------------- Page: 10 ----------------------
ISO 22393:2023(E)
— occurs at a pace that depends on the residual impact of the crisis, ongoing demands, backlogs, fatigue
and continuing supply difficulties;
— begins being planned during the preparedness phase so that recovery can begin as soon as is feasible,
even though it does not always seem appropriate or possible to discuss it during the response;
— is applicable to all levels of society (e.g. from national government through to individuals);
— covers a wide range of activities (e.g. environmental, cultural, technological, partnership working,
health, social, political, economic);
— reports to a group of local resilience partners that create and ensure local preparedness for crises.
The actions that aim to achieve recovery should:
— reflect and learn to understand what has happened during the crisis and its impacts, and to identify
where transactional change is needed to renovate the system and reinstate preparedness;
— review preparedness to assess where the system can be made more ready for other crises or future
waves of the same crisis, such as by replenishing and pre-positioning resources;
— reinstate operations in parts of the system impacted by the crisis as soon as possible, such as getting
services, businesses and schools back working again, informed by business continuity management,
quality management or competent persons.
4.3 Characteristics of renewal
Renewal:
— co-develops, with communities, the ambition for transformation to deal with strategic impacts and
opportunities created by the crisis as well as pre-existing challenges;
— is based on transparency, but realizes that informal systems and alliances will form which seek to
influence renewal – those systems, alliances and their agendas should be identified, their influence
documented, and their agendas considered to avoid the influence of hidden agendas;
— focuses on existing vulnerabilities, whether they are socio-economic, environmental or physical
exposure to hazards;
— focuses on ambitious, transformational change that can bring significant improvements, e.g. to
create a more resilient society through improved technology, resilient infrastructure, equality,
equity, sustainability, prosperity and reducing environmental risks;
— recognizes that inequalities can persevere after a response and should be redressed as quickly as
possible;
— addresses enduring human, physical, environmental and economic strategic impacts and
opportunities through a complex social, developmental and political approach that takes a holistic,
interdisciplinary view of the system (i.e. the people, places and processes);
— addresses impacts and opportunities that are so complex that wider partners should work together
to address them;
— begins with a period of reflection to appreciate what has happened during the crisis, giving time for
strategic thinking, and wider strategic partners to be established;
— continues with a period of multiple strategic partners working to implement transformational
initiatives that are coordinated according to their priority.
3
© ISO 2023 – All rights reserved
---------------------- Page: 11 ----------------------
ISO 22393:2023(E)
The actions which aim to achieve renewal should support:
— reconciliation with people by encouraging healing after the crisis, particularly with those who have
suffered under the circumstances of the crisis which have left them more vulnerable;
— reparations to people by compensating those affected by the crisis to make amends for their losses;
— repurposing places by reimagining how spaces can be used, their purposes, how people interact
with places and how places make them feel;
— relocating to new places from understanding new local needs and by moving services into new
places where they are needed, or away from areas where they are no longer needed;
— regenerating places to improve the resilience, prospects and strength of places to tackle inequalities
by, for example, encouraging preparedness and improving business continuity;
— reshaping the external environment to create an operating context that better accommodates
external influences on internal activities, e.g. through influencing the expectations of services
users, or changing guidelines or systems;
— reorganizing processes by changing how activities are done to respond to environmental
requirements, e.g. to accommodate new behavioural, cultural, technical or process-related needs;
— repairing the system through enhancing the resilience of people, places and processes by rethinking
services, locations and supporting infrastructure.
4.4 Role of resilience partners for recovery and renewal
Some resilience partners will already
...
FINAL
INTERNATIONAL ISO/FDIS
DRAFT
STANDARD 22393
ISO/TC 292
Security and resilience — Community
Secretariat: SIS
resilience — Guidelines for planning
Voting begins on:
2022-11-14 recovery and renewal
Voting terminates on:
2023-01-09
RECIPIENTS OF THIS DRAFT ARE INVITED TO
SUBMIT, WITH THEIR COMMENTS, NOTIFICATION
OF ANY RELEVANT PATENT RIGHTS OF WHICH
THEY ARE AWARE AND TO PROVIDE SUPPOR TING
DOCUMENTATION.
IN ADDITION TO THEIR EVALUATION AS
Reference number
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
ISO/FDIS 22393:2022(E)
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN-
DARDS TO WHICH REFERENCE MAY BE MADE IN
NATIONAL REGULATIONS. © ISO 2022
---------------------- Page: 1 ----------------------
ISO/FDIS 22393:2022(E)
FINAL
INTERNATIONAL ISO/FDIS
DRAFT
STANDARD 22393
ISO/TC 292
Security and resilience — Community
Secretariat: SIS
resilience — Guidelines for planning
Voting begins on:
recovery and renewal
Voting terminates on:
COPYRIGHT PROTECTED DOCUMENT
© ISO 2022
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.
RECIPIENTS OF THIS DRAFT ARE INVITED TO
ISO copyright office
SUBMIT, WITH THEIR COMMENTS, NOTIFICATION
OF ANY RELEVANT PATENT RIGHTS OF WHICH
CP 401 • Ch. de Blandonnet 8
THEY ARE AWARE AND TO PROVIDE SUPPOR TING
CH-1214 Vernier, Geneva
DOCUMENTATION.
Phone: +41 22 749 01 11
IN ADDITION TO THEIR EVALUATION AS
Reference number
Email: copyright@iso.org
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO
ISO/FDIS 22393:2022(E)
Website: www.iso.org
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
Published in Switzerland
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN
DARDS TO WHICH REFERENCE MAY BE MADE IN
ii
© ISO 2022 – All rights reserved
NATIONAL REGULATIONS. © ISO 2022
---------------------- Page: 2 ----------------------
ISO/FDIS 22393:2022(E)
Contents Page
Foreword .v
Introduction . vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Concepts in recovery and renewal . 2
4.1 General . 2
4.2 Characteristics of recovery . 2
4.3 Characteristics of renewal . 3
4.4 Role of resilience partners for recovery and renewal . 4
4.5 Differentiating recovery and renewal . 5
4.6 Impacts and needs to recover and renew . 6
4.7 Cross-cutting systemic themes for planning recovery and renewal . 6
4.8 Information for planning recovery and renewal . 7
4.9 Arrangements to activate recovery and renewal . 7
5 Setting up a recovery coordination group. 8
5.1 General . 8
5.2 Agreeing the membership of the RCG . 8
5.3 Agreeing the terms of reference of the RCG . 9
5.3.1 General . 9
5.3.2 Objectives for the RCG . 10
5.4 Initiating the work of the RCG . . 10
5.5 Establish access to resources for recovery and renewal . 11
5.6 Communicating with interested parties . 11
6 Assessing the impacts of the crisis and community needs .12
6.1 General .12
6.2 Understanding the context of the crisis .12
6.3 Identifying impact themes on which to commission impact and need assessments .13
6.4 Designing and setting up the impact and need assessments . 14
6.5 Collecting information for the impact and need assessments . 15
6.6 Calculating net economic loss . 15
6.7 Analysing and presenting results from the impact and need assessments .15
6.8 Selecting action areas to recover and renew . 16
7 Developing recovery activities .16
7.1 General . 16
7.2 Identifying transactional activity to implement as part of recovery . 17
7.3 Managing delivery of recovery activities . 17
7.4 Commemorating loss from the crisis. 18
8 Developing renewal initiatives .18
8.1 General . 18
8.2 Organizing how renewal initiatives are designed . 19
8.3 Identifying transformational initiatives to implement as part of renewal .20
8.4 Considering challenges to renewal . 21
8.5 Encouraging commitments to deliver the renewal initiatives . 21
9 Continuous improvement .22
9.1 General .22
9.2 Identifying lessons . 22
9.2.1 General .22
9.2.2 Questions the RCG can ask of the performance of the response system to
improve preparedness .23
9.3 Acting on lessons . 23
iii
© ISO 2022 – All rights reserved
---------------------- Page: 3 ----------------------
ISO/FDIS 22393:2022(E)
9.4 Scenario planning and exercising future crises. 23
Annex A (informative) Examples of impact themes to consider in an impact and need
assessment .25
Annex B (informative) Examples of people who can be disproportionately affected by a
crisis .31
Annex C (informative) Example template for an impact and need assessment .34
Annex D (informative) Examples of how three action areas can be pursued as transactional
activities or transformational initiatives .36
Annex E (informative) Examples of transactional recovery activities for people, places and
processes .38
Bibliography .39
iv
© ISO 2022 – All rights reserved
---------------------- Page: 4 ----------------------
ISO/FDIS 22393:2022(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and nongovernmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO’s adherence to
the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 292, Security and resilience.
This first edition cancels and replaces ISO/TS 22393:2021, which has been technically revised
throughout.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
v
© ISO 2022 – All rights reserved
---------------------- Page: 5 ----------------------
ISO/FDIS 22393:2022(E)
Introduction
The invasive and often farreaching impacts of major emergencies, disasters and crises can bring the
need for short-term recovery and ambitious renewal of communities. Such events disrupt normal
conditions, expose system fragilities and have impacts that can cause widespread suffering. This
document provides a framework for how to govern, coordinate and assess the impacts of any type of
major emergency, disaster and crisis no matter what their impact on communities, and address these
by planning transactional recovery activities and strategizing transformational renewal initiatives.
Despite the sometimes complex and prolonged nature of responding to a crisis, the general planning
for recovery starts before a crisis happens. Tailoring those general recovery activities to the specific
conditions being faced in the crisis is initiated early, during the response. Thinking about recovery can
begin while the crisis is ongoing so that swift action can be taken at an appropriate time and scale
to begin the journey of recovery. In this context, recovery delivers transactional activities to quickly
overcome the negative impacts of the crisis and prepare for the next incident. Recovery is delivered in
the short term with the aims of, for example, re-starting basic services (such as electricity and water),
rebuilding damaged infrastructure, temporarily supporting livelihoods, providing governance, and
encouraging the new behaviours needed to enable work and social lives. These transactional activities
address immediate needs by reflecting on the crisis and learning lessons to inform future activities,
reviewing preparedness for future crises and reinstating parts of the system impacted by the crisis.
While compelling in some situations, the goal of quickly “getting back to normal” is often too simplistic,
underestimates the disruption and damage caused and fails to reflect the opportunity to address
chronic underlying issues that have been exposed by the crisis. Recovery reinstates preparedness
following a crisis, informed by a business continuity management, quality management or competent
persons.
Beyond such transactional activity, the disruption caused by crises creates conditions that can encourage
major strategic change; what is called in this document “renewal”. Renewal seeks to transform a system
through ambitious strategic initiatives that have been codeveloped with communities. Renewal
is not part of the emergency management cycle (of mitigate, prepare, respond, recover) because the
scale of impacts from recent crises go beyond what transactional recovery of emergency management
can address. Such impacts require widespread system change as renewal seeks to reconcile broken
relationships with communities, and to improve and amend the shortcomings, inequalities and strategic
vulnerabilities that were laid bare by the impacts of the crisis and shown now to be insufficient as a
basis for the future. This involves changing the environment to create more favourable conditions or
reshaping operations in the light of those conditions. Renewal enhances resilience following a crisis.
Actions for recovery and renewal are aligned to ensure that opportunities and improvements for each
are not undermined by a lack of coordination. While the group which works on recovery can differ to
that which works on renewal, there will be some overlap of personnel to ensure that coordination and
communication is effective. Recovery activity cannot be done in isolation of renewal, nor vice versa,
so communication is essential. Indeed, a coordinated strategy can help to ensure that recovery and
renewal define who will lead their effort, who will act as central coordination and how cross-group
communications will happen so that the specialist tasks associated with recovery and renewal take
place while understanding the needs and requirements of each other.
The term “build back better” is known in disaster management. Recovery and renewal aim to build a
fairer society in the future where renewal, especially, seeks to address the inequities and inequalities
that have been exposed by a crisis. In this sense, recovery and renewal seeks to “build forward fairer”
to create, in the aftermath of a crisis, a future society that is fairer for all.
In terms of what needs to be recovered and renewed, this document focuses on the people who have
been affected by the crisis, the places where the impact/damage and response has happened, and the
processes that have been configured to meet the needs of the response – all underpinned by power
and partners. Key to addressing the people, places and processes is the need to have the right partners
to support recovery and renewal, and acknowledge the emerging power relations to ensure that
meaningful recovery and renewal can happen.
vi
© ISO 2022 – All rights reserved
---------------------- Page: 6 ----------------------
ISO/FDIS 22393:2022(E)
The effectiveness of recovery and renewal will be aided by the quality of data available on population
demographics and vulnerabilities to consider who needs what support and when. This will ensure that
recovery of the most vulnerable people can be supported and that renewal opportunities will be better
aligned to the needs of those most in need.
Recovery and renewal can aim to establish a new way of life that, in some cases, resembles life before
the crisis but that is also adapted to, and conditioned by, the crisis. For this, it is necessary to learn
during the crisis from what has happened as well as how communities and organizations in other cities/
countries have dealt with similar effects in their context.
A summary of the content of this document is provided in Figure 1.
vii
© ISO 2022 – All rights reserved
---------------------- Page: 7 ----------------------
ISO/FDIS 22393:2022(E)
Figure 1 — Content of this document
viii
© ISO 2022 – All rights reserved
---------------------- Page: 8 ----------------------
FINAL DRAFT INTERNATIONAL STANDARD ISO/FDIS 22393:2022(E)
Security and resilience — Community resilience —
Guidelines for planning recovery and renewal
1 Scope
This document gives guidance on how to develop meaningful recovery activities and renewal initiatives
from any type of major emergency, disaster or crisis, no matter what type of impact or damage it has.
It provides guidelines on how to identify the short-term, transactional activities needed to reflect and
learn, review preparedness of parts of the system impacted by the crisis, and reinstate operations to
build preparedness to future emergencies. It distinguishes a longer-term perspective, called “renewal”,
and provides guidelines on how to identify visionary initiatives to be addressed through transformation
to change lives and futures.
The guidelines cover how, in both recovery and renewal, there is a need to identify scalable activity on
people, places, processes, power and partners.
This document is applicable to all organizations, particularly those involved in recovery and renewal
and that are responsible for human welfare and community development (e.g. public, voluntary,
community and social enterprise sectors).
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 22300, Security and resilience — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 22300 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1
recovery
operational, transactional and short-term activity to enhance preparedness following an emergency,
disaster or crisis
Note 1 to entry: Recovery is focused on communities, i.e. the people, places and processes, and is underpinned by
power and partnerships.
Note 2 to entry: Recovery should be informed by the business continuity processes and the strategic objectives of
the organization for recovery following a crisis.
1
© ISO 2022 – All rights reserved
---------------------- Page: 9 ----------------------
ISO/FDIS 22393:2022(E)
3.2
renewal
strategic, transformational, systemic endeavour to enhance resilience following an emergency, disaster
or crisis
Note 1 to entry: Renewal is more ambitious than recovery (3.1), potentially tackling chronic societal issues that
the crisis has exposed as offering significant opportunities to enhance people, places and processes.
3.3
resilience partner
collaborating entity that provides services to the community to retain or enhance its ability to absorb
and adapt in a changing environment
Note 1 to entry: Services may be provided in its day-to-day work and/or in the context of recovery or renewal
activities.
3.4
local resilience partner
resilience partner (3.3) that collaborates with other resilience partners in a geographic area
4 Concepts in recovery and renewal
4.1 General
The depth and breadth of impacts on communities from a major emergency, disaster or crisis can be
so widespread that “recovery” as a term is not suitably descriptive of the full spectrum of dealing with
the aftermath of the crisis. This document differentiates the short-term, transactional recovery of
communities from their ambitious, transformational, strategic renewal.
This clause covers:
— characteristics of recovery (see 4.2);
— characteristics of renewal (see 4.3);
— role of resilience partners for recovery and renewal (see 4.4);
— differentiating recovery and renewal (see 4.5);
— impacts and needs to recover and renew (see 4.6);
— cross-cutting systemic themes for planning recovery and renewal (see 4.7);
— information for planning recovery and renewal (see 4.8);
— arrangements to activate recovery and renewal (see 4.9).
4.2 Characteristics of recovery
Recovery:
— aims to design positive outcomes to enhance preparedness following a crisis by addressing the
impacts of the crisis and the fragilities and opportunities it has exposed;
— is a social and developmental process of supporting communities towards the management of their
own immediate future in a way that recognizes their different needs and priorities;
— is evidence-led in recovering the system based on a detailed appreciation of the impacts of the crisis;
— involves a series of short-term actions, each of which can be addressed by a transactional activity
delivered by an organization or by a small group of collaborating organizations;
2
© ISO 2022 – All rights reserved
---------------------- Page: 10 ----------------------
ISO/FDIS 22393:2022(E)
— occurs at a pace that depends on the residual impact of the crisis, ongoing demands, backlogs, fatigue
and continuing supply difficulties;
— begins being planned during the preparedness phase so that recovery can begin as soon as is feasible,
even though it does not always seem appropriate or possible to discuss it during the response;
— is applicable to all levels of society (e.g. from national government through to individuals);
— covers a wide range of activities (e.g. environmental, cultural, technological, partnership working,
health, social, political, economic);
— reports to a group of local resilience partners that create and ensure local preparedness for crises.
The actions that aim to achieve recovery should:
— reflect and learn to understand what has happened during the crisis and its impacts, and to identify
where transactional change is needed to renovate the system and reinstate preparedness;
— review preparedness to assess where the system can be made more ready for other crises or future
waves of the same crisis, such as by replenishing and pre-positioning resources;
— reinstate operations in parts of the system impacted by the crisis as soon as possible, such as getting
services, businesses and schools back working again, informed by business continuity management,
quality management or competent persons.
4.3 Characteristics of renewal
Renewal:
— codevelops, with communities, the ambition for transformation to deal with strategic impacts and
opportunities created by the crisis as well as pre-existing challenges;
— is based on transparency, but realizes that informal systems and alliances will form which seek to
influence renewal – those systems, alliances and their agendas should be identified, their influence
documented, and their agendas considered to avoid the influence of hidden agendas;
— focuses on existing vulnerabilities, whether they are socio-economic, environmental or physical
exposure to hazards;
— focuses on ambitious, transformational change that can bring significant improvements, e.g. to
create a more resilient society through improved technology, resilient infrastructure, equality,
equity, sustainability, prosperity and reducing environmental risks;
— recognizes that inequalities can persevere after a response and should be redressed as quickly as
possible;
— addresses enduring human, physical, environmental and economic strategic impacts and
opportunities through a complex social, developmental and political approach that takes a holistic,
interdisciplinary view of the system (i.e. the people, places and processes);
— addresses impacts and opportunities that are so complex that wider partners should work together
to address them;
— begins with a period of reflection to appreciate what has happened during the crisis, giving time for
strategic thinking, and wider strategic partners to be established;
— continues with a period of multiple strategic partners working to implement transformational
initiatives that are coordinated according to their priority.
3
© ISO 2022 – All rights reserved
---------------------- Page: 11 ----------------------
ISO/FDIS 22393:2022(E)
The actions which aim to achieve renewal should support:
— reconciliation with people by encouraging healing after the crisis, particularly with those who have
suffered under the circumstances of the crisis which have left them more vulnerable;
—
...
© ISO 2022 – All rights reserved
ISO/FDIS 22393:2022(E)
Date: 2022-09-2810-31
ISO/TC 292/WG 5
Secretariat: SIS
Security and resilience — Community resilience — Guidelines for
planning recovery and renewal
---------------------- Page: 1 ----------------------
ISO/FDIS 22393:2022(E)
© ISO 2022
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this
publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical,
including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can
be requested from either ISO at the address below or ISO’s member body in the country of the requester.
ISO Copyright Office
CP 401 • CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland.
ii © ISO 2022 – All rights reserved
---------------------- Page: 2 ----------------------
ISO/FDIS 22393:2022(E)
Contents
Foreword .v
Introduction . vi
1 Scope .1
2 Normative references .1
3 Terms and definitions .1
4 Concepts in recovery and renewal .2
4.1 General .2
4.2 Characteristics of recovery .2
4.3 Characteristics of renewal .3
4.4 Role of resilience partners for recovery and renewal .4
4.5 Differentiating recovery and renewal .6
4.6 Impacts and needs to recover and renew .6
4.7 Cross-cutting systemic themes for planning recovery and renewal .7
4.8 Information for planning recovery and renewal .7
4.9 Arrangements to activate recovery and renewal .8
5 Setting up a recovery coordination group .8
5.1 General .8
5.2 Agreeing the membership of the RCG .8
5.3 Agreeing the terms of reference of the RCG .9
5.3.1 General .9
5.3.2 Objectives for the RCG . 11
5.4 Initiating the work of the RCG . 11
5.5 Establish access to resources for recovery and renewal . 11
5.6 Communicating with interested parties . 12
6 Assessing the impacts of the crisis and community needs . 12
6.1 General . 12
6.2 Understanding the context of the crisis . 13
6.3 Identifying impact themes on which to commission impact and need assessments . 13
6.4 Designing and setting up the impact and need assessments . 14
6.5 Collecting information for the impact and need assessments . 15
6.6 Calculating net economic loss . 16
6.7 Analysing and presenting results from the impact and need assessments . 16
6.8 Selecting action areas to recover and renew . 17
7 Developing recovery activities . 17
7.1 General . 17
7.2 Identifying transactional activity to implement as part of recovery . 18
7.3 Managing delivery of recovery activities . 18
© ISO 2022 – All rights reserved iii
---------------------- Page: 3 ----------------------
ISO/FDIS 22393:2022(E)
7.4 Commemorating loss from the crisis . 19
8 Developing renewal initiatives . 19
8.1 General . 19
8.2 Organizing how renewal initiatives are designed . 20
8.3 Identifying transformational initiatives to implement as part of renewal . 21
8.4 Considering challenges to renewal . 22
8.5 Encouraging commitments to deliver the renewal initiatives . 23
9 Continuous improvement . 23
9.1 General . 23
9.2 Identifying lessons . 23
9.2.1 General . 23
9.2.2 Questions the RCG can ask of the performance of the response system to improve preparedness
24
9.3 Acting on lessons . 24
9.4 Scenario planning and exercising future crises . 24
Annex A (informative) Examples of impact themes to consider in an impact and need assessment . 26
Annex B (informative) Examples of people who can be disproportionately affected by a crisis . 32
Annex C (informative) Example template for an impact and need assessment . 35
Annex D (informative) Examples of how three action areas can be pursued as transactional activities or
transformational initiatives . 37
Annex E (informative) Examples of transactional recovery activities for people, places and processes 39
Bibliography . 40
iv © ISO 2022 – All rights reserved
---------------------- Page: 4 ----------------------
ISO/FDIS 22393:2022(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO
collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any
patent rights identified during the development of the document will be in the Introduction and/or on
the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO’s adherence to the World
Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 292, Security and resilience.
This first edition cancels and replaces ISO/TS 22393:2021, which has been technically revised
throughout.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
© ISO 2022 – All rights reserved v
---------------------- Page: 5 ----------------------
ISO/FDIS 22393:2022(E)
Introduction
The invasive and often far-reaching impacts of major emergencies, disasters and crises can bring the need
for short-term recovery and ambitious renewal of communities. Such events disrupt normal conditions,
expose system fragilities and have impacts that can cause widespread suffering. This document provides
a framework for how to govern, coordinate and assess the impacts of any type of major emergency,
disaster and crisis no matter what their impact on communities, and address these by planning
transactional recovery activities and strategizing transformational renewal initiatives.
Despite the sometimes complex and prolonged nature of responding to a crisis, the general planning for
recovery starts before a crisis happens. Tailoring those general recovery activities to the specific
conditions being faced in the crisis is initiated early, during the response. Thinking about recovery can
begin while the crisis is ongoing so that swift action can be taken at an appropriate time and scale to begin
the journey of recovery. In this context, recovery delivers transactional activities to quickly overcome the
negative impacts of the crisis and prepare for the next incident. Recovery is delivered in the short term
with the aims of, for example, re-starting basic services (such as electricity and water), rebuilding
damaged infrastructure, temporarily supporting livelihoods, providing governance, and encouraging the
new behaviours needed to enable work and social lives. These transactional activities address immediate
needs by reflecting on the crisis and learning lessons to inform future activities, reviewing preparedness
for future crises and reinstating parts of the system impacted by the crisis. While compelling in some
situations, the goal of quickly “getting back to normal” is often too simplistic, underestimates the
disruption and damage caused and fails to reflect the opportunity to address chronic underlying issues
that have been exposed by the crisis. Recovery reinstates preparedness following a crisis, informed by a
business continuity management, quality management, or competent persons.
Beyond such transactional activity, the disruption caused by crises creates conditions that can encourage
major strategic change; what is called in this document “renewal”. Renewal seeks to transform a system
through ambitious strategic initiatives that have been co-developed with communities. Renewal is not
part of the emergency management cycle (of mitigate, prepare, respond, recover) because the scale of
impacts from recent crises go beyond what transactional recovery of emergency management can
address. Such impacts require widespread system change as renewal seeks to reconcile broken
relationships with communities, and to improve and amend the shortcomings, inequalities and strategic
vulnerabilities that were laid bare by the impacts of the crisis and shown now to be insufficient as a basis
for the future. This involves changing the environment to create more favourable conditions or reshaping
operations in the light of those conditions. Renewal enhances resilience following a crisis.
Actions for recovery and renewal are aligned to ensure that opportunities and improvements for each
are not undermined by a lack of coordination. While the group which works on recovery can differ to that
which works on renewal, there will be some overlap of personnel to ensure that coordination and
communication is effective. Recovery activity cannot be done in isolation of renewal, nor vice versa, so
communication is essential. Indeed, a coordinated strategy can help to ensure that recovery and renewal
define who will lead their effort, who will act as central coordination and how cross-group
communications will happen so that the specialist tasks associated with recovery and renewal take place
while understanding the needs and requirements of each other.
The term “build back better” is known in disaster management. Recovery and renewal aim to build a
fairer society in the future where renewal, especially, seeks to address the inequities and inequalities that
have been exposed by a crisis. In this sense, recovery and renewal seeks to “build forward fairer” to
create, in the aftermath of a crisis, a future society that is fairer for all.
In terms of what needs to be recovered and renewed, this document focuses on the people who have been
affected by the crisis, the places where the impact/damage and response has happened, and the processes
that have been configured to meet the needs of the response – all underpinned by power and partners.
Key to addressing the people, places and processes is the need to have the right partners to support
recovery and renewal, and acknowledge the emerging power relations to ensure that meaningful
recovery and renewal can happen.
vi © ISO 2022 – All rights reserved
---------------------- Page: 6 ----------------------
ISO/FDIS 22393:2022(E)
The effectiveness of recovery and renewal will be aided by the quality of data available on population
demographics and vulnerabilities to consider who needs what support and when. This will ensure that
recovery of the most vulnerable people can be supported and that renewal opportunities will be better
aligned to the needs of those most in need.
Recovery and renewal can aim to establish a new way of life that, in some cases, resembles life before the
crisis but that is also adapted to, and conditioned by, the crisis. For this, it is necessary to learn during the
crisis from what has happened as well as how communities and organizations in other cities/countries
have dealt with similar effects in their context.
A summary of the content of this document is provided in Figure 1.
© ISO 2022 – All rights reserved vii
---------------------- Page: 7 ----------------------
ISO/FDIS 22393:2022(E)
Figure 1 — Content of this document
viii © ISO 2022 – All rights reserved
---------------------- Page: 8 ----------------------
FINAL DRAFT INTERNATIONAL STANDARD ISO/FDIS 22393:2022(E)
Security and resilience — Community resilience — Guidelines for
planning recovery and renewal
1 Scope
This document gives guidance on how to develop meaningful recovery activities and renewal initiatives
from any type of major emergency, disaster or crisis, no matter what type of impact or damage it has. It
provides guidelines on how to identify the short-term, transactional activities needed to reflect and learn,
review preparedness of parts of the system impacted by the crisis, and reinstate operations to build
preparedness to future emergencies. It distinguishes a longer-term perspective, called “renewal”, and
provides guidelines on how to identify visionary initiatives to be addressed through transformation to
change lives and futures.
The guidelines cover how, in both recovery and renewal, there is a need to identify scalable activity on
people, places, processes, power and partners.
This document is applicable to all organizations, particularly those involved in recovery and renewal and
that are responsible for human welfare and community development (e.g. public, voluntary, community
and social enterprise sectors).
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 22300, Security and resilience — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 22300 and the following apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1
recovery
operational, transactional and short-term activity to enhance preparedness following an emergency,
disaster, or crisis
Note 1 to entry: Recovery is focused on communities, i.e. the people, places and processes, and is underpinned by
power and partnerships.
Note 2 to entry: Recovery should be informed by the business continuity processes and the strategic objectives
of the organization for recovery following a crisis.
3.2
renewal
strategic, transformational, systemic endeavour to enhance resilience following an emergency, disaster,
or crisis
© ISO 2022 – All rights reserved 1
---------------------- Page: 9 ----------------------
ISO/FDIS 22393:2022(E)
Note 1 to entry: Renewal is more ambitious than recovery (3.1), potentially tackling chronic societal issues that
the crisis has exposed as offering significant opportunities to enhance people, places and processes.
3.3
resilience partner
collaborating entity that provides services to the community to retain or enhance its ability to absorb and
adapt in a changing environment
Note 1 to entry: Services may be provided in its day-to-day work and/or in the context of recovery or renewal
activities.
3.4
local resilience partner
resilience partner (3.3) that collaborates with other resilience partners in a geographic area
4 Concepts in recovery and renewal
4.1 General
The depth and breadth of impacts on communities from a major emergency, disaster or crisis can be so
widespread that “recovery” as a term is not suitably descriptive of the full spectrum of dealing with the
aftermath of the crisis. This document differentiates the short-term, transactional recovery of
communities from their ambitious, transformational, strategic renewal.
This clause covers:
— characteristics of recovery (see 4.2);
— characteristics of renewal (see 4.3);
— role of resilience partners for recovery and renewal (see 4.4);
— differentiating recovery and renewal (see 4.5);
— impacts and needs to recover and renew (see 4.6);
— cross-cutting systemic themes for planning recovery and renewal (see 4.7);
— information for planning recovery and renewal (see 4.8);
— arrangements to activate recovery and renewal (see 4.9).
4.2 Characteristics of recovery
Recovery:
— aims to design positive outcomes to enhance preparedness following a crisis by addressing the
impacts of the crisis and the fragilities and opportunities it has exposed;
— is a social and developmental process of supporting communities towards the management of their
own immediate future in a way that recognizes their different needs and priorities;
— is evidence-led in recovering the system based on a detailed appreciation of the impacts of the crisis;
— involves a series of short-term actions, each of which can be addressed by a transactional activity
delivered by an organization or by a small group of collaborating organizations;
2 © ISO 2022 – All rights reserved
---------------------- Page: 10 ----------------------
ISO/FDIS 22393:2022(E)
— occurs at a pace that depends on the residual impact of the crisis, ongoing demands, backlogs, fatigue
and continuing supply difficulties;
— begins being planned during the preparedness phase so that recovery can begin as soon as is feasible,
even though it does not always seem appropriate or possible to discuss it during the response;
— is applicable to all levels of society (e.g. from national government through to individuals);
— covers a wide range of activities (e.g. environmental, cultural, technological, partnership working,
health, social, political, economic);
— reports to a group of local resilience partners that create and ensure local preparedness for crises.
The actions that aim to achieve recovery should:
— reflect and learn to understand what has happened during the crisis and its impacts, and to identify
where transactional change is needed to renovate the system and reinstate preparedness;
— review preparedness to assess where the system can be made more ready for other crises or future
waves of the same crisis, such as by replenishing and pre-positioning resources;
— reinstate operations in parts of the system impacted by the crisis as soon as possible, such as getting
services, businesses and schools back working again, informed by business continuity management,
quality management, or competent persons.
4.3 Characteristics of renewal
Renewal:
— co-develops, with communities, the ambition for transformation to deal with strategic impacts and
opportunities created by the crisis as well as pre-existing challenges;
— is based on transparency, but realisesrealizes that informal systems and alliances will form which
seek to influence renewal – those systems, alliances, and their agendas need toshould be identified,
their influence documented, and their agendas considered to avoid the influence of hidden agendas;
— focuses on existing vulnerabilities, whether they are socio-economic, environmental, or physical
exposure to hazards;
— focuses on ambitious, transformational change that can bring significant improvements, e.g. to create
a more resilient society through improved technology, resilient infrastructure, equality, equity,
sustainability, prosperity, and reducing environmental risks;
— recognizes that inequalities can persevere after a response and need toshould be redressed as
quickly as possible;
— addresses enduring human, physical, environmental and economic strategic impacts and
opportunities through a complex social, developmental and political approach that takes a holistic,
interdisciplinary view of the system (i.e. the people, places and processes);
— addresses impacts and opportunities that are so complex that wider partners need toshould work
together to address them;
— begins with a period of reflection to appreciate what has happened during the crisis, giving time for
strategic thinking, and wider strategic partners to be established;
© ISO 2022 – All rights reserved 3
---------------------- Page: 11 ----------------------
ISO/FDIS 22393:2022(E)
— continues with a period of multiple strategic partners working to implement transformational
initiatives that are coordinated according to their priority.
The actions which aim to achieve renewal should support:
— reconciliation with people by encouraging healing after the crisis, particularly with those who have
suffered under the circumstances of the crisis which have left them more vulnerable;
— reparations to people by compensating those affected by the crisis to make amends for their losses;
— repurposing places by reimagining how spaces can be used, their purposes, how people interact with
places and how places make them feel;
— relocating to new places from understanding new local needs and by moving services into new places
where they are needed, or away from areas where they are no longer needed;
— regenerating places to improve the resilience, prospects and strength of places to tackle inequalities
by, for example, encouraging preparedness and improving business continuity;
— reshaping the external environment to create an operating context that better accommodates
external influences on internal activities, e.g. through influencing the expectations of services users,
or changing guidelines or systems;
— reorganizing processes by changing how activities are done to respond to environmental
requirements, e.g. to accommodate new behavioural, cultural, technical or process-related needs;
— repairing the system through enhancing the resilience of people, places and processes by rethinking
services, locations, and supporting infrastructure.
4.4 Role of resilience partners for recovery and renewal
Some resilience partners will already participate in planning and exercising so will be well-placed for
ongoing collaboration to recover and renew from a crisis. In general, resilience partners should:
— share information, coordinate efforts, and promote consistent media and communications
messaging;
— coordinate the co-production of recovery activities and renewal initiatives with communities to
ensure their contextual suitability;
— collaborate in the delivery of recovery activities and renewal initiatives;
— co-produce renewal with multiple resilience partners due to the scope and scale of the ambition;
— include new partners if needed and give additional support to them to increase their understanding
of the crises, procedures, and collaborative working in recovery and renewal;
— include neighbouring countries, regions or other entities across borders if the crisis is far-reaching;
— collaborate with interested parties, such as:
— national government and departments;
— sub-national and local government partners;
— local communities, including small place-based community organizations and local initiatives;
4 © ISO 2022 – All rights reserved
---------------------- Page: 12 ----------------------
ISO/FDIS 22393:
...
Questions, Comments and Discussion
Ask us and Technical Secretary will try to provide an answer. You can facilitate discussion about the standard in here.