ISO/PRF TS 22393

Security and resilience -- Community resilience -- Guidelines for planning recovery and renewal

Titre manque

General Information

• Status: Published
• ICS: 03.100.01 - Company organization and management in general
• Technical Committee: ISO/TC 292 - Security and resilience
• Drafting Committee: ISO/TC 292/WG 5 - Community resilience
• Current Stage: 5020 - FDIS ballot initiated: 2 months. Proof sent to secretariat
• Start Date: 06-Jul-2021

Standards Content (sample)

TECHNICAL ISO/TS
SPECIFICATION 22393
First edition
Security and resilience — Community
resilience — Guidelines for planning
recovery and renewal
PROOF/ÉPREUVE
Reference number
ISO/TS 22393:2021(E)
ISO 2021
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ISO/TS 22393:2021(E)
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© ISO 2021

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ISO/TS 22393:2021(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 Principles of recovery ....................................................................................................................................................................... 2

4.3 Principles of renewal ......................................................................................................................................................................... 3

4.4 Resilience partners for recovery and renewal ............................................................................................................. 4

4.5 Differentiating recovery and renewal ................................................................................................................................. 5

4.6 Impacts and needs to recover and renew ........................................................................................................................ 5

4.7 Cross-cutting systemic themes for planning recovery and renewal ......................................................... 6

4.8 Arrangements to activate recovery and renewal....................................................................................................... 7

5 Setting up a recovery coordination group ................................................................................................................................. 7

5.1 General ........................................................................................................................................................................................................... 7

5.2 Agreeing the membership of the RCG ................................................................................................................................. 7

5.3 Agreeing the terms of reference of the RCG ................................................................................................................... 8

5.4 Initiating the work of the RCG ................................................................................................................................................... 9

5.5 Accessing resources for recovery and renewal ........................................................................................................... 9

5.6 Communicating with interested parties ........................................................................................................................10

6 Assessing the impacts of the crisis and community needs ....................................................................................10

6.1 General ........................................................................................................................................................................................................10

6.2 Understanding the context of the crisis .........................................................................................................................10

6.3 Identifying themes on which to commission impact and need assessments ................................11

6.4 Designing and setting up the impact and need assessments .......................................................................12

6.5 Collecting information for the impact and need assessments ....................................................................14

6.6 Calculating net economic loss .................................................................................................................................................14

6.7 Analysing and presenting results from the impact and need assessments .....................................14

6.8 Selecting action areas to recover and renew .............................................................................................................15

7 Developing a recovery plan ....................................................................................................................................................................15

7.1 General ........................................................................................................................................................................................................15

7.2 Identifying transactional activity to implement in the recovery plan ..................................................16

7.3 Managing delivery of the recovery plan .........................................................................................................................16

8 Developing renewal strategies ............................................................................................................................................................16

8.1 General ........................................................................................................................................................................................................16

8.2 Organizing a renewal summit .................................................................................................................................................17

8.3 Identifying transformational initiatives to implement in the renewal strategies ......................18

8.4 Considering challenges to renewal .....................................................................................................................................19

8.5 Encouraging commitments to deliver the renewal initiatives ....................................................................19

9 Continuous improvement ........................................................................................................................................................................20

9.1 General ........................................................................................................................................................................................................20

9.2 Identifying lessons ............................................................................................................................................................................20

9.3 Acting on lessons ................................................................................................................................................................................21

9.4 Scenario planning and exercising future crises .......................................................................................................21

Annex A (informative) Examples of impact areas to consider in an impact and need assessment ..22

Annex B (informative) Examples of affected community groups to be considered in an

impact and need assessment ................................................................................................................................................................28

Annex C (informative) Example template for impact and need assessment ............................................................31

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ISO/TS 22393:2021(E)

Annex D (informative) Example presentation of high-level results from the impact and

need assessments .............................................................................................................................................................................................33

Annex E (informative) Examples of how three action areas can be pursued as transactional

activities or transformational initiatives .................................................................................................................................34

Annex F (informative) Examples of transactional recovery activities for people, places and

processes ...................................................................................................................................................................................................................35

Bibliography .............................................................................................................................................................................................................................36

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ISO/TS 22393:2021(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.

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.
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ISO/TS 22393:2021(E)
Introduction
0.1 General

The invasive and often far-reaching impacts of major emergencies, disasters and crises (such as

pandemics like COVID-19) 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 assess the impacts of

major emergencies, disasters and crises 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 plans to the specific

conditions being faced in the crisis is initiated early, during the response. Tailored recovery plans can

be produced 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 means different things to different

people but, in this document, recovery is the design, coordination, and delivery of transactional

activities to quickly overcome the negative impacts of a crisis to prepare for the next emergency and

initiate positive outcomes for communities. Recovery is delivered in the short term with the aims of,

for example, re-starting basic services, 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 caused, and fails to reflect the opportunity to address chronic underlying

issues that have been exposed by the crisis. Such recovery should build preparedness following a crisis.

Beyond such transactional activity, the disruption caused by crises creates conditions that can

encourage major strategic change; what is called here “renewal”. In undermining much of what we regard

to be normal, and in bringing the intensity of vulnerability to each of our doorsteps, a crisis presents

a more radical opportunity where recovery is only the beginning. Renewal is the transformation of

parts of a system through longer-term, ambitious strategic initiatives that have been co-developed

with communities. Renewal should seek 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. Such renewal should build resilience following a crisis.

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 and response has happened, and the processes

that have been configured to meet the needs of the response. 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.

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.
0.2 COVID-19 pandemic

The first reported cases of COVID-19 were identified in late December 2019 in Wuhan, Hubei Province,

China. Since then, COVID-19 has had devastating impacts globally in terms of loss of life, societal

wellbeing and economic stability, and has brought widespread concern among vulnerable persons.

Among other impacts, the virus has exposed systemic weaknesses in resilience capabilities, changed

how we interact with each other, and imposed new emergency legislation that has curtailed the freedom

of citizens. In March 2020, the World Health Organization (WHO) declared a pandemic.

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ISO/TS 22393:2021(E)

The development of the guidelines in this document began during March 2020 in the early months of

the COVID-19 pandemic when a research project began to identify lessons on recovery from across the

world. Lessons were identified via 64 interviews with experts in risk, resilience and recovery and by

searching publicly available information for notable practices from across the world. After collecting this

information, analyses by researchers from The University of Manchester (UK) led to the development of

an early framework for recovery and renewal. That early framework was shared, critiqued, and refined

in small group meetings with a range of local and national government recovery practitioners. The

framework has been developed and shared through a document called “The Manchester Briefing on

COVID-19: International lessons for local and national government recovery and renewal” which, since

April 2020, has been disseminated weekly via a global distribution network. The framework has been

further shared via global webinars and other local and national dissemination activities – all seeking

feedback and improvements to align with good practice. The culmination of this work resulted in a set

of principles and approaches that were mature enough to be developed into guidelines for planning

recovery and renewal.

This document presents the results from an international expert group that has further enhanced

those guidelines in alignment with their professional experience and their countries’ practices. The

aim of this document is to support an international community of recovery practitioners who will lead

national and local organizations as they deal with the aftermath of COVID-19. The virus has created

new challenges as well as opportunities for recovery on a scale that most resilience partners have not

before encountered. This encourages an important change in mindset from “recovery” to “recovery

and renewal” which reflects the need to quickly review preparedness for future crises and initiate

ambitious initiatives to enhance local resilience.
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TECHNICAL SPECIFICATION ISO/TS 22393:2021(E)
Security and resilience — Community resilience —
Guidelines for planning recovery and renewal
1 Scope

This document gives guidance on how to develop recovery plans and renewal strategies from a major

emergency, disaster or crisis (such as the COVID-19 pandemic). 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. It also distinguishes a

longer-term perspective of recovery, called “renewal”. In describing renewal, the document provides

guidelines on how to identify visionary initiatives to address the strategic impacts and opportunities

that have been exposed by the crisis and need to be addressed through transformational, ambitious

initiatives. Recovery plans enhance preparedness following a crisis and renewal strategies enhance

resilience. 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 those involved in community, local, national and international recovery

and renewal including staff from public, private, voluntary, community and social enterprise sectors,

among others.
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 terminological databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
recovery

operational, transactional and short-term activity to enhance preparedness following a crisis

Note 1 to entry: Recovery is focused on communities, i.e. the people, places and processes, and is underpinned by

power and partnerships.
3.2
renewal

strategic, transformational, systemic endeavour to build resilience following a crisis

Note 1 to entry: Renewal is more ambitious than recovery (3.2), potentially tackling chronic societal issues that

the crisis has exposed as offering significant opportunities to enhance people, places and processes.

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ISO/TS 22393:2021(E)
3.3
resilience partner

collaborating entity that focuses on enhancing the ability of communities to absorb and adapt in a

changing environment

Note 1 to entry: Local resilience partners are entities that collaborate 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:
— principles of recovery (see 4.2);
— principles of renewal (see 4.3);
— 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);
— arrangements to activate recovery and renewal (see 4.8).
4.2 Principles 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;

— 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 might not seem appropriate or possible to discuss it during 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.

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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.
4.3 Principles of renewal
Renewal:

— co-develops, with communities, the vision of new foundations through transformational activity to

deal with strategic impacts and opportunities created by the crisis;

— focuses on ambitious, transformational change that can bring significant improvements, e.g. to

create a more resilient society through equality, equity, sustainability and prosperity;

— recognizes that a crisis has compromised societal foundations (e.g. by bringing about the exacerbation

of inequalities, the imposition of emergency legislation, the removal of liberties, undermining

cultural norms and redefining vulnerability) so those foundations are now insufficient on which to

rebuild, and thus need to be renewed;

— 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 intractable, complex, far-reaching and multi-

perspective that complex interventions and wider partners are needed to address them satisfactorily;

— begins with a period of pause to appreciate what has happened during the crisis, giving time for

healing to begin, 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.
The actions which aim to achieve renewal should support:

— reconciliation with people by developing new pathways for collective healing and renewed

relationships with people, particularly with those who have suffered systemic inequalities and

inequities 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 growth, prospects and strength of places to avert or reverse

decline and tackle inequalities by, for example, removing economic barriers, encouraging investment

and improving employment opportunities;

— 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;
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ISO/TS 22393:2021(E)

— 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 (people, places and processes) through the reconceptualization of a service’s

proposition, value, location and ethics through appreciating that it is no longer functional, has

violated its contract with beneficiaries, and needs to change broadly and fundamentally.

4.4 Resilience partners for recovery and renewal

Effective collaboration with resilience partners is key to recovering and renewing from a crisis.

Resilience partners should help by:

— sharing information, coordinating efforts, and promoting consistent media and communications

messaging;

— coordinating the co-production of recovery plans and renewal strategies with communities to

ensure their contextual suitability;
— collaborating in the delivery of recovery plans and renewal strategies.
Renewal, in particular, should be co-produced with multiple resil
...