Impact of Disasters and Disaster Risk Management in Singapore: A Case Study of Singapore’s Experience in Fighting the SARS Epidemic
Identifieur interne : 000170 ( Pmc/Curation ); précédent : 000169; suivant : 000171Impact of Disasters and Disaster Risk Management in Singapore: A Case Study of Singapore’s Experience in Fighting the SARS Epidemic
Auteurs :Source :
- Resilience and Recovery in Asian Disasters ; 2014.
Abstract
Singapore is vulnerable to both natural and man-made disasters alongside its remarkable economic growth. One of the most significant disasters in recent history was the Severe Acute Respiratory Syndrome (SARS) epidemic in 2003. The SARS outbreak was eventually contained through a series of risk mitigating measures introduced by the Singapore government. This would not be possible without the engagement and responsiveness of the general public. This chapter begins with a description of Singapore’s historical disaster profiles, the policy and legal framework in the all-hazard management approach. We use a case study to highlight the disaster impacts and insights drawn from Singapore’s risk management experience with specific references to the SARS epidemic. The implications from the SARS focus on four areas: staying vigilant at the community level, remaining flexible in a national command structure, the demand for surge capacity, and collaborative governance at regional level. This chapter concludes with a presence of the flexible command structure on both the way and the extent it was utilized.
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DOI: 10.1007/978-4-431-55022-8_15
PubMed: NONE
PubMed Central: 7120670
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One of the most significant disasters in recent history was the Severe Acute Respiratory Syndrome (SARS) epidemic in 2003. The SARS outbreak was eventually contained through a series of risk mitigating measures introduced by the Singapore government. This would not be possible without the engagement and responsiveness of the general public. This chapter begins with a description of Singapore’s historical disaster profiles, the policy and legal framework in the all-hazard management approach. We use a case study to highlight the disaster impacts and insights drawn from Singapore’s risk management experience with specific references to the SARS epidemic. The implications from the SARS focus on four areas: staying vigilant at the community level, remaining flexible in a national command structure, the demand for surge capacity, and collaborative governance at regional level. 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<front><journal-meta><journal-id journal-id-type="publisher-id">978-4-431-55022-8</journal-id><journal-id journal-id-type="doi">10.1007/978-4-431-55022-8</journal-id><journal-id journal-id-type="nlm-ta">Resilience and Recovery in Asian Disasters</journal-id><journal-title-group><journal-title>Resilience and Recovery in Asian Disasters</journal-title><journal-subtitle>Community Ties, Market Mechanisms, and Governance</journal-subtitle></journal-title-group><isbn publication-format="print">978-4-431-55021-1</isbn><isbn publication-format="electronic">978-4-431-55022-8</isbn></journal-meta><article-meta><article-id pub-id-type="pmc">7120670</article-id><article-id pub-id-type="publisher-id">15</article-id><article-id pub-id-type="doi">10.1007/978-4-431-55022-8_15</article-id><article-categories><subj-group subj-group-type="heading"><subject>Article</subject></subj-group></article-categories><title-group><article-title>Impact of Disasters and Disaster Risk Management in Singapore: A Case Study of Singapore’s Experience in Fighting the SARS Epidemic</article-title></title-group><contrib-group content-type="book editors"><contrib contrib-type="editor"><name><surname>Aldrich</surname><given-names>Daniel P.</given-names></name><address><phone>+1765-494-4190</phone><email>daniel.aldrich@gmail.com</email></address><xref ref-type="aff" rid="Aff4">4</xref></contrib><contrib contrib-type="editor"><name><surname>Oum</surname><given-names>Sothea</given-names></name><address><email>sothea.oum@eria.org</email></address><xref ref-type="aff" rid="Aff5">5</xref></contrib><contrib contrib-type="editor"><name><surname>Sawada</surname><given-names>Yasuyuki</given-names></name><address><email>sawada@e.u-tokyo.ac.jp</email></address><xref ref-type="aff" rid="Aff6">6</xref></contrib><aff id="Aff4"><label>4</label><institution-wrap><institution-id institution-id-type="GRID">grid.169077.e</institution-id><institution-id institution-id-type="ISNI">0000000419372197</institution-id><institution>Department of Political Science,</institution><institution>Purdue University,</institution></institution-wrap>West Lafayette, Indiana USA</aff><aff id="Aff5"><label>5</label>Economic Research Institute for ASEAN and East Asia, Jakarta Pusat, Indonesia</aff><aff id="Aff6"><label>6</label><institution-wrap><institution-id institution-id-type="GRID">grid.26999.3d</institution-id><institution-id institution-id-type="ISNI">000000012151536X</institution-id><institution>Faculty of Economics,</institution><institution>University of Tokyo,</institution></institution-wrap>Bunkyo-ku, Tokyo Japan</aff></contrib-group><contrib-group><contrib contrib-type="author" corresp="yes"><name><surname>Lai</surname><given-names>Allen Yu-Hung</given-names></name><address><email>allen.yuhung@gmail.com</email></address><xref ref-type="aff" rid="Aff7">7</xref></contrib><contrib contrib-type="author"><name><surname>Tan</surname><given-names>Seck L.</given-names></name><xref ref-type="aff" rid="Aff8">8</xref></contrib><aff id="Aff7"><label>7</label>The Institute of Health Economics and Management, ESSEC Business School – Asia Pacific, Singapore, Singapore</aff><aff id="Aff8"><label>8</label><institution-wrap><institution-id institution-id-type="GRID">grid.4280.e</institution-id><institution-id institution-id-type="ISNI">0000000121806431</institution-id><institution>Centre on Asia and Globalization, Lee Kuan Yew School of Public Policy,</institution><institution>National University of Singapore,</institution></institution-wrap>Singapore, Singapore</aff></contrib-group><pub-date pub-type="epub"><day>13</day><month>6</month><year>2014</year></pub-date><pub-date pub-type="collection"><year>2015</year></pub-date><volume>18</volume><fpage>309</fpage><lpage>336</lpage><permissions><copyright-statement>© Economic Research Institute for ASEAN and East Asia (ERIA) 2015</copyright-statement><license><license-p>This article is made available via the PMC Open Access Subset for unrestricted research re-use and secondary analysis in any form or by any means with acknowledgement of the original source. These permissions are granted for the duration of the World Health Organization (WHO) declaration of COVID-19 as a global pandemic.</license-p></license></permissions><abstract id="Abs1"><p>Singapore is vulnerable to both natural and man-made disasters alongside its remarkable economic growth. One of the most significant disasters in recent history was the Severe Acute Respiratory Syndrome (SARS) epidemic in 2003. The SARS outbreak was eventually contained through a series of risk mitigating measures introduced by the Singapore government. This would not be possible without the engagement and responsiveness of the general public. This chapter begins with a description of Singapore’s historical disaster profiles, the policy and legal framework in the all-hazard management approach. We use a case study to highlight the disaster impacts and insights drawn from Singapore’s risk management experience with specific references to the SARS epidemic. The implications from the SARS focus on four areas: staying vigilant at the community level, remaining flexible in a national command structure, the demand for surge capacity, and collaborative governance at regional level. This chapter concludes with a presence of the flexible command structure on both the way and the extent it was utilized.</p></abstract><kwd-group xml:lang="en"><title>Keywords</title><kwd>Gross Domestic Product</kwd><kwd>Severe Acute Respiratory Syndrome</kwd><kwd>Disaster Management</kwd><kwd>Severe Acute Respiratory Syndrome</kwd><kwd>Disaster Risk Management</kwd></kwd-group><custom-meta-group><custom-meta><meta-name>issue-copyright-statement</meta-name><meta-value>© Economic Research Institute for ASEAN and East Asia (ERIA) 2015</meta-value></custom-meta></custom-meta-group></article-meta></front></pmc></record>Pour manipuler ce document sous Unix (Dilib)
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