Building a Resilient World: Unifying Global Preparedness and Response Utilizing NFPA 1660 as the International Framework for Continuity Programs

At a time when global threats transcend borders and emergencies demand unified action, NFPA 1660 has emerged as a vital tool in aligning preparedness, continuity, and recovery strategies across sectors and nations. During a dynamic technical session titled "Building a Resilient World: Unifying Global Preparedness and Response Utilizing NFPA 1660 as the International Framework for Continuity Programs," a diverse panel of experts from Latin America and the Middle East provided grounded insights into the real-world application and global adaptability of this standard.

Opening Remarks

The session opened with an overview of NFPA 1660, introduced as a comprehensive, all-hazards standard that provides a scalable, adaptable framework for preparedness, response, continuity, and recovery across jurisdictions and sectors. The moderator emphasized the global relevance of the standard and the importance of practical dialogue with panelists bringing firsthand regional experiences.

"NFPA 1660 is not just a document—it’s a unifying framework. Today, we are fortunate to be joined by panelists from Latin America and the Middle East, each of whom will share how this standard is helping build institutional trust, strengthen resilience, and ensure continuity in their regions."

Speakers:

Panel Moderator: Ken Burson, NFPA

Jazyah Aldossary, Fire Protection, Engineering & Training Service Division, Saudi Arabia

Dana Kamal, NFPA MENA Director

T.T.E. Javier Coral, CEO of Halligan Risk Management & A.I.

Lt. Col. Hamad Al Kaabi,  Abu Dhabi Civil Defense Authority (ADCDA)

Mr. Javier Coral

Javier Coral is a Ph.D. candidate in Strategic Studies, Operational Security, and Defense, with over two decades of international experience in fire protection, hazardous materials, occupational health, and risk management. He holds a Bachelor's Degree in Agro-Industrial Process Engineering, and a Master’s Degree in Comprehensive Risk Management from the Universidad Externado de Colombia Business School in Spain, as well as multiple specializations, including Occupational Health and Safety Management, Security and Hygiene Processes, and Hazardous Materials Management for Mass Emergencies.

Javier is the founder and managing director of Halligan Risk Management & AI, a consultancy specializing in data-driven solutions for risk, resilience, and productivity—particularly across the mining, oil, gas, and agro-industrial sectors.

He serves as a Senior consultant in comprehensive risk management, business continuity, crisis rooms, and high-level exercises for responding to critical scenarios for boards of directors and chief executives. His expertise spans business continuity, chemical safety, industrial hygiene, and environmental risk mitigation.

As a recognized subject matter expert and international speaker, he has contributed to numerous industry journals and trade publications.

In 2022, Javier received formal recognition for his valor, leadership, and international contributions from the Consulate General of Colombia in Miami, highlighting his role in promoting Colombia’s professional image abroad.

Ms. Jazyah Aldossary 

Jazyah Aldossary is a Fire Protection Engineer working in Saudi Aramco, one of the world’s largest energy companies, for the past 7 years. Jazyah holds a Bachelor Degree in Chemical Engineering (Honors) from University of Missouri, Columbia, she brings a strong technical foundation to her work, combined with a deep commitment to innovation and operational resilience.

Currently, she has been assigned as an HR Business Partner for the Fire Protection Department, where she leads strategic programs that strengthen the organization’s fire protection capabilities, including training development, talent recruitment for specialized firefighting roles, and coordination of corporate and external fire safety training. Her leadership ensures that Saudi Aramco remains at the forefront of fire protection excellence.

Earlier in her career, Jazyah served as a Fire Protection Engineer, where she specialized in deploying cutting-edge fire safety technologies, responding to emergency incidents, and enhancing governance frameworks across critical facilities. Her contributions extend beyond operations; she played a pivotal role in implementing business continuity strategies and promoting sustainable fire safety practices through circular economy initiatives.

Jazyah is also a ProBoard certified firefighter.

Lieutenant Saeed Yousuf 

Lieutenant Yousuf holds a Bachelor's degree in IT-Security and Forensics and is a Scholar from the Sheikh Mohammed Bin Zayed Program at New York University in Abu Dhabi. He is deeply passionate about digital transformation and its application in the workforce, with a focus on ensuring adherence to security policies and regulations.

Currently, he serves as an Information Security Officer at Dubai Civil Defense.

Lt. Saeed has played a crucial role in "The World Fire Emission Reduction Alliance," where he facilitated partnerships and fostered relationships with leading fire associations globally in preparation for the the 28th annual United Nations Climate Change Conference, known as COP28.

Additionally, he has contributed to initiatives such as Dubai Civil Defense Readiness and Eco Readiness projects and initiatives.

Eng. Dana Kamal serves as the NFPA -Director of International Development in MENA

A healthcare Engineering expert, professional and engineer with over 22 years of experience in healthcare business development, projects facilities and education across several workstreams. implementing new strategies with existing and new stakeholders and now serves as NFPA – Director International Development (MENA) to cover regulatory, legislative, and technical circles and other.

She works closely with multiple sectors to champion building, life safety and fire protection standards, and promote effective code compliance in the built environment.

Dana holds a bachelor’s degree in biomedical engineering and a master’s degree in healthcare management. In addition, she holds certifications of NFPA Life Safety code101 and certificates of Healthcare Safety, Emergency Management &Response, and Fire Safety Management by the International Board for Certified Safety Managers IBFCSM, USA. Hospital planning and design by e-Cornell University and an Executive Director diploma by IMAC.

Dana is a trusted and active member as well in American Society of Healthcare Engineering ASHE and American Hospital Association AHA.

Dana manages and facilitates NFPA MENA Advisory Committee for regional fulfillment of NFPA vision and mission and liaise on various sector leaders and government authorities and achieved the establishment of NFPA first International Regional Office in MENA. Dana was recently nominated for a very prestigious award and was recognized as the Women Trailblazers in Security and Fire Safety Award winner at the Intersec Dubai 2024 Conference.

Lieutenant Colonel. Hamad Mohammed AlKaabi

Currently serves as the Head of the UAE Search and Rescue Team Section and the  Focal Point Officer for Operations Associated with the International Search and Rescue Advisory Group (INSARAG)

Lieutenant Colonel AlKaabi is a prominent leader in the field of specialized search and rescue, with over 18 years of experience in emergency response, disaster management, and international humanitarian operations. His academic background in emergency care and medical services, combined with his extensive practical experience, has equipped him with the necessary skills to lead complex operations in high-pressure environments. His contributions to international disaster response, particularly in Syria and Libya, underscore his commitment to saving lives and enhancing global resilience. Lieutenant Colonel AlKaabi has received numerous awards and honors, exemplifying excellence in leadership, innovation, and humanitarian service.

Prior to his current role, he served as the Head of the Operations Branch of the Abu Dhabi Police General Headquarters – Directorate of Emergency and Public Safety.

He holds a bachelor’s degree in emergency care Practice from Northumbria University, in the United Kingdom, as well as a Higher Diploma in Emergency Medical Services from the Incentive MED Academy, Karlsruhe, Germany.

My name is Kenneth Burson and I have to honor and privilege to be the moderator of such an esteemed panel of professional colleagues and friends.

I serve as the International Senior Liaison of Government Networks for the NFPA, on the International Business Development team. In my current role at NFPA, I help with global engagement efforts to support emergency response capabilities worldwide, identifying training needs, building strategic partnerships, and supporting stakeholders in advancing safety and resilience in their communities.

With more than 30 years of experience in emergency response operations—including a range of operational and leadership roles—I’ve had the opportunity to work closely with various emergency response teams around the world. That perspective gives me a strong appreciation for today’s discussion on  NFPA 1660.

So with that, let’s begin with our first question…

Directed Questions for Specific Panelists

(To T.T.E. Javier Coral)

In a continent where social inequality, public conflict, and ethnic diversity are part of the operational landscape, how has the implementation of NFPA 1660 evolved in Latin America to build community resilience in territories of high social tension?"

“The implementation of NFPA 1660 in Latin America has evolved in a non-linear manner, adapting to a complex reality shaped by structural inequality, institutional fragmentation, and significant technological gaps. However, it is precisely within this complexity that its relevance lies: the standard has become a disruptive framework for multisectoral coordination, particularly in countries like Colombia, where community resilience is not optional but an urgent necessity.

In Colombia, 95% of municipalities are exposed to at least one type of natural or man-made hazard, and over 60% of emergency responses in rural areas are led by volunteer firefighters without formal continuity systems or interoperability frameworks. In this context, NFPA 1660 has started to be integrated as a common technical language among relief agencies, productive sectors, and Indigenous or Afro-descendant communities, especially in high-conflict regions such as Chocó, Putumayo, Cauca, and the Colombian Amazon.

A concrete example is the territorial resilience process we lead at Halligan SAS, where we have aligned NFPA 1660 with prior consultation processes and community planning tools to develop business continuity plans in rural energy communities, involving grassroots organizations, firefighters, and solar energy companies. The key has been to territorialize the standard, translating its principles into the language of community leaders and prioritizing the territory’s real capacities over regulatory compliance.

In summary, the evolution of NFPA 1660 in Latin America has not been merely technical, but also sociopolitical and cultural, enabling the construction of institutional trust in contexts historically marked by exclusion and mistrust of the State.”

(To Jazyah Aldossary)

What challenges have you encountered in harmonizing NFPA 1660’s continuity and recovery elements with national security frameworks or religious/cultural considerations in your region?

“NFPA 1660, enhances organizational resilience by offering a comprehensive, all-hazards framework that extends beyond traditional business continuity. Unlike private-sector NFPA 1660 uniquely emphasizes interoperability and coordination across public, private, and non-profit sectors—making it especially relevant for organizations with public safety and critical infrastructure responsibilities.

In our organization, this shift has involved a significant cultural transformation. It’s been a challenge, especially in a field rooted in fire protection, to embed business continuity as part of our organizational culture.

We made a conscious effort to speak their language, to connect continuity concepts with their day-to-day reality . One of our key efforts has been launching an awareness program targeted at our operational teams.. This helped bridge the gap between technical, engineering and practical application—making the transition from how things were done in the past to how they need to be done now. In today’s evolving risk environment.

Another ongoing challenge is securing top management buy-in, especially when it comes to budgeting for continuity initiatives. Procuring trucks, new project which involves technological advancement to enhance emergency response and ensure operations readiness. We’ve addressed this by demonstrating the value of business continuity through measurable tools—such as dashboards, emergency mobilization plans, and technology platforms that allow us to deploy resources quickly and effectively during disruptions.

Participation in NFPA forums has been instrumental. The opportunity given allows us to benchmark our efforts, learn from experts, and reinforce internally why continuity planning is not just a best practice but a necessity. These interactions helps as well to validate our strategy and build momentum for sustained leadership support.

Ultimately, NFPA 1660 has helped us frame continuity not just as a compliance issue, but as a strategic capability—one that strengthens both our internal resilience and our contribution to the wider emergency management ecosystem”

(To Lt. Saeed Yousuf)

How does your organization ensure the integrity and coordination of public safety announcements across traditional and digital platforms—especially social media—while safeguarding against cybersecurity threats and misinformation during emergency events, in alignment with NFPA 1660’s guidance on emergency communications and information management?

“So here’s our routine in 3 main steps:

1. We communicate in one voice

2. Guarding the information

3. How we counter rumors

Firstly, we communicate in one voice. Our Joint Information Center writes the alerts, which are then approved by the commander in charge. Afterwards, they are sent to the Dubai Government Media Office, which sends out the alert across its channels and verified social-media pages. In addition, we also post it on our own social-media pages. During recent fire accidents, every update you saw or heard came from that single post, so nobody got mixed messages.

Secondly, our Information Security team, in coordination with the media team, monitors and guards the information’s integrity. Using AI tools, we can see how the general public reacts to these alerts by analyzing online articles and social-media interactions.

Lastly, as mentioned earlier, we use AI tools such as Talkwalker to watch social-media feeds. If a fake screenshot pops up, a duty officer detects it and takes the correct action so the truth travels faster than rumors. And because spreading false emergency news in the UAE can cost people very large fines, most rumor spreaders think twice.

One message, tight security, and instant corrections—that’s how we keep Dubai’s alerts trustworthy and in line with NFPA 1660.”

(To Eng. Dana Kamal)

Based on your experience as NFPA’s MENA Director, what insights can you share about how different sectors—government, private industry, and NGOs—across the region are responding to NFPA 1660, and where do you see the greatest opportunities or challenges in fostering unified preparedness and continuity planning?

“At NFPA, we believe that preparedness and resilience are not accidents—they are outcomes of leadership, investment, and a commitment to shared responsibility.

“Preparedness is not a plan. It’s a culture.”

In my role as NFPA’s MENA Director, I’ve observed that countries across the region are increasingly viewing resilience as a strategic priority—and NFPA 1660 is gaining traction as a tool for unifying emergency preparedness, response, and continuity.

For instance, governments are showing leadership by mandating up-to-date codes and standards, while private industry is investing in continuity planning as part of risk management and ESG efforts. NGOs, often closest to the community, play a key role in public education and grassroots preparedness—aaddressing the ‘informed public’ and ‘preparedness and emergency response’ elements of the Ecosystem.

The challenge lies in making sure these efforts are not fragmented. Too often, preparedness is approached in silos. NFPA 1660 provides the operational and planning backbone, but it’s the Ecosystem that helps align responsibilities.

The greatest opportunity is to build national frameworks that integrate all eight components of the Ecosystem—from code compliance to workforce development—so that we’re not just planning for emergencies but creating resilient systems that can recover and adapt."

One of the most effective approaches we’ve seen is when countries adopt a holistic, ecosystem-based mindset. For example, in capacity-building initiatives across the Gulf and North Africa, we’ve are working with civil defense authorities, infrastructure operators, and academia to ensure that programs cover multiple elements of the Fire & Life Safety Ecosystem—not just emergency response, but also workforce skills, compliance, and public awareness.

For instance, in several Gulf countries, we’ve collaborated on training programs that embed NFPA 1660 into national preparedness planning, while also addressing the ‘skilled workforce’ and ‘government responsibility’ layers of the Ecosystem.

Support multi-agency drills that bring together the public and private sectors, strengthening coordination and highlighting the importance of shared responsibility.

What we’ve learned is that NFPA 1660 becomes far more impactful when it’s not used in isolation, but as part of a broader commitment to the Ecosystem. That’s where we see sustainable, long-term resilience take root."

(To Lt. Col. Hamad Al Kaabi)

Given your country's urban density and exposure to climate-related disasters (such as severe flash floods that occurred last year), how have you used NFPA 1660 to address cascading impacts across infrastructure systems?

“Unstable weather conditions are rare in the UAE because of its climate and geographical location. However, it’s still important to be ready for such conditions with proper training and planning. Additionally, Modern weather forecasts give enough time to prepare and respond. Given my country’s high urban density and exposure to climate-related disasters—such as the devastating flash floods that struck Al Ain city in 2023 and 2024—NFPA 1660 served as the cornerstone of our strategy to mitigate overflow across critical infrastructure systems. My leadership role in the response allowed me to apply the standard’s framework systematically across preparedness, response, and recovery phases, ensuring a coordinated and adaptive approach.

1. Preparedness: Proactive Coordination & Risk Mitigation

During the preparedness phase, we worked closely with local authorities to identify and prioritize high-risk zones. Using NFPA 1660’s risk assessment guidelines, we mapped flood expected areas, enabling data-driven decisions such as:

• Proactive closures of tunnels and roads that are exposed to flooding.

• Evacuation planning for vulnerable communities, integrating early warning systems to alert the public.

• Resource prepositioning (e.g., pumps, barriers) near critical infrastructure like hospitals and power substations. This collaborative approach ensured all stakeholders understood their roles before the disaster, reducing chaos during activation.

2. Response: Structured Command & Dynamic Adaptation

When the floods hit, we activated the Incident Command System (ICS) to maintain clarity in roles and resource allocation. Key actions included:

Establishing predefined assembly points for evacuees and responders, avoiding overcrowding in unsafe zones.

Sector-based tasking, where specific units were assigned to designated areas (e.g., one team for tunnel rescues, another for neighborhood evacuations).

Real-time situational awareness: I led shift rotations within my team to maintain operational stamina, while a dedicated tactical monitoring unit tracked water levels, road closures, and emerging threats (e.g., electrical hazards).

Critical call unit: A specialized team handled high-priority emergencies (e.g., stranded families, medical crises), ensuring rapid resolution under unified command.

3. Recovery: Institutionalizing Lessons Learned

Post-disaster, NFPA 1660’s recovery protocols guided our two-tier debriefing process:

Internal team debriefs: We analyzed operational challenges (e.g., communication gaps, resource shortages) before engaging external partners, fostering candid feedback.

Multi-agency after-action reviews: These sessions with government and utility entities refined joint protocols, such as improving warning message templates and evacuation route signage.

The outcome was a revised contingency plan that addressed cascading risks (e.g., simultaneous power-water failures) and elevated our resilience for future events.”

(To T.T.E. Javier Coral)

How applicable is NFPA 1660 in low-resource or capacity-constrained environments, and what adjustments are necessary to ensure scalability?

“NFPA 1660 is highly applicable in low-resource environments—such as many found throughout Latin America—provided it is understood not as a rigid regulatory document, but as an adaptable and scalable model for collaborative risk management.

In Colombia, over 70% of municipalities classified as “sixth category” (low fiscal revenue and high dependency on national subsidies) lack technical structures to design, let alone maintain, continuity plans. However, these same municipalities have presented unique opportunities for staggered implementation of the standard, through methodological adjustments that prioritize the process over the final product.

For example: - Instead of requiring complex digital systems, we’ve designed paper-based continuity matrices adapted to community networks. - We’ve involved community and Indigenous firefighters as leaders in response planning, enhancing cultural ownership of the standard. - We’ve developed emergency communication protocols based on WhatsApp, community radio, and rural megaphones to substitute for absent conventional systems.

The key adjustment is not altering NFPA 1660’s technical content, but translating its structure into local governance models, fostering alliances with community action boards, rural cooperatives, volunteer fire departments, and regional economic actors.

Ultimately, NFPA 1660’s scalability in low-capacity contexts is not only feasible but strategic. Rather than adapting the territory to the standard, we are adapting the standard to the territory—with a focus on intersectional resilience, community participation, and operational inclusion—transforming it into an equity-driven tool for risk management in Latin America.”

(To Jazya Aldossary)

In your view, how does NFPA 1660 enhance organizational resilience compared to other continuity frameworks used in the private sector?

“From my experience, NFPA 1660 is not a checklist or compliance document. It’s Guiding principle of ideas on how to prepare business and continuity programs. Tools that give ppl in need, emergency manager, risk management team member as a guideline and principle how to conduct their planning process to prepare their business from harm and any other hazard could cause severe implications.

What makes it different is that the framework itself, It promotes a holistic, all-hazards approach that unifies pre-incident planning, incident response, and post-incident recovery into one cohesive cycle. it’s designed to help emergency management teams from separate agencies get on the same page to follow similar procedures during events so that they can work better together. This approach reduces silos across departments and ensures operational continuity even under complex disruptions.

By taking into account the different level of responsibilities by the response teams. It describes the duties for each level of emergency management. Normalize procedures across agencies so that we they can mitigate and prepare. Otherwise response and recovery will be delayed if the agencies were not working together. The opportunity to return normal after disaster are high after the implementation of this standard

So basically, what makes its different from other frameworks, is its structure—which is based on risk assessment, capability development, and continuous improvement. “

(To Lt. Saeed Yousuf)

What strategies has your organization implemented to engage the public through digital platforms and social media in promoting preparedness, and how do you measure the effectiveness of these campaigns in keeping communities informed before, during, and after emergencies?

We treat safety tips like any other reel people scroll through. Under our “1 Billion Readiness” campaign, we post short video courses on how to use a fire extinguisher, and ethics of artificial intelligence on our 1BR platform in four different languages (Arabic, English, Filipino, and Indian). Completing these courses on the multilingual portal will earn you a digital certificate. The goal is to teach one billion people the Plan-Prepare-Recover cycle by 2027.

Alongside the online push, we run year-round face-to-face programs that we also promote on social media. Two recent examples:

“Firefighter Challenge,” Zayed University: Hands-on fire-safety drills for students and staff during Environment Health and Safety Week.

“Little Firefighter” days, Zabeel & Mushrif Parks: Kids learned to spot hazards and use basic firefighting tools through games and live demos.

We track every campaign in four layers: reach (views and shares), readiness (courses completed, safety plans filed), action (click-throughs on real alert links), and reflection (one-minute in-app surveys). That feedback loop tells us which messages change behaviour—-not just gather likes—and it’s a key reason we’ve seen recent incidents end with zero casualties.

Overhead question: How NFPA 1660 helps us work with the private sector:

The standard gives everyone a common plan. With ENOC, we practice tank-farm fires in Jebel Ali using drill cards that copy NFPA 1660 words for roles and equipment lists, so refinery teams and city crews work together without mix-ups.

For home fires, our agreement with the Mohammed Bin Rashid Housing Establishment sets up a direct phone line to their control room; they arrange shelter and insurance while we fight the fire—linking rescue and rebuilding just as 1660 suggests.

This year ENOC and DP World also signed an agreement—under our guidance—to run a joint drill every year and keep their emergency plans aligned with ours, strengthening the city’s supply routes and fuel systems. These partnerships, built on the same NFPA wording, won Dubai Civil Defense the NFPA “Fire & Life Safety Ecosystem” Global Influencer Award in 2024—and, more importantly, give Dubai a quicker, smoother response when trouble hits.

(To Eng. Dana Kamal)

In your role engaging with stakeholders across the MENA region, what collaborative models or capacity-building efforts have proven most effective in advancing NFPA 1660 principles at the national or local level?

In your role engaging with stakeholders across the MENA region, what collaborative models or capacity-building efforts have proven most effective in advancing NFPA 1660 principles at the national or local level?

One of the most effective collaborative models for advancing NFPA 1660 principles has been the integration of healthcare facilities into national preparedness and resilience frameworks. Healthcare facilities are considered critical infrastructure, and we have found success in linking them with civil defense, emergency management, and public health authorities through tested capacity-building initiatives.

Joint exercises, as outlined in NFPA 1660, between healthcare providers, ambulance services, and municipal emergency operations have proven extremely valuable. These exercises, ensure that surge capacity, continuity of operations, and patient safety are maintained even under crisis. This allows for common planning assumptions, resource sharing, and interoperable communication platforms.

From a local perspective, training healthcare facility personnel and administrators on NFPA 1660 principles (especially those related to continuity, evacuation, and recovery) has created a more resilient health sector. At the national level, incorporating NFPA 1660 into accreditation and licensing requirements has reinforced its consistent application. The lesson we have learned is that by integrating preparedness and recovery planning into the daily operations of healthcare facilities, resilience becomes institutionalized rather than a response activated only during crises.”

(To Lt. Col. Hamad Al Kaabi)

The U.A.E. sent rescue teams and resources to the horrific earthquake event in Syria and Turkiye. What has been the most effective way to train diverse, multinational audiences in NFPA 1660 principles to ensure a consistent application across borders, after a BEFORE a major crisis occurs? Any lessons learned?

“Unstable weather conditions are rare in the UAE because of its climate and geographical location. However, it’s still important to be ready for such conditions with proper training and planning. Additionally, Modern weather forecasts give enough time to prepare and respond. Given my country’s high urban density and exposure to climate-related disasters—such as the devastating flash floods that struck Al Ain city in 2023 and 2024—NFPA 1660 served as the cornerstone of our strategy to mitigate overflow across critical infrastructure systems. My leadership role in the response allowed me to apply the standard’s framework systematically across preparedness, response, and recovery phases, ensuring a coordinated and adaptive approach.

1. Preparedness: Proactive Coordination & Risk Mitigation

During the preparedness phase, we worked closely with local authorities to identify and prioritize high-risk zones. Using NFPA 1660’s risk assessment guidelines, we mapped flood expected areas, enabling data-driven decisions such as:

• Proactive closures of tunnels and roads that are exposed to flooding.

• Evacuation planning for vulnerable communities, integrating early warning systems to alert the public.

• Resource prepositioning (e.g., pumps, barriers) near critical infrastructure like hospitals and power substations. This collaborative approach ensured all stakeholders understood their roles before the disaster, reducing chaos during activation.

2. Response: Structured Command & Dynamic Adaptation

When the floods hit, we activated the Incident Command System (ICS) to maintain clarity in roles and resource allocation. Key actions included:

Establishing predefined assembly points for evacuees and responders, avoiding overcrowding in unsafe zones.

Sector-based tasking, where specific units were assigned to designated areas (e.g., one team for tunnel rescues, another for neighborhood evacuations).

Real-time situational awareness: I led shift rotations within my team to maintain operational stamina, while a dedicated tactical monitoring unit tracked water levels, road closures, and emerging threats (e.g., electrical hazards).

Critical call unit: A specialized team handled high-priority emergencies (e.g., stranded families, medical crises), ensuring rapid resolution under unified command.

3. Recovery: Institutionalizing Lessons Learned

Post-disaster, NFPA 1660’s recovery protocols guided our two-tier debriefing process:

Internal team debriefs: We analyzed operational challenges (e.g., communication gaps, resource shortages) before engaging external partners, fostering candid feedback.

Multi-agency after-action reviews: These sessions with government and utility entities refined joint protocols, such as improving warning message templates and evacuation route signage.

The outcome was a revised contingency plan that addressed cascading risks (e.g., simultaneous power-water failures) and elevated our resilience for future events.

To train teams from different countries in NFPA 1660 (disaster response standards) before a crisis like the Syria-Türkiye earthquake, follow these key steps:

Make Training Simple & Local: Teach the same core rules but adjust examples to fit each country’s risks (earthquakes, wars, etc.).

Use local languages and real disaster stories so teams understand better.

Practice Together Before Disaster Strikes: Run joint drills (UAE + Türkiye + Syria teams) to improve teamwork.

Use online training for hard-to-reach areas.

Train Local Instructors: Teach experienced responders to train others, so knowledge stays in the country.

Use Technology: VR simulations or mobile apps can help practice rescue missions safely.

Respect Differences: Some countries have strict military-led responses, while others rely on volunteers. training should work for both.

Lessons Learned:

Start early—Waiting until after a disaster is too late.

Keep it flexible—Not every country has the same resources.

Work as a team—Clear communication between countries saves lives.

Best Solution: The UAE could create a training center to teach NFPA 1660 to nearby countries, so everyone is ready before the next disaster.

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