Doi: 10.32592/jorar.2021.13.2.5

A Strategic Approach to Crisis Management 2019 Floods by Using SWOT Method

Mohammad Hossein Yeylaghi Ashrafi1 , Elham Akhtari1 , Naser Bay2 , Nader Oveisi3 Date of submission: 25 Dec. 2020 Date of acceptance: 17 Mar. 2021

Original Article Abstract INTRODUCTION: At the time of natural disasters, various organizations are responsible for crisis management. Each organization holds responsibilities corresponding to its mission statement. The absence of coordination is one of the primary obstacles regarding crisis management at the time of the disaster, caused by inconsistent decisions and a lack of mutual perception of the crisis. The more compatible the strategy selection process of organizations is, the fewer natural disaster casualties will be. METHODS: This study aims to strategically analyze the crisis management of April 2019 Golestan floods through the Strengths, Weaknesses, Opportunities, and Threats (SWOT) method, highlighting the role and performance of the Red Crescent Society. The selected tool was a descriptive-analytic field-based documentation survey questionnaire providing the chance to investigate the strengths, weaknesses, opportunities, and threats. Finally, we determined the optimal strategy. FINDINGS: The results revealed that the average values of internal and external factors for all units were above 2.5. Therefore, SO is the optimal strategy whose emphasis is on using the strengths and opportunities faced by the Red Crescent Society to the fullest and other flood management bodies. CONCLUSION: Considering that the crisis-management-related agencies ought to operate as a unified system to decrease casualties, the need to adopt proper strategies to enhance coordination in associated organizations is one of the leading priorities of Golestan Province. Keywords: Crisis Management; Floods; Golestan Province; Strategy; SWOT.

How to cite this article: Yeylaghi Ashrafi MH, Akhtari E, Bay N, Oveisi N. A Strategic Approach to Crisis Management 2019 Golestan Province Floods: by Using SWOT Method. Sci J Rescue Relief 2021; 13(2): 129-40.

Introduction atural disasters have always existed as Crescent (IFRC) Societies was established in the recurring and adverse phenomena posing early twentieth century. This phase extended until an immense threat to humans. Hence, no the Second World War, through which emergency Nsociety is entirely immune from their relief and humanitarian aid were provided to the consequences. Since the beginning of time, victims. The second phase/approach took place

Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ] individuals and communities have taken various following WWII. Back then, scientific and approaches to respond to disasters and technical discourses, schools of thought catastrophes to lessen their impact, improve concerned with growth and development, and performance, and promote pre-and-post-crisis post-war behaviorism dominated the United responses. States, Europe, and later the rest of the globe. Man's attempts to deal with natural disasters in Based on this approach, measures were taken to the modern era have three phases or approaches. avoid the adverse consequences of catastrophes The first phase/approach was developed based on and disasters. The approach prioritized preventing emergency relief and rescue. Simultaneously, the such calamities by applying scientific and International Federation of Red Cross and Red engineering accomplishments in constructing and

1- Master of Management, Golestan Province Red Crescent Society, Golestan, 2- PhD in Climatology, Golestan Province Red Crescent Society, Golestan, Iran 3- PhD in Air Pollution Environmental Engineering, Islamic Azad University, Science and Research Branch, , Iran Correspondence to: Naser Bay, Email: [email protected] Sci J Rescue Relief 2021; Volume 13; Issue 2 129

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advancing artificial environments such as Afrakhteh and Yousefi (2004), Ildermi and buildings, roads, and urban planning. The Mirsanjari (2010), Mahdavi Najafabadi et al. scientific and engineering approach to crisis (2010), Badri et al. (2013), Heidari et al. (2015), management was the dominant approach until the Kashkoli and Seidbeigi (2016), Hunkezehi and 1980s, and responsible international organizations Fanni (2019), Dottori et al. (2016), Win et al. such as the United Nations incorporated it as a (2018), Horita et al. (2018), Entorf and Jensen principle in their programs. The disasters of the (2020), and Saraswati et al. (2020). 1980s revealed that the scientific and engineering Furthermore, regarding using the SWOT approach to tackling emergencies was not method in flood studies, we can refer to the adequate since human factors and variables in investigations of Sadeghloo and Sajasi (2014) in preventing and dealing with catastrophes were left Qarachai , Amini, and Banihabib (2015) out. Consequently, the third phase/approach, in the catchment area of Wardavard River, Khalili called the social approach to crisis management, et al. (2015) in the urban watershed of Fasa, and was gradually formed globally from the late 1980s Khaledi et al. (2009) on urban floods in Urmia. and early 1990s. This approach, which They aimed to accommodate an appropriate emphasizes diminishing the risks in the individual strategy to manage and overcome the negative and social environment of human beings against impacts of floods. natural disasters, is now the dominant and Floods, ice storms, forest and pasture comprehensive approach at the international level wildfires, landslides, and droughts are the most and in many countries (1). significant disasters that have affected Golestan Natural disasters have been among the most Province for at least the past 30 years. According crucial issues in human societies since forever, to the statistics registered in the Relief and Rescue and planning to overcome their harmful impacts is Organization database, Golestan Province is one objective of governments. Between 2000 and among the top three provinces in natural and 2019, 7,348 disasters killed 1.23 million people, artificial disasters. These disasters damage affected 4.2 billion people, and caused US$2.97 immense capital annually. One of the deadliest trillion worth of damage to the world economy. and most prominent ones is floods and heavy However, these figures display a significant rise rains. For instance, about 300 people lost their over the past 20 years. Between 1980 and 1999, lives in the 2001 flood solely (21). 4,212 natural disasters occurred universally, The occurrence and frequency of disasters in killing 1.19 million people, injuring 3.25 billion Golestan indicate that the likelihood of most people, and causing US$1.63 trillion worth of natural crises is inevitable. However, it is possible economic damage. The foremost reason behind to diminish or even eliminate some of the harms this upsurge is associated with weather-related and adverse consequences by predicting, disasters. Thus, these catastrophes grew from preventing, and organizing crisis management. To 3656 between 1980 and 1999 to 6681 between achieve this goal, creating a coordination 2000 and 2019. Moreover, major floods occurred mechanism (job description, strategic action plan, twice as many during this period reaching 3254 repetition, and practice) in crisis management is cases since 2010 (2). one of the most vital and fundamental strategies to

Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ] A number of the most devastating record- reduce the impact of natural disasters. breaking precipitation episodes have occurred in However, "this issue has been neglected in the past two decades. Consequently, it is essential recent years due to the high frequency of disasters that flood control systems be able to defeat the in the province and the extensive human and challenges ahead. This resolution is of critical economic losses". importance in flood risk management (3). Apparently, the officials of the province Investigating natural disasters and climate- should acknowledge the following factors related risks is the prime element of crisis concerning emergency response management: management strategies. Many researchers have been exploring this issue since the 1930s (4). Recurrence of natural disasters Many studies reviewed the relationship between This factor has influenced Golestan Province natural disasters and crisis management from as an independent variable over time. Therefore, different angles in Iran and other countries: the issue of maintaining enhancing preparation

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is highly critical in emergency response - The occurrence of unexpected and management. This issue grows even more simultaneous precipitation in terms of intensity significant when we face climate changes that and duration throughout the southeastern regions have intensified the impacts of disasters. of the induced the production of an ample amount of runoff moving in the direction of Location topographic slope from south to north and east to Since we cannot make fundamental west, starting from North Khorasan Province and adjustments to lessen the impact of disasters on finally discharging into the Caspian Sea, affecting the morphology, hydrology, geology, soil texture, towns and villages along the route (Figure 1) and other environmental variables of the province, - The presence of impermeable geological we must contemporize all our arrangements with formations in the north of the province the current natural conditions. intensifying flooding (23) Therefore, how the natural environment - Constructing structures perpendicular to functions and operates is independent of human the water flow direction, namely roads and will, which along with recurrence over time, railways, not dredging the rivers, failure to results in the irregular appearance of the previous acknowledge the geometric shapes and strength of episodes. For instance, the floods of the preceding hydraulic structures, and encroaching rivers in years had struck some regions of the province, some areas (authors' observations) e.g., Mīnū Dasht and Aliabad-e-Katoul (two - People's misjudgment regarding the counties) in a short period due to unusual intensity and extent of the flood and inadequate precipitation and other contributing factors in the awareness-spreading from the officials led the basin. residents not to have enough time to evacuate the However, the recent floods hit vast regions of target areas. On the other hand, some villagers the province simultaneously, causing a set of resisted evacuating to protect livestock, property, crises. The catastrophes included landslides and and agricultural products disrupting the relief rockfalls on steep slopes and cliffs along the process (authors' observations) roads, floods in the streambeds, and floodwater in - Assuming that the extent of floods was the catchments of the northern drainage basins. unforeseen and unparalleled, the desirable Heavy precipitation began on 03/17/2019 and coordination was not carried out in the earlier lasted till 04/01/2019 throughout the southern and days of the emergency. The personnel were not southeastern regions of the Caspian Sea, causing st familiar with their organizational duties and job the recent flash flood, unparalleled in 21 -century description at the time of the disaster. An example Iran. The rainfall and water accumulation area 2 is forecasting flood risk by Golestan were approximately 8500 km , comprising nearly Meteorological Organization several days before 40% of the province. In the area in which the accident and announcing this issue as a formal floodwater accumulated, the mean precipitation statement to all people and departments, was 178 mm from March 18 to March 22 for the especially crisis-related organizations (authors' whole area. This number is approximately 67% of observations). the total annual long-term mean compared to the 50-year average. Gonbad-e Kavus, Anbār Olūm, Study Area Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ] Āq Qalā, Bandar Torkaman, and Gumshān were Golestan Province covers 20,437.7 square within the direct impact of the floods with a kilometers (1.3% of Iran's total area) and population of 211,000. Eighty-two villages with a 1,868,819 residents, located in the northeast of population of nearly 103,500 people were located Iran. Roughly 51% of the population lives in in the flood diffusion zone. This precipitation, urban areas and 49% in villages, most of whom prompting 308,000,000 m3 of flooding in the make a living from agriculture, animal Gorganrood water catchment (Figure 1) and husbandry, and related industries (24). leaving destructive impacts on over 400 km2 of Topographically, the rugged regions in Golestan urban and rural areas, caused over 4800 billion Province are part of the Alborz mountain range tomans worth of economic damage (22). with an almost east-west direction. It has formed a The following points help you comprehend mountainous area with a maximum height of 3821 this flood's characteristics properly: meters in the southern part of the province.

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Figure 1. Direction of Flood Movements (22)

The slopes are steep, and the elevation varies is semi-humid and temperate, and the south is abruptly from the plain to the mountain. The north semi-cold with little precipitation (26). The of this area contains the lands of Mahur Hill, average annual rainfall of the province in the past A.K.A, a thousand valleys hill. In the 50 years is 471 mm. According to meteorological northernmost of the province, there are plain data, the rains leading to the flood had a regions with gentle-slope surfaces gradually significant numerical difference in various reaching lower areas with a minimum elevation of stations of the counties. The highest precipitation 28 meters (Figure 1). Vegetation in the Golestan amount before the flood and the day it started was Province is Caspian forests, of which 452,185 354 mm throughout four days in Tuska Chal hectares cover hills and pastures, and 1,126,000 station in Minudasht. On the fourth day, the hectares cover the northern areas of the province. precipitation in most stations was little and close The river network of the province includes the to zero. The lowest amount was 94 mm in Nodeh- Gorganrood water catchment with an area of e Malek and Khānbebin stations (22). 10,120 km2, Atrak with 8600 km2, Karasu with 1610 km2, Gulf of with 340 km2, and Methods Nekarood with 330 km2 (Figure 1). The amount We employed a descriptive-analytic method in of surface water in different basins varies this field-documentary study. The technique was according to the shape, size, climatic conditions, utilizing the open questionnaire of the SWOT vegetation, and other cases (25). The annual model. It enabled us to investigate and compare volume of these rivers is around 1235 million m3, strengths and weaknesses as well as opportunities 45-50% of which flows from February to April as

Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ] and threats. The rationale behind the approach is floods caused by precipitation and snowmelt. that an effective strategy should maximize the Meanwhile, some of it flows in the form of strengths and opportunities of the system while seasonal flooding in summer and autumn. In minimizing weaknesses and threats (27). This general, 65% of the rivers in the province undergo method is an efficient tool for identifying flooding, which sometimes has destructive environmental conditions and the internal consequences considering the extent and intensity capabilities of the organization. The foundation of of the floods. In terms of seasonal distribution, this tool in strategic planning is to perceive the summer and winter are the rainiest and driest environment around the organization. seasons in the province, respectively (21). SWOT stands for Strengths, Weaknesses, Golestan Province has a remarkably diverse Opportunities, and Threats. Strengths and climate. The northern areas are cold with little weaknesses are internal factors, while threats and rainfall, the west is moderately humid, the center opportunities are external factors.

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To perceive the current crisis management in with the most profound impact the highest score. the March 2019 Golestan floods and formulate Note that the sum of weighted scores should be strategies, the research team conducted field equal to 1. Hence we adjusted the range of values observations, and crisis management experts between 0 and 1 using the statistical method of completed the questionnaire. We collected the normalization. Then, based on the prevailing data from four perspectives, i.e., identifying condition of flood crisis management, we strengths, weaknesses, opportunities, and threats assigned each a mark between 1 and 4 to the through the following steps (Figure 1). factors, 1 indicating a poor situation and 4 registering an excellent one. Finally, we Step 1: Identifying internal and external factors multiplied the normalized weighted scores by In the SWOT analysis, we firstly identified the their mark, obtaining the final score. internal and external factors. We selected CEOs, vice presidents, chiefs of staff, experts, relief Step 3: Designing an analytical model and employees, and rescue workers as the study devising strategies population to complete the questionnaire. The IFE and EFE matrix is used to examine an inclusion criteria were sufficient information organization's external environment. Therefore, to about crisis management, rescue operations, form it, we must place the scores obtained from housing concerns, and active presence in the the internal and external factor evaluation matrix recent flood. The questionnaire was delivered in its vertical and horizontal dimensions to either in person or via office automation. Out of determine the positions and devise appropriate 62 questionnaires, 50 were completed and strategies. delivered. Findings Step 2: Weighted scoring and formulating IFE Rescue and Relief Department (Emergency and EFE matrix Operation Center (EOC), Rescue and Relief After identifying the internal and external Support and Rescue and Relief Operation), factors and classifying them, we had to determine Departments of Health, Volunteer Affairs, Youth the value of each. First, the factors were listed. Affairs, and Public Relations of the Red Crescent Then, we assigned a number from 0 to 20 to each Society of Golestan Province were the active factor based on expert assessment. The weighted flood management units. The results showed 32 score given to each factor indicates its relative strengths, 53 weaknesses, 24 opportunities, and importance regardless of whether the factor in 28 threats, the most significant of which are question is considered a strength, weakness, listed in Table 1. opportunity, or threat. We assigned the element

Table 1. The most significant internal and external elements influential in flood crisis management (obtained from the SWOT questionnaire)

Score Elements Unit Factor Score Score

Current Current Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ] Weighted Final Normalized

Situation Score

Unavailability of the required information, e.g., 0.229 2 0.114 12 EOC Weakness maps A quick assessment by teams at rescue and relief 0.714 4 0.179 5 EOC Strength stations Deficiency of inter-organizational coordination and 0.5 1 0.5 3 EOC Threat operational planning Familiarity with how the Health Information 4 4 1 1 EOC Opportunity Software (NAB) functions in emergencies Ambiguousness of the commands by the executive Rescue and 0.364 2 0.182 10 Weakness units in emergency accommodation Relief Support Maximum participation of rural aid workers and Rescue and 0.857 4 0.124 6 Strength teams regardless of the village dispersions Relief Support

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Table 1. Continued Failure to take in-time action by the responsible Rescue and 2 2 1 1 institutions in identifying and evaluating houses in Threat Relief Support flooded areas Proposing the support capacities of certain Rescue and 3 3 1 1 Opportunity provinces Relief Support Flooding of relief depots and emergency Rescue and 0.235 3 0.078 12 Weakness accommodation Relief Operation Decent air rescue performance at the time of the Rescue and 0.888 4 0.222 8 Strength disaster Relief Operation Air relief services to challenging areas due to Rescue and 0.545 3 0.182 10 Threat severe weather phenomena Relief Operation Rescue and 1 4 0.250 7 Enhancing operational skills Opportunity Relief Operation Less scrutiny toward youth activities and facilitation 1.333 2 0.667 2 Youth Affairs Weakness of various youth centers in helping the victims Voluntary participation of members to assist at 2.668 4 0.667 2 Youth Affairs Strength times of emergency The unclarity of Mental Health Support 3 3 0.667 2 Ambassadors (SAHAR) for the people, Youth Affairs Threat diminishing the efficacy of services Identifying the potentials of departments affiliated 3 3 1 1 Youth Affairs Opportunity with mission areas and using their capacity Submitting reports on the services of all sections of 0.999 3 0.333 2 Public Relations Weakness the Red Crescent Society in the initial days Raising public awareness about the performance of 3 3 1 1 Public Relations Strength the Red Crescent Society Misinterpretation of the Red Crescent activities by 2 3 0.667 2 Public Relations Threat the public and organizations Demonstrating the focus of the services of the 1.5 3 0.5 3 organizations for the public highlighting the Public Relations Opportunity activities of the Red Crescent Society

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Figure 2. The research method

In terms of number, negative factors are 3.11 in internal and 3.13 in external factors. dominant. However, the score obtained from the Furthermore, by curve fitting the final scores of matrix of internal and external elements is above internal and external factors in relation to one 2.5. Therefore, in the crisis management another, the strategies of each unit were process, the strengths are more impactful than determined (Table 3). weaknesses, and opportunities are more We obtained the optimal strategy (SO) by significant than threats. The rescue and relief plotting the mean values of the internal (2.74) and operation unit had a more successful external (2.91) factors on the coordinate performance than other units, with a score of axis, highlighting how to make the most of the

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opportunities by utilizing the strengths (Figure 3). Table 2. Values of internal and external elements influential in flood crisis management (obtained from the SWOT questionnaire) Mean value of scores Sum of final scores Number Factor Unit 1.6 14 Weaknesses 2.6 3.6 7 Strengths Emergency Operation Center 1 3 Threats 2.5 4 1 Opportunities

1.96 10 Weaknesses 2.78 3.6 7 Strengths Rescue and Relief Support 2 1 Threats 2.5 3 1 Opportunities

1.87 17 Weaknesses 3.11 4.36 8 Strengths Rescue and Relief Operation 2.345 10 Threats 3.13 3.92 7 Opportunities

1.40 5 Weaknesses 2.5 3.6 4 Strengths Volunteer Affairs 2.4 5 Threats 3.47 4.55 8 Opportunities

2 2 Weaknesses 2.5 3 3 Strengths Health and Treatment 3.33 5 Threats 3.41 3.5 3 Opportunities

1.66 2 Weaknesses 3.33 5 2 Strengths Youth Affairs 2.66 2 Threats 2.83 3 1 Opportunities

2 3 Weaknesses 2.5 3 1 Strengths Public Relations 2.66 2 Threats 2.76 3.33 3 Opportunities

Table 3. Strategies obtained from the SWOT analysis WO WT ST SO Strategy - Developing operational Updating, equipping, planning for inter- and developing the Using the results of field organizational coordination Operation Control Cooperation with the province's research studies in the country's by holding regular meetings Center in terms of university of medical sciences research centers in coordination of the committee members EOC software information to use NAB for potential future with the General Directorate of - Holding roundtable and

Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ] systems, maps, crises Crisis Management operational maneuvers computers, and throughout the year and qualified staff developing various scenarios - Holding regular meetings in - Communication of Golestan the Rescue and Relief Red Crescent Society with the Administration focusing on - Educating rescue workers in center regarding equipping Utilizing helpful establishing coordination and the villages to identify aid, relief depots and delivery of experiences of certain eliminating the current accommodation, and new relief vehicles provinces in similar Rescue operational defects assessment in the early hours - Repairing worn automobiles circumstances in the and - Defining Code Two for the of the affected areas and equipment form of holding Relief employees and acknowledging - Identifying and organizing - Communication of Golestan training workshops or the secondary duties of the the logistic potential of Red Crescent Society with the Support sending reports to employees at the time of crises volunteers for times of administrations concerning the prevent self-endeavor to maintain the energy of the emergency introduction of indoor spaces colleagues involved in disaster for housing and Code Two management training of non-relief colleagues

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Table 3. Continued - Holding courses to - Rendering Code familiarize organizations with Two and educating their duty descriptions and personnel of other those of other organizations Developing technical Repeating and practicing intra- Rescue organizations and conducting joint instructions for circumstances and-inter-organizational ISC in and maneuvers where there is a vacancy to compliance with recurring Relief - Rereading, training, - Communication of the prevent self-endeavor crises as well as newfound ones and implementing the society of Golestan with those Operation emergency response of certain provinces program concerning executing joint maneuvers

- Holding elementary voluntary - Using social media training courses for members to to identify active get acquainted with the - Displaying commitment and - Drawing new contributors by volunteers and principles of the Red Crescent assistance of volunteers in organizing active volunteers, instantly issue IDs for Society helping the victims to increase especially by using the potential them - Clarifying the status of the public trust placed in the Red of cyberspace to coordinate - Employing Volunteer volunteers and the Crescent Society donors volunteers expert at Affairs organizational identity - Spreading information - Defining and explaining tasks system design for (uniforms, covers, etc.) specific decently about innovative and types of envisaged actions integrated to the incident to reinforce the fundraising methods, such as for emergencies (four main management of relief sense of belonging and identity USSD codes groups of volunteers) depots in the affected for the volunteer and prevent areas possible misuse

Explaining the duties Collaborating in upgrading Organizing volunteer of the Health and Appointing the organizations Health Information Software physicians, paramedics, and Treatment and Youth Health responsible for providing health (NAB) of Golestan University health contributors in the form Affairs Departments and services for the potential future of Medical Sciences based on of health caravans by calling the to prevent emergencies the operational needs of the Basic Health Care Unit Treatment interference in the Red Crescent Society (BHCU) execution of duties

Avoiding naming Holding briefings for younger Developing programs for projects with titles Issuing IDs instantly for active members to deliver the recruiting and retaining Youth that do not reveal the members considerations of attending a members to assist the society Affairs essence of the project disaster and relief area during emergencies (e.g., SAHAR)

- Holding public relations Holding meetings with radio Establishing a Raising public awareness on the training courses for volunteers and television stations and documentation unit in performance of the Red regarding experience sharing Public news agencies to coordinate the Rescue and Relief Crescent Society, mainly via and its application in disasters Relations spreading information to Administration cyberspace and mass media - Forming volunteer broadcast individuals at times of crises teams for times of crisis Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ]

Figure 3. IFE, EFE matrix

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Discussion and Conclusion feasible to simultaneously pay attention to internal and external factors and forces In the face of a disaster, the government influencing the crisis management process and policies and strategies and non-governmental facilitates integrated crisis management. This organizations, e.g., the Red Crescent Society, are notion is particularly considerable for flood risk, the which is the outcome of various internal and most attention-grabbing items. The prevailing external factors. Conclusively, integrated flood atmosphere in the previous critical circumstances risk management is a development process shows that in the first moments or even the first promoting an integrated approach to flood days of the emergency, some individuals and management rather than a fragmented one (17). organizations get bewildered and commit the The Red Crescent Society of Golestan Province simplest yet the hugest mistakes. Thus, crisis should use the SO strategy, an active solution, to unavoidably impairs decision-making in three obtain a situation where it can use its strengths to regards: it threatens the high-priority and vital make the best use of opportunities in the external goals of the decision-making unit, restricts the environment and expand its services. Therefore, it reaction time to make a decision, and must maximize both its strengths and opportunities. overwhelms the decision-making units with its Strengthening the vertical and horizontal intra-and- sudden emergence. Therefore, the decisions inter-organization coordination will generate this fluctuate according to the severity of the threat, outcome (Figures 4 and 5). the duration, and the awareness level. Although Coordination is the process where all the making critical and hasty calls are among the components in a system join to achieve a common primary and fundamental operations of crisis goal. Therefore, coordination is achieved through management, the quality of the decision is a set of structural and behavioral mechanisms. It momentous, which is a subordinate of the organizes the elements within an organization and organization's strategies at the time of crisis. also facilitates organizational goals. Prerequisites Strategic measures of Integrated Flood to achieve coordination include a stress on the Management (IFM) a holistic approach, implying social approach to crisis management, shared the close relationship between strategic planning understanding of crisis management by people and crisis management. The characteristics of the and the government, and selecting an adaptable similarities and tendencies of the two help to and efficient organizational model for leading the describe the relationship between them. A crisis forces and organizations affiliated with crisis can likewise alter the current strategy and management. strategic efforts in a community or organization. The models focus on promoting interorga- Meanwhile, not taking strategic measures in nizational and intraorganizational coordination crisis management increases the likelihood of and effective mutual communication in the Red emergencies; because in strategic planning, it is Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ]

Figure 4. Proposed schematic diagram to increase intraorganizational coordination (authors)

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Figure 5. Proposed schematic diagram to increase interorganizational coordination (authors)

Crescent Society (Departments of Rescue and Society should be promoted from level 2 to level Relief) and Crisis Management and Planning 1 to afford the workforce and other pieces of Directorate (General Administrations under the equipment by presenting the field research facts of Ministry of Energy), respectively. Thus, in the the province to the society and expanding ties proposed system, each factor should affect the rest with it. In addition, to provide the required and be positively affected by them based on the workforce in times of emergency, teaching Code following strategies, the feedback of which will Two to non-relief colleagues should be on the strengthen the systematic relationship between the schedule. components, enhance task execution, and improve 3. All executive bodies of the province system performance. should provide their indoor information and latest IDs to the Red Crescent Society once every three Strategies months. 1. The top priorities of the Red Crescent 4. According to the definite plan and Society as the housing custodian included schedule of crisis management in Golestan identifying and meeting the daily needs of age and Province, all the following systems of specialized sex groups in every camp and recognizing the real working parties are required to implement ISC flood victims, considering the flood extent and according to their job descriptions inside and number of affected cities and villages. The outside the organization and submit reports. affected areas were sometimes considerably far 5. The strong attendance of provincial and from each other. The organization achieved the national philanthropists and people of different Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ] goals using the Health Information Software expertise and capabilities during the floods (NAB) and cooperation with the province's revealed talented volunteers whose potential has university of medical sciences. Therefore, we been neglected for whatever reason. Therefore, suggest that the mentioned software platform be the Red Crescent must utilize people's capacities provided to the Red Crescent Society for potential optimally and encourage them to join the society future crises or be included in the crisis by reconsidering the employment of the management program of the province so that other volunteers. organizations get to be familiar with it in joint 6. Acknowledging the requirements of the maneuvers. injured for therapeutic services of physicians and 2. The extent of the recent floods showed paramedics, organizing health volunteers and that the number of warehouses, ambulances, and philanthropists, and interacting with the similar equipment is not enough in the province in University of Medical Sciences and Welfare case of recurrence. Therefore, the Red Crescent Organization to set up health caravans are among

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the topmost priorities. human cost of disasters: an overview of the last 20 7. It is vital that we start programs to years (2000-2019). Geneva: United Nations Office employ and retain new members since recruiting for Disaster Risk Reduction; 2020. and retaining volunteer forces has been one of the 3. Zhou Q, Mikkelsen PS, Halsnæs K, Arnbjerg- major concerns of the Red Crescent Society in Nielsen K. Framework for economic pluvial flood risk assessment considering climate change effects recent years. We have witnessed a decrease in and adaptation benefits. J Hydrol 2012; 414: 539- rescue and relief workers. 49. 8. Paying heed to the value of empiricism 4. Patrick L, Solecki W, Jacob KH, Kunreuther H, and the necessity to record events and present Nordenson G. New York City panel on climate accurate and up-to-date news to the public, change 2015 report chapter 3: static coastal flood holding training courses for volunteer journalists, mapping. Ann N Y Acad Sci 2015; 1336(1): 45-55. and forming news units are crucial strategies in 5. Afrakhteh H. Rurbanism and environmental the field of public relations. disaster case study: Robat-Karim. Urban Regional 9. Since crisis management is rooted in an Stud Res 2004; 1(4): 37-58. (In Persian) inter-organization process, the demand for 6. Eildermi A, Mirsanjari M. The analysis and zoning of environmental hazard in Slopes of Hamedan strategic planning in the province is noticeable city. Environ Res 2011; 1(2): 67-77. more than ever. We review it at three levels. 7. Najafabadi RM, Ramesht MH, Ghazi I, Khajedin Firstly, strategies should be formulated according SJ, Seif A, Nohegar A, et al. Identification of to field facts. Secondly, the resources of all natural hazards and classification of urban areas by organizations must be able to execute those TOPSIS model (case study: Bandar Abbas city, strategies. Finally, there should be proper Iran). Geom Natl Hazards Risk 2016; 7(1): 85-100. interorganizational coordination (IOC) before, (In Persian) during, and after the crisis. The last one seems to 8. Badri SA, Ramezanzadeh LM, Asgari A, Ghadiri be the most influential element of strategic MM, Salmani M. The role of local management in planning. Coordination is a process that prevents improving resilience to natural disasters with emphasis on floods case study: Cheshmeh Kileh the waste of time, capital, and human services basin in Tonekabon County and Sardabrood basin in during a crisis and increases the efficiency and Kelardasht County. Emerg Manag 2013; 2(3): 37-48. efficacy of crisis management elements and (In Persian) human resources in the pre-crisis period, during 9. Heidari R, Hosseini SA, Mousavi GH, Safari N. rescue operations, and even during temporary The analysis of preparedness for governmental accommodation and reconstruction. Since the organizations dealing with natural disasters in natural disasters in the province are recurring and Rasht city. Sci J Rescue Relief 2014; 7(3): 27-43. diverse, crisis management requires an extensive (In Persian) and efficient coordination mechanism demanding 10. Kashkoli MR, Seedbeigi P. The role and position of appropriate strategies, continuing studies, and urban planning in reducing the effects of natural disasters, floods and earthquakes in Asad Abad city evaluating processes. by using SWOT analysis. Shebak 2016; 2(9-8): 29- 45. (In Persian) Acknowledgments 11. Honkezehi MA, Fani Z. Reduce the effects of We sincerely thank all the staff and members natural hazards (earthquakes) on urban

Downloaded from jorar.ir at 3:42 +0330 on Monday October 4th 2021 [ DOI: 10.32592/jorar.2021.13.2.5 ] of the Red Crescent Society who contributed to environments with an emphasis on capacity this study. building (case study: Zahedan city). Res Earth Sci 2019; 10(39): 191-213. (In Persian) Conflict of Interests 12. Dottori F, Salamon P, Bianchi A, Alfieri L, Hirpa FA, Feyen L. Development and evaluation of a Authors declared no conflict of interests framework for global flood hazard mapping. Adv regarding the publication of the present study. Water Resour 2016; 94: 87-102. 13. Win S, Zin WW, Kawasaki A, San ZM. References Establishment of flood damage function models: a 1. Mohaghegh M. New approaches in crisis case study in the Bago River Basin, Myanmar. Int J management and disaster risk reduction. Sci J Disaster Risk Red 2018; 28: 688-700. Rescue Relief 2012; 4(3): 107-10. (In Persian) 14. Horita FE, de Albuquerque JP, Marchezini V. 2. United Nations Office for Disaster Risk Reduction. Understanding the decision-making process in The UN office for disaster risk reduction, the disaster risk monitoring and early-warning: a case

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study within a control room in Brazil. Int J Disaster 1(2): 1-5. (In Persian) Risk Red 2018; 28: 22-31. 21. Bay N, Montazeri M, Gandomkar A. The study of 15. Entorf H, Jensen A. Willingness-to-pay for hazard the effect of Hydro-Climate factors on natural safety–a case study on the valuation of flood risk hazards in Golestan province with emphasis on reduction in Germany. Saf Sci 2020; 128: 104657. flood. Quart Sci J Rescue Relief 2013; 5(2): 1-13. 16. Thapa S, Shrestha A, Lamichhane S, Adhikari R, (In Persian) Gautam D. Catchment-scale flood hazard mapping 22. Baitullahi A. Report of Golestan flood risk working and flood vulnerability analysis of residential group. Tehran: Ministry of Road & and Urban buildings: the case of Khando River in eastern Development Islamic Republic of Iran; 2019. P. 1- Nepal. J Hydrol Regional Stud 2020; 30: 100704. 42. (In Persian) 17. Sadeghloo T, Sajasi Gidari H. Flood risk 23. Geological map of Golestan province with a scale management strategies in rural areas with of 1:100000. Tehran: Geological Organization & SWOCTOPSIS model (case study of Ghareh Chay Mineral Exploration of Iran; 2009. (In Persian) river basin of Ramayan). Geography Environ 24. Statistical Yearbook of Golestan Province. Deputy of Hazards 2014; 3(12):105-28. (In Persian) statistics and information of Golestan province 18. Amini M, Bani Habib MA. Algorithm for program and budget organization. Gorgan: Statistical determining the best strategy in flood management. Yearbook of Golestan Province; 2016. P. 1-747. (In Third National Conference on Flood Management Persian) and Engineering with Urban Flood Approach, 25. Regional Water Company of Golestan. Available Tehran, Iran; 2016. (In Persian) at: URL: www.gsrw.ir; 2020. (In Persian) 19. Khalili A, Saeedeh Khalavii S, Malekian A. 26. Montazeri M, Bay N. Climatic regionalization of Investigation of urban flood risks by using SWOT Caspian region using multivariate statistical methods. approach. International Conference on Society and Geographical Res Quart J 2012; 27(2): 77-90. (In Environment, Tehran, Iran; 2018. (In Persian) Persian) 20. Khaledi S, Ghahroudi Tali M, Farahmand G. 27. Hekmatnia H, Mousavi MN. Application of model Measuring and evaluating the resilience of urban in geography with emphasis on urban and regional areas against urban flooding (Case study: Urmia planning. Yazd, Iran: Elm-e-Novin Publication; City). Sustainable Dev Geographic Environ 2018; 2006. P. 129. (In Persian)

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