ISO/TS 22393:2021

TECHNICAL ISO/TS
SPECIFICATION 22393
First edition
2021-08
Security and resilience — Community
resilience — Guidelines for planning
recovery and renewal
Reference number
©
ISO 2021
© ISO 2021
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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
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
iv © ISO 2021 – All rights reserved

Foreword
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This document was prepared by Technical Committee ISO/TC 292, Security and resilience.
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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.
vi © ISO 2021 – All rights reserved

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.
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.
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;
— 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 resilience partners due to the scope and
scale of the ambition. Recovery and renewal should involve collaboration across resilience partners
such as those responsible from the response phase, including:
— national government and departments;
— sub-national and local government partners;
— local communities, including small place-based community organizations and local initiatives;
— individual organizations;
— individual members of the public.
National government and departments should contribute to national agendas including the initiation
of recovery planning, and the timing of transitions from elements of response into recovery, and back
again if needed. In recovery, they should lead on restoring their services, for example, in health and
social care, by addressing the backlog of normal treatments created during the response. On renewal,
they should contribute to, for example, national economic and infrastructure programmes, and policy
and legislative changes.
Sub-national and local government partners should contribute to planning the recovery of essential
services across the partners. This should include, for example, recovering crisis preparedness,
transportation, public works, as well as renewing wellbeing services, health services and economic
regeneration.
Local communities should self-organize and recover as appropriate, and co-produce renewal initiatives
in conjunction with other partners. Communities have the potential to drive local recovery and renewal
through the people and the places where they are based.
Individual organizations should recover their own operations and service delivery, re-establishing
processes where they remain economically viable or value-added. They should reinstate normal
statutory and business functions, attend to the welfare and wellbeing of their people, and should develop
new ways of delivering services where on-going restrictions remain (e.g. social/physical distancing).
Strategic renewal can exploit new opportunities or respond to new constraints (e.g. reconfiguring
supply chains).
Individual members of the public should recover themselves with support from other partners, e.g.
a groundswell of local initiatives to provide mental health services and strengthen financial futures.
They should influence renewal through public opinion and behaviour, but their ability in this regard is
likely to vary greatly.
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Some resilience partners will already participate in planning and exercising the crisis response so will
be well placed for ongoing collaboration. New partners should be found if needed and additional support
should be given to them to increase their understanding of the crises, procedures, and collaborative
working in recovery and renewal.
When a crisis is far-reaching, it is sometimes necessary for resilience partners to include neighbouring
countries, regions or other entities across borders.
4.5 Differentiating recovery and renewal
Designing recovery plans and working with communities to co-develop renewal strategies should
be approached differently. Table 1 explains the differences between recovery and renewal. Clause 7
explains how the recovery coordination group (RCG) should plan recovery, while Clause 8 explains how
renewal strategies can be agreed by partners in a renewal summit.
Table 1 — Differentiating recovery and renewal
Differentiators Recovery Renewal
Name of organizing meeting: recovery coordination group (RCG) renewal summit
Established under the authority of: local resilience partners community, political and strategic
leaders
Function of meetings: coordinate information gathering, co-produce community and
design the plan, monitor activity political alignment behind a
implementation co-produced ambitious vision
for change
Planning based on: understanding impacts of the crisis prioritizing the widest strategic
on local communities and services impacts and opportunities
revealed by the crisis
Type of problems being addressed: discrete and comparatively systemic, complex and political
straightforward
Type of actions: limited scope contained to an broad scope interwoven across
organization multiple partners
Actions delivered by: single organization or small group wider set of partners including
of resilience partners resilience, economic, society,
healthcare, etc.
Type of activities being planned: transactional transformational
Example of enablers for actions: an organization’s will and resource a strategic partnership’s
collective ambition for
transformational change
4.6 Impacts and needs to recover and renew
Not all crises will create impacts in every part of a system, but their impacts are typically far-reaching
and intense. Crises create new impacts on the system and expose needs that existed before the crisis.
Recovery and renewal should address such impacts and needs. The topics that impacts and needs cover
include:
— humanitarian assistance: for example, the impact or need for support regarding services to alleviate
suffering, maintain the dignity of affected persons, protect at-risk groups, support vulnerable
people and provide life-saving services;
— economic: for example, the impact or need for support regarding finances, commerce, national
programmes, restricted operations, supply chains, job markets and sectors (e.g. hospitality, leisure,
manufacturing);
— infrastructure management: for example, the impact or need for support regarding drinking water,
food, transport systems, information and communication technologies, cyber security, healthcare
and education provision;
— environment: for example, the impact or need for support regarding the use of green spaces, new
behaviours in the built environment, air quality and natural hazards;
— communication and engagement: for example, the impact or need for support regarding the
effectiveness of communication channels, principles for communicating, engaging the public
in governance and decision-making, encouraging changing actions and routines, and the
personalization of information and instructions;
— governance and legislation: for example, the impact or need for support regarding legislation,
restrictions, crisis management scenario planning, public safety and order, cascading and concurrent
risks, and future plans.
4.7 Cross-cutting systemic themes for planning recovery and renewal
When considering the impacts and needs identified in 4.6, there are cross-cutting systemic themes for
recovery and renewal, including:
— people involved in the crisis, including:
— those who are affected, such as vulnerable people, marginalized communities, children and
other members of the public;
— those who respond, such as crisis-related staff, critical workers and volunteers;
— places and infrastructure affected by the crisis, including:
— areas that have infrastructure, such as utilities, sanitation, health and care systems,
organizations, housing and neighbourhoods;
— areas of human activity, such as cities and rural areas where people live, work and visit;
— processes affected by the crisis, including:
— access to, and constraints on, services and infrastructure for people who are affected, vulnerable
or marginalized;
— ways of working, rules and procedures, especially those that were changed during the response
or should be changed using learning from the response.
Underpinning people, places and processes are key enablers for planning recovery and renewal which
should also receive particular focus:
— power and the formal and informal influence including that from legislative power at national and
sub-national government levels, democratic power through local government and elected officials,
and people power from groups of individuals united by a cause;
— partners and the relationships developed during the response that underpin recovery and
renewal activities, enabling action through multi-departmental and cross-organizational working,
underpinned by power.
Recovery and renewal should use these five cross-cutting issues when planning transactional activities
and transformational initiatives based on the themes stated in 4.6, i.e. humanitarian assistance,
economic, infrastructure management, environment, communication and engagement, governance and
legislation.
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4.8 Arrangements to activate recovery and renewal
The general arrangements to activate recovery and renewal work that are described in the remainder
of this document should:
— be planned, agreed in principle, exercised and improved by partners as much as is possible in
advance of a crisis, including preparations to:
— establish the basis to initiate an RCG (see Clause 5);
— assess impacts and needs (see Clause 6);
— develop a recovery plan (see Clause 7) and renewal strategies (see Clause 8);
— continually improve (see Clause 9);
— include the governance mechanisms, organizational structures, policies, procedures, processes,
partnerships and processes needed by resilience partners to support their work;
— clarify the role of partners;
— be activated in the early stages of a crisis so gain the earliest understanding of the challenges.
The remainder of this document provides more detail on establishing how these general arrangements
can be adapted to the specific context of the crisis.
5 Setting up a recovery coordination group
5.1 General
The general arrangements in 4.8 should prepare the groundwork on which to establish an RCG to
coordinate the impact and needs assessment (see Clause 6) and develop the recovery plan (see Clause 7).
To initiate the RCG, local resilience partners should:
— agree the membership of the RCG (see 5.2);
— agree the terms of reference of the RCG (see 5.3);
— initiate the work of the RCG (see 5.4);
— access resources for recovery and renewal (see 5.5);
— communicate with interested parties (see 5.6).
The RCG should not coordinate the renewal strategies (see Clause 8) but should initiate the renewal
summit and encourage resilience partners to pursue renewal initiatives.
5.2 Agreeing the membership of the RCG
Local resilience partners should agree on the RCG’s membership, which should include:
— a chairperson who:
— is from a core partner;
— has leadership skills along with the authority and confidence of the group and other partners;
— understands statutory requirements on the RCG;
— is able to establish links with a wider set of strategic partners;
— is able to analyse, solve problems and make important decisions during uncertainty;
— has personal endurance (e.g. treats people with respect as fatigue sets in);
— members who:
— are local strategic recovery leads with statutory responsibilities for resilience, communities,
infrastructure and environment;
— are subject matter experts with particular skills and knowledge, e.g. understand how people,
places and processes have been affected by the crisis;
— will brief their constituents of the work of the RCG;
— can commit their organization’s resources;
— project management support to the group.
The membership should be constantly reviewed by local resilience partners and the RCG to ensure
appropriate representation as new information becomes available.
5.3 Agreeing the terms of reference of the RCG
Before the RCG begins its work, local resilience partners and the RCG should agree:
— the shared information and intelligence about the crisis;
— the language and vocabulary for recovery and renewal;
— the terms of reference of the RCG, including:
— scope and parameters;
— its constitution (e.g. the RCG as a commissioning body that:
— draws on the knowledge, expertise and lived experiences of others;
— approves the recovery plan and renewal strategies;
— monitors progress on implementation;
— provides assurance);
— its local, national and international statutory and non-statutory duties as well as good practices;
— its place in the structure of committees that are dealing with the crisis;
— what training is needed to enable members to fulfil their duties and responsibilities, including:
— training needed for the RCG’s members and the timescales for this;
— areas of responsibility for partners and the organizations, constituents and perspectives they
represent;
— how organizations and structures should support recovery and resource implications;
— the identity of other interested parties, including:
— their power and interest in the recovery process (e.g. which interested parties to involve and
which to consult);
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— the RCG’s relationships with other interested parties (e.g. its influence and [in]dependence, and
current/future relationships with national, local and community bodies);
— a structure for the RCG, including:
— the arrangement of working groups to feed information and intelligence into the RCG;
— where intelligence about local and national response can be collected to support its work;
— the pace and rhythm of the RCG’s work;
— an approach to develop a recovery plan, including to establish:
— a shared vision, aims and objectives for recovery;
— criteria/thresholds for when each of the following phases begin and end: response, recovery,
renewal (see 5.4);
— collaboration, resourcing and funding opportunities;
— a media and communications strategy.
5.4 Initiating the work of the RCG
The response to the crisis should continue for as long as needed to reflect the ongoing danger to life,
property and the environment. Intelligence should be used to understand how the response effort is
reducing that ongoing danger and when the work of the recovery phase will be initiated.
Recovery and renewal should be considered as phases that should be initiated while the response
continues. To facilitate this, the local resilience partners and the RCG should:
— establish clear criteria to initiate recovery;
EXAMPLE The crisis is contained with no significant risk of resurgence, no significant risk of harm or
environmental hazards remain, there is a clear need for partners to start planning recovery and renewal.
— agree a shared understanding of the nature of the crisis and of all significant information that has
been collated and made available from the response phase;
— recommend a formal handover process from response to recovery is described in planning.
5.5 Accessing resources for recovery and renewal
Resilience partners should access the resources that are available to support the delivery of actions for
recovery and renewal, including:
— resources from local resilience partners (e.g. trusted information, equipment, knowledge, direct
funding
...