How Toronto Pearson International Airport applied lessons from SARS to develop a pandemic response plan

Deane Johanis

Journal of Business Continuity & Emergency Planning, 2007, vol. 1, issue 4, 356-368

Abstract: When severe acute respiratory syndrome (SARS) arrived in Canada, the nation's largest airport was caught in a major crisis while public health and emergency officials worked to limit the spread of the disease. World Health Organization travel advisories recommended limiting or postponing travel to Toronto due to concerns regarding local control over the outbreaks. Toronto Pearson International Airport worked with its extended community towards the development of local emergency and continuity strategies reflective of the quickly-evolving multi-jurisdictional requirements. These strategies were developed and implemented through two consecutive waves of outbreaks over the spring and summer of 2003. The experience had a lasting effect on the airport and its related communities in terms of the evolution of its emergency and continuity programmes. Between late 2003 and 2006, a number of reviews, public commissions and enquiries delivered their findings and recommendations. The combined effect was a permanent change in the landscape within which Canadian transportation, public health, emergency response and management operate. But are the changes enough to be ready for the next possible major emergency such as a pandemic?

Keywords: SARS; emergency response; emergency management; public health; all hazards planning model; corrective action plan; command post model; non-conventional crises (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2007
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2007:v:1:i:4:p:356-368

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