**3. Disaster response workflow model under COVID-19**

#### **3.1 Overview of disaster response process management system BOSS**

The disaster response process management system BOSS was developed to support a disaster response process. The BOSS has a database of disaster response procedures not only during disasters but also the preparedness. It visualizes the whole image of disaster response workflow by processing knowledge related to all disaster countermeasures. By constructing a checklist of workflow, the responders can realize a comprehensive disaster response processes. Besides, although there are various disaster prevention plans in local governments, by associating the workflow with the disaster prevention plan, the relevant part of the regional disaster prevention plan can be linked and the contents of the plan can be quickly grasped. Every work has a working detail sheet that describes the implementation method (who, when, what, how), and the contents can be easily understood. Also, since it is possible to share the work details sheet by associating manuals, guidelines, past issues, and lessons, etc. which are distributed to each work, it is easy to take over the points for responses even if the person in charge of disaster prevention was changed. Since in the disaster mode of the BOSS, it is possible to mutually understand all operations' progress at the disaster response headquarters and on-site. By making the disaster response work into a flowchart style, the point of decisionmaking becomes clear simultaneously, and the decision-making process can be shared among concerning stakeholders.

As a procedure for creating the evacuation shelter, first, the shelter operation manual of Kawasaki City and the Cabinet Office's shelter operation guideline was

Necessary activities were extracted to construct a flow chart on the BOSS according to the workflow by the workshop with Kawasaki city members. The following operations have been added as specific operations related to

*Disaster Management Process Approach: Case Study by BOSS for Disaster Response under…*

a. Zoning inside the evacuation center. Depending on the conditions of the evacuees, zoning for non-concentrated space, vulnerable people shall be performed, and each space shall be set up for special attention, such as the

b. Response at reception. At the reception, it is necessary to check the physical condition of the evacuees. Temperature checks will be carried out, and self-

c. Hygiene equipment. Masks, goggles, gloves, and protective clothing are required to maintain responders' health who come into contact with an unspecified number of evacuees. If it is difficult to obtain them, alternative

d. Securing social distance. Evacuees should be kept at a distance of more than 1 meter between each space—furthermore, the waiting line at the reception to

e. Regular disinfection and ventilation. Hand sanitizers are necessary to prevent contact infection at various places in the evacuation shelter, such as at the reception, each living space, and around toilets. Regularly disinfect handrails and doorknobs. It is necessary to change the air by deciding the interval and

Regarding the created flowchart in the BOSS, a detailed sheet explaining the work details was also created (**Figure 1**). In this detailed sheet, each work's knowhow was designed by describing the work outline, response phase, detailed procedures and notes, checklist, and related documents. The BOSS includes various manuals such as Operation manual for emergency evacuation in case of different hazards such as COVID-19 countermeasures in evacuation center operation (plan)

This study compared and verified evacuation shelters' operations with or without the BOSS in the case of flood disaster in Kawasaki City, Kanagawa Prefecture under COVID-19. Kawasaki City managed a large-scale disaster for the first time due to the 2019 East Japan Typhoon, subject to the Disaster Relief Act. During the typhoon, Kawasaki city analyzed the weather information and used a disaster warning system two days before the typhoon was closest. The city prepared and responded with the attitude of "thinking the worst-case and doing everything that should be done." However, as a result, various kinds of issues became apparent, such as the fact that information on the site was not reported to the headquarters

reported physical conditions will be assigned to each space.

time, such as performing ventilation for 10 minutes.

used to list the conventional shelter operation work for each phase.

COVID-19 [19, 20].

in Kawasaki City.

**103**

**4. Outline of the experiment**

(EOC, emergency operation center).

position of toilets.

*DOI: http://dx.doi.org/10.5772/intechopen.94954*

options should be used.

prevent the spread of the infection.

A process consists of three layers: large process, middle process, and small process (specific procedure). A large process is a process expressed and mainly comprises "organizations" such as departments and groups. The middle process refers to a medium-scale process expressed and mainly represents "resources" such as humans and machines and "things" such as materials. A small process is described as a small-scale process expressed in units, and mainly represents one decision-making by a single resource or an action that ends with one work [18].
