Department Of Homeland Security's Emergency Operation Plan

The assistance provided for the purpose of helping the victims of a disaster rebuild their homes to the same living conditions they had lived in before the disaster, FEMA assisted 130,000 middle income and low income families rebuild after the Northridge earthquake (Eugene, 2010). FEMA also assisted with the coordinated the response of 27 federal agencies that were involved in the recovery process. The FEMA United States Fire Administration student manual “ICS-300: Intermediate ICS for Expanding Incidents” (2013) refers to this type of command structure within the Incident Command System is defined as a “Unified Command”. The Unified Command type of management system allows for multiple agencies to work together to plan and strategize but most importantly to be able to collect resources from each agency without having to go through extra steps. This coordination was said to have had a huge benefit by being able to get the funding for repairs and to be able to decrease the time frames set to repair and rebuild the infrastructure (highways and roadways) needed to the get the city moving again. (DeBlasio et al,.

The Federal Emergency Management Agency (FEMA) would become the central point-of-contact within the national government in responding to incidents. Since formation in 1979, FEMA’s core missions were to enhance the government’s ability to survive a foreign attack, and to assist state and local authorities in disaster response (Carafano, 2005). And while the two core missions seem heterogenous in scope at times from an outside perspective, the biggest difference between the two tasks is duration. A man-made disaster may be over in a matter of minutes as compared to a hurricane lasting several days, but in both instances the road to recovery is long. In order to streamline response and recovery in either scenario, FEMA was reorganized with new directives to support comprehensive emergency management practices (CRS, 2006). Today, FEMA provides the standard approach and guidance that many local communities may not have due to funding, training, and

Connell, II, Disaster Management Solutions Inc., MA [M] Melody Eady, Georgia Fire Academy, GA [SE] Richard J. S. Karasaki, Jr., Honolulu Fire Department, HI [U] Wesley V. Kitchel, Santa Rosa Fire Department, CA [L] Timothy A. Kovacs, Phoenix Fire Department, AZ [L] Timothy J. Lombardi, Cuyahoga Falls Fire Department, OH [L] Rep. NFPA Fire Service Section J. Michael McCreary, American Emergency Response Training, TN [SE] Robert N. Moody, Montgomery County, Maryland, MD [L] Robert E. Rhea, Fairfax County Fire & Rescue Department, VA [U] Brian Rousseau, State of New York, NY [E] Robert J. Schappert, III, U.S. Commodity Futures Trading Commission, DC [U] Peter M. Schecter, Government of the British Virgin Islands, British Virgin Islands [E] Rep. International Association of Fire Chiefs Ralph Sproul, Chevron Products Company, CA [U] Michael L. Walker, Oklahoma City Fire Department, OK [U] Charles A. Wehrli, Spec Rescue, IL [SE] Ernest R. Wright, Wright Rescue Solutions, Inc., FL [SE] Leonard E. Yox, Maryland Fire and Rescue Institute, MD [SE] Andrea Zaferes, Lifeguard Systems, RIPTIDE, AZ Training, NY [SE] Alternates Brad Eveland, U.S. Air Force, AK [E] (Voting Alt. to U.S. Air Force Rep.) Fred J. Jackson, Cuyahoga Falls Fire Department, OH [L] (Alt. to T. J. Lombardi) Rep. NFPA Fire Service Section Frank E. Florence, NFPA Staff Liaison

Ensuring Resilience to Disasters has more tasking’s than another mission and involves many different agencies to accomplish those tasks. The four tasks are to mitigate hazards, enhance preparedness, ensure effective emergency response, and rapidly recover. The main agency that is responsible for these tasking’s is FEMA. FEMA’s mission is to “reduce the loss of life and property and protect communities nationwide from all hazards, including natural disasters, acts of terrorism, and other man-made disasters” (FEMA, 2017, p.2). FEMA works with federal and State services to assist them in accomplishing their goals. They also assist local services by assisting in setting up emergency management agencies (LEMA) and set guidance for Emergency Operations Planning (EOP). EOP’s are “plans that provide an overview of the jurisdiction’s preparedness and response strategies. It describes expected hazards, outlines agency roles and responsibilities, and explains how the jurisdiction keeps the plan current.” (FEMA, 2010,

Emergency services face vast difficulties in the operations field when handling emergency situations, whether it comes from handling a minor accident to a catastrophic catastrophy. Many of the difficulties do not come from the actual incident, but instead they arise from forming a rescue team containing different agencies and people. For the benefit off all individuals participating, it is imperative that there be a unified command structure in place to effectively coordinate and oversee the tasks that need to be accomplished. The need of a unified command was seen from the hardships faced in incidents, bringing forth the development of the Incident Command System that was designed to be used in an array of conditions, to bring all

State and local responders formulate the concepts within the FRP around disasters and emergencies that can be handled “the Federal Government is called on to provide supplemental assistance when the consequences of a disaster exceed State and local capabilities” (p.11). If assistance is required by State, and local agencies, the Federal Government has the ability to deploy a wide range of assets to aid state and local efforts during the disaster. The Federal Government has a large contingency of support personnel, teams, operating facilities, specialized equipment, and assistance programs that allow for disaster operations. “The FRP describes the major components of the system, as well as the structure for coordinating Federal response and recovery actions necessary to address State-identified requirements and priorities”

One of the main goals of the incident command system (ICS) is to manage resources on the fire grounds. The Incident Command System has a built-in accountability system. Proper management of fire ground operations is necessary to achieve and maintain accountability. Accountability through incident command is possible only if it is established from the very beginning of the incident with the arrival of the first unit, officer, or member who establishes command and begins to assign and track incoming resources. Resources that self-deploy on the fire ground without the establishment and direction of an overall IC are not operating within incident command, a single incident action plan (IAP), or an accountability system. Any organization that waits for a later arriving officer to show up, establish command, and then attempt to locate and track multiple self-deployed resources from scratch is setting that officer and the organization up for failure and, ultimately, a tragic disaster. Accountability through

During a review of the history of FIBRESCOPE, conducted by the Federal Emergency Management Agency (FEMA) reveals that one amor innovation was the development of the Incident Command System or ICS. FEMA describes ICS’s effectiveness and significance as being implemented by most Southern California dire departments as early as 1981. From this, ICS has spread through the fire service throughout the country. It has been found to be utilized for many responses other firefighting, being used to manage incidents from natural disasters to hazardous materials spills, to major

The department has evolved over time in terms of the service it renders to the public. The traditional fire department was merely concerned with extinguishing fire and fire-related response. Today, the fire department offers more than just fire accident response. This paradigm shift will progress into the future. The Houston Fire Department will shift to offer comprehensive emergency response services as opposed to fire incident management alone. In this endeavor, there are likely partnerships with insurance agencies, education institutions for capacity building and medical institutions (Bratina, Greenberg, Pasteur & Grotta,

The White House, federal government, and the US Congress created the idea of homeland security following the events of September 11, 2001 (Bullock, Haddow, & Coppola, 2013). The Department of Homeland Security (DHS) is often associated with prevention and mitigation of terrorist actions. In reality, DHS is responsible for a much wider spectrum of hazards that pose a threat to the Nation’s safety and security. For example, DHS assists with creating and implementing newer building codes to increase their survivability during hurricanes. Through its oversight of the Federal Emergency Management Agency (FEMA), DHS ensures our Nation is prepared for natural disasters such as flooding, earthquakes, mud/rock slides, and tornadoes. DHS also assists

President Bush’s Homeland Security Presidential Directive Number 5 also ordered the development of the National Incident Management System (NIMS), which continues to bring together federal, state, local and tribal emergency responders into a single system for managing incidents. The NIMS enables responders at all levels to work together more effectively to manage domestic incidents no matter what the cause, size or complexity.

Personnel from a given professional discipline (e.g., police or fire) are assigned to the same unit in the emergency response organization to facilitate teamwork and also to simplify record keeping. Unified command. Most incidents are managed by a single Incident Commander (IC), but a Unified Command team manages the emergency response when multiple agencies have statutory authority and responsibility for a specific type of incident. Management of objectives. Senior incident managers develop actions plans that include specific, measurable objectives and evaluate their effectiveness by monitoring the achievement of these objectives.

Today, the Incident Command System (ICS) is a major component of NIMS and is widely used in emergency management response. However, this was not always the case. According to David A. McEntire and Gregg Dawson, authors of the article, “The intergovernmental Context,” ICS was originally developed by the fire service in 1970. Its purpose was to assist in the command of wildfire events. It was unique because it standardized operations, yet offered flexibility so that it could be used on any number of events, regardless of size or type (McEntire & Dawson, 2007, p. 63).

Establishing the incident command system is first and foremost. The system establishes a common organizational structure that is conducive for different types of agencies as well as multiple jurisdictions to be able to effectively work together in response to the situation. The components of this system include the Incident Commander, who oversees all aspects of the disaster response, operations, planning, logistics and finance/administrative (Briggs & Twomey, 2003).

The Community Emergency Response Team notion was established and implemented by the Los Angeles City Fire Department in 1985. The Whittier Narrows earthquake