Emergency Management Research Paper

This is a review of Emergency Management: The American Experience 1900-2010 by Claire B. Rubin and Butler (2012), chapters 1 and 2. Emergency management at the federal level was nonexistent before 1950 when the Federal Disaster relief Act was passed. Disaster relief was the responsibility of state and volunteer agencies like the Red Cross. Several disasters paved the way for emergency management. The Galveston Hurricane of 1900, the San Frisco Earthquake of 1906, and the Great Influenza Pandemic of 1918 were the disasters that laid the foundation for the 1950 Federal Disaster relief Act (Butler, 2012, pg. 17).

Our world is complex there has always been and always will be disasters that can happen anywhere anytime. There can be natural disasters, for example floods, hurricanes, tornadoes, wild fires and drought. There are also man-made and technology types of disasters from hazardous material spills, biological weapons, cyber-attacks to even civil unrest. According to PEMA, the history of emergency management can date all the way back the first civil defense program which was started during World War I and later during World War II the office of civil defense (OCD) was created by Pres. Roosevelt. In the past emergency management, has always been event driven. With each new crisis that our nation has gone through, the reason for and the avenue in which to accomplish emergency management has changed. No more so than when the terrorist attacked on 9/11. The 9/11 commission report states that the Incident Command System is a “proven framework for emergency response” (911 CR). The incident command system is a proven framework for emergency response by providing clear leadership and organizational structure, improving the effectiveness of resource efforts, and maintaining safety for responders.

Emergency planning has changed very much since the 9/11 attacks. Law enforcement agencies focus more on prevention, preparedness, response, recovery, and mitigation. With planning and efforts made by law enforcement agencies, the law enforcement community can provide a comprehensive emergency management and security program (EMHSD/MSP, 2009).

Role: All States have laws that call for the mandatory establishment of a State emergency management agency and the emergency plans coordinated by that agency. The Director of the State emergency management agency is to ensure that the State is prepared to deal with large-scale emergencies.

There are many types of emergency management jobs available in local communities across the country. Some of these are entry-level coordinator positions, but most are management positions. Even though working for FEMA or another federal emergency response agency is exciting and rewarding, consider these three positions below.

Just as citizens organize to better develop their understanding of issues and increase their power to present these views to the rest of the public, householders can organize as groups to develop emergency management policy in their neighborhoods. One of the most obvious gaps in the picture of stakeholders is the lack of a broad-based support group for individual householders, analogous to the Neighborhood Watch programs that exist across the country. In some communities, Community Emergency Response Teams (CERTs) are beginning to fill this role. CERTs may also be known as Neighborhood Emergency

Emergency management system has been in place systems have been in place in Michigan since the creation of Public Act 101 in 1988. The act were created with the intention of appointing emergency financial managers to assess and manage the finances of cities nearing bankruptcy. The role of emergency financial managers was amended in 2011 with the creation of Public Act 4. Under the revised act, emergency financial managers became known as “emergency managers” (EMs) and when needed, were tasked with taking control of the local government, balancing the books and returning governance to locally elected officials as quickly as possible.

This paper examines a case study about the transfer of knowledge between preparedness and emergency response as conducted by Kerstin Erikkson of Lund, Sweden University. Erikkson (2009) conducted the case study by analyzing emergency response following Gudrun, a storm with hurricane force wind gusts that struck the South of Sweden in January 2005. This disaster caused significant damage to the region 's critical infrastructure, such as roadways, railways, telecommunications systems, and electrical power supply. The storm also resulted in power outages for roughly three-quarters of a

I remember being on a math class when I received a text saying I was soon going to receive an emergency call. The worst things cross my mind but nothing could ever prepare me to hear what I did. My mother called saying that my sister was under ICU because her former flu had become an odd illness in her lungs. My thoughts immediately went to my father. My younger sister had always been so close to him and I couldn’t even imagine how destroyed he might’ve felt. I was taken to a waiting room at the hospital my sister was in. The moment I arrived, I saw my father pacing back and forth from the bathroom to a chair. He was neither crying or sad but he did seem desperate as if his life was on the verge of being taken away and he was barely holding

To identify three principles in emergency management as being more important than others would take away years of research and evolution of current emergency management operating procedures. If I were to pick just three, it would be the ability to be comprehensive, progressive, and flexible. Being able to consider and actively take into account all phases, stakeholder, hazards, and impacts relevant to disasters allow emergency managers to be more successful in disaster mitigation and response. Being progressive is the ability to anticipate future crises and effectively produce prevention and preparation strategies, thus allowing managers and responders to construct disaster-resilient communities efficiently. The third important principle

The Emergency Preparedness Group (EPG) plans for changing the color code language to plan language overhead announcements is moving ahead and will be rolled out to all staff in the coming months. Upcoming events include Hospital Incident Command System Course for leadership as well as the Decontamination Course for ED staff and first

Emergency Preparedness Guide. As a component of the City and County's Energy Assurance Plan, the City and County were able to develop an emergency preparedness guide. This comprehensive guide provides clear information about ways the Community can stay informed, be prepared, lower risk, prepare for and recover from many natural disaster and other events that cause short and long term disruption of energy resources. The guide provides information on warning sirens, what to do with animals in an emergency, how to prepare if you require prescriptions and more.

The primary goal of any emergency plan is of course to protect lives, property, and the environment. However, creating an effective plan is more involved than merely defining the threat which any given community may face. No, an effective plan necessary to deal with any potential disaster, be it man made or natural, must be carefully thought out. To accomplish this, it is necessary to look at planning as having ten critical principles, only by following these ten principles can an effective plan be formulated to deal with any potential disaster.

Training: Training of key personnel in emergency management agencies is well accepted as an integral part of ensuring readiness for catastrophic incidents. However, the skills and capabilities of personnel assigned to "surge teams" that deploy to assist with on-site support must also be maintained and updated through training and exercises. The after-action report for the ESF-1 program for the 2005 hurricane season found the volunteers from throughout the agency to be important resources to help meet the demands of a catastrophic incident, but that some needed more training in the established ESF-1 and NRP processes.

Work involves directing, planning, budgeting, developing, organizing, and managing the public fire and rescue system for the County. Responsible for implementing activities required in the long-term planning and budgeting for the County Volunteer fire departments, serving as liaison between County administration and volunteer fire departments, and directing the activities of the Fire Rescue Division in emergency situations in order to protect lives and property of those in need of assistance.