Final International Emergency Disaster Management

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,.

Establishment of a chain of command in a situation such as a severe storm or other disaster is essential. Because there may be a disruption to commonly used manners of communication, such as television, telephones, and the internet, it is important to have a clear outline of where and to whom to report, how to find answers, and who will perform necessary tasks. In the simulation, the Public Health Department is both a link in the larger, county-wide chain of command and has its own hierarchy structure. Within the scope of the county, the Public Health Department reports to the Medical/Health Branch Director who is directly under the Operations Chief. The Operations Chief, who is in charge of managing and monitoring the actions of each department, reports to the Emergency Operations Commander. The Emergency Operations commander is the highest link in the chain, not only overseeing the operations of the various governmental departments, but also the officers in charge of Safety, Public Information, and Legal.

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

Each include page contains example descriptions and columns labeled tasks, persons responsible and specific resources. The “task” sections of the crisis management plan are explicit guides on how to handle specific situations regarding students experiencing a crisis situation. The “persons responsible” column are sections where the school’s administrator must list the crisis management team members responsible for carrying out a specific task. Upon further review of the crisis management plan, the “persons responsible” column are at least 4 – 6 years outdated. Of the three administrators listed, two have not been employees of Gibsland-Coleman for at least 4 or more years. The “specific resources” section is quite frankly the most important part of the crisis management plan as it should list the most up-to-date contact information for all local police department, fire departments, ambulance, hospital and crisis lines. Similar to the persons responsible information where the information was there, but quite outdated, the specific resources information is completely blank. Although the school may have this information readily available in the front office, this information needs to be updated and placed in the crisis management plan for accurate records. As with most emergencies, there may time is of the essence. Having the appropriate contact information placed easily assessable, reduces the amount of time crisis management team members may spend searching for accurate contact

At the state level 13 of the 15 Emergency Support Functions (ESF) were activated and worked out of the state operations center, which allowed us to share information quickly, as well as coordinate response activities. At the state level the WOHS deputy director provided the leadership and we worked through and with the Operations Section Chief.” (R. Sherard, personal communication, June 10,

AHJ Agencies Having Local Authorities CDFD Civil Defense and Fire Department cf Adaptation factor CISM Critical Incident Stress Management CO Company Officer CP Command Post DMCS Disaster Management Communication System DRRPs Disaster Risk Reduction Projects DRR Disaster Risk Reduction FEMA Federal Emergency Management Agency FR Fire and Risk authority IAP Incident Action Plan IC Incident Command System ICSSCI Incident Command System for Structural Collapse Incidents ICP Incident Command and establish effective operating position ICS Incident Command System LCS Logistics Section Chief MaPDRR Mapping Disaster Risk Reduction NFA National Fire Academy OSC Operation Section

The involvement of DoD into the implementation of the emergency plan is particularly important in case of terrorist activities. For example, if terrorist hijack an aircraft, the assistance of DoD will be essential (). The involvement of DoD will help to eliminate the terrorist threat faster and more effectively due to the use of the military. DoD has the military force, equipment and technologies essential for addressing such threats as terrorist attacks. Moreover, in such cases the deployment of the military under DoD command may be essential to protect the public and maintain the public safety.

The third step is to organize and train a crisis communication team, and establish a crisis communication center. The eight people listed above comprise the crisis communication team along with the Director of Emergency Management (DEM). The DEM shall conduct training exercises throughout the year, which informs the members about their specific assignments and how they will accomplish these responsibilities. Less complicated exercises are discussion based, such as seminars and tabletop exercises; whereas, more complex exercises are operations based, such as drills and full-scale

Engine 1111 & Ambulance 1114 will respond as needed and handle incidents as they are presented. The shift commander has the authority to request additional resources as he deems necessary.

As the Disaster Coordinator for the city I am responsible for ensuring the public safety and welfare of the citizens within the city's jurisdiction. This requires me to have a full understanding on my role and responsibilities for managing disaster response and employing resources in order to save lives, protect property, the environment. Additionally I’m tasked to preserve the less tangible but equally important social, economic and political structures. My first reaction was to alert the regional Joint Terrorism Task Force to prepare them for possible activation. Next it is vital to gain situational awareness and develop a Common Operating Picture (COP). This COP is the who, what, where, when and how as it relates to the incident. Situational awareness starts at the incident site and includes continuous monitoring of reporting channels to gain

Serves as principal advisor to the President, the Secretary of Homeland Security, and the Homeland Security Council on all matters regarding emergency management.

Emergency management faces many challenges in today’s modern society. In the years prior to 9/11 emergency management was primarily focused on natural disasters. That has since changed; we now face a diverse variety of risks and hazards on a constant basis. As we continue to grow in population current and newer have compounded into more problems that emergency planner must face and find solutions for.

It is a location that is used to arrange and relate all necessary information and is generally the “control area”. The Incident Command Post a major component of the NIMS (Wolf,2012) is located within the EOC. It’s primary focus tactical on-scene response can be used during small and large situations. They are organized and have representation from all levels. These centers can be temporary or permanent entities and will include a detail that fits the incident who have full knowledge and certain skills. Also under the center are DOC’S Department Operations Center. This area requires effective and reliable communication because of the type of information transmitted through the center. The EOC will only be successful with the use” of mutual-aid agreements and joint communications protocols among participating agencies” (Walsh,2012). An interesting factor is that it has a Policy group that advises. This method comes in handy when making drastic decisions, legal guidance is good to cover your tracks. In supply when you are not sure if it is legally right to charger someone for signed equipment you consult with the legal aid to see if you are headed in the right direction. “Director of Emergency Management is the person in charge in local and state levels. This is the room one would want to be in, all the officials are in the Center. Space is something that is a delicate situation because it must be able to accommodate five various groups. The primary functions of the EOC are resource support for incidents and management. It has several task that it must take care of so task so board is displayed to show current updates. Tracking all availabilities with things such as “Shelter Status, Equipment Status and EOC staffing charts” (Walsh, 2012). The “Interoperability in the EOC” section defined a word used in the system as interoperability “the ability of

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 private sector plays a vital role in carrying out the objectives within all 16 sector specific plans. The Emergency Services Sector includes but is not limited to first responding services such as; public work, fire, medical or police services. The goals and objectives of ESS specific plans are to provide first responder services as one of their main missions is the prevention to life. This sector is extremely important as they are the first responders to any type of incident that may even be impacted to other sectors. The National Infrastructure Protection Plan for this sector describes the tasks, duties and responsibilities that the private sector has in order to effectively and successfully operate this types of critical infrastructures. Just like any other sector, this sector requires the private sector to have a good relationship with state, local, tribal, territorial governments, Federal Government and outside organizations as well. Threats, risks, and vulnerabilities are acknowledged and analyzed in every respective infrastructure as they are all different. All factors are then prioritized in order to prevent the best security and mitigate the possible consequences. Public and private sectors must have the ability to continue their businesses and operations after an event has occurred. When an incident of event occur, operating plans must be created and established in order to prevent stoppages or deterrence to the operations. This helps reduce the