Ronald Perry Disaster Management

Unified command is created when the events expand and more individuals are involved. The emergency manager's’ interpersonal skills are tested versus their technical skills. In smaller districts, individuals may hold more than one position while in larger areas the position are designated to each individual. While, the emergency managers transition into the facilitator and the coordinator, and in the large districts the emergency management director becomes the chief. The Federal position is to save lives and support individual and community efforts to prepare and reduce risks when responding to disasters. Accreditation creates an unpredictable the path for collaboration and cooperation, and at times demands a change in the law at the state or local level. The limits to participation, especially when time is of the essences, however it is also affected by convention and culture. The key ultimately, is the relationships that are established among partners within the community. Fire, emergency medical, law enforcement, and other emergency management service, local officials, and private sectors improves communities, thus making them safer, stronger, and prepared to handle

In the Disaster in Franklin County simulation (Regents of the University of Minnesota [UMN], 2006), there were several key personnel in the incident command team. This concept is utilized in real disasters when the Public

The various local, state, and federal emergency management systems of the United States suffered a crude awakening in the decade of the 2000s. Systems expected to hold up were put to the test and failed to prepare for disaster, mitigate the damage, and, in some instances, actually hampered responses in life-or-death situations. Worse, all failings were highlighted in an age of global communication and mass media, on display first whether a man-made incident like September 11th attacks or natural disaster like Hurricane Katrina. The decade found the complacent government failing to maintain modern emergency management practices, stimulating began a series of doctrinal upgrades and training improvements. Yet, no matter the bureaucracy, writings, or money thrown at a problem, the first responder to the incident has and will continue to influence the outcome. While the individual responder stands as the most important part of

Natural and man-made disasters have increased in the past decade, and due to these changes, Emergency Managers had to make drastic changes in order to improve the way first responders operate in a disaster area.

In order to determine the specific challenges of disaster mental health (DMH) responders, Hambrick et al conducted an audit. The data was gathered through semi-structured group interviews using open ended questions with nine clinicians at various Community Mental Health Centers (CMHC). All CMHCs had a disaster response team who completed at least six hours of Psychological First Aid (PFA) training. The PFA guide that was consistently reference is a guide used to direct posttraumatic distress caused by a disaster. The interview content consisted of questions about the organization they represented, the needs of the organization, and phone interviews asking about barriers of DMH at the organization they work. The purpose of this experiment

Two specific areas of concern are noted in the majority of studies conducted. The first area of concern was that there was not a clear delineation of roles and responsibilities or organizational leaders (Haddow et al., 2014, p. 322). Since this event this has been an area that has shown considerable improvement. This has been accomplished through the use of NIMS and collaborative efforts of first responder leaders to craft an all hazards model of response. By doing both of these things, partner agencies are better able to fold into the rescue

In the years after the 9/11 tragedy, the United States continues to face risks from all forms of major disasters, from potentially dangerous terrorist attacks to catastrophic acts of nature. Professionals in the fields of emergency management and homeland security have responsibilities for ensuring that all levels of government, urban areas and communities, nongovernmental organizations, businesses, and individual citizens are prepared to deal with such hazards though actions that reduce risks to lives and property. Regrettably, the overall efficiency and effectiveness of the nation's ability to deal with disasters is unnecessarily challenged by the absence of a common understanding on how these fields are related in the workforce and educational

CERTs are deployed progressively and as needs in the area dictate but members are taught to assess their own needs and those in their immediate environment first. Spontaneous volunteers, our neighbors and ordinary citizens, often arrive on-site at a disaster ready to help. Yet because they are not associated with any part of the existing emergency management response system, their offers of help are often underutilized. Specialized planning, information sharing, and a management structure are necessary to coordinate efforts and maximize the benefits of volunteer involvement. Emergency management experts are encouraged to identify and utilize all existing capacity for integrating unaffiliated volunteers. Some CERT teams are able to be deployed outside of the immediate area to assist other local governments during times of emergency. These teams must receive additional training in order to be able to be

The disaster which hit the Maricopa County in the State of Arizona in September 2014 was a major disaster that necessitated the community preparedness for leading successful response and a prompt recovery. Besides emergency managers, many officials and the private are involved in the processes. Some of these stakeholders are public health, public safety, and municipal officials. Collaboration is needed for getting all those involved in the processes to interact accordingly. This paper addresses the major collaboration strengths between emergency responders, public health, public safety, and municipal officials to deliver accurate response and recovery during the event, the main weaknesses of the collaboration among all those that were involved in the efforts, and recommendations for improving the collaboration between the stakeholders.

Emergency disaster situations can be defined in three ways accidental, natural, or wilful. An accidental disaster refers to an event which is totally unexpected such as a house fire started by an electrical fault. Similarly, an illustration of a natural disaster would be the recent earthquakes which took place in Christchurch, NZ between September 2010 and February 2011 that resulted in devastating and far reaching consequences for the country. Foremost in many minds when recollecting a wilful disaster would be the terror attacks of 9.11 in the USA. A disaster of this magnitude has never been experienced during peace time in our lifetime. This essay will examine three different aspects of rescue management procedure where reports detailing disaster and emergency response must be studied to understand and improve our handling of rescue operations.

The paramount goal of disaster management activities is to reduce, as much as possible, the degree to which a community’s condition is worsened by a disaster relative to its pre-disaster condition. If a disaster strikes it important to know what to do or were to find the information if do not know. First responders who are well-prepared will have the peace of mind to focus on the task at hand if well prepared and trained. First responders can also serve as role models for other members of the community, leading by example to encourage preparedness. First responders can encourage their communities to make family plans and to be informed about the types of emergencies and disasters. Law enforcement should look to do training such as the Emergency Management Institute (EMI) which offers self-paced courses free-of-charge courses [Department of Homeland Security. (2017)]. Planning and being prepared for a terrorist attack provides the structure and mechanisms for national level policy and operational coordination and provides emergency managers, the understanding, the knowledge, and the steps to prepare, counter and respond to a terrorist attack. It more importantly helps to instill confidence and cohesion within

Historically, the United States has been one of the few Western societies to be secluded from major international conflict within domestic borders. As terrorism, a problem that seems to be borderless, natural disasters, and unconventional warfare continue to rise the citizens of the United States have begun to see its effects firsthand. This devastation has prompted a change in management of incidents that is affecting the traditional roles that agencies play in response efforts to mitigate the situation. Agencies with major responsibilities to disaster response have begun to examine other Democratic Western Countries to discuss, as well as collaborate on possible improvements. One country that departments are creating collaborative

It is vital for officials from all levels of emergency management to collaborate and communicate effectively as they strive to deliver timely response services and effective disaster relief efforts. Otherwise, delays can occur from any number of agencies when responding to disasters. In addition, it is vital to maintain updated contact information for each organization that will be part of the emergency management planning and hold regular meetings with the representatives of each organization (Margaris,

The objective of this study is to examine a federal agency disaster event organizational response plan that fails to include a response team for dealing with psychological challenges due to significant loss of life. This study will create specific instructions and guidance to the responders on how they need to address the psychological challenges of dealing with this issue.

The primary aim of all agencies involved in disaster relief is to help people and reduce human suffering. But due to the participation of multiple agencies from wide backgrounds, with different interests, visions and financial capability, proper coordination and collaboration between the parties involved, remains a point of concern. Little or zero pre disaster collaboration is found between nodal agencies. The sudden onset of a disastrous event and unpredictability of immediate responders, often result in requirement of large scale post disaster partnership between agencies. The paper intends to focus on the degree to which inter-agency coordination and collaborations impact the success of a humanitarian relief operation and thereby asserting the need of association and teamwork both pre and post disaster.