Stage Collapse Summary

This paper is designed to show you the differences between the way conservatives and progressives view the federal role in emergency management. Furthermore, the advantages and disadvantages of each them. Also, we will discuss what you should expect as a practitioner of the profession on how to prepare yourself when you would like to switch from one to the other. Most importantly discuss the criteria of a natural disaster and how human and social perception factors inter play with each other. One question at hand is do we blame the victim? What does “blaming the victim” means? Is there any validity to this or not? Does this concept influence the way our society responds to disaster or any other event that may occur? These are some of

Katrina was a crisis primarily because of its scale and the mixture of challenges that it posed, not least the failure of the levees in New Orleans. Because of the novelty of a crisis, predetermined emergency plans and response behavior that may function quite well in dealing with routine emergencies are frequently grossly inadequate or even counterproductive. That proved true in New Orleans, for example, in terms of evacuation planning, law enforcement, rescue activities, sheltering, and provisions for the elderly and infirm.

The Waco, Texas standoff is an example where poor crisis management skills increase the severity of a situation, which did not need to escalate to that extent. This event raised many questions and concerns such as their, lack of objectives, communicational skills, firearms legislation, and education from the FBI, consequently leading to a catastrophic ending.

A running theme throughout most of the literature on Katrina shows that the inability for the bureaucracy to effectively manage the crisis contributed to human suffering, needless death and disenfranchisement, and frankly, in excess and drawn out repairs. What should happen? Again, there are local issues as well as broader national issues. Certainly, though, the billions of dollars in funding that go to crisis management at the national level should be honed and made accountable for doing exactly what their mandate indicates: effectively handling disasters. The money and time spent on cleaning up the disaster, though, led to increased criminal activity in New Orleans, public calls from new leadership, and governmental criticisms. In July 2012,

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

Introduction. On January 06, 2005, a cargo train carrying a massive amount of chlorine gas spilled in Graniteville, South Carolina, creating panic and indeed chaos to both citizens and emergency personnel’s. The residents were caught in their sleep when freight train 192 traveling approximately 47 mph struck and leaked a dangerous amount of chlorine gas into the atmosphere. As a result of this tragedy, 5,400 individuals were evacuated from their homes and nine victims later died of gas related causes. The magnitude of this disaster was one that would change any town or city forever. And such sentiments were felt throughout the community of Graniteville. However, the purpose of this paper is to discuss what was learned from this unanticipated train calamity in Graniteville. While exploring how the field of emergency management can properly respond to unforeseen transportation accidents through implementing efficient and effective ways of communication in the midst of an incident.

We have come to a time where it is imperative to reset our courses associated with the safety of the employees, the safety of the brand and the longevity of the company alongside their competitive edge. As senior manager, consideration should not be limited to solely short-run solutions. It is primary for the company’s decision makers of all tiers manage the negative and positive potential of any crisis as time can carry the possibilities of unknown limits. Accommodations must be made for the entire community (Senior Management, Ergonomists, Labor Leaders, Politicians of the city, Service Staff, Human Resources and Line Management) under the company’s payroll that has been affected by this natural disaster using our revised Crisis Management Portfolio.

According to our textbook public relations plays a critical role during chaotic situations. It is of great importance to confront the unfavorable incidents to the public. Crisis communication is a four-step process consisting of: risk assessment, crisis communications planning, response, and recovery. Going back to the NIU shooting incident we can see the steps that were followed to cope with the aftermath. Assistant Vice President for Public Affairs said “the term crisis management is something of an oxymoron, implying as it does that events bringing sudden shock, panic, and chaos can submit to project “management.”Of course, it is imperative for us to have crisis plans in place and for those plans to be practiced on a regular basis (Guth and Marsh, pp.390). She was also awarded the Public Relations Society of America’s “Best of the Silver Anvil” (Guth and Marsh,

The city had learned from the 1993 World Trade Center bombing and had done contingency planning in the event of another similar terrorist attack. It established a state of the art Emergency Operations Center. It was evident that training was provided to all departments and officials as to what the priority would be in the case of a disaster, which is public safety. The first thing that was done was to seal off the area to allow first responders to respond quickly and evacuate the public from the area. Even in the absence of communication with the Emergency Operations Center, department heads and key ranking personnel knew exactly what the priority was and acted accordingly. The city’s preparedness left little room for doubt as to who was in charge, with that being said, state and federal agencies were mainly in the role of supporting the city in the efforts of evacuating, rescue and recovery. The leadership provided by the mayor calmed the already shocked public and reassured them of their safety. “The three steps of crisis management are prevention, preparation and containment” (Starling, 2008, p.222). The city itself could not have done much about preventing the situation, but the city’s preparation was evident by their public administrator’s and employee’s quick decisive response. The containment was also accomplished by the city action of closing off the area and

Organisational safety management implies that disasters happen out of a complexity of intermingled reasons but not due to technical factors alone. Proper event management is a

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 burden of emergency management has grown great deal in the last few decades. We have seen an increase in natural disasters, a new threat of terrorism on our front door and an increase in manmade disasters. All of these have tested emergency management in a number of cities and towns across the nation. It is not always disasters that present problems for emergency managers. We have to look beyond our traditional view of emergency management of helping us during times of disasters and view what issues they consider may affect their emergency response. Issues that emergency management see that are moving into the critical area are issues of urbanization and hazard exposure, the rising costs of disaster recovery, and low priority of emergency management.

This chapter provides an overview that describes the basic types of hazards threatening the United States and provides definitions for some basic terms such as hazards, emergencies, and disasters. The chapter also provides a brief history of emergency management in the federal government and a general description of the current emergency management system—including the basic functions performed by local emergency managers. The chapter concludes with a discussion of the all-hazards approach and its implications for local emergency management.

The Charlotte Food Festival is prepared to organize a food based event that affords the attendees a great experience in a safe and efficient manner. "An emergency action plan is a formal written plan, developed by the sponsor, that identifies potential emergency conditions at the event site and prescribes the procedures to be followed to minimize or prevent loss of life and property" (Pennsylvania Emergency Management Agency, n.d, pg.3). Therefore, the committee will develop an emergency action plan to address the potential risk associated with the particular event. The following sections of the Charlotte Food Festival’s disaster preparedness/emergency response plan will detail the various techniques and strategies to address the risks associated with food safety and illness prevention, alcohol, crowd control, weather, fire, violent threats, and various emergencies.

Over the past few decades, the significance, magnitude and consequence of risk management and communication have been brought before the world over and over again in a number of situations related to health, terrorist activities, natural disasters etc. When one turns the pages of history, it is rather obvious that lack of planning and absence of resources due to unpreparedness makes it difficult for the concerned authorities to manage an emergency or epidemic a problematic and traumatic task. The chaotic situations can turn out to be more nerve-racking and tense when preparations are not made before hand (U.S. Department of Health and Human Services 2002).