What Was Learned From This Unanticipated Train Catastrophe?

According to Federal Emergency Management Agency (FEMA), there are many factors that will affect the direction of emergency management in the coming years. These can be classified as global challenges, global opportunities, national challenges, national opportunities, professional challenges, and professional opportunities. Global Challenges include some issues like global climate change, increasing population and population density, increasing resource scarcities, rising income inequality, and increasing risk aversion. Global Opportunities has to do with increased scientific understanding of the hazards and societal responses, as well as revolutionary technologies. National Challenges involves increasing urbanization and hazard exposure, interdependencies in infrastructure, continued emphasis on growth, rising costs of disaster recovery, increasing population diversity, terrorist threats, low priority of emergency management, legal liability, and intergovernmental tensions. Due to these factors that will affect the direction of emergency management in the coming years, there is need for us at emergency management division to adjust operational plans to meet these challenges and especially changes emanating from constant changes expected in technology and other threats we face.

Working in the Asset Protection field at Cabela’s for the past two years I have been trained on emergency responses and the process that we have to follow. In this paper I am going to talk about three emergency responses, tornado in the area, winter storm, and a missing child. Each of these responses are very important and can always have an effect on the not only on the store but the company. Cabela’s has invested a lot of time and research in coming up with the best plan of action

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

In day to day operations, uncertainties do occur. Henceforth it would be important to have a contingent and well detailed disaster preparedness plan and procedures. Healthcare systems, on a day to day basis, are faced with emergencies in form of disasters. As a result, majority of medical centers have well-structured exit plans in the event of a disaster occurring("Hospital Disaster Preparedness: Your Guide to Getting Started - Emergency Preparedness", 2011). However, this essay will aim at interviewing one of the top disaster preparedness staffat the Houston Methodist Hospital. In the interview, I will seek to identify the top three disasters that the Houston Methodist Hospital is prepared for. Similarly, in the interview, I would seek to identify the top lessons learnt from disaster preparedness at the hospitals.As it concludes it would summarize the findings with regards to the interview stated below. Below is an excerpt from the interview to answer the two aforementioned questions.

When I lived in Los Angeles during high school, me and my neighbor Brandon would frequently take the Metro train to get to school. While we waited on the platform for the train to come, we would occasionally hear the automated intercom announcement say, “In case of an emergency, do not hesitate to locate the nearest emergency phones or Metro sheriff.” This recurring message was often ignored by not only us. Who seemed to also disregard the monotone voice were other passengers who either were occupied with other things or had earphones in and simply did not hear it. The problem with this is, if an emergency or disaster happened at that moment, how many of us would know the right way to react? If there was a fire, we wouldn’t know how to properly engage in saving ourselves. Unfortunately, the only warning us everyday citizens were given was to call officials. There were no specific instructions on what we could do in case an emergency arises at the train station. In Amanda Ripley’s The Unthinkable, she covers disasters when they happen and how humans that are involved respond to them. Ripley argues that when someone is involved in a disaster, they experience human responses such as being in denial or delaying proper reactions. Because we can not control the brain and our irrational thoughts tend to obscure us, we should raise more awareness of likely disasters and train regular citizens accordingly.

The whole world observed as the administration responders appeared incapable to provide essential protection from the effects of nature. The deprived response results from a failure to accomplish a number of risk factors (Moynihan, 2009). The dangers of a major hurricane striking New Orleans had been measured, and there was sufficient warning of the threat of Katrina that announcements of emergency were made days in advance of landfall (Moynihan, 2009). Nonetheless, the responders were unsuccessful to change this information into a level of preparation suitable with the possibility of the approaching disaster. Federal responders failed to recognize the need to more actively engage (Moynihan, 2009). These improvements include improved ability to provide support to states and tribes ahead of a disaster; developed a national disaster recovery strategy to guide recovery efforts after major disasters and emergencies; and the Establishment of Incident Management Assistance Teams in which these full time, rapid response teams are able to deploy within two hours and arrive at an incident within 12 hours to support the local incident commander (FEMA,

and Dentistry and Director of the Program in Disaster Mental Health in the Department of Psychiatry and the UR Center for Disaster Medicine and Emergency Preparedness. For over a decade, he has responded to numerous national disasters as a volunteer with the American Red Cross. He has also developed comprehensive disaster mental health training programs for the New York State Office of Mental Health and the New York State Department of Health currently being disseminated throughout every county, state psychiatric center and acute healthcare facility throughout New York State.

The target audience being Iowa Emergency Communications Director is mainly the public along with the fire services, private sector. The public includes mainly the citizens and the people who are surrounded by the entire railway line where, the flammable goods are being carried. The citizens and the public should be informed by the government officials especially with the help of railway authorities.

The history of emergency management dates back in 1803 when a great fire struck Portsmouth city in New Hampshire. In response to this firebreak out, the Congress passed into law the Congress Act, 1803 to compensate the Portsmouth merchants. The Portsmouth city fire breakout and the congress response to the disaster set a precedent, which was applied in United States in management of emergencies like the 1835 terrific fire of New york city, fire break out at Chicago in 1871, the Galveston hurricane of 1900, and the 1906 San Francisco horrible earthquake up to mid-20th century (Rubin, 2012).

In his article ‘Making Trains Run on Time’ (Time Magazine, 10 April, 2017, pp. 32-34), Josh Sanburn tells us about the problem of congested train traffic in Chicago. Sanburn says that costly delays have been seen elsewhere because of the problems in Chicago, as any trains travelling from coast to coast have to go through the city. Six of the seven biggest railroad companies use these railroads, with one thousand and three hundred trains traveling through the city a day.

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.

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

In “Wither the Emergency Manager,” Niel R. Britton comments on Drabek's “Human Responses to disaster: An Inventory of Sociological Findings.” Britton describes six positive and negative issues in emergency management as it is today. In this paper, we will discuss the implications on emergency management as a field and on the individual manager.

Every emergency or disaster, from a small house fire to a hurricane that devastates entire communities, have a distinct cycle. This is

When a disaster has taken place, first responders who provide fire and medical services will not be equipped to meet the demands for many services. Several issues such as the number of victims, communication failures and road blockages will stop people from accessing emergency services they have come to expect at a moment 's notice through 911 emergency services. Individuals will have to rely on others for help in order to meet their immediate lifesaving and life sustaining needs. If access is blocked or the agency’s capacity is exceeded, it may be hours or days before trained help arrives. There is a four-phase model that organizes the events of emergency managers. This model is known as the “life cycle” which includes dour