Unit 3 Introduction to Emergency Management for Fire Service. Basic Concepts and Principles of Emergency Management Student Manual

Size: px
Start display at page:

Download "Unit 3 Introduction to Emergency Management for Fire Service. Basic Concepts and Principles of Emergency Management Student Manual"

Transcription

1 Unit 3 Introduction to Emergency Management for Fire Service Basic Concepts and Principles of Emergency Management Student Manual

2 Introduction to Emergency Management for Fire Service Unit 3 Basic Concepts and Principles of Emergency Management Objectives 1. Define emergency management as a term and an occupation. 2. Describe the meaning of Bottom-Up emergency management. 3. Discuss the Intergovernmental and Partnership nature of U.S. emergency management. 4. Describe the concept of CEM or All Hazards emergency management. 5. Describe and discuss what is meant by the Integrated Emergency Management System. 6. Describe the Four Phases that comprise the disaster life cycle. 7. Discuss the problems inherent in emergency management, other than in times of disaster. I. Common Terms Used in Emergency Management A. Business Continuity B. Business Resumption Planning C. Civil Defense D. Civil Emergency Preparedness E. Contingency Planning F. Crisis or Consequence Management G. Disaster Services or Management H. Emergency Services I. Hazard Management 2 Student Manual 3 Mu Extension

3 J. Recovery Planning K. Risk Management L. Civil defense in the United States is often associated with nuclear attack or national security preparedness. As such it was viewed as something one did not want to think about it was not very popular, even before the end of the Cold War. M. This term can still be found in the US, though, and is often encountered abroad. For example the United Nations not infrequently uses this terminology and defines civil defense as: The system of measures, usually run by a government agency, to protect the civilian population in wartime, to respond to disasters, and to prevent and mitigate the consequences of major emergencies in peacetime (UN 1992, 17). N. Civil emergency preparedness is similarly associated with nuclear attack or national security concerns thus the emphasis on civil preparedness as opposed to military oriented defense preparedness. O. Business and industry sectors tend to prefer the use of such terms as business continuity planning, crisis or consequence management, contingency planning, or business resumption or recovery planning to the term emergency management which is more often found in the public sector. 1. These terms seem to focus primarily on preparedness, response and recovery and less on prevention and mitigation. 2. In this context you might want to point our Allinson s critique of crisis management, found in his book Global Disasters: Inquiries Into Management Ethics. Allinson writes that: Crisis management implies a concern with dealing with on on-going event or disaster response. A focus upon disaster response could turn into a preoccupation with skills based training often at the expense of knowledge based activities, such as conducting a hazards, vulnerability and risk assessment. 3. A focus on disaster response or crisis management will also tend to translate into too little attention paid to mitigation, preparedness or recovery. Fire and Rescue Training Institute Student Manual 3 3

4 P. Contingency planning, on the other hand implies a focus on before-the-event planning planning for action - looking at all the what ifs. Priority attention paid to preparedness can turn into a preoccupation with planning and problem solving at the expense of trying to understand how to lower the vulnerability of high risk populations within a jurisdiction. Q. Business resumption planning implies a focus on planning today to get a business or industrial operation going again AFTER it has been shut down by a disaster. It does not seem to take fully into account actions which can be taken today to mitigate against a hazard threat which would keep the business or industry from being forced to suspend operations in the first place. R. Disaster management or services seems to imply a focus on the response to something that has already happened a response orientation. S. Emergency services is a term that is identified in this country with existing emergency offices such as police, fire and ambulance. Emergency Management offices with such names report that they frequently receive 911 calls from the public, looking for an ambulance, or someone to put out a fire. T. Hazard management is a very infrequently used term in this country as applied to the names of governmental offices it is found much more frequently in the disaster research literature. A possible shortcoming with this term could be a sense that an organization s focus was only on dealing with a threat prior to its actualization becoming then a disaster that a different set of folks would then become involved with say emergency services personnel. As Bolin and Stanford note in the handout, Hazard management as a technically specialized field necessarily avoids the broader environmental and social contexts of disasters (Bolin with Stanford 1998, 219). U. Risk management is a term that has only recently entered the field of hazards, disasters and society s organized response to them. The term risk management has typically been applied to private sector efforts to manage or limit injuries and losses. As the handout notes, it has in the past dealt with the indexing of critical operations, assessing risk exposure for those operations designated as vital or high, and then developing a mitigation plan which outlines the who, what, when and how of preventive or corrective actions. II. What is emergency management? A FEMA definition of emergency management. Emergency Management: Organized analysis, planning, decision-making, and assignment of available resources to mitigate (lessen the effect of or prevent), prepare 4 Student Manual 3 Mu Extension

5 for, respond to, and recover from the effects of all hazards. The goal of emergency management is to save lives, prevent injuries, and protect property and the environment if an emergency occurs. (FEMA, Introduction to Emergency Management Course, 1995, p. 1-6.) 1. Do you agree that the primary goal of emergency management, as this overhead seems to indicate, is to save lives, prevent injuries, and protect property and the environment if an emergency occurs? 2. What about the more recent U.S. movement towards building disaster resilient communities within the context of sustainable development? B. Principle # 1: Bottom-up Approach 1. The first thing to say about U.S. emergency management is that in many aspects it employs a bottom-up approach as opposed to one that is top-down as in some other countries. 2. In essence, this means that we rely heavily on building LOCAL emergency management capabilities as opposed to a reliance on a national or centralized emergency management corps. C. There are four aspects of the U.S. bottom-up approach to emergency management that deserve comment: 1. Decentralization of responsibilities 2. Establishment of State, county and local political jurisdiction emergency management 3. Reliance on existing emergency services personnel 4. Networking with broad segment of community D. Decentralization of Responsibilities: 1. Some countries manage their equivalent of U.S. emergency management from the national level. 2. National/federal personnel do the lion s share of planning and response to non-routine emergencies and disasters. Fire and Rescue Training Institute Student Manual 3 5

6 3. Therein can be found line authority as in an organization chart or military structure the top level passes orders and directions down to the bottom there is a command relationship. 4. Not so in the U.S. While federal organizations are very much involved in hazards, disasters and emergency management, there is essentially very little command authority wherein the federal government orders States to perform emergency management functions. Instead, the federal government relies, for the most part, on persuasion and on incentives and disincentives. 5. An incentive would be strings attached to funding levying requirements or obligations of some sort that accompany federal monies. 6. An example of a disincentive would be the withholding of a license to bring a nuclear power plant on-line if federally required population protection measures were not in place such as putting a warning system in place and developing emergency operations plans. 7. There are many advantages of a system that is more bottom-up than top-down. 8. There are also disadvantages. As Lindell and Perry (1992, 2-3) write: Most environmental scientists and emergency services professionals would probably agree that an organized emergency management system does not exist in the United States. An organized system means a well-defined and differentiated structure of components with mutually agreed on roles interacting over time in a coordinated manner to achieve common goals. Much of what now exists remains both fragmented and incomplete. 9. In addition, it should be noted that ours is not completely a bottom-up system. Much of the way emergency management has evolved and is accomplished in this country can be explained in terms of national legislation and executive direction As was discussed in the first unit. E. Nation-Wide Emergency Management Cadre: 1. A second tenet of the Bottoms-Up approach to U.S. emergency management is the existence of a nation-wide cadre of State and local emergency management personnel. 2. Every State government has an element that performs emergency management functions usually an Office of Emergency Management, though other nomenclature is also used. 6 Student Manual 3 Mu Extension

7 3. Most of the more than 3000 plus counties in the country have Offices of Emergency Management. 4. Most cities have an Office of Emergency Management. 5. Many towns, villages, townships and other incorporated political jurisdictions also have an Office of Emergency Management. 6. Depending on the size, economic viability and hazards, emergency magagers my be part-time employees or volunteers. F. Reliance on Existing Emergency Services Personnel: 1. A third tenet of the Bottom-Up approach to emergency management in the US is a reliance on existing emergency services personnel. a. Rather than develop a local, State, or Federal Emergency Management Corps or Service to respond to disasters, as some countries have done, the U.S. relies on existing emergencies services personnel such as: i. Fire ii. Police iii. Emergency Medical Services iv. Public Works v. Public Health vi. Transportation 2. Thus a local office of emergency management generally would not have its own disaster response personnel. 3. While some local offices do have volunteer auxiliary personnel say to assist the police or Department of Public Works in putting barricades across flooded roads primary disaster response responsibility resides with existing emergency services and other personnel. Fire and Rescue Training Institute Student Manual 3 7

8 4. Similarly, at the national level, there is not a federal disaster response force that comes in, even for Presidentially-declared disasters, and takes over and manages operations. Generally it is the case that when federal personnel participate in disaster response it is in support of State and local activities. G. Community-Wide Networking: 1. A fourth and final tenet of the Bottoms-Up approach to US emergency management is the importance of community-wide networking getting out from behind a desk and into the community one serves to meet and work with others. 2. For effective emergency management to function, a broad array of organizations and personnel in the public and private sectors need to be involved in the full-range of emergency management measures. Such as: a. Local government personnel b. Business and industry c. Volunteer and Community Based Organizations d. Religious Organizations e. The Media f. Academia g. Citizenry 3. Community-wide networking cannot be overestimated. A great deal of bad experience has taught us that paper plans and hollow programs do not work. Without community and departmental support efforts fall apart in the face of real disasters. H. Principle #2 Intergovernmental Partnerships 1. A second principle of U.S. emergency management is the intergovernmental and partnership nature of its practice. a. Locals not left to fend for themselves b. Joint State/local and Federal responsibility c. Each level has contributions to make 8 Student Manual 3 Mu Extension

9 d. Importance of improvisation and Flexibility e. Teamwork 2. Emergency management is a joint local/state and Federal responsibility. In the words of one FEMA document: The burden of disaster management, and the resources for it, require a close working partnership among all levels of government (Federal, regional, state, county, and local) and the private sector (business and industry, voluntary organizations, and the general public) (FEMA 1993 (Sep), I-5). 3. The contribution of each level can be summarized as follows: a. Federal legal authorities, (legislation, regulations and executive orders) fiscal and material resources, research, technical information and services, specialized personnel. b. State legal authorities, emergency management offices (every state has one) administrative skills, specialized personnel, conduit between local and federal levels. c. Local direct motivation and involvement, knowledge of the situation people and environment personnel and resources, first responders. 4. State agencies, like their local counterparts, are expected to be organized effectively, and should possess well-maintained emergency plans, facilities, and equipment. 5. To become and remain eligible for Federal financial assistance, each State must manage a State emergency management program that compliments and promotes local emergency management. 6. Many of these agencies at the state level are organizations within larger departments like: a. National Guard b. Public Safety c. State Police Fire and Rescue Training Institute Student Manual 3 9

10 7. Some common names are: a. State Emergency Management Agency b. Office of Emergency Services c. Division of Emergency Management/Services d. Bureau of Disaster Services e. Emergency Preparedness Division I. Principle #3: All Hazards (Comprehensive) Emergency Management J. The third fundamental component of U.S. emergency management is referred to as All Hazards or Comprehensive Emergency Management. 1. Not that many years ago, government at all levels used to prepare for disaster using a hazards-specific approach an earthquake plan, a hazardous materials spill plan, a severe storm plan, etc. 2. Thus, if you walked into an Office of Emergency Management in a jurisdiction that was vulnerable to a number of hazards you would find a similar number of disaster plans, one for each hazard confronting that jurisdiction. 3. In addition, within the community you would likely find a number of various other disaster plans in other public and private sector organizations often not coordinated with others or perhaps even unknown to other disaster planners. 4. People came to the realization that there are a range of functions which cut across hazards boundaries. 5. The function of communication, for example, is the same function regardless if the hazard is an earthquake or a hurricane. 6. Because of this realization, and the difficulty of dealing with a large range of disaster plans, a comprehensive or all-hazards approach, which focuses on the types of functions that government performs regardless of the type of disaster, has been adopted by most jurisdictions. 7. These include such common functions as: a. Capability Assessment (or Community Profiling) 10 Student Manual 3 Mu Extension

11 b. Capability Maintenance i. Testing and updating of plans ii. Testing Equipment iii. Training and Education Programs c. Continuity of Government (or Operations) d. Direction and Control e. Essential Public Services (food, medical care, etc.) Maintenance f. Evacuation & Sheltering g. Hazard, Vulnerability, Risk Analysis or Assessment h. Planning i. Public Safety Maintenance j. Resource Management k. Warning and Communications 8. There is nothing magic to this specific list of functions. One may encounter different categorizations in the literature. What matters is that in planning an attempt be made to look for common functions. 9. It is recognized, of course, that there are unique features to each hazard, so detailed hazard specific responses and annexes to all-hazards plans do need to be developed. 10. Benefits: Another benefit of all-hazards emergency management is that it affords cross-training opportunities for responder organizations and helps to avoid duplication of effort in other words it facilitates a move toward an Integrated Emergency Management approach. Fire and Rescue Training Institute Student Manual 3 11

12 11. In the words of Enrico Quarantelli, Apart from theoretical, logical or empirical research reasons for taking a generic or all hazard approach to disaster planning, there are also some practical ones. These include being: a. cost-efficient in terms of expenditure of time, effort, money and resources; b. a politically better strategy because it mobilizes a wider range of groups interested in disaster planning thus creating a more powerful constituency for the process; c. a major way of avoiding duplication, conflict, overlaps, and gaps in preparedness activities and actual responses to disasters; and d. a way of increasing efficiency as well as effectiveness in any organized effort to cope with disaster occasions (Quarantelli 1992, 10). K. Principle #4: Integrated Emergency Management System 1. The fourth principle of U.S. emergency management is referred to as IEM or IEMS for Integrated Emergency Management or Integrated Emergency Management System. 2. IEMS was adopted by FEMA in the timeframe in order to: a. Improve US hazard and disaster management functions (Perry and Mushkatel 1986, 130), and b. Broaden Congressional Support for an Enhanced Civil Defense Budget 3. The goal is to develop and maintain credible emergency management capabilities nationwide for all types of emergencies, at all levels of government. 4. IEMS seeks a continual upgrading of emergency management capabilities and a reduction of duplicated efforts and resources through community-wide planning and the integration of disaster and emergency management roles and responsibilities throughout a political jurisdiction and into the community. 5. IEMS seeks to achieve a more complete integration of emergency management planning into mainstream state and local policy-making and operational systems (FEMA 1993 (Sep), 1-9). 12 Student Manual 3 Mu Extension

13 6. It is applicable to all jurisdictions regardless of size or level of sophistication, even though not all are confronted by the same hazards, and not all have or require the same capability. L. Principle #5: the four phases of the disaster life cycle:the fifth fundamental of U.S. Emergency Management is referred to as the Four Phases of the disaster life cycle. 1. Mitigation 2. Preparedness 3. Response 4. Recovery 5. It has been written that: Disasters do not just appear one day. Rather, they exist throughout time and have a lifecycle of occurrence which must be matched by a series of management phases that include strategies to mitigate hazards, prepare for and respond to emergencies, and recover from their effects (FEMA 1993 (Sep),1-5). 6. Within the U.S., emergency activities have been into four phases that require different types of organization and preparation: a. Mitigation b. Preparedness c. Response, and d. Recovery e. Prior to this time it was not uncommon to see time phases discussed in terms of pre-event, event, and post-event; or prevention preceding mitigation instead of being collapsed into it; or recovery broken up into such subcategories as restoration, rehabilitation, redevelopment and reconstruction. 7. Here are some FEMA definitions of Mitigation. Fire and Rescue Training Institute Student Manual 3 13

14 a. Mitigation is any action of a long-term, permanent nature that reduces the actual or potential risk of loss of life or property from a hazardous event (FEMA 1998 (March), 9-25) b. Mitigation refers to activities which actually eliminate or reduce the chance of occurrence or the effects of a disaster.it also includes long-term activities which reduce the effects of unavoidable disasters (FEMA 1993 (Sep), 1-7 and 1-10). c. Mitigation includes activities designed to postpone, dissipate, or lessen the effects of a disaster or emergency. In general, mitigation is the initial phase. It should be considered long before an emergency occurs. (FEMA 1995, II-2) 8. The point is that Mitigation is: a. taking sustained actions to reduce or eliminate long-term risk to people and property from hazards and their effects. (FEMA 1998 (May), SM 1-12) 9. Key Terms: a. Measures taken long before disaster threatens not upon notification b. Measures that eliminate or reduce the threat or the consequences c. Measures that are long-term, permanent or sustained not temporary 10. Examples are: a. Building codes, regulations, ordinances and standards: b. Building/facility design: c. Critical and public facilities policies and projects such as d. Land-use planning, zoning and regulations e. Acquisition or relocation of structures f. Hazards control: g. Hazards regulation 14 Student Manual 3 Mu Extension

15 h. Real estate disclosure provisions i. Retrofitting measures j. Public education, awareness and outreach contour farming to help reduce flood potential 11. Mitigation is important to: a. Protect people and structures b. Reduce the costs of disaster response c. Help reduce the Federal debt. (FEMA 1998 (March), 9-25) 12. The 2nd disaster life cycle phase is preparedness Preparedness is planning how to respond in case an emergency or disaster occurs and working to increase resources available to respond effectively (FEMA 1993, 1-8). 13. Another way to say this is that: a. Preparedness is planning now on how to respond in case of emergency or disaster in order to protect human lives and property, and developing capabilities and programs that contribute to a more effective response. b. Preparedness is an insurance policy against emergencies since we cannot mitigate against every disaster. It is undertaken because mitigation activities cannot keep all emergencies from happening. (FEMA 1995, II-2) c. Key Terms: i. Planning ii. Training/disaster education iii. Exercises 14. Preparedness activities include: a. Establishing Hazard and Emergency-Related Laws, Regulations and Authorities: Fire and Rescue Training Institute Student Manual 3 15

16 b. Planning, Policies and Procedures: c. Development of an Emergency Operations Plan in order to ensure the most effective, efficient disaster response. d. Capability Development Such as the pre-emergency establishment of e. Training and Education: f. Tests, Exercises and Drills for Personnel and Equipment (FEMA 1995, II.2). g. Insurance Coverage 15. The third phase of the disaster life cycle is response. Emergency response activities are conducted during the time period that begins with the detection of the event and ends with the stabilization of the situation following impact (Lindell and Perry 1992, 13) M. FEMA definition: Conducting emergency operations to save lives and property by positioning emergency equipment and supplies; evacuating potential victims; providing food, water, shelter, and medical care to those in need; and restoring critical public services. (FEMA 1998 (May), SM ) 1. Response efforts seek to: a. Implement preparedness measures upon detection of imminent or approaching danger b. Provide or enable emergency assistance as in: c. Confront hazard effects and reduce damages d. Enhance recovery potential 2. This phase of activity is marked by time pressures and a sense of urgency that is less prevalent in mitigation, preparedness, and recovery. In the world of disaster response, minutes of delay can cost lives and property (Lindell and Perry 1992, 14). 16 Student Manual 3 Mu Extension

17 3. One of the clues that response efforts are turning into recovery efforts is when this sense of crisis passes 4. The 4th disaster life cycle phase is recovery. 5. In the past, the lion s share of financial resources devoted to emergency management has gone to disaster recovery. (Lindell and Perry 1992, 14) 6. Recovery refers to those non-emergency measures following disaster whose purpose is to return all systems, both formal and informal, to as normal as possible (FEMA 1995, Introduction to Emergency Management Course, II-2). a. Recovery means rebuilding communities so that individuals, businesses, and governments can: i. Function on their own. ii. Return to normal life. iii. Protect against future hazards. 1 b. Recovery activities generally begin after the response phase, but, depending on the recovery measure, can begin while others are still in disaster response and can continue for years. (FEMA 1995, II-2) c. One FEMA Federal Coordinating Officer has stated that one day he realized he had just transitioned from a response to a recovery mode when he started asking how much does that cost questions. 7. Examples are: a. Crisis counseling may help victims of catastrophic loss b. Debris clearance (from non-critical transportation routes) c. Development of a Recovery Plan or strategy (after the fact) d. Disaster Relief assistance for individuals, families and communities e. Reconstruction Fire and Rescue Training Institute Student Manual 3 17

18 f. Redevelopment loans g. Temporary housing (non-emergency) N. Personalizing the Four Phases: Student activity 1. Typical emergencies that can occur in one s home can illustrate the four phases: (write in the space provided) a. First, you prepare to protect yourself or others if an emergency occurs. b. If an accident does happen, you administer first aid or get medical attention if necessary. c. Later, you clean up or repair any damage d. Finally, you ask yourself how the accident happened and how it can be prevented from happening again. You take steps you believe would lessen the problems you experienced handling the accident. O. Emergency management problem areas: 1. Low occurrence of significant events a. Disasters are by their very nature high-risk, low probability events. b. Their infrequency makes it difficult to justify expenditure of public money in view of seemingly more pressing, on-going public needs and issues except when one happens. P. It has been estimated, for example that the typical U.S. community faces a major disaster about once every twelve years (Coleman and Granito 1998). Q. That is why emergency management has such low interest and funding. 18 Student Manual 3 Mu Extension

19 1. Lack of strong political constituency: a. Because disasters generally occur so infrequently in any given community, emergency management support groups or constituencies fail to develop or come together with sufficient strength to overcome obstacles. 2. Resistance to unfunded federal mandates a. A corollary problem of issue low event occurrence within the realm of disaster policy is traditional American opposition toward, or resistance to, national planning and regulation (especially fears of Federal zoning) especially when unfunded. b. Resistance to emergency preparedness is a given. 3. Disaster ignorance: a. Too often, local officials and even emergency managers assume, wrongfully, that routine procedures will meet the demands of disaster and thus allow themselves to be governed by the more pressing matters of daily routines. 4. Difficulties Measuring Effectiveness a. Unless a community has experienced a disaster within recent memory, it is frequently difficult to make the case that emergency management programs would be effective cost-benefit analyses contain enough ifs that making the case that dollars invested in mitigation and preparedness programs would pay off in bigger dividends in the future. 5. Technical and administrative know-how: a. In order to accomplish emergency management responsibilities nationwide, a cadre of professionals is required at every level of government and within the private sector which can bring to an organizational management team requisite knowledge-based competencies (education) and skills-based operational competencies (training). R. Emergency Manager Stereotype 1. Not college educated (4-Year Degree) 2. White 3. Late middle-aged Fire and Rescue Training Institute Student Manual 3 19

20 4. Male 5. Emergency management is 2nd or 3rd career 6. Job obtained other than with EM knowledge, skills, and abilities 7. Spends EM career in one jurisdiction 8. Has not done a risk assessment 9. Has not joined an EM professional association 10. Does not read the disaster research literature 11. Is disaster response oriented a. Reactive b. Command and control style 12. Universe of Professional Contacts is generally Emergency Services Personnel 13. Plans For the Jurisdiction 14. Frequently Wears Other Hats 15. Not Well Paid 16. EM Office is Not Well Funded 17. Many Part Time and Volunteer Positions R. New generation of emergency managers: 1. College educated many with emergency management degrees 2. More professional and knowledgeable 3. Younger 4. More diverse more reflective of U.S. society 5. Culturally sensitive 20 Student Manual 3 Mu Extension

21 6. Emergency management is career of 1st choice 7. Primary focus is building disaster resilient communities 8. Proactive 9. Life-long learner reads hazards/disasters research 10. Joins EM and/or related professional associations 11. Plans with rather than for jurisdictional stakeholders-partners and networks 12. Better paid 13. Better funded 14. Upwardly and geographically mobile S. Broader Range of Working Contacts 1. Elected and appointed officials 2. Economic development commissions 3. Planning and zoning boards/commissions 4. Builders and developers 5. Natural resources and environmental protection agencies/groups 6. Academia and professional organizations 7. Community based organizations Fire and Rescue Training Institute Student Manual 3 21

22 T. High in demand are such attributes as: 1. Interpersonal communication skills; 2. Long-range planning and strategy development capability; 3. Team-playing and networking capabilities; 4. Understanding of importance of disaster resilient communities philosophy within a sustainable development context; 5. Ability to work under pressure. 22 Student Manual 3 Mu Extension

Appendix C Emergency Management and Related Terms and Definitions Handout

Appendix C Emergency Management and Related Terms and Definitions Handout Appendix C Emergency Management and Related Terms and Definitions Handout Emergency Management: Emergency management has been defined as the process by which the uncertainties that exist in potentially

More information

The Role of Elected Officials During Disasters. The Florida Division of Emergency Management

The Role of Elected Officials During Disasters. The Florida Division of Emergency Management The Role of Elected Officials During Disasters The Florida Division of Emergency Management Bryan W. Koon Director Florida Division of Emergency Management Introduction Florida s elected officials play

More information

Who Is the Emergency Manager?

Who Is the Emergency Manager? At the end of this unit you will be able to: Define the role of the emergency manager. State the origin of emergency management in the United States. Define comprehensive emergency management and list

More information

ready? are you [ ] An Elected Official s Guide to Emergency Management

ready? are you [ ] An Elected Official s Guide to Emergency Management ready? are you An Elected Official s Guide to Emergency Management [ ] The emergency management system was created in the 1950s and evolved over decades through the periods of détente in the 70s to the

More information

B E F O R E T H E E M E R G E N C Y

B E F O R E T H E E M E R G E N C Y B E F O R E T H E E M E R G E N C Y RESPONSIBILITY / LIABILITY for Homeland Security / Emergency Management Duty of Care - Counties and Cities ARE responsible for the safety of their citizens. Following

More information

Lesson 5. After a Disaster: Recovery and Hazard Mitigation Programs. Disaster Assistance

Lesson 5. After a Disaster: Recovery and Hazard Mitigation Programs. Disaster Assistance Introduction The previous four lessons focused on pre-disaster mitigation: developing a program, and writing and implementing a hazard mitigation plan. The Disaster Mitigation Act of 2000 (DMA 2000) encourages

More information

Animals in Disasters

Animals in Disasters MODULE B UNIT 6 Animals in Disasters Recovering from a Disaster Overview Federal, State, and local governments work together in any major emergency. Emergency assistance funding is based on the concept

More information

Emergency Management Certification and Training (EMC & T) Refresher Terry Hastings, DHSES Senior Policy Advisor

Emergency Management Certification and Training (EMC & T) Refresher Terry Hastings, DHSES Senior Policy Advisor Emergency Management Certification and Training (EMC & T) Refresher Terry Hastings, DHSES Senior Policy Advisor 2015 NYSEMA Conference 2 Please sign in to ensure that you receive credit for the refresher

More information

Table of Contents ESF-3-1 034-00-13

Table of Contents ESF-3-1 034-00-13 Table of Contents Primary Coordinating Agency... 2 Local Supporting Agencies... 2 State, Regional, and Federal Agencies and Organizations... 3 Purpose... 3 Situations and Assumptions... 4 Direction and

More information

MONTGOMERY COUNTY, KANSAS EMERGENCY OPERATIONS PLAN. ESF14-Long Term Community Recovery

MONTGOMERY COUNTY, KANSAS EMERGENCY OPERATIONS PLAN. ESF14-Long Term Community Recovery MONTGOMERY COUNTY, KANSAS EMERGENCY OPERATIONS PLAN ESF14-Long Term Community Recovery Planning Team Support Agency Coffeyville Public Works Independence Public Works Montgomery County Public Works 1/15/2009

More information

Assisted Living Facilities & Adult Care Comprehensive Emergency Management Plans

Assisted Living Facilities & Adult Care Comprehensive Emergency Management Plans Assisted Living Facilities & Adult Care Comprehensive Emergency Management Plans STATUTORY REFERENCE GUIDANCE CRITERIA The Henrico County Division of Fire s Office of Emergency Management provides this

More information

BASIC EMERGENCY MANAGEMENT FOR ELECTED OFFICIALS. M a r y l a n d M a y o r s A s s o c i a t i o n. W i n t e r C o n f e r e n c e A n n a p o l i s

BASIC EMERGENCY MANAGEMENT FOR ELECTED OFFICIALS. M a r y l a n d M a y o r s A s s o c i a t i o n. W i n t e r C o n f e r e n c e A n n a p o l i s BASIC EMERGENCY MANAGEMENT FOR ELECTED OFFICIALS M a r y l a n d M a y o r s A s s o c i a t i o n W i n t e r C o n f e r e n c e A n n a p o l i s SPEAKERS Mayor Michael E. Bennett City of Aberdeen Mayor

More information

DISASTER MANAGEMENT. Goals To instill an understanding of the disaster management process

DISASTER MANAGEMENT. Goals To instill an understanding of the disaster management process DISASTER MANAGEMENT Goals To instill an understanding of the disaster management process Learning outcomes After completing this session, you will be able to Affirm the usefulness of integrating management

More information

The Role of Elected Officials During Disasters. Florida Division of Emergency Management

The Role of Elected Officials During Disasters. Florida Division of Emergency Management INTERGOVERNMENTAL RELATIONS TEAM The Role of Elected Officials During Disasters STATE OF FLORIDA Florida Division of Emergency Management 2 Introduction All-Hazards Approach The State of Florida is vulnerable

More information

Develop hazard mitigation policies and programs designed to reduce the impact of natural and human-caused hazards on people and property.

Develop hazard mitigation policies and programs designed to reduce the impact of natural and human-caused hazards on people and property. 6.0 Mitigation Strategy Introduction A mitigation strategy provides participating counties and municipalities in the H-GAC planning area with the basis for action. Based on the findings of the Risk Assessment

More information

LAWRENCE COUNTY, KENTUCKY EMERGENCY OPERATIONS PLAN ESF-13

LAWRENCE COUNTY, KENTUCKY EMERGENCY OPERATIONS PLAN ESF-13 LAWRENCE COUNTY, KENTUCKY EMERGENCY OPERATIONS PLAN LAW ENFORCEMENT AND SECURITY ESF-13 Coordinates and organizes law enforcement and security resources in preparing for, responding to and recovering from

More information

Abstract: Can libraries effectively partner with a governmental agency in offering information and outreach to communities?

Abstract: Can libraries effectively partner with a governmental agency in offering information and outreach to communities? Peer Reviewed Title: Outreach and Information Dissemination Regarding Disaster Relief Journal Issue: Electronic Green Journal, 1(17) Author: Hudak, Mary, Federal Emergency Management Agency Publication

More information

BASIC PLAN: Appendix 7 Disaster Recovery

BASIC PLAN: Appendix 7 Disaster Recovery Recovery activities involve the restoration of services to the public and returning the affected area(s) to pre-emergency conditions. A disaster may strike quickly, leaving the need for recovery operations

More information

MEMORANDUM OF UNDERSTANDING BETWEEN THE DEPARTMENT OF HOMELAND SECURITY FEDERAL EMERGENCY MANAGEMENT AGENCY AND

MEMORANDUM OF UNDERSTANDING BETWEEN THE DEPARTMENT OF HOMELAND SECURITY FEDERAL EMERGENCY MANAGEMENT AGENCY AND MEMORANDUM OF UNDERSTANDING BETWEEN THE DEPARTMENT OF HOMELAND SECURITY FEDERAL EMERGENCY MANAGEMENT AGENCY AND THE NORTH AMERICAN MISSION BOARD SOUTHERN BAPTIST CONVENTION DISASTER RELIEF 1. PARTIES The

More information

Chatham County Disaster Recovery Plan Recovery Planning Update. Mark Misczak, Brock Long, & Corey Reynolds Hagerty Consulting April 7, 2015

Chatham County Disaster Recovery Plan Recovery Planning Update. Mark Misczak, Brock Long, & Corey Reynolds Hagerty Consulting April 7, 2015 Chatham County Disaster Recovery Plan Recovery Planning Update Mark Misczak, Brock Long, & Corey Reynolds Hagerty Consulting April 7, 2015 Welcome Introduction to Recovery Planning Recovery Planning Process

More information

EMERGENCY MANAGEMENT PLANNING CRITERIA FOR HOSPITALS

EMERGENCY MANAGEMENT PLANNING CRITERIA FOR HOSPITALS EMERGENCY MANAGEMENT PLANNING CRITERIA FOR HOSPITALS The following minimum criteria are to be used when developing Comprehensive Emergency Management Plans (CEMP) for all hospitals. These criteria will

More information

ICS for LAUSD EOC and DOC Operation

ICS for LAUSD EOC and DOC Operation ICS for LAUSD EOC and DOC Operation Below is some background information on the Incident Command System (used at our schools and in other field operations) and how it applies in an EOC environment. From

More information

ANNEX P HAZARD MITIGATION

ANNEX P HAZARD MITIGATION ANNEX P HAZARD MITIGATION CITY OF HOUSTON TABLE OF CONTENTS ANNEX P MITIGATION COVER... i AUTHORITY & IMPLEMENTATION... ii TABLE OF CONTENTS... iii 1. AUTHORITY...1 2 PURPOSE...1 3. EXPLANATION OF TERMS...1

More information

Maryland Emergency Operations Plan

Maryland Emergency Operations Plan Maryland Emergency Operations Plan Purpose The purpose of the Maryland Emergency Operations Plan (EOP) is to outline an approach and designate responsibilities intended to minimize the consequences of

More information

Hospital Emergency Operations Plan

Hospital Emergency Operations Plan Hospital Emergency Operations Plan I-1 Emergency Management Plan I PURPOSE The mission of University Hospital of Brooklyn (UHB) is to improve the health of the people of Kings County by providing cost-effective,

More information

CHAPTER 33 EMERGENCY MANAGEMENT

CHAPTER 33 EMERGENCY MANAGEMENT CHAPTER 33 EMERGENCY MANAGEMENT Section 33.01 Policy and Purpose 33.02 Definitions 33.03 Establishment of an Emergency Management Organization 33.04 Power and Duties of the Director 33.05 Local Emergencies

More information

AMBULATORY SURGICAL CENTERS (Based upon AHCA Form # 3130-2003 JUL 94)

AMBULATORY SURGICAL CENTERS (Based upon AHCA Form # 3130-2003 JUL 94) (Based upon AHCA Form # 3130-2003 JUL 94) The document below is the cross-reference used by Palm Beach County Division of Emergency Management for the annual review and re-certification of your CEMP. Review

More information

Prototype Curriculum for Associate Degrees in Emergency Management

Prototype Curriculum for Associate Degrees in Emergency Management Prototype Curriculum for Associate Degrees in Emergency Management G230 Principles of Emergency Management This 3-day course replaces the Introduction to Emergency Management course. The new course consists

More information

HOSPITALS STATUTE RULE CRITERIA. Current until changed by State Legislature or AHCA

HOSPITALS STATUTE RULE CRITERIA. Current until changed by State Legislature or AHCA HOSPITALS STATUTE RULE CRITERIA Current until changed by State Legislature or AHCA Hospitals and Ambulatory Surgical Centers Statutory Reference' 395.1055 (1)(c), Florida Statutes Rules and Enforcement.

More information

ESF 14. Long-Term Community Recovery

ESF 14. Long-Term Community Recovery 1. Purpose This annex provides an overview of the general process to be followed in recovering from the economic results of a natural disaster or other major emergency that may impact Coos County. It outlines

More information

85-01-55 Overview of Business Continuity Planning Sally Meglathery Payoff

85-01-55 Overview of Business Continuity Planning Sally Meglathery Payoff 85-01-55 Overview of Business Continuity Planning Sally Meglathery Payoff Because a business continuity plan affects all functional units within the organization, each functional unit must participate

More information

Emergency Management Training

Emergency Management Training Emergency Management Training This article is extracted from the Emergency Program Manager. This book remains, in the opinion of the instructor, one of the best quick reference books for emergency managers.

More information

Emergency Management Planning Criteria For Residential Treatment Facilities

Emergency Management Planning Criteria For Residential Treatment Facilities Emergency Management Planning Criteria For Residential Treatment Facilities The following minimum criteria are to be used for Comprehensive Emergency Management Plans (CEMP) for Therapeutic Group Homes

More information

NURSING HOME STATUE RULE CRITERIA

NURSING HOME STATUE RULE CRITERIA NURSING HOME STATUE RULE CRITERIA Page 1 of 11 Nursing Homes Statutory Reference 8 400.23 (2)(g), Florida Statutes Rules; criteria; Nursing Home Advisory Committee; evaluation and rating system; fee for

More information

EMERGENCY MANAGEMENT PLANNING CRITERIA FOR AMBULATORY SURGICAL CENTERS

EMERGENCY MANAGEMENT PLANNING CRITERIA FOR AMBULATORY SURGICAL CENTERS EMERGENCY MANAGEMENT PLANNING CRITERIA FOR AMBULATORY SURGICAL CENTERS The following criteria are to be used when developing Comprehensive Emergency Management Plans (CEMP) for all ambulatory surgical

More information

Emergency Management Planning Criteria for Nursing Home Facilities (Criteria)

Emergency Management Planning Criteria for Nursing Home Facilities (Criteria) Emergency Management Planning Criteria for Nursing Home Facilities (Criteria) The following minimum criteria are to be used when developing Comprehensive Emergency Management Plans (CEMP) for all Nursing

More information

AMBULATORY SURGICAL CENTERS

AMBULATORY SURGICAL CENTERS AMBULATORY SURGICAL CENTERS STATUTE RULE CRITERIA Current until changed by State Legislature or AHCA Hospitals and Ambulatory Surgical Centers Statutory Reference 3 395.1055 (1)(c), Florida Statutes Rules

More information

Draft 8/1/05 SYSTEM First Rev. 8/9/05 2 nd Rev. 8/30/05 EMERGENCY OPERATIONS PLAN

Draft 8/1/05 SYSTEM First Rev. 8/9/05 2 nd Rev. 8/30/05 EMERGENCY OPERATIONS PLAN Draft 8/1/05 SYSTEM First Rev. 8/9/05 2 nd Rev. 8/30/05 EMERGENCY OPERATIONS PLAN I. INTRODUCTION A. PURPOSE - The University of Hawaii System Emergency Operations Plan (EOP) provides procedures for managing

More information

Disaster Recovery 101 the basics.

Disaster Recovery 101 the basics. Disaster Recovery 101 the basics. Scott MacLeod, MA Emergency Management Agency Hazard Mitigation & Disaster Recovery Division Manager December 19, 2012 1 Today s discussion Define disaster recovery Provide

More information

UNITED CHURCH OF CHRIST LOCAL CHURCH DISASTER PREPAREDNESS AND RESPONSE PLANNING GUIDELINES

UNITED CHURCH OF CHRIST LOCAL CHURCH DISASTER PREPAREDNESS AND RESPONSE PLANNING GUIDELINES UNITED CHURCH OF CHRIST LOCAL CHURCH DISASTER PREPAREDNESS AND RESPONSE PLANNING GUIDELINES The United Church of Christ local churches may use this plan as a guide when preparing their own disaster plans

More information

ESF-9 LAW ENFORCEMENT

ESF-9 LAW ENFORCEMENT ESF-9 LAW ENFORCEMENT CONTENTS PAGE I. PURPOSE ESF 9.1 II. SITUATIONS AND ASSUMPTIONS ESF 9.1 A. Situations ESF 9.1 B. Assumptions ESF 9.1 III. CONCEPT OF OPERATIONS ESF 9.2 A. General ESF 9.2 B. Operational

More information

DIVISION OF EMERGENCY MANAGEMENT

DIVISION OF EMERGENCY MANAGEMENT DIVISION OF EMERGENCY MANAGEMENT PROGRAM DESCRIPTION The Florida Division of Emergency Management (DEM) is responsible for maintaining a comprehensive statewide program of emergency management. In addition,

More information

EMERGENCY MANAGEMENT ORGANIZATION

EMERGENCY MANAGEMENT ORGANIZATION VI. EMERGENCY MANAGEMENT ORGANIZATION General 1. The overall responsibility for emergency preparedness rests with government on all levels, including all agencies of state, county and city in coordination

More information

New Hampshire Recovery Plan

New Hampshire Recovery Plan ANNEXES LEAD AGENCY: RECOVERY SUPPORT FUNCTION (RSF) 1 COMMUNITY PLANNING AND CAPACITY BUILDING N.H. Homeland Security and Emergency Management (HSEM) SUPPORT AGENCIES: N.H. Attorney General s Office (AG)

More information

PART 2 LOCAL, STATE, AND FEDERAL EMERGENCY RESPONSE SYSTEMS, LAWS, AND AUTHORITIES. Table of Contents

PART 2 LOCAL, STATE, AND FEDERAL EMERGENCY RESPONSE SYSTEMS, LAWS, AND AUTHORITIES. Table of Contents PART 2 LOCAL, STATE, AND FEDERAL EMERGENCY RESPONSE SYSTEMS, LAWS, AND AUTHORITIES (Updates in Yellow Highlight) Table of Contents Authorities: Federal, State, Local... 2-1 UCSF s Emergency ManagemenT

More information

BRYN MAWR COLLEGE EMERGENCY RESPONSE PLAN Revised 3/17/08 (abridged)

BRYN MAWR COLLEGE EMERGENCY RESPONSE PLAN Revised 3/17/08 (abridged) BRYN MAWR COLLEGE EMERGENCY RESPONSE PLAN Revised 3/17/08 (abridged) This document is a synopsis of the planning and preparation the College has undertaken to handle emergencies in a professional, efficient,

More information

The University of British Columbia Board of Governors

The University of British Columbia Board of Governors The University of British Columbia Board of Governors Policy No.: 8 Approval Date: May 2000 Last Revision: June 2005 Responsible Executive: Vice-President, Finance, Resources and Operations Title: Disaster

More information

Emergency management ( EM ) planning, developing, implementing,

Emergency management ( EM ) planning, developing, implementing, Information Bulletin #11 RM National Association of Community Health Centers, Inc. RISK MANAGEMENT SERIES For more information contact Jacqueline C. Leifer, Esq. or Marcie H. Zakheim, Esq. Feldesman Tucker

More information

Business Continuity Planning for Schools, Departments & Support Units

Business Continuity Planning for Schools, Departments & Support Units Business Continuity Planning for Schools, Departments & Support Units 1 What is Business Continuity Planning? Examples Planning for an adverse, major or catastrophic event that would cause a disruption

More information

CEMP Criteria for Residential Treatment Facilities

CEMP Criteria for Residential Treatment Facilities CEMP Criteria for Residential Treatment Facilities Lee County Emergency Management The following minimum criteria are to be used when Comprehensive Emergency Management Plans (CEMP) for all Residential

More information

All-Hazard Continuity of Operations Plan. [Department/College Name] [Date]

All-Hazard Continuity of Operations Plan. [Department/College Name] [Date] d All-Hazard Continuity of Operations Plan [Department/College Name] [Date] TABLE OF CONTENTS SECTION I: INTRODUCTION... 3 Executive Summary... 3 Introduction... 3 Goal... 4 Purpose... 4 Objectives...

More information

Emergency Management Planning Criteria for Hospital Facilities (State Criteria Form)

Emergency Management Planning Criteria for Hospital Facilities (State Criteria Form) Emergency Management Planning Criteria for Hospital Facilities (State Criteria Form) FACILITY INFORMATION: FACILITY NAME: FIELD (Company) ST. LIC. NO.: FIELD (Lic. #) FAC. TYPE: Hospital STATE RULE: 59A-3.078

More information

Emergency Support Function 14 Long-Term Community Recovery and Mitigation

Emergency Support Function 14 Long-Term Community Recovery and Mitigation ESF Coordinator: Grant County Emergency Management Primary Agencies: Grant County Emergency Management Grant County Assessor s Office Grant County Public Works Grant County Building Department Support

More information

Emergency Management in Turkey Adil Özdemir

Emergency Management in Turkey Adil Özdemir Adil Özdemir Turkey has been exposed to natural disasters throughout history. The main sources of these natural disasters have been earthquakes, floods, erosion and avalanches. Disaster response policies

More information

The Role of Government in a Disaster

The Role of Government in a Disaster Chapter 3: During the Disaster The Role of Government in a Disaster Government agencies play a critical role during times of disaster, but the exact role of government is often unclear to disaster victims.

More information

Iowa Smart Planning. Legislative Guide March 2011

Iowa Smart Planning. Legislative Guide March 2011 Iowa Smart Planning Legislative Guide March 2011 Rebuild Iowa Office Wallace State Office Building 529 East 9 th St Des Moines, IA 50319 515-242-5004 www.rio.iowa.gov Iowa Smart Planning Legislation The

More information

Emergency Support Function #14 RECOVERY & MITIGATION

Emergency Support Function #14 RECOVERY & MITIGATION Emergency Support Function #14 RECOVERY & MITIGATION Lead Agencies Virginia Department of Emergency Management (VDEM) Department of Housing and Community Development (DHCD) Support Agencies and Organizations

More information

Table of Contents ESF-12-1 034-00-13

Table of Contents ESF-12-1 034-00-13 Table of Contents Primary Coordinating Agency... 2 Local Supporting Agencies... 2 State, Regional, and Federal Agencies and Organizations... 2 Purpose... 3 Situations and Assumptions... 4 Direction and

More information

CROSS-REFERENCE FOR COMPREHENSIVE EMERGENCY MANAGEMENT PLAN RESIDENTIAL TREATMENT CENTERS FOR CHILDREN AND ADOLESCENTS

CROSS-REFERENCE FOR COMPREHENSIVE EMERGENCY MANAGEMENT PLAN RESIDENTIAL TREATMENT CENTERS FOR CHILDREN AND ADOLESCENTS CROSS-REFERENCE FOR COMPREHENSIVE EMERGENCY MANAGEMENT PLAN RESIDENTIAL TREATMENT CENTERS FOR CHILDREN AND ADOLESCENTS (Based upon AHCA Criteria dated July 2006) The document below is the cross-reference

More information

District Disaster Risk Management Planning

District Disaster Risk Management Planning District Disaster Risk Management Planning GUIDELINES JULY 2007 National Disaster Management Authority 1. Introduction Notifications for establishment of the District Disaster Management Authorities (DDMAs)

More information

Disaster Recovery Financial Assistance

Disaster Recovery Financial Assistance Disaster Recovery Financial Assistance Recovering from a disaster is a partnership effort among local, state and federal government agencies in conjunction with private and non-profit organizations. Rebuilding

More information

*****IMPORTANT SUBMITTAL INFORMATION*****

*****IMPORTANT SUBMITTAL INFORMATION***** The following minimum criteria are to be used when developing Comprehensive Emergency Management Plans (CEMP) for all Nursing Homes. The criteria serve as the required plan format for the CEMP, and will

More information

Emergency Preparedness Guidelines

Emergency Preparedness Guidelines DM-PH&SD-P7-TG6 رقم النموذج : I. Introduction This Guideline on supports the national platform for disaster risk reduction. It specifies requirements to enable both the public and private sector to develop

More information

SECTION 12 Emergency Management and Response Field Investigation

SECTION 12 Emergency Management and Response Field Investigation SECTION 12 Emergency Management and Response Field Investigation Types of Data to Be Collected and Recorded Reconnaissance activities should provide a general description and preliminary analysis of the

More information

CERT Damage Assessment Operations

CERT Damage Assessment Operations CERT DAMAGE ASSESSMENT OPERATIONS CERT Damage Assessment Operations Residential Assessments Individual Assistance Program CERT DAMAGE ASSESSMENT OPERATIONS AGENDA Requirements Pre-Official Damage Assessment

More information

Emergency Management Planning Criteria for Ambulatory Surgical Centers (State Criteria Form)

Emergency Management Planning Criteria for Ambulatory Surgical Centers (State Criteria Form) Emergency Management Planning Criteria for Ambulatory Surgical Centers (State Criteria Form) FACILITY INFORMATION: FACILITY NAME: FIELD (Company) FAC. TYPE: ASC STATE RULE: 59A-5, F.A.C CONTACT PERSON:

More information

Plan Development and Review Guidance for local Emergency Operations Plans

Plan Development and Review Guidance for local Emergency Operations Plans Nancy J. Dragani, Executive Director Ohio Emergency Management Agency 2855 West Dublin-Granville Road Columbus, Ohio 43235-2206 www.ema.ohio.gov Plan Development and Review Guidance for local Emergency

More information

Page Administrative Summary...3 Introduction Comprehensive Approach Conclusion

Page Administrative Summary...3 Introduction Comprehensive Approach Conclusion TABLE OF CONTENTS Page Administrative Summary...3 Introduction Comprehensive Approach Conclusion PART 1: PLANNING General Considerations and Planning Guidelines... 4 Policy Group Oversight Committee Extended

More information

Security Risk Assessment Tool

Security Risk Assessment Tool Security Risk Assessment Tool Version: (Draft) 24 April 2014 This tool was developed by the ACT Safety & Security Community of Practice (SSCP) for use by ACT Alliance members and partners. 1. Purpose of

More information

Emergency Management 101 The Questions You Should Be Asking In Your Community

Emergency Management 101 The Questions You Should Be Asking In Your Community Emergency Management 101 The Questions You Should Be Asking In Your Community Question: What s emergency management and why is it so important? The value that an emergency management program adds to a

More information

Emergency response; Crisis Informatics; Collective Intelligence. CSCW 2014 Gabriela Avram

Emergency response; Crisis Informatics; Collective Intelligence. CSCW 2014 Gabriela Avram Emergency response; Crisis Informatics; Collective Intelligence CSCW 2014 Gabriela Avram Crises and global communication A crisis an interruption in the reproduction of economic, cultural, social and/or

More information

ANNEX 3 ESF-3 - PUBLIC WORKS AND ENGINEERING. SC Budget and Control Board, Division of Procurement Services, Materials Management Office

ANNEX 3 ESF-3 - PUBLIC WORKS AND ENGINEERING. SC Budget and Control Board, Division of Procurement Services, Materials Management Office ANNEX 3 ESF-3 - PUBLIC WORKS AND ENGINEERING PRIMARY: SUPPORT: SC Budget and Control Board, Division of Procurement Services, Materials Management Office Clemson University Regulatory and Public Service

More information

UNLV Programs in Crisis and Emergency Management FALL, 2016 Admissions Information

UNLV Programs in Crisis and Emergency Management FALL, 2016 Admissions Information UNLV Programs in Crisis and Emergency Management FALL, 2016 Admissions Information Overview As a result of recent national, state, and local experiences such as September 11, 2001, and Hurricanes Katrina

More information

The Commonwealth of Massachusetts. 1 Ferncroft Road, P.O. Box 3340, Danvers, MA 01923-0840

The Commonwealth of Massachusetts. 1 Ferncroft Road, P.O. Box 3340, Danvers, MA 01923-0840 The Commonwealth of Massachusetts 1 Ferncroft Road, P.O. Box 3340, Danvers, MA 01923-0840 Emergency Response Plan 2013 Executive Approved February 18, 2014 I. Mission Statement An emergency can arise at

More information

PRESENTERS: BACHELOR OF ARTS- PSYCHOLOGY

PRESENTERS: BACHELOR OF ARTS- PSYCHOLOGY KIBET J. NELLY PRESENTERS: MAGAI N. DORCAS BACHELOR OF ARTS- PSYCHOLOGY DISASTER? A serious disruption of the functioning of a community or society causing widespread human, material, economic or environmental

More information

Chapter 6: Mitigation Strategies

Chapter 6: Mitigation Strategies Chapter 6: Mitigation Strategies This section of the Plan describes the most challenging part of any such planning effort the development of a Mitigation Strategy. It is a process of: 1. Setting mitigation

More information

2013 Flood Recovery Framework

2013 Flood Recovery Framework PFC2013-0646 ATTACHMENT 2013 Flood Recovery Framework calgary.ca contact 3-1-1 Onward/ Calgary: A great place to make a living; a great place to make a life. Contents Context...4 Weather conditions...5

More information

CHAPTER 13 WYOMING OFFICE OF HOMELAND SECURITY ARTICLE 1. This act may be cited as the "Wyoming Homeland Security Act."

CHAPTER 13 WYOMING OFFICE OF HOMELAND SECURITY ARTICLE 1. This act may be cited as the Wyoming Homeland Security Act. 19-13-101. Citation. CHAPTER 13 WYOMING OFFICE OF HOMELAND SECURITY ARTICLE 1 IN GENERAL This act may be cited as the "Wyoming Homeland Security Act." 19-13-102. Definitions. (a) As used in this act: (i)

More information

Comprehensive Emergency Management Plan (CEMP) Annex V CONTINUITY OF OPERATIONS PLAN (COOP)

Comprehensive Emergency Management Plan (CEMP) Annex V CONTINUITY OF OPERATIONS PLAN (COOP) Annex V CONTINUITY OF OPERATIONS PLAN (COOP) Milwaukee County Office of the Sheriff (MCSO) Division of Emergency Management Milwaukee County, ANNEX V CONTINUITY OF OPERATIONS PLAN (COOP) TABLE OF CONTENTS

More information

Comprehensive School Safety

Comprehensive School Safety Comprehensive School Safety A global framework in support of The Global Alliance for Disaster Risk Reduction and Resilience in the Education Sector and The Worldwide Initiative for Safe Schools, in preparation

More information

Purpose of the Governor s strategy. Guiding Principles

Purpose of the Governor s strategy. Guiding Principles Purpose of the Governor s strategy The Governor s initiative to develop and implement a State of Tennessee program to counter terrorism within the State is outlined in this document. The primary purpose

More information

1. GENERAL ADVISORY BASE FLOOD ELEVATION (ABFE) QUESTIONS

1. GENERAL ADVISORY BASE FLOOD ELEVATION (ABFE) QUESTIONS INTRODUCTION As communities begin to recover from the devastating effects of Hurricane Sandy, it is important to recognize lessons learned and to employ mitigation actions that ensure structures are rebuilt

More information

Comprehensive Emergency Management Education 604.528.5800 1.877.528.5591

Comprehensive Emergency Management Education 604.528.5800 1.877.528.5591 Bachelor of Emergency & Security Management Studies prepare yourself and your team with the most accessible, customizable emergency management training from Canada s Leading Public Safety Educator Comprehensive

More information

FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) INDEPENDENT STUDY COURSE INTRO TO INCIDENT COMMAND SYSTEM FOR FEDERAL WORKERS (IS-100.

FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) INDEPENDENT STUDY COURSE INTRO TO INCIDENT COMMAND SYSTEM FOR FEDERAL WORKERS (IS-100. This Study Guide has been created to provide an overview of the course content presented in the Federal Emergency Management Agency (FEMA) Independent Study Course titled IS-100.FWA Intro to Incident Command

More information

State of Kansas Office of the Adjutant General

State of Kansas Office of the Adjutant General Agency 56 State of Kansas Office of the Adjutant General Articles 56-1. ARMORIES. 56-2. STANDARDS FOR LOCAL DISASTER AGENCIES. 56-3. NUCLEAR EMERGENCY PREPAREDNESS FEES. Article 1. ARMORIES 56-1-1. Definitions.

More information

Emergency Support Function 14. Recovery

Emergency Support Function 14. Recovery Emergency Support Function 14 Recovery ESF COORDINATOR: PRIMARY AGENCY: SUPPORT AGENCIES: Iowa County Emergency Management Agency Iowa County Emergency Management Agency Chief Elected Officials County

More information

PUBLIC SAFETY FIRE. Functional Coordinator: Fire Chiefs

PUBLIC SAFETY FIRE. Functional Coordinator: Fire Chiefs Option for Public Safety or Tasks can be combined with Law Enforcement depending on jurisdiction PUBLIC SAFETY FIRE Functional Coordinator: Fire Chiefs Purpose This function provides procedures for preparedness,

More information

University of San Francisco EMERGENCY OPERATIONS PLAN

University of San Francisco EMERGENCY OPERATIONS PLAN University of San Francisco EMERGENCY OPERATIONS PLAN University of San Francisco Emergency Operations Plan Plan Contact Eric Giardini Director of Campus Resilience 415-422-4222 This plan complies with

More information

Essential Building Blocks of a Comprehensive Emergency Management Program. April 28, 2015

Essential Building Blocks of a Comprehensive Emergency Management Program. April 28, 2015 Essential Building Blocks of a Comprehensive Emergency Management Program April 28, 2015 Objectives 1. Overview of Planning Process and Requirements 2. Components of a comprehensive Emergency Management

More information

CITY OF MYRTLE BEACH BASIC DISASTER PLAN

CITY OF MYRTLE BEACH BASIC DISASTER PLAN CITY OF MYRTLE BEACH BASIC DISASTER PLAN I. BASIC PLAN A. PURPOSE This document establishes a framework through which the City of Myrtle Beach may prevent or mitigate the impacts of, prepare for, respond

More information

Appendix. Additional Information on Hospital Facility Management

Appendix. Additional Information on Hospital Facility Management App-1 Appendix. Additional Information on Hospital Facility Management Introduction: Typical Facility Management for Hospitals The typical facility management process for existing hospital buildings consists

More information

Preparing a Disaster Recovery Plan (Church)

Preparing a Disaster Recovery Plan (Church) Preparing a Disaster Recovery Plan (Church) In the event of a serious fire, a church may be required to close during the rebuilding period. The rebuilding process can take up to two years or more. Heritage

More information

Disaster Recovery Planning

Disaster Recovery Planning Disaster Recovery Planning Presented by Micky Hogue, CRM Sandia National Laboratories Albuquerque, New Mexico Mlhogue@sandia.gov 1 2 3 If that happened to your business... Would your business be able to

More information

Continuity of Operations:

Continuity of Operations: Continuity of Operations: By Robert Marinelli The past twelve months have provided many challenges due to severe weather events. Massachusetts has withstood a major tropical storm, tornados, and several

More information

North Carolina Emergency Management. Preparedness, Response & Long-Term Recovery

North Carolina Emergency Management. Preparedness, Response & Long-Term Recovery North Carolina Emergency Management Preparedness, Response & Long-Term Recovery Status of Recovery from Hurricane Irene Individual Assistance 35 counties declared 29,936 people registered $21,182,252 disbursed

More information

EMERGENCY MANAGEMENT PLANNING CRITERIA FOR ADULT DAY CARE FACILITIES

EMERGENCY MANAGEMENT PLANNING CRITERIA FOR ADULT DAY CARE FACILITIES The following criteria are to be used for the development of Comprehensive Emergency Management Plans (CEMP) for Adult Day Care (ADC). The criteria will serve as a recommended plan format for the CEMP,

More information

Chapter 1: An Overview of Emergency Preparedness and Business Continuity

Chapter 1: An Overview of Emergency Preparedness and Business Continuity Chapter 1: An Overview of Emergency Preparedness and Business Continuity After completing this chapter, students will be able to: Describe organization and facility stakeholder needs during and after emergencies.

More information

At the lower level, incumbents assist local governments and individuals in obtaining disaster assistance.

At the lower level, incumbents assist local governments and individuals in obtaining disaster assistance. STATE OF OHIO (DAS) CLASSIFICATION SPECIFICATION CLASSIFICATION SERIES Disaster Services MAJOR AGENCIES Public Safety only SERIES NUMBER 6491 EFFECTIVE 09/21/2014 SERIES PURPOSE The purpose of the disaster

More information

Western Washington University Basic Plan 2013. A part of Western s Comprehensive Emergency Management Plan

Western Washington University Basic Plan 2013. A part of Western s Comprehensive Emergency Management Plan 2013 A part of Western s Record of Changes Change # Date Entered Description and Location of Change(s) Person making changes 2 1. PURPOSE, SCOPE, SITUATION OVERVIEW, ASSUMPTIONS AND LIMITATIONS A. PURPOSE

More information

Dilemmas in Emergency Management & Response. Bruria Adini Wiesel, PhD Emergency & Disaster Management Division Israeli Ministry of Health

Dilemmas in Emergency Management & Response. Bruria Adini Wiesel, PhD Emergency & Disaster Management Division Israeli Ministry of Health Dilemmas in Emergency Management & Response Bruria Adini Wiesel, PhD Emergency & Disaster Management Division Israeli Ministry of Health 1 Dilemmas in disaster preparedness Provision of medical services

More information