This document provides an overview of key concepts for an emergency management course unit on disaster response and recovery. It discusses the response phase, which aims to minimize risk and provide emergency assistance in the initial disaster period. Recovery has short-term efforts to restore minimum operations within two weeks and longer-term recovery over 30-90 days depending on the disaster. The document also outlines challenges for emergency managers, like coordination between agencies and acquiring financial resources, and stresses the importance of planning, communication, and stakeholder involvement in both response and recovery phases.

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PowerPoint BasicsAPA for Power Point
MSE 6301, Risk Management 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:

4. 2. Examine the risk that disasters present to the community and
responders.
2.1 Determine a community's vulnerability for a disaster.
3. Assess emergency planning strategies aimed to reduce risk.
3.1 Determine methods for gathering local, state, and federal
officials together for planning
purposes.
3.2 Discuss the integration of a recovery operations plan into
the main part of an emergency
operations plan.
3.3 Identify mitigation strategies that can address risk reduction
in your community.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
3.1
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
3.2
Unit Lesson

5. Chapter 4
Unit III PowerPoint Presentation
3.3
Unit Lesson
Chapter 4
Unit III PowerPoint Presentation
Reading Assignment
Chapter 4: Disaster Response and Recovery
Unit Lesson
Major disasters often lead to positive outcomes for emergency
management and lessons learned from
decision making that took place during the disaster. Failures in
response and recovery efforts in disasters
such as Hurricane Katrina and some of the past California
wildfires lead to the establishment of the National
Response Framework (NRF). The ideal situations within the
NRF lend themselves to collaboration,
communication, and planning where emergency management
may also become involved in the recovery
phase of a disaster. There are two main phases that will be
discussed in this unit: response and recovery
(Kapucu & Özerdem, 2013).
The response phase of a disaster occurs at the initial onset of
the disaster. The true intention of this phase is
to minimize the risk and hazard to the community that may be
impacted by the disaster, providing emergency
assistance for protection of lives, businesses, community

6. resources, and providing emergency relief to
disaster victims impacted by the disaster. In addition to the
response efforts, the recovery efforts must also be
taken into consideration. Recovery can be broken into both
short-term and long-term responses. Short-term
responses are normally returning vital human systems to
minimal operations within a two-week period
(Arnell, Thomas, Tuyman, & Liverman, 2013; Kapucu &
Özerdem, 2013). On the other hand, the long-term
recovery efforts can be extended into 30, 45, or perhaps 90 day
periods. It will depend on the type of disaster
UNIT III STUDY GUIDE
Emergency Management Phases:
Response and Recovery
MSE 6301, Risk Management 2
UNIT x STUDY GUIDE
Title
that has impacted the community. Response activities prior to
the disaster may also include the evacuation
planning efforts of local leaders, ensuring communication is
working between local jurisdictions and
community leaders, and the transition period between response
and recovery is able to occur smoothly to
maintain a sense of continuity in the areas of the community
that have been impacted (Kapucu & Özerdem,

7. 2013).
Emergency management comprehension comes in the form of
being able to understand the roles and
experiences of public officials in the context of previous
disaster management, basic knowledge of an event,
and being able to have multiple response agencies be present
when needed. Knowledge, training, and
education are integral parts of disaster management. There
needs to be a clear recognition of risk and
decision-making efforts when there is an opportunity to handle
disaster issues when they arise
(Arnell et al., 2013). Clear recognition of that risk is necessary
at the local level through first responding
agencies, and upper management in the responding agencies
need to have full comprehension of what is
required regarding resources, financial management, and mutual
aid responses that may become
instrumental during an event. Emergency operations centers
(EOCs) are likely to hire more part-time
personnel rather than full-time personnel to work in the case of
disasters. On the other hand, the monies that
are initially saved cannot compensate for the education and
skills that are required during an event. Training,
education, experience, and the ability to communicate are
imperative traits for emergency personnel who are
involved in the EOC (Kapucu & Özerdem, 2013; Pfurtscheller &
Thieken, 2013).
Multi-jurisdictional agencies that are in preparation for
disasters need to have a firm understanding of
collaboration and communication. The first of many challenges
that are oftentimes faced by emergency
management agencies is handling the communication aspects
related to the different agencies that may be
required to offer their support, resources, and other plans that

8. may be beneficial to the community that is
impacted by disaster. Collaboration is another issue that may
arise prior to a disaster
(Kapucu & Özerdem, 2013). Oftentimes, communities train
within their own jurisdiction or county, for example,
and are either unwilling or lack interest in training with other
surrounding communities. These actions can
have major consequences in a disaster. The lack of
coordination, training, education, and exchanging of vital
information can lead to chaos in the midst of an emergency. One
of the main challenges that an emergency
manager may also face is acquiring financial resources. The
type of disaster relief may be dictated by the
type of approach from the first responders, the time frame, and
the financial backing that may be incurred
(Kapucu & Özerdem, 2013).
Collaboration and coordination allow for a great number of
resources to be gathered prior to an event, but
more importantly there is room for thoughts, ideas, and
visionary solutions that can be found for the
communities to cope with disasters. Technology can also be part
of the emergency management
interoperability with other communities. Geographical
information systems (GIS) can be used to show terrain,
geographic information, and are a good tool to apply in the
planning phases of disaster management
(Kapucu & Özerdem, 2013). Although technology and finances
are key components of emergency
management, there is a need to have different community
stakeholders become part of the process. Various
backgrounds, different types of resources, and advancements in
technology are imperative to the success of
the interoperability of the emergency management team. The
ability to have the agencies work, communicate,
and collaborate with one another is another challenge the

9. emergency manager faces (Arnell et al., 2013;
Kapucu & Özerdem, 2013).
In a continuing effort to organize personnel and resources
during a disaster, the emergency manager may be
part of an emergency multi-organizational network (EMON).
The best suggestion for the emergency manager
is to have a well-developed emergency operations plan (EOP).
The plan should address challenges such as
dealing with citizens and their responses to disasters, resource
convergence, emergency workers leaving
their duties to care for their loved ones and families, what to do
in the event of a disaster declaration, and
ensuring there is a communications component that is available.
Emergency managers should be transparent
with the community, provide continual updates for the media,
and be willing to share up-to-date information
that may be available regarding returning to homes and
businesses and what the next steps are in the
recovery process. The National Incident Management System
(NIMS) is a key element in structure,
communication, and managing disaster response. It is
imperative to have a structure in place in order to
combat the confusion that may ensue over who is in charge of
an event and communication issues with the
public and media. Even with a structure in place, the emergency
manager should keep in mind how to
determine the use of the EOP and when there needs to be
flexibility within that plan in an effort to handle the
emergency in a different approach.

10. MSE 6301, Risk Management 3
UNIT x STUDY GUIDE
Title
The emergency manager needs to be further prepared for
challenges in a disaster when the resources being
requested far exceed the ability to handle the situation.
Operational challenges should be addressed in the
planning phase along with those political entities that are
involved with financial resource allocation. Citizen
responses may turn destructive if there is not a clear message
being delivered to them when a response is
needed. The lack of communication can cause unrest, distrust,
and confusion, and deplete the decision-
making process along the way. Local governments and agencies
should be required to plan a disciplinary
approach to allocation of resources, the evacuation process,
continual assessment of the situations arising,
and the eventuality of recovery (Armenakis & Nirupama, 2013;
Kapucu & Özerdem, 2013).
Emergency managers need to understand what the full recovery
efforts will need for business continuity and
how they will take place after the disaster. Community
stakeholders should also be involved in the process of
understanding exactly what the vulnerabilities are in their
residences and businesses, and address the
hazards that they feel are in the immediate needs categories
(Kapucu & Özerdem, 2013). A good risk
analysis prior to the disasters occurring should be considered by
all parties involved in the mitigation process.
There should be emphasis on the recovery process concerning
citizen involvement to increase the level of

11. stakeholder buy-in, decision-making for the variety of needs in
the community, and to strengthen the feeling of
citizen empowerment in making decisions for their own
community. Recovery planning will not only prepare
the entire community for disasters, but also increase disaster
awareness through the emergency
management cycle. Coordination and communication are the key
elements to this level of success
(Kapucu & Özerdem, 2013).
References
Armenakis, C., & Nirupama, N. (2013). Prioritization of
disaster risk in a community using GIS. Natural
Hazards, 66(1), 15-29.
Arnell, A., Thomas, D. S., Tuyman, C., & Liverman, D. (2013).
Flooding resettlement and change in
livelihoods: Evidence from rural Mozambique. Disasters, 37(3),
468-488.
Kapucu, N., & Özerdem, A. (2013). Managing emergencies and
crises. Burlington, MA: Jones & Bartlett.
Pfurtscheller, C. & Thieken, A. H. (2013). The price of safety
costs for mitigating and coping with Alpine
hazards. Natural Hazards & Earth System Sciences, 13(10),
2619-2637.

12. Suggested Reading
In order to access the following resource, click the link below:
Flooding costs the United States and international agencies
billions of dollars a year in resettlement services
as well as business continuity. Flooding, relocation, and re-
establishment of families in alternate locations can
be challenging for emergency management.
Arnall, A., Thomas, D. S., Twyman, C., & Liverman, D. (2013).
Flooding, resettlement, and change in
livelihoods: Evidence from rural Mozambique. Disasters, 37(3),
468-488. Retrieved from
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