This document discusses the need for a clearly defined national disaster management policy in Pakistan. It outlines the main elements that should be included in such a policy, including defining the disaster threats, assessing available resources, and outlining organizational arrangements for prevention, preparedness, response, recovery and development. The process of policy definition should consider factors like the disaster threat, likely effects, resources, and how the policy interlocks with other national policies like development and environment protection. The document provides examples of Pakistan's hazards like earthquakes, floods, tsunamis and discusses the country's disaster context due to factors like climate, geography and vulnerability. It outlines Pakistan's pre-2005 and post-2005 disaster management systems and arrangements.
Smarter CitiesThought Leadership White Paper21st centu.docxwhitneyleman54422
Smarter Cities
Thought Leadership White Paper
21st century emergency
management
21st century emergency management2
Contents
2 How did we get here?
4 Legacy-induced challenges
5 21st century emergency management
6 Implementing an emergency management technology
solution
7 Why IBM?
In the late summer months, a tropical depression forms over
warm ocean waters. Meteorologists track the system as it
increases in both size and intensity, becoming first a tropical
storm and then a hurricane. Forecasters and computer models
agree the new storm will likely make landfall over a major
population center. As the hurricane strengthens, emergency
management personnel prepare for what they fear will become
headline news. Public agencies and private organizations
throughout the region begin executing their respective
emergency plans.
Meanwhile, on the other side of the country a lone actor
executes a carefully designed plan for public violence. Unlike
with the brewing storm, emergency management personnel have
no advance warning and must immediately assess the situation
and activate plans designed to prevent loss of life.
In both scenarios, response plans are in full motion. While the
various regional agencies and organizations in each area have
planned for these types of events, these groups still struggle to
coordinate a comprehensive response. Plan execution revealed
areas where interagency activities were not working together
cohesively. It also showed where their respective preparedness
and response plans overlap—and information-sharing challenges
made real-time adjustments difficult at best.
How did we get here?
Around the world, incidents similar to these occur every day.
Yet in event after event, emergency management (EM) personnel
struggle to overcome institutional inertia that can impede an
integrated response to fully-anticipated events as well as the
challenges posed by unanticipated events. The reason is the
historical evolution of emergency management.
Traditionally, emergency management as a practice was focused
on disaster response. Only minimal EM resources were allocated
to planning and preparing for an emergency, recovering and
rebuilding from an emergency, or even ongoing activities that
might reduce the impact or duration of an emergency event.
This was because the discipline of emergency management
originated from developing appropriate responses to wars
and other externally-initiated attacks. In addition, early disaster
research was almost exclusively supported by the US military.
As the Cold War waned, the EM focus shifted from traditional
military threats and broadened to include both natural and
manmade events. In 1979, a more formalized, civil-based
approach was initiated with the formation of US Federal
Emergency Management Agency (FEMA) and the associated
EM workforce that included regional and local officials in
addition to military personnel.
At the same time this ne.
Running head POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT 1P.docxtodd581
Running head: POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT
1Political Roles in Natural Disaster Management
Political Roles in Natural Disaster Management
Student name:
Course:
Instructor name:
Month, day, year:
Abstract
Natural disaster management is a fundamental act in the US both in economic, social-cultural, and political dimensions. Researchers and policymakers record that due to Hurricane Agnes and nuclear accidents in the United States of America, a rise to government participation at local and federal was evidence through the formation of the Federal Emergency Management Agency (FEMA) (Mener A, 2007). The purpose of this paper is to review and political analysis roles in planning, preparation, and response to a natural disaster.
Introduction
The impact and occurrence of natural disasters are on an administrative capacity. Despite the autonomy of genetic distance relationships with a political standpoint, human political actions display myriad ways in which political intervention leads to planning, preparation, and response to such circumstances beyond one's control (Cohen C and Weker E, 2008). Political designs and models are vital in disaster control, mitigation, and control over a given geographical jurisdiction and administration capability of political power in natural disasters such as earthquake and hurricane mitigation and monitoring. Despite an extensive literature review on the political contribution in disaster management, there is a need for further research to comprehend planning, preparation, and response to natural disasters from a political perspective.
Planning
Disaster planning is a systematic approach to natural disaster management and control. Politics play myriad roles in planning for natural disaster mitigation and control (Choudhury Z, 2013). Politics shape the systematic planning of natural disaster management prevention, alerts, response, and recovery of the losses. The federal and local government authority plays roles to control natural disaster in various approaches.
Planning of inspection methods and alert preposition are vital in the pre.
Running head POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT 1P.docxglendar3
Running head: POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT
1Political Roles in Natural Disaster Management
Political Roles in Natural Disaster Management
Student name:
Course:
Instructor name:
Month, day, year:
Abstract
Natural disaster management is a fundamental act in the US both in economic, social-cultural, and political dimensions. Researchers and policymakers record that due to Hurricane Agnes and nuclear accidents in the United States of America, a rise to government participation at local and federal was evidence through the formation of the Federal Emergency Management Agency (FEMA) (Mener A, 2007). The purpose of this paper is to review and political analysis roles in planning, preparation, and response to a natural disaster.
Introduction
The impact and occurrence of natural disasters are on an administrative capacity. Despite the autonomy of genetic distance relationships with a political standpoint, human political actions display myriad ways in which political intervention leads to planning, preparation, and response to such circumstances beyond one's control (Cohen C and Weker E, 2008). Political designs and models are vital in disaster control, mitigation, and control over a given geographical jurisdiction and administration capability of political power in natural disasters such as earthquake and hurricane mitigation and monitoring. Despite an extensive literature review on the political contribution in disaster management, there is a need for further research to comprehend planning, preparation, and response to natural disasters from a political perspective.
Planning
Disaster planning is a systematic approach to natural disaster management and control. Politics play myriad roles in planning for natural disaster mitigation and control (Choudhury Z, 2013). Politics shape the systematic planning of natural disaster management prevention, alerts, response, and recovery of the losses. The federal and local government authority plays roles to control natural disaster in various approaches.
Planning of inspection methods and alert preposition are vital in the pre.
HM510Week2 AssignmentAs the assistant director of emergency SusanaFurman449
HM510
Week2 Assignment
As the assistant director of emergency management for your hometown New York City, you have been given the task by the newly elected county commission to propose a hazard mitigation awareness program that can be placed on the county public-safety training website. It is the goal of the commissioners to assure that all county agencies, and especially first responders and code-enforcement officials, have an awareness of what hazard-mitigation strategies can be employed in new land-development projects and construction to mitigate the local natural and man-made hazards.
You are to propose a training plan utilizing 10 PowerPoint slides that includes the following components:
· Target audience
· Issues to be addressed
· Media type and format to be utilized
· Feedback/evaluation format for the training
· Implementation plan for the program
Directions:
· Your slide requirement is excluding your title, introduction, and reference slides.
· Use one basic slide design and layout.
· Limit slides to between 6 and 8 lines of content.
· You may use pictures, charts, and graphs to supplement your material as long as they do not take up the entire slide
· Use bullets for your main points.
· Use speaker notes to fully explain what is being discussed in the bullet points as though you are presenting to an audience, being sure to follow the Standard English (correct grammar, punctuation, etc.)
· Viewpoint and purpose should be clearly established and sustained
· Presentation should be well ordered, logical and unified, as well as original and insightful
· Your work should display superior content, organization, style, and mechanics
· Appropriate citation style should be followed
You should also make sure to:
· Use examples to support your discussion
· Cite all sources on a separate reference slide at the end of your PowerPoint and reference and cite within the body of the presentation using APA format and citation style. For more information on APA guidelines, visit Academic Tools.
HM510
Unit 2 DQ
Mitigation Planning
Mitigation planning to include funding is important to building a sustainable and hazard-resilient community. Given the three layers of governmental bureaucracy (federal, state, and local) do you believe the system is readily accessible? How do you think the process can be improved to make funding available sooner and ultimately increase the level of mitigation activity? What checks and balances should remain, and which could be removed? Share any personal experiences with the process.
Student #1: (Travis Reed)
Good morning Y’all
The funding process is among the key determinant factors for the success of any mitigation measure directed to a disaster of any nature (Smith & Vila, 2020). Without sufficient funds, the hazard mitigation strategies are rendered ineffective in restoring the status of the community following a disaster. While funding is a critical factor in hazard mitigation, it is also one area with multiple ch ...
Discussion Topic #2 Compare and contrast the NIMS and the N.docxpetehbailey729071
Discussion Topic #2:
Compare and contrast the NIMS and the National Response Framework (NRF). Do we need both?
Additional Information: Please see the attachment
January 22, 2008
What’s New in the National Response Framework
New Name:
The
National Response Framework
supersedes the
National Response Plan
and more adequately serves as a guide to how the nation conducts incident response. The new name better aligns the document with its intent.
Purpose
: To ensure that government executives, private sector, nongovernmental organization (NGO) leaders, and emergency management practitioners across the nation understand domestic incident response roles, responsibilities and relationships in order to respond more effectively to any type of incident.
Broader Scope:
The
Framework
provides structures for implementing national-level policy and operational coordination for domestic incident response. In this document, incidents include actual or potential emergencies or all-hazard events that range from accidents and natural disasters to actual or potential terrorist attacks. Such incidents range from modest events wholly contained within a single community to others that are catastrophic in nature and national in their scope of consequences.
Wider Audience:
The
Framework
is intended for executive leadership and emergency management practitioners at all levels of government, as well as private sector, and nongovernmental organizations (NGOs).
Integrated Key Concepts:
An effective, unified national response requires layered, mutually supporting capabilities, with States having the primary responsibility for public health and welfare of its citizens. Five elemental principles of operation constitute national response doctrine:
Engaged partnerships
Tiered response
Scalable, flexible and adaptable operational capabilities
Unity of effort through unified command
Readiness to act
Expanded Focus on Partnerships:
The
Framework
states that an effective national response requires layered, mutually supporting capabilities. This approach affirms that local communities, tribes and States have primary responsibility for the safety and security of their citizens; that local leaders build the foundation for response and that resilient communities begin with prepared individuals and families.
Updated Planning Section:
The
Framework
contains a section that focuses on the critical importance of planning. The intent is to lay the groundwork to:
Link planning, preparedness, resource and asset management processes, and data in a virtual environment;
Prioritize plans and planning efforts to best support homeland security strategies and allow seamless transition to execution; and
Provide parallel and concurrent planning at all levels of government.
Improved Annexes and Appendixes:
The Emergency Support Functions and Support Annexes have been updated and remain an integral part of the
Framework
. The Incident Annexes will be revised a.
Reconstitution of emergency operations center.docxsodhi3
The emergency operations center in New York City was destroyed in the 9/11 attacks on the World Trade Center. It was located on the 23rd floor of the WTC. After the attacks, it was temporarily relocated to a pier on the Hudson River. Within 96 hours, a makeshift office was established there. Later, it moved to a permanent new location in Brooklyn. The article discusses how the emergency operations center was able to quickly reconstitute itself and continue operations despite facing major challenges from the attacks and relocations.
This document discusses the need for a clearly defined national disaster management policy in Pakistan. It outlines the main elements that should be included in such a policy, including defining the disaster threats, assessing available resources, and outlining organizational arrangements for prevention, preparedness, response, recovery and development. The process of policy definition should consider factors like the disaster threat, likely effects, resources, and how the policy interlocks with other national policies like development and environment protection. The document provides examples of Pakistan's hazards like earthquakes, floods, tsunamis and discusses the country's disaster context due to factors like climate, geography and vulnerability. It outlines Pakistan's pre-2005 and post-2005 disaster management systems and arrangements.
Smarter CitiesThought Leadership White Paper21st centu.docxwhitneyleman54422
Smarter Cities
Thought Leadership White Paper
21st century emergency
management
21st century emergency management2
Contents
2 How did we get here?
4 Legacy-induced challenges
5 21st century emergency management
6 Implementing an emergency management technology
solution
7 Why IBM?
In the late summer months, a tropical depression forms over
warm ocean waters. Meteorologists track the system as it
increases in both size and intensity, becoming first a tropical
storm and then a hurricane. Forecasters and computer models
agree the new storm will likely make landfall over a major
population center. As the hurricane strengthens, emergency
management personnel prepare for what they fear will become
headline news. Public agencies and private organizations
throughout the region begin executing their respective
emergency plans.
Meanwhile, on the other side of the country a lone actor
executes a carefully designed plan for public violence. Unlike
with the brewing storm, emergency management personnel have
no advance warning and must immediately assess the situation
and activate plans designed to prevent loss of life.
In both scenarios, response plans are in full motion. While the
various regional agencies and organizations in each area have
planned for these types of events, these groups still struggle to
coordinate a comprehensive response. Plan execution revealed
areas where interagency activities were not working together
cohesively. It also showed where their respective preparedness
and response plans overlap—and information-sharing challenges
made real-time adjustments difficult at best.
How did we get here?
Around the world, incidents similar to these occur every day.
Yet in event after event, emergency management (EM) personnel
struggle to overcome institutional inertia that can impede an
integrated response to fully-anticipated events as well as the
challenges posed by unanticipated events. The reason is the
historical evolution of emergency management.
Traditionally, emergency management as a practice was focused
on disaster response. Only minimal EM resources were allocated
to planning and preparing for an emergency, recovering and
rebuilding from an emergency, or even ongoing activities that
might reduce the impact or duration of an emergency event.
This was because the discipline of emergency management
originated from developing appropriate responses to wars
and other externally-initiated attacks. In addition, early disaster
research was almost exclusively supported by the US military.
As the Cold War waned, the EM focus shifted from traditional
military threats and broadened to include both natural and
manmade events. In 1979, a more formalized, civil-based
approach was initiated with the formation of US Federal
Emergency Management Agency (FEMA) and the associated
EM workforce that included regional and local officials in
addition to military personnel.
At the same time this ne.
Running head POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT 1P.docxtodd581
Running head: POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT
1Political Roles in Natural Disaster Management
Political Roles in Natural Disaster Management
Student name:
Course:
Instructor name:
Month, day, year:
Abstract
Natural disaster management is a fundamental act in the US both in economic, social-cultural, and political dimensions. Researchers and policymakers record that due to Hurricane Agnes and nuclear accidents in the United States of America, a rise to government participation at local and federal was evidence through the formation of the Federal Emergency Management Agency (FEMA) (Mener A, 2007). The purpose of this paper is to review and political analysis roles in planning, preparation, and response to a natural disaster.
Introduction
The impact and occurrence of natural disasters are on an administrative capacity. Despite the autonomy of genetic distance relationships with a political standpoint, human political actions display myriad ways in which political intervention leads to planning, preparation, and response to such circumstances beyond one's control (Cohen C and Weker E, 2008). Political designs and models are vital in disaster control, mitigation, and control over a given geographical jurisdiction and administration capability of political power in natural disasters such as earthquake and hurricane mitigation and monitoring. Despite an extensive literature review on the political contribution in disaster management, there is a need for further research to comprehend planning, preparation, and response to natural disasters from a political perspective.
Planning
Disaster planning is a systematic approach to natural disaster management and control. Politics play myriad roles in planning for natural disaster mitigation and control (Choudhury Z, 2013). Politics shape the systematic planning of natural disaster management prevention, alerts, response, and recovery of the losses. The federal and local government authority plays roles to control natural disaster in various approaches.
Planning of inspection methods and alert preposition are vital in the pre.
Running head POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT 1P.docxglendar3
Running head: POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT
1Political Roles in Natural Disaster Management
Political Roles in Natural Disaster Management
Student name:
Course:
Instructor name:
Month, day, year:
Abstract
Natural disaster management is a fundamental act in the US both in economic, social-cultural, and political dimensions. Researchers and policymakers record that due to Hurricane Agnes and nuclear accidents in the United States of America, a rise to government participation at local and federal was evidence through the formation of the Federal Emergency Management Agency (FEMA) (Mener A, 2007). The purpose of this paper is to review and political analysis roles in planning, preparation, and response to a natural disaster.
Introduction
The impact and occurrence of natural disasters are on an administrative capacity. Despite the autonomy of genetic distance relationships with a political standpoint, human political actions display myriad ways in which political intervention leads to planning, preparation, and response to such circumstances beyond one's control (Cohen C and Weker E, 2008). Political designs and models are vital in disaster control, mitigation, and control over a given geographical jurisdiction and administration capability of political power in natural disasters such as earthquake and hurricane mitigation and monitoring. Despite an extensive literature review on the political contribution in disaster management, there is a need for further research to comprehend planning, preparation, and response to natural disasters from a political perspective.
Planning
Disaster planning is a systematic approach to natural disaster management and control. Politics play myriad roles in planning for natural disaster mitigation and control (Choudhury Z, 2013). Politics shape the systematic planning of natural disaster management prevention, alerts, response, and recovery of the losses. The federal and local government authority plays roles to control natural disaster in various approaches.
Planning of inspection methods and alert preposition are vital in the pre.
HM510Week2 AssignmentAs the assistant director of emergency SusanaFurman449
HM510
Week2 Assignment
As the assistant director of emergency management for your hometown New York City, you have been given the task by the newly elected county commission to propose a hazard mitigation awareness program that can be placed on the county public-safety training website. It is the goal of the commissioners to assure that all county agencies, and especially first responders and code-enforcement officials, have an awareness of what hazard-mitigation strategies can be employed in new land-development projects and construction to mitigate the local natural and man-made hazards.
You are to propose a training plan utilizing 10 PowerPoint slides that includes the following components:
· Target audience
· Issues to be addressed
· Media type and format to be utilized
· Feedback/evaluation format for the training
· Implementation plan for the program
Directions:
· Your slide requirement is excluding your title, introduction, and reference slides.
· Use one basic slide design and layout.
· Limit slides to between 6 and 8 lines of content.
· You may use pictures, charts, and graphs to supplement your material as long as they do not take up the entire slide
· Use bullets for your main points.
· Use speaker notes to fully explain what is being discussed in the bullet points as though you are presenting to an audience, being sure to follow the Standard English (correct grammar, punctuation, etc.)
· Viewpoint and purpose should be clearly established and sustained
· Presentation should be well ordered, logical and unified, as well as original and insightful
· Your work should display superior content, organization, style, and mechanics
· Appropriate citation style should be followed
You should also make sure to:
· Use examples to support your discussion
· Cite all sources on a separate reference slide at the end of your PowerPoint and reference and cite within the body of the presentation using APA format and citation style. For more information on APA guidelines, visit Academic Tools.
HM510
Unit 2 DQ
Mitigation Planning
Mitigation planning to include funding is important to building a sustainable and hazard-resilient community. Given the three layers of governmental bureaucracy (federal, state, and local) do you believe the system is readily accessible? How do you think the process can be improved to make funding available sooner and ultimately increase the level of mitigation activity? What checks and balances should remain, and which could be removed? Share any personal experiences with the process.
Student #1: (Travis Reed)
Good morning Y’all
The funding process is among the key determinant factors for the success of any mitigation measure directed to a disaster of any nature (Smith & Vila, 2020). Without sufficient funds, the hazard mitigation strategies are rendered ineffective in restoring the status of the community following a disaster. While funding is a critical factor in hazard mitigation, it is also one area with multiple ch ...
Discussion Topic #2 Compare and contrast the NIMS and the N.docxpetehbailey729071
Discussion Topic #2:
Compare and contrast the NIMS and the National Response Framework (NRF). Do we need both?
Additional Information: Please see the attachment
January 22, 2008
What’s New in the National Response Framework
New Name:
The
National Response Framework
supersedes the
National Response Plan
and more adequately serves as a guide to how the nation conducts incident response. The new name better aligns the document with its intent.
Purpose
: To ensure that government executives, private sector, nongovernmental organization (NGO) leaders, and emergency management practitioners across the nation understand domestic incident response roles, responsibilities and relationships in order to respond more effectively to any type of incident.
Broader Scope:
The
Framework
provides structures for implementing national-level policy and operational coordination for domestic incident response. In this document, incidents include actual or potential emergencies or all-hazard events that range from accidents and natural disasters to actual or potential terrorist attacks. Such incidents range from modest events wholly contained within a single community to others that are catastrophic in nature and national in their scope of consequences.
Wider Audience:
The
Framework
is intended for executive leadership and emergency management practitioners at all levels of government, as well as private sector, and nongovernmental organizations (NGOs).
Integrated Key Concepts:
An effective, unified national response requires layered, mutually supporting capabilities, with States having the primary responsibility for public health and welfare of its citizens. Five elemental principles of operation constitute national response doctrine:
Engaged partnerships
Tiered response
Scalable, flexible and adaptable operational capabilities
Unity of effort through unified command
Readiness to act
Expanded Focus on Partnerships:
The
Framework
states that an effective national response requires layered, mutually supporting capabilities. This approach affirms that local communities, tribes and States have primary responsibility for the safety and security of their citizens; that local leaders build the foundation for response and that resilient communities begin with prepared individuals and families.
Updated Planning Section:
The
Framework
contains a section that focuses on the critical importance of planning. The intent is to lay the groundwork to:
Link planning, preparedness, resource and asset management processes, and data in a virtual environment;
Prioritize plans and planning efforts to best support homeland security strategies and allow seamless transition to execution; and
Provide parallel and concurrent planning at all levels of government.
Improved Annexes and Appendixes:
The Emergency Support Functions and Support Annexes have been updated and remain an integral part of the
Framework
. The Incident Annexes will be revised a.
Reconstitution of emergency operations center.docxsodhi3
The emergency operations center in New York City was destroyed in the 9/11 attacks on the World Trade Center. It was located on the 23rd floor of the WTC. After the attacks, it was temporarily relocated to a pier on the Hudson River. Within 96 hours, a makeshift office was established there. Later, it moved to a permanent new location in Brooklyn. The article discusses how the emergency operations center was able to quickly reconstitute itself and continue operations despite facing major challenges from the attacks and relocations.
Introduction The UNISDR defines the emergency response as the the.docxBHANU281672
Introduction
The UNISDR defines the emergency response as the “the provision of emergency services and public assistance during or immediately after a disaster in order to save lives, reduce health impacts, ensure public safety and meet the basic subsistence needs of the people affected” (UNISDR, 2009, p. 25). The primary focus of the disaster response is on immediate and short-term needs. Some response actions may extend well into the recovery stage. Since January 2008, FEMA introduced the National Response Framework (NRF) which intends “to ensure that the government executives, private sector and non-governmental organizations (NGO) leaders, and emergency management practitioners across the nation understand the domestic incident response roles, responsibilities and relationships in order to respond more effectively to any type of incident” (Haddow et al, 2014, p. 176).
The different definitions highlight the importance of collaborative work in the response while providing the required and coordinated assistance to save lives. In the aftermath of the 9/11 events, the changes made in the emergency management system in the United States has led to the issuances of several Homeland Security Presidential Directives (HSPDs) on matters pertaining to homeland security. One of the directives is the HSPD-5 Management of Domestic Incidents which establishes a single, comprehensive National Incident Management System (
NIMS
) and the National Response Framework (
NRF
).
The next paragraphs will give a short description of the HSPD-5. Then, a position of this presidential directive on its potential impact will complement the discussion.
Description Homeland Security Presidential Directive – 5
The emergency response responsibilities in the United States first belong to the local entities, being local and tribal communities or the local governments. The request for support is going beyond the local level towards higher levels such as state or federal levels, only if the local capacities to handle the crisis are completely overwhelmed or exceeded.
Actually, when the President Bush issued the HSPD-5 in 2003, his purpose was to enhance the ability of the United States to manage domestic incidents by establishing a single, comprehensive national incident management system. The management system covered the prevention, preparation, response, and recovery of terrorist attacks, major disasters, and other emergencies. The HSPD-5 was also aiming at allowing all levels of government throughout the nation to work efficiently and effectively together.
Possible impacts of the HSPD-5
The establishment and the implementation of the HSPD-5 through the NIMS and NRF (previously national response plan) have its pro and cons.
Positive impacts
Further empowerment of state and local authorities:
Despite the perceivable centralization of power Federal level, the directive clearly recognizes the primary roles and responsibilities of State and local authorities for the m ...
The document discusses federal requirements for hazards risk analysis imposed on state and local governments. It outlines how growing pressure from the federal government to reduce disaster relief payouts has led to more rigorous vulnerability and risk assessments. While no federal risk assessment exists, laws like the Disaster Mitigation Act of 2000 mandate that state and local governments conduct risk assessments and develop mitigation plans. The federal government uses various mechanisms from mandates to financial incentives to influence how state and local officials approach risk analysis, though this creates fears of unfunded mandates.
The document provides a summary of a review conducted on the Top Officials 3 (TOPOFF 3) homeland security exercise held in April 2005. Some key points:
- TOPOFF 3 was the most ambitious civilian terrorism response exercise ever conducted, incorporating many new elements and challenges compared to previous exercises.
- The exercise sought to test national preparedness goals across four functional areas: incident management, intelligence/investigation, public information, and evaluation. Overall, exercise objectives were generally met.
- However, opportunities remained to improve coordination between government agencies, the private sector, and other partners in responding to simulated terrorist events. The exercise highlighted a lack of understanding of key response frameworks.
- While private
Discussion Topic #1 What are the two key recommendations .docxpetehbailey729071
The two key recommendations from the 9/11 Report that will have the most impact are:
1. Improving information sharing and coordination among government agencies related to homeland security.
2. Strengthening emergency preparedness and response at all levels of government.
The National Response Framework was created to address these recommendations by establishing structures for coordinated domestic incident response, defining roles for all levels of government and the private sector, and emphasizing preparedness planning and cross-agency partnerships.
NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORN.docxMARRY7
NAVAL
POSTGRADUATE
SCHOOL
MONTEREY, CALIFORNIA
THESIS
INTERAGENCY COLLABORATION CHALLENGES
AMONG HOMELAND SECURITY DISCIPLINES IN
URBAN AREAS
by
Jerome D. Hagen
March 2006
Thesis Advisor: Jeff Knopf
Second Reader: Glen Woodbury
Approved for public release; distribution is unlimited
THIS PAGE INTENTIONALLY LEFT BLANK
i
REPORT DOCUMENTATION PAGE Form Approved OMB No. 0704-0188
Public reporting burden for this collection of information is estimated to average 1 hour per response, including
the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and
completing and reviewing the collection of information. Send comments regarding this burden estimate or any
other aspect of this collection of information, including suggestions for reducing this burden, to Washington
headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite
1204, Arlington, VA 22202-4302, and to the Office of Management and Budget, Paperwork Reduction Project
(0704-0188) Washington DC 20503.
1. AGENCY USE ONLY (Leave blank)
2. REPORT DATE
March 2006
3. REPORT TYPE AND DATES COVERED
Master’s Thesis
4. TITLE AND SUBTITLE: Interagency Collaboration Challenges Among
Homeland Security Disciplines in Urban Areas
6. AUTHOR(S) Jerome D. Hagen
5. FUNDING NUMBERS
7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES)
Naval Postgraduate School
Monterey, CA 93943-5000
8. PERFORMING
ORGANIZATION REPORT
NUMBER
9. SPONSORING /MONITORING AGENCY NAME(S) AND ADDRESS(ES)
N/A
10. SPONSORING/MONITORING
AGENCY REPORT NUMBER
11. SUPPLEMENTARY NOTES The views expressed in this thesis are those of the author and do not reflect the official
policy or position of the Department of Defense or the U.S. Government.
12a. DISTRIBUTION / AVAILABILITY STATEMENT
Approved for public release, distribution is unlimited
12b. DISTRIBUTION CODE
13. ABSTRACT (maximum 200 words)
First responders have struggled to incorporate strategic direction provided by the federal government into their existing plans.
An urgent call for teamwork and cooperation has changed the landscape for America’s first responders. They have been
required to shoulder new responsibilities and become more networked and interactive with their peer disciplines to achieve
higher levels of performance and response capability. This thesis examines interactions among four key homeland security
disciplines in the Seattle, Washington urban area. It evaluates how fire service, law enforcement, emergency management, and
public health organizations have used federal government guidance and programs to prepare for catastrophic terrorism
response.
Specifically, it describes how the homeland security roles, organizational cultures, and collaboration challenges currently
facing local public safety agencies have impacted the urban area environ ...
Explain how the concept of whole community is used at the local le.docxSANSKAR20
Explain how the concept of whole community is used at the local level of government to mitigate against risk.
Instructions: Fully utilize the materials that have been provided to you in order to support your response. Your initial post should be at least 350 words. APA format, use ctations.
Lesson
Week Two – The National Preparedness System
In March of 2011, the executive branch of the federal government issued Presidential Policy Directive (PPD) 8. This directive described how the nation will prepare for those threats and hazards that constitute the greatest risk to national security. PPD 8 was followed in the fall of that same year with the publication of the National Preparedness Goal (which was updated in 2015), and then a month later with the National Preparedness System (NPS). Similar to the term “risk” that was focused upon in our first lesson, “prepare” or “preparedness” are key terms as well as it relates to the underlying principles of this entire course. In order to properly examine the National Preparedness System, these terms as used within the context of the NPS must be understood.
As previously noted, we directed attention upon the notion of risk last week. We should remain cognizant that risk refers to the overall consequences represented by various types of threats and hazards. The analysis of risk rests within an all-hazards system and approach, wherein all dangers to a community are examined. In addition, these dangers are prioritized, not on preconceived notions of importance, but upon the actual, detrimental impact they have on a community. Acts of terrorism and of other man-made incidents of violence must be considered alongside natural and technological hazards as well; prioritized in a manner where preparedness and mitigation efforts can be appropriately discussed, formulated, and implemented. In essence, through its various components, the National Preparedness System offers a very consistent and dependable methodology that can be applied to a host of activities; those that range from aiding the decision making process to identifying and allocating resources (DHS, 2011).
So just as the NPS requires us to take a broad view of those elements that determine risk, it similarly requires us to take a wide-ranging view of preparedness as well. In essence, preparedness refers to a community’s ability to respond immediately to a disastrous event (remember, disaster events range from acts of terrorism to industrial accidents to natural disasters). Preparedness also refers to the community’s ability to recover from the event; and preparedness refers to all of those actions taken by the community to either prevent the event, or to mitigate the consequences of that event.
Within the National Preparedness System, the National Preparedness Goal (2015) defines the system’s measure of success as “A secure and resilient nation with capabilities required across the whole community to prevent, protect against, mitigate, respon ...
This document is a chapter from a student paper that examines the theory that coevolution has led to the militarization of emergency management in the United States post-9/11. The chapter provides background on coevolution and discusses how it can be applied to explain changes in emergency management and homeland security frameworks over time. It also reviews literature on topics like the historical involvement of the military in disasters, the successes of FEMA under James Lee Witt, and the increased national security focus of homeland security after 9/11. The student argues that analyzing these issues through a longitudinal case study using coevolution as a framework can provide insights into how emergency management has become more militarized.
The federal government plays a significant role in emergency managem.docxbob8allen25075
The federal government plays a significant role in emergency management, which generally refers to “activities associated with avoiding and responding to natural and human-caused hazards”
(FEMA, 1996)
. Emergency management in the United States is highly “decentralized and contextual in nature”
(FEMA, 1996).
Activities often involve multiple jurisdictions as well as a vast number of agencies, nongovernmental organizations, and private sector entities. In addition, the number and type of actors involved in an incident will vary tremendously depending on the context and severity of the event. Similarly, the legal framework through which “emergency management functions and activities are authorized is also decentralized and stems from multiple authorities”
(FEMA, 1996)
.
The emergency management framework is a guide to how the Nation responds to all types of disasters and emergencies. It is built on “scalable, flexible, and adaptable concepts identified in the National Incident Management System to align key roles and responsibilities across the Nation”
(Marinsein, 1998)
. It describes specific authorities and best practices for managing incidents that “range from the serious but purely local to large-scale terrorist attacks or catastrophic natural disasters”
(Marinsein, 1998)
. This Framework explains common response disciplines and processes that have been developed at all levels of government and have matured over time.
To be fully effective a local emergency management program requires several components. These components begin with “the legal authority for a program and disaster related activities” (Drabek, 1987). The nature of local emergency management laws is frequently guided by State law. State law may be “either permissive or mandatory” and it may allow “localities either to organize and conduct emergency management systems as they see fit, or the State may specify particular requirements that communities must meet” (Drabek, 1987). Without a solid basis in law, the program cannot flourish. In general terms, local laws define, with widely varying specificity and scope, who will do what in preparing for, mitigating, responding to or recovering from emergencies or disasters.
References:
Drabek, T. 1987.
The Professional Emergency Manager: Structures and Strategies for Success.
Boulder: University of Colorado, Institute of Behavioral Science.
FEMA. USFA. 1996. Appendix B: Government’s Role in Emergency Management. In
Executive Analysis of Fire Service Operations in Emergency Management
. Emmitsburg, MD: U.S. Fire Administration.
Marinstein, J. 1998. Cross-Departmental Cooperation and the Politics of Planning and Management.
Contingency Planning and Management
3.
.
Running head Critical infrastructure and key resources1.docxsusanschei
Running head: Critical infrastructure and key resources 1
Critical Infrastructure and Key Resources
Wilmington University
Shashank Pitla
Table of Contents
Introduction3
Identifying Critical Assets:4
Three important and CRITICAL INFRASTRUCTURE AND KEY RESOURCES (CIKR)5
Agriculture5
Government Facilities5
Health Care Sector5
Banking6
Responsibilities and risk assessment6
Information Sharing8
Conclusion10
Works Cited11
Introduction
Critical infrastructure is here after preferred as CI is which has predefined as frameworks and resources, physical or virtual, so basic to the United States that the insufficiency or demolition of such systems and assets would incapacitating influence security, national fiscal security, national general prosperity and prosperity, or any blend of those matters.
PDD-63, distinguished exercises whose basic frameworks ought to be secured data and correspondences, keeping money and fund, water supply flying, expressways, mass travel, pipelines, rail administrations. The following research paper can help in identifying of how can we recognize the basic foundation around us or in a group and what are the obligations that must be taken amid catastrophe in group and which particular office is mindful, how impart the data all through the procedures (GOV, 2009)
The exercises that are so specific are key to the everyday working and security of the nation for instance, transportation of merchandise and individuals, correspondences, saving the financial state, the supply and dispersion of power and water. Residential security and our capacity to observe, low in count of the antagonistic acts additionally rely on upon some of these exercises and in addition other more particular exercises like insight assembling and summon and control of public safety and military strengths. A genuine interruption in these exercises and abilities could indirectly impact on the Nations security and even the capacity of the variety of resources, capacities, data, all personal information, and frameworks/ structure of the system, shaping what has been known as the country's basic foundations. These foundations have developed mind boggling and interconnected, implying that an interruption in one may prompt disturbances in others (GOV, 2009)(Security, NIPP 2013, 2013).Identification of CA:
DHS is also referred as Department of Homeland Security, through different components, by including through state country security authorities and lead organization authorities, looks to recognize framework resources that fit the meaning of basic foundation. The National Critical Infrastructure Prioritization Program here after is referred as NCIPP and the Critical Foreign Dependencies Initiative that is referred as CFDI , bolstered with evaluation and analysis from the National Infrastructure Simulation and Analysis Center and the Office of Infrastructure Analysis, recognize those benefits by including in the country and even in the foreign countries ...
Central Issue: The Department of Homeland Security's (DHS) structure prevented it from effectively helping Louisiana and surrounding states prepare for Hurricane Katrina.
Major Factors: DHS was focused on terrorism prevention after 9/11. This shifted resources away from disaster preparedness. The Federal Emergency Management Agency (FEMA) had its role and resources reduced after being absorbed into DHS.
Alternatives: The work group could recommend organizational changes within DHS and FEMA to refocus on disaster preparation. This could include restoring FEMA's previous role and independence or improving coordination between DHS and other agencies.
Getting out before the big one hits final presentationbucityplanning
This document summarizes a presentation on collaboration within evacuation route planning in metropolitan Boston. It finds that collaboration between jurisdictions is needed for successful evacuation plans. Challenges to regional collaboration in Boston include the lack of county governments to coordinate smaller jurisdictions and the difficulty of orchestrating regional approaches without this structure. The presentation advocates for using state leadership through the Massachusetts Emergency Management Agency to facilitate collaborative evacuation planning across municipalities in the metropolitan region.
National Response Framework
i
t
N
ational Response
Fra
mework
Fourth Edition
October 28, 2019
National Response Framework
ii
Execut ive Summary
The National Response Framework (NRF) provides foundational emergency management doctrine for
how the Nation responds to all types of incidents. The NRF is built on scalable, flexible, and adaptable
concepts identified in the National Incident Management System (NIMS) to align key roles and
responsibilities across the Nation. The structures, roles, and responsibilities described in this
Framework can be partially or fully implemented in the context of a threat or hazard, in anticipation of
a significant event, or in response to an incident. Implementation of the structures and procedures
described herein allows for a scaled response, delivery of specific resources and capabilities, and a
level of coordination appropriate to each incident.
Responding to disasters and emergencies requires the cooperation of a variety of organizations; the
larger or more complex the incident, the greater the number and variety of organizations that must
respond. Think of a residential fire: Firefighters are leading the charge; public works may be on scene
providing traffic control; police are providing security; emergency medical services personnel are
triaging, transporting, and redistributing injured to local hospitals; and a local nonprofit or voluntary
organization (e.g., American Red Cross and Salvation Army) may be on hand to assist displaced
residents. For large disasters, such as major hurricanes or earthquakes, the incident complexity is
increased as others—such as states or tribes and, ultimately, the Federal Government—become
involved. Businesses, voluntary organizations, and other elements of the private sector are also key
stakeholders, providing the essential services that must be restored following an incident. The NRF
provides the foundation for how these organizations coordinate, integrate, and unify their response.
The unprecedented scale of recent disasters has spurred continued innovation in response operations
and highlighted the need for further progress to build resilient capabilities to respond to disasters of
increasing frequency and magnitude. This fourth edition of the NRF embraces lessons-learned from
those disasters and shares emerging best practices.
Since publication of the third edition of the NRF in 2016, disaster response operations have
underscored the paramount importance of sustaining essential community lifelines. The Framework
defines community lifelines as those services that enable the continuous operation of critical
government and business functions and are essential to human health and safety or economic security.
If disrupted, rapid stabilization of community lifelines is essential to restoring a sense of normalcy.
Recent disasters have illuminated two underlying features o ...
Wary of the Web: The Underutilization of Web Sites for Public Outreach by St...Dawn Dawson
1) The document examines how state emergency management agencies utilize websites for public outreach and communication, finding that websites are underutilized.
2) It provides background on the evolution of emergency management following events like Hurricane Katrina that increased public expectations of communication and coordination.
3) State emergency management agencies are responsible for coordinating disaster response in each state, but their structures and roles changed following the creation of the Department of Homeland Security in 2002.
HM510Week 1 AssignmentHazard Reduction ProgramsOver the laSusanaFurman449
HM510
Week 1 Assignment
Hazard Reduction Programs
Over the last 100 years, the government has put in place a number of hazard-reduction programs as the result of various disasters. Write a 5–7-page paper analyzing the current and past governmental reduction programs (for both natural and man-made hazards) and trace the history of hazard mitigation from the 20th Century to current times. Cover Page and Reference page does not count at the 5-7 pages.
The list below contains a sample of programs:
· Flood Control Act (FCA) of 1917
· FCA of 1936
· FCA of 1938
· Federal Disaster Relief Act of 1950
· National Flood Insurance Program (NFIP)
· Disaster Relief Act of 1970
· Flood Disaster Protection Act of 1973
· Disaster Relief Act of 1974
· Earthquake Hazards Reduction Act-1977
· FEMA Established-1978
· Coastal Barriers Resource Act-1982
· Stafford Act-1988
· Hazard Mitigation Act of 2000
Your assignment should:
· Identify at least three (3) natural and three (3) man-made disaster mitigation programs, highlighting best practices
· Identify the sources for each of the programs and explain the influence of disasters on mitigation programs
· Explain how the programs were put in place
· Discuss the impact of such programs, including the program effectiveness and unresolved issues
.
4 or more references, In cite text a must !!!
In addition to fulfilling the specifics of the assignment, a successful paper must also meet the following criteria:
· Your submission should include a title page and reference page and be in 10- to 12-point font. (Arial, Courier, and Times New Roman are acceptable.)
· Viewpoint and purpose should be clearly established and sustained.
· Assignment should follow the conventions of Standard English (correct grammar, punctuation, etc.).
· Writing should be well ordered, logical, and unified, as well as original and insightful.
· Your work should display superior content, organization, style, and mechanics.
· Appropriate citation style should be followed.
You should also make sure to:
· Include a title page with full name, class name, section number, and date.
· Include introductory and concluding paragraphs and demonstrate college-level communication through the composition of original materials in Standard English.
· Use examples to support your discussion.
· List all sources on a separate reference page at the end of your paper and cite them within the body of your paper using APA format and citation style. For more information on APA guidelines, visit Academic Tools.
HM510
Week 1 DQ
Topic #1:
Mitigation, Preparedness, and Resilient Communities
What is the difference between mitigation and preparedness? How does mitigation play a role in the development of resilient communities? Why is this important to community sustainment? Provide examples of where this has occurred.
Reply to Student #1
Aston Smallwood
Mitigation, Preparedness, and Resilient Communities
In its classical meaning, mitigation refers to a sustained action ...
GeoAdaptive provides a methodology for mainstreaming disaster risk reduction and resilience across government levels and sectors. The methodology involves three phases: 1) Organizational mainstreaming where risk assessments are used to define priority actions, 2) Internal mainstreaming to increase disaster risk reduction culture amongst local institutions, and 3) Educational mainstreaming to promote risk reduction integration with development strategies through stakeholder engagement. The process aims to help decision-makers incorporate risk information into planning documents to reduce risk and encourage prosperous, equitable and sustainable societies.
The document discusses the role of military engineers in security cooperation operations. It describes how engineers can work with other government agencies and non-governmental organizations to build host nation capacity through infrastructure development projects and disaster response. Specifically, it provides examples of how U.S. Army engineers have partnered with Iraqi engineers on projects like constructing a sewer system and surveying a canal system to improve governance and stability in Iraq. The document argues that engineers are well-suited to lead security cooperation efforts using a whole-of-government approach due to their technical expertise in infrastructure and experience coordinating across agencies.
Running head POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT 1P.docxkathyledlow2rr
Running head: POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT
1Political Roles in Natural Disaster Management
Political Roles in Natural Disaster Management
Student name:
Course:
Instructor name:
Month, day, year:
Abstract
Natural disaster management is a fundamental act in the US both in economic, social-cultural, and political dimensions. Researchers and policymakers record that due to Hurricane Agnes and nuclear accidents in the United States of America, a rise to government participation at local and federal was evidence through the formation of the Federal Emergency Management Agency (FEMA) (Mener A, 2007). The purpose of this paper is to review and political analysis roles in planning, preparation, and response to a natural disaster.
Introduction
The impact and occurrence of natural disasters are on an administrative capacity. Despite the autonomy of genetic distance relationships with a political standpoint, human political actions display myriad ways in which political intervention leads to planning, preparation, and response to such circumstances beyond one's control (Cohen C and Weker E, 2008). Political designs and models are vital in disaster control, mitigation, and control over a given geographical jurisdiction and administration capability of political power in natural disasters such as earthquake and hurricane mitigation and monitoring. Despite an extensive literature review on the political contribution in disaster management, there is a need for further research to comprehend planning, preparation, and response to natural disasters from a political perspective.
Planning
Disaster planning is a systematic approach to natural disaster management and control. Politics play myriad roles in planning for natural disaster mitigation and control (Choudhury Z, 2013). Politics shape the systematic planning of natural disaster management prevention, alerts, response, and recovery of the losses. The federal and local government authority plays roles to control natural disaster in various approaches.
Planning of inspection methods and alert preposition are vital in the prep.
Post 1The whole community” approach as described in the Natanhcrowley
Post 1
The “whole community” approach as described in the National Preparedness Goal refers to the shared responsibility amongst governmental, non-governmental, public and private sector entities, communities and individuals to work together in order to ensure national security and promote resilient communities (FEMA.gov, 2015, p. 1-2). Meaning that individuals must not simply rely on the federal, state or local governments to ensure thier safety and security, but individuals must take thier own safety seriously. Furthermore, the problem does not go away with more funding. Appropriate guidance, laws, education, training, and equipment all play significant roles in national preparedness.
The concept of “whole community” is important when viewing both short- and long-term effects that natural and man-made disasters can have on a population. Hurricane Katrina is a perfect example of the lack of a "whole community approach" resulting in improper risk analysis and poor emergency planning. The substandard response and recovery efforts at the federal, state and community-level contributed to almost every issue negatively impacting this incident. Ultimately, there was no precedent for a natural disaster of that magnitude and community leaders and residents found themselves unprepared. There was no distinct chain of command to delegate resources for recovery and rescue operations. Breakdowns in coordination from the federal level to the local level were apparent. “State and local authorities understood the devastation but, due to destruction of infrastructure and response capabilities, lacked the ability to communicate with each other and coordinate a response, struggled to perform responsibilities such as the rescue of citizens stranded by the rising floodwaters, provision of law enforcement, and evacuation of the remaining population of New Orleans (Townsend, 2006, ch. 5).
The Federal Emergency Management Agency leads the charge of the whole community approach to emergency management with the goal of facilitating a culture that shifts primary responsibility from the federal government managing disaster recovery to a community-centric approach. Creating crosstalk between emergency management stakeholders, decision makers, and communities, facilitates exchange of information and best practices that can be shared between communities that have the same hazards and threats. Additionally, community leaders are able to form a shared understanding of thier respective needs and capabilities, leverage resources, strengthen infrastructure, forge more effective prevention, protection, response and recovery while increasing preparedness and resiliency across the community and the nation (FEMA.gov, 2011, p. 3).
Fostering a culture of shared responsibility places responsibility of emergency management on governments thereby sharing that responsibility amongst non-governmental, public and private sector agencies, and individual persons with the community ...
· Per the e-Activity, analyze one (1) of the core tenets establish.docxLynellBull52
· Per the e-Activity, analyze one (1) of the core tenets established in the National Infrastructure Protection Plan. Take a position on how closely following this tenet could have resulted in better protection of critical infrastructure during Hurricane Katrina. Provide a rationale for your response.
TENET #5. Collaborating To Manage Risk
The national effort to strengthen critical infrastructure security and resilience depends on the ability of public and private sector critical infrastructure owners and operators to make risk-informed decisions on the most effective solutions available when allocating limited resources in both steady-state and crisis operations. Therefore, risk management is the cornerstone of the National Plan and is relevant at the national, regional, State, and local levels. National, regional, and local resilience depend upon creating and maintaining sustainable, trusted partnerships between the public and private sector. While individual entities are responsible for managing risk to their organization, partnerships improve understanding of threats, vulnerabilities, and consequences and how to manage them through the sharing of indicators and practices and the coordination of policies, response, and recovery activities. Critical infrastructure partners manage risks based on diverse commitments to community, focus on customer welfare, and corporate governance structures. Risk tolerances will vary from organization to organization, as well as sector to sector, depending on business plans, resources, operating structure, and regulatory environments. They also differ between the private sector and the government based on underlying constraints. Different entities are likely to have different priorities with respect to security investment as well as potentially differing judgments as to what the appropriate point of risk tolerance may be. Private sector organizations generally can increase investments to meet their risk tolerances and provide for their community of stakeholders, but investments in security and resilience have legitimate limits. The government must provide for national security and public safety and operates with a different set of limits in doing so. Finding the appropriate value proposition among the partners requires understanding these differing perspectives and how they may affect efforts to set joint priorities. Within these parameters, critical infrastructure security and resilience depend on applying risk management practices of both industry and government, coupled with available resources and incentives, to guide and sustain efforts. This section is organized based on the critical infrastructure risk management framework, introduced in the 2006 NIPP and updated in this National Plan. The updates help to clarify the components and streamline the steps of the framework, depicted in Figure 3 below. Specifically, the three elements of critical infrastructure (physical, cyber, and human) are explicitly i.
(No Plagiarism) Explain the statement Although many leading organi.docxtamicawaysmith
(No Plagiarism) Explain the statement: "Although many leading organizations have invested significant resources in developing the culture and routines for this innovation processes, most organizations continue to rely on the efforts of a handful of people and chance. An innovative organization is one that can perfect these routines in addition to creating an innovation culture in the organization that engages people. Five key routines can facilitate its management of the innovation process” (Dooley & O'Sullivan, 2003).
.
What made you choose this career path What advice do you hav.docxtamicawaysmith
The document discusses potential paths and college options after high school but provides little details. It briefly mentions fields of study and interests without elaborating on specific choices or recommendations. The document offers no clear direction or next steps for the reader.
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Introduction The UNISDR defines the emergency response as the the.docxBHANU281672
Introduction
The UNISDR defines the emergency response as the “the provision of emergency services and public assistance during or immediately after a disaster in order to save lives, reduce health impacts, ensure public safety and meet the basic subsistence needs of the people affected” (UNISDR, 2009, p. 25). The primary focus of the disaster response is on immediate and short-term needs. Some response actions may extend well into the recovery stage. Since January 2008, FEMA introduced the National Response Framework (NRF) which intends “to ensure that the government executives, private sector and non-governmental organizations (NGO) leaders, and emergency management practitioners across the nation understand the domestic incident response roles, responsibilities and relationships in order to respond more effectively to any type of incident” (Haddow et al, 2014, p. 176).
The different definitions highlight the importance of collaborative work in the response while providing the required and coordinated assistance to save lives. In the aftermath of the 9/11 events, the changes made in the emergency management system in the United States has led to the issuances of several Homeland Security Presidential Directives (HSPDs) on matters pertaining to homeland security. One of the directives is the HSPD-5 Management of Domestic Incidents which establishes a single, comprehensive National Incident Management System (
NIMS
) and the National Response Framework (
NRF
).
The next paragraphs will give a short description of the HSPD-5. Then, a position of this presidential directive on its potential impact will complement the discussion.
Description Homeland Security Presidential Directive – 5
The emergency response responsibilities in the United States first belong to the local entities, being local and tribal communities or the local governments. The request for support is going beyond the local level towards higher levels such as state or federal levels, only if the local capacities to handle the crisis are completely overwhelmed or exceeded.
Actually, when the President Bush issued the HSPD-5 in 2003, his purpose was to enhance the ability of the United States to manage domestic incidents by establishing a single, comprehensive national incident management system. The management system covered the prevention, preparation, response, and recovery of terrorist attacks, major disasters, and other emergencies. The HSPD-5 was also aiming at allowing all levels of government throughout the nation to work efficiently and effectively together.
Possible impacts of the HSPD-5
The establishment and the implementation of the HSPD-5 through the NIMS and NRF (previously national response plan) have its pro and cons.
Positive impacts
Further empowerment of state and local authorities:
Despite the perceivable centralization of power Federal level, the directive clearly recognizes the primary roles and responsibilities of State and local authorities for the m ...
The document discusses federal requirements for hazards risk analysis imposed on state and local governments. It outlines how growing pressure from the federal government to reduce disaster relief payouts has led to more rigorous vulnerability and risk assessments. While no federal risk assessment exists, laws like the Disaster Mitigation Act of 2000 mandate that state and local governments conduct risk assessments and develop mitigation plans. The federal government uses various mechanisms from mandates to financial incentives to influence how state and local officials approach risk analysis, though this creates fears of unfunded mandates.
The document provides a summary of a review conducted on the Top Officials 3 (TOPOFF 3) homeland security exercise held in April 2005. Some key points:
- TOPOFF 3 was the most ambitious civilian terrorism response exercise ever conducted, incorporating many new elements and challenges compared to previous exercises.
- The exercise sought to test national preparedness goals across four functional areas: incident management, intelligence/investigation, public information, and evaluation. Overall, exercise objectives were generally met.
- However, opportunities remained to improve coordination between government agencies, the private sector, and other partners in responding to simulated terrorist events. The exercise highlighted a lack of understanding of key response frameworks.
- While private
Discussion Topic #1 What are the two key recommendations .docxpetehbailey729071
The two key recommendations from the 9/11 Report that will have the most impact are:
1. Improving information sharing and coordination among government agencies related to homeland security.
2. Strengthening emergency preparedness and response at all levels of government.
The National Response Framework was created to address these recommendations by establishing structures for coordinated domestic incident response, defining roles for all levels of government and the private sector, and emphasizing preparedness planning and cross-agency partnerships.
NAVAL POSTGRADUATE SCHOOL MONTEREY, CALIFORN.docxMARRY7
NAVAL
POSTGRADUATE
SCHOOL
MONTEREY, CALIFORNIA
THESIS
INTERAGENCY COLLABORATION CHALLENGES
AMONG HOMELAND SECURITY DISCIPLINES IN
URBAN AREAS
by
Jerome D. Hagen
March 2006
Thesis Advisor: Jeff Knopf
Second Reader: Glen Woodbury
Approved for public release; distribution is unlimited
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Naval Postgraduate School
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First responders have struggled to incorporate strategic direction provided by the federal government into their existing plans.
An urgent call for teamwork and cooperation has changed the landscape for America’s first responders. They have been
required to shoulder new responsibilities and become more networked and interactive with their peer disciplines to achieve
higher levels of performance and response capability. This thesis examines interactions among four key homeland security
disciplines in the Seattle, Washington urban area. It evaluates how fire service, law enforcement, emergency management, and
public health organizations have used federal government guidance and programs to prepare for catastrophic terrorism
response.
Specifically, it describes how the homeland security roles, organizational cultures, and collaboration challenges currently
facing local public safety agencies have impacted the urban area environ ...
Explain how the concept of whole community is used at the local le.docxSANSKAR20
Explain how the concept of whole community is used at the local level of government to mitigate against risk.
Instructions: Fully utilize the materials that have been provided to you in order to support your response. Your initial post should be at least 350 words. APA format, use ctations.
Lesson
Week Two – The National Preparedness System
In March of 2011, the executive branch of the federal government issued Presidential Policy Directive (PPD) 8. This directive described how the nation will prepare for those threats and hazards that constitute the greatest risk to national security. PPD 8 was followed in the fall of that same year with the publication of the National Preparedness Goal (which was updated in 2015), and then a month later with the National Preparedness System (NPS). Similar to the term “risk” that was focused upon in our first lesson, “prepare” or “preparedness” are key terms as well as it relates to the underlying principles of this entire course. In order to properly examine the National Preparedness System, these terms as used within the context of the NPS must be understood.
As previously noted, we directed attention upon the notion of risk last week. We should remain cognizant that risk refers to the overall consequences represented by various types of threats and hazards. The analysis of risk rests within an all-hazards system and approach, wherein all dangers to a community are examined. In addition, these dangers are prioritized, not on preconceived notions of importance, but upon the actual, detrimental impact they have on a community. Acts of terrorism and of other man-made incidents of violence must be considered alongside natural and technological hazards as well; prioritized in a manner where preparedness and mitigation efforts can be appropriately discussed, formulated, and implemented. In essence, through its various components, the National Preparedness System offers a very consistent and dependable methodology that can be applied to a host of activities; those that range from aiding the decision making process to identifying and allocating resources (DHS, 2011).
So just as the NPS requires us to take a broad view of those elements that determine risk, it similarly requires us to take a wide-ranging view of preparedness as well. In essence, preparedness refers to a community’s ability to respond immediately to a disastrous event (remember, disaster events range from acts of terrorism to industrial accidents to natural disasters). Preparedness also refers to the community’s ability to recover from the event; and preparedness refers to all of those actions taken by the community to either prevent the event, or to mitigate the consequences of that event.
Within the National Preparedness System, the National Preparedness Goal (2015) defines the system’s measure of success as “A secure and resilient nation with capabilities required across the whole community to prevent, protect against, mitigate, respon ...
This document is a chapter from a student paper that examines the theory that coevolution has led to the militarization of emergency management in the United States post-9/11. The chapter provides background on coevolution and discusses how it can be applied to explain changes in emergency management and homeland security frameworks over time. It also reviews literature on topics like the historical involvement of the military in disasters, the successes of FEMA under James Lee Witt, and the increased national security focus of homeland security after 9/11. The student argues that analyzing these issues through a longitudinal case study using coevolution as a framework can provide insights into how emergency management has become more militarized.
The federal government plays a significant role in emergency managem.docxbob8allen25075
The federal government plays a significant role in emergency management, which generally refers to “activities associated with avoiding and responding to natural and human-caused hazards”
(FEMA, 1996)
. Emergency management in the United States is highly “decentralized and contextual in nature”
(FEMA, 1996).
Activities often involve multiple jurisdictions as well as a vast number of agencies, nongovernmental organizations, and private sector entities. In addition, the number and type of actors involved in an incident will vary tremendously depending on the context and severity of the event. Similarly, the legal framework through which “emergency management functions and activities are authorized is also decentralized and stems from multiple authorities”
(FEMA, 1996)
.
The emergency management framework is a guide to how the Nation responds to all types of disasters and emergencies. It is built on “scalable, flexible, and adaptable concepts identified in the National Incident Management System to align key roles and responsibilities across the Nation”
(Marinsein, 1998)
. It describes specific authorities and best practices for managing incidents that “range from the serious but purely local to large-scale terrorist attacks or catastrophic natural disasters”
(Marinsein, 1998)
. This Framework explains common response disciplines and processes that have been developed at all levels of government and have matured over time.
To be fully effective a local emergency management program requires several components. These components begin with “the legal authority for a program and disaster related activities” (Drabek, 1987). The nature of local emergency management laws is frequently guided by State law. State law may be “either permissive or mandatory” and it may allow “localities either to organize and conduct emergency management systems as they see fit, or the State may specify particular requirements that communities must meet” (Drabek, 1987). Without a solid basis in law, the program cannot flourish. In general terms, local laws define, with widely varying specificity and scope, who will do what in preparing for, mitigating, responding to or recovering from emergencies or disasters.
References:
Drabek, T. 1987.
The Professional Emergency Manager: Structures and Strategies for Success.
Boulder: University of Colorado, Institute of Behavioral Science.
FEMA. USFA. 1996. Appendix B: Government’s Role in Emergency Management. In
Executive Analysis of Fire Service Operations in Emergency Management
. Emmitsburg, MD: U.S. Fire Administration.
Marinstein, J. 1998. Cross-Departmental Cooperation and the Politics of Planning and Management.
Contingency Planning and Management
3.
.
Running head Critical infrastructure and key resources1.docxsusanschei
Running head: Critical infrastructure and key resources 1
Critical Infrastructure and Key Resources
Wilmington University
Shashank Pitla
Table of Contents
Introduction3
Identifying Critical Assets:4
Three important and CRITICAL INFRASTRUCTURE AND KEY RESOURCES (CIKR)5
Agriculture5
Government Facilities5
Health Care Sector5
Banking6
Responsibilities and risk assessment6
Information Sharing8
Conclusion10
Works Cited11
Introduction
Critical infrastructure is here after preferred as CI is which has predefined as frameworks and resources, physical or virtual, so basic to the United States that the insufficiency or demolition of such systems and assets would incapacitating influence security, national fiscal security, national general prosperity and prosperity, or any blend of those matters.
PDD-63, distinguished exercises whose basic frameworks ought to be secured data and correspondences, keeping money and fund, water supply flying, expressways, mass travel, pipelines, rail administrations. The following research paper can help in identifying of how can we recognize the basic foundation around us or in a group and what are the obligations that must be taken amid catastrophe in group and which particular office is mindful, how impart the data all through the procedures (GOV, 2009)
The exercises that are so specific are key to the everyday working and security of the nation for instance, transportation of merchandise and individuals, correspondences, saving the financial state, the supply and dispersion of power and water. Residential security and our capacity to observe, low in count of the antagonistic acts additionally rely on upon some of these exercises and in addition other more particular exercises like insight assembling and summon and control of public safety and military strengths. A genuine interruption in these exercises and abilities could indirectly impact on the Nations security and even the capacity of the variety of resources, capacities, data, all personal information, and frameworks/ structure of the system, shaping what has been known as the country's basic foundations. These foundations have developed mind boggling and interconnected, implying that an interruption in one may prompt disturbances in others (GOV, 2009)(Security, NIPP 2013, 2013).Identification of CA:
DHS is also referred as Department of Homeland Security, through different components, by including through state country security authorities and lead organization authorities, looks to recognize framework resources that fit the meaning of basic foundation. The National Critical Infrastructure Prioritization Program here after is referred as NCIPP and the Critical Foreign Dependencies Initiative that is referred as CFDI , bolstered with evaluation and analysis from the National Infrastructure Simulation and Analysis Center and the Office of Infrastructure Analysis, recognize those benefits by including in the country and even in the foreign countries ...
Central Issue: The Department of Homeland Security's (DHS) structure prevented it from effectively helping Louisiana and surrounding states prepare for Hurricane Katrina.
Major Factors: DHS was focused on terrorism prevention after 9/11. This shifted resources away from disaster preparedness. The Federal Emergency Management Agency (FEMA) had its role and resources reduced after being absorbed into DHS.
Alternatives: The work group could recommend organizational changes within DHS and FEMA to refocus on disaster preparation. This could include restoring FEMA's previous role and independence or improving coordination between DHS and other agencies.
Getting out before the big one hits final presentationbucityplanning
This document summarizes a presentation on collaboration within evacuation route planning in metropolitan Boston. It finds that collaboration between jurisdictions is needed for successful evacuation plans. Challenges to regional collaboration in Boston include the lack of county governments to coordinate smaller jurisdictions and the difficulty of orchestrating regional approaches without this structure. The presentation advocates for using state leadership through the Massachusetts Emergency Management Agency to facilitate collaborative evacuation planning across municipalities in the metropolitan region.
National Response Framework
i
t
N
ational Response
Fra
mework
Fourth Edition
October 28, 2019
National Response Framework
ii
Execut ive Summary
The National Response Framework (NRF) provides foundational emergency management doctrine for
how the Nation responds to all types of incidents. The NRF is built on scalable, flexible, and adaptable
concepts identified in the National Incident Management System (NIMS) to align key roles and
responsibilities across the Nation. The structures, roles, and responsibilities described in this
Framework can be partially or fully implemented in the context of a threat or hazard, in anticipation of
a significant event, or in response to an incident. Implementation of the structures and procedures
described herein allows for a scaled response, delivery of specific resources and capabilities, and a
level of coordination appropriate to each incident.
Responding to disasters and emergencies requires the cooperation of a variety of organizations; the
larger or more complex the incident, the greater the number and variety of organizations that must
respond. Think of a residential fire: Firefighters are leading the charge; public works may be on scene
providing traffic control; police are providing security; emergency medical services personnel are
triaging, transporting, and redistributing injured to local hospitals; and a local nonprofit or voluntary
organization (e.g., American Red Cross and Salvation Army) may be on hand to assist displaced
residents. For large disasters, such as major hurricanes or earthquakes, the incident complexity is
increased as others—such as states or tribes and, ultimately, the Federal Government—become
involved. Businesses, voluntary organizations, and other elements of the private sector are also key
stakeholders, providing the essential services that must be restored following an incident. The NRF
provides the foundation for how these organizations coordinate, integrate, and unify their response.
The unprecedented scale of recent disasters has spurred continued innovation in response operations
and highlighted the need for further progress to build resilient capabilities to respond to disasters of
increasing frequency and magnitude. This fourth edition of the NRF embraces lessons-learned from
those disasters and shares emerging best practices.
Since publication of the third edition of the NRF in 2016, disaster response operations have
underscored the paramount importance of sustaining essential community lifelines. The Framework
defines community lifelines as those services that enable the continuous operation of critical
government and business functions and are essential to human health and safety or economic security.
If disrupted, rapid stabilization of community lifelines is essential to restoring a sense of normalcy.
Recent disasters have illuminated two underlying features o ...
Wary of the Web: The Underutilization of Web Sites for Public Outreach by St...Dawn Dawson
1) The document examines how state emergency management agencies utilize websites for public outreach and communication, finding that websites are underutilized.
2) It provides background on the evolution of emergency management following events like Hurricane Katrina that increased public expectations of communication and coordination.
3) State emergency management agencies are responsible for coordinating disaster response in each state, but their structures and roles changed following the creation of the Department of Homeland Security in 2002.
HM510Week 1 AssignmentHazard Reduction ProgramsOver the laSusanaFurman449
HM510
Week 1 Assignment
Hazard Reduction Programs
Over the last 100 years, the government has put in place a number of hazard-reduction programs as the result of various disasters. Write a 5–7-page paper analyzing the current and past governmental reduction programs (for both natural and man-made hazards) and trace the history of hazard mitigation from the 20th Century to current times. Cover Page and Reference page does not count at the 5-7 pages.
The list below contains a sample of programs:
· Flood Control Act (FCA) of 1917
· FCA of 1936
· FCA of 1938
· Federal Disaster Relief Act of 1950
· National Flood Insurance Program (NFIP)
· Disaster Relief Act of 1970
· Flood Disaster Protection Act of 1973
· Disaster Relief Act of 1974
· Earthquake Hazards Reduction Act-1977
· FEMA Established-1978
· Coastal Barriers Resource Act-1982
· Stafford Act-1988
· Hazard Mitigation Act of 2000
Your assignment should:
· Identify at least three (3) natural and three (3) man-made disaster mitigation programs, highlighting best practices
· Identify the sources for each of the programs and explain the influence of disasters on mitigation programs
· Explain how the programs were put in place
· Discuss the impact of such programs, including the program effectiveness and unresolved issues
.
4 or more references, In cite text a must !!!
In addition to fulfilling the specifics of the assignment, a successful paper must also meet the following criteria:
· Your submission should include a title page and reference page and be in 10- to 12-point font. (Arial, Courier, and Times New Roman are acceptable.)
· Viewpoint and purpose should be clearly established and sustained.
· Assignment should follow the conventions of Standard English (correct grammar, punctuation, etc.).
· Writing should be well ordered, logical, and unified, as well as original and insightful.
· Your work should display superior content, organization, style, and mechanics.
· Appropriate citation style should be followed.
You should also make sure to:
· Include a title page with full name, class name, section number, and date.
· Include introductory and concluding paragraphs and demonstrate college-level communication through the composition of original materials in Standard English.
· Use examples to support your discussion.
· List all sources on a separate reference page at the end of your paper and cite them within the body of your paper using APA format and citation style. For more information on APA guidelines, visit Academic Tools.
HM510
Week 1 DQ
Topic #1:
Mitigation, Preparedness, and Resilient Communities
What is the difference between mitigation and preparedness? How does mitigation play a role in the development of resilient communities? Why is this important to community sustainment? Provide examples of where this has occurred.
Reply to Student #1
Aston Smallwood
Mitigation, Preparedness, and Resilient Communities
In its classical meaning, mitigation refers to a sustained action ...
GeoAdaptive provides a methodology for mainstreaming disaster risk reduction and resilience across government levels and sectors. The methodology involves three phases: 1) Organizational mainstreaming where risk assessments are used to define priority actions, 2) Internal mainstreaming to increase disaster risk reduction culture amongst local institutions, and 3) Educational mainstreaming to promote risk reduction integration with development strategies through stakeholder engagement. The process aims to help decision-makers incorporate risk information into planning documents to reduce risk and encourage prosperous, equitable and sustainable societies.
The document discusses the role of military engineers in security cooperation operations. It describes how engineers can work with other government agencies and non-governmental organizations to build host nation capacity through infrastructure development projects and disaster response. Specifically, it provides examples of how U.S. Army engineers have partnered with Iraqi engineers on projects like constructing a sewer system and surveying a canal system to improve governance and stability in Iraq. The document argues that engineers are well-suited to lead security cooperation efforts using a whole-of-government approach due to their technical expertise in infrastructure and experience coordinating across agencies.
Running head POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT 1P.docxkathyledlow2rr
Running head: POLITICAL ROLES IN NATURAL DISASTER MANAGEMENT
1Political Roles in Natural Disaster Management
Political Roles in Natural Disaster Management
Student name:
Course:
Instructor name:
Month, day, year:
Abstract
Natural disaster management is a fundamental act in the US both in economic, social-cultural, and political dimensions. Researchers and policymakers record that due to Hurricane Agnes and nuclear accidents in the United States of America, a rise to government participation at local and federal was evidence through the formation of the Federal Emergency Management Agency (FEMA) (Mener A, 2007). The purpose of this paper is to review and political analysis roles in planning, preparation, and response to a natural disaster.
Introduction
The impact and occurrence of natural disasters are on an administrative capacity. Despite the autonomy of genetic distance relationships with a political standpoint, human political actions display myriad ways in which political intervention leads to planning, preparation, and response to such circumstances beyond one's control (Cohen C and Weker E, 2008). Political designs and models are vital in disaster control, mitigation, and control over a given geographical jurisdiction and administration capability of political power in natural disasters such as earthquake and hurricane mitigation and monitoring. Despite an extensive literature review on the political contribution in disaster management, there is a need for further research to comprehend planning, preparation, and response to natural disasters from a political perspective.
Planning
Disaster planning is a systematic approach to natural disaster management and control. Politics play myriad roles in planning for natural disaster mitigation and control (Choudhury Z, 2013). Politics shape the systematic planning of natural disaster management prevention, alerts, response, and recovery of the losses. The federal and local government authority plays roles to control natural disaster in various approaches.
Planning of inspection methods and alert preposition are vital in the prep.
Post 1The whole community” approach as described in the Natanhcrowley
Post 1
The “whole community” approach as described in the National Preparedness Goal refers to the shared responsibility amongst governmental, non-governmental, public and private sector entities, communities and individuals to work together in order to ensure national security and promote resilient communities (FEMA.gov, 2015, p. 1-2). Meaning that individuals must not simply rely on the federal, state or local governments to ensure thier safety and security, but individuals must take thier own safety seriously. Furthermore, the problem does not go away with more funding. Appropriate guidance, laws, education, training, and equipment all play significant roles in national preparedness.
The concept of “whole community” is important when viewing both short- and long-term effects that natural and man-made disasters can have on a population. Hurricane Katrina is a perfect example of the lack of a "whole community approach" resulting in improper risk analysis and poor emergency planning. The substandard response and recovery efforts at the federal, state and community-level contributed to almost every issue negatively impacting this incident. Ultimately, there was no precedent for a natural disaster of that magnitude and community leaders and residents found themselves unprepared. There was no distinct chain of command to delegate resources for recovery and rescue operations. Breakdowns in coordination from the federal level to the local level were apparent. “State and local authorities understood the devastation but, due to destruction of infrastructure and response capabilities, lacked the ability to communicate with each other and coordinate a response, struggled to perform responsibilities such as the rescue of citizens stranded by the rising floodwaters, provision of law enforcement, and evacuation of the remaining population of New Orleans (Townsend, 2006, ch. 5).
The Federal Emergency Management Agency leads the charge of the whole community approach to emergency management with the goal of facilitating a culture that shifts primary responsibility from the federal government managing disaster recovery to a community-centric approach. Creating crosstalk between emergency management stakeholders, decision makers, and communities, facilitates exchange of information and best practices that can be shared between communities that have the same hazards and threats. Additionally, community leaders are able to form a shared understanding of thier respective needs and capabilities, leverage resources, strengthen infrastructure, forge more effective prevention, protection, response and recovery while increasing preparedness and resiliency across the community and the nation (FEMA.gov, 2011, p. 3).
Fostering a culture of shared responsibility places responsibility of emergency management on governments thereby sharing that responsibility amongst non-governmental, public and private sector agencies, and individual persons with the community ...
· Per the e-Activity, analyze one (1) of the core tenets establish.docxLynellBull52
· Per the e-Activity, analyze one (1) of the core tenets established in the National Infrastructure Protection Plan. Take a position on how closely following this tenet could have resulted in better protection of critical infrastructure during Hurricane Katrina. Provide a rationale for your response.
TENET #5. Collaborating To Manage Risk
The national effort to strengthen critical infrastructure security and resilience depends on the ability of public and private sector critical infrastructure owners and operators to make risk-informed decisions on the most effective solutions available when allocating limited resources in both steady-state and crisis operations. Therefore, risk management is the cornerstone of the National Plan and is relevant at the national, regional, State, and local levels. National, regional, and local resilience depend upon creating and maintaining sustainable, trusted partnerships between the public and private sector. While individual entities are responsible for managing risk to their organization, partnerships improve understanding of threats, vulnerabilities, and consequences and how to manage them through the sharing of indicators and practices and the coordination of policies, response, and recovery activities. Critical infrastructure partners manage risks based on diverse commitments to community, focus on customer welfare, and corporate governance structures. Risk tolerances will vary from organization to organization, as well as sector to sector, depending on business plans, resources, operating structure, and regulatory environments. They also differ between the private sector and the government based on underlying constraints. Different entities are likely to have different priorities with respect to security investment as well as potentially differing judgments as to what the appropriate point of risk tolerance may be. Private sector organizations generally can increase investments to meet their risk tolerances and provide for their community of stakeholders, but investments in security and resilience have legitimate limits. The government must provide for national security and public safety and operates with a different set of limits in doing so. Finding the appropriate value proposition among the partners requires understanding these differing perspectives and how they may affect efforts to set joint priorities. Within these parameters, critical infrastructure security and resilience depend on applying risk management practices of both industry and government, coupled with available resources and incentives, to guide and sustain efforts. This section is organized based on the critical infrastructure risk management framework, introduced in the 2006 NIPP and updated in this National Plan. The updates help to clarify the components and streamline the steps of the framework, depicted in Figure 3 below. Specifically, the three elements of critical infrastructure (physical, cyber, and human) are explicitly i.
Similar to 345LocaL Government Performance and the chaLLenGes of re.docx (20)
(No Plagiarism) Explain the statement Although many leading organi.docxtamicawaysmith
(No Plagiarism) Explain the statement: "Although many leading organizations have invested significant resources in developing the culture and routines for this innovation processes, most organizations continue to rely on the efforts of a handful of people and chance. An innovative organization is one that can perfect these routines in addition to creating an innovation culture in the organization that engages people. Five key routines can facilitate its management of the innovation process” (Dooley & O'Sullivan, 2003).
.
What made you choose this career path What advice do you hav.docxtamicawaysmith
The document discusses potential paths and college options after high school but provides little details. It briefly mentions fields of study and interests without elaborating on specific choices or recommendations. The document offers no clear direction or next steps for the reader.
Patient Population The student will describe the patient populati.docxtamicawaysmith
Patient Population: The student will describe the patient population that is impacted by the clinical issue. With a focus on the diversity of the human condition found within this patient population, the student will describe the influence that cultural values may have on the proposed solution. Proposed
Solution
: The student will set the stage for proposing the best solution to the clinical problem by using appropriate evidence-based data and integrating data from peer-reviewed journal articles. In this paper, the student will: i. Propose a clear solution to the clinical problem that is supported by a minimum of three scholarly, peer-reviewed journal articles.ii. Expand on the ethical considerations when developing the plan.
.
Dr. Paul Murray Bessie Coleman Jean-Bapiste Bell.docxtamicawaysmith
Dr. Paul Murray
Bessie Coleman
Jean-Bapiste Belley
Harriet Elizabeth Brown
Monte Irvin
Shirley Graham Dubois
Vernon Dahmer
Hale Woodruff
Jo Ann Robinson
Eugene "Pineapple" Jackson
Dr. Francis Cress Welsing
Dr. Kenneth Clark
Amy Jacques Garvey
Ophelia DeVore
Augusta Fells Savage
Eugene Jacques Bullard
Bobby Timmons
Clyde Kennard
Madison Washington
Joseph Winters
Sam Sharpe
Joseph Rainey
Bessie Stringfield
DJ Kool Herc
Lonnie Clayton
Mrs. Mamie Lang Kirkland
Lucius Septimius Bassianus
Carolyn Gudger
Jasmine Twitty
Daisy Bates
Ella Jenkins
Lewis Henry Douglass
Cynthia Robinson
Sylvester Magee
Mabel Fairbanks
Cathay Williams
Clara Belle Williams
John Baxter Taylor Jr.
Anna J. Cooper
The Black Seminoles
Dr. Daniel Hale Williams
Matthew Williams
Phillipa Schuyler
Yarrow Mamout
Mamie "Peanut" Johnson
Frank E. Petersen
"Miss Maggie" Walker
Paul Robeson
Olivia J. Hooker
Dr. Henry T Sampson
Lovie Yancy
Willie James Howard
Toni Stone (Marcenia Lyle Alberga)
Lucien Victor Alexis
Mevinia Sheilds
Dr. Lonnie Smith
Rosewood
Miss Jane Pittman
Lucy Terry
Abraham Galloway
Thomas Jennings
Irene Morgan
Paul Lawrence Dunbar
Jean Toomer
Doris Payne
Ann Petry
Madam C.J. Walker
Dr. May Edward Chinn
Greenwood, Tulsa, OK
Karen Bass
Dr. Dorothy Height
Dr. Geneva Smitherman
Michaëlle Jean
Robin Kelly
Mary Macleod Bethune
Jane Bolin
Donna Edwards
Dame Eugenia Charles
Dr. Thomas Elkins
Wilma Rudolph
Annie Malone
Ann Lowe
Black Wall Street
Cathy Hughes
Kamala Harris
Fannie Lou Hamer
Sarah Rector
Ruth Simmons
Claudette Colvin
MC Lyte
Benajin Banneker
Benjamin O. Davis, Jr.
Thurgood Marshall
Doris "Dorie" Miller
Cecil Noble
WC Handy
Dorothy Counts
Bayard Rustin
Dr. Eliza Ann Grier
Matthew Henson
Jesse Owens
Nina Simone
Wendell Scott
Adam Clayton Powell
Percy Julian
Dr. Charles Drew
Thomas "Fats" Waller
Satchel Paige
Bass Reeves
Marian Anderson
Josephine Baker
Joe Louis
Walter White
William Hastie
Elijah McCoy
Jan Matzelger
Lewis Latimer
Granville T. Woods
Fred Jones
Nella Larsen
Lloyd Hall
A. Philip Randolph
Althea Gibson
Barbara C. Jordon
Marcus Garvey
Malcolm X
James Meridith
Guy Buford
Hazel Scott
Stokely Carmichal
Denmark Vessey
Alex Haley
Virginia Hamilton
Ishmael Reed
Nalo Hopkinson
George Schuyler
Patricia Roberts Harris
John Lewis
Les McCann
Martin Delany
Derek Walcott
Carter Godwin Woodson
Alvin Ailey
Debbie Allen
Ralph Abernathy
Arthur Ashe
Crispus Attucks
Amiri Baraka
Seko.
In depth analysis of your physical fitness progress Term p.docxtamicawaysmith
In depth analysis of your physical fitness progress
Term paper should include details of:
▪ What worked and why (include all documentation)
▪ What didn’t and why
▪ Are your physical fitness results in alignment with your health continuum goals (include documentation)
▪ What are your current goals
▪ What are your future goals
▪ Develop a road map to get achieve those goals Due no later than November 30, 2020.
samples
Physical fitness benchmark assessments
Fitness assessment data sheet
Exercise charts
Personal physical fitness progress chart
Self assessment: Individual Health Continuum
.
Information systems infrastructure evolution and trends Str.docxtamicawaysmith
Information systems infrastructure: evolution and trends
Strategic importance of cloud computing in business organizations
Big data and its business impacts
Managerial issues of a networked organization
Emerging enterprise network applications
Mobile computing and its business implications
Instructions:
9- 10 pages (does not include Title page and references )
can Include images (not more than two)
Minimum six (6) sources – at least two (2) from peer reviewed journals
Include an abstract, introduction, and conclusion
.
⦁One to two paragraph brief summary of the book. ⦁Who is the.docxtamicawaysmith
⦁One to two paragraph brief summary of the book.
⦁Who is the author and his/her background?
⦁Does the author have any particular ideological viewpoint that he or she is trying to advance or do you consider the author to have been neutral and presented both sides of controversial issues? (You will find asking this same question will help you in other courses and your future career.)
⦁When was this book written? Does the author reflect the views (biases) of the time when the book was written? Why or why not?
⦁What did you find most interesting in the book? Least interesting?
⦁What additional topics should the author have included in the book? Why?
⦁How had people before the age of the telegraph attempted to communicate faster over distances?
⦁How did the telegraph reflect scientific and technological developments, both in the United States and other countries?
⦁Why did the telegraph represent such a revolutionary development and not just an incremental improvement in communication?
⦁How did the telegraph impact politics, journalism, business, military strategy and society in general?
⦁How were the American and European experiences similar or different in developing the telegraph? Did the telegraph have a similar impact in the United States and Europe?
⦁What do you think of the author’s title? Is the Victorian-era telegraph really the equivalent of today’s internet in terms of its impact or is that an exaggeration? Why or why not?
⦁Do you think the author makes the material interesting, understandable and relevant to the general public? Why or why not?
⦁If you were the editor in the publishing company, what changes would you make to the author’s draft?
⦁Did the book increase your interest in a particular issue that you would like to learn more about?
⦁Do you think it is worthwhile learn about the historical impact of scientific and technological developments?
⦁Would you recommend this book to a friend? Why or why not?
⦁Would you recommend that I continue to use this book in this course with future students?
.
100.0 Criteria10.0 Part 1 PLAAFP The PLAAFP thoroughly an.docxtamicawaysmith
This document provides information about a student named Alicia for the purposes of developing her IEP. It includes her background information and diagnoses of ADD and dyscalculia. Her strengths include average reading skills and interest in dance, while her challenges involve focus, organization, math skills, and independence. The PLAAFP section will use this information to outline Alicia's present levels of performance, while her transition plan will address independence, employment, and post-secondary education goals based on her interests.
102120151De-Myth-tifying Grading in Sp.docxtamicawaysmith
10/21/2015
1
De-Myth-tifying Grading
in Special Education
1980 2015
10/21/2015
2
Primary Purpose
• “the primary purpose of…grades…
(is) to communicate student
achievement to students, parents,
school administrators,
post-secondary institutions and
employers.” and
• To provide teachers with information
for instructional planning.
Taken from “Reporting Achievement at the Secondary School Level: What and How?”, in Communicating Student
Learning: ASCD Yearbook 1996, p. 120.
What makes grading so
hard?
• Teacher preparation programs seldom include course work or
even discussions of recommended practices for grading
students in general, much less for students who may be
struggling learners. As a result, teachers at all grade levels
grapple with issues of fairness in grading.
• Despite the magnitude of this problem, few recommendations
for grading struggling learners can be found in the research
literature or in education policy.
• Urban Grading Legends
10/21/2015
3
Urban Legends:
Bigfoot/Sasquatch
Urban Legends
• I can’t fail a special education
student.
• I give all my Life Skills students an
85.
• The report card grade does not really
mean anything.
10/21/2015
4
Urban Legends
• The grade on the report card can’t be less
than the IEP mastery level (default 70%)
• I teach a lot in my classroom, but I can
only grade the things that are on the IEP.
• I don’t do the grades for my special
education students in my classroom, the
special education teacher does that for
me.
What’s the
problem??
• Some students are not getting REAL
grades.
• Multiple court cases regarding failing
students who are not receiving
appropriate specially designed instruction
or students only get “A’s” and it doesn’t
truly reflect how he/she really performs in
relation to the curriculum
10/21/2015
5
What does the law really
say?
• Neither the Individuals with Disabilities Education Act
(IDEA) nor any other federal education laws contain
requirements for grading. Therefore, each state has
discretion on the issue.
• The TEC is the set of state laws our state legislators have
passed that relate to education. ARD committees do not
have the authority to override state laws. The Texas
Administrative Code (TAC) is the set of rules that the State
Legislature has authorized Texas Education Agency (TEA)
or the State Board to write. ARD committees must also
follow these rules.
• The state statutes apply to all public school students in
Texas regardless of special education eligibility.
Local Grading Policies
TEC §28.0216
(1) “must require a classroom teacher to assign a grade that
reflects the students’ relative mastery of an assignment;
[and]
(2) may not require a classroom teacher to assign a
minimum grade for an assignment without regard to the
student’s quality of work.”
(3) may allow a student a reasonable opportunity to make up
or redo a class .
100.0 %Criteria
30.0 %Flowchart Content
The flowchart skillfully depicts the two possible discipline paths following the manifestation determination. In addition, there are two comprehensively aligned IEP goals for each determination.
40.0 %Legal Issues Analysis
A compelling analysis is included regarding any legal issues raised by the change in Carrie's transportation, proficiently incorporating relevant statutes, regulations, and case decisions.
5.0 %Research
Research strongly supports the information presented. Sources are timely, distinctive and clearly address all of the criteria stated in the assignment.
5.0 %Rationale Organization
The content is well organized and logical. There is a sequential progression of ideas related to each other. The content is presented as a cohesive unit and the audience is provided with a clear sense of the main idea.
5.0 %Overall Flowchart Presentation
The work is well presented. The overall appearance is neat and professional. Work would be highly desirable for public dissemination.
10.0 %Mechanics of Writing (includes spelling, punctuation, grammar, language use)
Submission is virtually free of mechanical errors. Word choice reflects well-developed use of practice and content-related language. Sentence structures are varied and engaging.
5.0 %Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
Sources are documented completely and correctly, as appropriate to assignment and style, and format is free of error.
100 %Total Weightage
.
100 words agree or disagree to eac questions Q 1.As her .docxtamicawaysmith
100 words agree or disagree to eac questions
Q 1.
As her defense attorney, I will argue that the officer did not only not read Sally's Miranda rights; he also did not respect her right to consul. After Sally made her allegedly verbal utterance, the Officer should have known to read Sally her rights. I will bring up that during New Jersey v. James P. Kucinski, Oct 26, 2016, the defendant was arrested for the bludgeoning death of his brother. The defendant was taken to police headquarters for questioning after the defendant was advised of his Miranda rights; he requested an attorney. The law enforcement officers terminated the interrogation, spoked with their supervisor, and approximately eight minutes later, the officers returned into the room and advised the defendant that he was being charged with murder. The scare tactic worked, and the defendant asked to speak with the officers. The defendant reluctantly answered a series of questions. Before trial, the defendant moved for suppression motion because the officers did not honor his request for counsel. The court denied the motion, during further questioning the defendant claimed to have acted in self-defense, the defense counsel moved for a mistrial. The trial court denied the motion for mistrial but instructed the jury that the defendant's right to remain silent should be limited to assessing his credibility. The defendant was charged with first-degree murder and third-degree possession of a weapon for unlawful purposes The Appellate Division reversed the defendant's conviction and motion for a new trial due to the prosecutor's question doing cross-examination was improper. The panel concluded that the defendant invoked his right to remain silent by telling law enforcement officers that he did not want to talk or answer questions. The Appellate Division found that the trial court instructions to the jury were flaws, and the supreme court agreed and affirmed. The officers should have stopped all questioning and contacted the defendant's attorney.
New Jersey v. Kucinski (2017). https://law.justia.com/cases/new-jersey/supreme-court/2017/a-58-15.html
Q 2.
My last name begins with a K. so I am answering in the role of prosecutor. Sally was originally pulled over because she had shown probable cause of drunk driving. Upon her traffic stop, Sally was then searched after being arrested and the handgun and drugs were found on her body. The police asked about the two items but did not “interrogate” her. Sally voluntarily answered the arresting officers’ questions and in doing so piled new charges onto her initial arrest charge. I believe that the judge will deny the request to suppress the admission of Sally’s statements. Sally does have rights under the Fifth Amendment, but her statements to the police officers were not coerced out of her. The Cornell Law School website states that the Fifth Amendment, under the self-incrimination clause, if an individual makes a spo.
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Post: dis 4
Author:
Posted Date: October 9, 2018 8:50 PM
Status: Published
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Brian Mcleod
I would say that for them to move the work and still be ethical defensible are work conditions,
respect for labor laws of the parent company, and job opportunities for the long-term
employees.
To expand on this would be the work conditions. The conditions that the workers have to work
under should be the same conditions that workers in the US have to work under. This involves
safety and environmental protection for the workers.
Labor laws of the host country and “most” of the internally recognized laws must be observed.
Overtime and child labor are a couple of items.
The long-term employees should be given the opportunity to move to another US based plant if
possible or to the new country.
Sometimes because of the state of the industry companies do have to make these decisions or
face possible bankruptcy. This alternative may not be the perfect solution but better than
bankrupting a company that still has operation in the US.
← OK
�
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Post: DB4
Author:
Posted Date: October 10, 2018 8:51 PM
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Christina Lacroix
It is ethically defensible to outsource production when the outcome of not outsourcing
would negatively impact stakeholders. Organizations define their most important
stakeholders, often the shareholders, as they invested capital. While some risk is
assumed by shareholders as a fiduciary managers have an obligation to the
shareholders to protect their interest when possible. A company risks shareholder
investment (access to capital) and jeopardizes all other stakeholders such as
employees, suppliers, and creditors. An organization cannot risk itself and the other
stakeholders depending upon in order to save employees.
The organization should do its due diligence in securing its outso.
100 words per question, no references needed or quotations. Only a g.docxtamicawaysmith
100 words per question, no references needed or quotations. Only a general idea or opinion.
A.
· Compare and contrast two works from the Italian Baroque period with two works from the Renaissance. Be sure to note the appearance in the works of the defining characteristics from each period.
· Discuss why artistic expression shifted from the restrained stoicism of the Renaissance to that of the heightened emotion in the religious and other works of the Baroque.
B. From video
Goya -
The Third of May
- If you cannot see this video, click here -
https://youtu.be/e7piV4ocukg
Respond in writing to the following questions after reading Chapter 12, watching the video, and exploring the sites above.
1. Heroism, nationalism, and passion are themes associated with Romanticism. Which
three
landmarks of the nineteenth century are most representative of these themes? You can discuss art, philosophy, or literature.
2. Compare Neoclassicism and Romanticism as styles and sensibilities. What do their differences reflect about patronage, popular taste, and historical change? Provide specific examples from the chapters.
C.
1. From the arts of West Africa, what are some characteristics of African cultural heritage?
2. How did their religious beliefs influence their art and music.
D.
Watch video below
Manet -
Déjeuner
sur
l’herbe -
If you cannot see this video, click
https://youtu.be/3xBGF8H3bQ4
1. Viewers of Manet’s
Déjeuner sur l’herbe
initially responded to its public display by attacking the canvas with their umbrellas. Why?
2. What kind of art has evoked a comparable response in our own time? Do some research online. Find a recent work of art that caused controversy. Summarize the reasons for the controversy and your reaction to it. Try not post the same article as someone else. (This board is not POST FIRST, so you will be able to see what others have posted right away.) If you can, attach a picture of the image you are describing to your posting.
E.
Watch the video below. If you cannot see the video, click here:
https://youtu.be/XyLNPumMMTs
George Braque, Violin and Pitcher, (1909)
•
Pablo Picasso, Guernica, (1937)
•
Marcel Duchamp, Nude Descending a Staircase, (1912)
Respond in writing to the following question after reading Chapter 14 in your text, watching the video above, viewing the Web Assignments, and the sites above.
1. Describe how they three have departed from styles such as symbolism and impressionism of the late nineteenth century.
F.
Take some time to reflect on all we have covered in this course. Then, respond in writing to the following question.
1. After your experience in this course, describe why you feel the humanities are important.
.
100A 2
2 4 4
5
1A 1034 5
1B 1000 10
1C 1100 1
1D 1123 20
1E 1210 5
20 10 10
7
1A 2180 20
1B 1283 20
1C 3629 5
1D 3649 3
1E 4051 15
1F 4211 1
1G 5318 5
100B 1
2 4 1
3
1A 2180 10
1B 1283 10
1C 3629 5
100C 2
0 0 0
3
1A 6774 5
1B 6869 5
1C 6879 2
0 0 0
4
1A 6774 2
1B 6869 5
1C 6879 1
1D 7555 10
100D 1
10 5 3
3
1A 2180 5
1B 3649 2
1C 4211 3
Self-care and Residency Reflection Paper Scoring Rubric -
Content
80 Points
Points Earned
Additional Comments:
All key elements of the assignment are covered in a substantive way.
Write a 700- to 1,050-word paper to reflect on your residency experience and outline your plan for self-care. Please use the self-care and residency reflection paper template posted in Student Materials for this assignment.
Consider the following questions when writing your reflection:
a) What have you learned about yourself during residency?
b) What have you learned about yourself as a counselor-in-training during residency?
c) What are aspects of residency that you enjoyed? Why did you enjoy these aspects?
d) What aspects of residency did you not enjoy? Why did you not enjoy these aspects?
e) What is counselor self-care? Why is it important? Include two separate in-text and end of work references.
f) What strategies for maintaining self-care did you try throughout this program? How can you implement these strategies?
g) How will you know when you are experiencing burnout? What can you do to prevent this?
The content is comprehensive, accurate, and /or persuasive.
The paper links theory to relevant examples of current experience and industry practice and uses the vocabulary of the theory correctly. This refers to the use of literary references. Generally you will need one separate literary reference for each main point (objective) of your paper.
Major points are stated clearly and are supported by specific details, examples, or analysis.
Organization / Development
35 Points
Points Earned
Additional Comments:
The paper has a structure that is clear, logical, and easy to follow.
The paper develops a central theme or idea, directed toward the appropriate audience.
The introduction provides sufficient background on the topic and previews major points.
The conclusion is logical, flows from the body of the paper, and reviews the major points.
Transitions between sentences/ paragraphs/sections aid in maintaining the flow of thought.
The tone is appropriate to the content and assignment.
Mechanics
35 Points
Points Earned
Additional Comments:
The paper, including the title page, reference page, tables, and appendices follow APA guidelines for format.
Citations of original works within the body of the paper follow APA guidelines.
The paper is laid out with effective use of headings, font styles, and white space.
Rules of grammar, usage, and punctuation are followed.
Sentences are complete, clear, concise, and varied.
Spelling is correct.
.
10122018Week 5 Required Reading and Supplementary Materials - .docxtamicawaysmith
10/12/2018
Week 5 Required Reading and Supplementary Materials - MGMT 670 9042 Strategic Management Capstone (2188)
https://learn.umuc.edu/d2l/le/content/333174/viewContent/13406413/View
/2
Required Readings:
From the UMUC library: (Note: You must search for these articles in the UMUC library. In the case of video links in the UMUC library, exact directions are given on how to find the video.)
Porter's Five-Forces model. (2009). In Encyclopedia of management (6th Ed., pp. 714-717).
From Other websites:
Evaluating the industry. (2012). In Mastering strategic management. Washington, DC: Saylor Academy. Retrieved from https://saylordotorg.github.io/text_mastering-strategic-management/s07-03-evaluating-the-industry.html
The impact of external and internal factors on strategy. (2016, 31 May). In Boundless Management. Retrieved from https://courses.lumenlearning.com/boundless-management/chapter/strategic-management/
Mapping strategic groups. (2012). In Mastering strategic management. Washington, DC: Saylor Academy. Retrieved from https://saylordotorg.github.io/text_mastering-strategic-management/s07-04-mapping-strategic-groups.html
The PESTEL and SCP frameworks. (2016, 26 May). In Boundless management. Retrieved from https://courses.lumenlearning.com/boundless-management/chapter/external-inputs-to-strategy/
The relationship between an organization and its environment. (2012). In Mastering strategic management. Washington, DC: Saylor Academy. Retrieved from https://saylordotorg.github.io/text_mastering-strategic-management/s07-01-the-relationship-between-an- or.html
Strategic group mapping. (2010, October 5). MBA lectures. Retrieved from http://mba-lectures.com/management/strategic- management/1000/strategic-group-mapping.html
Supplementary Materials:
From the UMUC library: (Note: You must search for these articles in the UMUC library. In the case of video links in the UMUC library, exact directions are given on how to find the video.)
Anand, B. N. (2006). Crafting business strategy and environmental scanning [Video]. Harvard Business School Faculty Seminar Series.
Follow these steps to find this video:
Go to http://sites.umuc.edu/library/index.cfm
Type in the entire name of the article: "Crafting business strategy and environmental scanning," into the search box and click on "search."
Click on "multimedia" in the upper left hand corner of the webpage (under "Ask a Librarian.)
Type in the entire name of the article: "Crafting business strategy and environmental scanning," in the box at the top of the page to the left of the word, "Search."
Make sure only "Business Videos" and "Find all my search term" are the only boxes that are checked. Uncheck both "Image Collection" and "Apply equivalent
subjects"
Click on "Search" at the bottom right hand corner of the webpage. It is a small word in a box. The next page shows the article. Click on the article.
Dahab, S. (2008). Five forces. In S. R. Clegg & J. R. Bailey (Eds.), International en.
101416 526 PMAfter September 11 Our State of Exception by .docxtamicawaysmith
10/14/16 5:26 PMAfter September 11: Our State of Exception by Mark Danner | The New York Review of Books
Page 1 of 11http://www.nybooks.com/articles/2011/10/13/after-september-11-our-state-exception/?printpage=true
After September 11: Our State of Exception
Mark Danner OCTOBER 13, 2011 ISSUE
We are in a fight for our principles, and our first responsibility is to live by them.
—George W. Bush, September 20, 2001
1.
We are living in the State of Exception. We don’t know when it will end, as we don’t know when the War on Terror will
end. But we all know when it began. We can no longer quite “remember” that moment, for the images have long since
been refitted into a present-day fable of innocence and apocalypse: the perfect blue of that late summer sky stained by acrid
black smoke. The jetliner appearing, tilting, then disappearing into the skin of the second tower, to emerge on the other
side as a great eruption of red and yellow flame. The showers of debris, the falling bodies, and then that great blossoming
flower of white dust, roiling and churning upward, enveloping and consuming the mighty skyscraper as it collapses into the
whirlwind.
To Americans, those terrible moments stand as a brightly lit portal through which we were all compelled to step, together,
into a different world. Since that day ten years ago we have lived in a subtly different country, and though we have grown
accustomed to these changes and think little of them now, certain words still appear often enough in the news—
Guantánamo, indefinite detention, torture—to remind us that ours remains a strange America. The contours of this
strangeness are not unknown in our history—the country has lived through broadly similar periods, at least half a dozen or
so, depending on how you count; but we have no proper name for them. State of siege? Martial law? State of emergency?
None of these expressions, familiar as they may be to other peoples, falls naturally from American lips.
What are we to call this subtly altered America? Clinton Rossiter, the great American scholar of “crisis government,”
writing in the shadow of World War II, called such times “constitutional dictatorship.” Others, more recently, have spoken
of a “9/11 Constitution” or an “Emergency Constitution.” Vivid terms all; and yet perhaps too narrowly drawn, placing as
they do the definitional weight entirely on law when this state of ours seems to have as much, or more, to do with politics
—with how we live now and who we are as a polity. This is in part why I prefer “the state of exception,” an umbrella term
that gathers beneath it those emergency categories while emphasizing that this state has as its defining characteristic that it
transcends the borders of the strictly legal—that it occupies, in the words of the philosopher Giorgio Agamben, “a position
at the limit between politics and law…an ambiguous, uncertain, borderline fringe, at the intersection of the legal and the
political.”
Call it, then, the s.
100 words per question, no references needed or quotations. Only.docxtamicawaysmith
100 words per question, no references needed or quotations. Only a general idea or opinion.
A.
· Compare and contrast two works from the Italian Baroque period with two works from the Renaissance. Be sure to note the appearance in the works of the defining characteristics from each period.
· Discuss why artistic expression shifted from the restrained stoicism of the Renaissance to that of the heightened emotion in the religious and other works of the Baroque.
B. From video
Goya -
The Third of May
- If you cannot see this video, click here -
https://youtu.be/e7piV4ocukg
Respond in writing to the following questions after reading Chapter 12, watching the video, and exploring the sites above.
1. Heroism, nationalism, and passion are themes associated with Romanticism. Which
three
landmarks of the nineteenth century are most representative of these themes? You can discuss art, philosophy, or literature.
2. Compare Neoclassicism and Romanticism as styles and sensibilities. What do their differences reflect about patronage, popular taste, and historical change? Provide specific examples from the chapters.
C.
1. From the arts of West Africa, what are some characteristics of African cultural heritage?
2. How did their religious beliefs influence their art and music.
D.
Watch video below
Manet -
Déjeuner
sur
l’herbe -
If you cannot see this video, click
https://youtu.be/3xBGF8H3bQ4
1. Viewers of Manet’s
Déjeuner sur l’herbe
initially responded to its public display by attacking the canvas with their umbrellas. Why?
2. What kind of art has evoked a comparable response in our own time? Do some research online. Find a recent work of art that caused controversy. Summarize the reasons for the controversy and your reaction to it. Try not post the same article as someone else. (This board is not POST FIRST, so you will be able to see what others have posted right away.) If you can, attach a picture of the image you are describing to your posting.
E.
Watch the video below. If you cannot see the video, click here:
https://youtu.be/XyLNPumMMTs
George Braque, Violin and Pitcher, (1909)
•
Pablo Picasso, Guernica, (1937)
•
Marcel Duchamp, Nude Descending a Staircase, (1912)
Respond in writing to the following question after reading Chapter 14 in your text, watching the video above, viewing the Web Assignments, and the sites above.
1. Describe how they three have departed from styles such as symbolism and impressionism of the late nineteenth century.
F.
Take some time to reflect on all we have covered in this course. Then, respond in writing to the following question.
1. After your experience in this course, describe why you feel the humanities are important.
Edit question's body
.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
345LocaL Government Performance and the chaLLenGes of re.docx
1. 345
LocaL Government Performance
and the chaLLenGes of reGionaL
PreParedness for disasters
Brian J. GerBer
Louisiana State University
scott e. roBinson
Texas A&M University
ABSTRACT: As is well known, most emergency incidents are
managed by local
governments. However, when an incident of disaster-scale
occurs, the traditional
model of emergency management has certain limitations.
Emergency response
systems are primarily designed to manage incidents locally, not
to facilitate
coordination across multiple jurisdictional boundaries. As a
result, the threat of
a catastrophic terrorist attack and of other regional-scale natural
disasters like
Hurricane Katrina has led to a policy demand for actual regional
coordination
in emergency response. In this article, we discuss the local
development of
regionalism in emergency management and present an approach
to assessing
the effectiveness of such efforts (i.e., we examine local
3. doi 10.2753/Pmr1530-9576320301
346 PPmr / march 2009
and other catastrophic incidents—the federal government moved
decisively away
from its more traditional facilitative role in emergency
management. instead it
moved to a much more centralized, top–down mode of policy
development, more
explicitly directing state and local government actions (cigler,
2007; schneider,
2005). following the 9/11 attacks, the hurricanes of 2005, and
especially the
ineffective response to hurricane Katrina, enhanced further the
saliency of the
debate over how best to re-shape systems of preparedness for
and management
of disaster incidents.
in the broadest sense, the 9/11 and Katrina events have
combined to raise a
series of questions about how to build governmental capacity
and how to design
organizational change most effectively (stanton, 2006). one
critical issue is
building the capacity for coordinated response across multiple
sites, multiple cit-
ies, and even multiple states. Large-scale incidents inherently
involve multiple
political jurisdictions and engage response efforts across levels
of government. a
notable element of the new national emergency management
doctrine, seen first
4. in the national response Plan (nrP; U.s. dhs, 2004) and
continued to a certain
degree in the nrP’s revised form, the national response
framework (nrf; U.s.
dhs, 2008a), was recognition of the need for regional response
capabilities.1
that is, improving emergency management on a regional basis—
which can be
defined as the capacity and capability for coordinated response
efforts across broad
geographic areas and across political jurisdictions by multiple
governmental ac-
tors—was conceptualized as one critical element in improving
preparedness for
potential disaster or catastrophic incident scenarios.
however, it is important to recognize that regionalizing
preparedness at the
direction of the dhs presents both political and practical
challenges. the develop-
ment and design of the dhs itself has been criticized on the
grounds that efforts
to impose centrally defined and centrally controlled national
goals are potentially
counterproductive given that emergency management in the
United states is char-
acterized by decentralized subnational policy networks
(schneider, 2005; Waugh &
streib, 2005; Waugh & sylves, 2002). Likewise, other political
and administrative
features intrinsic to american federalism, such as conflicting
incentives across
levels of government, do not augur well for an effective
centralized management
of a national homeland security policy strategy (eisinger, 2006).
5. not only is centralization of policy priority setting seen as
potentially prob-
lematic, there is debate over the particular issue of what
regionalized emergency
management would or should look like in practice. although the
nrP included
statements regarding the importance of regional response, the
term was used am-
biguously: at times it implied that regional responses are the
domain of federal
this research was supported by a national science foundation
(nsf) grant (award
number 0554332, Brian J. Gerber, Principal investigator); the
authors thank the nsf for
this support.
Gerber and robinson / LocaL Government Performance 347
authorities—presumably through administrative units of the
federal emergency
management agency (fema)—but at others it referred to regional
entities as
distinct from federal authorities. it did not clarify, however,
whether this refers to
trans-state regional efforts such as those of the mid-atlantic
states to prepare for
a disaster in the national capital region or to trans-local regions
such as those
in the north texas region (which includes dallas and fort Worth)
to coordinate
notification systems for tornados. this ambiguity has sown
conceptual confusion
over the expected nature and role of subnational governments
6. operating as regional
actors. further, the nrf largely avoids clarifying what
regionalism should mean
in practice for state and local government by limiting itself to a
general discussion
of fema’s own regional response coordinating centers.
While these hurdles exist, building regional coordination
capacity into pre-
paredness for disaster and catastrophe is a key element of the
post-9/11 national
emergency management doctrine. in spite of a certain level of
opaqueness, the
federal government does call for improved regional response
capabilities based on
the imperatives of “worst case scenario” planning—a series of
envisaged disaster
or catastrophic incidents that would affect a broad geographic
area or the entire
nation (White house, 2006). But while the need for
regionalization of prepared-
ness activities is presumed, what is less than clearly established
is a fundamental
question: how well do state and local governments actually
perform in meeting
these newly defined policy demands?
thus, our objective in this paper is to address that question by
assessing the
degree to which conditions at the local government level are
likely to promote
regionalized preparedness. our empirical analysis is framed by
providing evi-
dence for the following: how well might local governments
actually meet the
new demand for regionalization, what factors might explain
7. variation in such
performance, and what is a useful way to actually assess
performance by state
and local governments in this area?
We concentrate our attention on local government performance
on key indica-
tors and their relevance to potential regionalization because
many key functional
activities relevant to homeland security fall primarily within the
responsibility of
local government. more important, it is precisely those local
governments that have
initial responsibility for first response, and, as a result,
coordinating their response
efforts is the bedrock mechanism of developing regional
capabilities to manage
disasters and catastrophes. Understanding local government
performance in this
area is a critical indication of how well the homeland security
and emergency
management doctrine that has been developed since 2001 is
likely to function
when future calamities occur.
We address these questions first by outlining the basic
challenges of assessing
emergency management performance generally. We discuss the
concept of, and
specific constraints attendant to, regionally coordinated
emergency management
involving multiple jurisdictions, including state jurisdictions.
We then present a
8. 348 PPmr / march 2009
rationale for performance assessment of regional coordination
based on a multiple
assessment strategy that incorporates perspectives and
assessments held by local
government officials with responsibilities relevant to emergency
management
policy issues.
Using data gathered from a nationwide survey of city and
county officials in
the fall of 2006, our assessment suggests three basic insights.
consistent with
well-established findings in the disaster policy literature,
performance is likely to
be contingent on localized characteristics. insofar as
performance is dependent on
such characteristics, the new doctrine toward emergency
management is likely to
face familiar federalism-based challenges to effective
implementation. second,
regionalization of emergency management is a multi-
dimensional construct that
requires both greater conceptual elaboration and new strategies
for capturing its
realization in practice. finally, the mixed set of measures used
here suggests insight
for future efforts to improve performance measurement in the
area of emergency
management preparedness activities.
Approaches to Assessing Preparedness and Response
Effectiveness
the performance measurement movement has had a difficult
9. time penetrating
the emergency management field. at its heart, the challenge
stems from a dif-
ficulty in measuring policy outcomes for emergency
preparedness. successful
emergency preparedness may mean that a community suffers
less of a loss than
it otherwise would have. the most basic problem is that we can
never observe
the loss that otherwise would have been experienced. any
assessment requires
the comparison of the observed losses to the counterfactual
losses hypothesized
to have otherwise been likely.
typically, the counterfactual problem is overcome through the
brute strength of
large samples. the typical strategy is to approximate the
counterfactual by collect-
ing data on many similar situations. in a classic policy
evaluation example, consider
the assessment of the effect of a new law requiring all operators
of motorcycles
to wear helmets. We can only observe the actual fatality and
injury rates after the
law passes. it is impossible to know exactly the effects of a
motorcycle helmet
law after its adoption because we can never see what the fatality
and injury rate
would have been in that specific year in the absence of the law.
instead, assessors
use a large collection of states and years, some of which
adopted the helmet law
and some that did not, to estimate the mortality and injury rate
in the hypothetical
year without the helmet law. the assessor then compares this
10. estimated quantity
to the observed mortality and injury rate to find an estimated
policy impact. the
accuracy of the policy impact estimate depends on having a
large sample of com-
parable units on which to base the counterfactual estimate.
the expected difference strategy, relying on large samples of
comparable units,
is not generally possible in the case of emergency management.
emergencies—
Gerber and robinson / LocaL Government Performance 349
particularly disasters—are rare and extreme events. By their
nature, they defy
the logic of repeated measurement. Quarterly evaluations, for
example, may be
appropriate for daily decision making (such as evaluating the
effectiveness of
repeated job training programs) because each quarter is a
comparable unit for
purposes of creating an accurate guess of what, say, next
quarter’s evaluations
should look like. this logic is difficult to justify in policy
decisions related to a
50-year flood. there have not been enough 50-year floods to
serve as the basis
for a sample. it is often the case that emergency planners have
information on
only a few of such events. the rarity of emergency events
(again, disasters in
particular) makes this counterfactual observation problem
described above all
11. the more binding.
the measurement problem inherent in rare counterfactuals is
compounded by
the inter-jurisdictional nature of emergency management.
emergency response
calls for the collaborative mobilization of a variety of
organizations, agencies,
and informal groups. failure may not be easily attributable to
any one actor or
organization because outcomes are the joint product of many
actors. for this rea-
son, evaluation may be more appropriate at the network level
than at the level of
individual organizations, as is typical in performance
management (mandell &
Keast, 2007; Provan, fish, & sydow, 2007). as a result,
emergency management
is an area where policy outcomes are difficult to use as the basis
for performance
evaluation. any observed outcome could be the product of any
combination of a
large number of actors.
instead, the emergency management literature has focused on
the evaluation
of preparedness, where actions such as employee training are
the relevant outputs
(which, in turn, may or may not be closely related to actual
outcomes).2 Understand-
ing the emergency management community’s response to these
difficulties requires
understanding the phases of emergency management (mileti,
1999, pp. 22–23).
disasters are not generally preventable. instead, emergency
management involves
12. pre-disaster preparedness and mitigation activities and post-
disaster response and
recovery activities. the rarity and extremity of disasters make
measuring directly
the effectiveness of post-disaster response and recovery efforts
difficult. instead,
understanding emergency management performance focuses
one’s attention on
behaviors where managers have more leverage—preparedness
and mitigation
outputs. this logic is the basis for the target capabilities List—
the instrument
the dhs recommends to assess community preparedness.
Within the general strategy of assessing preparedness,
approaches to measuring
effectiveness have varied. the simplest approach involves the
subjective self-
evaluation of emergency management professionals or other
responsible parties.
in this approach, assessors ask respondents to describe their
general level of
preparedness. sometimes assessors ask these questions in terms
of an all-hazards
conception where each respondent is asked to indicate his
organization’s overall
preparedness for the emergencies it faces. other times, assessors
differentiate
350 PPmr / march 2009
between disasters asking, for example, about preparedness for
hurricanes or
terrorist attacks. this approach is simple but has built-in biases.
13. the resulting
evaluations are clearly subjective and may be subject to social
desirability bias
in that emergency managers may be reluctant to report that their
organization is
entirely unprepared—although that might be the appropriate
characterization in
many cases. on the other hand, the respondents to these
questions may be in the
best position to offer these summary evaluations and, under
traditional conditions
of anonymity, may see a low rating as an opportunity to force
policymakers to
increase investments in emergency preparedness. furthermore, it
is not clear how
consistently respondents define preparedness. a well-trained
respondent may
be much more critical of the preparedness of her organization
than a less well-
trained respondent in a similarly prepared organization. such
differences would
create variance in the data resulting from respondent
characteristics rather than
from organizational characteristics. the result is a series of
potential biases that
are hard to predict.
the second approach focuses on the analysis of documents
related to disaster
preparedness (Burby, 2003). document analysis has focused on
the disaster plans
of various organizations and whether the plans contained state-
of-the-art elements
of preparedness such as communication plans, clear lines of
authority, and dis-
semination plans. many favor this approach as more objective
14. than the subjective
assessments of the previous strategy, but this approach also has
its limits. first, col-
lecting documents related to disaster preparedness is costly and
time-consuming.
as a result, it is a difficult technique for evaluating the
preparation for a large
sample of organizations. it may be better suited for internal
assessments than
large-N comparative assessments. equally important is the
question of whether
the documents reflect real preparative activities or capabilities.
Well-written plans
may end up unopened on the shelf of administrators facing a
real emergency. this
measure may then indicate an upper bound on effectiveness
rather than a measure
of effective preparedness itself.
the last traditional approach to measuring disaster preparedness
is to focus on
actual preparatory behavior. the specific behaviors assessed
depend on the context
of the performance assessment. at the individual level, surveys
may ask individuals
if they have stockpiled certain goods such as water or fuel.
surveys ask emergency
management professionals if they conduct specific activities
such as tabletop
exercises or full simulations. this is a popular approach, but it is
still limited.
first, such measures tend to be domain specific. this approach
requires asking
about different behaviors if you are assessing preparedness at a
local government
level, in private sector organizations, or in individual
15. households. furthermore,
the activities representing preparedness for chemical or
biological events may be
distinct from efforts to prepare for flooding or earthquakes.
second, the behaviors
tend to be quite specific and may fail to account for the
diversity of preparedness
activities. an organization may be relatively well prepared but
not conduct the
Gerber and robinson / LocaL Government Performance 351
specific activities asked for in the measures. as a result, the
organization may be
mischaracterized as poorly performing in terms of disaster
preparedness. third,
there are ever-present concerns about respondent reliability with
these questions.
as in the case of subjective assessment, there may be a strong
social desirability
effect on the part of emergency managers to indicate that they
perform generally ac-
cepted preparedness behaviors. to compensate for these
problems, it is essential to
include a variety of behavioral questions with activities varying
from low-cost (e.g.,
written plan preparation) to high-cost activities (e.g., full
simulation exercises).3
again, these sources of bias are not in a predictable direction or
of a predictable
magnitude, making them very difficult to account for in
assessments.
Because there is not a single best strategy for measuring
16. performance, perfor-
mance assessment should include combinations of approaches
including subjec-
tive assessment and behavioral assessment (and plan evaluation
where feasible).
the combination of these approaches may offset some of the
error embedded in
each approach. the key to avoiding the potential sources of bias
is to use multiple
measures with different sources of bias. this requires that one
assess the prepared-
ness level of each organization using a combination of
measurement strategies.
the hope is that combining measurement strategies with
different sources of bias
will result in the errors’ canceling out—as is assumed in the
traditional prefer-
ence for large samples in the expected comparison strategy
(relying on the Law
of Large numbers). examples of this approach include studies at
the individual
household level (Lindell & Perry, 2000) and the organizational
level (Gillespie
& streeter, 1987; Lindell & Whitney, 1995). the next section
further establishes
the emergence of regional preparedness before describing our
application of this
multi-strategy assessment of regional preparedness based on a
survey of local
emergency management professionals and other local officials.
Regional Disaster Response: A New Focus
to further understand the challenges of assessing emergency
management perfor-
mance, it is important to place the substantive demands of this
17. policy domain into
context. the traditional all-hazards framework, which refers to
the comprehensive
management of a broad range of potential emergencies or
disasters that result from
natural, technological, or other human sources, was
fundamentally reoriented by
the events of september 11, 2001. the most recent update to the
National Strategy
on Homeland Security makes clear that terrorism should be
viewed as the nation’s
primary hazard—at least in terms of the federal government’s
responsibilities. the
first sentence of the document’s overview states: “america is at
war with terrorist
enemies who are intent on attacking our homeland and
destroying our way of
life” (White house, homeland security council, 2007, p. 1). of
the four stated
national goals on homeland security, the first stated goal is the
prevention and
disruption of terrorist attacks. the strategy document declares
itself the basis for
352 PPmr / march 2009
a framework to guide national policymaking, which of course
includes directing
the policy and administrative structure that makes up the
emergency management
system in the United states.
there are two key points to be made about this development.
first, changes in
18. performance objectives have not arisen from the highly
decentralized networks
making up the core of the system but instead have come directly
from the White
house, mainly by a series of homeland security Presidential
directives (hsPd)
and executive orders. the source of change matters in assessing
performance
because those loosely connected emergency management policy
networks may
not be either well suited or favorably disposed to fulfilling the
requirements of the
new national doctrine. second, it is also essential to understand
what exactly those
emergency management networks are being asked to do under
the new doctrine.
one core task is to improve readiness for large-scale disasters or
catastrophes,
which entails developing (or improving) regional preparedness
and regional re-
sponse capabilities. We elaborate on the significance of these
two points in the
following discussion.
ChANgES TO NATiONAl DOCTRiNE: TERRORiSm AS A
hAzARD
Perhaps most important among the documents that have defined
the national
approach to preparedness for emergencies and disasters have
been hsPd-5 and
hsPd-8. hsPd-5 tasked the secretary of dhs with developing and
administering
the national incident management system in 2003 and the
subsequent nrP. the
national incident management system, along with the nrP,
19. formally establish a
national incident management framework and a national all-
hazards emergency
operations plan. moreover, the President’s homeland security
council within
the executive office of the President (which was created via
executive order no.
13260) created 15 specific all-hazards planning scenarios that
all levels of govern-
ment are required to utilize in preparedness activities. the
importance of hsPd-8,
issued in december 2003, is its requirement of a national all-
hazards preparedness
goal that ultimately prompted dhs to create the target
capabilities List, which
state and local governments are required to develop and
maintain.
the nrP4 and associated documents make clear that the new
doctrine is heav-
ily oriented toward terror attacks as the guiding principle for
the national policy
reorientation. consider the 15 planning scenarios that federal,
state, and local
governments are supposed to use for development of response
capabilities: all but
3 of those 15 scenarios identify forms of potential terrorist
attacks. moreover, 5
of the 12 attacks scenarios could be plausibly described as
significant enough in
scale as to be characterized as a potential catastrophe.
envisaging those terror attack scenarios has profoundly
important consequences
for preparedness activities at all levels of government: it
prompts responsible
20. Gerber and robinson / LocaL Government Performance 353
parties to devote more preparedness efforts to potential large-
scale disasters or
catastrophes. a catastrophic incident is defined in the nrP as
“any natural or
manmade incident, including terrorism, that results in
extraordinary levels of mass
casualties, damage, or disruption severely affecting the
population, infrastructure,
environment, economy, national morale, and/or government
functions” (U.s. dhs
2004, cat-1). Birkland (2006) noted, however, that a brightly
defined division
between emergencies, disasters, and catastrophes does not exist.
clearly the key
issue is of scale, and while some events seem fairly apparent as
to categorization,
Birkland argued that the definition of an event as a disaster or a
catastrophe itself
can be fraught with political implications (and as a consequence
it is a designation
choice that might be strategic).
the catastrophic incident annex of the nrP makes explicit a
series of plan-
ning assumptions, including the premises that catastrophic
incidents will cause
mass casualties and displacement; critical infrastructure will be
disrupted on a
large scale; large-scale evacuation, either organized or
spontaneous, may occur;
and the “response capabilities and resources of the local
21. jurisdiction (to include
mutual aid from surrounding jurisdictions and response support
from the state)
may be insufficient and quickly overwhelmed” (U.s. dhs 2004,
cat-3). Un-
derscoring that the federal government has placed a great deal
of emphasis on
major disaster and catastrophic events, dhs (2006) completed
the second of a
two-phase national review of national disaster preparedness
across the 50 states
and in the country’s largest urban areas. outside of a few
exceptions (e.g., florida,
which routinely confronts mass evacuations related to the
hurricane hazard), the
review gave mediocre to poor grades for the country as a whole
in terms of actual
incident preparedness and adequacy of emergency operations
plans, particularly
related to the issue of mass evacuations of citizens should a
major disaster or
catastrophic event occur.
the development, then, of this new doctrine makes a basic
policy demand on
the emergency management system in the United states:
Preparedness for large-
scale disasters and catastrophic incidents (whether from
terrorism or some other
hazard) means that local and state governments necessarily will
have to develop
or increase efforts to manage events on a regional scale.
Because a disaster or
catastrophe by definition is an extreme enough event to
supersede both local and
state resources, the policy need is one of pursuing emergency
22. management from
a regional perspective.
REgiONAl PREPAREDNESS, REgiONAl COORDiNATiON:
BASiC
ChAllENgES
Given the substantive content of the new national emergency
response doctrine
and how the federal government has chosen to evaluate state-
level efforts to date
(through the target capabilities List), whether subnational actors
can fulfill per-
354 PPmr / march 2009
formance expectations becomes a salient question. in general
terms, the ability of
any jurisdiction to cope with a disaster event, or a catastrophic
event, is in large
part a function of the ability of public authorities to effectively
plan for and man-
age a disaster event.5 it is also important to recognize the
challenge of managing
disaster events in the U.s. federal system. although the federal
government would
like to see stronger hazard mitigation and preparedness efforts
at the subnational
level, in part to reduce their own financial exposure, state and
local governments
face important disincentives to proactive management and often
lack the admin-
istrative capacity or commitment for effective policies (cigler,
1988, 2007; Kiefer
23. & montjoy, 2006; may, 1985; may & Williams, 1986; Waugh,
2000; Waugh &
streib, 2006). this means that state and local government
frequently do not develop
a level of effective disaster policy that matches their
responsibilities (see Burby,
1998). Both disaster response and ultimately policy response are
often episodic
and reactive in nature (see Birkland, 1997; schneider, 1995).
Within those broad limitations, several issues emerge in terms
of the specific
issue of preparedness for regionalized response coordination.
first, the concept of
region itself is not necessarily clear in its meaning in terms of
policy and planning
statements issued by governments at different levels. for
example, the Urban areas
security initiative, a component of the dhs’s major granting
program, requires
exercises to have a regional preparedness component. however,
regional is often
taken to mean incorporation of several local governments in a
metro area partici-
pating in the exercise, but that is only one type of regional
coordination.
as a practical matter, there are at least four distinct types of
regions when
regional coordination is discussed as a means of improving
emergency prepared-
ness. first, the term can refer to intrastate regional coordination,
where a state is
divided into regional administrative units for emergency
management purposes.
second, it can refer to a specific geographic area within a state,
24. such as multiple
local governments in a metropolitan area. third, it can refer to
interstate coordina-
tion in a regional sense, as in several states that are likely to be
affected more or
less simultaneously if a disaster or catastrophe occurs. finally,
although it is not
typically considered in most discussions of the topic, local
governments (coun-
ties and cities) that lie along state boundaries can and do
proactively engage in
interstate coordination, though not in the formal sense of an
interstate compact.
that is, the practicalities of a potential emergency affecting
border areas—and
likely crossing state boundaries—create a strong incentive for
the development
of interstate professional relationships for such local emergency
management
personnel.
two papers produced by the heritage foundation in 2006 outline
a series of
limitations and obstacles to regional coordination in the way the
U.s. disaster
management is currently arranged, and what that means for
potentially significant
performance limitations should future catastrophes occur
(heritage foundation,
Gerber and robinson / LocaL Government Performance 355
2006; rhodes & carafano, 2006). the obstacles identified by the
heritage papers
25. can be summarized in several basic categories.
first, the tiered emergency management system in the United
states does not
lend itself to preparedness for regional coordination. it is
designed to accommo-
date local preparedness first, and state and federal entities enter
into a response
situation as a means of providing additional resources and
support. second, along
those lines, the federal system of grants is not particularly
focused on developing
regional coordination preparedness. Post-9/11, grant programs
like the Urban
areas security initiative do indeed emphasize regional
coordination efforts, but
this is not a central focus of federal grants in this policy
domain. Perhaps more
important, without a clear delineation of the type of regional
coordination desired
(as previously noted), it is likely difficult to target funds in a
coherent way toward
the aim of regional coordination.6 third, historically there has
been very little
emphasis on regionally based training and exercises. While that
is changing in a
post-9/11 environment, there is still inadequate attention to
interstate exercises
for catastrophic events. this leads to a fourth point: the lack of
regional offices at
dhs is an additional impediment. regional offices could serve as
a focal point
for facilitating such interstate coordination efforts, meaning
their absence limits
state-level effectiveness.
26. there are also nontrivial legal hurdles when one considers
interstate responses
to a disaster or catastrophe. in key areas related to emergency
response and
public health, there are no standardized systems of licensing
and credentialing
during a crisis key emergency personnel. absent such pre-event
mechanisms,
efforts to credential during a crisis delays and makes response
assistance efforts
problematic. a sixth issue is the fact that there are no useful (or
even existing)
metrics to systematically evaluate the reasonable expectations
of regional response
resources and capabilities.
finally, although the emergency management assistance compact
(emac)
is a major vehicle for interstate cooperation and assistance
during disasters, it is
not a vehicle (at least at present) for pre-incident disaster and
catastrophic pre-
paredness efforts to promote regional coordination. instead, its
utility lies almost
entirely (with some qualifications in order) as a means of
providing a framework
for incident response assistance requests.7 together, these
categories of constraint
serve to limit the national capacity for creating regionally
coordinated disaster- or
catastrophic-event management systems.
Assessing local government Regional Preparedness Efforts
the preceding section indicates why regionalized preparedness
and response
27. coordination is difficult and why significant variation is likely
for subnational
government efforts in trying to meet that national objective.
Likewise, we also
356 PPmr / march 2009
describe the challenges in assessing emergency management
performance per se.
to further the discussion put forth in those two sections, we
propose that local
regionalization efforts can be productively analyzed by
considering a combination
of self-assessed and objective indicators of preparedness that
are fundamental to
several dimensions of regionalized emergency management.
more specifically, to account for local efforts on regionalizing
emergency or
disaster response, we ask the following: how do local officials
assess their own
government’s capacity to fulfill obligations under the nrP
(doctrine awareness),
how do local officials assess levels of coordination activities in
their jurisdictions
with other proximate jurisdictions (horizontal coordination),
how do local offi-
cials assess levels of preparedness across a range of event
scenarios (coordinated
response readiness), and what actions have local governments
taken with respect
to a key feature of major disasters or catastrophes—
preparedness for mass evacu-
ations (catastrophic incident readiness)?
28. variation across those four performance indicators is assessed
by considering
three potential explanatory factors. one is a proxy of policy
need: community
size. size, in terms of population, serves as a need proxy
because larger cities
presumably score higher on a terrorism vulnerability scale
(higher density, more
infrastructure targets, more symbolic value). a second
explanatory factor is amount
of commuter traffic into and out of a county jurisdiction (gross
commuter traffic
flow). this serves as a proxy for degree of community
clustering, the geospatial
context within which emergency management actions takes
place. this measure
has some degree of correlation with county population density,
but it is not an
exceptionally strong correlation (r = .37). While imperfect, it
captures the com-
munity proximity situation that respondents are facing.8 We
also examine the
possibility of geographic locations effects—the area of the
United states where a
local government official resides—to consider consistency
across different parts
of the country.
the data we use to address these questions are taken from a mail
survey of city
and county officials across the United states in cities with
resident populations
of at least 30,000. all american cities meeting this population
threshold were
stratified into one of three groups (small = 30,000 to less than
29. 100,000; medium
= 100,000 to less than 250,000; large = 250,000 or more), and
sample units were
selected at random within each stratum. a total of 250 cities
were selected for
inclusion in the sample. multiple municipal officials at both the
city and county
level (the county in which the sampled city is located) then
constituted secondary
sampling units. those officials included a mix of elected and
bureaucratic officials
in the following areas: government executives (city managers,
mayors, county
executives); first responder personnel (fire or police department
heads, emergency
medical services department heads); city and county emergency
managers, city
and county public health officials, and general administrative
personnel, such as
Gerber and robinson / LocaL Government Performance 357
offices with relevant responsibilities (e.g., transportation
management). the final
sample frame consisted of 1,767 city and county officials.
through interviews
with local emergency management and other officials in several
locations, a survey
instrument was constructed and pre-tested in June and July
2006. individuals in
the sample frame were mailed a notification letter in late
august; a first wave of
the survey was mailed in early september. two weeks later, a
reminder postcard
30. was mailed to the sample members, and a second wave of the
survey was mailed
the first week of october. a total of 725 completed, or partially
completed, surveys
were received for a response rate of about 41 percent.
PERFORmANCE iNDiCATOR: DOCTRiNE AWARENESS
an initial indicator of local performance is familiarity with the
response doctrine
itself. this is an important indicator for two reasons: first, as
donahue (2006, p.
141) noted, effective emergency response operations are
predicated on multiple
jurisdictions, sectors, and levels of government resolving
complex coordination
problems. second, as previously noted, there have been a
number of doctrinal and
policy changes since 2001. to resolve coordination challenges
and the uncertainty
associated with recent policy change, donahue pointed out that
having clearly
articulated and commonly understood missions, objectives,
strategies, and priori-
ties will help reduce frictions that typically characterize
multiple actors working
in complex policy spaces.
as a consequence, one way to understand this performance issue
is to examine
the degree to which local officials believe their government
(city or county) is
sufficiently ready to implement the nrP (the survey was
administered prior to the
revisions resulting in the nrf). respondents were asked to either
agree or disagree
31. with the following statement: “in the event of a catastrophic
terrorist incident in
my community, my city/county government has a clear
understanding of its pro-
cedural obligations under the national response Plan.” responses
were made on
a 7-point scale ranging from 1 (strongly disagree) to 7 (strongly
agree).
table 1 presents the means score of all respondents and then
treats the ques-
tion responses as the dependent variable and compares scores by
respondents’
city size in a one-way analysis of variance (anova). the F value
for the city
size comparison is statistically significant (p < .01). Given that
finding, post hoc
analyses were conducted to evaluate pairwise differences among
the means (to
determine exactly where the differences reside). the results of
those comparisons
are displayed in the next to last column of table 1.
the results indicate a reasonably positive local evaluation of nrP
comprehen-
sion. about 57 percent of respondents were higher than the
scale’s midpoint, with
an overall mean of 4.65, which is an indication of agreement
with the statement
posed. the anova results show that the mean score for officials
from medium
and large cities is statistically significantly higher than the
mean scores for of-
32. 358 PPmr / march 2009
ficials for small cities (p < .01). in other words, respondents in
large and medium
cities are more likely to report that their city or county
governments do understand
their procedural obligations than are their counterparts in small
cities. there is no
statistically significant difference of mean scores between
medium- and large- city
respondents.
on the one hand, this result is intuitive insofar as the larger the
city or county
government, the greater the administrative capacity (all else
equal) and more than
likely a greater concern for terrorism as a hazard (Gerber,
cohen, & stewart,
2007). the more important point is this: While it is not entirely
surprising that
smaller cities and counties report statistically significantly
lower levels of nrP
procedural comprehension, smaller cities for the purposes of
this study—defined
as having a residential population of between 30,000 and
100,000—are still sub-
stantial communities for most areas of the country (only a
relatively few densely
populated notwithstanding). evidence that such communities
lagged behind larger
communities in reporting nrP comprehension offers a potential
indication of a
broader weakness in the national response system if and when
major disasters or
catastrophes occur. to investigate that point further, table 2
presents comparisons
33. made on the basis of those officials with the greatest degree of
need for functional
or operational awareness of national response doctrine: first
responder and emer-
gency management officials. the t-tests presented in table 2
makes clear that
those officials in smaller cities are significantly lower in their
reported doctrine
awareness, as compared to the national sample overall. again,
this underscores
the point that promoting operational knowledge of national
goals is a nontrivial
challenge throughout the country.
PERFORmANCE iNDiCATOR: VERTiCAl AND hORizONTAl
COORDiNATiON
Just as doctrine awareness is one way to reduce barriers to
coordination—through
common language and assumptions—routine contacts between
governments is
another way to promote coordination, including regional
coordination. Kapucu
(2006) noted the importance of preexisting interorganizational
communications
systems to effective response when disasters occur. robinson,
Berrett, and stone
Table 1. local Comprehension of the National
Response Plan by Community Size
Response by Mean St. dev. Differences n
all 4.65 1.53 717
small 4.48 1.593 p < .01 350
medium 4.85 1.434 — 223
34. Large 4.83 1.468 — 127
Note: F (2,697) = 5.058; p < .01.
Gerber and robinson / LocaL Government Performance 359
(2006) offered the same finding. similarly, donahue (2006)
detailed the example
of the space shuttle Columbia’s disaster-recovery effort being
more effective
because of daily joint planning meetings of the various
government agencies
involved. that logic can be extended to preparedness for
regional coordination
planning and exercise efforts across jurisdictional lines. as a
result, local of-
ficials were asked to rate how well both the federal and their
state government
have been in facilitating regional preparedness and response
efforts. specifically,
respondents were asked to either agree or disagree with the
following two state-
ments: “federal officials at dhs (including fema) have done a
good job at
facilitating regional preparedness and response capability,” and
“officials from
my state government have done a good job at facilitating
regional preparedness
and response capability.” responses were made on a 7-point
scale from 1 (strongly
disagree) to 7 (strongly agree).
comparing the responses to the two statements revealed a more
positive as-
35. sessment of local-to-state vertical interactions. the mean score
of all respondents
gave a slightly negative rating to federal officials with a mean
score of 3.83 (which
is below the scale’s midpoint), in comparison to a relatively
more positive rat-
ing to state-level officials. the mean score for state officials was
4.44. a simple
comparison of means test reveals that the difference between
these two ratings is
statistically significant (p < .001).
follow-up anova comparisons to check whether these responses
varied by
community size revealed that while officials from larger cities
and counties give
slightly more negative ratings to both state and federal officials,
those ratings are
not statistically significantly different from small and medium
communities. an
obvious inference from the divergent ratings as presented is that
local officials work
more closely with state officials, and, hence, a more positive
rating is provided.
But this assessment of vertical integration does not capture
horizontal coordination
between other local government entities in the same geographic
area.
from the local perspective, horizontal coordination presents
slightly different
challenges than vertical coordination. in the case of vertical
coordination, the matter
Table 2. Comprehension of the NRP by Select Respondents
36. Response by Mean St. dev.
Mean
difference Sig. n
all 4.65 1.53 — 717
emergency managers & first
responders only, small cities
4.18 1.63 –.472 p < .01 197
emergency managers & first re-
sponders only, medium cities
4.71 1.51 .063 p < .07 115
emergency managers & first
responders only, large cities
4.86 1.48 .209 n.s. 71
360 PPmr / march 2009
is, in part, a function of the local government receiving
communication from and
reacting to directives from a government with ultimately greater
policymaking
authority. in contrast, horizontal coordination for preparedness
relies on mutual
information exchanges and mutual operational efforts, as
opposed to compliance
and frequent one-way information flows. one way to assess
performance in this
37. regard is to measure how well city and county governments
within the same
county jurisdiction engaged in preparedness actions.
specifically, respondents in
city governments were asked to “rate the level of coordination
your city govern-
ment has with county officials on homeland security planning”
(or the inverse,
of course). again, a seven-point scale was used with higher
values indicating
greater coordination.
table 3 provides the mean score for all respondents on this
question and then
treats the question responses as the dependent variable and
contrasts scores by
respondents’ community size, by the community clustering
proxy previously
described, and by a community’s geographic location. the anova
analysis is
statistically significant (p < .02), and a post hoc comparison
shows that officials
from small-sized cities report statistically significantly lower
coordination ratings
than their counterparts. as we stated earlier, the community size
measure serves
as a policy need proxy: after the 9/11 attacks, security-related
issues rose in rela-
tive importance in the political discourse of urban areas
(savitch, 2003). as a
consequence, the model suggests that greater perceived
vulnerability helped drive
Table 3. City–County Coordination Assessment:
Size, Clustering, and location Effects
38. Response by Mean St. dev.
p-value,
mean diff. n
all responses 4.84 1.57
community size effects
small 4.67 1.53 .05 347
medium 5.05 1.54 — 223
Large 4.94 1.72 — 124
F(2,690) = 4.217; p < .02; n = 694
community clustering effects
Low commuter flow 4.96 1.54 — 315
medium commuter flow 4.83 1.59 — 214
high commuter flow 4.64 1.59 .10 170
F(2,696) = 2.273; p < .10; n = 699
Geographic area effects
coastal ne 4.32 1.62 .05 78
Gulf/coastal se 4.81 1.62 — 191
central 4.87 1.64 — 258
coastal West 5.06 1.34 — 171
F(3,694) = 4.099; p < .01; n = 698
Gerber and robinson / LocaL Government Performance 361
population-dense communities to invest more effort in
emergency management
planning and risk assessments (eisinger, 2004).
39. however, when one considers the effects of the degree of
potential clustering of
communities, a more complex picture emerges. the clustering
proxy is a measure
of total commuter traffic into and out of a county jurisdiction.9
for simplicity, the
measure was collapsed into three categories: medium amount of
commuter traffic
flow (+/– one-half standard deviation about the mean), low
commuter traffic flow
(lower than one-half standard deviation below the mean), and
high commuter traffic
flow (higher than one-half standard deviation above the mean).
While the value
of F for the anova is only significant at a low threshold (p <
.10), the fact that
the high commuter counties have the lowest coordination ratings
is interesting.
it at least raises the possibility that there are unique geospatial
situational effects
for communities that are not simply a function of community
size.
to further expand on that idea, the location of respondents’
communities was
also considered to see if any unique geographic area effects
were discernible.
We placed respondents into four geographic categories: whether
they were in the
coastal northeast (states in fema regions i, ii, and iii), in the
coastal southeast
and gulf area (states in fema regions iv and vi), the coastal west
(fema
regions iX and X), and central states (fema regions v, vii, and
viii). the
40. bottom third of table 3 shows that local officials in states from
fema regions i,
ii, and iii report statistically significantly lower levels of
horizontal coordination.
the coastal west has the highest overall rating, but that rating is
not significantly
different from the southeast or central state areas. these
geographic-area effects
become more pronounced and more easily discerned as we look
at the next two
performance indicators.
PERFORmANCE iNDiCATOR: COORDiNATED RESPONSE
READiNESS
a third means of accounting for potential regionalization of
emergency response
is the degree to which local officials assess their current
readiness for different
potential terror attack scenarios; or to be more precise, to assess
readiness for re-
gional coordination of such a response. respondents were asked
to evaluate three
scenarios: the explosion of a small nuclear device in or near
their community, a
biological attack (e.g., airborne anthrax or ricin or intentional
contamination of
a food supply with botulinum toxin), and a large conventional
explosion (similar
to the oklahoma city bombing). respondents were asked to “rate
the probable
degree of regional coordination of response” to each event on a
seven-point scale
(ranging from limited to extensive). table 4 shows a set one-way
anova model
for each event, with differences displayed for community size,
41. clustering, and
geographic area effects. Looking at the top panel of the table,
while officials
from large cities have slightly higher ratings than their smaller
city counterparts,
the tests for difference effects is statistically significant only
for conventional
362 PPmr / march 2009
explosions. the pattern of the highest mean rating for
conventional bombings is
a pattern consistent across all three incident types.
however, that picture again changes when one considers the
degree to which
a community (within the county level) is in proximity to other
communities—a
clustering effect. table 4 also shows that in each case, counties
with a higher
volume of commuter traffic give statistically significantly
higher ratings to their
degree of regionally coordinated response capacity. this, of
course, is a highly
intuitive result; communities in greater proximity should be
expected to have
higher amounts of interaction with neighboring city or county
jurisdictions (mutual
aid agreements for bordering communities, the need to
coordinate planning for a
greater degree of shared community space and utilization of
similar infrastructure
resources, etc.). What is interesting about the result is its
contrast to the city-size
42. Table 4. Regionally Coordinated incident Response:
Size and Clustering Effects
Response by Nuclear incident
Biological
incident
Conventional
explosion
community size effects
small 4.55 4.77 5.01
(1.64) (1.45) (1.40)
medium 4.75 4.89 5.24
(1.54) (1.45) (1.24)
Large 4.83 4.98 5.34
(1.56) (1.50) (1.33)
F-value 1.905 1.152 3.786
p = .150 p = .317 p < .05
community clustering effects
Low commuter flow 4.40 4.62 4.94
(1.64) (1.49) (1.36)
medium commuter flow 4.86 5.03 5.27
(1.48) (1.33) (1.21)
high commuter flow 4.87 5.01 5.34
(1.63) (1.51) (1.41
F-value 7.613 6.97 6.562
43. p < .01 p < .01 p < .01
Geographic area effects
coastal ne 4.38 4.53 4.90
(1.41) (1.34) (1.18)
Gulf/coastal se 4.82 4.84 5.06
(1.61) (1.56) (1.45)
central 4.53 4.79 5.06
(1.60) (1.44) (1.30)
coastal west 4.80 5.06 5.44
(1.64) (1.39) (1.30)
F-value 2.498 2.625 4.288
p < .06 p < .05 p < .01
Gerber and robinson / LocaL Government Performance 363
finding. the evidence displayed suggests that the community-
size measure (our
proxy for overall homeland security preparedness need) is
potentially unrelated
to the community-proximity or clustering effects.
of further interest is the fact that the gulf and southeastern
coastal states and the
coastal west states consistently report higher ratings than the
other two geographic
areas—for all three incident scenarios. one plausible
interpretation is that the
southeastern and western coastal areas are more prone to
44. experience with natural
hazards. a cursory look at historical distribution patterns in
presidential disaster
declarations suggests as much. this result then can be seen as
suggesting a type of
policy need–policy response match: regional coordination is
most likely to occur
only when local governments have strong incentives to engage
in that behavior
based on experience with past emergency and disaster incidents.
PERFORmANCE iNDiCATOR: DiSASTER OR CATASTROPhE
READiNESS
the last performance indicator to consider is the degree of
preparedness efforts
undertaken for an inherently regional problem: the mass
evacuation of a city or
county (or greater) area. from a disaster planning standpoint,
mass evacuation
events present two interrelated management challenges. first,
public authorities
must be able to safely and effectively facilitate the removal of
persons from a
disaster location. second, evacuees must be accommodated in a
way that mini-
mizes the potential harm to evacuees and the communities
receiving them during
the mass egress process. Generally, the focus of planning efforts
and academic
research on the topic of receiving evacuees has been on
sheltering issues (Phillips,
1992; Quarantelli, 1982, 1991, 1995) and has placed less
attention on how local
officials might fit into a model of regional event management.
45. this is important because, as the nrP notes, a catastrophe or
large-scale di-
saster that prompts population dislocation most likely will
represent a regional
emergency/disaster management challenge. if the scale of the
precipitating event is
large, it has the potential to affect multiple state and local
government jurisdictions.
the second-stage hurricane Katrina evacuation, which included
those persons
who did not or could not leave new orleans prior to Katrina’s
landfall, provides
a recent and nonhypothetical example of a disaster event that
produced evacuees
moving through the state and region as well as dispersing local
residents across
the United states. other events distinct from a catastrophic
natural disaster also
could produce massive population dislocations. a rand
corporation scenario
assessment of a groundburst nuclear explosion carried out by
terrorists in a major
U.s. port makes clear that related evacuation impacts would be
national in scope
(meade & molander, 2006).
Because the national planning scenarios have a significant
expectation that
all levels of government should be ready to accommodate large
disasters or
364 PPmr / march 2009
catastrophic events, it is productive to examine what activities
46. are occurring at
the local level in this regard. as an indication that mass
evacuations, which can
safely be presumed to present an interjurisdictional coordination
problem, may
present problems during future potential catastrophes, table 5
presents frequency
distribution information on local officials’ reporting whether
their city or county
government has taken specific steps in preparation for a mass
evacuation event.
respondents were asked to indicate whether their government
had performed one
or more of the following readiness tasks for a mass evacuation
event: planning,
tabletop exercises, or full field exercises. table 5 displays those
frequencies along
with a series of cross tabs with city size, commuter traffic, and
geographic area as
the independent variables. in the aggregate, the table shows that
about one-fifth
of the respondents indicate that they had undertaken no
activities at all, and only
about one-fifth had done the most demanding action of an actual
field exercise.
the cross tabs for each of the individual activity indicators
(multiple responses
were possible) show a pattern interestingly similar to the event
response ratings
above: there seems to be little discernible difference when city
size is taken into
account, but as the chi-square values for three of the four cross
tabs on commuter
traffic show, there seem to be clustering effects. even more
interesting is the dis-
47. tributions themselves. Looking at the two exercise indicators
(tabletops and field
exercises), high and low commuter traffic flows were higher
than the middle rank-
ing. one interpretive possibility is that lower-density areas
(suburban or exurban
areas) are coordinating activities with their urban core city in a
metro area (the
Table 5. mass Evacuation Preparedness Actions
Response
Planning only
(%)
Tabletop
exercises (%)
Field
exercises (%)
No actions at
all (%)
all responses 49.7 39.6 20.2 21.1
community size effects
small cities 47.4 39.5 18.9 22.7
medium cities 52.1 36.5 19.2 21.9
Large cities 52.1 44.6 25.6 14.9
test (sig χ2) p = .34 p = .34 p = .26 p = .18
community clustering effects
Low commute flow 48.1 44.2 22.9 17.7
48. medium commute flow 50.7 30.3 15.2 27.0
high commute flow 51.2 41.7 21.4 20.2
test (sig χ2) p = .75 p < .01 p < .08 p < .05
Geographic area effects
coastal ne 56.3 41.3 20.0 17.5
Gulf/coastal se 50.0 49.5 29.0 15.1
central 48.4 32.9 17.5 23.0
coastal west 47.6 37.1 14.7 27.1
test (sig χ2) p = .61 p < .01 p < .01 p < .05
Gerber and robinson / LocaL Government Performance 365
logic of the Urban areas security initiative program). Likewise,
the most important
inference from the lower third of table 5 is that the most
hurricane-prone region of
the country (the southeastern atlantic coast and the Gulf of
mexico region) consis-
tently is the highest-performing area of the country in terms of
efforts at ensuring
mass evacuation preparedness. While intuitive for natural
hazards preparedness,
it also speaks to the challenge of getting the rest of the nation to
prepare for a
low probability–high consequence disaster or catastrophe as
specified in dhs’s
national planning scenarios for homeland security.
finally, table 6 presents a distribution of responses to another
indicator of
preparedness for disasters or catastrophes: the ability to absorb
49. ingress of evacuees
during a mass evacuation. respondents were asked to rate, on a
7-point scale rang-
ing from limited to 0, the capacity of their city or county
critical infrastructure to
receive a large number of evacuees from another community. as
in prior analyses,
the table displays three anova models, with response differences
by community
size, commuter traffic flow, and geographic area. in the
aggregate, the results for
all respondents are not terribly positive (lower than midpoint by
nearly a full point
on the scale). a rather intuitive result is shown in the top panel
of table 6, where
respondents from large cities give higher absorption ratings,
suggesting greater
civil infrastructure resources to handle evacuees. By way of
contrast, less easily
interpreted are the mean differences shown in the second anova
model. it seems
counterintuitive that the lower commuter traffic areas (less
clustered community
areas) should give higher average ratings on this measure.
Table 6. mass Evacuation Absorption Capacity:
Size, Clustering, and location Effects
Response Mean St. dev.
p-value,
mean diff n
all responses 3.19 1.58
community size effects
small 3.03 1.52 .01 351
50. medium 3.23 1.54 — 223
Large 3.55 1.72 — 128
F(2,699) = 5.421; p <.01; n = 702
community clustering effects
Low commuter flow 3.31 1.54 — 321
medium commuter flow 3.20 1.55 — 216
high commuter flow 2.93 1.65 .05 170
F(2,704) = 3.158; p <.05; n = 707
Geographic area effects
coastal ne 2.89 1.69 — 82
Gulf/coastal se 3.57 1.73 .01 193
central 3.32 1.52 .05 259
coastal west 2.69 1.24 — 172
F(3,702) = 11.55; p <.01; n = 706
366 PPmr / march 2009
it is possible that there are unique geographic location effects
that are relevant
to the finding on clustering effects. indeed, what is most
interesting about table
6 is its bottom panel. While respondents in the coastal west
states had reported
more positive assessments of regional coordination, on evacuee
absorption they
score significantly lower than the central and southeastern
states (along with
respondents in the northeastern part of the country). one
interpretation is that
51. these results are measuring the type of hazard incidents in the
southeast and gulf
area (especially hurricanes) and central states (especially
flooding) that make
short-term sheltering of evacuees relatively more likely. the
highest rating for the
gulf/southeastern coast area is consistent with the distributions
displayed in table
5: actual or anticipated performance seems to be closely linked
to the nature of
routinely experienced natural hazards.
Concluding Observations
the role of regionalization in homeland security and emergency
management is
an emerging issue in the development of our national posture
toward disaster and
emergency preparedness. We illustrate both the momentum
toward supra-local
response frameworks and the difficulty in achieving well-
integrated regional net-
works. We utilize a multi-indicator strategy to assess
preparedness performance
based on subjective assessments and behavioral measures. in
this, several limita-
tions of our ability to measure emergency preparedness became
clear.
the primary limitation of the current state of performance
measurement in
regional emergency response is the reliance on policy output
measurement.
for reasons detailed earlier, the measurement of policy
outcomes of emergency
preparedness is rarely possible. instead, we measured judgments
52. of emergency
response officials about their levels of preparedness and asked
them to report
behaviors relevant to preparedness. While these measures
capture conditions that
are potentially relevant to a regionalized management approach,
the meaning of
the linkage between judgments and reported activities is not
entirely obvious. it is
thought, for example, that tabletop exercises help to prepare
people for emergency
situations. however, prior research in this field has not actually
demonstrated
the degree to which—if at all—exercises contribute to actual
effectiveness in re-
sponding to and managing a large-scale incident. the substantive
meaning of the
linkage between these preparedness measures and actual, not
easily measurable
performance levels remains to be determined.
the second limitation was the difficulty of transferring
performance measure-
ment from one type of disaster to another. the list of behaviors
that one would
consider in a triangulation performance measurement strategy
will depend on the
nature of the emergency for which the community is preparing.
this paper focuses
on large-scale emergencies such as nuclear or radiological bomb
attacks or hur-
Gerber and robinson / LocaL Government Performance 367
53. ricanes. these are disasters that, in various ways, commonly
include a need for
evacuation. other disasters would call for sheltering in place
(e.g., tornadoes), and
the evacuation measures would not be appropriate. this limits
the external validity
of the measurement strategy. a measurement strategy that works
well to assess
preparedness for hurricanes may not be as appropriate for
assessing preparedness
activities related to earthquakes. the need for differentiated
measurement strategies
will make the accumulation of knowledge related to best
practices in emergency
preparedness treacherous and likely slow.
the third challenge, common to survey-based performance
measurement, is the
social desirability effects in each of the measures. While the
evidence presented
here suggests that respondents were willing to give answers that
indicated igno-
rance of the nrP, the possibility exists that such survey
measures will understate
ignorance or negative attitudes (e.g., such as reluctance to
follow the nrP). inter-
preting survey-based performance measures should be
approached with caution, as
social desirability effects can compress the variation in the
responses (toward the
positive end of the scale) and differentially affect measures
(especially attitude-
based measures or others that would be impossible to contradict
with variation).
these results, however, do provide some lessons for emergency
54. management
professionals and scholars in spite of those qualifiers. first, the
momentum
toward regional coordination is clear. as a nation, we are still
quite far from
fully regionalized emergency response systems. Local
preparedness efforts
still predominate. however, collaboration and consultation
between local
preparedness efforts are increasing—and are increasingly
necessary (see, e.g.,
comfort & Kapucu, 2006; robinson et al., 2006). this calls for
new strategies
for preparedness planning as well as new strategies for
measuring preparedness.
second, measurement of preparedness will require a multi-
strategy assessment.
one cannot rely on simple measures of preparedness because of
the complexity
of the subject and the imprecision of each individual measure.
instead, pre-
paredness measurement requires a multi-faceted approach that
considers the
development of pro-preparedness attitudes, subjective
assessments of the state
of preparedness, and measures of preparedness-related
behaviors. combined,
these measures can tell a much more complete story about
preparedness than
each could tell individually. as a result, we can have more
confidence in the
results of multistrategy assessments.
the nature of the threats facing emergency responders is
changing. new
threats cross traditional jurisdictional boundaries and call for
55. regional responses.
it is becoming clear that while regional response plans are
emerging, ours is still
a local system of emergency response. We hope that this article
helps prepared
emergency management officials to better measure their
progress in preparation
for the diverse array of emergencies they face in providing at
least an initial basis
for performance assessment on regional preparedness. further,
we hope that the
368 PPmr / march 2009
discussion of issues here provides a sense of the difficulties that
these regionaliza-
tion efforts are likely to face.
Notes
1. the term regional has many meanings and uses. We use
regional to refer to a geographic area
encompassing multiple local jurisdictions (city and county
governments) or multiple state boundaries.
We discuss the complexity of the term in greater detail in
further discussion that follows.
2. in an important illustration of the possible limits of
preparedness actions such as exercises,
Kiefer and montjoy (2006) noted that because of federal
prompting, prior to hurricane Katrina,
an active southeastern Louisiana regional disaster management
network had been developed.
the utility of exercising those networks, however, is not
56. altogether straightforward; exercises
may not serve a gaps-analysis function—a critical deficiency.
3. the latter two measurement strategies, documentary analysis
and preparatory behav-
ior assessment, correspond to what donahue and tuohy (2008)
referred to as compliance
assessments.
4. as previously noted, the nrP was revised into the nrf in 2008.
the process was
controversial both because it underscored the centralized nature
of policy development under
the Bush administration and because the document has been
described as too broad and vague
to be useful. one local emergency manager described it as a
public relations document, dis-
connected from post-Katrina legislation that tries to strengthen
fema’s role within the dhs
(hsu, 2007a). further, state and local input was minimized, and
the president of the national
emergency management agency at the time declared that the
process of excluding such input
indicated a more polarized environment between federal and
state government on emergency
and disaster policy than he had ever seen in his career (hsu,
2007b).
5. it is, in part, an issue of governmental leadership (robinson et
al., 2006) and partly an is-
sue of recruiting and motivating local nongovernmental partners
(robinson & Gerber, 2007).
6. there is one major exception to this claim: the regional
catastrophic Preparedness
Grant Program (rcPGP). the aim of rcPGP is to enhance
57. catastrophic-event planning and to
prepare and expand regional collaboration. the program
describes itself as promoting resilience
by funding efforts that “fix shortcomings in existing plans;
build regional planning processes
and planning communities; and, link operational needs
identified in plans to resource allocation,
including homeland security grant programs” (U.s. dhs, 2008b,
p. i). however, there are two
important qualifiers: first, the funding of this program is limited
(at present) to the 2009 fiscal
year only, and, second, the program lists 10 areas nationally as
eligible. that is, program scale
is limited, and it does not represent a broad national initiative.
7. it is worth noting that emac began as a regional interstate
compact with the southern
Governors association, primarily to offer assistance between
states during disasters—especially
hurricane incidents. that agreement was transformed formally
into emac in 1996 (federally
codified in Public Law 104–321). emac functions at its core as a
cooperative interstate mutual
aid agreement (along with providing guidance on intrastate
mutual aid agreement processes).
Preparedness on a regional scale—with the multiple levels of
regionalism outlined above—
requires an institutional structure that goes beyond a mutual aid
compact like emac to address
the constraints just outlined.
8. this measure has significance in two ways. first, it is relevant
because central place
theory, based on the work of geographer Walter christaller,
posits that the nature of community
clustering has a variety of effects, including impacts on regional
58. economics and the spatial
character of urban development and administration (see
heilbrun, 1987; seninger, 1989).
second, in the context of homeland security, community
characteristics, including population
density and community economic conditions, seem to have an
impact on preparedness efforts
(see Gerber et al., 2007).
9. the measure was obtained from stats indiana
(www.stats.indiana.edu).
Gerber and robinson / LocaL Government Performance 369
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Brian J. Gerber is associate professor in the Stephenson
Disaster Management
Institute and the Public Administration Institute, Louisiana
State University. His
research areas include disaster management policies and
practices, homeland
security policy, and the effects of bureaucratic design on policy
outputs and out-
comes. His work has been published in Public administration
review, Journal of
Public administration research and theory, Policy studies
Journal, Urban affairs
review, and others. He can be reached at [email protected]
Scott Robinson is associate professor of Government and Public
Service at the
Bush School, Texas A&M University. His research focuses on
the management
and politics of public agencies and the dynamics of public
policy—with special
attention to education management and disaster preparedness.
His work has
been published in Policy studies Journal, review of Policy
research, american
review of Public administration, Political research Quarterly,
Public manager,
67. and american Journal of Political science. He can be reached at
[email protected]
bushschool.tamu.edu.