The document discusses crisis intervention and response, including hazards first responders may face like danger, stress, and hypersensitivity. It provides examples of school shootings, natural disasters, and riots that required emergency response. Effective crisis response requires seamless communication between decision-makers, new technologies, and treating victims with compassion to aid in investigations.
In 2013 the Republic of the Union of Myanmar established the Natural Disaster Management Law. The objective of this law is to implement natural disaster programs, to provide provisions to establish the National Committee and Local Bodies, to coordinate with national and international government departments and organizations and other relevant organizations, to conserve and restore the environment affected by natural disasters, and to provide health, education, social, and livelihood programs.
In 2013 the Republic of the Union of Myanmar established the Natural Disaster Management Law. The objective of this law is to implement natural disaster programs, to provide provisions to establish the National Committee and Local Bodies, to coordinate with national and international government departments and organizations and other relevant organizations, to conserve and restore the environment affected by natural disasters, and to provide health, education, social, and livelihood programs.
Presentation given to Sydney Metropolitan Area Integrated Regional Vulnerability Assessment hosted by Office of Environment & Heritage.
Looking at climate change and some of the challenges facing the emergency management sector around adaptation and resilience
Emergency Management Workshop
4th December 2013
Running head MULTI-AGENCY EMERGENCY EVENT .docxtoltonkendal
Running head: MULTI-AGENCY EMERGENCY EVENT
1
MULTI-AGENCY EMERGENCY EVENT
6
Multi-Agency Emergency Event: Hurricane Katrina
December 16, 2016
Multi-Agency Emergency Event: Hurricane Katrina
Event Summary
Hurricane Katrina struck the United States in the morning on August 29, 2005. The disaster affected the Gulf Coast region and was rated Category three according to the Saffir-Simpson Hurricane Scale. The tragedy was characterized by strong winds of up to 140 miles per hour and was estimated to stretch for more than 400 miles. It is estimated that the Hurricane had fatalities of over 2000 people and had an impact on more than 90,000 square miles. The hurricane itself caused massive damage, but it is its aftermath that is thought to have been more catastrophic. There was a multi-agency management approach in responding to the disaster though there is widespread opinion that the federal government was slow in providing its expected contribution. Other agencies including the Coast Guard have been lauded for mainly saving the greatest number of people and leading in the coordination of aid provision to those affected. Although the event affected many states and a vast region, it is New Orleans that is described as having been hardest hit, and a majority of it population was black with some 30 percent of the population living in poverty before the hurricane (Brinkley, 2006). More than ten years after the event, there has been great recovery and rehabilitation, most of those affected have resettled, and great strides have been made in rebuilding their lives.
Response by Police Officers and Fire Agencies
Although the response to the Hurricane involved a multi-agency strategy, police and fire agencies stood out. The following points are made regarding their roles.
· Although the traditional roles of police include keeping communities safe through detection and prevention of crime, during the Hurricane, the police were involved in coordination and rescue.
· The police were also involved in the provision of emergency services including food and shelter.
· Since the police had no previous training on disaster response, there were reported cases where they abused their positions, and some fatalities resulted as a result of misuse of police firearms.
· The Fire Fighting departments in most states were among the very first responders to the disaster.
· Because of the nature of their training and skill, the firefighting agencies provided necessary help in saving lives and reducing the destruction of property.
· The severity of the Hurricane was such that it overwhelmed the concerted efforts by the multi-agency taskforce.
Roles within Structured Command
Although there were efforts by the multi-agency taskforce to establish a structured command, there was dispersal of roles and responsibilities that complicated efforts in fostering a central command. There was particular structured command inefficiency in respo ...
10.11770002716205285404 604MarchTHE ANNALS OF THE AMERICAN AC.docxhyacinthshackley2629
10.1177/0002716205285404 604MarchTHE ANNALS OF THE AMERICAN ACADEMYAGILITY AND DISCIPLINE
For more than thirty years, the U.S. emergency manage-
ment community has been increasing its ability to struc-
ture, control, and manage a large response. The result of
this evolution is a National Response System based on
the National Response Plan and the National Incident
Management System that is perceived to have failed in
the response to Hurricane Katrina. Over the same
period, social scientists and other disaster researchers
have been documenting and describing the nonstruc-
tural factors such as improvisation, adaptability, and cre-
ativity that are critical to coordination, collaboration,
and communication and to successful problem solving.
This article argues that these two streams of thought are
not in opposition, but form orthogonal dimensions of
discipline and agility that must both be achieved. The
critical success factors that must be met to prepare for
and respond to an extreme event are described, and an
organizational typology is developed.
Keywords: response; critical success factors; agility;
improvisation; discipline
Extreme events such as the September 11,2001, attacks on the United States, the De-
cember 2004 Sumatra earthquake and Indian
Ocean Tsunami, Hurricane Katrina, and the
October 2005 Pakistan earthquake produce cat-
astrophic immediate impacts and cause long-
term disruption of economic and social systems.
With the exception of the 9/11 attacks, these
256 ANNALS, AAPSS, 604, March 2006
DOI: 10.1177/0002716205285404
Agility and
Discipline:
Critical Success
Factors for
Disaster
Response
By
JOHN R. HARRALD
John R. Harrald is the director of the George Washing-
ton University (GWU) Institute for Crisis, Disaster, and
Risk Management and a professor of engineering man-
agement in the GWU School of Engineering and Ap-
plied Science. He is the executive editor of the Journal of
Homeland Security and Emergency Management. He
has been actively engaged in the fields of emergency and
crisis management and maritime safety and port secu-
rity and as a researcher in his academic career and as a
practitioner during his twenty-two-year career as a U.S.
Coast Guard officer, retiring in the grade of captain. He
received his B.S. in engineering from the U.S. Coast
Guard Academy, an M.S. from the Massachusetts Insti-
tute of Technology where he was an Alfred P. Sloan Fel-
low, and an MBA and Ph.D. from Rensselaer Polytechnic
Institute.
events exceeded our ability to organize and execute coordinated, effective
response and relief efforts. The national response system crafted over the past
three years by the U.S. Department of Homeland Security (DHS) was tested for
the first time when Hurricane Katrina struck the Gulf Coast. Hurricane Katrina
was a catastrophic event because it was actually two disasters. Comfort (2005, 5)
noted that “the first phase, the hurricane, could legitimately be called a natural
disaster, as it was genera.
How can public warning be employed not only to respond to terrorism, but to prevent--even preempt--attacks prior to their execution? This is a presentation I gave at the National War College. Missing are the talking points for each slide....
Presentation given to Sydney Metropolitan Area Integrated Regional Vulnerability Assessment hosted by Office of Environment & Heritage.
Looking at climate change and some of the challenges facing the emergency management sector around adaptation and resilience
Emergency Management Workshop
4th December 2013
Running head MULTI-AGENCY EMERGENCY EVENT .docxtoltonkendal
Running head: MULTI-AGENCY EMERGENCY EVENT
1
MULTI-AGENCY EMERGENCY EVENT
6
Multi-Agency Emergency Event: Hurricane Katrina
December 16, 2016
Multi-Agency Emergency Event: Hurricane Katrina
Event Summary
Hurricane Katrina struck the United States in the morning on August 29, 2005. The disaster affected the Gulf Coast region and was rated Category three according to the Saffir-Simpson Hurricane Scale. The tragedy was characterized by strong winds of up to 140 miles per hour and was estimated to stretch for more than 400 miles. It is estimated that the Hurricane had fatalities of over 2000 people and had an impact on more than 90,000 square miles. The hurricane itself caused massive damage, but it is its aftermath that is thought to have been more catastrophic. There was a multi-agency management approach in responding to the disaster though there is widespread opinion that the federal government was slow in providing its expected contribution. Other agencies including the Coast Guard have been lauded for mainly saving the greatest number of people and leading in the coordination of aid provision to those affected. Although the event affected many states and a vast region, it is New Orleans that is described as having been hardest hit, and a majority of it population was black with some 30 percent of the population living in poverty before the hurricane (Brinkley, 2006). More than ten years after the event, there has been great recovery and rehabilitation, most of those affected have resettled, and great strides have been made in rebuilding their lives.
Response by Police Officers and Fire Agencies
Although the response to the Hurricane involved a multi-agency strategy, police and fire agencies stood out. The following points are made regarding their roles.
· Although the traditional roles of police include keeping communities safe through detection and prevention of crime, during the Hurricane, the police were involved in coordination and rescue.
· The police were also involved in the provision of emergency services including food and shelter.
· Since the police had no previous training on disaster response, there were reported cases where they abused their positions, and some fatalities resulted as a result of misuse of police firearms.
· The Fire Fighting departments in most states were among the very first responders to the disaster.
· Because of the nature of their training and skill, the firefighting agencies provided necessary help in saving lives and reducing the destruction of property.
· The severity of the Hurricane was such that it overwhelmed the concerted efforts by the multi-agency taskforce.
Roles within Structured Command
Although there were efforts by the multi-agency taskforce to establish a structured command, there was dispersal of roles and responsibilities that complicated efforts in fostering a central command. There was particular structured command inefficiency in respo ...
10.11770002716205285404 604MarchTHE ANNALS OF THE AMERICAN AC.docxhyacinthshackley2629
10.1177/0002716205285404 604MarchTHE ANNALS OF THE AMERICAN ACADEMYAGILITY AND DISCIPLINE
For more than thirty years, the U.S. emergency manage-
ment community has been increasing its ability to struc-
ture, control, and manage a large response. The result of
this evolution is a National Response System based on
the National Response Plan and the National Incident
Management System that is perceived to have failed in
the response to Hurricane Katrina. Over the same
period, social scientists and other disaster researchers
have been documenting and describing the nonstruc-
tural factors such as improvisation, adaptability, and cre-
ativity that are critical to coordination, collaboration,
and communication and to successful problem solving.
This article argues that these two streams of thought are
not in opposition, but form orthogonal dimensions of
discipline and agility that must both be achieved. The
critical success factors that must be met to prepare for
and respond to an extreme event are described, and an
organizational typology is developed.
Keywords: response; critical success factors; agility;
improvisation; discipline
Extreme events such as the September 11,2001, attacks on the United States, the De-
cember 2004 Sumatra earthquake and Indian
Ocean Tsunami, Hurricane Katrina, and the
October 2005 Pakistan earthquake produce cat-
astrophic immediate impacts and cause long-
term disruption of economic and social systems.
With the exception of the 9/11 attacks, these
256 ANNALS, AAPSS, 604, March 2006
DOI: 10.1177/0002716205285404
Agility and
Discipline:
Critical Success
Factors for
Disaster
Response
By
JOHN R. HARRALD
John R. Harrald is the director of the George Washing-
ton University (GWU) Institute for Crisis, Disaster, and
Risk Management and a professor of engineering man-
agement in the GWU School of Engineering and Ap-
plied Science. He is the executive editor of the Journal of
Homeland Security and Emergency Management. He
has been actively engaged in the fields of emergency and
crisis management and maritime safety and port secu-
rity and as a researcher in his academic career and as a
practitioner during his twenty-two-year career as a U.S.
Coast Guard officer, retiring in the grade of captain. He
received his B.S. in engineering from the U.S. Coast
Guard Academy, an M.S. from the Massachusetts Insti-
tute of Technology where he was an Alfred P. Sloan Fel-
low, and an MBA and Ph.D. from Rensselaer Polytechnic
Institute.
events exceeded our ability to organize and execute coordinated, effective
response and relief efforts. The national response system crafted over the past
three years by the U.S. Department of Homeland Security (DHS) was tested for
the first time when Hurricane Katrina struck the Gulf Coast. Hurricane Katrina
was a catastrophic event because it was actually two disasters. Comfort (2005, 5)
noted that “the first phase, the hurricane, could legitimately be called a natural
disaster, as it was genera.
How can public warning be employed not only to respond to terrorism, but to prevent--even preempt--attacks prior to their execution? This is a presentation I gave at the National War College. Missing are the talking points for each slide....
2. Critical Incident - Hazards
• Critical Incidents can expose first officers to several hazards (Slaikeu,p. 222)
– Personal danger, stress vulnerability, “ counter disaster syndrome “ from working long hours
under intense pressure, reduction to sensitivity, hyperarousal to certain sights, sounds, and
smells from certain critical incidents
Police arrive at Columbine High School in Colorado, knowing that a shooting has occured, but
unprepared for the scale of what they're confronting. By the time the massacre is over, students
Dylan Klebold, 17, and Eric Harris, 18, have shot 12 students and one teacher to death, injured 23
others, and killed themselves. It is the fourth worst school shooting in U.S. history, and the
deadliest ever at an American high school. April 20, 1999.
4. New Technology
• School alarms that activate seconds before an
earthquake strikes. Mobile robots that explore
burning buildings, sending video and other
data to emergency operations centers. "Smart
buildings" equipped with an 802.11 network
layer that enables rescuers wearing sensor-
packed devices to view in their eyepieces up-
to-the-minute building maps indicating which
rooms are occupied.
5. Contributions: University
• IRVINE, Calif., Sept. 18 (AScribe Newswire) -- The
National Science Foundation today announced it
will award $9 million to University of California,
Irvine, and $3.5 million to University of California,
San Diego, to address how information
technology can revolutionize response to crises,
including natural disasters. The five-year project,
called "Responding to the Unexpected," will
develop innovative information sharing tools and
organizational strategies for first responders, and
will be managed by Cal-(IT)2, a two-campus
science and innovation institute created in 2000.
6. Human Intelligence + Technology
• In the 1980's the Congress and the FCC designated a nationwide
police emergency channel, 155.475 Mhz.
• iRobots makes tactical robots which carries weapons (tazers) signs
contract with US military. Maybe the “police” of the future?
Los Angeles Riots, 1992
7. California Emergency Services
Act
• § 8558. Conditions or degrees of emergency
Three conditions or degrees of emergency are
established by this chapter: (a) “State of war
emergency” means the condition which exists
immediately, with or without a proclamation
thereof by the Governor, whenever this state or
nation is attacked by an enemy of the United States,
or upon receipt by the state of a warning from the
federal government indicating that such an enemy
attack is probable or imminent.
8. California Emergency Services
Act. Condition #2
• “State of emergency” means the duly proclaimed existence of conditions
of disaster or of extreme peril to the safety of persons and property within
the state caused by such conditions as air pollution, fire, flood, storm,
epidemic, riot, drought, sudden and severe energy shortage, plant or
animal infestation or disease, the Governor’s warning of an earthquake or
volcanic prediction, or an earthquake.
• By reason of their magnitude, are or are likely to be beyond the control of
the services, personnel, equipment, and facilities of any single county, city
and county, or city and require the combined forces of a mutual aid region
or regions to combat.
Northridge Earthquake, 1994
9. California Emergency Services
Act. Condition #3
• “Local emergency” means the duly proclaimed existence of
conditions of disaster or of extreme peril to the safety of
persons and property within the territorial limits of a county,
city and county. (Oakland Earthquake, 1989).
10. Federal Crisis Response Program
• FBI
• The Operations Support Branch (OSB) of Critical Incident Response Group
consists of the Crisis Negotiation Unit, Crisis Management Unit, and Rapid
Deployment Logistics Unit. The OSB has various functions including the
rapid delivery of personnel to a scene, whether it be a bombing or crimes
against children investigation.
• Functions:
– Operations
– Training
– Research
– program management
11. National Security
• Secretary of State
• Department of Defense (Pentagon)
A U.S. Navy SH-60B Seahawk helicopter prepares to take off from the flight
deck of the guided missile destroyer USS Mustin during night air operations
in the Coral Sea, July 14, 2009.
12. Threats to National Security
• North Korea Nuclear Missile Crisis (1993,Pres.Bush)
• Cuban Missile Crisis (1962, Soviet Union, Pres. Kennedy).
Japanese Bombing of Pearl Harbor, Dec. 7, 1941
13. Psychological First Aid for Victims
Positive Investigation
• To facilitate law enforcement’s ability to effectively address crime
victims’ needs, IACP, in close collaboration with the Office for
Victims of Crime (OVC) at the Office of Justice Programs, U.S.
Department of Justice, has developed a comprehensive and
systemic model for institutionalizing a shift in law enforcement
culture to enhance victim response.
• When crime victims have been treated with compassion, dignity and
respect, they are more likely to cooperate in the investigation of
crime, thus making law enforcement’s job easier at first response
and as cases progress through the justice system.
14. Psychological First Aid = Collective Resolution
• By enacting the strategy CJ professionals will have not only provided victims with
the best possible treatment, but have largely improved the likelihood of becoming
much better equipped to apprehend and prosecute perpetrators.
– international Association of Chiefs of Police
Jonestown Massacre, Nov. 11, 1978
15. Technique to Reduce CISR
• America was not built on fear.
• America was built on
• courage,
• imagination
• and an unbeatable determination to do the job at hand.
– Harry S. Truman Pres. 1945