DOD and Its Role in the National Response Framework
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A former DOD official and founding member of the International Network of Women in Emergency Management, Pamela Berkowsky is the President of Blue Sapphire Strategies and serves as a senior executive defense consultant to the South Florida Defense Alliance (SFDA). While in the Pentagon, Pamela Berkowsky served as a liaison between the Department of Defense and federal, state and local authorities on domestic terrorism preparedness and consequence management. The National Response Framework (NRF), issued by the U.S. Department of Homeland Security, provides a comprehensive approach to domestic incident management and response to all types of disasters and emergencies. It is built on “scalable, flexible and adaptable concepts” outlined in the National Incident Management System. The NRF prescribes key roles and responsibilities for prevention, preparation, response and recovery assigned to public, private and non-governmental entities across the Nation, and describes mechanisms for cross-sector coordination and integration. It highlights specific authorities and best practices for handling emergencies ranging from predominantly local incidents to large-scale catastrophic terrorist attacks. The NRF contains 15 emergency support functions (ESFs), and each ESF has a federal agency or department assigned as the lead coordinator. While DOD is the lead for ESF #3 (Public Works and Engineering) through the U.S. Army Corps of Engineers, a Defense Coordinating Officer would be responsible for DOD support of all fifteen ESFs . The most recent NRF was issued in October, 2019.
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What’s New in the National Response Framework
New Name:
The
National Response Framework
supersedes the
National Response Plan
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Purpose
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Broader Scope:
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· The securing and managing of the nation’s borders
· The enforcement and administration of the nation’s immigration laws
· Safeguarding and securing cyberspace
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In addition to the five missions noted earlier, the department has identified six “prevailing challenges that pose the most strategically significant risk” (DHS, 2014, p. 28). In studying these challenges, one can easily see a direct correlation between them and these missions. So as we contemplate these challenges in this week’s discussion and written assignments, remember to consider them from the perspective of the entire homeland security enterprise. .
Reply to post 1 & 2 with 150 words eachPost 1There is a
Reply to post 1 & 2 with 150 words each
Post 1
There is a direct relationship between the concepts of risk, threats, and consequences as they relate to homeland security. From a strategic perspective, the concept of identifying threats and managing risk weighs heavily on the decision to act thereby resulting in consequences of those decisions that could prove to cause significant harm to the United States (CPG 201, 2018, p.7). Aside from being one of the National Preparedness System components, Identifying and managing risk is the principal method of understanding the specific hazards and threats communities across the country face. From catastrophic tornadoes in the Oklahoma to devastating wildfires in California, each state is vulnerable and at significant risk of various threats to thier population and infrastructure.
As outlined under Presidential Policy Directive-8 (PPD-8), the National Preparedness Goal defines our nation’s ability to recover from catastrophic incidents and equip communities with capabilities to prevent, protect, mitigate, respond to, and recover from threats and hazards that pose significant risk. The National Preparedness Goal outlines 32 core capabilities organized into five mission areas of: Prevention, Protection, Mitigation, Response and Recovery. Capabilities such as; Planning, Information Sharing, Economic Recovery, and Risk and Disaster Resilience all contribute to protecting our nation’s citizens and assets against threats that pose the greatest risk through reducing the physical, emotional and psychological effects following a catastrophic incident (FEMA.gov, 2015, p.1-6).
At the state, local, territorial, and tribal-levels of government, protection of life and property is at the forefront to creating resilient communities. By performing thorough hazard assessment and analyzing risk, emergency managers advise state and local governments on the threats posed to thier communities that include critical infrastructure elements. By implementing structural and non-structural mitigation measures to threats that may be natural, man-made or technological, key decision makers at all levels of government are not only strengthening thier cities and towns, but also hardening our national infrastructure making it less susceptible to compromise.
Post 2
Insightful lesson and forum topic to get us started off in the course. Risk, threat, vulnerability, and consequence tie directly into each other and serve as the basic framework and formula to identify threats or hazards to our country. The basic framework supports the core homeland security missions - These missions include preventing terrorism, securing the borders, enforcing immigration laws, safeguard cyberspace, and strengthen national preparedness and resilience (DHS, 2014). The enduring missions are structured around the National Security Strategy which outlines how to better posture the US for current and future threats. There is inherent risk with almost ...
Post 1The whole community” approach as described in the Nat
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).
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The federal government plays a significant role in emergency managem.docx
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.
.
Ensayo de reflexión institucional: Acción ejecutiva hacia la seguridad nacional
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Este ensayo de reflexión institucional fue desarrollado con la finalidad de discutir diferentes aspectos de las instituciones políticas americanas, incluyendo sus impactos e influencias, entre el desarrollo de las políticas públicas en los Estados Unidos. Por lo tanto, este artículo incorpora el punto de vista y argumentos de la rama ejecutiva de los Estados Unidos y la seguridad nacional, basado en pares revisión el análisis en el campo de la política pública y justicia penal. El ensayo cubrirá los aspectos de los asuntos de seguridad nacional de acción y cómo las políticas se pueden volver a dirigir hacia el incremento de la seguridad de nuestra nación. Logro final de este documento será demostrar la importancia de crear políticas y cómo cada institución política estadounidense tiene una función crucial entre el proceso de elaboración de políticas públicas.Emergency Management Laws And Act
The Federal Emergency Management Agency (FEMA) is the lead federal agency that coordinates disaster response and recovery efforts at the federal level. FEMA works closely with state and local emergency management agencies to support their response efforts when local resources are overwhelmed. FEMA oversees disaster response operations, provides assistance to impacted communities, and helps coordinate support from other federal agencies as needed.
NRFThe National Response Framework (NRF) is a guide to how.docx
The National Response Framework (NRF) establishes the fundamental mission for emergency response in the United States, including engaging partnerships, tiered responses, and unified efforts. The National Incident Management System (NIMS) guides government and private sector organizations on allocating resources and coordinating response efforts for any type of national emergency. The Incident Command System (ICS) provides an organizational structure and tools to help all response agencies work together efficiently and precisely during emergencies. Effective communication and coordination between responding entities is also important for clear understanding of roles and responsibilities.
NRFThe National Response Framework (NRF) is a guide to how.docx
NRF
The National Response Framework (NRF) is a guide to how the nation responds to all types of disasters and emergencies.
The NRF is used to prevent, prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies.
The NRF also established a fundamental mission to (1) engage partnerships; (2) tiered response; (3) flexible and adaptable operational capability; (4) unity of effort through unified command; and (5) readiness to act.
The governor coordinates state resources and provides the guidance for all types of incidents.
NIMS
The National Incident Management System (NIMS) focus is to better improve the nation's response to emergencies. Its goal is a better system that can more efficiently allocate resources in the event of a disaster and facilitate cooperation among diverse entities and agencies.
NIMS guides all levels of government, non-governmental organizations (NGO), and the private sector to work together to prevent, protect against, mitigate, respond to, and recover from incidents.
A comprehensive, nationwide, systematic approach to incident management, including the command and coordination of incidents, resource management, and information management
A set of concepts and principles for all threats, hazards, and events across all mission areas (Prevention, Protection, Mitigation, Response, Recovery)
Scalable, flexible, and adaptable; used for all incidents, from day-to-day to large-scale
Standard resource management procedures that enable coordination among different jurisdictions or organizations
ICS
Management system designed to enable effective and efficient domestic incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure.
Structured to facilitate activities in five major functional areas: command, operations, planning, logistics, Intelligence & Investigations, finance and administration.
Purpose of enabling incident managers to identify the key concerns associated with the incident often under urgent conditions without sacrificing attention to any component of the command system.
The National Response Framework (NRF) is the guide that established the fundamental mission to engage partnerships, tiered responses, and unit efforts. In short, the NRF is responsible for all the planning and preparedness that goes into the support of the communities.
The National Incident Management System (NIMS) guides the government officials and organizations in the private sector regarding the necessary recourses for the emergencies they are faced with daily. The system is set-up to be resourceful towards any kind of national emergency event, whether it’s to mitigate, prevent, protect against, respond to, and recover from.
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Fema
The document provides an overview of the Federal Emergency Management Agency (FEMA) in 3 paragraphs:
FEMA's mission is to support citizens and first responders to prepare for, respond to, recover from, and mitigate all hazards. FEMA works with state and local emergency agencies as well as 27 federal agencies and the Red Cross.
FEMA has over 3,700 employees working out of headquarters, regional offices, and training centers. It also has nearly 4,000 standby employees available for disaster deployment.
FEMA was established in 1979 by merging various federal disaster responsibilities into one agency. It became part of the Department of Homeland Security in 2003. As of 2007, FEMA had responded to over
Fema
The document provides an overview of the Federal Emergency Management Agency (FEMA) in 3 paragraphs:
FEMA's mission is to support citizens and first responders to prepare for, respond to, recover from, and mitigate all hazards. FEMA works with state and local emergency agencies as well as 27 federal agencies and the Red Cross.
FEMA has over 3,700 employees working out of headquarters, regional offices, and training centers. It also has 4,000 standby employees available for disaster deployment.
FEMA was established in 1979 by executive order to merge separate disaster responsibilities into a single agency. It became part of the Department of Homeland Security in 2003. As of 2007, FEMA has responded
Your local community is expecting a visit by the president of the Un.docx
Your local community is expecting a visit by the president of the United States (POTUS) in 2 weeks. As is customary, the U.S. Secret Service (USSS) has sent an agent from the nearest field office to plan the advance. The agent has requested that you, as local emergency manager, arrange a meeting with key public safety leaders to review local capabilities, discuss protocol, and outline the incident management structure that will be employed for this event.
Per the USSS agent, the event is set at the local high school. The president will arrive at the nearest international airport, transfer to Marine One, and fly to the sports field nearest the school’s gymnasium. He will speak to a capacity crowd for approximately 45 minutes on the topic of illegal immigration. He is expected to make a major policy announcement during this speech. Although the details of the policy are unknown, the president and his staff have been indicating that they are seeking to impose tough new entry screening practices specifically targeting persons from nations that are known to be home to terrorist organizations. The anticipated policy is being widely decried across the Middle East and is receiving considerable air time on news organizations worldwide.
Following the speech, it is possible that the president will work the "rope line" prior to departure. He will then ride in his motorcade to the local hospital to wish patients injured in a recent fire a swift recovery. The president will then be taken via his motorcade back to the airport and depart immediately for Andrews Air Force Base in the national capital region.
Your task this week is to engage in tactical planning for this event. Please complete FEMA’s online course, Introduction to Incident Command System, ICS 100 Level. Following the completion of the course, review the other resources provided as well. Click on the following link to take the
FEMA Independent Study course ICS 100
.
Based upon the scenario provided, write a 3-page incident plan summary intended solely for the interagency leadership team you assemble. Develop and include an ICS organizational chart that demonstrates the incident management construct you will employ, ensuring the engagement of local, state, and federal public safety participants. This chart does not need to reflect every activity or person assigned to the incident, but it should include at least the general staff and several branch section chiefs.
Your narrative, which should be based on what you have learned from the FEMA ICS 100 Course, the course materials, and your own research, should address the following research topics:
Assignment Guidelines
Address the following in 750–1,000 words:
Who should be invited to the initial planning meeting? What agencies and what level of organizational participation should be included?
Who will serve as the incident commander for this event? Does the incident management structure you establish share leadership and oversight, or is a sing.
LIVING WITH THE EARTHObjectives for this.docx
LIVING WITH THE EARTH
Objectives for this Chapter
A student reading this chapter will be able to:
Discuss the history and origins of Incident Command System (ICS), the National Incident Management System (NIMS), and The National Response Plan (NRP.
List and describe the major components of ICS, NIMS, and NRP
Objectives for this Chapter
A student reading this chapter will be able to:
Describe and discuss the role of Environmental Health professionals in emergency/disaster response.
IntroductionIt is not terrorist bombs or the release of anthrax spores that spawned the birth of modern day emergency preparedness.
USS Cole
IntroductionIt began with a wildfire in Southern California in 1970 that swept through several counties during a 13 day period burning more than half a million acres, destroying over 700 structures, and costing 16 lives.
FIRESCOPEthe 92nd Congress approved funding for the U.S. Forest Service Research group to design a system or process to significantly improve the capacity of the agencies in Southern California to provide protection against wildfires.
This became known as FIRESCOPE (Firefighting Resources of California Organized for Potential Emergencies).
FIRESCOPE
There were five major program components that required planning and attention.
The coordination of the resources among many agencies during a large incident,
Creating a standard and easily understood terminology by all participants to avoid the use of professional jargon that would differ among police, fire, and emergency medical responders,
Code Four-----I'm okay or Are you okay? Police
Fire departments almost never use this term.
FIRESCOPE
Develop systems and technical capacity that would permit communication among many participating agencies,
Provide training to all members of the participating agencies in communication, terminology, and command structure, and
Develop better methods for predicting the behavior of fires.
Incident CommandThese objectives were ultimately condensed into two components of the FIRESOPE system designated as:Incident Command System (ICS) that provided a specific command structure and coordinated incident management tool.Multi-Agency Coordination System (MACS) that improved coordination among multiple agencies for large incidents that demanded massive resources.
ICSICS structure and successfully employed ICS on a number of wildland and urban fires in 1978. The use of ICS expanded to non-fire incidents. The management of these incidents was “all-hazard” as they employed the well documented and proven command structure of ICS to a wide variety of incidents.
NIIMSInitial steps to extend this ICS management structure began in 1983 with the creation of the National Inter-Agency Incident Management System (NIIMS).
Post 9/11In swift reaction to 9/11, the Homeland Security Act of 2002 (H.R. 5005-8) was approved with the purpose of establishing a Department of Homeland Secur ...
LPP Profile_capabilities page A
LPP Consulting is led by Philip E. Parr, who has over 36 years of experience in emergency management and homeland security at the local, state, and federal levels. As a retired New York City Fire Chief and FEMA Federal Coordinating Officer, Mr. Parr led response efforts at nearly 40 disasters across 19 states and territories. LPP Consulting provides services such as emergency planning, training, exercise design, and public-private collaboration to help organizations prepare for, respond to, and recover from disasters.
Chapter 3 the us intelligence community
The document discusses the US Intelligence Community (IC), which is comprised of 17 separate agencies that work independently and collaboratively to conduct intelligence activities and protect national security. The main threats faced include terrorism, weapons proliferation, cyber attacks, and drug trafficking. Each agency has a specific role, such as the CIA providing national security intelligence or the NSA handling signals intelligence. Oversight is provided by the President, National Security Council, and congressional intelligence committees. The IC aims to address national security threats through collection, analysis, and sharing of information.
Hurlburt Field in Florida to Undergo Energy Efficiency Upgrades
A respected expert in defense and national security, Pamela Berkowsky has decades of federal and territorial government experience and has recently been certified as a Climate Communicator by the CLEO Institute. As the President of Blue Sapphire Strategies, a Miami-based public affairs and business consultancy, Pamela Berkowsky serves as a senior executive defense consultant to the South Florida Defense Alliance (www.southfloridadefensealliance.org). Her SFDA work focuses primarily on resiliency and the national security implications of climate change, particularly the impacts on U.S. military installations, personnel, readiness, and operations. In mid-2021, the US Defense Department (DOD) announced that it would undertake a comprehensive upgrade of energy infrastructure at Hurlburt Field, the Destin, Florida military base which hosts the headquarters of Air Force Special Operations Command (HQ AFSOC). The Energy Savings Performance Contract (ESPC), awarded by the Defense Logistics Agency – Energy, provides Schneider Electric Buildings Americas with a $22.6 million task order to bring Hurlburt Fields’s infrastructure up to standard, aiming to ensure that grid stability and critical power supply needs are fully met. The work is also expected to have a positive budgetary impact, with $1.5 million in annual energy savings forecast across the 22-year contract term – a projected annual 17.7% reduction in energy costs. The project is one of a new breed of long term ESPC contracts that strive to boost facility efficiency while also improving mission readiness and 24/7 energy reliability. Among the upgrades spanning more than 375 structures planned at Hurlburt Field are a canopy solar PV system that will supply 240kW of electricity, airfield LED lighting upgrades, enhanced HVAC capacity, and duct sealing. In addition, a microgrid control-outfitted battery energy system with 200kW/112kWhr storage capacity will boost operational resilience and help ensure mission-critical reliability. Construction is projected for completion in early 2023 and will significantly enhance HQ AFSOC’s stability and resiliency.
Denver Takes Citywide Step in Mandating Building Energy Efficiency
Pamela Berkowsky is a Fulbright scholar and former Pentagon and United States Virgin Islands government official with expertise in disaster preparedness and response. As a senior executive consultant to the South Florida Defense Alliance (www.southfloridadefensealliance.org), she focuses on defense innovation and climate resiliency issues. Pamela Berkowsky and her Defense Alliance colleagues are carefully monitoring steps the federal and municipal governments are undertaking across the country to mitigate the long-term impacts of climate change. One important civic development in late 2021 worth noting is the Denver, Colorado, City Council adoption of an ordinance that aims to decrease greenhouse gas emissions. The new municipal rules are the first ever to cover all multifamily and commercial buildings citywide. They mandate improvements spanning building electrification, efficiency, and the use of renewable energy. Backed by a local commercial real estate organization, the new regulations were adopted by a unanimous Council vote and are based on recommendations of the “Energize Denver” Task Force. Under the ambitious new rules, buildings exceeding 25,000 square feet must attain nearly one-third energy savings by 2030, with interim goals in 2024 and 2027 helping to measure progress along the way. Where cost-effective, gas-powered systems must also be replaced by electric cooling and heating systems. At the same time, buildings with a footprint of between 5,000 and 25,000 square feet are required to either have 100 percent LED lighting in place by 2030 or obtain 20 percent or more of their electricity through solar. By enabling these significant changes, which aim for net zero energy within two decades, Denver is providing a mix of incentives and support, coordinated through the Energize Denver Resource Hub.
Defense Innovation Unit (DIU) Brings Private Tech Innovation to Fore
As a former Pentagon official whose tenure spanned three Presidential administrations, Pamela Berkowsky serves as a Senior Executive Defense Consultant to the South Florida Defense Alliance (SFDA), a non-profit 501(c)(6) organization established to 1) grow defense investments in South Florida in the areas of space, aviation and healthcare, and 2) educate South Florida’s innovation ecosystem about accessing DOD funding and contracts (https://pt.slideshare.net/pamelabberkowsky/doing-businesswithmilitarycompiled). In this regard, Pamela Berkowsky and her SFDA colleagues work closely with the Miami-Dade Beacon Council, the County’s economic development authority, to connect South Florida tech founders, funders, and entrepreneurs to the relevant Department of Defense (DOD) entities.
The Defense Innovation Unit (DIU) is one of the primary entities playing an integral role in DOD’s innovation acquisition strategy. It was established in 2015 with a mission of accelerating DOD’s commercial tech adoption through partnerships with leading companies in locales including Boston, Austin and Silicon Valley. DIU’s commercial partnerships extend well beyond the sphere of traditional defense contractors and are facilitated through a pair of complementary efforts: National Security Innovation Capital (NSIC) and the National Security Innovation Network (NSIN). The latter involves partnerships with incubators, universities, and accelerators in areas such as dual-use ventures and new concept development. It also encourages “customer discovery” as a key pathway toward commercializing technologies developed in DOD laboratories. By contrast, NSIC serves to direct investment toward next generation hardware technologies through Other Transaction Authority (OTA) agreements. In addition, the DIU has simplified the process of securing merit-based contracts for companies that have never before worked with the US government. Its current director Mike Brown (former Symantec CEO) has repeatedly underscored the need for the US military to rapidly acquire and utilize leading edge commercial technologies in areas such as autonomous systems, AI, sensors, space, communications and cyber security. With awards ranging from $500K - $3M, DIU facilitates an accelerated means of addressing challenges defined as critical for national security through delivery of workable commercial technologies within a 12- to 24-month timeframe.
Defense Climate Risk Analysis Reflects Profound Shift in Planning
Pamela Berkowsky is former federal government official with expertise in disaster preparedness and response. She served in senior positions in the Pentagon, including the Office of the Secretary of Defense and the Department of the Navy, and is president of Blue Sapphire Strategies, a boutique public affairs business consultancy. As a Senior Executive Defense Consultant to the South Florida Defense Alliance (https://www.southfloridadefensealliance.org/about-us-1), Pamela Berkowsky focuses on defense innovation and resiliency issues, including the impact of climate change on military installations, personnel and operations. She is a CLEO-Institute Certified Climate Communicator.
Recognized by the Defense Department as a “threat multiplier,” climate change is now being formally integrated into all aspects of defense planning, strategy and budgeting. This is not a minor change. Although the National Defense Strategy has incorporated climate considerations since 2008, they were never fully considered a part of budget and force planning. The new Defense Climate Risk Analysis (DCRA) report, promulgated in October 2021, makes it clear that the challenges associated with climate change affect DOD missions, plans, equipment, capabilities, personnel, and infrastructure. Extreme weather impacts the military, with hurricanes significantly damaging North Carolina and Florida bases, and Norfolk Naval Base experiencing “sunny day" flooding. Wildfires driven by climate change are a growing concern for military installations in California, while “black flag” heat days, which prevent troops from training safely, are becoming more frequent. In an international context, climate change can also adversely impact U.S. allies, exacerbate existing global instabilities, and pose new challenges such as the retreating sea ice and permafrost thawing in the Arctic. This is ramping up U.S. geostrategic competition with Russia and China, with the latter country demonstrating a “Polar Silk Road” ambition. In the Indo-Pacific region, rising sea levels threaten Pacific Island nations, many of which house U.S. military bases and facilities, and potentially bring opportunities for China to assert dominance. The positive news is that the DOD is now working to integrate climate risk planning across all elements of the Department in ways that will have an immediate impact. And with the increased use of renewable energy assets, steps are being taken to ensure a future force that is green, climate resilient, and able to maintain target levels of readiness, training, and security cooperation with allies.
Chief Heat Officer in Miami Seeks Equitable Climate Change Solutions
Pamela Berkowsky has over three decades of experience in defense and defense-related sectors. She focuses on how climate change impacts US military installations, personnel, and operations. Miami-Dade County Mayor Daniella Levine Cava appointed Jane Gilbert as the world's first Chief Heat Officer to expand and coordinate efforts to protect people from heat. Gilbert noted the profound effects of climate change in the Miami area, with average days over 90 degrees increasing from 27 to 88 by mid-century. The county has established a task force under Gilbert's leadership to address public awareness, outreach, and policy solutions for heat challenges.
DoD’s “Climate Risk Analysis” Explores National Security Risks
Pamela Berkowsky, founder and president of the public affairs consulting firm Blue Sapphire Strategies, is a former senior Defense Department official. Pamela Berkowsky is also Senior Executive Defense Consultant to the South Florida Defense Alliance, a 501(c)(6) coalition of public, private and non-profit entities that seek to unite, champion and grow the military and defense/homeland security investments in South Florida (https://www.southfloridadefensealliance.org/about-us-1). One of the Alliance’s key areas of effort is in the resiliency arena, developing measures to enhance infrastructure, operational and personnel readiness and resiliency at South Florida’s numerous military installations and commands.
In early 2021, President Joe Biden signed Executive Order 14008 directing a “whole of government” approach to tackling the climate crisis. With regard to the Department of Defense, it directed the Secretary of Defense to assess the security implications of climate change and to incorporate climate change and its potential impact into analysis, war-gaming and simulations. As a result, in October 2021, the Department published its Defense Climate Risk Analysis (DCRA) which closely followed the release of DOD’s broader “Climate Adaptation Plan.” The DCRA assessment focuses on the national security risks presented by global warming. One particular area of climate hazard singled out in the report is the vulnerability to sea level rise of island-based US military installations and facilities across the Indo-Pacific region. It highlights the possibility that China and other adversaries could take advantage of disruptions at these bases to expand their regional influence. Another potential risk relates to how “internal and external tensions” might be aggravated in various countries due to climate-driven resource scarcity. Resulting competition for basic resources could inflame international instability and pose increased security risks. In addition to the likelihood of growing instability between and within nations, the operational demands on DOD to supply urgent disaster relief and humanitarian aid could dramatically increase.
Giving to ITEC through the Lippy Leadership Society
Pamela Berkowsky is an experienced executive and former Pentagon official with expertise in national security and international affairs. During the course of her career, she has served in multiple high-profile positions in the federal government as both a career civil servant and a political appointee. Currently based in Florida and the US Virgin Islands, Pamela Berkowsky serves as the president of Blue Sapphire Strategies, a public affairs and business consultancy firm. In addition, she is an avid tennis fan and supports and serves as a Board Member of multiple community organizations, including USA Foundation of the Israel Tennis & Education Centers (https://itecenters.org/).
The Israel Tennis & Education Centers (ITEC) is a non-profit organization that seeks to support children from all backgrounds living in one of the world’s most high conflict areas; it is one of Israel’s largest social impact programs. ITEC engages its young members in sports, teaching vital life skills such as focus, self-reliance, and perseverance while enhancing values of tolerance, co-existence, and self-esteem. There are multiple ways to contribute to their programs including through the Lippy Leadership Society, which provides annual funding to ITEC’s 14 centers, many of which are located in low-income neighborhoods. The Lippy Leadership Society is named after Dr. William Lippy, one of ITEC’s six original founders who has been at the forefront in supporting its social, educational, and athletic programs. These programs have in turn, benefitted both Jews and non-Jews across Israel, while positively impacting the lives of thousands of Israeli youth. Membership of the Lippy Leadership Society is classified into four categories which are the Founder Society (upon providing a $1,000 annual renewable gift), Chai Society (through an annual renewable gift of $1,800), Friends for Life Society (through an annual renewable gift of $5,000), and Masada Society (through an annual renewable gift of $10,000).
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Week Three– The Six Strategic ChallengesEvery four years, the De.docx
Week Three– The Six Strategic Challenges
Every four years, the Department of Homeland Security (DHS) is required by law to issue a review to the United States Congress. This review is a self-appraisal by DHS on the progress of its efforts in addressing those issues that threaten the nation. The 2014 review is the second such appraisal presented to the Congress (the first produced in 2010). These quadrennial assessments provide excellent insight concerning the progress this Federal entity feels has been made (or lack thereof) regarding our nation’s overall homeland security efforts. Of course, the underlying, determining factor regarding these reviews are the underlying threats and hazards that DHS believes the nation currently faces, as well as those that might present themselves in the near term. This week, we will be looking at the six challenges that DHS believes will determine the greatest risk factors to the nation over the next few years. Before delving into the specifics of this topic, it would be beneficial to first examine the current missions that have been established by Department of Homeland Security. These areas of focus determine how DHS, as an agency of the federal government, views risk. As listed in this Review these five basic homeland security missions are:
· The prevention of terrorism and the enhance of security
· The securing and managing of the nation’s borders
· The enforcement and administration of the nation’s immigration laws
· Safeguarding and securing cyberspace
· Strengthening national preparedness and resilience (2014, p. 6-8)
As has been stressed a number of times thus far, our nation’s homeland security efforts require more than just the federal government can offer, but state and local governments have their roles, as does the private sector and the public at large. Granted, DHS has a uniquely federal and national view. From this position, DHS is charged with unique responsibilities, has assets available at its disposal not commonly available to other levels of government. However, DHS has the latitude to use some of these assets to assist other levels of government as well. In addition, DHS engages in threat and hazard assessments dealing with the entirety of national interests. While these interests bear directly upon all American communities, each locale will have its own, more narrowed view and perspective regarding those issues of immediate concern. Conversely, as would be expected (and justifiably so), they are less concerned about others.
In addition to the five missions noted earlier, the department has identified six “prevailing challenges that pose the most strategically significant risk” (DHS, 2014, p. 28). In studying these challenges, one can easily see a direct correlation between them and these missions. So as we contemplate these challenges in this week’s discussion and written assignments, remember to consider them from the perspective of the entire homeland security enterprise. .
Reply to post 1 & 2 with 150 words eachPost 1There is a
Reply to post 1 & 2 with 150 words each
Post 1
There is a direct relationship between the concepts of risk, threats, and consequences as they relate to homeland security. From a strategic perspective, the concept of identifying threats and managing risk weighs heavily on the decision to act thereby resulting in consequences of those decisions that could prove to cause significant harm to the United States (CPG 201, 2018, p.7). Aside from being one of the National Preparedness System components, Identifying and managing risk is the principal method of understanding the specific hazards and threats communities across the country face. From catastrophic tornadoes in the Oklahoma to devastating wildfires in California, each state is vulnerable and at significant risk of various threats to thier population and infrastructure.
As outlined under Presidential Policy Directive-8 (PPD-8), the National Preparedness Goal defines our nation’s ability to recover from catastrophic incidents and equip communities with capabilities to prevent, protect, mitigate, respond to, and recover from threats and hazards that pose significant risk. The National Preparedness Goal outlines 32 core capabilities organized into five mission areas of: Prevention, Protection, Mitigation, Response and Recovery. Capabilities such as; Planning, Information Sharing, Economic Recovery, and Risk and Disaster Resilience all contribute to protecting our nation’s citizens and assets against threats that pose the greatest risk through reducing the physical, emotional and psychological effects following a catastrophic incident (FEMA.gov, 2015, p.1-6).
At the state, local, territorial, and tribal-levels of government, protection of life and property is at the forefront to creating resilient communities. By performing thorough hazard assessment and analyzing risk, emergency managers advise state and local governments on the threats posed to thier communities that include critical infrastructure elements. By implementing structural and non-structural mitigation measures to threats that may be natural, man-made or technological, key decision makers at all levels of government are not only strengthening thier cities and towns, but also hardening our national infrastructure making it less susceptible to compromise.
Post 2
Insightful lesson and forum topic to get us started off in the course. Risk, threat, vulnerability, and consequence tie directly into each other and serve as the basic framework and formula to identify threats or hazards to our country. The basic framework supports the core homeland security missions - These missions include preventing terrorism, securing the borders, enforcing immigration laws, safeguard cyberspace, and strengthen national preparedness and resilience (DHS, 2014). The enduring missions are structured around the National Security Strategy which outlines how to better posture the US for current and future threats. There is inherent risk with almost ...
Post 1The whole community” approach as described in the Nat
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 ...
US2016TrainingSpeakerBrochure
The document provides the schedule and speaker information for a regional preparedness training seminar and vendor show being held on September 9, 2016 in Pleasanton, CA. The training will include sessions on topics like the Wisconsin Sikh Temple massacre, the San Bernardino mass shooting, and the roles of the FBI and first responders in a WMD incident. Featured speakers include law enforcement officials from Oak Creek, WI and San Bernardino County who will provide first-hand accounts of responding to the Sikh temple and San Bernardino shootings. The seminar aims to enhance preparedness and coordination across multiple jurisdictions. It is free of cost to attend and supported by federal grant funds.
The federal government plays a significant role in emergency managem.docx
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.
.
Ensayo de reflexión institucional: Acción ejecutiva hacia la seguridad nacional
Ensayo de reflexión institucional: Acción ejecutiva hacia la seguridad nacionalArchivos de Criminología, Seguridad Privada y Criminalística
Este ensayo de reflexión institucional fue desarrollado con la finalidad de discutir diferentes aspectos de las instituciones políticas americanas, incluyendo sus impactos e influencias, entre el desarrollo de las políticas públicas en los Estados Unidos. Por lo tanto, este artículo incorpora el punto de vista y argumentos de la rama ejecutiva de los Estados Unidos y la seguridad nacional, basado en pares revisión el análisis en el campo de la política pública y justicia penal. El ensayo cubrirá los aspectos de los asuntos de seguridad nacional de acción y cómo las políticas se pueden volver a dirigir hacia el incremento de la seguridad de nuestra nación. Logro final de este documento será demostrar la importancia de crear políticas y cómo cada institución política estadounidense tiene una función crucial entre el proceso de elaboración de políticas públicas.Emergency Management Laws And Act
The Federal Emergency Management Agency (FEMA) is the lead federal agency that coordinates disaster response and recovery efforts at the federal level. FEMA works closely with state and local emergency management agencies to support their response efforts when local resources are overwhelmed. FEMA oversees disaster response operations, provides assistance to impacted communities, and helps coordinate support from other federal agencies as needed.
NRFThe National Response Framework (NRF) is a guide to how.docx
The National Response Framework (NRF) establishes the fundamental mission for emergency response in the United States, including engaging partnerships, tiered responses, and unified efforts. The National Incident Management System (NIMS) guides government and private sector organizations on allocating resources and coordinating response efforts for any type of national emergency. The Incident Command System (ICS) provides an organizational structure and tools to help all response agencies work together efficiently and precisely during emergencies. Effective communication and coordination between responding entities is also important for clear understanding of roles and responsibilities.
NRFThe National Response Framework (NRF) is a guide to how.docx
NRF
The National Response Framework (NRF) is a guide to how the nation responds to all types of disasters and emergencies.
The NRF is used to prevent, prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies.
The NRF also established a fundamental mission to (1) engage partnerships; (2) tiered response; (3) flexible and adaptable operational capability; (4) unity of effort through unified command; and (5) readiness to act.
The governor coordinates state resources and provides the guidance for all types of incidents.
NIMS
The National Incident Management System (NIMS) focus is to better improve the nation's response to emergencies. Its goal is a better system that can more efficiently allocate resources in the event of a disaster and facilitate cooperation among diverse entities and agencies.
NIMS guides all levels of government, non-governmental organizations (NGO), and the private sector to work together to prevent, protect against, mitigate, respond to, and recover from incidents.
A comprehensive, nationwide, systematic approach to incident management, including the command and coordination of incidents, resource management, and information management
A set of concepts and principles for all threats, hazards, and events across all mission areas (Prevention, Protection, Mitigation, Response, Recovery)
Scalable, flexible, and adaptable; used for all incidents, from day-to-day to large-scale
Standard resource management procedures that enable coordination among different jurisdictions or organizations
ICS
Management system designed to enable effective and efficient domestic incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure.
Structured to facilitate activities in five major functional areas: command, operations, planning, logistics, Intelligence & Investigations, finance and administration.
Purpose of enabling incident managers to identify the key concerns associated with the incident often under urgent conditions without sacrificing attention to any component of the command system.
The National Response Framework (NRF) is the guide that established the fundamental mission to engage partnerships, tiered responses, and unit efforts. In short, the NRF is responsible for all the planning and preparedness that goes into the support of the communities.
The National Incident Management System (NIMS) guides the government officials and organizations in the private sector regarding the necessary recourses for the emergencies they are faced with daily. The system is set-up to be resourceful towards any kind of national emergency event, whether it’s to mitigate, prevent, protect against, respond to, and recover from.
The Incident Command System (ICS) assist in bring the necessary tools and plans of action to the major areas in an emergen.
Fema
The document provides an overview of the Federal Emergency Management Agency (FEMA) in 3 paragraphs:
FEMA's mission is to support citizens and first responders to prepare for, respond to, recover from, and mitigate all hazards. FEMA works with state and local emergency agencies as well as 27 federal agencies and the Red Cross.
FEMA has over 3,700 employees working out of headquarters, regional offices, and training centers. It also has nearly 4,000 standby employees available for disaster deployment.
FEMA was established in 1979 by merging various federal disaster responsibilities into one agency. It became part of the Department of Homeland Security in 2003. As of 2007, FEMA had responded to over
Fema
The document provides an overview of the Federal Emergency Management Agency (FEMA) in 3 paragraphs:
FEMA's mission is to support citizens and first responders to prepare for, respond to, recover from, and mitigate all hazards. FEMA works with state and local emergency agencies as well as 27 federal agencies and the Red Cross.
FEMA has over 3,700 employees working out of headquarters, regional offices, and training centers. It also has 4,000 standby employees available for disaster deployment.
FEMA was established in 1979 by executive order to merge separate disaster responsibilities into a single agency. It became part of the Department of Homeland Security in 2003. As of 2007, FEMA has responded
Your local community is expecting a visit by the president of the Un.docx
Your local community is expecting a visit by the president of the United States (POTUS) in 2 weeks. As is customary, the U.S. Secret Service (USSS) has sent an agent from the nearest field office to plan the advance. The agent has requested that you, as local emergency manager, arrange a meeting with key public safety leaders to review local capabilities, discuss protocol, and outline the incident management structure that will be employed for this event.
Per the USSS agent, the event is set at the local high school. The president will arrive at the nearest international airport, transfer to Marine One, and fly to the sports field nearest the school’s gymnasium. He will speak to a capacity crowd for approximately 45 minutes on the topic of illegal immigration. He is expected to make a major policy announcement during this speech. Although the details of the policy are unknown, the president and his staff have been indicating that they are seeking to impose tough new entry screening practices specifically targeting persons from nations that are known to be home to terrorist organizations. The anticipated policy is being widely decried across the Middle East and is receiving considerable air time on news organizations worldwide.
Following the speech, it is possible that the president will work the "rope line" prior to departure. He will then ride in his motorcade to the local hospital to wish patients injured in a recent fire a swift recovery. The president will then be taken via his motorcade back to the airport and depart immediately for Andrews Air Force Base in the national capital region.
Your task this week is to engage in tactical planning for this event. Please complete FEMA’s online course, Introduction to Incident Command System, ICS 100 Level. Following the completion of the course, review the other resources provided as well. Click on the following link to take the
FEMA Independent Study course ICS 100
.
Based upon the scenario provided, write a 3-page incident plan summary intended solely for the interagency leadership team you assemble. Develop and include an ICS organizational chart that demonstrates the incident management construct you will employ, ensuring the engagement of local, state, and federal public safety participants. This chart does not need to reflect every activity or person assigned to the incident, but it should include at least the general staff and several branch section chiefs.
Your narrative, which should be based on what you have learned from the FEMA ICS 100 Course, the course materials, and your own research, should address the following research topics:
Assignment Guidelines
Address the following in 750–1,000 words:
Who should be invited to the initial planning meeting? What agencies and what level of organizational participation should be included?
Who will serve as the incident commander for this event? Does the incident management structure you establish share leadership and oversight, or is a sing.
LIVING WITH THE EARTHObjectives for this.docx
LIVING WITH THE EARTH
Objectives for this Chapter
A student reading this chapter will be able to:
Discuss the history and origins of Incident Command System (ICS), the National Incident Management System (NIMS), and The National Response Plan (NRP.
List and describe the major components of ICS, NIMS, and NRP
Objectives for this Chapter
A student reading this chapter will be able to:
Describe and discuss the role of Environmental Health professionals in emergency/disaster response.
IntroductionIt is not terrorist bombs or the release of anthrax spores that spawned the birth of modern day emergency preparedness.
USS Cole
IntroductionIt began with a wildfire in Southern California in 1970 that swept through several counties during a 13 day period burning more than half a million acres, destroying over 700 structures, and costing 16 lives.
FIRESCOPEthe 92nd Congress approved funding for the U.S. Forest Service Research group to design a system or process to significantly improve the capacity of the agencies in Southern California to provide protection against wildfires.
This became known as FIRESCOPE (Firefighting Resources of California Organized for Potential Emergencies).
FIRESCOPE
There were five major program components that required planning and attention.
The coordination of the resources among many agencies during a large incident,
Creating a standard and easily understood terminology by all participants to avoid the use of professional jargon that would differ among police, fire, and emergency medical responders,
Code Four-----I'm okay or Are you okay? Police
Fire departments almost never use this term.
FIRESCOPE
Develop systems and technical capacity that would permit communication among many participating agencies,
Provide training to all members of the participating agencies in communication, terminology, and command structure, and
Develop better methods for predicting the behavior of fires.
Incident CommandThese objectives were ultimately condensed into two components of the FIRESOPE system designated as:Incident Command System (ICS) that provided a specific command structure and coordinated incident management tool.Multi-Agency Coordination System (MACS) that improved coordination among multiple agencies for large incidents that demanded massive resources.
ICSICS structure and successfully employed ICS on a number of wildland and urban fires in 1978. The use of ICS expanded to non-fire incidents. The management of these incidents was “all-hazard” as they employed the well documented and proven command structure of ICS to a wide variety of incidents.
NIIMSInitial steps to extend this ICS management structure began in 1983 with the creation of the National Inter-Agency Incident Management System (NIIMS).
Post 9/11In swift reaction to 9/11, the Homeland Security Act of 2002 (H.R. 5005-8) was approved with the purpose of establishing a Department of Homeland Secur ...
LPP Profile_capabilities page A
LPP Consulting is led by Philip E. Parr, who has over 36 years of experience in emergency management and homeland security at the local, state, and federal levels. As a retired New York City Fire Chief and FEMA Federal Coordinating Officer, Mr. Parr led response efforts at nearly 40 disasters across 19 states and territories. LPP Consulting provides services such as emergency planning, training, exercise design, and public-private collaboration to help organizations prepare for, respond to, and recover from disasters.
Chapter 3 the us intelligence community
The document discusses the US Intelligence Community (IC), which is comprised of 17 separate agencies that work independently and collaboratively to conduct intelligence activities and protect national security. The main threats faced include terrorism, weapons proliferation, cyber attacks, and drug trafficking. Each agency has a specific role, such as the CIA providing national security intelligence or the NSA handling signals intelligence. Oversight is provided by the President, National Security Council, and congressional intelligence committees. The IC aims to address national security threats through collection, analysis, and sharing of information.
Similar to DOD and Its Role in the National Response Framework (15)
Week Three– The Six Strategic ChallengesEvery four years, the De.docx
Week Three– The Six Strategic ChallengesEvery four years, the De.docx
Reply to post 1 & 2 with 150 words eachPost 1There is a
Reply to post 1 & 2 with 150 words eachPost 1There is a
Post 1The whole community” approach as described in the Nat
Post 1The whole community” approach as described in the Nat
The federal government plays a significant role in emergency managem.docx
The federal government plays a significant role in emergency managem.docx
Ensayo de reflexión institucional: Acción ejecutiva hacia la seguridad nacional
Ensayo de reflexión institucional: Acción ejecutiva hacia la seguridad nacional
NRFThe National Response Framework (NRF) is a guide to how.docx
NRFThe National Response Framework (NRF) is a guide to how.docx
NRFThe National Response Framework (NRF) is a guide to how.docx
NRFThe National Response Framework (NRF) is a guide to how.docx
Your local community is expecting a visit by the president of the Un.docx
Your local community is expecting a visit by the president of the Un.docx
More from Pamela Berkowsky
Hurlburt Field in Florida to Undergo Energy Efficiency Upgrades
A respected expert in defense and national security, Pamela Berkowsky has decades of federal and territorial government experience and has recently been certified as a Climate Communicator by the CLEO Institute. As the President of Blue Sapphire Strategies, a Miami-based public affairs and business consultancy, Pamela Berkowsky serves as a senior executive defense consultant to the South Florida Defense Alliance (www.southfloridadefensealliance.org). Her SFDA work focuses primarily on resiliency and the national security implications of climate change, particularly the impacts on U.S. military installations, personnel, readiness, and operations. In mid-2021, the US Defense Department (DOD) announced that it would undertake a comprehensive upgrade of energy infrastructure at Hurlburt Field, the Destin, Florida military base which hosts the headquarters of Air Force Special Operations Command (HQ AFSOC). The Energy Savings Performance Contract (ESPC), awarded by the Defense Logistics Agency – Energy, provides Schneider Electric Buildings Americas with a $22.6 million task order to bring Hurlburt Fields’s infrastructure up to standard, aiming to ensure that grid stability and critical power supply needs are fully met. The work is also expected to have a positive budgetary impact, with $1.5 million in annual energy savings forecast across the 22-year contract term – a projected annual 17.7% reduction in energy costs. The project is one of a new breed of long term ESPC contracts that strive to boost facility efficiency while also improving mission readiness and 24/7 energy reliability. Among the upgrades spanning more than 375 structures planned at Hurlburt Field are a canopy solar PV system that will supply 240kW of electricity, airfield LED lighting upgrades, enhanced HVAC capacity, and duct sealing. In addition, a microgrid control-outfitted battery energy system with 200kW/112kWhr storage capacity will boost operational resilience and help ensure mission-critical reliability. Construction is projected for completion in early 2023 and will significantly enhance HQ AFSOC’s stability and resiliency.
Denver Takes Citywide Step in Mandating Building Energy Efficiency
Pamela Berkowsky is a Fulbright scholar and former Pentagon and United States Virgin Islands government official with expertise in disaster preparedness and response. As a senior executive consultant to the South Florida Defense Alliance (www.southfloridadefensealliance.org), she focuses on defense innovation and climate resiliency issues. Pamela Berkowsky and her Defense Alliance colleagues are carefully monitoring steps the federal and municipal governments are undertaking across the country to mitigate the long-term impacts of climate change. One important civic development in late 2021 worth noting is the Denver, Colorado, City Council adoption of an ordinance that aims to decrease greenhouse gas emissions. The new municipal rules are the first ever to cover all multifamily and commercial buildings citywide. They mandate improvements spanning building electrification, efficiency, and the use of renewable energy. Backed by a local commercial real estate organization, the new regulations were adopted by a unanimous Council vote and are based on recommendations of the “Energize Denver” Task Force. Under the ambitious new rules, buildings exceeding 25,000 square feet must attain nearly one-third energy savings by 2030, with interim goals in 2024 and 2027 helping to measure progress along the way. Where cost-effective, gas-powered systems must also be replaced by electric cooling and heating systems. At the same time, buildings with a footprint of between 5,000 and 25,000 square feet are required to either have 100 percent LED lighting in place by 2030 or obtain 20 percent or more of their electricity through solar. By enabling these significant changes, which aim for net zero energy within two decades, Denver is providing a mix of incentives and support, coordinated through the Energize Denver Resource Hub.
Defense Innovation Unit (DIU) Brings Private Tech Innovation to Fore
As a former Pentagon official whose tenure spanned three Presidential administrations, Pamela Berkowsky serves as a Senior Executive Defense Consultant to the South Florida Defense Alliance (SFDA), a non-profit 501(c)(6) organization established to 1) grow defense investments in South Florida in the areas of space, aviation and healthcare, and 2) educate South Florida’s innovation ecosystem about accessing DOD funding and contracts (https://pt.slideshare.net/pamelabberkowsky/doing-businesswithmilitarycompiled). In this regard, Pamela Berkowsky and her SFDA colleagues work closely with the Miami-Dade Beacon Council, the County’s economic development authority, to connect South Florida tech founders, funders, and entrepreneurs to the relevant Department of Defense (DOD) entities.
The Defense Innovation Unit (DIU) is one of the primary entities playing an integral role in DOD’s innovation acquisition strategy. It was established in 2015 with a mission of accelerating DOD’s commercial tech adoption through partnerships with leading companies in locales including Boston, Austin and Silicon Valley. DIU’s commercial partnerships extend well beyond the sphere of traditional defense contractors and are facilitated through a pair of complementary efforts: National Security Innovation Capital (NSIC) and the National Security Innovation Network (NSIN). The latter involves partnerships with incubators, universities, and accelerators in areas such as dual-use ventures and new concept development. It also encourages “customer discovery” as a key pathway toward commercializing technologies developed in DOD laboratories. By contrast, NSIC serves to direct investment toward next generation hardware technologies through Other Transaction Authority (OTA) agreements. In addition, the DIU has simplified the process of securing merit-based contracts for companies that have never before worked with the US government. Its current director Mike Brown (former Symantec CEO) has repeatedly underscored the need for the US military to rapidly acquire and utilize leading edge commercial technologies in areas such as autonomous systems, AI, sensors, space, communications and cyber security. With awards ranging from $500K - $3M, DIU facilitates an accelerated means of addressing challenges defined as critical for national security through delivery of workable commercial technologies within a 12- to 24-month timeframe.
Defense Climate Risk Analysis Reflects Profound Shift in Planning
Pamela Berkowsky is former federal government official with expertise in disaster preparedness and response. She served in senior positions in the Pentagon, including the Office of the Secretary of Defense and the Department of the Navy, and is president of Blue Sapphire Strategies, a boutique public affairs business consultancy. As a Senior Executive Defense Consultant to the South Florida Defense Alliance (https://www.southfloridadefensealliance.org/about-us-1), Pamela Berkowsky focuses on defense innovation and resiliency issues, including the impact of climate change on military installations, personnel and operations. She is a CLEO-Institute Certified Climate Communicator.
Recognized by the Defense Department as a “threat multiplier,” climate change is now being formally integrated into all aspects of defense planning, strategy and budgeting. This is not a minor change. Although the National Defense Strategy has incorporated climate considerations since 2008, they were never fully considered a part of budget and force planning. The new Defense Climate Risk Analysis (DCRA) report, promulgated in October 2021, makes it clear that the challenges associated with climate change affect DOD missions, plans, equipment, capabilities, personnel, and infrastructure. Extreme weather impacts the military, with hurricanes significantly damaging North Carolina and Florida bases, and Norfolk Naval Base experiencing “sunny day" flooding. Wildfires driven by climate change are a growing concern for military installations in California, while “black flag” heat days, which prevent troops from training safely, are becoming more frequent. In an international context, climate change can also adversely impact U.S. allies, exacerbate existing global instabilities, and pose new challenges such as the retreating sea ice and permafrost thawing in the Arctic. This is ramping up U.S. geostrategic competition with Russia and China, with the latter country demonstrating a “Polar Silk Road” ambition. In the Indo-Pacific region, rising sea levels threaten Pacific Island nations, many of which house U.S. military bases and facilities, and potentially bring opportunities for China to assert dominance. The positive news is that the DOD is now working to integrate climate risk planning across all elements of the Department in ways that will have an immediate impact. And with the increased use of renewable energy assets, steps are being taken to ensure a future force that is green, climate resilient, and able to maintain target levels of readiness, training, and security cooperation with allies.
Chief Heat Officer in Miami Seeks Equitable Climate Change Solutions
Pamela Berkowsky has over three decades of experience in defense and defense-related sectors. She focuses on how climate change impacts US military installations, personnel, and operations. Miami-Dade County Mayor Daniella Levine Cava appointed Jane Gilbert as the world's first Chief Heat Officer to expand and coordinate efforts to protect people from heat. Gilbert noted the profound effects of climate change in the Miami area, with average days over 90 degrees increasing from 27 to 88 by mid-century. The county has established a task force under Gilbert's leadership to address public awareness, outreach, and policy solutions for heat challenges.
DoD’s “Climate Risk Analysis” Explores National Security Risks
Pamela Berkowsky, founder and president of the public affairs consulting firm Blue Sapphire Strategies, is a former senior Defense Department official. Pamela Berkowsky is also Senior Executive Defense Consultant to the South Florida Defense Alliance, a 501(c)(6) coalition of public, private and non-profit entities that seek to unite, champion and grow the military and defense/homeland security investments in South Florida (https://www.southfloridadefensealliance.org/about-us-1). One of the Alliance’s key areas of effort is in the resiliency arena, developing measures to enhance infrastructure, operational and personnel readiness and resiliency at South Florida’s numerous military installations and commands.
In early 2021, President Joe Biden signed Executive Order 14008 directing a “whole of government” approach to tackling the climate crisis. With regard to the Department of Defense, it directed the Secretary of Defense to assess the security implications of climate change and to incorporate climate change and its potential impact into analysis, war-gaming and simulations. As a result, in October 2021, the Department published its Defense Climate Risk Analysis (DCRA) which closely followed the release of DOD’s broader “Climate Adaptation Plan.” The DCRA assessment focuses on the national security risks presented by global warming. One particular area of climate hazard singled out in the report is the vulnerability to sea level rise of island-based US military installations and facilities across the Indo-Pacific region. It highlights the possibility that China and other adversaries could take advantage of disruptions at these bases to expand their regional influence. Another potential risk relates to how “internal and external tensions” might be aggravated in various countries due to climate-driven resource scarcity. Resulting competition for basic resources could inflame international instability and pose increased security risks. In addition to the likelihood of growing instability between and within nations, the operational demands on DOD to supply urgent disaster relief and humanitarian aid could dramatically increase.
Giving to ITEC through the Lippy Leadership Society
Pamela Berkowsky is an experienced executive and former Pentagon official with expertise in national security and international affairs. During the course of her career, she has served in multiple high-profile positions in the federal government as both a career civil servant and a political appointee. Currently based in Florida and the US Virgin Islands, Pamela Berkowsky serves as the president of Blue Sapphire Strategies, a public affairs and business consultancy firm. In addition, she is an avid tennis fan and supports and serves as a Board Member of multiple community organizations, including USA Foundation of the Israel Tennis & Education Centers (https://itecenters.org/).
The Israel Tennis & Education Centers (ITEC) is a non-profit organization that seeks to support children from all backgrounds living in one of the world’s most high conflict areas; it is one of Israel’s largest social impact programs. ITEC engages its young members in sports, teaching vital life skills such as focus, self-reliance, and perseverance while enhancing values of tolerance, co-existence, and self-esteem. There are multiple ways to contribute to their programs including through the Lippy Leadership Society, which provides annual funding to ITEC’s 14 centers, many of which are located in low-income neighborhoods. The Lippy Leadership Society is named after Dr. William Lippy, one of ITEC’s six original founders who has been at the forefront in supporting its social, educational, and athletic programs. These programs have in turn, benefitted both Jews and non-Jews across Israel, while positively impacting the lives of thousands of Israeli youth. Membership of the Lippy Leadership Society is classified into four categories which are the Founder Society (upon providing a $1,000 annual renewable gift), Chai Society (through an annual renewable gift of $1,800), Friends for Life Society (through an annual renewable gift of $5,000), and Masada Society (through an annual renewable gift of $10,000).
How The Compact Addresses Climate Change in Southeast Florida
President of Blue Sapphire Strategies, Pamela Berkowsky is a national security expert and CLEO-certified Climate Communicator who has worked at the highest levels of federal and state/local governments. Pamela Berkowsky also serves as a senior executive defense consultant to the South Florida Defense Alliance (https://www.southfloridadefensealliance.org/about-us-1), where she focuses on defense innovation and military climate resiliency issues, including relations with the Southeast Florida Regional Climate Change Compact. Commonly known as the Compact, the Southeast Florida Regional Climate Change Compact is a collaboration among the counties of Miami-Dade, Palm Beach, Monroe and Broward to lower greenhouse emissions across the region. The Compact also seeks to develop common climate resilience policies and to establish community adaptation strategies. Established in 2009 by local government officials across Southeast Florida, the Compact addresses the effects of climate change on the area’s population. For over a decade, the counties involved in the Compact initiative have networked with stakeholders at the municipal, state, and federal governments to develop and implement various climate initiatives. Other collaborations include working with development groups, community-based organizations, academia, and economic entities. The Compact achieves its objectives by sharing regional knowledge and tools – most notably its Unified Sea Level Rise Projections -- and developing standards that ensure efficiency, coordination, and transparency when different parties put their plans into action. To keep their partners abreast of conditions, the Compact regularly updates six key climate indicators: temperature, sea level rise, sea surface temperature, high tide flooding, saltwater intrusion, and precipitation. These indicators are meant to serve as a central database for the most recent, relevant, and accurate scientific information about climate change across the region, thereby helping regional organizations to keep their planning consistent, and supporting initiatives to educate officials, the public and media about the impacts of climate change. A team of technical experts drawn from relevant government agencies, non-governmental organizations, and the academic community compiles the information.
How the DOD can Invest in Military Climate Resiliency
A respected expert in national security and defense affairs, Pamela Berkowsky has decades of government experience and has been certified as a Climate Communicator by the CLEO Institute. As the President of Blue Sapphire Strategies, a public affairs consultancy she founded, Pamela Berkowsky is also a senior executive defense consultant to the South Florida Defense Alliance (www.southfloridadefensealliance.org) for which she focuses on resiliency and the national security implications of climate change, particularly the impacts on U.S. military installations, personnel, readiness, and operations.
Climate change and extreme weather events such as flooding, storms, and drought have adversely affected U.S. military facilities. For example, Hurricane Florence – which hit North Carolina in 2018 -- dumped 36 inches of rain and flooded three Marine Corps installations, causing $3.6 billion in damage. That same year, Hurricane Michael destroyed Tyndall Air Force base in Florida, causing damage valued at least at $4.7 billion. Given the burgeoning costs, and cascading impacts on readiness and operations, climate resiliency is a major concern for the Department of Defense (DOD), which defines resilience as the ability to prepare, anticipate, and adapt to changing conditions in order to respond to, withstand, and quickly recover from disruptions. According to a July 2021 speech by Joe Bryan, the Pentagon’s senior climate advisor, climate change is affecting the military’s resources and readiness and numerous investments must be made to mitigate the deleterious impacts. Despite the U.S. having advanced climate modeling technology, there remain opportunities for improvement in preparedness, including in climate data and analysis. This includes boosting computing power and using higher resolution technologies to monitor the small-scale effects that are key to observing regional climate patterns, especially in coastal areas. The DOD should also model various climate disaster scenarios at key military installations. Analysis should take into consideration impact on infrastructure, assets, and surrounding communities, as well as warning time and response time. Investing in smart technologies will help the DOD effectively integrate both current as well as projected climate impact scenarios into their planning cycles, in order to make necessary infrastructure modifications.
Climate Change -- Dangers of Heat Wave
A senior executive defense consultant with the South Florida Defense Alliance (SFDA) www.southfloridadefensealliance.org, Pamela Berkowsky has worked in defense and defense-related sectors for more than three decades. Certified as a Climate Communicator by the CLEO Institute, Pamela Berkowsky focuses on resiliency and the national security implications of climate change, particularly the impacts on U.S. military installations, personnel and operations. Climate change is causing stress on the planet and climate scientists continue to warn that it remains the greatest threat to human health in recorded history. Heat is one of the most dangerous, deadly, and under-discussed dangers of climate change. Heat and drought pose a significant threat to the American economy, global food and water supplies, and the emergency response system in general. In recognition of the need to raise public awareness of the increasing severity of and risks from excessive heat events, naming and ranking heat has emerged as one of many public policy responses to the climate crisis, while Florida’s Miami-Dade County has named the first-ever Chief Heat Officer to focus on this “silent killer”. Heatwaves are growing increasingly deadly, and according to a study published earlier this year in Nature, heat is not an equal opportunity climate threat. In fact, around the world people living below the poverty level are 50% more exposed to the “urban heat island effect” in which pavement and concrete absorb more heat than trees and grass, thereby driving up temperature levels. The Extreme Heat Resilience Alliance (an international coalition built by the nonpartisan Adrienne Arsht-Rockefeller Foundation Resilience Center at the Atlantic Council) has made addressing these racial and urban “zip code” inequities a priority. The Alliance is also seeking to improve public health data collection and to create public insurance mechanisms to assist cities in accessing funding and resources for heat wave mitigation and response measures.
The World's First Approved Ebola Vaccine
An alumnus of Princeton University and the Fletcher School of Law and Diplomacy, Pamela Berkowsky serves as a senior executive defense consultant with the South Florida Defense Alliance (SFDA) www.southfloridadefensealliance.org. Married to Adam Shapiro, a double board-certified physician with whom she founded Aerospace Medical Sleep Consultants, Pamela Berkowsky focuses on the defense innovation ecosystem and the national security implications of climate change. Among her particular interests are climate impacts on infectious diseases, including Ebola, and the resulting consequences for bio-warfare defense; one of the most important medical countermeasures is vaccination. The first human vaccination against the Ebola virus was approved just two years ago. Ervebo, a vaccine produced by the pharmaceutical corporation Merck & Co., Inc., was authorized by the European Union in 2019, followed by approval from the U.S. Food and Drug Administration later that year. During the ebola epidemic in the Democratic Republic of Congo in 2019, the World Health Organization had begun to use Ervebo as an investigational vaccine under a special program to mitigate the outbreak. Only around three percent of the roughly 100,000 persons who had been vaccinated up to that point developed Ebola. The EU and FDA approvals were based on these findings, as well as data from earlier trials including the ring vaccination study conducted during the catastrophic multi-year outbreak in Guinea that resulted thousands of fatalities. Most recently, the vaccine was credited with ending the 2021 Ebola outbreak in Guinea, only months after the first cluster was identified.
DoD Interested in Commercial Propulsion Technology for Space Missions
The president of Blue Sapphire Strategies, a Miami-based public affairs consulting firm, Pamela Berkowsky holds a master’s degree in national security studies from the Fletcher School of Law and Diplomacy and a bachelor’s degree in public and international affairs from Princeton University. Pamela Berkowsky, who with her husband, Adam Shapiro, founded Aerospace Medical Sleep Consultants, also serves as a senior executive defense consultant to the South Florida Defense Alliance (www.southfloridadefensealliance.org), where she focuses on the national security implications of climate change, defense innovation, and opportunities to expand Department of Defense (DOD) investments in South Florida, including the aviation and aerospace sectors. In September of this year, DOD’s Defense Innovation Unit (DIU) requested proposals from private-sector companies for “lightweight, portable, long-duration” nuclear power and propulsion technologies that may be utilized to power future DoD missions in space. Existing electrical and solar-based propulsion technologies, according to the DoD, cannot support trips beyond Earth’s orbit nor are they compatible with the reduced size and weight requirements of next-generation spacecraft. As a result, a sophisticated propulsion system that can provide significant variations in velocity and power to payloads while being fuel-efficient is essential. Due to the low-temperature nature of space, the DoD additionally asked that proposed systems be able to deliver heat to spacecraft systems and that the quantity of radiation emitted be kept to a minimum. While NASA is already working to develop fission-based propulsion and power systems, DIU’s solicitation is focused on identifying commercial technology that can be used in the nearer term. Using Other Transaction Authority, DIU expects to award contracts by the end of the year.
South Florida Defense Alliance Promotes Regional Defense Sector Growth
A graduate of Princeton University and a Fulbright scholar, Pamela Berkowsky is a former Pentagon and Virgin Islands government official. Currently, Pamela Berkowsky is the president of Blue Sapphire Strategies – the public affairs consulting firm she founded -- and a senior executive defense consultant to the South Florida Defense Alliance (SFDA).
Founded in 2017, the SFDA was established to unite, champion and grow the defense community in the four-county region of South Florida (Monroe, Miami-Dade, Broward and Palm Beach counties). The area’s rich military presence includes more than 50,000 active duty, guard & reserve service members and their families, more than 230,000 veterans -- and encompasses several key military commands and installations including Homestead Air Reserve Base, Naval Air Station Key West, Coast Guard District 7, and MARFORSOUTH, some of the country’s most significant Department of Defense and homeland security assets.
SFDA is a non-profit 501(c)(6) organization established by an initial grant from the Governor’s Florida Defense Support Task Force. It has partnered with the Miami-Dade Beacon Council to grow defense investments in South Florida in the areas of space, aviation and healthcare, and educate South Florida’s innovation ecosystem about accessing DOD funding and contracts. The SFDA is currently embarking on a significant effort to assess and enhance the climate resiliency of South Florida’s military installations and personnel.
To learn more about how the SFDA advocates for military presence, capability, and growth in South Florida, visit www.southfloridadefensealliance.org.
Secretary of Defense Austin Establishes DOD Climate Working Group
Pamela Berkowsky is a former Pentagon and state government official with expertise in disaster preparedness and response. She currently works as a consultant on issues related to defense innovation, resiliency, and the impacts of climate change and sea level rise on military installations. In March 2021, Secretary of Defense Lloyd Austin established a Department of Defense Climate Working Group in response to an executive order from President Biden. The working group, comprised of senior civilian and military officials, is tasked with coordinating DOD responses to climate directives and tracking implementation progress.
United States Donates Medical Equipment to India for COVID-19
A national security and international relations professional, Pamela Berkowsky has decades of consequence management experience at a senior government level. She has also gained unique insights into healthcare sector response initiatives through her husband, Adam Shapiro, an otolaryngolgist. Pamela Berkowsky leverages this knowledge and experience to provide consultancy services to nonprofit, public, and private clients as president of Blue Sapphire Strategies and to support DOD investments in the commercial and academic sectors as senior executive defense consultant for the South Florida Defense Alliance. The largest government department in the United States, the DOD trains and equips military forces to ensure U.S. national security and deter wars. The department also provides humanitarian assistance and international support to other countries, notably in the wake of natural disasters. Under the leadership of Secretary of Defense Lloyd Austin, the Department of Defense is providing significant assistance to India as it confronts the latest destabilizing and deadly chapter of the COVID-19 crisis. As part of its whole-of-government effort, the US has sent medical supplies and equipment to the country for aid in the battle against the pandemic. Donated to India through the US Agency for International Development, the support has included rapid diagnostic kits, oxygen cylinders and regulators, ventilators, N95 masks, therapeutics, and importantly, vaccine manufacturing supplies and public health assistance. This builds on seven decades of the US-India Health Partnership, which has served to reduce HIV infections, combat tuberculosis, help pregnant women and improve healthcare across India and in its most vulnerable communities.
European Union and United States Approve Merck’s Ebola Vaccine
A former Pentagon official, Pamela (Pam) Berkowsky is the president of Blue Sapphire Strategies, a public affairs and business consultancy. As an active champion of enhancements to DOD and government-wide biodefense capabilities, and as the wife of otolaryngologist Dr. Adam Shapiro, she maintains a deep concern about potential biological threats to the United States, including infectious diseases such as COVID-19, and a keen interest in the development of vaccines to treat them.
In 2019, both the European Union and the US Food & Drug Administration (FDA) announced approval of the world’s first vaccine for the viral disease Ebola. Developed by Merck, the vaccine Ervebo received conditional marketing authorization from the European Medicines Agency, allowing it to be approved on an accelerated schedule and with less required clinical data than a typical new drug. Given the public health imperative, the FDA also completed its evaluation of the safety and effectiveness of this vaccine on an expedited timetable.
Ervebo underwent trials during ebola outbreaks in Guinea, and the Democratic Republic of Congo, and in additional studies in Liberia and Sierra Leone. Antibody responses to Ervebo were also tested on individuals in Canada, Spain and the United States. Administered as a single-dose injection, the vaccine is approved for people over the age of 18 to protect against Ebola Zaire, the virus’ most common subtype.
Extreme Heat Resilience Alliance Recommends the Naming of Heat Waves
Pamela Berkowsky is a former Pentagon and state government official with expertise in disaster preparedness and response. She has watched with interest the recent establishment of the Extreme Heat Resilience Alliance, an international coalition that aims to raise public awareness of increasing heat risks. The top priority of the new alliance is to name and rank heat waves in order to draw public attention to extreme heat events in the same way hurricanes and winter storms are named. Naming heat waves would allow leaders to better protect citizens and prepare their communities. The alliance also seeks to improve heat-related data collection and create public insurance mechanisms to help cities fund heat mitigation and response measures.
Covid 19 as a us national security emergency
An alumnus of both Princeton University and the Fletcher School of Law & Diplomacy, Pamela Berkowsky is proud of her decades of public service. During her Clinton Administration Pentagon tenure, Pamela Berkowsky served as the Department of Defense liaison to the National Security Council and federal, state and local agencies on domestic terrorism preparedness and homeland defense issues. As a champion of enhancements to DOD and government-wide biodefense capabilities, she studied potential biological threats to the United States, including infectious diseases such as COVID-19, and sought to strengthen DOD's ability to respond to such threats at home.
Numerous national security assessments, including a recent RAND Corporation study, conclude that the global coronavirus pandemic is the greatest threat to the nation in a century. Compared to World War II, which had an average of 9,000 American deaths per month, COVID-19 has claimed an average of 30,000 lives per month, with numbers expected to rise. It is not surprising, therefore, that Department of Defense assets have played a larger role in responding to the pandemic than any other domestic event in history. What began earlier this year with limited involvement in assisting stranded cruise ship passengers has since grown into a response engaging every branch of the military, including active, reserve and Guard forces; many new assets have received their debut in the midst of the pandemic. Troops and DOD civilian personnel have been engaged in numerous missions ranging from manning field hospitals and urban augmentation medical facilities, deploying hospital ships and rural response teams, distributing PPE, serving meals, conducting virus screening tests, and vaccine development and distribution. Throughout the pandemic, ensuring the safety and protection of its own military and civilian personnel and their families has also been a primary DOD objective.
Extreme Heat Can Impact Military Operations, Training, and Readiness
Pamela Berkowsky is a former Pentagon and state government official with expertise in disaster preparedness and response. She is president of Blue Sapphire Strategies, a boutique public affairs business consultancy. As a Senior Executive Defense Consultant to the South Florida Defense Alliance (https://www.southfloridadefensealliance.org/about-us-1). Pamela Berkowsky focuses on defense innovation and resiliency issues, including the impacts of climate change and sea level rise on U.S. military installations, personnel and operations.
The American Security Project, a nonpartisan organization focused on the national security challenges of the 21st century, has identified climate change -- an “accelerant of instability” -- as one of the most critical threats to security both at home and abroad. Its president, retired Marine Corps brigadier general Stephen Cheney, recently addressed the impact of extreme heat on military operations, installations and readiness. In a desert region such as Arizona, record breaking high temperatures and heat intensity can affect training tempo, limit available flying hours, and strain demands on installation power generation. This past summer, Davis-Monthan Air Force Base alone experienced 16 days with a temperature in excess of 90 degrees. On such days, strenuous exercise and physical training activities are suspended and flight operations constrained, making it more likely they will be shifted to nighttime. Furthermore, drought conditions and desertification overseas can result in food insecurity and climate migration, forcing the Department of Defense to intensify its focus on the possibility of increased climate-driven conflict abroad.
Doing business-with-military-compiled
The document provides an overview of an event focused on doing business with the military. It begins with introductions, goals for the event, and an overview of Miami-Dade County's aviation industry and defense industry cluster study. It then discusses current and future DoD budget areas like aviation, science and technology, and MRO/training/drone operations. A panel discussion on these topics is outlined, including remarks from military logistics and acquisition leaders on requirements in aviation maintenance, repair, and logistics. The event aims to help local businesses understand defense opportunities and how to do business with the military.
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Hurlburt Field in Florida to Undergo Energy Efficiency Upgrades
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Denver Takes Citywide Step in Mandating Building Energy Efficiency
Denver Takes Citywide Step in Mandating Building Energy Efficiency
Defense Innovation Unit (DIU) Brings Private Tech Innovation to Fore
Defense Innovation Unit (DIU) Brings Private Tech Innovation to Fore
Defense Climate Risk Analysis Reflects Profound Shift in Planning
Defense Climate Risk Analysis Reflects Profound Shift in Planning
Chief Heat Officer in Miami Seeks Equitable Climate Change Solutions
Chief Heat Officer in Miami Seeks Equitable Climate Change Solutions
DoD’s “Climate Risk Analysis” Explores National Security Risks
DoD’s “Climate Risk Analysis” Explores National Security Risks
Giving to ITEC through the Lippy Leadership Society
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How The Compact Addresses Climate Change in Southeast Florida
How The Compact Addresses Climate Change in Southeast Florida
How the DOD can Invest in Military Climate Resiliency
How the DOD can Invest in Military Climate Resiliency
DoD Interested in Commercial Propulsion Technology for Space Missions
DoD Interested in Commercial Propulsion Technology for Space Missions
South Florida Defense Alliance Promotes Regional Defense Sector Growth
South Florida Defense Alliance Promotes Regional Defense Sector Growth
Secretary of Defense Austin Establishes DOD Climate Working Group
Secretary of Defense Austin Establishes DOD Climate Working Group
United States Donates Medical Equipment to India for COVID-19
United States Donates Medical Equipment to India for COVID-19
European Union and United States Approve Merck’s Ebola Vaccine
European Union and United States Approve Merck’s Ebola Vaccine
Extreme Heat Resilience Alliance Recommends the Naming of Heat Waves
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The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
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All the Small Things - XP2024 Bolzano/Bozen
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DOD and Its Role in the National Response Framework
- 1. DOD and Its Role in the National Response Framework Pamela Berkowsky
- 2. A former DOD official and founding member of the International Network of Women in Emergency Management, Pamela Berkowsky is the President of Blue Sapphire Strategies and serves as a senior executive defense consultant to the South Florida Defense Alliance (SFDA). While in the Pentagon, Pamela Berkowsky served as a liaison between the Department of Defense and federal, state and local authorities on domestic terrorism preparedness and consequence management.
- 3. The National Response Framework (NRF), issued by the U.S. Department of Homeland Security, provides a comprehensive approach to domestic incident management and response to all types of disasters and emergencies. It is built on “scalable, flexible and adaptable concepts” outlined in the National Incident Management System. The NRF prescribes key roles and responsibilities for prevention, preparation, response and recovery assigned to public, private and non- governmental entities across the Nation, and describes mechanisms for cross- sector coordination and integration.
- 4. It highlights specific authorities and best practices for handling emergencies ranging from predominantly local incidents to large-scale catastrophic terrorist attacks. The NRF contains 15 emergency support functions (ESFs), and each ESF has a federal agency or department assigned as the lead coordinator. While DOD is the lead for ESF #3 (Public Works and Engineering) through the U.S. Army Corps of Engineers, a Defense Coordinating Officer would be responsible for DOD support of all fifteen ESFs . The most recent NRF was issued in October, 2019.