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
Community based disaster risk managementProfessor5G
Community Based Disaster Risk Management .
Communities are the first responders in case of any disaster. Therefore, community based disaster risk management approach should be the core of any risk reduction approach. Community based disaster risk management approach (CBDRM) is a process, which leads to a locally appropriate and locally ‘owned’ strategy for disaster preparedness & risk reduction. Community Based Disaster Risk Management (CBDRM) is the result of this realization and aims to create opportunities and build partnerships with the communities to establish disaster resilient societies .Yodmani (2001) defined community based disaster risk management as an approach that reduces vulnerabilities & strengthens people’s capacity to cope with hazards.
Community based disaster risk managementProfessor5G
Community Based Disaster Risk Management .
Communities are the first responders in case of any disaster. Therefore, community based disaster risk management approach should be the core of any risk reduction approach. Community based disaster risk management approach (CBDRM) is a process, which leads to a locally appropriate and locally ‘owned’ strategy for disaster preparedness & risk reduction. Community Based Disaster Risk Management (CBDRM) is the result of this realization and aims to create opportunities and build partnerships with the communities to establish disaster resilient societies .Yodmani (2001) defined community based disaster risk management as an approach that reduces vulnerabilities & strengthens people’s capacity to cope with hazards.
A presentation I gave as part of a Disaster Leadership course at Tulane University in New Orleans. This presention is about the importance of good information management and how technology, especially social media can play a role.
Disaster Management Systems: Building Capacity for Developing Countries and ...Connie White
Some societies are more disaster prone than others due to their geographic location and the benefits provided by it. Man has co-existed in this sort of high risk/high return relationship with mother nature throughout history. Poorer societies tend to pay a higher price both in lives taken and damage – left with many secondary and equally devastating disasters that are sure to come. We know that for every $1 USD put into preventative measures, we save ~$7 that would have gone into post-disaster recovery and rebuilding efforts. There are many international agencies working to support a variety of needs in these grief stricken areas to help them build capacity and to help these societies better prepare for and respond to the disasters they will face. These efforts are guided by the Millennium Project Goals outlined in 2000. A lot has changed since then with respect to technology, mobile devices and humanitarianism. The objective of this paper is exploit how current efforts are creating capacity on the individual, organizational and 'enabling environment' levels. This paper explores the notion that a more concerted effort can be made at building Information and Communication Disaster Management Capacity in developing countries who are most susceptible due to proximity and to a lack of funds. A 'proof of concept' is provided
Disasters can be devastating for state and local governments. These events can threaten lives, the environment, local economies, and a government’s financial resources as it tries to respond. The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) was created to lessen the suffering of affected tribal, state, and local governments during these events. The Federal Emergency Management Agency (FEMA), an agency of the Department of Homeland Security (DHS), is responsible for administering this aid through the Public Assistance (PA) Grant Program. The problem was that the City of Largo lacked a comprehensive understanding of FEMA Public Assistance Grant Program procedures. The purpose of this applied research was to use the descriptive research method to identify shortcomings in the City of Largo's current disaster reimbursement protocols. The procedures for this research consisted of a focused literature review followed by the assemblage of data using various sources including City policy and expert interviews. The data were then analyzed to determine (a) What are the City of Largo's current disaster reimbursement procedures? (b) What are Pinellas County's expectations of local municipalities seeking reimbursement post-disaster? (c) What are the State of Florida's expectations of local municipalities seeking reimbursement post-disaster? The research highlighted several areas within the City of Largo's current disaster reimbursement procedures that warrant improvement. Following the analysis, recommendations were made including identifying and training personnel who will be responsible for participating in the reimbursement process, developing a formal disaster reimbursement policy, and the overall improvement of documentation standards.
Do you know what is in store for HR in the future?
How do global trends impact on HR professionals in Russia and the CIS?
What areas of HR will be of top priority in the future?
How will HR change in the near future?
A presentation I gave as part of a Disaster Leadership course at Tulane University in New Orleans. This presention is about the importance of good information management and how technology, especially social media can play a role.
Disaster Management Systems: Building Capacity for Developing Countries and ...Connie White
Some societies are more disaster prone than others due to their geographic location and the benefits provided by it. Man has co-existed in this sort of high risk/high return relationship with mother nature throughout history. Poorer societies tend to pay a higher price both in lives taken and damage – left with many secondary and equally devastating disasters that are sure to come. We know that for every $1 USD put into preventative measures, we save ~$7 that would have gone into post-disaster recovery and rebuilding efforts. There are many international agencies working to support a variety of needs in these grief stricken areas to help them build capacity and to help these societies better prepare for and respond to the disasters they will face. These efforts are guided by the Millennium Project Goals outlined in 2000. A lot has changed since then with respect to technology, mobile devices and humanitarianism. The objective of this paper is exploit how current efforts are creating capacity on the individual, organizational and 'enabling environment' levels. This paper explores the notion that a more concerted effort can be made at building Information and Communication Disaster Management Capacity in developing countries who are most susceptible due to proximity and to a lack of funds. A 'proof of concept' is provided
Disasters can be devastating for state and local governments. These events can threaten lives, the environment, local economies, and a government’s financial resources as it tries to respond. The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) was created to lessen the suffering of affected tribal, state, and local governments during these events. The Federal Emergency Management Agency (FEMA), an agency of the Department of Homeland Security (DHS), is responsible for administering this aid through the Public Assistance (PA) Grant Program. The problem was that the City of Largo lacked a comprehensive understanding of FEMA Public Assistance Grant Program procedures. The purpose of this applied research was to use the descriptive research method to identify shortcomings in the City of Largo's current disaster reimbursement protocols. The procedures for this research consisted of a focused literature review followed by the assemblage of data using various sources including City policy and expert interviews. The data were then analyzed to determine (a) What are the City of Largo's current disaster reimbursement procedures? (b) What are Pinellas County's expectations of local municipalities seeking reimbursement post-disaster? (c) What are the State of Florida's expectations of local municipalities seeking reimbursement post-disaster? The research highlighted several areas within the City of Largo's current disaster reimbursement procedures that warrant improvement. Following the analysis, recommendations were made including identifying and training personnel who will be responsible for participating in the reimbursement process, developing a formal disaster reimbursement policy, and the overall improvement of documentation standards.
Do you know what is in store for HR in the future?
How do global trends impact on HR professionals in Russia and the CIS?
What areas of HR will be of top priority in the future?
How will HR change in the near future?
The lecture of Professor Jongwon Woo - Doctor of Economics (The University of Tokyo) put an emphasis more on the aspect of Japanese - style human resources’ management. This undoubtedly would come in handy for lots of attendees in the seminar given the fact that a rising number of Japanese companies have invested in Vietnam in the recent year, which leads to higher demands for the recruitment of Vietnamese staffs working for them. Therefore a good grasp of typical Japanese human resources’ mechanism is likely to give an edge to the students who have it in mind to applying for these firms.
Learn How To Practice HR Management Different Functions to Hire, Retain & Develop Best Talents in the Market.
Components:
- HR Purpose & Major Functions
- Recruitment & Selection
- Training & Development
- Performance Management
What makes Japanese companies more progressive than others? It actually lies in their employee centered way of management and utmost dedication to Quality.
Chapter 29Natural and Manmade DisastersObjectivesEstelaJeffery653
Chapter 29
Natural and Manmade Disasters
Objectives
Identify the types of disasters.
Discuss the characteristics of disasters.
Describe the stages of a disaster.
Discuss the stages of disaster management.
Describe the roles of federal, state, local, and volunteer agencies involved in disaster management.
Identify potential bioterrorist chemical and biological agents.
Discuss the impact of disasters on a community.
Describe the role and responsibilities of nurses in relation to disasters.
Natural and Manmade Disasters
Health of a community affected by disasters
Programs created to address disasters:
National
State
Local
National Incident Management System (NIMS)
Provides systematic way for government and nongovernmental agencies to work seamlessly to:
Prevent, protect against, respond to, recover from effects of disasters
Disaster Definitions
A disaster is any event that causes a level of destruction, death, or injury that affects the abilities of the community to respond to the incident using available resources.
Mass casualty involves 100+ individuals.
Multiple casualty involves 2 to 99 individuals.
Casualties classified as:
Direct victim
Indirect victim
Displaced person
Refugee
Types of Disasters
Natural disasters
Weather events, earthquakes, volcanoes, diseases
Manmade disasters
Wars, structural collapses, accidents, riots, pollution
Terrorism
May include use of weapons of mass destruction
Combination disasters
NA-TECH (natural/technological) disaster—a natural disaster that creates or results in a widespread technological problem
Characteristics of Disasters (1 of 3)
Frequency—how often a disaster occurs
Predictability—ability to determine when and whether a disaster will occur
Mitigation—actions taken to reduce loss of life and property
Take action before disaster happens
Imminence—speed of onset and anticipated duration of incident
Characteristics of Disasters (2 of 3)
Primary prevention—preventing occurrence of disaster or limiting consequences
Risk map—geographic map of area analyzed for potential disaster
Resource map—geographic map outlines resources available if area affected by disaster
Secondary prevention—strategies are implanted once the disaster occurs
Tertiary prevention—recovery
Characteristics of Disasters (3 of 3)
Scope—the range of the effects of the disaster
Number of casualties—number of individuals affected, injured, or killed
Intensity—level of destruction and devastation
Disaster Management
Requires interdisciplinary, collaborative team effort
Network of agencies and individuals
Planning creates a quicker and more efficient response.
Ensures resources are available
Roles and responsibilities of all personnel and agencies, both official and unofficial, are delineated.
Local, State, and Federal Governmental Responsibilities (1 of 3)
Local government
Prepare citizens for all kinds of emergencies and disasters
Office of Emergency Management
Mock drills
State government
Assist ...
Reply to post 1 & 2 with 150 words eachPost 1There is a felipaser7p
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 ...
ERM 1200 Introduction to Emergency ManagementModule 1 ChapterTanaMaeskm
ERM 1200 Introduction to Emergency Management
Module 1: Chapters 1, 3, and 4
Course Description
ERM 1200 Introduction to Emergency Management provides an overview of the history and current status of the emergency management discipline. Topics include an introduction to areas of emergency management responsibility including risk assessment, mitigation, preparedness, communications, response and recovery.
1
DIAGRAM OF MAJOR COURSE CONCEPTS*
*United States Federal Emergency Information Management (2015). National preparedness cycle. Retrieved on March 30, 2015 from http://www.fema.gov/national-preparedness-cycle.
Diagram of Major Course Concepts
United States Federal Emergency Information Management (2015). National preparedness cycle. Retrieved on March 30, 2015 from http://www.fema.gov/national-preparedness-cycle.
2
How to prepare
Tips for preparing for the material in this module
Read the chapters before listening to the lecture.
This course relies heavily on content from the federal emergency management agency emergency management institute and the community emergency response team in your area.
Go to the federal emergency management agency website and register as a student in independent studies. You will then receive a student identification number, which will be important. If you cannot obtain a student ID, inform your instructor. You will need a student identification number in order to take the final exam for this course. Link: http://www.Training.Fema.Gov/is/courseoverview.Aspx?Code=is-230.D
Read the FEMA course “IS-230.D: Fundamentals of Emergency Management” overview.
How to Prepare
Tips for preparing for the material in this module
Read the chapters before listening to the lecture.
This course relies heavily on content from the federal emergency management agency emergency management institute and the community emergency response team in your area.
Go to the federal emergency management agency website and register as a student in independent studies. You will then receive a student identification number, which will be important. If you cannot obtain a student ID, inform your instructor. You will need a student identification number in order to take the final exam for this course. Link: http://www.Training.Fema.Gov/is/courseoverview.Aspx?Code=is-230.D
Read the FEMA course “IS-230.D: Fundamentals of Emergency Management” overview.
3
Module 1 At A Glance: Chapters 1, 3, 4
Chapter 1: History and current status of emergency management
Chapter 3: Research methods and practice of emergency management
Chapter 4: Current, new, and emerging hazards and disasters
Module 1 At A Glance
Chapter 1: History and current status of emergency management
Chapter 3: Research methods and practice of emergency management
Chapter 4: Current, new, and emerging hazards and disasters
4
Chapter 1 Learning Objectives:
Define emergency management
Describe the development of emergency management in the united states.
Recognize the role ...
Describe one evidence-based strategy for leading emergency prepa.docxsalmonpybus
Describe one evidence-based strategy for leading emergency preparedness.
One evidence-based strategy for leading emergency preparedness is using effective training practices and policies and procedures that address various types of emergencies. Providing regular training to prepare healthcare providers for emergencies is an effective method in emergency preparedness. Education and training should be provided for what to do in case of epidemics and pandemics especially as we have navigated the unchartered waters of the COVID-19 pandemic (Dobalian et al., 2020). This has driven home the need to expand emergency preparedness trainings beyond those of hurricanes, fires, tornadoes, and loss of electricity, just to name a few typical trainings offered. Having the right policies and procedures in place direct staff to the appropriate way to provide care and services. Communication plans are one type of policy and procedures that is necessary to effectively communicate needs during an emergency (Taschner et al., 2017).
Identify one evidence-based strategy for shaping healthcare system outcomes in disaster.
One method for shaping healthcare system outcomes in disaster is to have processes in place before the disaster ever happens. This can be accomplished through partnerships with other agencies and resources within the same geographic region. The World Health Organization (WHO) called for “partnering” to encourage and mobilize support from various world partners to address and support the global health system (Pereira et al., 2020). Partnerships should focus on organizing and facilitating regions cooperation for preparedness and response in the health care system, develop collaboration projects, identify, and develop metrics, engage partnerships among similar agencies and health systems, and collaborate with professional organizations and nongovernmental groups to strengthen preparedness and identify and secure resources (Berwick & Shine, 2020).
Examine the disaster risks for your local community. Identify two priority concerns. Describe the significance of these issues of concern.
One disaster risk of my local community is the possibility of tornadoes. We live in tornado alley and as such we often get strong thunderstorms with the possibility of producing tornadoes. Our local health care centers must have processes in place to handle damaging winds and tornadic action. For instance, at the long-term care facility that I previously worked at, we had a process for announcing when severe weather was likely in our community. This included announcing what type of severe weather threat had been announced by our local national weather service. This provided a verbal prompt for staff members to take immediate action to prepare the facility and the residents for the type of severe weather we were likely to receive. This might include providing blankets to the residents and moving them to an interior location to protect from flying debris in.
Discussion Leadership Map The Reeves reading contains several.docxmadlynplamondon
Discussion: Leadership Map
The Reeves reading contains several useful resources for school leaders as appendices. Create your own leadership map using Appendix B (see also Chapter 8). After you’re done, write a discussion post that responds to the questions below:
· Which quadrant of the Leadership for Learning Framework contains most of your plotted points?
· What are the specific points that are in this most populated quadrant?
· What adjustments can you make to get more of your plotted points into the leading quadrant?
Disaster Preparedness: Flooding
Chijindu Ndubisi
Walden University
October 2, 2018
Disaster Preparedness: Flooding
The Disaster
In my community of Austin, TX, there aren’t many natural disasters that we could possibly be faced with. The most hazardous disaster Austin is at risk for is flooding. Austin has several bodies of water that flow through the city and surrounding areas in addition to lots of hills and forestation. Austin is also located in Central Texas, an area known for being close to and below sea level in many areas. The combination of those factors creates a perfect recipe for a flooding disaster. Additionally, there are numerous situations where people can become infected with illnesses because of being exposed to contaminated waters during flooding (McClung, 2017). Flood victims can be exposed to Legionella, Pseudomonas, Giardia, and many other gastrointestinal illnesses. The nurse can assist with disaster preparedness by helping to educate the community on how to protect their health during exposure to environmental hazards.
The Nursing Response
As with all other healthcare needs, prevention is the first step the community nurse should take to prepare their community for potential flooding. Collaboration among multiple agencies is necessary and requires a great amount of complexity given the number of different organizations that will be involved (Rafferty-Semon, 2017). Nurses offer unique skill sets in managing emergencies. Examples include proper assessment, priority recognition, communication, and collaboration skills. Competent nurses can also use these skills to make significant decisions under duress (Rafferty-Semon, 2017).
Because state and national funding is limited for practicing disaster plans on a community level, the nurse can be most effective by connecting community members to the resources available during a disaster. Austin has several different options that offer the same emergency services to the public. Austin is within Travis County and I can direct the community to the county website where they can find emergency planning information. This website tells the public where they can find updated weather forecasts, road blocks and closures due to flood waters, and contact numbers for the community members to relay non-emergency weather damage. This website will also assist the public with creating an emergency plan for their family and flood survival kits. My co ...
11112016 IS230.d Fundamentals of Emergency Management F.docxpaynetawnya
11/11/2016 IS230.d Fundamentals of Emergency Management | FEMA Emergency Management Institute (EMI)
https://training.fema.gov/is/examform.aspx?id=230.d 1/7
Final Exam for: IS230.d: Fundamentals of Emergency Management
Privacy Act Statement (Public Law 93 579)
Each time that this test is loaded, you will receive a unique set of questions and answers. The test questions are
scrambled to protect the integrity of the exam.
Display All
1. Which of the following is NOT a key function of the Multiagency Coordination System?
A. Situation assessment
B. Interagency activities
C. Incident command
D. Critical resource planning
2. What capabilities focus on saving lives, protecting property and the environment, and
meeting basic human needs and begin when an incident is imminent or immediately after an
event occurs?
A. Readiness
B. Recovery
C. Rescue
D. Response
3. Which FEMA mitigation program assists in implementing longterm hazard mitigation
measures following Presidential disaster declarations?
A. Hazard Mitigation Grant Program (HMGP)
B. Repetitive Flood Claims (RFC)
C. Severe Repetitive Loss (SRL)
D. PreDisaster Mitigation (PDM)
4. The local emergency manager has the responsibility for coordinating emergency
management programs and activities. A local emergency manger is responsible for all of the
following activities EXCEPT FOR:
A. Managing resources before, during, and after a major emergency or disaster.
B. Identifying and analyzing the potential impacts of hazards that threaten the jurisdiction.
C. Developing an Incident Action Plan that specifies tactics for first responders
D. Coordinating the planning process and working cooperatively with response partners.
https://training.fema.gov/IS/privacystatement.aspx
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11/11/2016 IS230.d Fundamentals of Emergency Management | FEMA Emergency Management Institute (EMI)
https://training.fema.gov/is/examform.aspx?id=230.d 2/7
5. _____ is responsible for coordinating Federal resources Federal resources that support
State, local, tribal, and territorial efforts when a Federal emergency or disaster is declared.
A. FEMA
B. Local government
C. Regional government
D. State government
6. Specific areas of authority and responsibilities for emergency management should be
clearly stated in local ordinances and laws. These ordinances and laws should specify a
specific line of succession for elected officials and require that departments of government
establish lines of succession.
A. TRUE
B. FALSE
7. Which of the following statements about the Stafford Act is correct? Under the Stafford
Act:
A. The Federal assistance available for major disasters is more limited than that which is available for
emergencies.
B. The types of incidents that may qualify as a major disaster are extremely broad.
C. The President may only declare a major disaster at the request of a Governor ...
Federal Emergency Management AgencyA Compendium ofExemplChereCheek752
Federal Emergency Management Agency
A Compendium of
Exemplary Practices in
Emergency Management
Volume IV
PARTNERSHIPS IN
PREPAREDNESS
January 2000
Foreword
This Compendium of Exemplary Practices in Emergency Management, Volume IV, is a product
of the emergency management community working in partnership in service to the
public. It is the result of FEMA’s continuing outreach initiative to identify the innovative
ideas, emergency management talent, and abundant resources that exist throughout the
country.
What is an exemplary practice? In the judgment of the emergency management partners
who reviewed all entries for this edition, it is any idea, project, program, technique, or
method in emergency management that has worked in one place and may be worthy of
adopting elsewhere. This Compendium describes public- and private-sector emergency
management practices that include unique coordination among organizations, volunteer
projects, resource sharing, and other innovative approaches to emergency management.
In addition to describing the practices selected, the Compendium refers readers to knowl-
edgeable individuals for further information. This book is not only being published in
this printed format but is also available on the Internet at FEMA’s World Wide Web site.
In keeping with FEMA’s goals of building a strong and effective emergency management
system, the search for exemplary practices is continuing. Instructions and a form for
submitting additional innovative ideas can be found at the end of this volume, and we
urge you to share your exemplary practices.
Sincerely,
James Lee Witt
Director
Federal Emergency Management Agency
Kay C. Goss
Associate Director for Preparedness
Federal Emergency Management Agency
PARTNERSHIPS IN
PREPAREDNESS
A Compendium of Exemplary Practices in
Emergency Management
Volume IV
Federal Emergency Management Agency
January 2000
James Lee Witt
Director
Federal Emergency Management Agency
Kay C. Goss
Associate Director
Federal Emergency Management Agency
for the Preparedness Directorate
iii
____________________________________________________________________ ACKNOWLEDGMENTS
Acknowledgments
Many people contributed to this fourth edition of the Compendium. Their contributions include the critical executive
support needed to make this initiative a reality: the memoranda, letters, and communications on the Internet
encouraging nominations from throughout the emergency management community and the administrative tasks
and correspondence involved in the nominations of exemplary practices in emergency management.
Under the policy guidance of Kay C. Goss, FEMA’s Associate Director for Preparedness, Partnerships in Preparedness
was implemented in the Preparedness Outreach Division under the direction of Thomas R. McQuillan. The project
officer during the development of this fourth edition was Maria A. Younker.
However, the many ideas, suggestions, and encouraging words of support r ...
Radio, throughout the world, plays a vital role in educating the public about crisis, warning of hazards; gathering and transmitting information about affected areas; alerting government officials, relief organizations, and the public to specific needs; and facilitating discussions about crisis vigilance and response.In Pakistan Power99 FM outlets have a fair history of filling these roles most effectively in the past, in close collaboration with national and international relief organization and institutions specialized in crisis mitigation.
1. Introduction to FEMA Quanan Zheng Ph. D., Senior Research Scientist Department of Atmospheric and Oceanic Science University of Maryland, College Park, Maryland 20742 USA COAA ITEC Emergency Response and Management Training Program for Suzhou Delegation, China Nov. 28, 2010
2. 美国国土安全部 联邦应急管理局 Federal Emergency Management AgencyU.S. Department of Homeland Security 500 C Street SW, Washington, D.C. 20472(202) 646-2500
3. FEMA Mission FEMA’s mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all hazards. FEMA的使命是支持我们的公民和第一线人员,确保全国协调一致,为建设、支持和改善我们应对所有灾害的预防能力、防护能力、响应能力、重建能力和救灾能力。
4. DISASTER It strikes anytime, anywhere. It takes many forms – a hurricane, an earthquake, a tornado, a flood, a fire or a hazardous spill, an act of nature or an act of terrorism. It builds over days or weeks, or hits suddenly, without warning. Every year, millions of Americans face disaster, and its terrifying consequences. 任何时间、任何地点都可能发生灾害。灾害有众多形式—飓风、地震、龙卷风、洪水、火灾或者灾害性泄漏、自然发生或恐怖行为。灾害可持续几天或数周、或者毫无预警而突然袭来。每年均有数以百万计美国人面临灾害及其可怕后果。
6. Hazardous Materials Hazardous materials in various forms can cause death, serious injury, long-lasting health effects, and damage to buildings, homes, and other property. Many products containing hazardous chemicals are used and stored in homes routinely. These products are also shipped daily on the nation's highways, railroads, waterways, and pipelines. Chemical manufacturers are one source of hazardous materials, but there are many others, including service stations, hospitals, and hazardous materials waste sites.
7. The disaster life cycle describes the process through which emergency managers prepare for emergencies and disasters, respond to them when they occur, help people and institutions recover from them, mitigate their effects, reduce the risk of loss, and prevent disasters such as fires from occurring. And at every stage of this cycle you see FEMA -- the federal agency charged with building and supporting the nation's emergency management system.
8. FEMA History FEMA has more than 3,700 full time employees. They work at FEMA headquarters in Washington D.C., at regional and area offices across the country, the Mount Weather Emergency Operations Center, and the National Emergency Training Center in Emmitsburg, Maryland. FEMA also has nearly 4,000 standby disaster assistance employees who are available for deployment after disasters. Often FEMA works in partnership with other organizations that are part of the nation's emergency management system. These partners include state and local emergency management agencies, 27 federal agencies and the American Red Cross.
9.
10. FEMA’s mission is to reduce the loss of life and property and protect communities nationwide from all hazards, including natural disasters, acts of terrorism, and other man-made disasters. FEMA leads and supports the nation in a risk-based, comprehensive emergency management system of preparedness, protection, response, recovery and mitigation. Disaster victim hugs FEMA employee after receiving direct Housing Assistance for temporary housing.
11. Members of the FEMA Urban Search and Rescue, Colorado Task Force 1, receive instructions before entering Ground Zero at the World Trade Center. Michael Rieger/FEMA
12. A History of Care The Congressional Act of 1803 was the earliest effort to provide disaster relief on a federal level. In 1979, the Federal Emergency Management Agency (FEMA) was established by an executive order, which merged many of the separate disaster-related responsibilities into a single agency. Since then, FEMA has dedicated itself to the mission of helping communities nationwide prepare for, respond to and recover from natural and manmade disasters . In 2003, the agency became part of the Department of Homeland Security (DHS). As of November 2007, FEMA has responded to more than 2,700 presidentially declared disasters.
14. • Service to Disaster Victims Responsive and compassionate care for disaster victims is FEMA’s top priority. FEMA provides rapid, ready, clear and consistent access to disaster assistance to all eligible individuals and communities. The agency also is able to assist individuals with multilingual or special needs requirements.
15. • Integrated Preparedness FEMA works closely with federal, tribal, state and local governments, voluntary agencies, private sector partners, and the American public to ensure the nation is secured and prepared to respond to and recover from terror attacks, major disasters and other emergencies.
16. • Operational Planning and Preparedness Working closely with federal, tribal, state and local partners, FEMA’s Operational Planners assist jurisdictions to develop planning capabilities and write area- and incident-specific operational plans that will guide local response activities.
17. • Incident Management With a forward leaning posture, FEMA can respond more swiftly and decisively to all hazards with around-the-clock support. The agency continues to professionalize its workforce by training and certifying staff members of the FEMA in emergency management skills and techniques. FEMA also works closely with external partners to improve and update standards, and support the enduring efforts of America’s first responders.
18. • Disaster Logistics FEMA implements 21st century logistics and procurement systems to help efficiently and effectively plan, identify, track and distribute supplies needed by disaster victims, emergency responders and other users on the ground. Working with an array of public and private strategic partners, donors and pre-arranged contractors, a businesslike FEMA provides improved logistics integration and customer support. Supplies being loaded at one of eight FEMA logistics centers, which support FEMA disaster responders with critical equipment and supplies and also provide resources to states during disaster operations. Liz Roll/FEMA
19. • Hazard Mitigation FEMA works proactively to reduce the physical and financial impact of future disasters through improved risk analysis and hazard mitigation planning, risk reduction and flood insurance. FEMA helps implement effective hazard mitigation practices in order to create safer communities, promote rapid recovery from floods and other disasters, and reduce the financial impact at the federal, tribal, state and local levels. FEMA Mitigation staff gives flood repair and prevention information to a shopper at a local home building store. John Ficara/FEMA
20. • Public Disaster Communications FEMA coordinates all hazards messaging before, during and after national emergencies using three strategies: public risk communications, partnership management and employee communications. By successfully managing these elements, FEMA supports operational efforts and ensures clear, consistent and effective information for disaster victims and emergency management partners and stakeholders.
21. A FEMA Community Relations employee talks with a victim, providing pamphlets and brochures with vital information about FEMA programs and steps to take to apply for assistance. Andrea Booher/ FEMA
22. • Continuity Programs FEMA supports upgrades to and implementation of the Integrated Public Alert and Warning System. It is the lead agent for the Nation’s programs in ensuring the continuity of government operations and essential functions and the endurance of our constitutional form of government in a catastrophic event.
23. FEMA Community Relations employees assist residents at a grass-roots level by going neighborhood by neighborhood in hard hit disaster areas ensuring everyone who needs help is getting it. Andrea Booher/FEMA
24. Emergency responders in Level B Personal Protective Equipment conduct decontamination training at FEMA’s Center for Domestic Preparedness. The center’s performance-based instruction features the only toxic chemical agent training for civilian responders. CDP/FEMA