The document discusses the history and organization of disaster response systems internationally and in various countries and regions. It describes how disaster response has evolved over time to become more organized, with defined leadership structures and specialized response teams. Key functions like operations and logistics are discussed, with logistics providing critical support to operational objectives. The development of mutual aid agreements and standardized systems like ICS have helped coordinate response across jurisdictions.
Module 7 OverviewInternational Disaster ManagementPeople of al.docxmoirarandell
Module 7 Overview
International Disaster Management
People of all nations face risks associated with natural and technological hazards, and almost all eventually become victim to disaster. The response capacity of individual nations has been linked to several factors, including propensity for disaster, local and regional economic resources, government structure, and availability of technological, academic, and human resources. In this module, you will understand how developing nations are affected by disasters. You will learn why and how national, international, and non-governmental organizations assist countries that are affected by major disasters. Several of the important issues that influence how international disasters are managed will be outlined. The mechanism through which the United Nations offices and entities respond to disasters will be discussed.
Learning Objectives
Upon completion of this module, you should be able to:
7K
Characterize the non-governmental agency response to international disasters.
8F
Discuss the mechanism through which the United Nation’s offices and entities respond to disasters.
8G
Explain how the United States provides disaster assistance to other nations affected by disasters.
8H
Discuss how the International Financial Institutions, including the World Bank and the International Monetary Fund, participate in the disaster response, relief, and reconstruction efforts.
9A
Understand how developing nations are affected by disasters.
9B
Explain why and how national, international, and nongovernmental organizations assist countries that are affected by major disasters.
9C
Outline several of the important issues that influence how international disasters are managed.
Module 7 Reading Assignment
Haddow, G., Bullock, J., & Coppola, D. (2011). Introduction to emergency management. Burlington: Elsevier. Chapter 8.
International Disaster Management
People of all nations face risks associated with natural and technological hazards, and almost all eventually become victim to disaster. The response capacity of individual nations can been linked to several factors, including propensity for disaster, local and regional economic resources, government structure, and availability of technological, academic and human resources. It is becoming increasingly common that the response capabilities of individual nations falls short in the face of large-scale disasters, and outside assistance is required. Furthermore, there appears to be an increase in the number of disasters that affect entire regions, which calls upon a global response structure that is still in its infancy. The developing nations suffer the greatest impact of nature’s fury, and it is these same nations that are also most often subject to the internal civil conflict that leads to Complex Humanitarian Emergencies (CHEs). Furthermore, the greatest incidence of natural disasters occurs within developing countries, with 90% of disaster-related injuries ...
Module 7 OverviewInternational Disaster ManagementPeople of al.docxmoirarandell
Module 7 Overview
International Disaster Management
People of all nations face risks associated with natural and technological hazards, and almost all eventually become victim to disaster. The response capacity of individual nations has been linked to several factors, including propensity for disaster, local and regional economic resources, government structure, and availability of technological, academic, and human resources. In this module, you will understand how developing nations are affected by disasters. You will learn why and how national, international, and non-governmental organizations assist countries that are affected by major disasters. Several of the important issues that influence how international disasters are managed will be outlined. The mechanism through which the United Nations offices and entities respond to disasters will be discussed.
Learning Objectives
Upon completion of this module, you should be able to:
7K
Characterize the non-governmental agency response to international disasters.
8F
Discuss the mechanism through which the United Nation’s offices and entities respond to disasters.
8G
Explain how the United States provides disaster assistance to other nations affected by disasters.
8H
Discuss how the International Financial Institutions, including the World Bank and the International Monetary Fund, participate in the disaster response, relief, and reconstruction efforts.
9A
Understand how developing nations are affected by disasters.
9B
Explain why and how national, international, and nongovernmental organizations assist countries that are affected by major disasters.
9C
Outline several of the important issues that influence how international disasters are managed.
Module 7 Reading Assignment
Haddow, G., Bullock, J., & Coppola, D. (2011). Introduction to emergency management. Burlington: Elsevier. Chapter 8.
International Disaster Management
People of all nations face risks associated with natural and technological hazards, and almost all eventually become victim to disaster. The response capacity of individual nations can been linked to several factors, including propensity for disaster, local and regional economic resources, government structure, and availability of technological, academic and human resources. It is becoming increasingly common that the response capabilities of individual nations falls short in the face of large-scale disasters, and outside assistance is required. Furthermore, there appears to be an increase in the number of disasters that affect entire regions, which calls upon a global response structure that is still in its infancy. The developing nations suffer the greatest impact of nature’s fury, and it is these same nations that are also most often subject to the internal civil conflict that leads to Complex Humanitarian Emergencies (CHEs). Furthermore, the greatest incidence of natural disasters occurs within developing countries, with 90% of disaster-related injuries ...
POSC100 AMERICAN GOVERNMENT HURRICANE KATRINA AND FEDERALISM.docxChantellPantoja184
POSC100 AMERICAN GOVERNMENT
HURRICANE KATRINA AND FEDERALISM EXERCISE
These pages present some additional data to help you answer the questions on the Hurricane Katrina
worksheet handed out in class on the 19
th
of February. Read and reflect on this information. If you’re
interested, the world of the internet has much much more information on the government’s
response. Be cautious, however, for many of the opinions expressed on blogs and other commentary
is ill-informed to the extreme.
Disaster Planning and Relief
In the area of disaster relief, there are a good many jurisdictional gray areas. The Constitution is
silent on the federal government’s role—there are no enumerated powers,; only implied powers:
From Article I, Section 8:
(1) The Congress shall have power to lay and collect taxes, duties, imposts and excises, to pay the
debts and provide for the common defense and general welfare of the United States; but all
duties, imposts and excises shall be uniform throughout the United States".
… [the remaining 16 provisions enumerating the powers of Congress]
(18) To make all Laws which shall be necessary and proper for carrying into Execution the
foregoing Powers, and all other Powers vested by this Constitution in the Government of the
United States, or in any Department or Officer thereof.
In the early days, it was unclear if these provisions allowed Congress to even appropriate funds to
help out a specific geographical affected by a disaster.
1
1
Jack M. Balkin from Yale University explains:
One of the earliest and most contentious debates during the first years of the Constitution's history was whether or
not the federal government had the power, under its authority "to pay the debts and provide for the common defence
and general welfare of the United States," to spend money for disaster relief for a specific community.
Jeffersonian strict constructionists argued that the words "general welfare" precluded such a power, arguing first, that
the general welfare clause only gave Congress the power to spend on behalf of one of its other enumerated powers,
and second, that even if the power to spend for the general welfare were an independent power, Congress could not
devote money to a specific locality or region, but must spend for the entire country as a whole, i.e., "the general
welfare of the United States." Loose constructionists, following Alexander Hamilton, argued that the general welfare
clause gave Congress a separate power, and that the clause gave Congress wide latitude to spend money to promote
what it viewed as conducive to the general welfare.
These competing ideas took center stage in the aftermath of a devastating fire in Savannah, Georgia in 1796.
Hamilton and his federalist friends appealed emotionally to Southern Representatives in Congress to
encourage a broad reading of the Art 1, s 8(1). However, Southern Rep.
POSC100 AMERICAN GOVERNMENT HURRICANE KATRINA AND FEDERALISM.docxChantellPantoja184
POSC100 AMERICAN GOVERNMENT
HURRICANE KATRINA AND FEDERALISM EXERCISE
These pages present some additional data to help you answer the questions on the Hurricane Katrina
worksheet handed out in class on the 19
th
of February. Read and reflect on this information. If you’re
interested, the world of the internet has much much more information on the government’s
response. Be cautious, however, for many of the opinions expressed on blogs and other commentary
is ill-informed to the extreme.
Disaster Planning and Relief
In the area of disaster relief, there are a good many jurisdictional gray areas. The Constitution is
silent on the federal government’s role—there are no enumerated powers,; only implied powers:
From Article I, Section 8:
(1) The Congress shall have power to lay and collect taxes, duties, imposts and excises, to pay the
debts and provide for the common defense and general welfare of the United States; but all
duties, imposts and excises shall be uniform throughout the United States".
… [the remaining 16 provisions enumerating the powers of Congress]
(18) To make all Laws which shall be necessary and proper for carrying into Execution the
foregoing Powers, and all other Powers vested by this Constitution in the Government of the
United States, or in any Department or Officer thereof.
In the early days, it was unclear if these provisions allowed Congress to even appropriate funds to
help out a specific geographical affected by a disaster.
1
1
Jack M. Balkin from Yale University explains:
One of the earliest and most contentious debates during the first years of the Constitution's history was whether or
not the federal government had the power, under its authority "to pay the debts and provide for the common defence
and general welfare of the United States," to spend money for disaster relief for a specific community.
Jeffersonian strict constructionists argued that the words "general welfare" precluded such a power, arguing first, that
the general welfare clause only gave Congress the power to spend on behalf of one of its other enumerated powers,
and second, that even if the power to spend for the general welfare were an independent power, Congress could not
devote money to a specific locality or region, but must spend for the entire country as a whole, i.e., "the general
welfare of the United States." Loose constructionists, following Alexander Hamilton, argued that the general welfare
clause gave Congress a separate power, and that the clause gave Congress wide latitude to spend money to promote
what it viewed as conducive to the general welfare.
These competing ideas took center stage in the aftermath of a devastating fire in Savannah, Georgia in 1796.
Hamilton and his federalist friends appealed emotionally to Southern Representatives in Congress to
encourage a broad reading of the Art 1, s 8(1). However, Southern Rep.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Unit 8 - Information and Communication Technology (Paper I).pdf
Graduate School USA Implications and Reflections on Logistics Discussion.docx
1. (Mt) – Graduate School USA Implications and Reflections on Logistics
Discussion
CHAPTER 41 Operations and Logistics James J. Rifino Disaster management is most effective
when responding agencies are well trained, well practiced, and familiar with the hierarchy
needed for disaster response. Before a major incident, responding organizations and
personnel must be organized under a defined leadership structure to effectively coordinate
and carry out the tasks needed to properly mitigate the event. One of the hallmarks of a
developed country from the emergency response perspective is its ability to effectively
respond to and manage a complex disaster event in an organized fashion.1,2 By definition,
the Incident Command System (ICS) is a 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. ICS is normally structured to facilitate activities in five major
functional areas: Command (directed by the Incident Commander [IC]), Planning (collects
and disseminates information about the incident and advises about resources), Finance and
Administrative (critical for tracking incident costs and reimbursement accounting),
Operations, and Logistics. These functions task individuals with different responsibilities
crucial for disaster response and recovery. They can also be applied routinely for local and
regional incidents, not just disasters. The Operations section is responsible for carrying out
the response activities described in the Incident Action Plan (IAP). This includes directing
and coordinating all operations, assisting in the development of response goals and
objectives, requesting and releasing resources, and providing situation and resource status
updates. The Logistics section is responsible for services and support necessary to sustain
the tactical objectives of the Operations section. This includes facilities, services, materials,
and personnel to operate the requested equipment for the incident. This function is most
significant with respect to longterm or extended operations when more resources are
required. Operations and Logistics are two completely separate functions and functional
entities, but an efficient and effective Operations section at a major incident is partly
dependent on a well-organized and properly functioning Logistics section. HISTORICAL
PERSPECTIVE History has documented disasters on many levels all around the world. Some
of the larger disasters were the result of infection (North American Smallpox Epidemic of
1775, Black Death of 1348 to 1351, Spanish Influenza in 1918) as well as natural disasters
(Great Earthquake of 1202, Aleppo Earthquake of 1138, volcanic eruptions in Greece and
3. requested once the scene is assessed and it is determined that there is a lack of resources.
“Automatic aid” is requested by the service upon dispatch to a situation that is recognized
immediately as requiring additional assistance not available at the time of the call (e.g.,
calling for a ladder truck from a neighboring town for a fire in a tall building). If regional
resources do not satisfy the needs of a disaster response, the traditional next step has been
to request aid from the state emergency management agency. Governors can declare a state
of emergency, thereby allowing for access to necessary materials, equipment, and financial
resources. The state governor may also activate the National Guard. In the last 10 to 15
years, many states have developed specialty response teams capable of mobilizing in
response to a disaster. These include urban search and rescue (US&R) teams, hazardous
materials (HazMat) teams, weapons of mass destruction (WMD) task forces, emergency
medical service(s) (EMS) and ambulance strike teams, and similar entities. In 1996,
Congress enacted the Emergency Management Assistance Compact, a mutual aid agreement
that allows human and material resources to cross state lines and operate in a declared
disaster situation in a “state-to-state” assistance operation when requested through the
proper channels and approved by the governor of the affected state. Because disaster
preparedness and response evolved out of the military in the United States, many of the
Logistics and Operations processes today have roots in military practice. Throughout
Europe, the European Commission coordinates emergency relief and assistance in the wake
of all disasters. Floods and fires are quite common in the summer months, although all
disasters are monitored for and an appropriate response is expected. The Monitoring and
Information Centre (MIC) within the European Commission is a centrally based center in
Brussels that monitors emergencies worldwide and coordinates European resources for
relief operations. The MIC acts as a communication hub between countries after a disaster
occurs, whether natural or human-made. Upon receiving a request for help, duty officers
alert potential donor nations and match offers of aid to the needs on the ground. In addition
to rounding up equipment and supplies, the MIC dispatches field experts to disaster sites.7
Asian Disaster Preparedness Center (ADPC) is an organization that helps to reduce the
impact of disasters on communities and countries in Asia and the Pacific, the most hazard-
prone region in the world. Established in 1986, ADPC is an independent nongovernmental
organization (NGO) that promotes disaster awareness and the development of mitigation
and management policies in advance of a disaster. With headquarters located in Bangkok,
ADPC also has country offices in Bangladesh, the Lao People’s Democratic Republic (Lao
PDR), and Myanmar. ADPC raises awareness, helps establish and strengthen sustainable
institutional mechanisms, enhances knowledge and skills, and facilitates the exchange of
information, experience, and expertise. The organization also deploys disaster risk
management (DRM) information and systems to reduce local, national, and regional risk
across this large region.8 Australia has a system very similar to the United States. The states
and territories have primary responsibility for life and property within their borders, and
they must rely on their own plans and arrangements to respond to natural or human-made
emergencies that threaten life or property. When a jurisdiction deems that their resources
will not be able to effectively manage an incident it can ask for help from the Australian
Government. This request is delivered through the Australian Government Disaster
5. guide departments and agencies at all levels of government, nongovernmental
organizations, and the private sector to work together seamlessly and manage incidents
involving all threats and hazards—regardless of cause, size, location, or complexity.”9 It
provides a common approach for managing all incidents consistently while allowing for
flexibility. It is strongly encouraged and recommended that all agencies practice the basics
on a daily basis with small incidents, so that a response to a larger incident is more seamless
and practiced when it occurs. The Operations Section Chief is the individual designated by
the IC to manage and command the Operations section. He is ultimately responsible for
developing and implementing strategies and tactics to meet the incident objectives set by
the IC and the IAP. This plan details the objectives of the mission and how they will be met.
An IAP should be written for every operational period during the disaster. Tactical decision
making (i.e., how, when, and where to deploy certain resources to mitigate a disaster) is
also the responsibility of the Operations Section Chief. The ability to make these decisions in
a competent fashion, however, is predicated on a continual flow of information both from
the field and from the command sector. If an incident spans more than one operational
period (usually one work cycle), the operations chief may assign a deputy to work the
opposite shift to ensure adequate time for nourishment and rest. An Operations Section
Chief should be designated for each operational period. There are several goals that the
Operations Chief must accomplish during the initial stages of the response to a disaster. In
addition to managing all incident tactical activities and implementing an IAP, the Operations
Chief must decide how much to expand his or her organizational structure to match the size
and scope of the incident, and the numbers of personnel needed for assigned operations
(span of control). Supervisory personnel should be titled and placed in charge of
subsidiaries within the operations section by who is most qualified to perform the task
rather than on a person’s rank or predisaster title. Span of control within the Operations
Section is recommended to be 1:5, but may be as high as 1:10 in larger scale incidents. If this
is exceeded, branches need to be established with the same concept. The Operations Chief
must decide, in conjunction with the IC and Safety Officer, what degree of risk he or she is
willing to assume when sending emergency responders into an unstable environment to
perform search, rescue, evacuation, medical care, and mitigation activities related to the
disaster event. The Operations Chief must maintain an effective line of communication with
the various components within the section as well as with the other ICS sections and the IC.
Finally, the Operations Chief must understand the concept of flexibility when making
decisions. Disaster events may appear static to the civilian population, but emergency
responders understand that these events are dynamic in nature. Changing environmental
conditions, secondary hazards, fatigue, resource availability, psychological stressors, and
many other factors contribute to ever-changing disaster conditions, and these conditions
require adaptability and flexibility in decision-making. Thankfully, there is usually no
reason to expand the operations section of the ICS for the great majority of local incidents.
An event that the DHS labels an “incident of national significance,” however, may
necessitate creation of divisions, groups, branches, task forces, and strike teams. These
entities represent functional and geographic separation of duties. A good example of this
was demonstrated after the 9/11 disaster. The fire department of the City of New York
6. (FDNY) retained command and control of the entire incident and eventually developed a
271 “unified command structure” according to principles of the ICS. The terrorist attack
claimed many lives and resulted in a disaster site that spanned 16 acres. This required a
large-scale expansion of the Operations section. Divisions were created according to street
names that bordered the scene. Groups included functional components such as technical
rescue, fire suppression, and EMS. Branches of each group were composed of personnel
attached to a specific type of resource, such as the US&R branch. Within the US&R were
individual US&R task forces. EMS strike teams from FDNY and surrounding mutual aid
organizations were deployed in support of US&R task forces and other specialized
resources. Health and medical resources to support rescue and recovery workers on site
were provided by the National Disaster Medical System (NDMS) under FEMA’s Emergency
Support Function (ESF) #8, using disaster medical assistance teams (DMATs). A variety of
federal resources are available to assist local ICs in planning for and handling large-scale
disasters and their aftermath. Recognizing that government resources cannot meet the
needs of those affected by catastrophic events, the National Response Framework (NRF)
was developed to prepare communities. Updated in 2013, it provides context for how the
entire community works together as well as the response efforts related to other parts of
national preparedness. The NRF uses the comprehensive framework of NIMS and provides
mechanisms for expedited and proactive federal support. It is a more operational incident
management and resource allocation plan. The NRF aligns federal coordination structures,
capabilities, and resources into a unified, all-discipline and all-hazards approach to
domestic incident management. The priorities of the NRF include saving lives and
protecting the health and safety of all at the incident, ensuring security of the homeland,
prevention of imminent incidents, protecting and restoring critical infrastructure, and
facilitating the recovery of individuals as well as families, businesses, governments, and the
environment. Regarding federal assets and personnel, there are multiple emergency
response resources deployable through the DHS. US&R task forces specialize in the
response to collapse of reinforced concrete buildings, and other infrastructure and their
primary mission is to rescue persons trapped in confined spaces regardless of the etiology
of the event. They are dispatched under ESF #9 (Search and Rescue). (As noted above,
health and medical operations are deployed under ESF #8.) The NDMS is now located in the
U.S. Department of Health and Human Services, under the purview of the Assistant
Secretary for Preparedness and Response (ASPR) and the Office of Emergency Management
(OEM). DMATs are multidisciplinary teams of health care professionals that can provide
medical care for prolonged periods in a variety of formats, when local infrastructure is
incapacitated. Disaster mortuary operations response teams (DMORTs) can assist or
augment local medical examiners in victim identification and mortuary services, while
national veterinary response teams (NVRTs) can provide assistance when animal issues
arise.10 Logistics The Logistics section supports Command and Operations. This section
performs technical activities to maintain the function of operational facilities and processes.
Typical logistics functions during a disaster revolve around providing all the support needs
for the incident, including finding and ordering supplies and other resources; searching out
and setting up facilities (dining hall, incident command, etc.); arranging transportation for
8. include potentially hazardous areas or conditions, off-site medical assistance facilities,
procedures for handling complex medical emergencies, and information on medical
assistance capabilities at incident locations. The Food unit is responsible for planning
menus, ordering food, providing cooking facilities, maintaining food service areas, and
managing food security and safety. This unit is especially important for extended incidents.
This unit is often assisted by NGOs such as the Red Cross, who may provide personnel or
other assistance. If this is the case, the Operations Section Chief and IC need to be involved
to ensure operational continuity. The Supply unit orders, receives, processes, stores,
inventories, and distributes all supplies. It also handles all tool operations and is
responsible for projecting resource needs based on the IAP. The Facilities unit sets up,
maintains, and demobilizes facilities including the Incident Command Post, Incident Base,
camps, food and hydration areas, sleeping quarters, sanitation areas and showers, lighting,
and staging areas. It is also responsible for ordering lighting units, fire extinguishers for
tents, and portable toilets. The Ground Support unit maintains vehicles, all ground support
equipment, fuel supplies for the mobile equipment, provides transportation supporting the
operation, and develops the Traffic Plan. There are numerous examples of large, devastating
disasters that resulted in high mortality around the world. Many of the issues with regards
to rescue and medical assistance were a result of a severe deficiency with respect to
Logistics. The United Nations called the 2004 Indian Ocean 9.0-magnitude earthquake and
resulting tsunami a “logistics nightmare.” The tsunami killed more than 230,000 people, left
1.7 million people homeless, and traveled 375 miles in just 75 minutes. The response to the
tsunami disaster was quite complicated, but was also significant. NGOs and governments
from all over the world sent supplies to the area. Early in the response, flights to an airport
in Indonesia were suspended because there were too many airplanes already on the
ground, unable to unload their cargo because of lack of space at the airport. Ground
transportation was ineffective and in short supply, and washouts of the roadways made
delivery of the supplies difficult.11 Ironically, the biggest ongoing logistical challenge in the
response to the Southeast Asia tsunami was how to distribute the abundance of supplies
and funding. Similar issues with logistics were seen in Haiti in 2010 after a 7.0-magnitude
earthquake resulted in the deaths of 230,000 people and essentially displaced 2.3 million
people. The infrastructure there could not handle the international response, and many
issues persisted for years. In the United States, Hurricane Katrina struck the Gulf Coast in
2005, causing levee breaks that devastated New Orleans. It had quickly strengthened from a
category 1 hurricane to a category 5 hurricane after it crossed Florida, and struck as a
category 4 hurricane. A White House document from the office of President George W. Bush
called The Federal Response to Hurricane Katrina: Lessons Learned noted the following:
“The Department of Homeland Security, in coordination with State and local governments
and the private sector, should develop a modern, flexible, and transparent logistics system.
This system should be based on established contracts for stockpiling commodities at the
local level for emergencies and the provision of goods and services during emergencies. The
Federal government must develop the capacity to conduct large-scale logistical operations
that supplement and, if necessary, replace State and local logistical systems by leveraging
resources within both the public sector and the private sector.”12 Downloaded for
10. comprehensive model for the management of MCIs as well as more routine emergency
incidents that have predominantly a health and medical focus. The Medical and Health
Incident Management (MaHIM) system describes an “overarching system for organizing
and managing the many diverse medical and public health entities involved in mass
casualty response.” It is based on principles of public health and emergency management
and attempts to delineate the community approach to problem-solving and emergency
response in the setting of a MCI rather than the individual response of an EMS service,
hospital, or public health department.13 The value of having an area Medical Operations
Center (MOC) was demonstrated during the 2007 wildfires in San Diego County, California;
its roles and involvement in evacuation of three hospitals and multiple nursing home
patients and their later repatriations have been well documented.14 Health care and
hospital workers should be familiar with the Operations section of the Hospital Incident
Command System (HICS), which complies with the NRF. Finally, EMS is different all over the
world, and the concept of prehospital emergency care is still foreign to many communities,
countries, and governments. An effective disaster response works best when prehospital
personnel are trained, prepared, and ready to go. Skilled prehospital providers are the key
to mitigating and recovering from a large-scale incident. Internationally, we must work to
educate communities about the importance of EMS and the absolute need to fund such
initiatives. CONCLUSION The concepts of “Operations” and “Logistics” are common ideas
internationally, although initiated differently in different countries. Around the world,
disaster experts are talking about the operational and logistical issues we all face within our
regions. Some countries are rich in resources and others are very poor in resources. With
the Internet and “breaking news” on television we hear of catastrophes shortly after they
occur; international responses are not only planned, but also immediately initiated.
Eventually we are going to need to speak a similar language internationally, conform to the
same rules of conduct, credential our people to ensure the safety of the victims as well as
our humanitarian responders, and educate each other with regard to our resources and
needs ahead of time. Coordination and credentialing of emergency responders,
development of a command structure, tracking of resources, and maintenance of functional
communications systems remain challenges that will be encountered at every disaster
event. Anticipation of pitfalls in disaster response and logistics support and development of
adequate contingency planning may be the most important lessons to teach to those who
will fill command and leadership positions at a disaster incident.15 It is time we start
speaking the same language, remove the barriers, and help each other prepare, educate,
respond, and recover after a devastating event. REFERENCES 1. Lewis CP, Aghababian RV.
Disaster planning, part I. Overview of hospital and emergency department planning for
internal and external disasters. Emerg Med Clin North Am. 1996;14(2):439–452. 2. Dara SI,
Ashton RW, Farmer JC, Carlton PK, Jr. Worldwide disaster medical response: an historical
perspective. Crit Care Med. 2005;33(1 Suppl):S2–S6. 3. Wikipedia Free Encyclopedia.
Federal emergency management agency. Available at:
http://en.wikipedia.org/wiki/Federal_Emergency_ Management_Agency#Prior_to_1930. 4.
History of Federal Domestic Disaster Aid Before the Civil War, Biot Report #379: July 24,
2006. Suburban Emergency Management Project. Downloaded for MANSOUR ALKHATHAMI