pine - investigation of emergency operations planning course

Investigation of Disaster Operations Planning Course January 22, 2007 Prepared by: John C Pine, Director, Disaster Science & Management, Louisiana State University (1) the need for a Disaster Operations Planning course and the development level where it would be most beneficial, (2) the feasibility of the development of a college course on disaster operations planning, and (3) the potential make-up of a course development team comprised of academics and emergency management practitioners skilled in disaster operation planning Does the need for a disaster operations planning course exist and at what level should such a course be developed? Bachelors-level as most EM HI ED Projects currently are or Associate level with the aim of serving the needs of emergency management practitioners who might more easily access a disaster operations planning course via a community college One institution has had an “Emergency Response Preparation and Planning” course for nine years Students at this institution have expressed that this course is in the TOP TWO of the most important in the curriculum They have had a Junior level course; students must take Principles of EM before this one One can find the planning requirements in certain texts, but students examine the state code for specific authorities related to this area I believe a course like this is essential This institution recommends offering this class to undergraduates This program area is really needed at the local level A four year program in emergency management responded that they have a course that focuses on decision making A new planning course would be broader that the current one They recommend adding this course to the EMI curriculum Another respondent noted that disaster operations is led, whether we like it or not, by FEMA / DHS HQ Look at first the FRP followed by the NRP and the clamor of the locals (and Canada….) trying to get in step Despite the fact the there are some basic flaws (Katrina) with the grander Federal approach Remember that ESFs had their roots in the California EQ plan and were a parallel approach to ICS also having its roots in California FEMA liked the ESF approach and it took many years before the Feds adopted ICS, and the NRP is still a compromise This program recommends that the curriculum be driven from the local prospective (bottom up) —private and public How departments are organized and how they can be redirected to achieve differing objectives You have big local organizations and small ones I have seen little organizations trying to understand and adapt the NRP principles to their needs And I have seen DHS staff applaud their effort Formal FEMA and DHS training forces operations and operations planning down very specific paths Therefore it would be very easy to look to EMI and State training courses and guidance However there is a need for a more academic approach, one that isolates operations components and objectives and is critical of these Federal approaches Another institution responded noting that they not offer a degree but will have a program in the future They noted that they offer undergraduate and grad courses toward a Certificate in Hazard Policy studies as well as a Hazard Policy Studies track within a graduate program “Our intention is not to produce emergency managers, but to produce students with degrees in their respective fields who are sensitized to delivering public, private and non-profit services, doing research, or working/managing organizations that may be impacted by all-hazards” A “Planning for Hazards” course is offered each Fall, and the content is really more akin to an “introduction to emergency management” rather than “planning” With regard to the need for a Disaster Operations Planning course – yes, we need one most definitely And maybe the real truth-teller here should not be the program directors, but the EM professional community A presentation by a local emergency manager at this institution noted: “that the skill set that would be most valuable to emergency managers, that can plan – people that can take a big picture vision, and understand the impact of all the organizations, laws and relationships that may affect the outcome of a decision People that understand “SMEAC”, Situation, Mission, Execution, Administration and Logistics, and Command and Signal A Disaster Operations Planning course would be most useful at both the undergrad (senior) level, and at the graduate level The Ops Planning courses should be integrated into a more comprehensive Disaster Management curriculum, recognizing (as a mantra in public and private management goes about the “primacy of planning”) that Planning is only the first step in any kind of Management (Planning, Organizing, Staffing, Directing, and Controlling/Budgeting) “I think the Disaster Operations Planning course would be a valuable addition to our program, and that a modified, non-academic series of workshops might be an ancillary benefit if offered to the local first responder community, perhaps culminating with a table-top exercise or simulation.” A director of a graduate program noted that, “Our Disaster Response Planning (DRP) course is taught at the graduate level I agree that a DRP is a vital part of an emergency management program In fact, the DRP course attracts a lot of students who take no other EM courses I would like to see a course development team construct a set of case studies, drills, and exercises for students to use I would be willing to participate in the course development process, if needed.” A program director of another intuition noted that he did not see the need for a disaster operations planning course but if a course was developed it should be at a junior (3rd year) level Another program director for an undergraduate program noted that yes, the course was needed and that textbooks were available Unfortunately, some program not have a faculty expertise to offer the class The recommendation was made for the BA or graduate level Guidance documents for planning should be incorporated in the class, but so many policies change with FEMA and DHS Finally, another program director noted that there is a need for the class and that they have proposed this as part of their graduate program A recommendation was made to offer the class at the undergraduate level This course could also be taught as part of a program capstone effort What is the feasibility of the development of a college course on disaster operations planning? Would a disaster operations planning course be a viable project or would it be handicapped by the lack of better guidance documents? Is this a project aimed at promoting and encouraging the development and growth of collegiate emergency management programs? This respondent notes two approaches Take advantage of the FEMA / DHS guidance or ignore it completely, at least initially and begin with the needs of locals and the demands of their organizations and then, with this understanding, address the Federal model And critically dissect it The national response plan, more than likely will be replaced, during the next administration anyway Look at what this administration did to the other ones major initiative – Project Impact Concerning the contribution of this type of course to the development of EM programs, the program director notes that not just soldiers fit into the federal battle plan Students that understand processes and systems and can think critically Another program director notes that in his opinion, it would be feasible to develop a college course on disaster operations planning, and would tap into some of the local expertise for the team Our resources here could teach the course Further, we may even want to host an initial development session here and invite emergency managers from the surrounding parishes to attend as a focus group A program manager takes a different view of the need for this course by noted that more research rather than more courses appears to be where we need to be going Another program director takes a different opinion by noting that it could encourage growth of emergency management programs I don’t think the class will help create programs but it could enhance existing programs with additional offerings Yes, it would be an addition to the program which as a capstone the whole learning experience together One program director noted that students just not have the time to take on another project The program director notes that their program has a couple of folks that just finished their graduate program and they wished that they had been exposed to this topic A different program director noted that the topic is greatly needed Another director explained that emergency management at the local level is in need of this type of class, even if it is for the general public The respondent noted that the public would need to be a focus on our local emergency operations Input from local directors would be essential in building this course The possible make-up of a course development team comprised of academics and emergency management practitioners skilled in disaster operation planning (working and/or retired) willing to expend considerable time and effort to produce a quality product One director noted that they not have the time to work on another project However the director notes that they have several graduates that could help with this effort Another program director stated that some of their faculty who teach on line might be very interested in this type of course A different program director in a large urban area noted that it would be feasible to develop a college course on disaster operations planning, and would tap into some of the local expertise for the team Faculty resources are thin but leading responders have agreed to help with their class We may even want to host an initial development session and invite emergency managers from the surrounding area to attend as a focus group And another source of expertise will be to see what Stan Supinski at NPGS has in his syllabi and curriculum Another graduate program director with experience in Higher Education program development efforts agreed to be involved in such an effort One respondent noted that they thought that their faculty had a uniquely qualified team of practitioners/academicians who are capable of producing this course or an integrated set of courses but that such a project would be better suited or commercial publishers who in turn are encouraged and/or subsidized or endorsed by the FEMA Higher Education program Several of the program directors noted that they had extensive experience and would participate in the development process for this proposed course Frame out topic areas by providing an outline of pertinent disaster operations planning subject matter The major topic areas include the following: I II III Organization and Scope of Operations Community Description and Site Layout Organizational Structure and Staff Responsibilities (Incident Command) IV V VII Hazards Analysis and Risk Assessment Warning and Notification Media and Crisis Communication VIII IX X XI XII XIII IV Leadership and Group Dynamics Crisis Decision Making and Post Audit Crisis Assessment Utilizing GIS and Modeling in Response Operations Supporting Services and Response Operations (Logistics) Security and Response Operations Training and Exercises Legal Issues and Mandates Session Descriptions and References I Organization and Scope of Operations (Institutional Mission) Public private and non-profit organizations must plan for disasters As part of the planning process, it is critical to examine the nature and scope of the business operations including off site enterprises that are included in the enterprise In addition, the description should also describe critical groups that either serve as suppliers, users of services and goods, and how an interruption of these services might impact the organization Recent disasters from hurricanes to winter snow storms, illustrate that public utilities (communications, electricity, natural gas or sewerage) could be impacted As part of the disaster impacts, the operation may be dependent on major transportation routes, Internet communication, or phone serves An interesting example of how dependent we are on networks comes from Hurricane Katrina It appears that all Bell South long distance phone services, no matter where one was in Louisiana, were routed through New Orleans Few people were aware of the regional dependency on New Orleans for long distance phone service Business operations throughout the region were halted because of the connectivity issues from flooding in New Orleans • Who are the major groups that use your operations? What suppliers are critical to your operations and where they come from? Are there contingencies in place to ensure that you have necessary food, fuel, power, or supplies? Some public and private educational organizations serve multiple functions including education and research Extensive financial resources were at stake following Hurricane • Katrina to protect critical research operations in New Orleans Do research projects have emergency disaster plans in place and operational procedures that can ensure that institutional resources are not vulnerable in case of flooding, fire, or just loss of electrical power? • In an assessment of emergency operations at Louisiana State University following Hurricane Katrina and Rita, it was revealed that both facility services (maintenance, utilities, and construction services) and food services had implements hurricane disaster operations procedures in advance of the landfall of these hurricanes The university had learned from dealing with Hurricane Andrew in 1992, that specific processes could be implements that would protect critical university operations from power, storm water runoff, or backup fuel for vehicles University units had reviewed these response procedures well before the beginning of the 2005 hurricane season Staff knew what had to be done to protect critical operations on their campus Although no one expected many of the additional functions that they would assume in the response to Hurricane Katrina, their procedures provided a critical base from which to improvise Flexibility grew from their current disaster procedures and plans References Barton, Laurence 1993 Crisis in Organizations: Managing and Communicating in the Heat of Chaos Cincinnati, OH: South-Western Publishing Co FEMA (1996), Emergency Management Guide for Business & Industry Washington DC Harrald, John R 1998 “Linking Corporate Crisis Management to Natural Disaster Reduction.” Submitted for inclusion in the International Decade for Natural Disaster (IDNDR) Press Kit Lindell, Michael K., C Prater, R Perry (2006) “Preparedness for Emergency Response.” Fundamentals of Emergency Management FEMA Emergency Management Institute Emmitsburg, MD Lindell, Michael K., C Prater, R Perry (2006) “Building an Effective Emergency Management Organization.” Fundamentals of Emergency Management FEMA Emergency Management Institute Emmitsburg, MD Moore, Pat 1997 “How to Plan for Enterprise-Wide Business and Service Continuity.” In Disaster Resource Guide [online] Santa Ana, CA: Emergency Lifeline Corporation Copy available at http://www.disaster-resource.com/articles/97moore.htm Pauchant, Thierry C., and Mitroff, Ian I 1992 Transforming the Crisis Prone Organization San Francisco, CA: Jossey-Bass Publishers II Community Description and Site Layout A layout of the facility, community, or operational area is a critical part of the community / site description In addition, a diagram showing system connections to utility hubs should be shown as part of this process As an example, a major east coast military installation has a single high voltage line that services the entire base No other major connectivity to the electrical power grid is part of their operations An assessment of their layout including utilities, revealed this dependency and vulnerability • What security issues could be present in a disaster on your site? If your site served a critical response function, would security of personnel and facilities be an issue? • How can we secure buildings, parking areas and access to the site? • Are some of the functions high-risk areas and need to be secured? • How you verify the identity of temporary users of your site and operations? • Do we have procedures in place to lock down facilities and parts of our operations? • How you stay in contact with the public, your employees, your visitors or anyone temporarily present at your operational facilities? References Lindell, Michael K., C Prater, R Perry (2006) “Hazard vulnerability and risk analysis.” Fundamentals of Emergency Management FEMA Emergency Management Institute Emmitsburg, MD III Organizational Structure and Staff Responsibilities (Incident Command) Describe the reporting responsibilities of employees in all parts of the operations What are the major operational divisions and how might these units support emergency operational services Normal operational units of a large public university provide the essential services to accomplish their educational mission During the response operations for Hurricane Katrina, these same operational units provided essential services to medical, veterinary, transportation and many other response units Most organizations have an established organizational mission and priorities In a disaster, the units may need to support continuity of services to continue operational functions Students need to be fed, utilities must be safeguarded and functional operational effectiveness sustained What one may need to consider is how the organization may be called on to help in a disaster The campus might become a critical needs shelter for vulnerable populations, but also serve as a medical triage center, staging area for evacuee pets, and a staging area for numerous response agencies that were called for rescue operations No one ever thought of the university serving as a staging area for major support of rescue operations This was not considered as part of the university mission; however, it turned out to be a critical element of effective evacuation as well as search and rescue • What are the main functions of the units operation? How can these functions be sustained in a disaster? • Given the functions, assets, and resources of the organization, how can it serve additional disaster rescue or response operations? • Could your site serve as a major staging area, your vehicles or equipment help in rescue operations, or your employees supplement local, regional and national rescue operations How is incident command structured within your organization? How does your organization interface with external units of government at either the local, state or federal level? • The crisis team should include many of the following functions in an organization: Senior Staff; Director; senior support staff; facility support services include maintenance and food services; Media or public affairs; Legal; Transportation; business affairs; and security In addition, the crisis team should include functional staff such as teachers, nurses, sales representatives, or service providers depending on the nature of the organization References Alesch, Daniel J., James N Holly, Elliott Mittler, and Robert Nagy (2001) Organizations at Risk: What Happens When Small Businesses and Not-for-Profits Encounter Natural Disasters Center for Organizational Studies, Univ of Wisconsin-Green Bay, 108 pp Burby, Raymond (1998) “The Third Sector: evolving partnerships in hazard mitigation.” Cooperating with Nature: Confronting natural hazards with land-use planning for sustainable communities Joseph Henry Press “Cross-departmental Cooperation and the Politics of Planning.” by Jeff Marinstein February, 1998 Contingency Planning and Management Vol 3pp 12 – 15 Department of Homeland Security (2004) National Incident Management System Washington D.C Haddow, George D and Jane A Bulock (2003) “The disciplines of Emergency Management: Response,” Introduction to Emergency Management Butterworth Heinemann Lindell, Michael K., C Prater, R Perry (2006) “Organizational Emergency Response.” Fundamentals of Emergency Management FEMA Emergency Management Institute Emmitsburg, MD IV Hazards Analysis and Risk Assessment The Environmental Protection Agency along with fourteen other Federal Agencies (NRT1) adopted a community level hazards analysis and this approach is useful in understanding risks posted by hazards to organizations NRT-1 defines hazard analysis as a three-step process: (1) hazard identification, (2) vulnerability analysis, and (3) risk analysis Hazards are a potential harm; they threaten the population, environment, private and public property and infrastructure, and businesses Hazards may be defined by natural events (flood, hurricane, earthquake, fired, etc.), technological (hazardous materials spills, nuclear accident, power outage, etc.), or are human induced (bio-chemical, bombing, weapons or mass destruction, terrorism, etc.) FEMA describes hazards as “events or physical conditions that have the potential to cause fatalities, injuries, property damage, infrastructure damage, agricultural loss, damage to the environment, interruption of business, or other types of harm or loss.” A hazard has the potential to cause fatalities, injuries, property damage, infrastructure damage, agricultural loss, damage to the environment, interruption of business, or other types of harm or loss of an event that makes it a hazard One of the most useful definitions of risk, preferred by many risk managers, is displayed in the equation stating that risk is the likelihood of an event occurring multiplied by the consequence of that event, were it to occur Risk = Likelihood of Occurrence x Consequence The likelihood can be expressed as a probability or a frequency, depending on the analysis being considered Managers must consider the nature, likelihood and consequence of hazards faced by their entity A sound understanding of the hazards analysis process is included in this class to ensure that students develop appropriate and realistic response processes following the disaster A Weather Lightning  Develop policies and process guidelines for staff and visitors in the event of adverse weather Tornados  When a watch has been issued in an area near the facility make sure that institutional policies and emergency procedures are implemented These processes might include monitoring Emergency Alert or NOAA Weather Stations (National Weather Service, Weather Channel) Other emergency procedures should be implemented Fire  In the event of a fire, smoke from a fire or a gas odor has been detected, prepare fire evacuation route plan identify safe areas for a fire incident; evacuate staff to a safe distance outside of building B Hazardous Materials Incident  Ensure that all sheltering and notification procedures are implemented for the operation  Evacuation Notification has occurred including: the organization crisis team, all senior personnel, and the transportation coordinator C Assaults / Fights Staff Violence (unrest) • Ensure that staff are trained to assess the situation, know who to contact in the event of an incident • Clarify who is certified in first aid and any other facility medical staff in case of an emergency • Clarify the procedures for dealing with an incident (isolating affected staff; notification of senior agency personnel; identification of incident witnesses; and notification of media) • Activate crisis team Designate staff person to accompany injured / ill person / for medical treatment • For post-crisis processes, meet with facility counseling staff and _ to determine level of intervention for staff • Anticipate scheduling and staffing requirements, absences and consider alternative scheduling • Conduct a post incident debriefing with staff • Explain the incident to staff to avoid rumors Violence (external threats and internal conflicts / unrest including the use of weapons and physical violence) • Identify processes for notification of police and other proper authorities • Ensure the safety of personnel and visitors • Contain the unrest Seal off area of disturbance • Notify senior personnel • Crisis team alerted Staff may issue lock-down • Move staff involved in disturbance to isolated area • Document incident with recorder and take detailed notes D Phone Bomb Threat • Ensure that procedures are in place to deal with a bomb threat Upon receiving a message that a bomb has been planted in the facility: Get all the facts Ask the following questions: “Who made the treat?” , “What is it made of?” , “When will it go off?” , “Why did you place it in the facility?” “Where is it – be specific?” • Notify principal or agency designee Do not share information about call with others Senior personnel INITIATES crisis Code and orders evacuation of all persons inside the facilities • Senior personnel notifies police (call 911) and other senior personnel Report the incident to Fire Marshal • Ensure that staff understand the threat of a bomb and to avoid the use of radios, cell phones to avoid detonation E Intruder / Hostage Intruder (An unauthorized person who enters the facility property) Notify senior personnel • Procedures that are appropriate for the agency should be developed ( Notify security or police and senior personnel How should a staff member deal with an intruder? How staff protect other employees and property? What are the notification processes that should be used? 10 Lindell, Michael K., C Prater, R Perry (2006) “Hazard vulnerability and risk analysis.” Fundamentals of Emergency Management FEMA Emergency Management Institute Emmitsburg, MD Lindell, Michael K., C Prater, R Perry (2006) “Principle Hazards in the United States.” Fundamentals of Emergency Management FEMA Emergency Management Institute Emmitsburg, MD Lloyd G Nigro and William L Waugh, Jr (1998) “Workplace Violence Policies and Programs in Local Government,” Municipal Yearbook 1998 (Washington, DC: International City/County Management Association) U S Environmental Protection Agency (1987) Technical Guidance for Hazards Analysis: Emergency Planningfor Extremely Hazardous Substances U S EPA FEMA, and U S DOT Washington D.C http://www.epa.gov/swercepp/p-tech.htm#nrt-1 Waugh Jr , William L (2000) “Managing Natural Hazards and Disasters” and “Managing Man-made Hazards and Disasters.” Living with Hazards Dealing with Disasters: an introduction to emergency management M.E Sharpe World Health Organization (1999) Community Emergency Preparedness: A Manual for Managers and Policy Makers (WHO – OMS), Chapter Vulnerability Assessment V Warning and Notification Emergency communications is critical for any organization • How would an organization communicate quickly with staff that there was an emergency at the site? • How could communication occur and not cause undue concern for guests, or clients present on the site? • Given the extensive use of cell phones today, how is communication controlled from a site and ensure that any communication from the organization is constructive?  Who should be notified of an emergency? Is there some type of emergency communication system to alert staff of a crisis? References Burkhart, Ford N Media, Emergency Warnings, and Citizen Response Boulder, CO: Westview Press, 1991 12 Department of Commerce Automated Local Flood Warning Systems Handbook Silver Spring: NOAA 1997 Department of Commerce The Fort Collins Flash Flood of July 28, 1997: service assessment initial report Silver Spring: The Service, 1997 Emergency Alert System: A Program Guide for State and Local Jurisdictions FEMA: Parts I – III Washington, D.C 1996 (See Readings: 5Warning Systems A Word Document) Oyen, Richard “911: the system behind the phone number.” In Steven Alter Information Systems: A management perspective The Benjamine / Commings Publishing Company: Menlo Park, CA 1996 Pp 690 - 692 Mileti, Dennis S and John H Sorensen, Chapter “Building and evaluating a Warning System,” and Chapter “Organizational Aspects of Warning Systems,” Communication of Emergency Public Warnings: A social Science Perspective and State of the Art Assessment Oak Ridge, TN: Oak Ridge National Laboratory for FEMA, 1990 Mann, Brett W “Emergency Alert,” Emergency Preparedness Digest, April – June 1997 Rogers, George O and John H Sorensen “Diffusion of Emergency Warning: Comparing Empirical and Simulation Results,” Risk Analysis, Edited by C Zervos, New York: Plenum, 1991 Rogers, George O and John H Sorensen “Diffusion of Emergency Warnings,” The Environmental Professional Vol 10 1988 VI Sheltering and Evacuation Sheltering provides refuge for staff or the public within an entity’s facility building during an emergency Shelters are located in areas that maximize the safety of inhabitants Safe areas may change depending on emergency Where are these locations and does the organization have a comprehensive assessment of the limitations and assets of the site? An evacuation or relocation of staff from the site is a significant organizational challenge Under what conditions would an evacuation or relocation be required? Who in the organization is authorized to make this decision? How will the organization notify staff of a site closure, evacuation or relocation? Has the organization tested the process to ensure that communication will be successful? A Sheltering  Have safe areas in the site been identified?  Who initiates the alert  What actions should be taken to protect your site (buildings)?  How will communications with staff be implemented? 13  How should staff and visitors be assembled in safe areas  How you plan on accounting for all staff?  All persons must remain in the safe areas until notified by senior staff B Evacuation / Relocation  Who makes the decision on an evacuation or site closure?  What arrangements need to be made for transportation, directions, routes, holding areas, or assembly points?  Maps should be posted in all classrooms indicating primary and secondary egress routes and holding areas / assembly points  List primary and secondary relocation centers  The primary site is located close to the facility The secondary site is located farther away  Establish a management post at the off-site evacuation location  Notify transportation staff for alternate schedule  what role should public safety personnel play in the evacuation or relocation? References Theo Schilderman (2004) Adapting traditional shelter for disaster mitigation and reconstruction: experiences with community-based approaches Building Research & Information Special Issue: Managing the Risks from Natural Hazards Vol 32 (5) pages 414 – 426 Tiernery, Kathleen J M Lindell, and R Perry (2001) “Moving into action: individual and group behavior in disasters.” Facing the Unexpected: Disaster Preparedness and Response in the United States Joseph Henry Press VII Media and Crisis Communication This area involves actually two elements of communication First, an examination of the media and their contribution to disasters and then communication in general during crisis situations The first examines the role of numerous large organizations from network operations, the Internet and of course how the entertainment industry addresses disasters The second should include some discussion of the inter-operability of our response operations A recent study evaluated current local governmental inter-operability and found many troubling trends Responders must be able to communicate easily across organizational boundaries and technology should not disrupt their effectiveness A Mass Media  To whom should staff refer media?  Who assumes responsibility for issuing public statements during an emergency? 14  What senior personnel serves as spokesperson unless he or she designates a spokesperson? If unavailable, an alternate assumes responsibilities  During an emergency what procedures should be adhered?  Where should a media information center be established?  Prepare factual written statements for the press in cooperation with public safety and emergency service personnel  Be certain every media member receives the same information  Update media regularly Do not say “No comment.”  Set limits for time and location for interviews  Don’t argue with media  Maintain log of all telephone inquires  Use a prepared response to questions / inquiries  Crisis Team management completes Crisis Response Documentation Form  Emergency phone numbers should be available to all staff including: Help-line Crisis Intervention  Rape Crisis Hotline  Suicide Prevention  In Care Crisis Counseling Services Victim Assistance  Child Abuse / Neglect Reporting Line  National Center for Missing Children (for parents)  Crime Victims Bureau  Domestic Violence Hotline Hazardous Materials / Poison  Hazardous Materials Leak or Spill  Poison Control Center (877) 925-6595 (800) 256-9822 Disaster Assistance  American Red Cross Emergency Management Agencies  Office of Emergency Preparedness Local Emergency Services  Fire  Police  EMS  Hospital 15 (800) 256-7036  Local Utilities  Electric  Gas  Water  Public Works Radio Stations B Local Government Communications Inter-operability  What communication systems are in place by city and county response agencies?  What communications systems are in place on a regional basis by local response agencies?  What organizational structures are necessary to ensure that the necessary planning takes place to ensure that regional response agencies can communicate effectively?  What communications systems are in place on a state wide level to support response operations? How can state police, transportation, state parks, and wildlife and fisheries agencies coordinate with local responders? References Bertin, J 1983 Semiology of Graphics Madison, WI: University of Wisconsin Press Dymon, Ute and Nancy L Winter 1993 "Evacuation Mapping: The Utility of Guidelines", Disasters 17, pp.12-24 Haddow, George D and Jane A Bulock (2003) “The Disciplines of Emergency Management: Communications,” Introduction to Emergency Management Butterworth Heinemann Kates, Robert W, Christoph Hohenemser and Jeanne X Kasperson 1985 Perilous Progress: Managing the Hazards of Technology Boulder: Westview Press pp.25-42 Lindell, Michael K., C Prater, R Perry (2006) “Risk Perception and Communication.” Fundamentals of Emergency Management FEMA Emergency Management Institute Emmitsburg, MD Monmonier,l Mark 1997 Cartographies of Danger Chicago: University of Chicago Press Monmonier, Mark 1995 Drawing the Line New York:: Henry Holt and Co., Inc Lundgren, R 1994 Risk Communication: A Handbook for Communicating Environmental, Safety, and Health Risks Columbus, Ohio: Battelle Press 16 Quarantelli, E.L (1996) “Local mass media operations in disasters in the USA.” Disaster Prevention and Management Vol (5) Pp 5-10 Radke, J., Cova T J., Sheridan, M.F., Troy, A., Lon, M., and R Johnson 2000 Application Challenges for Geographic Information Science: Implications for Research, Education, and Policy for Emergency Preparedness and Response URISA Journal 12, VIII Leadership and Group Dynamics Few of our emergency management classes address the human components of management from leadership, individual motivation and group behavior Given the large role of large numbers of workers and volunteers in response activities, sessions on leadership and group dynamics in disaster response activities should be a part of the class There is considerable research on leadership as noted from the references below that apply to disaster situations but this is further supplemented by research from the 2001 terrorist incidents, the 2004 tsunami, and of course Hurricane Katrina The concepts of transformational leadership are very appropriate in this type of class to provide students with a broader view of working with groups and individuals The Masters program in Homeland Security from the Naval Postgraduate School stresses “transformational leadership” as a means of looking at the entire system rather than a focus on individuals or small groups References Bellavita, Christopher (1991) “The Public Administrator as a Hero.” Administration and Society Vol 23 (2) pp 155-185 Burns, James MacGregor (2003) Transforming Leadership Grove Press Childs, Merilyn (2002) “Improving the quality of non-emergency leadership: a case study.” Disaster Prevention and Management Volume 11 (2) pp 102 - 108 Corrigan, Patrick W and A Garman (1999) “Transformational and transactional leadership skills for mental health teams.” Community Mental Health Journal Vol 35 (4) Pp 301-312 Drabek, Thomas E and D McEntire (2003) “Emergency phenomena and the sociology of disaster: lessons, trends and opportunities from the research literature.” Disaster Prevention and Management Vol (2) Pp 97-112 Flin, Rhona and Georgina Slaven (1996) "Personality and emergency command ability" Disaster Prevention and Management Vol #1 pp 40- 46 17 Government Accounting Office Catastrophic Disasters: Enhanced leadership, capabilities and accountability controls will improve the effectiveness of the nation’s preparedness response and recovery system (2006) GAO-08-618 Kuhnert, Karl W and P Lewis (1987) Transactional and transformational leadership: a constructive developmental analysis Academy of Management Review Vol 12 (4) pp 648-657 Slaven, Georgina and Rhona Flin (1997) “Selecting managers for a hazardous environment.” Disaster Prevention and Management Vol #5 pp 336 - 342 Weir, David T.H (1996) "Why does the pilot sit at the front - and does it matter? Or: what you see isn't what you get, necessarily.” David T.H Weir Disaster Prevention and Management Vol 5(3)pp: 24 - 31 IX Crisis Decision Making Crisis decision making is a critical skill required of emergency managers This session will examine a process for decision making under very difficult conditions and barriers to making effective decisions in a crisis situation The session should also include a discussion of “post audit crisis assessment.” References: Greg L Shaw and John R Harrald (2004) "Identification of the Core Competencies Required of Executive Level Business Crisis and Continuity Managers", Journal of Homeland Security and Emergency Management: Vol 1: No.1, Art Kendra, J M and T Wachtendorf (2003) Creativity in Emergency Response to the World Trade Center Disaster In Beyond September 11th: an account of Post Disaster Research Natural Hazards Research and Applications Information Center, Public Entity Risk Institute and the Institute for Civil Infrastructure Systems Special Publcation No 39 Boulder, CO: University of Colorado Pp 121-146 "Post-event support for disaster workers: integrating recovery resources and the recovery environment." Douglas Paton Disaster Prevention and Management Volume 6, #1 (1997) pp 43 - 49 Stress and emergency work experience: a non-linear relationship Carmen C Moran Disaster Prevention and Management Vol #1 (1998) pp 38 - 46 Barton, Laurence (2000) Crisis in Organizations: Managing and Communicating in the Heat of Chaos Cincinnati, OH: South-Western Publishing Co 18 Chiles, James R (2001) Inviting Disaster : Lessons from the Edge of Technology Harper Business Federal Emergency Management Agency 1996 Emergency Management Guide for Business and Industry Washington, DC: Federal Emergency Management Agency http://www.fema.gov/library/bizindex.html Fischhoff, Baruch 1995 “Risk Perception and Communication Unplugged: Twenty Years of Process.” Risk Analysis Vol 15, No Pages 137–144 Greening, Daniel W., and Johnson, Richard A 1997 “Managing Industrial and Environmental Crises.” Business and Society Vol 36, No Pages 334–361 Healy, Tim “The Unanticipated Consequences of Technology.” The Ethics Connectionhttp://www.scu.edu/SCU/Centers/Ethics/Publications/submitted/healy/consequences html Ethics or morality poses questions about how we ought to act and how we should live It asks, "According to what standards are these actions right or wrong?" It asks, "What character traits (like honesty, compassion, fairness) are necessary to live a truly human life?" It also asks, "What concerns or groups we usually minimize or ignore? And why might that be?" Admitting our blindness is the beginning of vision Marinstein, Jeff 1998 “Cross-Departmental Cooperation and the Politics of Planning.” Contingency Planning and Management Vol 3, Feb 1998 Pages 12–15 Flemington, N.J http://www.contingencyplanning.com Mitroff, Ian I And Gus Anagos (2000) Managing Crises before they happen: What every executive and manager needs to know about crisis management AMACOM Pauchant, Thierry C., and Mitroff, Ian I 1992 Transforming the Crisis-Prone Organization San Francisco: Jossey-Bass Publishers Shaw, Richard (2001) Don’t panic: behaviour in major incidents Disaster Prevention and Management Vol 10 (1) Pp 5-10 X Utilizing GIS and Modeling in Response Operations Geographic Information Systems (GIS) along with environmental modeling programs provide the emergency manager with excellent tools for defining the scope and extent of disasters and potential strategies and resources for managing in a response Two examples of mapping and modeling programs are used by emergency managers including the HAZUS-MH suite of models along with GIS The Environmental Protection Agency (EPA) and NOAA have supported the CAMEO program CAMEO includes the ALOHA hazardous chemical dispersion model and the Marplot mapping program These mapping and modeling programs provide management tools for emergency response operations 19 The class session(s) should focus on how these tools provide critical information to support emergency response operations References Bruzewicz, A.J (2003) Remote sensing imagery for emergency management, The Geographical Dimensions of Terrorism (S.L Cutter, D.B Richardson, and T.J Wilbanks, editors), Routledge, New York, New York, pp 87-97 Curtis, Andrew, Jacqueline W Mills, Jason K Blackburn, and John C Pine (2006) Hurricane Katrina: GIS Response for a Major Metropolitan Area Quick Response Research Report 180 University of Colorado, Natural Hazards Center http://www.colorado.edu/hazards/qr/qr180/qr180.html Cutter, S.L (2003) GI science, disaster, and emergency management, Transactions in GIS, 7(4): 439-445 Dawes, S.S., A.M Cresswell, and B.B Cahan (2004) Learning from crises: lessons in human and information infrastructure form the World Trade Center response, Social Science Computer Review, 22(1):52-66 de Man, W.H.E (2000) Institutionalization of geographic information technologies: unifying concept? Cartography and Geographic Information Science, 27(2):139-151 de Man, W.H.E., and W.H van den Toorn (2002) Culture and the adoption and use of GIS within organizations, International Journal of Applied Earth Observation and Geoinformation, 4(1):51-63 Galloway, G.E (2003) Emergency Preparedness and Response, The Geographical Dimensions of Terrorism (S.L Cutter, D.B Richardson, and T.J Wilbanks, editors), Routledge, New York, New York, pp 27-34 Goodchild, M.F., 2003a Data modeling for emergencies, The Geographical Dimensions of Terrorism (S.L Cutter, D.B Richardson, and T.J Wilbanks, editors), Routledge, New York, New York, pp 105-109 Goodchild, M.F., 2003b Geospatial data in emergencies, The Geographical Dimensions of Terrorism (S.L Cutter, D.B Richardson and T.J Wilbanks, editors), Routledge, New York, New York, pp 99-104 Gunes, A Ertug; J.P Kovel (2000) Using GIS in Emergency Management Operations Journal of Urban Planning and Development Vol 126 Issue #3 Hargreaves, D., T Knight, and P Brownsword, 2003 MacDonald Dettwiler real-time emergency management via satellite – status update and future directions, Journal Photogrammetry and Remote Sensing, 57(2003):273-280 20 Hodgson, Michael E., Bruce A Davis, Jitka Kotelenska (2005) State-Level Hazard Offices: Their Spatial Data Needs and Use of Geospatial Technology Hazards Research Lab, University of South Carolina (Chapter 3: pages 16 through 40) http://www.cas.sc.edu/geog/hrl/ Hodgson, M.E., and S.L Cutter, 2001 Mapping and the spatial analysis of hazardscapes, American Hazardscapes: The Regionalization of Hazards and Disasters (S.L Cutter, editor), Joseph Henry Press, Washington, D.C., pp 37-60 Kevany, M.J., 2003 GIS in the World Trade Center attack – trial by fire, Computers, Environment and Urban Systems, 27(2003):571-583 Kwan, M.P., 2003 Intelligent Emergency Response System, The Geographical Dimensions of Terrorism (S.L Cutter, D.B Richardson and T.J Wilbanks, editors), Routledge, New York, New York, pp 111-116 Laben, C (2002) Integration of remote sensing data and geographic information system technology for emergency managers and their applications at the Pacific Disaster Center, Optical Engineering, 41(9):2129-2136 Louisiana Geographic Information Center (2005), Louisiana Hurricane Impact Atlas Baton Rouge, LA http://lagic.lsu.edu/hurricanes.htm NOAA, Coastal Services Center, 2001 Lessons learned regarding the use of spatial data and Geographic Information Systems (GIS) during Hurricane Floyd U.S National Oceanic and Atmospheric Administration, NOAA/CSC/20119-PUB, Charleston, SC: NOAA Coastal Service Center, 48 p National Research Council (2003) Using Remote Sensing in State and Local Government: Information for Management and Decision Making, The National Academies Press, Washington, D.C., 97 p National Research Council (2003) Satellite Observations of the Earth’s Environment – Accelerating the Transition of Research to Operations The National Academy Press, Washington, D.C., 182 p Onsrud, H.J., and G Rushton, eds (1995) Sharing Geographic Information Rutgers: CUPR, New Brunswick, New Jersey, 510 p Paxton, L.J., and J.H Yee, 2003 The role of emerging technologies in imagery for disaster monitoring and disaster relief assistance, Acta Astronautica, 52(2003):793-802 Rejeski, D., 1993 GIS and Risk: a three-culture problem, Environmental Modeling with GIS (M.F Goodchild, B.O Parks, L.T Steyaert, editors), Oxford University Press, New York, New York, pp 318-331 21 Thomas D.S.K., S L Cutter, M Hodgson, M Gutekunst, and S Jones (2003) Use of Spatial Data and Geographic Technologies in Response to the September 11th Terrorist Attack on the World Trade Center, Beyond September 11th: An Account of Post-Disaster Research, Publication #39 (NHRAIC, University of Colorado:CO), pp 147-162 Visser, S.J., and A.S Dawood (2004) Real-time natural disasters detection and monitoring from smart Earth observation satellite, Journal of Aerospace Engineering, 17(1):10-19 Williamson, R.A., and J.C Baker (2002) Lending a helping hand: using remote sensing to support the response and recovery operations at the World Trade Center, Photogrammetric Engineering and Remote Sensing, 68(9):870-875 Willis, A.M (2000) Information technology use and its effects on state emergency management organizations, D.Sc dissertation, The George Washington University, Washington, D.C., 192p Zerger, A., and D.I Smith (2003) Impediments to using GIS for real-time disaster decision support, Computer, Environment and Urban Systems, 27(2003):123-141 XI Supporting Services and Response Operations (Logistics) Emergency response involves numerous logistic operations such as food, shelter, transportation for responders, and human resource management Anyone involved in managing response activities must address the large logistics obligations Public, private and non-profit organizations involved in response activities all address this huge obligation A course in emergency response should include sessions dealing with these very important details References Alexander, David (1993) Natural Disasters Springer Kluwer Academic Publishers Linet ệzdamar, Ediz Ekinci and Beste Kỹỗỹkyazici (2004) Emergency Logistics Planning in Natural Disasters Annals of Operations Research Vol 129 (1-4) Long, Douglas (1997) Logistics for disaster relief IIE Solutions Vol 29 (6) pp 10851259 O’Leary, Margaret R (2004) Measuring Disaster Preparedness: a practical guide to indicator development and application Universe Inc XII Security and Response Operations Site security is becoming a critical priority for those involved directly and indirectly in disaster response operations The protection of agency personnel, the public using our 22 facilities and agency property must be anticipated and an appropriate process implemented A layout of the entity’s property can form the basis for examining access routes, security, and other protective measures This topic provides an excellent opportunity for the class to get involved in a case study of a facility Examining the layout of a site, including the surrounding community will reveal what steps might need to be taken in advance to ensure the safety of personnel and property References Comfort, Louise (2002) “Rethinking Security: Organizational Fragility in Extreme Events Managing Bureaucracies and Administrative Systems in the Aftermath of September 11.” Public Administration Review Volume 62 (1) Page 98 Jain, Sanjay and Charles McLean (2003) Simulation for emergency response: a framework for modeling and simulation for emergency response Proceedings of the 35th conference on Winter simulation: driving innovation New Orleans, LA Perry, Ronald W and Michael K Lindell (2003) “Preparedness for Emergency Response: Guidelines for the Emergency Planning Process.” Disasters Vol 27 (4) Page 336 Plant, Jeremy F (2004) “Terrorism and the Railroads: Redefining Security in the Wake of 9/11.” Review of Policy Research 21:3, 293-305 Waugh, William L (2004) “Terrorism, Homeland Security and the National Emergency Management Network.” Public Administration Review Vol (4) pp 373-385 Wise, Charles R (2006) “Organizing for Homeland Security after Katrina: Is Adaptive Management What's Missing?” Public Administration Review 66:3, 302-318 XIII Training and Exercises Few emergency management classes provide the opportunity to ensure that students have some background in managing the training and exercise functions in an organization We use disaster drills, simulations or exercises to test our preparedness; including a module in a disaster response course provides a means of ensuring that we can assess the capacity of our organizations to respond effectively The need for conducting drills or disaster exercises are often included in an introduction to emergency management class A module for this class would give students the skills in developing a training session or designing a disaster exercise References Perry, Ronald W (2004) Disaster Exercise Outcomes for Professional Emergency Personnel and Citizen Volunteers Journal of Contingencies and Crisis Management Vol 12 (2) Page 64 23 Peterson, Danny M and Ronald W Perry (1999) The impacts of disaster exercises on participants Disaster Prevention and Management Volume: Issue: Page: 241 – 255 Perry, Ronald W and Michael K Lindell (2003) Preparedness for Emergency Response: Guidelines for the Emergency Planning Process Disasters Vol 27 (4) Page 336 Colin Maslen (1996) “Testing the plan is more important than the plan itself.” Information Management & Computer Security Vol (3) Pp 26-29 Drabek, Thomas E (1985) Managing the Emergency Response Special Issue Public Administration Review Pages 85-92 IV Legal Issues and Mandates Responder concerns about individual and organizational liability in implementing response activities continues to be an issue This session examines state and federal mandates for public, private and non-profit organizations and the implications for individual and organizational liability Many states require local governments to develop comprehensive emergency plans State and federal funding is often linked to local agencies having approved emergency plans for addressing hazards Ensuring that students appreciate the legal mandates can provide additional incentives for effective planning for disaster response agencies and operations Abbott, Ernest B and O J Hetzel (2005) A Legal Guide to Homeland Security and Emergency Management for State and Local Governments American Bar Association Section of State and Local Government Law, 283 pages Barbera, Joseph; Anthony Macintyre; Larry Gostin, Tom Inglesby; Tara O'Toole; Craig DeAtley, PA-C; Kevin Tonat; Marci Layton, (2001) Large-Scale Quarantine Following Biological Terrorism in the United States Scientific Examination, Logistic and Legal Limits, and Possible Consequences JAMA 286:2711-2717 Picou, J S., B K Marshall, and D A Gill (2004) Disaster, litigation and the corrosive community Social Forces Vo 82 (4): 1493-1522 Binder, Denis, "Emergency Action Plans: A Legal and Practical Blueprint Failing to Plan is Planning to Fail" University of Pittsburgh Law Review, Vol 63, p 791, 2002 Available at SSRN: http://ssrn.com/abstract=844428 Fitzpatrick, K R (1995) Ten guidelines for reducing legal risks in crisis management Public Relations Quarterly Vol 40 Kellman, Barry (2002) Managing Terrorism’s Consequences: Legal Issues National Memorial Institute for the Prevention of Terrorism (177 pp.) 24 Nicholson, William C (2006) “Legal Issues in Emergency Management.” In Lindell, Michael K., C Prater, R Perry (Editors) Fundamentals of Emergency Management FEMA Emergency Management Institute Emmitsburg, MD Findings Most of the respondents believed that a course in disaster operations was needed at the undergraduate level It would provide an essential component of effective emergency response is planning and preparation Response organizations representing public, private and not for profit entities must adapt their normal operational processes to deal with unique demands in times of disaster A college class that addresses the elements of the planning process would provide undergraduate students with the concepts and skills necessary to establish an organization that can adapt quickly during times of crisis and provide the necessary leadership to work with other entities and address the complex demands and problems in a disaster This proposed course complements most of the introductory courses at the respondent’s institutions The new course would focus on topics that are critical to effective emergency response Despite the basic need for this type of course, many of the respondents noted that they included this type of class in their graduate studies program Conclusions Most of the respondents highly recommended adding a course in disaster operations response planning as part of the higher education program The attractiveness of such a course lies in its application to real problems with response organization, decision making, working with teams and leadership, and specific issues such as working with the media and security Such a new course could include numerous examples of response failures and provide opportunities for dissecting what when wrong or correctly Students want opportunities to test their skills and this type of course could include a simulation, set of case studies or other practical application opportunities Respondents believed that this course development area could involve individuals with extensive experience in response planning and operations In their opinion, responders would be glad to contribute to both success stories as well as giving illustrations of problem areas Recommendations The Higher Education Program should give strong consideration of allocating resources for course development in the disaster operations planning course Attention should be given to building a course that could serve both undergraduate and graduate curriculums Katrina demonstrated that despite our planning efforts at all levels of government, their was a real failure of operations planning and effective response 25 Extensive research exists to support this type of course and the new text by Lindell would be extensively used for this topic at either the undergraduate or graduate level Program content will not be an major issue for this type of course The composition of a focus group to determine the nature and scope of this type of course would be essential As with other EMI course development efforts, faculty along with those who have worked in emergency response would be essential 26 ... feasibility of the development of a college course on disaster operations planning? Would a disaster operations planning course be a viable project or would it be handicapped by the lack of better... of planning? ??) that Planning is only the first step in any kind of Management (Planning, Organizing, Staffing, Directing, and Controlling/Budgeting) “I think the Disaster Operations Planning course. .. local emergency operations Input from local directors would be essential in building this course The possible make-up of a course development team comprised of academics and emergency management