A Specific Agenda For Fundamental Change Within Fice Of Emergency Service

Two specific areas of concern are noted in the majority of studies conducted. The first area of concern was that there was not a clear delineation of roles and responsibilities or organizational leaders (Haddow et al., 2014, p. 322). Since this event this has been an area that has shown considerable improvement. This has been accomplished through the use of NIMS and collaborative efforts of first responder leaders to craft an all hazards model of response. By doing both of these things, partner agencies are better able to fold into the rescue

From the perspective of a health care administrator, I will identify, develop, and discuss strategic issues in planning a model by prioritizing issues facing a community when dealing with a natural disaster using the four MAPP assessments that align with the shared community mission. Lastly, I explain how you would promote collaborations among clinical professionals, explain methods that encourage physician leadership in patient care enhancement, and explain quality initiatives that reduce organizational risk and support patient safety.

According to Federal Emergency Management Agency (FEMA), there are many factors that will affect the direction of emergency management in the coming years. These can be classified as global challenges, global opportunities, national challenges, national opportunities, professional challenges, and professional opportunities. Global Challenges include some issues like global climate change, increasing population and population density, increasing resource scarcities, rising income inequality, and increasing risk aversion. Global Opportunities has to do with increased scientific understanding of the hazards and societal responses, as well as revolutionary technologies. National Challenges involves increasing urbanization and hazard exposure, interdependencies in infrastructure, continued emphasis on growth, rising costs of disaster recovery, increasing population diversity, terrorist threats, low priority of emergency management, legal liability, and intergovernmental tensions. Due to these factors that will affect the direction of emergency management in the coming years, there is need for us at emergency management division to adjust operational plans to meet these challenges and especially changes emanating from constant changes expected in technology and other threats we face.

The City of Douglas which is located within Cochise county uses a SWOT analysis to examine the organization's strengths, weaknesses, opportunities, and threats(“Cochise County”, 2012). An emergency operations center is a central location from which local governments can provide interagency coordination and executive decision making in support of incident response and recovery operations. In the event of a disaster an emergency operations center acts as a base for operations fro local government

In the essay "Top Ten Competency For Professional Emergency Management" Author B. Wayne Blanchard states, that Emergency Management requires collaboration from different organizations for it to be effective. Some of the organizations that a person is dealing with is Local and state and national level organizations. Some of the local organizations that communities deal with are American Red Cross, Cert (Community Emergency Response Team) and Emergency responders like the Fire Departments, and Police department. Some of our State and national organizations that we deal with are Fema (Federal Emergency Management Agency) and Homeland Security.

The disaster which hit the Maricopa County in the State of Arizona in September 2014 was a major disaster that necessitated the community preparedness for leading successful response and a prompt recovery. Besides emergency managers, many officials and the private are involved in the processes. Some of these stakeholders are public health, public safety, and municipal officials. Collaboration is needed for getting all those involved in the processes to interact accordingly. This paper addresses the major collaboration strengths between emergency responders, public health, public safety, and municipal officials to deliver accurate response and recovery during the event, the main weaknesses of the collaboration among all those that were involved in the efforts, and recommendations for improving the collaboration between the stakeholders.

An EOP is the “scope of preparedness and emergency management activities necessary format jurisdictions (FEMA, 2010).” There are three EOP formats such as the Traditional functional format, The Emergency Support function format, and Agency-Department focused format. There is a lot that goes into an EOP; there is “the purpose of the plan; the situation; assumptions; CONOPS; organization and assignment of responsibilities; administration and logistics; plan development and maintenance; and authorities and references (FEMA, 2010).” However, in order for a emergency to be successfully handled so that less damage is caused and lives are saved it is important to have communication; the entire time. Without the line of communication everything else

As the Disaster Coordinator for the city I am responsible for ensuring the public safety and welfare of the citizens within the city's jurisdiction. This requires me to have a full understanding on my role and responsibilities for managing disaster response and employing resources in order to save lives, protect property, the environment. Additionally I’m tasked to preserve the less tangible but equally important social, economic and political structures. My first reaction was to alert the regional Joint Terrorism Task Force to prepare them for possible activation. Next it is vital to gain situational awareness and develop a Common Operating Picture (COP). This COP is the who, what, where, when and how as it relates to the incident. Situational awareness starts at the incident site and includes continuous monitoring of reporting channels to gain

The issues discussed in the paper only reach a few areas of concern that could be researched in a reasonable time period. Although, this basic research showed significant issues are present in government involvement in Emergency Services, there needs to be more research to sow that best practices are needed and can be used to prevent further untoward employee actions and liability toward the municipalities. This sends a message that continued research of this topics and specifics within the issues be approached in a professional manner to help government achieve more professional, ethical and lawful approaches to employees and their specific

Emergency managers that I have met tend to be sponges, soaking up information. Britton argues that uncertainty is becoming a large part of the emergency managers mindset. Emergency managers must coordinate with others outside the field to gain insight into many situations. Britton argues that legitimacy is gained from the interface with other careers to reach a common objective. The student must be able to work outside of their comfort zones to develop this fifty-thousand foot view of all interrelated fields as they pertain to emergency management.

Resources and responsibility were out of alignment. (Donahue, Zeckhauser, 2011) .In order to avoid another failed response to disasters, as was done in Hurricane Katrina, emergency management networks needs to learn to communicate with each organization within the response framework and to better their understanding that collaboration will produce benefits. Responsiveness and collaboration can be easily confused. Confusion can help stimulate the desire for hierarchal control and disasters will produce responsiveness. Responsiveness to be effective will not occur without collaboration. (Koliba, et al,

The burden of emergency management has grown great deal in the last few decades. We have seen an increase in natural disasters, a new threat of terrorism on our front door and an increase in manmade disasters. All of these have tested emergency management in a number of cities and towns across the nation. It is not always disasters that present problems for emergency managers. We have to look beyond our traditional view of emergency management of helping us during times of disasters and view what issues they consider may affect their emergency response. Issues that emergency management see that are moving into the critical area are issues of urbanization and hazard exposure, the rising costs of disaster recovery, and low priority of emergency management.

When a disaster has taken place, first responders who provide fire and medical services will not be equipped to meet the demands for many services. Several issues such as the number of victims, communication failures and road blockages will stop people from accessing emergency services they have come to expect at a moment 's notice through 911 emergency services. Individuals will have to rely on others for help in order to meet their immediate lifesaving and life sustaining needs. If access is blocked or the agency’s capacity is exceeded, it may be hours or days before trained help arrives. There is a four-phase model that organizes the events of emergency managers. This model is known as the “life cycle” which includes dour

The Crisis Response Plan for the Fort Worth Police Department should be maintained by the Chief of Staff and should be comprised of the Crisis Response Plans submitted by each Division and Command. The Fort Worth Crisis Response Plan should contain a set of operational guidelines as a foundation for addressing crises for which there has been planning and training and crises that were unforeseen.

The EOC is highly secure and set up to accommodate an adequate amount of emergency response personnel and EOC staff (room capacity is 60 people) (Lavelle, 2016). These dedicated operations rooms can also serve as multi-use space and can be consolidated or expanded depending on operational needs (Lavelle, 2016). Recently, the EOC received several upgrades to its monitoring systems and in technical equipment, including a more expansive phoning system, new televisions and computers (Lavelle, 2016). The EOC also has smaller conference rooms, which are physically separate from the primary operations room and is set up to not interfere with ongoing operations (Lavelle, 2016).