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1
Koenig, Kristi L. "Homeland Security and Public Health: Role of the Department of Veterans Affairs, the US Department of Homeland Security, and Implications for the Public Health Community." Prehospital and Disaster Medicine 18, no. 4 (December 2003): 327–33. http://dx.doi.org/10.1017/s1049023x0000128x.
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AbstractThe terrorist attacks of 11 September 2001 led to the largest US Government transformation since the formation of the Department of Defense following World War II. More than 22 different agencies, in whole or in part, and >170,000 employees were reorganized to form a new Cabinet-level Department of Homeland Security (DHS), with the primary mission to protect the American homeland. Legislation enacted in November 2002 transferred the entire Federal Emergency Management Agency and several Department of Health and Human Services (HHS) assets to DHS, including the Office of Emergency Response, and oversight for the National Disaster Medical System, Strategic National Stockpile, and Metropolitan Medical Response System. This created a potential separation of “health” and “medical” assets between the DHS and HHS. A subsequent presidential directive mandated the development of a National Incident Management System and an all-hazard National Response Plan.While no Department of Veterans Affairs (VA) assets were targeted for transfer, the VA remains the largest integrated healthcare system in the nation with important support roles in homeland security that complement its primary mission to provide care to veterans. The Emergency Management Strategic Healthcare Group (EMSHG) within the VA's medical component, the Veteran Health Administration (VHA), is the executive agent for the VA's Fourth Mission, emergency management. In addition to providing comprehensive emergency management services to the VA, the EMSHG coordinates medical back-up to the Department of Defense, and assists the public via the National Disaster Medical System and the National Response Plan.This article describes the VA's role in homeland security and disasters, and provides an overview of the ongoing organizational and operational changes introduced by the formation of the new DHS. Challenges and opportunities for public health are highlighted.
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White, Richard. "Homeland Security in a Nutshell." International Journal of Social Science Studies 5, no. 6 (May 4, 2017): 9. http://dx.doi.org/10.11114/ijsss.v5i6.2398.
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As the Department of Homeland Security begins its 2018 Quadrennial Homeland Security Review, it will certainly address the question “what is homeland security?”. This article is meant to provide a concise overview. It begins with a definition and relates it back to the origins of homeland security. It then takes that same definition and projects it onto the DHS mission sets. It then takes a closer look at DHS missions in border and transportation security, counterterrorism, emergency management, countering weapons of mass destruction, critical infrastructure protection, and cybersecurity. It concludes with a unique argument that homeland security may be only a transient concern, and that technological change may offer a brighter future.
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Bullock, Jane A., and George D. Haddow. "The future of emergency management." Journal of Emergency Management 2, no. 1 (January 1, 2004): 19. http://dx.doi.org/10.5055/jem.2004.0006.
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The discipline of emergency management (EM) is at a critical crossroads. Emergency managers around the world are faced with new threats, new responsibilities, and new opportunities. This paper examines the organizational changes made by the US federal government in shaping the new Department of Homeland Security (DHS) and presents three key lessons learned during the past decade that could guide emergency planners as they design and manage EM organizations of the future.
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Weaver, DPA, John Michael. "The Department of Defense and Homeland Security relationship: Hurricane Katrina through Hurricane Irene." Journal of Emergency Management 13, no. 3 (May 1, 2015): 265. http://dx.doi.org/10.5055/jem.2015.0240.
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This research explored federal intervention with the particular emphasis on examining how a collaborative relationship between Department of Defense (DOD) and Homeland Security (DHS) led to greater effectiveness between these two federal departments and their subordinates (United States Northern Command and Federal Emergency Management Agency, respectively) during the preparation and response phases of the disaster cycle regarding US continental-based hurricanes. Through the application of a two-phased, sequential mixed methods approach, this study determined how their relationship has led to longitudinal improvements in the years following Hurricane Katrina, focusing on hurricanes as the primary unit of analysis.
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Hildebrand, PhD, Sean. "Controlling disasters: Local emergency management perceptions about Federal Emergency Management and Homeland Security actions after September 11, 2001." Journal of Emergency Management 15, no. 5 (September 1, 2017): 291. http://dx.doi.org/10.5055/jem.2017.0338.
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This article examines local emergency manager's beliefs regarding control over tasks during various stages of the hazard cycle since federal policies went into effect following the September 11 attacks. The study considers whether a disparity exists between the actions of local officials during each phase of the “hazard cycle” and the policy expectations of the federal government, which call for greater federal control over activities in emergency management and homeland security. To do so, hypothesis testing investigates the jurisdiction's use of comprehensive emergency management (CEM) practices, the perceived “clarity” of the federal policy demands, and if the local actors feel coerced to comply with federal policy demands so that grant funding is not compromised. Using a model developed from “third-generation” policy implementation research, the results show that the odds of local officials citing federal control over these actions have very limited statistical significance. This signals that the perceived lack of local input into the development of these federal policies and the policies’ limited use of traditional CEM measures may not be in concert with what local actors perform in the field. Simply put, the respondents claim to understand the federal policy demands, support the concept of federal control as the policies describe, yet follow their own plans or traditional CEM principles, even if such actions do not support the federal policy demands. These results align with pre-existing research in the emergency management field that show issues with efforts to centralize policies under the Department of Homeland Security and Federal Emergency Management Agency.
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PhD, MBA, Stacey A. "Development of a national sport event risk management training program for college command groups." Journal of Emergency Management 11, no. 4 (February 16, 2017): 313. http://dx.doi.org/10.5055/jem.2013.0147.
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The US Department of Homeland Security identified college sport venues as terrorist targets due to the potential for mass casualties and catastrophic social and economic impact. Therefore, it is critical for college sport safety and security personnel to implement effective risk management practices. However, deficiencies have been identified in the level of preparedness of college sport event security personnel related to risk management training and effective emergency response capabilities. To address the industry need, the National Center for Spectator Sports Safety and Security designed, developed, and evaluated a national sport event risk management training program for National Collegiate Athletic Association command groups. The purpose of this article was to provide an overview of the design, development, and evaluation process.
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Weaver, DPA, John Michael. "Quantifying effectiveness in emergency management." Journal of Emergency Management 12, no. 5 (September 1, 2014): 378. http://dx.doi.org/10.5055/jem.2014.0202.
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This study looked at the relationship between the Departments of Defense (DOD) and Homeland Security (DHS). Moreover, it reviewed the interface between their two subordinate organizations (Northern Command under DOD and the Federal Emergency Management Agency under DHS) with primacy over domestic disasters. Understanding the importance of intergovernmental relations (IGRs), the article dissected the interrelatedness of these organizations regarding hurricanes and the subsequent involvement of federal preparation and response efforts. The informal networked relationships were evaluated using regression analysis focusing on secondary sources of data and several variables. The vitality of collaborative networks is grounded in literature and has been espoused by Waugh and Streib1 in the world of emergency management; this study expanded on their premise.
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McCarthy, Melissa L., Peter Brewster, Edbert B. Hsu, Anthony G. Macintyre, and Gabor D. Kelen. "Consensus and Tools Needed to Measure Health Care Emergency Management Capabilities." Disaster Medicine and Public Health Preparedness 3, S1 (June 2009): S45—S51. http://dx.doi.org/10.1097/dmp.0b013e31819f4186.
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ABSTRACTThere is no widely accepted, validated framework of health care emergency management capabilities (HEMCs) that can be used by facilities to guide their disaster preparedness and response efforts. We reviewed the HEMCs and the evaluation methods used by the Veterans Health Administration, The Joint Commission, the Institute of Medicine Metropolitan Medical Response System committee, the Department of Homeland Security, and the Department of Health and Human Services to determine whether a core set of HEMCs and evaluative methods could be identified.Despite differences in the conceptualization of health care emergency management, there is considerable overlap among the agencies regarding major capabilities and capability-specific elements. Of the 5 agencies, 4 identified occupant safety and continuity of operations as major capabilities. An additional 5 capabilities were identified as major by 3 agencies. Most often the differences were related to whether a capability should be a major one versus a capability-specific element (eg, decontamination, management of resources). All of the agencies rely on multiple indicators and data sources to evaluate HEMCs. Few performance-based tools have been developed and none have been fully tested for their reliability and validity. Consensus on a framework and tools to measure HEMCs is needed. (Disaster Med Public Health Preparedness. 2009;3(Suppl 1):S45–S51)
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Son, Changwon, Farzan Sasangohar, and S. Camille Peres. "Redefining and Measuring Resilience in Emergency Management Systems." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 61, no. 1 (September 2017): 1651–52. http://dx.doi.org/10.1177/1541931213601899.
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Inherent limitations of controlling risks in complex socio-technical systems were revealed in several major catastrophic disasters such as nuclear meltdown in Fukushima Daiichi nuclear power plant in 2011, well blowout in Deepwater Horizon drilling rig in 2010, and Hurricane Katrina in 2005. While desired risk management leans toward the prevention of such unwanted events, the mitigation of their impact becomes more important and emergency response operations provide the last line of protection against disasters (Kanno, Makita, & Furuta, 2008). In response to September 11 terrorist attack at World Trade Center in New York, U.S. Government launched the National Incident Management System (NIMS), an integrated national and multi-jurisdictional emergency preparedness and response program (Department of Homeland Security, 2008). The NIMS framework is characterized by a common operating picture, interoperability, reliability, scalability and portability, and resilience and redundancy (Department of Homeland Security, 2008). Among these characteristics, effective emergency response operations require resilience because planned-for actions may not be implementable and therefore the emergency response organizations must adapt to and cope with uncertain and changing environment (Mendonca, Beroggi, & Wallace, 2003). There have been many attempts to define resilience in various disciplines (Hollnagel, Woods, & Leveson, 2007). Nevertheless, such attempts for emergency management systems (EMS) is still scarce in the existing body of resilience literature. By considering traits of EMS, this study proposes the definition of resilience as ‘ a system’s capability to respond to different kinds of disrupting events and to bring the system back to a desired state in a timely manner with efficient use of resources, and with minimum loss of performance capacity.’ In order to model resilience in EMS, the U.S. NIMS is chosen because it allows for investigation of resilient behavior among different components that inevitably involve both human agents and technological artifacts as joint cognitive systems (JCSs) (Hollnagel & Woods, 2005). In the NIMS, the largest JCS comprises five critical functions: Command, Planning, Operations, Logistics and Finance & Administration (F&A) (Department of Homeland Security, 2008). External stimuli or inputs to this JCS are events that occur outside of its boundary such as uncontrolled events. When these events do occur, they are typically perceived by the ‘boots-on-the-ground’ in the Operations function. The perceived data are reported and transported to the Planning function in which such data are transformed into useful and meaningful information. This information provides knowledge base for generating a set of decisions. Subsequently, Command function selects some of those decisions and authorizes them with adequate resources so that Operations actually take actions for such decisions to the uncontrolled events. This compensation process continues until the JCS achieves its systematic goal which is to put the event under control. On the other hand, Logistics feeds required and requested resources such as workforce, equipment and material for the system operations and F&A does the accounting of resources as those resources are actually used to execute its given missions. Such JCS utilizes two types of memory: a collective working memory (CWM) can be manifested in the form of shared displays, document or whiteboards used by teams; similarly, collective long-term memory (CLTM) can take forms of past accident reports, procedures and guidelines. Based on this conceptual framework for resilience of emergency operations, five Resilient Performance Factors (RPFs) are suggested to make resilience operational in EMS. Such RPFs are adaptive response, rapidity of recovery, resource utilization, performance stability and team situation awareness. Adaptation is one of the most obvious patterns of resilient performance (Leveson et al., 2006; Rankin, Lundberg, Woltjer, Rollenhagen, & Hollnagel, 2014). Another factor that typifies resilience of any socio- technical system is how quickly or slowly it bounces back from perturbations (Hosseini, Barker, & Ramirez-Marquez, 2016). In most systems, resources are constrained. Hence, resilience requires the effective and efficient use of resources to varying demands. As such demands persist over time, the system’s performance level tends to diminish. For the EMS to remain resilient, its performance should be maintained in a stable fashion. Finally, EMS is is expected to possess the ability to perceive what is currently taking place, to comprehend what such occurrence actually means, and to anticipate what may happen and decide what to do about it. When this occurs within a team, it is often referred to as team situation awareness (Endsley, 1995; McManus, Seville, Brunsden, & Vargo, 2007). This resilience model for EMS needs validation and many assumptions and simplifications made in this work require further justification. This model will be discussed and validated by using subsequent data collection from Emergency Operations Training Center operated by Texas A&M Engineering Extension Service (TEEX) and will be reported in future publications.
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Roberts, Patrick S. "FEMA and the Prospects for Reputation-Based Autonomy." Studies in American Political Development 20, no. 1 (April 2006): 57–87. http://dx.doi.org/10.1017/s0898588x06000010.
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Following its 1992 reorganization, the once scandal-ridden and sclerotic Federal Emergency Management Agency (FEMA) experienced a dramatic turnaround. The agency morphed from a caricature of the ills of bureaucracy into a model of effective federal administration. Politicians who previously blamed the agency for its slow and inefficient response to disasters came to depend on the agency to lend credibility to their own efforts. After the agency’s reorganization, politicians at all levels of government purposefully appeared beside FEMA workers. As recently as 2002, FEMA’s reputation was so strong that the designers of the Department of Homeland Security (DHS) included FEMA in it to lend prestige to the nascent department. Unlike other agencies so included, FEMA was allowed to keep its name, confirming the cachet of its brand.
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Shapiro, BSHS, EMT-P, Geoffrey L., John H. Armstrong, MD, Kathryn Roberts, BA, James Gordon, SGT (Ret.), E. Reed Smith, MD, FACEP, Jeffrey Afman, MS, and Scott M. Sasser, MD, FACEP. "The Joint Counterterrorism Awareness Workshop Series (JCTAWS): Integrating disciplines for enhanced capabilities during a complex coordinated attack." Journal of Emergency Management 17, no. 3 (May 1, 2019): 210–12. http://dx.doi.org/10.5055/jem.2019.0419.
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Evolving threats, such as Complex Coordinated Terrorist Attacks (CCTAs) and other High-Threat Active Violence Incidents, require a comprehensive “Whole of Community” approach to enhance readiness within the emergency management mission. Engaging all community stakeholders, inclusive of the private sector, public safety organizations, and the health and healthcare communities, is essential for risk reduction by preventing and limiting consequences from such critical incidents. The Joint Counterterrorism Awareness Workshop Series (JCTAWS) is a unique interdisciplinary table-top exercise sponsored by the Department of Homeland Security/Federal Emergency Management Agency, Federal Bureau of Investigation, and National Counterterrorism Center, and is designed to test plans and capabilities surrounding a CCTA. JCTAWS focuses on response integration between and across disciplines and jurisdictions. The workshop stimulates participant identification of best practices and gaps so that plans can be refined and resources realigned to improve response coordination for CCTAs.
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Garrett, Terence Michael. "Katrina, Rita, Challenger and Columbia: Operationalizing a Knowledge Analytic in NASA and DHS Crises." Public Voices 10, no. 1 (December 8, 2016): 23. http://dx.doi.org/10.22140/pv.134.
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Recent and past problems with the NASA shuttle program are illustrative of decisionmaking problems centered at the executive level of knowledge on the organizational pyramid. The poor responses to hurricanes Katrina and Rita by executives at all levels of government, but particularly with regard to the Department of Homeland Security (DHS) and the Federal Emergency Management Agency (FEMA), also bear scrutiny. These catastrophic incidents, beyond the obvious partisan/political differences and the physical and psychological devastation, are demonstrative of management failures in their respective organizations. The author argues that the key to unlocking the conundrum of management failure rests with the fact that multiple knowledges exist in modern organizations like NASA, DHS, and FEMA and the use and development of the knowledge analytic offers new theoretical insights for understanding managerialcrises.
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Connolly, EdD, Maureen. "Aligning Institutions of Higher Education emergency preparedness plans with the National Response Framework." Journal of Emergency Management 10, no. 4 (July 1, 2012): 241. http://dx.doi.org/10.5055/jem.2012.0102.
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Colleges and universities must be prepared to respond to events that could compromise the safety of any person in a classroom, residence hall, office, or any other campus facility as well as for any event that could jeopardize the continuation of use of any campus facility. The Federal Emergency Management Agency (FEMA) states, “Higher education institutions ... are realizing that improving their campus’ resistance to disaster will not only protect their own lives and those of their students, it will also safeguard their campus’ instruction, research, and public service.” The US Department of Homeland Security, FEMA developed the overarching strategy, the National Response Framework (NRF), for emergency preparedness for “government executives, private-sector and nongovernmental organization leaders.” FEMA and the Department of Education (DOE) developed specific guidelines for emergency preparedness for colleges and universities. This study linked these guidelines to the five principles of the NRF. Most institutions have an emergency preparedness plan, but just how effective are these plans? Do community colleges, state, independent, and proprietary institutions differ in terms of their level of emergency preparedness? The target population for this study is colleges and universities in the United States. This quantitative study measured how aligned the emergency preparedness plans of these colleges and universities are to the recommendations of FEMA and the US DOE, Office of Safe and Drug-Free Schools. The data suggest that much more needs to be done to bring college and university emergency plans into alignment with the government recommendations. Alignment with the government documents for this sample of US colleges and universities is extremely low for each principle of the NRF.
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Schwartz, Michael D., Mark E. Sutter, Derek Eisnor, and Mark A. Kirk. "Contingency Medical Countermeasures for Mass Nerve-Agent Exposure: Use of Pharmaceutical Alternatives to Community Stockpiled Antidotes." Disaster Medicine and Public Health Preparedness 13, no. 03 (October 15, 2018): 605–12. http://dx.doi.org/10.1017/dmp.2018.99.
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ABSTRACTHaving sufficient medical countermeasures (MCMs) available for the treatment of acetylcholinesterase-inhibiting nerve agent poisoned patients following a mass chemical exposure is a challenge for communities. After stockpiles containing auto-injectors are exhausted, communities need to be aware of alternative pharmaceutical options. The Department of Homeland Security Chemical Defense Program convened a federal interagency working group consisting of first responders, clinicians, and experts from the fields of medical toxicology, pharmacology, and emergency management. A literature review of pharmaceutical alternatives for treating nerve agent toxicity was performed. Pharmaceuticals that met the federal Public Health Emergency Medical Countermeasures Enterprise Product Specific Requirements were prioritized. Food and Drug Administration approval for one indication, market availability, and alignment to government procurement strategy were considered. This article summarizes the literature on comparative pharmacokinetics and efficacy against nerve agents (where available) of Food and Drug Administration approved drugs with muscarinic acetylcholine receptor antagonist and gamma-aminobutyric acid receptor agonist effects. This work is intended to serve as a resource of pharmaceutical options that may be available to communities (ie, emergency managers, planners, clinicians, and poison centers) when faced with a mass human exposure to a nerve agent and inadequate supplies of MCMs. (Disaster Med Public Health Preparedness. 2019;13:605-612)
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Wojtalewicz, MS, CEM®, LTC (R), Cliff, Adam Kirby, MS, and J. Eric Dietz, PhD, PE, LTC (R). "Implementation and modeling of a Regional Hub Reception Center during mass evacuation operations." Journal of Emergency Management 12, no. 3 (May 1, 2014): 197. http://dx.doi.org/10.5055/jem.2014.0172.
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When developing response plans in the aftermath of a catastrophic incident, jurisdictions often fail to conduct the necessary interdisciplinary planning needed to fully address the needs across jurisdictional borders. The Purdue Homeland Security Institute (PHSI) was selected by the City of Chicago Office of Emergency Management and Communications (OEMC) in 2010 to lead an effort to address planning across jurisdictional borders during mass evacuations following a catastrophic incident. Specifically, PHSI was chosen to lead the effort in developing a planning and implementation guide for standing up a conceptual Regional Hub Reception Center (RHRC). A major component within the mass evacuation and sheltering continuum, the RHRC is designed to provide evacuees with quick-response mass care and emergency assistance while their other needs are assessed and appropriate shelter locations are identified. The RHRC also provides a central location to leverage governmental, nongovernmental, and private sector resources and is the first point in the evacuation, mass care, and sheltering concept of operations where more comprehensive support (food, shelter, medical, psychological, household pet sheltering, reunification, etc) can be expected. PHSI undertook this lead role working within the Illinois-Indiana-Wisconsin (IL-IN-WI) Combined Statistical Area (CSA) as part of the US Department of Homeland Security Regional Catastrophic Planning Grant Program. Coordinating closely with the City of Chicago OEMC and IL-IN-WI CSA Regional Catastrophic Planning Team, PHSI lead the research effort using resource and capability data compiled from all 17 jurisdictions within the IL-IN-WI CSA and validated the RHRC concept using three tabletop exercises. Upon completion, the PHSI team published the RHRC planning guide complete with procedures and processes that define the roles and responsibilities of government, nongovernment organizations, and private sector for providing RHRC mass care functions and RHRC capability and capacity assessments. This article further examines the potential for using simulation modeling as a cost-effective means to rapidly evaluate any facility for potential use as a RHRC and to measure and maximize RHRC operational efficiency. Using AnyLogic simulation software, PHSI developed a first-ever model of a theoretical RHRC capable of simulating, measuring, and manipulating RHRC operations under specified conditions/ scenarios determined by the emergency management planner. Future simulation modeling research promises to promote the Whole Community Approach to response and recovery by reinforcing interdisciplinary planning, enhancing regional situational awareness, and improving overall jurisdictional coordination and synchronization.
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Valcik, Nicolas A. "Using Geospatial Information Systems for Strategic Planning and Institutional Research for Higher Education Institutions." International Journal of Strategic Information Technology and Applications 3, no. 4 (October 2012): 31–47. http://dx.doi.org/10.4018/jsita.2012100103.
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This article discusses the implementation and use of Geospatial Information Systems (GIS) at The University of Texas at Dallas in the Office of Strategic Planning and Analysis (OSPA). Many institutional research offices primarily focus on traditional statistical and analytical tools to provide data for assessing, developing, or modifying institutional policies. However, by adding an additional facet such as location, more in depth analysis can be provided on a wide array of research topics. The article focuses on how the Office of Strategic Planning and Analysis utilizes Geospatial Information Systems (GIS) for a wide array of tasks. GIS is used currently by the department for facility information, tracking logistics through the university, benchmarking and for operational information for the university. In addition GIS can be used for admissions and recruiting, alumni giving, emergency management as well as homeland security purposes. In this article the requirements for using GIS in an institutional research or strategic planning office is addressed as well as some pitfalls and advantages to using such applications to perform institutional research in addition to providing data that can be used for institutional operations.
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Persell, D. J. "(A50) The Nurse as Incident Commander." Prehospital and Disaster Medicine 26, S1 (May 2011): s15. http://dx.doi.org/10.1017/s1049023x11000628.
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The year 2010 brought an unprecedented public health response to the novel H1N1 influenza pandemic. Included in that response were colleges and universities across the globe. At universities not associated with medical centers, medical directors of student health looked to nursing faculty or nurse practitioner directors of student health for leadership. From the day novel H1N1 was formally declared a public health emergency, Arkansas State University utilized a nurse faculty member with expertise in homeland security as its Incident Commander. A portion of the nurse's time was dedicated to managing the incident. The nurse was positioned to provide guidance and lead the response with an understanding of university structures as well as business and academic continuity. From the beginning, the nurse utilized the Incident Command System to manage the response. Portions of the University's Incident Command structure were activated and Incident Command meetings were held no less than every two weeks. A tabletop exercise was developed specifically for a university setting and to give University officials practice at pandemic management. The nurse's clinical focus and pre-established relationships with disaster response and public health officials allowed critical access to important resources that the University would have otherwise gone without. She guided the University through redefining their pandemic plan, including assisting residence life in establishing alternative housing for sick students. An on-line reporting system was developed that was utilized by faculty, students, staff, and other concerned constituents. A public awareness campaign on the campus was instituted and 1,000 posters were posted around campus encouraging sick students to stay home and/or seek medical care. The World Health Organization, (US) Centers for Disease Control and Prevention, and Department of Education guidelines were monitored and implemented. Two mass-immunization clinics were held on the campus with > 7,000 immunizations provided.
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Jamieson, Gil. "NIMS AND THE INCIDENT COMMAND SYSTEM." International Oil Spill Conference Proceedings 2005, no. 1 (May 1, 2005): 291–94. http://dx.doi.org/10.7901/2169-3358-2005-1-291.
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The way this nation prepares for and responds to domestic incidents is about to change. It won't be an abrupt change; best practices that have been developed over the years are part of this new comprehensive national approach to incident management known as the National Incident Management System (NIMS). But it will change—and for the better. Developed by the Department of Homeland Security and issued in March 2004, the NIMS will enable responders at all jurisdictional levels and across all disciplines to work together more effectively and efficiently. Beginning in FY 2006, federal funding for state, local and tribal preparedness grants will be tied to compliance with the NIMS. One of the most important ‘best practices’ that has been incorporated into the NIMS is the Incident Command System (ICS), a standard, on-scene, all-hazards incident management system already in use by firefighters, hazardous materials teams, rescuers and emergency medical teams. The ICS has been established by the NIMS as the standardized incident organizational structure for the management of all incidents. Although many agencies now use various forms of ICS, there is considerable uncertainty about NIMS ICS and the impact it will have on systems and processes currently in place. These are important questions because one of the FY 2005 requirements for implementing NIMS is “institutionalizing the use of ICS, across the entire response system.” This paper is intended to provide an historical perspective on the development of ICS, explain how NIMS ICS works, describe how it is different from previous systems, and discuss the future of NIMS ICS training.
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Emrick, JD, Preeti V., and Kimberly L. Nagel, MA, CEM. "Redefining regional planning." Journal of Emergency Management 8, no. 5 (September 1, 2010): 9. http://dx.doi.org/10.5055/jem.2010.0028.
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In the wake of recent disasters including September 11, 2001, and the 2005 hurricane season, regional planning has become a high priority. Despite the 2007 release of the National Preparedness Guidelines, improving regional collaboration has continued to be a significant challenge and remains immeasurable. Regional operational plans are ineffective during disasters because of the differing goals of the jurisdictions within that region. It is evident that regions should be formed naturally based on how jurisdictions usually interact with each other. Regional planning is ineffective today because the federal funding process does not promote regional planning as a main goal. The Department of Homeland Security (DHS) identified Expanding Regional Collaboration as a National Priority; however, DHS does not effectively target this priority with grant money. To accomplish true regional collaboration, it is important to remember that all disasters are local. The federal government has become highly reactionary to major incidents and has forgotten this basic truth. Federal policies are built from the top down and do not effectively facilitate the traditional decentralized system of emergency management. The overhaul of existing systems to conform with national policies has resulted in less effective planning and disaster response. Regional planning needs to incorporate local jurisdictions and define their roles and processes. Local operational plans must be developed in concert with each other. Plans created for the region should be regional coordination plans. Additionally, the grant money must be tied closer to the National Priority of Expanding Regional Cooperation.
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Kimrey, LT Christopher M. "METACOGNITIVE DECISION MAKING IN OIL SPILL RESPONSE-BEHAVIORAL BIAS IN RELATION TO PERCEIVED RISK." International Oil Spill Conference Proceedings 2017, no. 1 (May 1, 2017): 1453–70. http://dx.doi.org/10.7901/2169-3358-2017.1.1453.
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ABSTRACT 2017-205 Catastrophic events like Deepwater Horizon, Exxon Valdez, major hurricanes, and other such anomalies have a tendency to overwhelm the initial crisis management leadership due to the chaotic nature of the event. The inability to quickly and accurately make critical assessments about the magnitude and complexity of the emerging catastrophe can spell disaster for crisis managers long before the response ever truly takes shape. This paper argues for the application of metacognitive models for sense and decision-making. Rather than providing tools and checklists as a recipe for success, this paper endeavors to provide awareness of the cognitive processes and heuristics that tend to emerge in crises including major oil spills, making emergency managers aware of their existence and potential impacts. Awareness, we argue, leads to recognition and self-awareness of key behavioral patterns and biases. The skill of metacognition—thinking about thinking—is what we endeavor to build through this work. Using a literature review and cogent application to oil spill response, this paper reviews contemporary theories on metacognition and sense-making, as well as concepts of behavioral bias and risk perception in catastrophic environments. When catastrophe occurs—and history has proven they will—the incident itself and the external pressures of its perceived management arguably emerge simultaneously, but not necessarily in tandem with one another. Previous spills have demonstrated how a mismanaged incident can result in an unwieldy and caustic confluence of external forces. This paper provides an awareness of biases that lead to mismanagement and apply for the first time a summary of concepts of sense-making and metacognition to major oil spill response. The views and ideas expressed in this paper are those of the author and do not necessarily reflect the views of the U.S. Coast Guard or Department of Homeland Security.
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Warren, Christopher J., Amy MacFadyen, and Charlie Henry. "Mapping Oil for the Destroyed Taylor Energy Site in the Gulf of Mexico." International Oil Spill Conference Proceedings 2014, no. 1 (May 1, 2014): 299931. http://dx.doi.org/10.7901/2169-3358-2014-1-299931.1.
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The Marine Pollution Program of NOAA/NESDIS's Satellite Analysis Branch (SAB) consists of manual detection and mapping of oil slicks through the use of available moderate to high resolution visible imagery such as MODIS (NASA), Landsat-7 (USGS) and SPOT-5 (CNES). Prior to 2012, synthetic aperture radar (SAR) imagery from ENVISAT (ESA) was acquired in addition to visible imagery for satellite-based oil spill detection. Frequently oil spills are small in size and short in duration, but there have been times when events have continued to persist for weeks, months and even years. Located approximately 10 miles southeast of the Mississippi River Delta in the Gulf of Mexico resides the former location of the now destroyed Taylor Energy oil rig. This platform was damaged in 2004 during the passage of Hurricane Ivan and since then small surface oil slicks and sheens have been observed in satellite imagery originated from the site. Surface slicks or sheens associated with this source are frequently detected in satellite imagery analysis (>110 images since August 2010). Slicks are typically aligned along the isobaths (southwest to northeast) with typical dimensions of 0.5–2 km by 10–30 km varying with wind conditions (i.e. longer slicks tend to be more visible in satellite under winds generally <10 kts). The distribution of slick detection has two peaks, one in May with secondary maxima in September. This is primarily due to the advantage of having sun-glint, which enhances the ability for surface slick detection during the months from April to October in the Gulf of Mexico. On several occasions overflight reports have confirmed the presence of oil sheens at this location, matching very well with satellite analyzed maps. Geographic Information System (GIS) shapefiles and Keyhole Markup Language (KML) files depicting the location of the observed oil from satellites are disseminated to NOAA's National Ocean Service (NOS) Emergency Response Division (ERD), U.S. Coast Guard, Department of Homeland Security, Bureau of Ocean Energy Management and several local and state agencies. NOS/ERD uses these analyses in their surface oil trajectory models in an effort to improve the model's performance.
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Kahan, BA, BS, MSEE, Jerome H. "Emergency management and homeland security: Exploring the relationship." Journal of Emergency Management 13, no. 6 (February 25, 2016): 483. http://dx.doi.org/10.5055/jem.2015.0258.
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In the years after the 9/11 tragedy, the United States continues to face risks from all forms of major disasters, from potentially dangerous terrorist attacks to catastrophic acts of nature. Professionals in the fields of emergency management and homeland security have responsibilities for ensuring that all levels of government, urban areas and communities, nongovernmental organizations, businesses, and individual citizens are prepared to deal with such hazards though actions that reduce risks to lives and property. Regrettably, the overall efficiency and effectiveness of the nation's ability to deal with disasters is unnecessarily challenged by the absence of a common understanding on how these fields are related in the workforce and educational arenas. Complicating matters further is the fact that neither of these fields has developed agreed definitions. In many ways, homeland security and emergency management have come to represent two different worlds and cultures. These conditions can have a deleterious effect on preparedness planning for public and private stakeholders across the nation when coordinated responses among federal, state, and local activities are essential for dealing with consequential hazards. This article demonstrates that the fields of emergency management and homeland security share many responsibilities but are not identical in scope or skills. It argues that emergency management should be considered a critical subset of the far broader and more strategic field of homeland security. From analytically based conclusions, it recommends five steps that be taken to bring these fields closer together to benefit more from their synergist relationship as well as from their individual contributions.
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Bullard, Timothy B., Gary Strack, and Kourtney Scharoun. "Emergency Department Security." Health Care Manager 21, no. 1 (September 2002): 65–73. http://dx.doi.org/10.1097/00126450-200209000-00006.
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Waugh, JR., William L. "Terrorism, Homeland Security and the National Emergency Management Network." Public Organization Review 3, no. 4 (December 2003): 373–85. http://dx.doi.org/10.1023/b:porj.0000004815.29497.e5.
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Kamolvej, Tavida. "Disaster Policy and Politics: Emergency Management and Homeland Security." Journal of Comparative Policy Analysis: Research and Practice 12, no. 1-2 (February 2010): 215–16. http://dx.doi.org/10.1080/13876980903507132.
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McEntire, PhD, David A. "The historical challenges facing emergency management and homeland security." Journal of Emergency Management 5, no. 4 (July 1, 2007): 17. http://dx.doi.org/10.5055/jem.2007.0011.
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This article discusses thirteen challenges facing emergency management and homeland security. These include the tension between national security and the all-hazards approach, apathy, the disconnect between development and disasters, the subsidization of risk, the paper plan syndrome, a reactive approach, a firstresponder orientation, limited budgets, insufficient personnel, heavy work loads, political appointees, poor management, and politics. The article concludes with a discussion and recommendations for the future.
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Drabek, PhD, Thomas E. "Emergency management and homeland security curricula: Contexts, cultures, and constraints." Journal of Emergency Management 5, no. 5 (September 1, 2007): 33. http://dx.doi.org/10.5055/jem.2007.0022.
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During the past three decades, emergency management has become more professionalized. An important part of this transformation has been the explosive growth in higher education of programs designed to provide the fundamental knowledge and skills required of emergency managers. Following the September 11, 2001, attacks, however, curricula reflecting homeland security issues and competencies also have been established. Some have proposed that these program areas should be better integrated. Following a brief summary of the historical context in which these developments occurred, key points of culture clash are identified. It is concluded that future faculty and administrative initiatives will be constrained by these cultural differences and deflected by future governmental policies, disaster events, and other external factors.
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Brodsky, Allen, and Marlow J. Stangler. "Radiation Safety: Protection and Management for Homeland Security and Emergency Response." Health Physics 98, no. 4 (April 2010): 639–41. http://dx.doi.org/10.1097/hp.0b013e3181cbc8c0.
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Brown, PhD, Kelly L., and Christina Scheungrab, BS. "Emergency preparedness: Using the Internet to educate the public." Journal of Emergency Management 6, no. 4 (July 1, 2008): 17. http://dx.doi.org/10.5055/jem.2008.0025.
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This research examines the use of the Internet to educate the public on emergency management and homeland security issues. Despite the fact that disasters, when they occur, happen at the local level and directly impact the general public, the public is conspicuously absent from emergency management planning and training activities at all levels. This is true despite research which suggests that the public, given accurate and relevant information, can respond well to disasters. Educating the public on possible disasters, response scenarios, and other key emergency management issues is a critical first step to engaging the public in emergency management. The current research investigates the use of one means of educating the public, the Internet, on emergency management and homeland security issues. Content analysis of the 50 largest cities in one Midwestern state was conducted to determine the following: if the Internet is used to educate the public, the types of homeland security and emergency management information available to the public on city web sites, and how difficult the existing information is to access. Results show that few cities are using the Internet as a means of educating the public on emergency management issues. Future research should investigate other means by which the general public should be educated and engaged in emergency management and how the public is using the emergency management information available to them.
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Denham, Magdalena, and Ashish Kumar Khemka. "Reducing Risk Through Academic Community Engagement in Homeland Security and Emergency Management." International Journal of Disaster Response and Emergency Management 1, no. 1 (January 2018): 1–21. http://dx.doi.org/10.4018/ijdrem.2018010101.
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This inquiry engaged graduate students in the Homeland Security and Emergency Management program course designated as Academic Community Engagement (ACE) at an Institution of Higher Education (IHE) in rural Texas. The purpose was to evaluate an American Red Cross (ARC) risk-reduction Home Fire Campaign initiative and to implement new strategies designed by students and grounded in after action reports (AARs) and principles of emergency management (EM). Vygotsky's model of social learning and Cultural Historical Activity Theory (CHAT) framed the study. Students partnered with the ARC, emergency responders, and civil society organizations to (a) assess the effectiveness of the ARC-led campaign; (b) apply EM principles in designing the student-led campaign; (c) implement EM principles to new capability-building strategies; and (d) offer recommendations. Comparative analyses of separate campaign events in the community revealed reciprocal benefits; solutions devised by students enhanced program effectiveness and expanded social capital; students reported deep contextualized learning.
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Haupt, Brittany, and Claire Connolly Knox. "Measuring cultural competence in emergency management and homeland security higher education programs." Journal of Public Affairs Education 24, no. 4 (April 9, 2018): 538–56. http://dx.doi.org/10.1080/15236803.2018.1455124.
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Danko, Tiffany. "Student Perceptions in Homeland Security and Emergency Management Education: Experiential Learning Survey." Journal of Experiential Education 42, no. 4 (August 31, 2019): 417–27. http://dx.doi.org/10.1177/1053825919873678.
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Background: Experiential learning is a common instructional method for Homeland Security and Emergency Management (HSEM) education. Purpose: The purpose of this research was to pilot the use of the experiential learning survey (ELS) tool in determining student perceptions of the value and contribution of experiential learning methods in HSEM higher education. Methodology/Approach: The descriptive quantitative study used a census sampling strategy, administering the ELS to students in a graduate HSEM capstone course incorporating experiential opportunities. Findings/Conclusions: Students reported a high level of satisfaction and engagement with the course’s experiential education in part due to its applicability to real-world professional concerns. This included high scores for measures of effectiveness within the ELS subscales. Building on the development and application of the ELS to other fields, the subscales and global scale had good reliability for this study. Implications: This first application of ELS in HSEM education provides insight into student perceptions toward experiential learning practices, and as a tool for evaluating these approaches to HSEM higher education. This pilot supports the ELS as a potential tool in developing research-based practices for instructional development and curriculum evaluations in disciplines incorporating experiential learning.
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Blank, JD, Avery M. "Managing security issues of electronic voting to protect the resiliency of the electoral process." Journal of Emergency Management 10, no. 6 (March 21, 2018): 405. http://dx.doi.org/10.5055/jem.2012.0117.
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The purpose of this article is to heighten the awareness among homeland security and emergency management professionals to the significant role they can play in protecting electronic voting from the very real potential of cyberattacks. It is important for these professionals to understand electronic voting and its advantages and disadvantages at this point in time because the number of cybersecurity attacks is increasing, electronic voting usage is increasing, and the media have overlooked this aspect of the voting system. Homeland security professionals and, in particular, emergency management professionals need to be involved because electronic voting is intimately connected with the nation’s critical infrastructure, voting is a local activity, and the principles of emergency management professionals suggest that they have the relevant skills to help solve the security issues related to electronic voting.
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Murchison, Stuart B. "Uses of GIS for homeland security and emergency management for higher education institutions." New Directions for Institutional Research 2010, no. 146 (July 20, 2010): 75–86. http://dx.doi.org/10.1002/ir.344.
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Clement, Keith. "Curriculum Design and Development at the Nexus of International Crisis Management and Information Systems." International Journal of Information Systems for Crisis Response and Management 2, no. 3 (July 2010): 51–60. http://dx.doi.org/10.4018/jiscrm.2010070104.
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This case study discusses the role of education, curriculum development, research, and service in supporting information systems for crisis response management. The study describes the Council for Emergency Management and Homeland Security (CEMHS) organization that designs and develops academic programs and courses in these specialized areas. CEMHS combines all levels of education in California (from K-12 and postsecondary education) into a “state-wide solution” and network of academicians and professionals in emergency and disaster management, crisis response, and homeland security education and training. The organizational purpose is constructing a “vertical track” of academic programs and specialized programs to benefit and enhance information resource and crisis management. The implications and lessons learned from building collaborative partnerships between the crisis and disaster response academic and professional communities in academic program development and research initiatives are also discussed.
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Kahan, Jerome. "“One DHS” Revisited: Can the Next Homeland Security Secretary Unite the Department?" Journal of Homeland Security and Emergency Management 11, no. 1 (January 4, 2014): 1–24. http://dx.doi.org/10.1515/jhsem-2013-0088.
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Gleason, Joseph. "POLLUTION RESPONSE DURING NATIONAL SPECIAL SECURITY EVENTS: STRIKING A BALANCE BETWEEN SECURITY AND RESPONSE." International Oil Spill Conference Proceedings 2005, no. 1 (May 1, 2005): 943–48. http://dx.doi.org/10.7901/2169-3358-2005-1-943.
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EXECUTIVE SUMMARY During the summer of 2004, the First Coast Guard District in Boston, Massachusetts supported both Presidential political nominating conventions for the 2004 election. The Democratic National Convention was held in Boston, Massachusetts on July 26–29, 2004, and the Republican National Convention was held in New York City from August 30th to September 2, 2004. This was the first time both conventions have taken place within the geographic area of responsibility of a single Coast Guard District. The Secretary of the U.S. Department of Homeland Security declared both of these events as National Special Security Events under Presidential Decision Directive 62 (PDD-62). PDD-62 formalized and delineated the roles and responsibilities of federal agencies in the development of security plans for major events. The 2004 Democratic and Republican Conventions were the first political conventions held in the United States since the terrorist attacks of September 11, 2001. In the months before the Democratic National Convention, the U.S. Department of Homeland Security and the Department of Justice stated that there was credible intelligence from multiple sources indicating that al-Qaeda planned to attempt an attack on the United States during the period leading up to the election. (Joint Statement of Homeland Security Secretary Tom Ridge and Attorney General John Ashcroft on May 28, 2004) The terrorist attacks on the Madrid rail system were a direct attempt by AI Qaeda to influence the elections in Spain, and the U.S. Department of Homeland Security was going to take all appropriate steps to prevent a similar attack in the United States. (Schmidt and Priest, Washington Post May 26, 2004; Page A02) The 2004 Conventions offered a significant challenge for the Coast Guard and other federal, state, and local agencies that had dual responsibility for coordinating security operations while being prepared to respond to a disaster including oil spills and hazardous substance releases—the combination of what was previously designated as crisis and consequence management under PDD-39. This paper will examine lessons learned from planning and operations in support of the conventions. Having served as the First District Project Officer for the Democratic and Republican National Conventions, this paper is written as my observations of the lessons learned and offers some insight into what went well and possible areas for improvement as I observed throughout the more than 18 months of planning for these events of national significance. The Coast Guard planning and operational support for the Democratic and Republican National Conventions demonstrated the importance of a team approach to planning, interagency coordination and partnerships, pre-event preparedness activities, and pre-deploying personnel and resources for response. It is my hope that the observations contained in this paper can benefit federal, state, and local agencies as they prepare for large significant events in the future including National Special Security Events.
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Anna Denham, Magdalena, and Ashish Kumar Khemka. "Homeland security and emergency management in institutions of higher education (IHE): Texas case study." International Journal of Safety and Security Engineering 7, no. 3 (September 30, 2017): 337–51. http://dx.doi.org/10.2495/safe-v7-n3-337-351.
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Brady, Kyle R. "Comprehensive Homeland Security: Developing a Domestic Protection Force for the United States." Journal of Homeland Security and Emergency Management 13, no. 2 (July 1, 2016): 219–29. http://dx.doi.org/10.1515/jhsem-2016-0012.
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Abstract The ideation and execution of American homeland security has substantially evolved over the past fifteen years from a vague statement of principles to a very concrete, professional, and institutionalized field, with a cabinet-level department associated with various aspects of its practice. However, homeland security in the United States – defined as the protection of citizens, property, and interests beginning at international borders and expanding inward – is not yet fully developed or even secure in its own roles. As the evolution of both the theory and the practice continues, an important principle – analogous to one in the field of national security – must be sufficiently addressed and acted upon: the physical act of protecting sovereign territory.
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Drabek, PhD, Thomas E. "Bridge building within emergency management communities: Successes, pitfalls, and future challenges." Journal of Emergency Management 7, no. 5 (September 1, 2009): 11. http://dx.doi.org/10.5055/jem.2009.0017.
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Despite increased nurturing efforts, emergency management continues to reflect excessive fragmentation. Individuals remain locked within differing subcultural groups, eg, researchers vs practitioners and homeland security vs emergency management orientations. Too often they ask: “Why don’t you listen to me?” Important lessons can be learned from past bridge building efforts. The successes and failures of six specific efforts are summarized. Then, three of the most significant future challenges confronting emergency management within the United States are identified.Wisdom from the past must be applied to these challenges.
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Burch, Heather, Charles A. Kitley, and Mohammed Naeem. "Department of Homeland Security national planning scenarios: a spectrum of imaging findings to educate the radiologists." Emergency Radiology 17, no. 4 (November 20, 2009): 275–84. http://dx.doi.org/10.1007/s10140-009-0849-z.
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Andress, K. "(A332) Increasing Medical Situational Awareness and Interoperability via “Virtual USA”." Prehospital and Disaster Medicine 26, S1 (May 2011): s93. http://dx.doi.org/10.1017/s1049023x11003165.
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IntroductionHistory is replete with interoperability and resource reporting deficits during disaster that impact medical response and planning. Situational awareness for disaster and emergency medical response includes communicating health hazards as well as infrastructure and resource status, capability and GIS location. The need for actionable, real-time data is crucial to response. Awareness facilitates medical resource placement, response and recovery. A number of internet, web-based disaster resource and situational status reporting applications exist but may be limited or restricted by functional, jurisdictional, proprietary and/or financial requirements. Restrictions prohibit interoperability and inhibit information sharing that could affect health care delivery. Today multiple United States jurisdictions are engaged in infrastructure and resource situation status reporting via “virtual” states and regional projects considered components of “Virtual USA”.MethodsThis report introduces the United States' Department of Homeland Security's “Virtual USA” initiative and demonstrates a health application and interoperability via “Virtual Louisiana's” oil spill related exposure reporting during the 2010, British Petroleum Gulf Horizon catastrophe. Five weekly Louisiana Department of Health and Hospital summary reports from the Louisiana Poison Center; Hospital Surveillance Systems; Public Health Hotline; and Physician Clinic Offices were posted on the Louisiana Office of Homeland Security and Emergency Preparedness's “Virtual Louisiana”.Results227 total spill-related, exposure cases from five reporting weeks were provided by five Louisiana source agencies and reported in Virtual Louisiana. Cases were reported weekly and classified as “workers” or “population”; associated with the parish exposure locations (8), offshore (1), or unknown (1); and shared with four other virtual states.ConclusionsReal-time health and medical situation status, resource awareness, and incident impact could be facilitated through constructs demonstrated by “Virtual USA”.
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Martin, PhD, CEM, CFM, Daniel W. "Editorial The shifting paradigms of a profession: Calming conflicts between homeland security and emergency management." Journal of Emergency Management 9, no. 5 (September 1, 2011): 11–18. http://dx.doi.org/10.5055/jem.2011.0069.
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Greenberg, Michael, Will Irving, and Rae Zimmerman. "Allocating U.S. Department of Homeland Security funds to States with explicit equity, population and energy facility security criteria." Socio-Economic Planning Sciences 43, no. 4 (December 2009): 229–39. http://dx.doi.org/10.1016/j.seps.2009.02.001.
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Muñiz, Ana. "Secondary ensnarement: Surveillance systems in the service of punitive immigration enforcement." Punishment & Society 22, no. 4 (February 11, 2020): 461–82. http://dx.doi.org/10.1177/1462474519900325.
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Relatively little scholarly work explores US interior immigration enforcement through a surveillance lens. This article asks how US immigration authorities have designed and deployed surveillance systems to facilitate enforcement practices, specifically regarding the construction of immigrant subjects and interior apprehension and deportation. Drawing upon a qualitative analysis of 291 Department of Homeland Security documents authored between 1995 and 2017, this paper examines the evolution of a primary immigration enforcement information system currently called the Enforcement Integrated Database. The analysis reveals that over the course of 33 years, the US Government has transformed Enforcement Integrated Database from a case management system into a mass surveillance system. Specifically, I argue that immigration authorities have deployed secondary information collection in the Enforcement Integrated Database to expand (1) the volume of people under surveillance, called ensnarement targets and (2) the opportunities to categorize people as criminal or dangerous, called ensnarement opportunities. As a result, Department of Homeland Security amplifies punitive enforcement against broader populations of noncitizens and potentially, citizens as well.
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Myers, L. M. "(A189) The U.S. National Veterinary Stockpile: Science-Based Logistics Improving Animal Disease Response." Prehospital and Disaster Medicine 26, S1 (May 2011): s54. http://dx.doi.org/10.1017/s1049023x11001853.
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BackgroundAgriculture emergency responders always will require equipment and supplies. A rapid and effective logistical response depends upon having the right item in the right quantity at the right time at the right place for the right price in the right condition to the right responder. Established in 2004 by U.S. Homeland Security Presidential Directive 9, the National Veterinary Stockpile (NVS) within the U.S. Department of Agriculture (USDA), Animal and Plant Health Inspection Service, Veterinary Services is the nation's repository of critical veterinary supplies, equipment, vaccines, and services appropriate to respond to the most damaging animal diseases affecting human health and the economy. An overview of the NVS program, its capabilities, training and exercise strategy, and outreach to stakeholders will be presented.The NVS ProgramThe goals of the NVS program are to deploy countermeasures against the 17 most damaging animal disease threats within 24 hours, and to help states/tribes/territories plan, train, and exercise the receipt, processing, and distribution of NVS countermeasures. To meet these goals, the NVS program heavily relies upon science-based logistics to identify animal vaccines and other countermeasures to respond, and sound business processes to purchase, hold, maintain, and deploy the countermeasures. Significant resources also are dedicated to the NVS outreach activities, which interface directly with federal/state/tribe/territory animal health stakeholders. NVS team members work hand-in-hand with these leaders to help develop written NVS-specific plans for their jurisdictions, provide logistics training, and sponsor discussion-based and operations-based exercises in accordance with the Homeland Security Exercise and Evaluation Program.ConclusionThe USDA NVS exists to provide states/tribes/territories the countermeasures they need to respond to catastrophic animal disease outbreaks created by either terrorists or nature. As logistical experts, the NVS team develops plans for logistical emergency response, manages their supply chain of countermeasures, and helps stakeholders improve logistical response capabilities.
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Knox, PhD, Claire Connolly, and Alan S. Harris, CEM, FPEM. "Evolution of an experiential learning partnership in emergency management higher education." Journal of Emergency Management 14, no. 3 (May 1, 2016): 201. http://dx.doi.org/10.5055/jem.2016.0286.
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Experiential learning allows students to step outside the classroom and into a community setting to integrate theory with practice, while allowing the community partner to reach goals or address needs within their organization. Emergency Management and Homeland Security scholars recognize the importance, and support the increased implementation, of this pedagogical method in the higher education curriculum. Yet challenges to successful implementation exist including limited resources and time. This longitudinal study extends the literature by detailing the evolution of a partnership between a university and office of emergency management in which a functional exercise is strategically integrated into an undergraduate course. The manuscript concludes with a discussion of lessons learned from throughout the multiyear process.
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Balamuralidhara, V., Vaishnav A.M., Bachu V., and Pramod Kumar T.M. "EMERGENCY USE AUTHORIZATION: AT ZERO HOUR." International Journal of Drug Regulatory Affairs 3, no. 4 (February 13, 2018): 18–23. http://dx.doi.org/10.22270/ijdra.v3i4.173.
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The Emergency Use Authorisation (EUA) authority plays a vital role in US FDA. They provide the authority/permission to use the unregistered products/registered product with unregistered route to treat the life threatening damages to the patients in world in some emergency conditions. The aim of this work is to give an overview on EUA in life threatening conditions and there challenges in getting the permissions under regulations with example of E-bola virus. The e-bola is a virus. It is a hemorrhagic fever deadly disease caused by one of the E-bola viral strain, which is wide spread in West Africa. The -Secretary of the Department of homeland security (DHS), determined, pursuant to section 319F-2 of the Public Health Service Act, that the Ebola virus presents a material threat against the United States population sufficient to affect national security. Issuance of EUA by the FDA Commissioner requires several steps under section 564 of the FD&C Act. The FDA Commissioner, can only issue the EUA, if criteria for issuance under the statute are met. This study’s highlights the importance of the EUA in emergency when there is no medicine for disease/virus in the world. For example the FDA has issued a EUA to use the ReEBOV which is the Rapid Antigen Test device designed by Lusys lab co. Pvt. Ltd. for detecting the Zaire Ebola virus.
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Miller, DeMond S., and Sotiris Chtouris. "Borderland Security and Migration: Balancing Humanitarian Response with Crisis Preparedness & Emergency Management—The Social and Cultural Challenges to Homeland Security." Journal of Applied Security Research 12, no. 1 (January 2, 2017): 1–6. http://dx.doi.org/10.1080/19361610.2017.1227620.
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Hur, Hyunkang, and James L. Perry. "Job Security Rule Changes and Employee Organizational Commitment." Review of Public Personnel Administration 40, no. 4 (May 8, 2019): 641–68. http://dx.doi.org/10.1177/0734371x19842622.
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This study assesses the impact of different job security rules on federal employees’ organizational commitment by looking at the effects of changes in the Department of Homeland Security (DHS) precipitated by MaxHR, introduced to DHS in 2005. The 2005 job security rule changes, as part of the “reformed” personnel system of the new DHS, reduced employee job security, which in turn weakened organizational commitment. The study found subsequent repeal of the job security rules in 2007 boosted organizational commitment among DHS workers by as much as 10 percentage points. Taken together, the results of difference-in-differences (DID) analysis for the new job security rules in the period 2005-2006 and subsequent repeal of the job security rules in the period 2007-2010 suggest that employees’ commitment to DHS was more favorable after the repeal of the job security rules than prior to the 2005 reforms.