Journal articles: 'Of Emergency Management and Homeland Security'

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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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Drabek, PhD, Thomas E. "Emergency managers as community change agents: An expanded vision of the profession." Journal of Emergency Management 12, no. 1 (January 1, 2014): 9. http://dx.doi.org/10.5055/jem.2014.0158.

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Reflecting the historical evolution of attack preparedness, technological failures, and so-called natural disaster events, the profession of emergency management confronts new challenges today. In part, these reflect important cultural differences among stakeholder groups, especially local emergency managers, homeland security personnel, and those focused on public health threats and business continuity. An expanded and more strategic vision of the profession is required wherein fundamental assumption sets are placed into broader contexts. Contrary to the drift experienced in the US during the past decade, a major paradigm shift is required reflecting new orientations and program priorities.

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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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Feldmann-Jensen, RN, DPPD, MPH, Shirley, Caroline S. Hackerott, PhD, Claire Connolly Knox, PhD, James D. Ramsay, PhD, MA, CSP, David A. McEntire, PhD, and Alessandra Jerolleman, PhD, MPA, CFM. "The scholarship of teaching and learning in emergency management and homeland security: Trends, gaps, barriers, and opportunities." Journal of Emergency Management 17, no. 1 (January 1, 2019): 27. http://dx.doi.org/10.5055/jem.2019.0394.

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Underlying the nature of what is and is not a profession are education standards. Among the characteristics defining a profession’s specialized boundaries are the education standards comprising its academic programs. The status of the Scholarship of Teaching and Learning (SoTL) is explored for both emergency management and homeland security (EM/HS) at this point in time. The aim of this article is to increase the conceptual understanding of SoTL by discussing what SoTL is, explaining why it is important, exploring our current state of knowledge in this area, and by identifying current barriers and opportunities for improvement. Several possible means of better integrating SoTL into the EM/HS discipines are highlighted: Making SoTL a higher priority, increasing exposure to existing research, advancing knowledge within our own disciplines, sharing knowledge through publications and conferences, and applying knowledge in our teaching. Conclusively, the vital nature of SoTL research can more deeply establish the professional boundaries for both disciplines.

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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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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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Kiefer, John J. "Emergency Management, Homeland Security, and Public Administration —from the Field to the Classroom: An Introduction to the Symposium." Journal of Public Affairs Education 19, no. 1 (March 2013): 9–12. http://dx.doi.org/10.1080/15236803.2013.12001717.

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Olonilua, PhD, Oluponmile O. "The development of Emergency Management and Homeland Security Degree program at historically black colleges and universities: The case of Texas Southern University, Houston, Texas." Journal of Emergency Management 17, no. 2 (March 1, 2019): 139. http://dx.doi.org/10.5055/jem.2019.0406.

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This article shares the experience of establishing the Emergency Management and Homeland Security degree program at Texas Southern University (TSU), Houston, Texas. Emergency management programs are evolving and keep increasing and the nature of jobs of emergency managers are becoming more complex. Consequently, there is increasing need to have minority emergency managers who would be able to relate directly with other minorities impacted by disasters. This study uses the case of TSU to discuss the challenges and successes of developing a fairly unknown program at a historically black college and university and how the obstacles were overcome. It further discusses the process of the degree program development, the curriculum, and the present state of the program. This article concludes there are many advantages in training emergency managers of color in the field. These would be professionals in the field with the added advantage of being people of color. They would understand planning for and responding to those affected because they most likely have the same background and similar experience. Additionally, the developer of any new program should expect some form of opposition from faculty, staff, and administration but once central administration buys in, the program is worth the while.

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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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Kapucu, Naim. "Book Review: Sylves, R. T. (2008). Disaster Policy and Politics: Emergency Management and Homeland Security. Washington, DC: CQ Press." American Review of Public Administration 39, no. 5 (July 24, 2009): 573–75. http://dx.doi.org/10.1177/0275074008328893.

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McElreath, David H., Daniel Adrian Doss, Carl Jensen, Hilliard Lackey, Don W. Jones, Mike Wigginton, and Rebecca Goza. "Dangers from the sea: Considerations of the 1900 Galveston hurricane." International Journal of Maritime History 29, no. 3 (August 2017): 529–43. http://dx.doi.org/10.1177/0843871417714138.

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Within the context of homeland security, all organizations must acknowledge the potential of disasters when crafting strategy and pondering contingencies because any number of threats has the potential to disrupt business operations and continuity. Although numerous incidents have affected modern society, the 1900 Galveston hurricane remains the deadliest natural disaster in American history, even surpassing the death tolls of hurricanes Katrina and Sandy. This article examines the Galveston incident from the perspective of communications and the emergency management cycle. Insight is provided regarding the efforts of modern organizations to address possible threats and maintain continuity of operations.

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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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Hildebrand, PhD, Sean. "Are we better off? Emergency management policy implementation since September 11." Journal of Emergency Management 17, no. 6 (December 1, 2019): 439–53. http://dx.doi.org/10.5055/jem.2019.0438.

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As public policy continues its evolution, so do theories about policy implementation. One policy field that changed during the twenty-first century is emergency management and homeland security in the United States. Since the September 11 attacks, the federal government attempted to centralize the way government agencies at the federal, state, and local level prepare for and respond to natural, accidental, and terror-related disasters. However, research in the field is split about the effectiveness of this effort during the George W. Bush and Barack Obama administrations. While some feel federal actions taken to prepare for and respond to incidents of natural, accidental, or purposeful intent have been fruitful in preparing the nation for catastrophic events, others say it detracts from the core mission of emergency management. This study considers if the policy changes that occurred during those administrations created a disparity between the policy expectations of the federal government and the actions of local officials in emergency management. The findings show that local emergency management professionals generally reported the implementation of federal policy expectations, and that the odds of doing so increase where respondents report greater “clarity” in the federal policy language. However, differences exist in terms of how local managers view the requirements of the National Incident Management System (NIMS) versus other federal policy demands. This signals that experienced actors may nominally comply with federal policy demands by downplaying those requirements seen as useless in favor of functions that meet jurisdictional needs.

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Gotham, Kevin Fox. "Disaster, Inc.: Privatization and Post-Katrina Rebuilding in New Orleans." Perspectives on Politics 10, no. 3 (August 16, 2012): 633–46. http://dx.doi.org/10.1017/s153759271200165x.

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This paper examines the problems and limitations of the privatization of federal and local disaster recovery policies and services following the Hurricane Katrina disaster. The paper discusses the significance of the Homeland Security Act of 2002 in accelerating efforts to devolve and privatize emergency management functions; the reorganization of the Federal Emergency Management Agency (FEMA) as a service purchaser and arranger; and the efforts by the New Orleans city government to contract out disaster recovery activities to private firms. I situate and explain these three developments in the context of recent trends toward the neoliberalization of state activities, including the privatization and devolution of policy implementation to private firms and non-governmental organizations. On both the federal and local levels, inadequate contract oversight and lack of cost controls provided opportunities for private contractors to siphon public resources and exploit government agencies to further their profiteering interests and accumulation agendas. This article demonstrates how the privatization of emergency management services and policy constitutes a new regulatory project in which the state's role has shifted away from providing aid to disaster victims and toward the management and coordination of services delivered by private contractors.

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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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Shattan, Michael, Adam Seybert, Robert Boone Gilbreath, Stephen Dahunsi, and Howard L. Hall. "The use of tabletop exercises in nuclear security education." Journal of Applied Research in Higher Education 10, no. 3 (July 2, 2018): 344–56. http://dx.doi.org/10.1108/jarhe-11-2017-0146.

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Purpose The purpose of this paper is to explore the role of tabletop exercises (TTXs) in graduate nuclear security education, their effectiveness and their relationship to traditional forms of classroom instruction. The paper highlights both the benefits and challenges of TTX implementation—the former including higher student motivation and material retention, and the latter including motivational shifts toward “winning” and possible student exclusionary behavior. Design/methodology/approach Survey results from 49 former students in a US university were collected electronically and combined with anecdotal evidence from student, facilitator and teaching assistant interviews following five iterations of a specifically designed, semester-long, TTX case study. The case study focused on securing a fictional nuclear facility. Findings Students found the TTX more memorable and retained more course material when asked to compare the TTX’s effectiveness to long-term course projects in other courses. Their in-class motivations tended to shift from traditional classroom motivations toward “winning,” and “not letting down their classmates.” In some iterations, students also observed classmates becoming more tempted to cheat or otherwise violate academic ethics. Mitigation strategies to prevent such temptations (e.g. removing direct student vs student TTX structures) were found to be effective. Originality/value This is the first report on the effective use of a semester-long TTX in a graduate nuclear security classroom. The flexibility of this instructional tool demonstrates its applicability to other classroom subjects including homeland security, emergency management, disease outbreak management and public policy among others.

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Unlu, Ali, Jonathan Matusitz, Gerald-Mark Breen, and Lawrence Martin. "The Impact of 9/11 on Information Policy in the United States: A Current Perspective on Homeland Security and Emergency Management." Journal of Applied Security Research 7, no. 3 (July 2012): 320–40. http://dx.doi.org/10.1080/19361610.2012.686095.

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Lerner, JD, Ken. "Using a simulation cell for exercise realism." Journal of Emergency Management 11, no. 5 (September 1, 2013): 338. http://dx.doi.org/10.5055/jem.2013.0149.

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A simulation cell or SimCell is an effective and flexible tool for control of emergency management exercises. It allows exercise participants to interact, via simulation, with a wide variety of nonplaying organizations and officials. Adapted from military application, the Chemical Stockpile Emergency Preparedness Program (CSEPP) applied, developed, and refined the SimCell concept for emergency management exercises. It has now been incorporated into national exercise guidance through the Homeland Security Exercise and Evaluation Program, and has been used in a wide variety of national, regional, and local exercises. This article reviews development of the SimCell concept in CSEPP, briefly surveys current practice incorporating SimCells in exercise control, and offers practical lessons-learned and tips on using a SimCell to best advantage. Lessons learned include using a SimCell as an exercise-control hub; preparing inject material for exercise controllers as part of the Master Scenario Event List; laying the groundwork for success through exercise player and controller training; developing protocol for SimCell communications; and capturing feedback from SimCell controllers for inclusion in the exercise evaluation reporting process. The SimCell concept is flexible and can be applied to a variety of exercise types and through a variety of methods.

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Cole, L. "(A103) Understanding Terror Medicine." Prehospital and Disaster Medicine 26, S1 (May 2011): s28. http://dx.doi.org/10.1017/s1049023x11001051.

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The term terror medicine emerged early in the 21st century to describe medical issues associated with terrorist events. While related to emergency and disaster medicine, the field also includes several features that are specific to terrorist attacks. The Israeli healthcare experience as related to terrorist attacks during the intifada (2000–2006), provides a base for comparison to responses elsewhere including to events in Oklahoma City (1995), Madrid (2004), and London (2005). Terror medicine covers four broad areas. First is preparedness, which encompasses hospital surge capacity, training and exercises, and the stockpiling of medical provisions for conventional and non-conventional attacks. Second is incident management, which includes protocols for on-site care, triage, distribution of victims to hospitals, and hospital-receiving procedures. Third is mechanism of injuries and responses, which ranges from determining treatment priorities in someone with multiple injuries (burn, crush, ruptured organs, etc.) to dealing with biological, chemical, or radiological exposures. Fourth, psychological consequences, involves care for acute and long-term emotional effects of a terrorist attack. Growing interest in terror medicine has been manifested in recent publications and conferences. (Egs., SC Shapira and LA Cole, Terror Medicine: Birth of a Discipline, J Homeland Security and Emerg Management, Vol. 3, No. 2 [2006] http://www.terrormedicine.com/publications_files/Terrormedicine.pdfAC; SC Shapira, JS Hammond, LA Cole, eds., Essentials of Terror Medicine, NY: Springer [2009]; Symposiums on Terror Medicine and Security, University of Medicine and Dentistry of New Jersey [Newark, NJ, July 2009; Montclair, NJ, Sept. 2010]). Efforts to prevent terrorist attacks should be among a society's highest priorities. No less important are the requirements to prepare for, respond to, and recover from these events. The more that individuals and institutions become familiar with the essentials of terror medicine, the greater the protection they can provide to others.

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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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Mills, John Thomas, and DeMond Shondell Miller. "Educating the Next Generation of Emergency Management and Homeland Security Professionals: Promoting Racial and Ethnic Understanding via Cultural Competence and Critical Race Theory." Journal of Applied Security Research 10, no. 4 (July 20, 2015): 466–80. http://dx.doi.org/10.1080/19361610.2015.1069542.

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Herrick, Charles. "Homeland security and citizen response to emergency situations: a perspective on the need for a policy approach to information access." Policy Sciences 42, no. 3 (March 8, 2009): 195–210. http://dx.doi.org/10.1007/s11077-009-9081-7.

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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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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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Branson, Dennis E., Jereme Altendorf, and Marc Hodges. "FUSING INCIDENT MANAGEMENT/RESPONSE WITH INFRASTRUCTURE PROTECTION/SECURITY … … THE “3 R+” CONCEPT." International Oil Spill Conference Proceedings 2008, no. 1 (May 1, 2008): 765–70. http://dx.doi.org/10.7901/2169-3358-2008-1-765.

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ABSTRACT The terrorist attacks of 9/11 brought an urgent, necessary call to protect the safety and security of the nations Critical Infrastructure/Key Resources (CI/KR). Most of these efforts have been to deter/prevent a terrorist attack through vulnerability assessment and increased physical security (e.g. “gates, guns and guards”). Just as the federal government was getting on solid ground with increased homeland security against the terrorist threat, the devastation of the 2005 Hurricanes Katrina and Rita brought to light the need for a true “All Hazards” approach to response. Added to this is the growing awareness that environmental incidents could significantly impact regional stability, and even threaten national security. Simply stated: “Yesterday'S major oil spill could be tomorrow'S national security incident.” The November 2007 allision (and resulting serious oil spill) of the tank ship COSCO BUSAN with the San Francisco-Oakland Bay Bridge, provided a glimpse into these concerns and brought increased attention back upon this long standing marine safety mission. Ironically the 2006 “Safe Seas” exercise tested almost the very scenario of the COSCO BUSAN one year ago to the day of the spill. “Safe Seas” and other major drills (like “TOPOFF,” etc.) are tremendous tools for government and private sector stakeholders to enhance preparedness to response and test existing security and infrastructure protection systems. Given the above, traditional Oil Spill Response (OSR) is now part of a broader, more complicated systems-approach to domestic Incident Management (IM). The United States Coast Guard'S Marine Environmental Protection (MEP) mission has required the unique military I regulatory service to forge a collaborative relationship with the oil and gas industry - or “sector” (as defined in the National Infrastructure Protection Plan NIPP). This government-to-industry partnership was born out of decades of marine safety prevention/response efforts most visible following the Oil Pollution Act of 1990 (OPA 90). Many involved in the field of emergency management; as well as their security counterparts recognize it is difficult to understand both IM and IP, despite the myriad of new and developing federal plans and doctrine as we pass the half way point of the first decade in the Post 9/11 “new normalcy.” Due to dynamic and synergistic partnership between the U.S. Coast Guard and the American Petroleum Institute (API) a coordination and communication opportunity was identified that resulted in a concept of simplifying the landscape via a” 3 R+” concept. The focus areas of this paper are:To bring increased clarity to the current and emerging state of interoperability between the government and the private industry sector.Provide a simplified “Big Picture” view of what private sector professionals (middle to upper management in the emergency response/safety & health fields) need to know regarding the framework of the national system for our critical infrastructure and first line response, using the oil & gas sector as an example; Note: Although the target audience for this papen/presentation are private sector professionals, primarily in the response and security fields, the plans highlighted and information outlined could apply to those working IM or IP in any industry or government sector.

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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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Renger, PhD, MEP, Ralph, and Brenda Granillo, MS. "Developing a comprehensive, integrated and meaningful Multi-year Training and Exercise Plan." Journal of Emergency Management 10, no. 5 (September 1, 2012): 383. http://dx.doi.org/10.5055/jem.2012.0115.

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A Multi-year Training and Exercise Plan (MYTEP) is required for compliance with the Homeland Security Exercise and Evaluation Program (HSEEP). The MYTEP is an important tool to a) assist agencies to identify the capabilities necessary for effective preparation, mitigation, response, and recovery and b) develop a training and exercise schedule to meet this need. Federal guidance in completing the MYTEP focuses on the following three key elements: applying the HSEEP building block approach, capability-based planning, and the cycle of continual improvement. The guidance is helpful but requires thoughtful consideration of the interplay between these elements. This article discusses many challenges and solutions for designing an integrated MYTEP including: a) the extent to which the agency goal is to build agency-level or human-level capability, b) the need to address cross-cutting capabilities in resource scarce environments, c) building and maintaining necessary core capabilities, and d) integrating sponsor-required exercises. The application of these concepts is then illustrated using a case example where a MYTEP was designed with a tribal Office of Emergency Management.

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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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Journal articles on the topic 'Of Emergency Management and Homeland Security'

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