In today’s emergency response landscape, public health jurisdictions across the United States rely on the Strategic National Stockpile (SNS) when incidents prove large enough or severe enough to deplete medicines and supplies needed to protect communities. In just 20 years, the SNS – now managed by the U.S. Department of Health and Human Services’ (HHS) Assistant Secretary for Preparedness and Response (ASPR) – has grown to a $7 billion enterprise poised to respond to a variety of public health threats. These threats include anthrax, botulism, smallpox, plague, tularemia and viral hemorrhagic fevers, as well as emerging infectious diseases, pandemic influenza, natural disasters, and other chemical, biological, radiological, and nuclear incidents. Although predicting the future of any program is challenging, the SNS has evolved from humble beginnings to a formidable component of national security.
In 2017, the U.S. Department of Health and Human Services declared a public health emergency related to the opioid crisis. Indeed, overdoses and deaths from opioids have skyrocketed over the past decade. In 2017, deaths from opioids were six times higher than in 1999. Opioids impact the quality of life and longevity, as well as have tremendous social and economic impacts on communities throughout the United States. The Centers for Disease Control and Prevention has stated that the total economic burden of prescription opioid misuse costs over $78 billion per year.
In 2017, the U.S. Department of Health and Human Services declared a public health emergency related to the opioid crisis. Indeed, overdoses and deaths from opioids have skyrocketed over the past decade. In 2017, deaths from opioids were six times higher than in 1999. Opioids impact the quality of life and longevity, as well as have tremendous social and economic impacts on communities throughout the United States. The Centers for Disease Control and Prevention has stated that the total economic burden of prescription opioid misuse costs over $78 billion per year.
There is a growing industry of “realistic active shooter” drills. Many are focused on teaching participants how to “survive” an event. These drills involve imitation attacks, physical confrontations, fake weapons, and simulated deaths. Some of these drills have led to actual shootings, people being locked in closets or storage rooms, and deployment of tactical squads who were not pre-briefed or included on the drill. These drills do not promote resilience.
Guidance for developing an integrated, coordinated, and synchronized emergency operations plan (EOP) is provided in Comprehensive Preparedness Guide 101 (CPG 101). Although many emergency managers consider the EOP the foundation of emergency and disaster plans, CPG 101 acknowledges that it is not the only plan that supports emergency management within a jurisdiction.
With few exceptions, human beings in the United States are literally on life support – plugged in to the electric grid. If that connection is unplugged, everything necessary to sustain the human population stops, including: food, water, fuel, transportation, medical resources, communications, and financial resources. According to a 28 March 2017 Senate report, in a long-term national-scale blackout, millions of U.S. citizens could die. After only a few weeks, deaths would escalate from waterborne diseases, starvation, and societal collapse. Immediate action could reduce these threats.
The 35-day government shutdown of 2018-2019 became the longest in U.S. government history. Food banks, firefighters, and community services agencies ramped up their food and other care services. Much like during natural disasters, a significant number of federal workers and contractors did not have sufficient savings to cover expenses during this hiatus in pay and experienced uncertainty in insurance and other financial considerations during such a lengthy and uncertain time, occurring during the Christmas holidays.
It is important for academics and practitioners to collaborate and learn from each other. Academic
research can help to address real-world challenges, and practitioners are uniquely positioned to provide
meaningful insight to help shape research agendas.
Public-private collaboration in disaster preparedness and response is currently sub-optimal in its organization and operational performance. This may be due to the perception of government entities that all collaboration must be formal in nature. As a consequence, small, medium, and even large private organizations may be reluctant to become involved in preparedness planning. However, reality suggests that organizations without existing contracts or partnerships are willing to participate in response efforts. This tension effectively limits the ability to anticipate the contributions that will come from entities outside of formal partnerships. “Predictable surge” is a new framework through which public and private entities, particularly at the state and local levels, may better work together to build preparedness and foster community resilience.
Seven universities in the St. Louis, Missouri, area have banded together to improve the quality of cybersecurity education they offer their students. By increasing the number of graduates, together they strive to meet the demand for skilled cybersecurity workers in the region.
In today’s emergency response landscape, public health jurisdictions across the United States rely on the Strategic National Stockpile (SNS) when incidents prove large enough or severe enough to deplete medicines and supplies needed to protect communities. In just 20 years, the SNS – now managed by the U.S. Department of Health and Human Services’ (HHS) Assistant Secretary for Preparedness and Response (ASPR) – has grown to a $7 billion enterprise poised to respond to a variety of public health threats. These threats include anthrax, botulism, smallpox, plague, tularemia and viral hemorrhagic fevers, as well as emerging infectious diseases, pandemic influenza, natural disasters, and other chemical, biological, radiological, and nuclear incidents. Although predicting the future of any program is challenging, the SNS has evolved from humble beginnings to a formidable component of national security. 
In 2017, the U.S. Department of Health and Human Services declared a public health emergency related to the opioid crisis. Indeed, overdoses and deaths from opioids have skyrocketed over the past decade. In 2017, deaths from opioids were six times higher than in 1999. Opioids impact the quality of life and longevity, as well as have tremendous social and economic impacts on communities throughout the United States. The Centers for Disease Control and Prevention has stated that the total economic burden of prescription opioid misuse costs over $78 billion per year. 
In 2017, the U.S. Department of Health and Human Services declared a public health emergency related to the opioid crisis. Indeed, overdoses and deaths from opioids have skyrocketed over the past decade. In 2017, deaths from opioids were six times higher than in 1999. Opioids impact the quality of life and longevity, as well as have tremendous social and economic impacts on communities throughout the United States. The Centers for Disease Control and Prevention has stated that the total economic burden of prescription opioid misuse costs over $78 billion per year. 
There is a growing industry of “realistic active shooter” drills. Many are focused on teaching participants how to “survive” an event. These drills involve imitation attacks, physical confrontations, fake weapons, and simulated deaths. Some of these drills have led to actual shootings, people being locked in closets or storage rooms, and deployment of tactical squads who were not pre-briefed or included on the drill. These drills do not promote resilience. 
Guidance for developing an integrated, coordinated, and synchronized emergency operations plan (EOP) is provided in Comprehensive Preparedness Guide 101 (CPG 101). Although many emergency managers consider the EOP the foundation of emergency and disaster plans, CPG 101 acknowledges that it is not the only plan that supports emergency management within a jurisdiction. 
With few exceptions, human beings in the United States are literally on life support – plugged in to the electric grid. If that connection is unplugged, everything necessary to sustain the human population stops, including: food, water, fuel, transportation, medical resources, communications, and financial resources. According to a 28 March 2017 Senate report, in a long-term national-scale blackout, millions of U.S. citizens could die. After only a few weeks, deaths would escalate from waterborne diseases, starvation, and societal collapse. Immediate action could reduce these threats. 
The 35-day government shutdown of 2018-2019 became the longest in U.S. government history. Food banks, firefighters, and community services agencies ramped up their food and other care services. Much like during natural disasters, a significant number of federal workers and contractors did not have sufficient savings to cover expenses during this hiatus in pay and experienced uncertainty in insurance and other financial considerations during such a lengthy and uncertain time, occurring during the Christmas holidays. 
It is important for academics and practitioners to collaborate and learn from each other. Academic
research can help to address real-world challenges, and practitioners are uniquely positioned to provide
meaningful insight to help shape research agendas. 
Public-private collaboration in disaster preparedness and response is currently sub-optimal in its organization and operational performance. This may be due to the perception of government entities that all collaboration must be formal in nature. As a consequence, small, medium, and even large private organizations may be reluctant to become involved in preparedness planning. However, reality suggests that organizations without existing contracts or partnerships are willing to participate in response efforts. This tension effectively limits the ability to anticipate the contributions that will come from entities outside of formal partnerships. “Predictable surge” is a new framework through which public and private entities, particularly at the state and local levels, may better work together to build preparedness and foster community resilience. 
Seven universities in the St. Louis, Missouri, area have banded together to improve the quality of cybersecurity education they offer their students. By increasing the number of graduates, together they strive to meet the demand for skilled cybersecurity workers in the region. 