The proliferation of climate change, political strife, and general societal divisiveness is changing the nature of the work of emergency managers. The (ongoing) COVID-19 global pandemic, devastating hurricane and wildfire seasons, tenuous political situations, and broad unrest impact local communities in significant ways. Emergency managers are those who officials trust to lead response and recovery to this growing list of emergencies and disasters. They facilitate multi-agency responses to complex incidents, often serving in silence while providing critical backbone services.
Transportation security is the act of ensuring the protection and continued functioning of mobility systems for both people and commerce. It includes air, maritime, and all forms of surface transport. Transportation security is an enormous undertaking involving all government levels, the private sector, volunteer organizations, and the public. These organizations must work together to identify, prepare for, and respond to any threats or hazards that could affect the transportation infrastructure or the people and goods that travel within it.
In 2021, many questions have been raised about resilience. Is more known about resilience and have more leverage tools been retained to establish resilience at will than a decade ago? What ideas and notions were expected 10 years ago in energizing resilience tasks, activities, and operations? Has the leverage needed been acquired to apply proven strategies and operational systems for implementing post-disaster resilience with skill and confidence? Did a collective experience with mega-disasters since 2011 equip communities with new and innovative pathways to achieve resilience? The answers to these questions are far less than clear.
The study of Greek mythology can provide examples of failure to heed the call of emergency management specialists and experts. The story of Cassandra is an illustration of this warning. To win her favor, the Greek god Apollo gave her power to predict the future. However, once she received the gift, she refused further advances, angering Apollo. In retaliation, he cursed her with an additional power of an inability to convince anyone the predictions were true. For emergency managers and other related agencies, Cassandra has come to represent the challenges faced when trying to convince others that predicted events will happen.
The wildfire management community has made great strides incorporating new decision support tools into how it plans for and responds to wildfire incidents. Despite improvements in risk assessment and management at the incident scale, increasing fire activity and critical resource shortages reveal a system under strain in need of strategies that more efficiently allocate scarce resources across incidents while promoting the well-being of the firefighting workforce upon which the system relies. A scaled-up infusion of data-driven analysis and decision-making could enhance the performance of the entire wildfire management system.
by Richard Schoeberl, Anthony (Tony) Mottola & Anthony L. Clark -
The rapid collapse of Afghanistan creates uncertainty and fears around how swiftly the Islamic State (ISIS) and al-Qaida can rebuild, mobilize, and plan attacks on the West under a Taliban-led government. As conflict breeds instability, volatility will certainly follow the U.S. withdrawal from Afghanistan. There will likely be a reconstitution of al-Qaida and growth of ISIS as two movements compete for influence in the country. It calls to question whether the recent attacks in New Zealand, inspired by ISIS, were motivated by what most would consider a victory for Jihad as the Taliban’s self-proclaimed victory seeks to inspire more terrorist movements. After 20 years of U.S. occupation, many are questioning whether Afghanistan will once again become a massive draw and haven for Islamic extremists.
Reflecting on the 20th anniversary of the 9/11 terrorist attacks, it is essential to not only remember that fateful day, but to highlight the events that precipitated it, examine lessons learned and policies established, and consider programs and policies needed to sustain prevention, preparedness, response, and recovery capabilities in the U.S. and its territories. Although historical analysis and synthesis of past events often lead to relevant details about current incidents, communities often fail to implement or accept the recommended changes. The 9/11 Commission Report cited, “The most important failure was one of imagination.” The 1995 Aum Shinrikyo Tokyo subway sarin gas attack has unique characteristics in the history of acquiring, proliferation, and distributing weapons of mass destruction (WMDs) in the chemical and biological domains, with significant influence in WMD policies and consequence management platforms.
It is difficult to imagine that the attacks of 9/11 occurred 20 years ago. Emergency managers build systems to mitigate the potental impacts of disasters on communities. An emergency manager’s job is to plan for the worst and prepare communities for that one moment when it is time to lead. The memory of walking into the New Jersey Emergency Operation Center on September 11, 2001 and seeing the devastation as it unfolded is vivid in my mind. Patriot Day is a day that conjures memories of the lives lost as well as the nation’s subsequent recovery from that devastating event.
Building codes and standards have long been a silent partner in the health, safety, and welfare of communities and are becoming increasingly more important in society. Today’s emergency managers and community leaders face a multitude of risks including extreme weather events such as hurricanes, tornados, straight-line winds, flooding, drought, and wildfires, as well as global risks from communicable disease outbreaks and environmental change. Luckily, building codes and standards continue to provide a safe structural foundation for communities as a trusted and proven resource and are regularly evolving to meet the challenges of these dynamic threats.
Many companies and government offices were unprepared for the COVID-19 pandemic and sustained lockdowns, despite years of warnings and guidance from experts and the federal government. This lack of preparedness cost companies dearly, from delays in setting up work from home software to supply chain disruptions that could have been mitigated against – if not prevented. In addition to better business continuity planning, the use of red teaming could have possibly spared certain organizations’ reputation hits and some monetary losses. Similarly, organizations can use red teaming or a red team mindset to bolster disaster preparedness.