The Department of Homeland Security has acknowledged that the threat of “lone wolf” attacks continues to represent the greatest threat to national security. This acknowledgment is supported by the fact that the United States is experiencing an unprecedented number of active shooter events – whether ideologically or non-ideologically inspired. Two weeks following the worst mass shooting in U.S. history, details are no closer to being solidified and law enforcement continues to search for a motive.
Long before the invention of drones, emergency managers determined the overall scope of a crisis using information from emergency personnel on the ground, and from the chain of command created through the Incident Command System. Today, drones have many capabilities that could enhance response activities and change the way disasters are managed. Hurricane Harvey demonstrated how this technology is rapidly changing.
Studies show that children’s learning improves when they feel both physically and emotionally safe. As “National Safe Schools Week” (16-20 October 2017) approaches, it is an appropriate time to discuss how to create these environments through safe schools programs in local communities across the United States.
Throughout National Preparedness Month many communities’ preparedness plans have been tested. Hurricanes, earthquakes, wildfires, floods, and drought are just some of the threats faced this month. Although preparedness is highlighted during the month of September, recent events reinforce the need for preparedness to be a year-round effort – especially during months when daily operations are not being overshadowed by catastrophe, and agencies and organizations are not being tested in full public view.
In an atmosphere of limited resources, critical infrastructure (CI) protection can be difficult to prioritize with crime-fighting and disaster response. Understanding real-world lessons learned from local agencies is one way to make progress. Leveraging the urgency demanded by special events can be a particularly productive path forward. This article offers suggestions from practitioners to develop CI protection programs through special events management, at varying levels of capability and scale.
Today in the United States, some in society are hesitant to acknowledge or plan for “failure options” – in other words, admit that the worst of the worst can happen. The military requires planning for just about every situation including when operations do not go as planned. However, those in emergency management and domestic preparedness operations need to consider tragedy and events unimaginable to most people
In emergency planning efforts, there is much debate about whether to plan for the worst and scale down, or plan for current threats and scale up. Of course, in complex systems, small changes in initial conditions can have profound effects. By considering larger, low-frequency events, communities can overcome this challenge and be better prepared for disasters of all sizes.
When Hurricane Sandy struck the east coast in 2012, its effects were devastating. The storm left a trail of destruction that affected 24 states, killing 159 people, costing $70.2 billion in damage, and leaving millions without power. Yet, in the wake of this terrible disaster, there was a new source of hope: A group of young AmeriCorps members working with the Federal Emergency Management Agency’s (FEMA) newly launched FEMA Corps assisted the recovery effort.
The FEMA Corps Program is the result of a revolutionized partnership between the Corporation for National and Community Service and the Federal Emergency Management Agency (FEMA). Established in 2012, FEMA Corps falls under the AmeriCorps National Civilian Community Corps umbrella. Its members travel across the country assisting FEMA and its partners with disaster preparedness, response, and recovery initiatives.
No organization, or government, can solve every problem. There will always be a crisis that will require an emergency response. And fundamental to the success of that response will be the public’s reaction. Emergency managers can react and can mobilize, but they will not be successful unless they do so in such a way as to ensure the public trust. This was apparent in 2005 with Hurricane Katrina, which was a crisis of government.