Designing Emergency Management in China: China's Post-SARS Experience, 2003–2012 Wee-Kiat Lim London and New York: Routledge, 2020 176 pp. £120.00 ISBN 978-0-367-19697-4

2021 ◽  
pp. 1-2
Author(s):  
Yi Kang
Keyword(s):  
New York ◽  
Emergency Management

A Connecticut healthcare system’s response to the COVID-19 pandemic

2021 ◽  
Vol 16 (3) ◽  
pp. 195-202
Author(s):  
Jane Keating, MD ◽  
Lenworth Jacobs, MD, MPH, DSc, FACS, FWACS ◽  
Daniel Ricaurte, MD ◽  
Rocco Orlando, MD ◽  
Ajay Kumar, MD ◽  
...  
Keyword(s):  
New York ◽  
New England ◽  
Emergency Management ◽  
Adult Population ◽  
Herd Immunity ◽  
Healthcare Systems ◽  
Emergency Operations ◽  
Scarce Resources ◽  
The Public ◽  
At Risk Populations

Connecticut was impacted severely and early on by the COVID-19 pandemic due to the state’s proximity to New York City. Hartford Healthcare (HHC), one of the largest healthcare systems in New England, became integral in the state’s response with a robust emergency management system already in place. In this manuscript, we review HHC’s prepandemic emergency operations as well as the response of the system-wide Office of Emergency Management to the initial news of the virus and throughout the evolving pandemic. Additionally, we discuss the unique acquisition of vital critical care resources and personal protective equipment, as well as the hospital personnel distribution in response to the shifting demands of the virus. The public testing and vaccination efforts, with early consideration for at risk populations, are described as well as ethical considerations of scarce resources. To date, the vaccination effort resulted in over 70 percent of the adult population being vaccinated and with 10 percent of the population having been infected, herd immunity is eminent. Finally, the preparation for reestablishing elective procedures while experiencing a second wave of the pandemic is discussed. These descriptions may be useful for other healthcare systems in both preparation and response for future catastrophic emergencies of all types.

Local Disasters, Government Actors, and National Policy

2020 ◽  
pp. 1-11
Author(s):  
Timothy W. Kneeland
Keyword(s):  
New York ◽  
Emergency Management ◽  
Federal Government ◽  
National Policy ◽  
The United States ◽  
Local Leadership ◽  
Disaster Policy ◽  
National Trends ◽  
Disaster Aid

This introductory chapter provides an overview of Hurricane Agnes, which swept through New York and Pennsylvania in late June of 1972. National trends influenced the federal and local response to the disaster. Hurricane Agnes struck the United States less than five months before the 1972 presidential election, and Richard Nixon's response to Hurricane Agnes was one variable in that election, which charted the course of American politics for the next three decades. In order to win reelection in 1972, President Nixon enacted the most substantial disaster aid package in history to that time, termed the Agnes Recovery Act, which he was convinced was the key to winning New York and Pennsylvania. The chapter then explains that local leaders played a crucial role in responding to the crisis in their communities and in flood recovery operations and rebuilding. Often neglected in studies of natural disaster policy is the way in which local leadership from government and the private sector interacted with representatives of the federal government to restore order and implement change. The chapter also introduces the Federal Office of Emergency Management (FEMA).

Playing Politics with Natural Disaster

2020 ◽  
Author(s):  
Timothy W. Kneeland
Keyword(s):  
New York ◽  
Emergency Management ◽  
Emergency Preparedness ◽  
The United States ◽  
Local State ◽  
Disaster Victims ◽  
Disaster Policy ◽  
Disaster Preparation ◽  
The Impact

Hurricane Agnes struck the United States in June of 1972, just months before a pivotal election and at the dawn of the deindustrialization period across the Northeast. The response by local, state, and national officials had long-term consequences for all Americans. President Richard Nixon used the tragedy for political gain by delivering a generous relief package to the key states of New York and Pennsylvania in a bid to win over voters. After his landslide reelection in 1972, Nixon cut benefits for disaster victims and then passed legislation to push responsibility for disaster preparation and mitigation onto states and localities. The impact led to the rise of emergency management and inspired the development of the Federal Emergency Management Agency (FEMA). With a particular focus on events in New York and Pennsylvania, this book narrates how local, state, and federal authorities responded to the immediate crisis of Hurricane Agnes and managed the long-term recovery. The impact of Agnes was horrific, as the storm left 122 people dead, forced tens of thousands into homelessness, and caused billions of dollars in damage from Florida to New York. In its aftermath, local officials and leaders directed disaster relief funds to rebuild their shattered cities and reshaped future disaster policies. The book explains how the political decisions by local, state, and federal officials shaped state and national disaster policy and continues to influence emergency preparedness and response to this day.

Community emergency response teams and the wealth of communities in New Jersey

2006 ◽  
Vol 4 (6) ◽  
pp. 11
Author(s):  
Scott Phelps, JD, MPH, CEM, CBCP, Paramedic
Keyword(s):  
New York ◽  
New York City ◽  
New Jersey ◽  
Emergency Management ◽  
Emergency Response ◽  
York City ◽  
Household Income ◽  
Median Household Income ◽  
On Demand ◽  
The Mean

This study examined median household income (MHI) of communities with community emergency response teams (CERTs). Preliminary data from New York City showed that in three of five counties, the mean MHI in CERT communities exceeded countywide MHI by up to $19,000. The research was then expanded to New Jersey, where, of 18 counties with CERTs, the mean MHI exceeded the countywide MHI in 15 counties (83 percent of the time). In counties where the mean CERT-community MHI was higher, it exceeded the county MHI by $6,060. Mean CERT-community MHI also exceeded the state’s MHI by over $5,000 ($60,745 versus $55,146). Given recent examples of the vulnerability of poor and working-class communities, emergency management agencies at all levels need to target CERT resources based on need, not on demand.

Using the National Weather Service’s impact-based decision support services to prepare for extreme winter storms

2019 ◽  
Vol 17 (6) ◽  
pp. 455-467 ◽  
Author(s):  
Heather R. Hosterman, MEM ◽  
Jeffrey K. Lazo, PhD ◽  
Jennifer M. Sprague-Hilderbrand, JD ◽  
Jeffery E. Adkins, MS
Keyword(s):  
New York ◽  
Decision Support ◽  
Emergency Management ◽  
Support Services ◽  
Federal State ◽  
Winter Storm ◽  
Winter Storms ◽  
Emergency Managers ◽  
The Face ◽  
Primary Service

In recent years, the National Weather Service (NWS) increased its focus on providing decision support services to the emergency management community and other core partners to help them understand its forecasts and take appropriate actions in the face of upcoming extreme events. In 2011, the Weather-Ready Nation Strategic Plan began to formalize the NWS approach to impact-based decision support services (IDSS). NWS recognizes IDSS as a primary service and is working to fully and more effectively provide it to federal, state, local, and tribal decision-makers. To do so, it is important that NWS understands how users are benefiting from existing IDSS, even as they look to improve it. This article aims to provide emergency managers (EMs) with an understanding of the efficacy of IDSS. The authors define IDSS and describe the IDSS products and services available during each stage of the emergency-management cycle: preparedness, mitigation, response, and recovery. To demonstrate the role of IDSS for the emergency management community, the authors use a case study analysis to compare two winter storms in the New York City area with similar characteristics but differing in their implementation of IDSS: the December 2010 winter storm (no formal IDSS) and the January 2016 winter storm (formal IDSS). In comparing the winter storm case studies, the authors find that formal IDSS provides EMs and other core partners with accurate, actionable, and consistent weather information and support that allows them to respond to winter storms in a way that reduces impacts to lives and livelihoods.

scholarly journals Modeling Megacity Medical System Response to a CBRNE Event

2016 ◽  
Vol 4 (2) ◽  
pp. 131-148
Author(s):  
Kenneth McDonald ◽  
Tyler McLees ◽  
Shane Connolly ◽  
James McNulty ◽  
Leah Wasserman ◽  
...  
Keyword(s):  
New York ◽  
Emergency Management ◽  
The United States ◽  
Problem Definition ◽  
Maximum Efficiency ◽  
System Response ◽  
United States Department ◽  
Medical Department ◽  
The Public ◽  
Medical Response

The collaborative effectiveness of the public health system (PHS) and the Army Medical Department (AMEDD) is limited in the case of a 10-kiloton (kt) nuclear event on a megacity due to an overall lack of knowledge and understanding among agencies. This study details an exhaustive analysis of the current medical response system using New York City as a case study. Through the problem definition phase of the Systems Decision Process (SDP), this report identifies operational gaps existing at different levels within the system. Identified operational gaps existed at the local, state, and federal levels in the areas of resources, communication, and planning within the following agencies: Sloan Kettering Memorial Hospital, the Office of Emergency Management (OEM), the Federal Emergency Management Agency (FEMA), Health and Human Services (HHS), and the United States Department of Veteran Affairs (VA). Evaluation of the operational gaps illustrated the areas which were most vulnerable. The current analysis suggests that the system in place requires adjustments of the identified gaps so that maximum efficiency can be achieved.

Catastrophes and their Classifications: Revising New York City’s Hurricane Evacuation Maps after Irene and Sandy

2018 ◽  
Vol 15 (2) ◽  
Author(s):  
Michael T. Wilson
Keyword(s):  
New York ◽  
Emergency Management ◽  
The United States ◽  
The Political ◽  
Hurricane Evacuation ◽  
Population Demographics ◽  
Recent Innovation ◽  
Modeling Data ◽  
Flood Experience ◽  
Document Review

Abstract Hurricanes are low-probability, high-consequence events that pose a challenge for disaster planning and management. In the United States, one of the primary ways of ensuring safety from these storms is evacuation. Changing population demographics, risk evaluations, and sociopolitical priorities necessitate occasional updates and revisions to evacuation maps. What are the political and ethical considerations of these map revisions for municipal officials and emergency management professionals? This paper develops an in-depth policy case study of the June 2013 revision of the NYC Emergency Management (formerly Office of Emergency Management or OEM) hurricane evacuation map after Irene and Sandy. By using interviews, document review, geospatial analysis, and process tracing, the research clarified the political narratives advanced upon the release of the new map. This paper finds the mayoral desire for evacuation flexibility, ethical obligation to vulnerable constituencies, and professionalism of the emergency management community drove this recent innovation in coastal storm emergency management. As the result of a long-term process initiated before the hurricanes, OEM’s incorporation of its historical flood experience and adaptation of federal modeling data to suit local social vulnerability planning could serve as a precedent for other municipalities facing similar, complex hazards at the urban scale.

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