Mutual Aid: A Grassroots Model for Justice and Equity in Emergency Management

2022 ◽  
pp. 11-30
Author(s):  
Miriam Belblidia ◽  
Chenier Kliebert
Keyword(s):  
Emergency Management ◽  
Mutual Aid

scholarly journals The Engagement of Academic Institutions in Community Disaster Response: A Comparative Analysis

2014 ◽  
Vol 129 (6_suppl4) ◽  
pp. 87-95 ◽  
Author(s):  
Anne L. Dunlop ◽  
Kristi M. Logue ◽  
Alexander P. Isakov
Keyword(s):  
Public Health ◽  
Comparative Analysis ◽  
Emergency Management ◽  
Disaster Response ◽  
Space Shuttle ◽  
Academic Staff ◽  
Comparative Case Study ◽  
Mutual Aid ◽  
Academic Institutions ◽  
Incident Command

Objective. Using comparative analysis, we examined the factors that influence the engagement of academic institutions in community disaster response. Methods. We identified colleges and universities located in counties affected by four Federal Emergency Management Agency-declared disasters (Kentucky ice storms, Hurricanes Ike and Gustav, California wildfires, and the Columbia space shuttle disintegration) and performed key informant interviews with officials from public health, emergency management, and academic institutions in those counties. We used a comparative case study approach to explore particular resources provided by academic institutions, processes for engagement, and reasons for engagement or lack thereof in the community disaster response. Results. Academic institutions contribute a broad range of resources to community disaster response. Their involvement and the extent of their engagement is variable and influenced by ( 1) their resources, ( 2) preexisting relationships with public health and emergency management organizations, ( 3) the structure and organizational placement of the school's disaster planning and response office, and ( 4) perceptions of liability and lines of authority. Facilitators of engagement include ( 1) the availability of faculty expertise or special training programs, ( 2) academic staff presence on public health and emergency management planning boards, ( 3) faculty contracts and student practica, ( 4) incident command system or emergency operations training of academic staff, and ( 5) the existence of mutual aid or memoranda of agreements. Conclusion. While a range of relationships exist between academic institutions that engage with public health and emergency management agencies in community disaster response, recurrent win-win themes include co-appointed faculty and staff; field experience opportunities for students; and shared planning and training for academic, public health, and emergency management personnel.

Drafting, revising, and updating local emergency operations plans: The National Response Framework and the Emergency Support Function Annex model

2009 ◽  
Vol 7 (2) ◽  
pp. 11 ◽  
Author(s):  
Michael Stallings, JD ◽  
Whitney Faust, JD
Keyword(s):  
Local Government ◽  
Emergency Management ◽  
Support Function ◽  
Lessons Learned ◽  
Incident Management ◽  
Inadequate Response ◽  
Mutual Aid ◽  
Response Effort ◽  
Emergency Operations ◽  
National Response

Lessons learned and public scrutiny resulting from the Gulf Coast hurricane disasters in 2005 led the Federal Emergency Management Agency (FEMA) to restructure its national incident response guidance. The National Response Framework (NRF) replaced the National Response Plan (NRP) in early 2008. The updated Framework has focused the attention of emergency management planning to, among other things, updating Emergency Operations Plans (EOPs) on a State and local jurisdictional level, utilizing an Emergency Support Function (ESF) model.Since 2005, compliance mandates under the National Incident Management System (NIMS) have required local government entities to revise and update emergency operations plans to incorporate NIMS components. With the introduction of the NRF in 2008, the ESF model is now the recommended standard for local government EOPs under the NIMS compliance objectives. The ESF model provides for a coordinated response effort and mutual aid options local agencies may receive from State and Federal resources in the wake of an emergency. It also works to ensure that local entities themselves have a careful accounting of all of their own resources and capabilities to avoid another slow and inadequate response that was at the heart of the Hurricanes Katrina and Rita tragedies in 2005.

Standardized Emergency Management System and Response to a Smallpox Emergency

2003 ◽  
Vol 18 (4) ◽  
pp. 313-320 ◽  
Author(s):  
Robert J. Kim-Farley ◽  
John T. Celentano ◽  
Carol Gunter ◽  
Jessica W. Jones ◽  
Rogelio A. Stone ◽  
...  
Keyword(s):  
Public Health ◽  
Emergency Management ◽  
Advisory Committee ◽  
Management System ◽  
Mutual Aid ◽  
Recovery Plan ◽  
Incident Command ◽  
Emergency Management System ◽  
Populations At Risk ◽  
Response And Recovery

AbstractThe smallpox virus is a high-priority, Category-A agent that poses a global, terrorism security risk because it: (1) easily can be disseminated and transmitted from person to person; (2) results in high mortality rates and has the potential for a major public health impact; (3) might cause public panic and social disruption; and (4) requires special action for public health preparedness. In recognition of this risk, the Los Angeles County Department of Health Services (LAC-DHS) developed the Smallpox Preparedness, Response, and Recovery Plan for LAC to prepare for the possibility of an outbreak of smallpox.A unique feature of the LAC-DHS plan is its explicit use of the Standardized Emergency Management System (SEMS) framework for detailing the functions needed to respond to a smallpox emergency. The SEMS includes the Incident Command System (ICS) structure (management, operations, planning/intelligence, logistics, and finance/administration), the mutual-aid system, and the multi/interagency coordination required during a smallpox emergency. Management for incident command includes setting objectives and priorities, information (risk communications), safety, and liaison. Operations includes control and containment of a smallpox outbreak including ring vaccination, mass vaccination, adverse events monitoring and assessment, management of confirmed and suspected smallpox cases, contact tracing, active surveillance teams and enhanced hospital-based surveillance, and decontamination. Planning/intelligence functions include developing the incident action plan, epidemiological investigation and analysis of smallpox cases, and epidemiological assessment of the vaccination coverage status of populations at risk. Logistics functions include receiving, handling, inventorying, and distributing smallpox vaccine and vaccination clinic supplies; personnel; transportation; communications; and health care of personnel. Finally, finance/administration functions include monitoring costs related to the smallpox emergency, procurement, and administrative aspects that are not handled by other functional divisions of incident command systems.The plan was developed and is under frequent review by the LAC-DHS Smallpox Planning Working Group, and is reviewed periodically by the LAC Bioterrorism Advisory Committee, and draws upon the Smallpox Response Plan and Guidelines of the Centers for Disease Control and Prevention (CDC) and recommendations of the Advisory Committee on Immunization Practices (ACIP). The Smallpox Preparedness, Response, and Recovery Plan, with its SEMS framework and ICS structure, now is serving as a model for the development of LAC-DHS plans for responses to other terrorist or natural-outbreak responses.

Standardized Emergency Management System and Response to a Smallpox Emergency

2003 ◽  
Vol 18 (4) ◽  
pp. 313-320 ◽  
Author(s):  
Robert J. Kim-Farley ◽  
John T. Celentano ◽  
Carol Gunter ◽  
Jessica W. Jones ◽  
Rogelio A. Stone ◽  
...  
Keyword(s):  
Public Health ◽  
Emergency Management ◽  
Advisory Committee ◽  
Management System ◽  
Mutual Aid ◽  
Recovery Plan ◽  
Incident Command ◽  
Emergency Management System ◽  
Populations At Risk ◽  
Response And Recovery

AbstractThe smallpox virus is a high-priority, Category-A agent that poses a global, terrorism security risk because it: (1) easily can be disseminated and transmitted from person to person; (2) results in high mortality rates and has the potential for a major public health impact; (3) might cause public panic and social disruption; and (4) requires special action for public health preparedness. In recognition of this risk, the Los Angeles County Department of Health Services (LAC-DHS) developed the Smallpox Preparedness, Response, and Recovery Plan for LAC to prepare for the possibility of an outbreak of smallpox.A unique feature of the LAC-DHS plan is its explicit use of the Standardized Emergency Management System (SEMS) framework for detailing the functions needed to respond to a smallpox emergency. The SEMS includes the Incident Command System (ICS) structure (management, operations, planning/intelligence, logistics, and finance/administration), the mutual-aid system, and the multi/interagency coordination required during a smallpox emergency. Management for incident command includes setting objectives and priorities, information (risk communications), safety, and liaison. Operations includes control and containment of a smallpox outbreak including ring vaccination, mass vaccination, adverse events monitoring and assessment, management of confirmed and suspected smallpox cases, contact tracing, active surveillance teams and enhanced hospital-based surveillance, and decontamination. Planning/intelligence functions include developing the incident action plan, epidemiological investigation and analysis of smallpox cases, and epidemiological assessment of the vaccination coverage status of populations at risk. Logistics functions include receiving, handling, inventorying, and distributing smallpox vaccine and vaccination clinic supplies; personnel; transportation; communications; and health care of personnel. Finally, finance/administration functions include monitoring costs related to the smallpox emergency, procurement, and administrative aspects that are not handled by other functional divisions of incident command systems.The plan was developed and is under frequent review by the LAC-DHS Smallpox Planning Working Group, and is reviewed periodically by the LAC Bioterrorism Advisory Committee, and draws upon the Smallpox Response Plan and Guidelines of the Centers for Disease Control and Prevention (CDC) and recommendations of the Advisory Committee on Immunization Practices (ACIP). The Smallpox Preparedness, Response, and Recovery Plan, with its SEMS framework and ICS structure, now is serving as a model for the development of LAC-DHS plans for responses to other terrorist or natural-outbreak responses.

Emergency management decision-making during severe weather

2006 ◽  
Author(s):  
Leigh A. Baumgart ◽  
Ellen J. Bass ◽  
Brenda Philips ◽  
Kevin Kloesel
Keyword(s):  
Decision Making ◽  
Emergency Management ◽  
Severe Weather ◽  
Management Decision ◽  
Management Decision Making

155. Emergency Management of Patients Contaminated with Hazardous Materials

1999 ◽  
Author(s):  
K.A. Packard ◽  
N. Moss ◽  
J. McCarthy ◽  
M. Jay
Keyword(s):  
Emergency Management ◽  
Hazardous Materials

Kropotkin

2016 ◽  
Author(s):  
Ruth Kinna
Keyword(s):  
Political Theory ◽  
Human Nature ◽  
Political Change ◽  
Direct Action ◽  
The State ◽  
Social Analysis ◽  
Mutual Aid ◽  
Special Character ◽  
Revolutionary Politics

This book is designed to remove Peter Kropotkin from the framework of classical anarchism. By focusing attention on his theory of mutual aid, it argues that the classical framing distorts Kropotkin's political theory by associating it with a narrowly positivistic conception of science, a naively optimistic idea of human nature and a millenarian idea of revolution. Kropotkin's abiding concern with Russian revolutionary politics is the lens for this analysis. The argument is that his engagement with nihilism shaped his conception of science and that his expeditions in Siberia underpinned an approach to social analysis that was rooted in geography. Looking at Kropotkin's relationship with Elisée Reclus and Erico Malatesta and examining his critical appreciation of P-J. Proudhon, Michael Bakunin and Max Stirner, the study shows how he understood anarchist traditions and reveals the special character of his anarchist communism. His idea of the state as a colonising process and his contention that exploitation and oppression operate in global contexts is a key feature of this. Kropotkin's views about the role of theory in revolutionary practice show how he developed this critique of the state and capitalism to advance an idea of political change that combined the building of non-state alternatives through direct action and wilful disobedience. Against critics who argue that Kropotkin betrayed these principles in 1914, the book suggests that this controversial decision was consistent with his anarchism and that it reflected his judgment about the prospects of anarchistic revolution in Russia.

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