C2 Agility for Emergency Management: Examining the Katrina and Sandy Responses

2018 ◽  
Vol 15 (4) ◽  
Author(s):  
Caroline R. Earle
Keyword(s):  
Emergency Management ◽  
Hurricane Katrina ◽  
Disaster Response ◽  
Command And Control ◽  
Hurricane Sandy ◽  
Lessons Learned ◽  
Three Dimensions ◽  
Military Operations ◽  
Allocation Of Decision Rights ◽  
And Control

Abstract The Command and Control (C2) Agility theory developed by experts from the Command and Control Research Program based upon analysis of military operations, posits that a C2 approach is characterized by three dimensions: (1) allocation of decision rights, among entities, (2) patterns of interaction, and (3) distribution of information. An entity’s C2 approach is agile when these three dimensions can be changed as required due to a change in circumstances. The Institute for Defense Analyses has produced a handbook C2 by Design to guide operationalization of the C2 Agility theory. C2 agility becomes salient as complexity increases; and the complex, dynamic nature of disaster response environments suggests the applicability of C2 Agility theory to emergency management. This article builds on early NATO study panel findings that used disaster response case studies to validate C2A theory, and draws on existing case literature to identify what factors influenced C2A during Hurricane Katrina and explore how lessons learned from that response impacted C2A during the subsequent US response to Hurricane Sandy. The analysis uses C2A assessment factors from C2 by Design to examine these cases and recommends how the US government can achieve improved C2A during future responses to complex disasters.

Against Security

2014 ◽  
Author(s):  
Harvey Molotch
Keyword(s):  
Hurricane Katrina ◽  
Customer Service ◽  
Structural Design ◽  
Disaster Response ◽  
Command And Control ◽  
Public Spaces ◽  
Airport Security ◽  
Ordinary People ◽  
Water Projects ◽  
And Control

The inspections we put up with at airport gates and the endless warnings we get at train stations, on buses, and all the rest are the way we encounter the vast apparatus of U.S. security. Like the wars fought in its name, these measures are supposed to make us safer in a post-9/11 world. But do they? This book explains how these regimes of command-and-control not only annoy and intimidate but are counterproductive. The book takes the reader through the sites, the gizmos, and the politics to urge greater trust in basic citizen capacities—along with smarter design of public spaces. The book criticizes a range of security structures and protocols: airport security that requires body searches while generating long lines of queuing people; New Orleans water projects that precipitated the Hurricane Katrina flood, and the militarized disaster response that further endangered residents; even gender-segregated public restrooms. The book recommends simple improvements, from better structural design and signage to assist evacuations to customer-service procedures that help employees to spot trouble. More so, it argues for a shift away from command and control toward a security philosophy that empowers ordinary people to handle crises. The result is a far-reaching re-examination of the culture of public fear.

Data Fusion Aiding Tool (DAFAT) Design for Emergency Command and Control Using Lean Principles

2015 ◽  
pp. 202-230
Author(s):  
Obafemi Balogun ◽  
Edem G. Tetteh
Keyword(s):  
Emergency Management ◽  
Hurricane Katrina ◽  
Emergency Response ◽  
Command And Control ◽  
Lean Principles ◽  
Response Planning ◽  
Emergency Response Planning ◽  
The World ◽  
And Control ◽  
Insight Into

Disaster events, such as September 11, 2001, Hurricane Katrina, and the Southeast Asian Tsunami, have taught America and the world the importance of preparing for emergency response to a disaster that may arise from natural disasters or man-made disasters. Decisions regarding emergency response often rely on incomplete information and imprecise data, whereas responsive measures to disasters must be efficient in time and effective in accuracy to minimize possible loss of lives and properties. The domain of emergency response requires the interaction and collaboration of multiple stakeholders with different standard operating procedures. Excluding lean principles in the design of the emergency management information system can be as devastating as the disaster itself. This chapter analyzes the impacts of lean principles in the understanding of command and control, its nature, and the characteristics of an emergency domain, providing better insight into the problems associated with information processing during emergency response planning.

The Library as Lifeboat

2016 ◽  
pp. 494-515 ◽  
Author(s):  
Michael R. Mabe
Keyword(s):  
Emergency Management ◽  
Natural Disasters ◽  
Hurricane Katrina ◽  
Disaster Relief ◽  
Lessons Learned ◽  
Hurricane Irene ◽  
Management Professionals ◽  
Chesterfield County ◽  
The Impact ◽  
Effective Reaction

According to Hurricane Katrina: Lessons Learned (2006), emergency management professionals realized first-hand that preplanning and coordination is essential when mounting an effective reaction to natural disasters. This chapter describes how leaders in Chesterfield County, VA learned similar lessons in 2001 during Hurricane Irene. In comparison to Katrina the amount of damage caused by Irene was minimal but the impact on county leaders was severe. Based on lessons learned during Irene and an unexpected wind storm nine months later, Chesterfield County leaders now include the Chesterfield County Public (CCPL) in their official disaster relief plans. When activated, CCPL will serve as an information hub, double as a daytime relief shelter and participate in mass feeding if necessary. Selected library branches are available to be used as overnight relief shelters for mass care when the activation of a standard sized shelter facility is not warranted. These changes have made a notable difference.

The ROK-U.S. Combined Command and Control System and Crisis Management Procedures

2005 ◽  
Vol 8 (1) ◽  
pp. 149-172
Author(s):  
Taeyoung Yoon
Keyword(s):  
Control System ◽  
Crisis Management ◽  
Management System ◽  
Command And Control ◽  
Armed Forces ◽  
Military Force ◽  
Military Operations ◽  
Management Procedures ◽  
And Control ◽  
Command And Control System

This article seeks to examine the development of the ROK-U.S. combined command and control system and crisis management procedures in South Korea. In particular, it explores the four crises which occurred between 1968 and 1999 in order to identify its implications for the ROK-U.S. combined crisis management. During a crisis, command and control over the armed forces are critical issues, in order to co-ordinate military movements and alert operations in the context of overall crisis objectives. Within the ROK-U.S. alliance, the ROK command and control chain of armed forces was highly integrated with the command and control chains of the UNC until 1978 and with the CFC from 1978. This CFC combined command structure has enabled the ROK to participate in the chain of operational control of its own forces and to strengthen its position in the ROK-U.S. combined crisis management procedures. Although both co-operated closely to cope with Korean crises in the past, there were some tensions in the use of military force and in the co-ordination of the detailed operational dimension of military operations. However, it can be argued that as long as the ROK crisis objectives and strategy were achieved through a consensus of alliance crisis options, these arrangements provided an effective crisis management system for ROK to resolve Korean crises. To some extent, the combined crisis management system enabled ROK to use America's massive military and intelligence capabilities to deter North Korea and to manage crises effectively. In the face of an era of transition and transformation in the ROK-U.S. alliance relationships following the September 11 2001, the ROK and U.S. need to minimise potential negative effects on combined crisis management system and maintain coherent deterrence capability and alliance stability on the Korean peninsula.

scholarly journals Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams

2017 ◽  
Vol 48 (2) ◽  
pp. 215-248 ◽  
Author(s):  
Selma van der Haar ◽  
Mieke Koeslag-Kreunen ◽  
Eline Euwe ◽  
Mien Segers
Keyword(s):  
Emergency Management ◽  
Team Effectiveness ◽  
Team Learning ◽  
Command And Control ◽  
Team Leader ◽  
Effective Teams ◽  
Team Meetings ◽  
Constructive Conflict ◽  
And Control ◽  
Over Time

Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.

scholarly journals Comparing Actions and Lessons Learned in Transportation and Logistics Efforts for Emergency Response to Hurricane Katrina and Hurricane Harvey

2020 ◽  
Vol 17 (3) ◽  
Author(s):  
John Collier ◽  
Srijith Balakrishnan ◽  
Zhanmin Zhang
Keyword(s):  
Hurricane Katrina ◽  
Emergency Response ◽  
Disaster Response ◽  
New Technology ◽  
Economic Loss ◽  
The United States ◽  
Lessons Learned ◽  
Primary Role ◽  
Emergency Relief ◽  
The Government

AbstractOver the past years, the frequency and scope of disasters affecting the United States have significantly increased. Government agencies have made efforts in improving the nation’s disaster response framework to minimize fatalities and economic loss due to disasters. Disaster response has evolved with the emergency management agencies incorporating systematic changes in their organization and emergency response functions to accommodate lessons learned from past disaster events. Technological advancements in disaster response have also improved the agencies’ ability to prepare for and respond to natural hazards. The transportation and logistics sector has a primary role in emergency response during and after disasters. In this light, this paper seeks to identify how effective policy changes and new technology have aided the transportation and logistics sector in emergency response and identify gaps in current practices for further improvement. Specifically, this study compares and contrasts the transportation and logistical support to emergency relief efforts during and after two major Hurricane events in the U.S., namely Hurricane Katrina (which affected New Orleans in 2005) and Hurricane Harvey (which affected Houston in 2017). This comparison intends to outline the major steps taken by the government and the private entities in the transportation and logistics sector to facilitate emergency response and the issues faced during the process. Finally, the paper summarizes the lessons learned from both the Hurricane events and provides recommendations for further improvements in transportation and logistical support to disaster response.

The Library as Lifeboat

2019 ◽  
pp. 1513-1535
Author(s):  
Michael R. Mabe
Keyword(s):  
Emergency Management ◽  
Natural Disasters ◽  
Hurricane Katrina ◽  
Disaster Relief ◽  
Lessons Learned ◽  
Hurricane Irene ◽  
Management Professionals ◽  
Chesterfield County ◽  
The Impact ◽  
Effective Reaction

According to Hurricane Katrina: Lessons Learned (2006), emergency management professionals realized first-hand that preplanning and coordination is essential when mounting an effective reaction to natural disasters. This chapter describes how leaders in Chesterfield County, VA learned similar lessons in 2001 during Hurricane Irene. In comparison to Katrina the amount of damage caused by Irene was minimal but the impact on county leaders was severe. Based on lessons learned during Irene and an unexpected wind storm nine months later, Chesterfield County leaders now include the Chesterfield County Public (CCPL) in their official disaster relief plans. When activated, CCPL will serve as an information hub, double as a daytime relief shelter and participate in mass feeding if necessary. Selected library branches are available to be used as overnight relief shelters for mass care when the activation of a standard sized shelter facility is not warranted. These changes have made a notable difference.

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