Protecting the functionality of airports during disaster responses—Natural disasters, accidents, and pandemics

2007 ◽  
Vol 5 (6) ◽  
pp. 29 ◽  
Author(s):  
James Fielding Smith, PhD, PE, Captain USNR (Ret.), MASCE ◽  
Sandra Sue Waggoner, BA, EMT-P, EMSI ◽  
Arthur Rabjohn, DipEP ◽  
Avi Bachar, BGen (Ret.)
Keyword(s):  
Qualitative Analysis ◽  
Emergency Management ◽  
Natural Disasters ◽  
Hurricane Katrina ◽  
Disaster Response ◽  
Alternative Communication ◽  
Historical Case ◽  
Management Measures ◽  
Response And Recovery ◽  
Traditional Roles

Airports are important assets during disaster response. Traditional roles as command posts, shelters, temporary hospitals, and alternative communication hubs were filled by airports after Hurricane Katrina and for 9/11 flight diversions. The basic thesis of this article is that airports need special measures to preserve functionality (continuity of business) during response and recovery. The second thesis is that sound emergency management measures should be built into airports as a type of mitigation. This article applies qualitative analysis to historical case studies, plans, documents, and scenarios for use of airports during disasters. It focuses on policy, procedural, organizational, and operational measures to protect the functionality during responses.

scholarly journals A Case Study of Crowdsourcing Imagery Coding in Natural Disasters

2017 ◽  
Author(s):  
Cobi Alison Smith
Keyword(s):  
Natural Disasters ◽  
Open Source ◽  
Real World ◽  
Disaster Response ◽  
Digital Humanities ◽  
Open Data ◽  
Geographic Information ◽  
Response And Recovery ◽  
Disaster Response And Recovery

Crowdsourcing and open licensing allow more people to participate in research and humanitarian activities. Open data, such as geographic information shared through OpenStreetMap and image datasets from disasters, can be useful for disaster response and recovery work. This chapter shares a real-world case study of humanitarian-driven imagery analysis, using open-source crowdsourcing technology. Shared philosophies in open technologies and digital humanities, including remixing and the wisdom of the crowd, are reflected in this case study.

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.

Emergency management policies and natural hazards in the United States: A state-level analysis

2011 ◽  
Vol 9 (2) ◽  
pp. 27
Author(s):  
Luis M. Pinet-Peralta, PhD ◽  
Rick Bissell, PhD ◽  
Katrina Hein, BSc, MSc ◽  
David Prakash, MSc
Keyword(s):  
United States ◽  
Natural Disasters ◽  
Natural Hazards ◽  
Disaster Response ◽  
Disaster Relief ◽  
State Level ◽  
The United States ◽  
Unintended Consequences ◽  
Political Effects ◽  
Response And Recovery

Every year, natural hazards kill and injure hundreds of people and also have significant social, economic, and political effects on society. However, not all disasters or crises are the focus of state, regional, or national efforts to mitigate their effects. In this article, the authors use Wilson’s policy typology to describe the unintended consequences that disaster legislation has had on the distribution of costs and benefits of disaster relief programs in the United States. The data provide evidence that the concentration of disaster relief programs for natural disasters is not based on need and that interest groups commonly drive disaster policies to benefit those with the greatest risk for losses rather than those in greatest need. Policymakers can use this information to examine both intended and unintended consequences of disaster response and recovery policies and can orient the limited resources available toward those who are least capable of recovering from natural disasters.

scholarly journals Media framing of natural disasters in Kwazulu-Natal province: Impact of contingency plans

2015 ◽  
Vol 4 (4) ◽  
pp. 110-117
Author(s):  
Bethuel Sibongiseni Ngcamu ◽  
Shakespeare Mzikayise Binza
Keyword(s):  
Natural Disasters ◽  
Disaster Management ◽  
Disaster Response ◽  
Media Framing ◽  
Body Of Knowledge ◽  
Online Newspaper ◽  
Kwazulu Natal ◽  
Contingency Plans ◽  
Response And Recovery ◽  
The Media

This study explores how the media frame disaster contingency plans which include preparedness, mitigation, response and recovery of the KwaZulu-Natal province before, during and in the aftermath of natural disasters. The province has been stricken by natural disasters. Although newspapers report the disasters they fail to give details of disaster contingency plans that should be available to those who are susceptible to, and the victims of disasters. Based on a content analysis of 114 online newspaper articles between 2000 and 2013 to examine how the media framed the KZN government’s disaster contingency plans. This study concludes that the highest occurrence of disasters (71%) was from 2011 onwards as compared to previous years, and most of these were associated with areas that are susceptible to floods (34%). The findings of the study highlight that the media placed an emphasis on disaster response (41%) over preparedness (24%) and mitigation (7%). The outcomes suggest that newspaper organisations need to appoint a designated reporter responsible for disaster management issues. This is relevant because this study conveys findings that have the potential to persuade government and newspaper organisations to collaborate and to ensure that their officials are multi-skilled and able to cover all phases of disaster management in their articles, in order for these to be understood at all levels of society. This study further adds to the growing body of knowledge regarding quality journalism that meets its objectives.

scholarly journals Disaster Management: A State-of-the-Art Review

2020 ◽  
Author(s):  
Jared Bly ◽  
Louis Hugo Francescutti ◽  
Danielle Weiss
Keyword(s):  
Emergency Management ◽  
Disaster Management ◽  
Disaster Preparedness ◽  
Disaster Response ◽  
The Other ◽  
Management Planning ◽  
Coastal City ◽  
Emergency Management Planning ◽  
Response And Recovery ◽  
Climate Change Governance

Disaster management involves the pillars of emergency management: planning and preparation, mitigation, response, and recovery. Emergencies are serious events that threaten health, life, and property and can be managed within the capabilities of the affected organization. Disasters, on the other hand, are hypercomplex emergencies, requiring resources not immediately available. Disaster management follows the principles of emergency management, and emphasizes flexibility, collaboration, and teamwork. Lack of resources will challenge people and organizations both in effects of disasters and the ability to manage them. Poverty, climate change, governance, and education are foundations to improve capacity. Hospitals play an important role in disaster response and can prepare accordingly. Plans, to be effective, must be implemented through appropriately-targeted exercises. Building on an all-hazards approach, to more hazard-specific considerations can improve disaster preparedness as well as day-to-day efficiency. Disaster management is complex and crucial. These principles are explored through the fictional tale of 1Tucci, a coastal city in the worst flood anyone can remember. Well, almost anyone…

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.

Experience Report

2013 ◽  
pp. 52-66
Author(s):  
Brianna Terese Hertzler ◽  
Eric Frost ◽  
George H. Bressler ◽  
Charles Goehring
Keyword(s):  
Social Networks ◽  
Cloud Computing ◽  
Emergency Management ◽  
Hurricane Katrina ◽  
Disaster Response ◽  
Cost Effective ◽  
Global Scale ◽  
Indian Ocean Tsunami ◽  
Cloud Computing Environment ◽  
The Indian Ocean

The events of September 11, 2001, the Indian Ocean tsunami in 2004, and Hurricane Katrina in 2005 awakened American policymakers to the importance of the need for emergency management. This paper explains how a cloud computing environment can support social networks and logistical coordination on a global scale during crises. Basic cloud computing functionality is covered to show how social networks can connect seamlessly to work together with profound interoperability. Lastly, the benefits of a cloud computing solution is presented as the most cost-effective, efficient, and secure method of communication during a disaster response, with the unique capability of being able to support a global community through its massive scalability.

Bridging cultures: Nonprofit, church, and emergency management agency collaboration after the May 2013 Oklahoma tornado outbreak

2017 ◽  
Vol 15 (3) ◽  
pp. 157 ◽  
Author(s):  
Haley Murphy, PhD ◽  
Jason Pudlo, PhD Candidate
Keyword(s):  
Emergency Management ◽  
Nonprofit Organizations ◽  
Disaster Response ◽  
Nonprofit Sector ◽  
Church Leaders ◽  
Collaborative Relationships ◽  
Community Based ◽  
Difficult Time ◽  
Response And Recovery ◽  
Different Cultures

Community-based organizations, such as nonprofit organizations (NPOs) and churches, play an important role in helping individuals and communities bounce back after a disaster. The nature of disasters requires organizations across sectors to partner together to provide recovery services; however, collaboration is difficult even in times of stability and requires trust and communication to be built through prior collaborative relationships. These prior relationships rarely exist between the majority of the nonprofit sector, churches, and existing emergency management structures. Furthermore, these organizations often have very different cultures, values, and norms that can further hinder successful postdisaster collaboration. The authors use data collected from interviews with nonprofit and church leaders involved in recovery efforts after a series of devastating storms impacted central Oklahoma in 2013 to understand how well nonprofit and church leaders perceive their organizations collaborated with each other and with government and emergency management agencies in response and recovery efforts. Interview data suggest that NPOs and churches without a primary or secondary mission of disaster response and recovery have a difficult time collaborating with organizations involved in existing emergency management structures. The authors suggest that nonprofits with a primary or secondary purpose in disaster response are a potential bridge between other nonprofits and emergency management agencies.

Future of FEMA – Preparedness or Politics?

2015 ◽  
Vol 12 (1) ◽  
pp. 1-21 ◽  
Author(s):  
Jerome Kahan
Keyword(s):  
Emergency Management ◽  
Natural Disasters ◽  
Hurricane Katrina ◽  
Presidential Election ◽  
Recovery Process ◽  
Federal Emergency Management Agency ◽  
Hurricane Sandy ◽  
Terrorist Attacks ◽  
Management Agency ◽  
Political Forces

AbstractThroughout its history, the Federal Emergency Management Agency (FEMA) has been subjected to periods of criticism – notably, its response to Hurricane Katrina – sprinkled with peaks of praise – notably, its handling of Hurricane Sandy. As currently articulated, FEMA’s primary purpose is to better prepare states and local entities to respond to disasters by mitigating the consequences of those disasters and helping to start the recovery process. If first responders cannot adequately handle a situation, then federal operational assistance led by FEMA would come into play. FEMA is now on the proper path toward meeting realistic expectations of its role as the federal agency in charge of leading and coordinating efforts to ensure that the nation is well prepared to cope with natural disasters, accidents, and terrorist attacks. However, political forces have always buffeted FEMA. Within the politically charged atmosphere of the forthcoming presidential election, questions of whether FEMA should once again become independent are emerging, with hints of the more extreme suggestion that the agency be abolished. FEMA’s goal of continuing to effectively meet its disaster relief responsibilities can be reached only if political influences are not allowed to complicate and perhaps even halt its progress.

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.

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