2012 Executive Summit
p.44
MEMBER SPOTLIGHT: KENGE DEBOLD
p.11
Homeland Volume 9, Issue 4 Winter 2011
INSIDE
★ The land of the free because of the brave ★
Security
®
Internet Defamation Defend Your Name p.65
DHS CEnter
for Faith-Based & Neighborhood Partnerships
Emergency Preparedness
Photo Credit: Denevi Digital Imaging
p.29
Involves more than first responders
Executive Summit
2011
Wrap-Up p.42
p.49
BOUND BY DUTY
OUR URBAN HEROES SHINE
ABCHS: America’s Largest and Most Prestigious Homeland Security Organization
$6.50 U.S./$9.50 CAN
p.12
Announcement to Readers
We’re on Kindle! If you’ve already marched into the future of reading, you know about Kindle. Now you can add Inside Homeland Security ® to your e-reading experience using Amazon’s standard-setting device.
Haven’t taken the Kindle leap yet? Here are six reasons why you should not delay: 1. Same IHS, but easier to read: Adjustable type size, high-contrast digital ink, bolder fonts. 2. Contingency planning: Read in bed with no eyestrain. Read at the beach—no glare. 3. Preparedness: Online backup archiving on Amazon. 4. Continuity: Synch your reading to your laptop and wireless devices. 5. Resiliency: Battery life of up to one month. 6. Convenience: Weighs less than a single print issue. Takes up less space in your carry-on.
Julie Brooks Editor, Inside Homeland Security®
ASC0411IHS
Learn how to identify and prevent the greatest threat to organizations today.
Anti-Sabotage Certified, ASC O n l i n e au d io - vi s ua l co u r s e
American Board for Certification in Homeland Security
www.abchs.com
1-877-219-2519
The American Board for
Certification in Homeland Security
The American Board for Certification in Homeland Security, CHS® is dedicated to professionals working in the field of homeland security from all across the country.
Join today, and take an active role in our nation’s security. Together we can protect what matters most—our families, our communities, our country, and our way of life. This amazing opportunity will expand your horizons and advance your career while enabling you to back-up your experience by being a part of a diverse collection of highly qualified homeland security professionals.
Together we can make a difference.
® Register Now!
Call the Chief Association Officer at (877) 219-2519 or go online to www.abchs.com
®
www.abchs.com | 877-219-2519
volume 9, issue 4
Winter 2011
contents features
22 Emergency Operations Plans:
65
Writing for Real Life Response By Richard S. Cook
Internet Defamation Defending Your Name
By Joshua K. Roberts
29 Faith-Based Initiatives:
Presence, C.O.R.E. Programs & Insights By IHS Writer, Ed Peaco
49 Bound By Duty:
Columns
in every issue 06 Board Members
26 What is Executive Protection?
07 CAO’s Sign
Executive Protection By Jeff Patrick
76 New Members 78 Newly Credentialed
46 Developing Relationships
Infrastructure Protection By Shawn J. VanDiver
57 Islamaphobia E x ec u t ive S u mmi t 2 0 1 2
Counterterrorism
By Richard J. Hughbank
62 Learn from the Past
Emergency Management
By Michael J. Fagel
70 Reducing the Risk Executive Education By Dave McIntyre
Find out more on page
Our Urban Shield Heroes Shine By Mark Withrow and Val Bilotti
ARTICLES
8 New Board Members Board Announcement
11 Member Spotlight Meet Kenge Debold By Julie Brooks
12 Emergency Preparedness
Involve More Than First Responders By Robert S. Cook
40 Deadly Neglect Book Review
Author: Jim D. Blair
42 ES-20 Wrap-Up
Executive Summit 2010
60 Certified National Threat Analyst, CNTASM
44 www . t hee x ec u t ives u mmi t . n e t / ihs
American Board For Certification in HOmeland Security ABCHS Executive Advisory Board Chair: Eric White, BS, CHS-V, FABCHS, CPS, ISMA-IV, PIS Vice-Chair: Barbara B. Citarella, RN, BSN, MS, DABCHS, CHS-V Secretary: John Joseph Sullivan, Jr., Ph.D., CHS-V E. Robert Bertolli, OD, BS, FACFEI, DABFE, DABCHS, CHS-V, CMI-V Robert L. McAlister, BS, CHS-V, DABCHS Jessica M. Cummins, DABCHS, CHS-V Sean Kinney, CHS-V, CMI-III, CFC Henry L. Homrighaus, Jr., DABCHS, CHS-V David L. Johnson, DABCHS, CHS-V David A. Goldschmitt, MD, FACEP, DABCHS, CHS-V Thomas Givens, DABCHS, CHS-V Cathi Marx, DABCHS, CHS-V Janet M. Schwartz, Ph.D., FACFEI, DABFE, DABFM, DABPS, DABCHS, CHS-V, DAPA, NCC, NCP, CDP-I Andrew Neal, CHS-V, CISM, CIFI, CSC/I John Didden, CHS-III David Joel Fair, Ph.D., CHS-V, SSI, CMC Steven G. King, MS, MBA, CHS-V, CPP William H. Cummins, CHS-V, CDP-I Wayne M. Morris, DBA, MA, CHS-V, CPP, PSP Brendalyn Val Bilotti, RN, BS, CHS-V Jeffrey S. Hatchew, JD In memoriam, Nick D. Bacon, Senior Advisor to the Board and First Chair of ABCHS American Board for Certification in Dignitary and Executive Protection, ABCDEP Chair: David L. Johnson, CHS-V Vice Chair: Edward Bailor, AA, BS, CHS-III Mark E. Garver, CHS-V Michael C. Cava, CHS-V Robert E. Colliver, CHS-III Michael E. Nossaman, CHS-III Jim Floyd, CHS-III Tony Scotti, CHS-III Marc E. Glasser, MS, CHS-V, CPP, CEM Jerrfey D. Guidry, CHS-III Gerald A. Cavis, CHS-III Dennis C. D’Alessio, CHS-III Clint Hilbert, CHS-III Howard L. Weisman, CIPM, CHS-V, CIPM Michael S. LoFaso, CHS-III American Board for Certification in Infrastructure Protection, ABCIP Chair: Steven G. King, MS, MBA, CHS-V, CPP Vice Chair: John J. Sullivan, Jr., Ph.D., CHS-V Dale W. Cillian, DABCHS, CHS-V Sherman E. Copeland, Jr., CHS-V, SSI W.D. Fitzgerald, CHS-III, C.P.P. Marc E. Glasser, MS, CHS-V, CPP, CEM Benjamin Nieves, CHS-V, CPP Michael W. Homick, Ph.D., EdD, CHS-V, DABCHS Peter A. Petch, CHS-V, RPIH, CIPS, CIMT Robert R. Sanders, CHS-V, CPP, CSP Shawn J. VanDiver, MS, CHS-V, CAS-PSM, SSI, CTT+ Cecelia Wright Brown, D.Eng, MS, BA, CHS-V Kurt J. Klingenberger, CHS-III Robert J. Coullahan, CHS-V, CEM Paul E. Purcell, CHS-V Patrick N. Cowan, MBCDRP, CHS-V, ATM Debra M. Russell, Ph.D., CHS-III, CMI-V
6
Inside Homeland Security®
Winter 2011
Chair, Vice Chair, Secretary
Chief Association Officer (CAO)
Working Group SME’s Security non-government org
American Board for Certification in Infrastucture Protection (ABCIP)
government law enforcement Emergency management public health
american board for certification in homeland security (abchs)
industry
American Board of Law Enforcement Experts (ABLEE) Chief Association Officer (CAO)
academia infrastructure protection
Chief Association Officer (CAO) Chief Association Officer (CAO)
American Board of Intelligence Analysts, ABIA Chair: John W.A. Didden, CHS-III Vice Chair: James C. Sartori, Secretary: Nestor L. Colls-Senaha, MS, CHS-V Janet Schwartz, Ph.D., FACFEI, DABCHS, CHS-V, CDP-I Marquis L. Laude, CPP, CHS-V Rainer A. Melucci, CFC, CSC, FACFEI, DABFE, CHS-III Jason S. Sprowl, CAS Johnie A. Sullivan, FBI (Ret), MBA, MCS, CHS-IV Bo Mitchell, CHS-V, CPP, CEM Michael E. Chesbro, CHS-III, IAC, SSI, CFC Anthony A. Saputo American Board of Information Security and Computer Forensics, ABISCF Chair: Andrew Neal, CHS-III, CISM, CIFI, CSC/I Eric Svetcov, CISSP, CISA, CHS-III J. Clay Fielding, MCP, MCT, CHFE, RFC, GLFI, CEH, CPS, MSCIS Gabriela Rosu, BS, MS, CHS-V Margaret Bond, MBA, CISM, CHS-V Ron Schmittling, CPA. CITP, CISA, CIA Marie Wright, Ph.D., CHS-V, Shayne P. Bates, DABCHS, CHS-V, CPP Rocco A. DelCarmine, CSSP, ISSPCS, CHS-III Robert A. Curtis Dr. Jim Kennedy, MRP, MBCI, CBRM, CHS-IV American Board for Certified Master Chaplains, ABCMC Chair: David Joel Fair, Ph.D., CHS-V, SSI, CMC Leatha Warden, Ph.D., LPC, ACC-I, CMC Charles V. Singletary, CHS-I, CMC James H. Ballard, D.Min., CMC Mary Dobbs, CMC Bruce D. Wright,Ph.D., CMC, Dr. Joseph J. Prudhomme, CMC Dr. Don Howe Dr. William M. Sloane Rev. Robert L. Fountain, CMC
Chief Association Officer (CAO)
American Board of Law Enforcement Experts, ABLEE Chair: Sean Kinney, CHS-V, CMI-III, CFC Vice Chair: E. Robert Bertolli, OD, DABCHS, CHS-V, CMI-V Dr. Jonathan D. Rose Stephen Russell, BS, DABLEE, CMI-II, CHS-III Henry C. Grayson, II, CHS-III, CMI-III Warren L. Shepard, CAPT. SSI, CDP-I, CRC, CHS-V Oscar A. Baez, Sgt.(Ret.) CHS-III William R. Kushner, M.S., CHS-IV Dr. Patrick E. Spoerry, Ph.D., CHS-V, CFC Dr. James Smith, J.D., Ed.D., CHS-III 2011 Editorial Advisory Board E. Robert Bertolli, OD, FACFEI, DABCHS, CHS-V, CMI-V Xavier Stewart, Ph.D., RRT, NR-EMT, CHS-V, DABFE, DABFM Jody Bissonnette, BA, CHS-III James D. Blair, DPA, FACFEI, CHS-V, DABCHS, FABCHS Kenneth Burkhalter, BS, SSI, CDP-I, CHS-III Patrick Cowan, MBCDRP, CHS-V, SSI, CDP-I Harry Risor, MS, CHS-V James L. Smith Robert D. Boyden, Ph.D., MS, FACFEI, CHS-III Richard J. Hughbank, MA, MS, CHS-IV Shawn VanDiver, CMAS, MS, CHS-V, SSI, CDP-I, CAS-PSM, CTT+ John J. Wassel, MD, CHS-IV Scott P. Altemose, CHS-IV, CFC, SSI Todd DeVoe, CHS-III Dr. Michael G. Oehler Irwin C. Harrington, Ph.D.,CHS-I, CFPS, CFI James Blair, DPA, DPA, MHA, FACHE, FABCHS, CMAS Kenneth Burkhalter, BS, SSI, CDP-I, CHS-V, CNTA, DABCHS, CRC Brendalyn Val Bilotti, RN, BS, CHS-V
www.abchs.com
877.219.2519
CA O ’ s s i g n Greetings from ABCHS/CAO December 28, 2011 Hello to all ABCHS members, As we wind down 2011 and look forward to another great year in 2012, I would like to thank all of you for the continued support you give year-round. There has never been a time that I have asked for your expert advice and support and have been turned away. For this I give thanks to each and every one of you. Without your support, ABCHS would not be here today, let alone growing in leaps and bounds. In the very near future, there will be a lot of exciting new things in store for the ABCHS program. This year at the Executive Summit, we had many new members who gave wonderful presentations. The new presenters received very positive feedback. We covered a broad spectrum of the Homeland Security Arena, and many new topics were covered as well. The Executive Summit was held in Branson, Missouri, and many members were able to stay an extra few days to see the area. The weather that week was beautiful. As we plan for next year’s Executive Summit in Las Vegas, we have decided to conduct things a bit differently. Instead of individual presenters, we will be holding panel discussions covering several areas of the homeland security arena. These panels will consist of five members each, with a moderator overseeing each panel. We feel that this is a muchneeded change, and I look forward to seeing all of you in Las Vegas on October 17-19, 2012 at the Rio All Suites Hotel and Casino. Please watch for the announcement of the listings of panels available, and a call for members to participate in them. Don’t forget you have the opportunity to sign up at the member loyalty registration rate, which will save you hundreds of dollars! Don’t delay, this deal ends January 31, 2012. Additionally, don’t forget to look into our newest certification exam, Certified National Threat Analyst, CNTASM. This is one of our top-rated certifications available, and the great area of knowledge you will gain is outstanding. We have received excellent reviews on this certification. I hope you will take the time to review the information and sign up today! As always, thank you for your continued support of the ABCHS program. Marianne Schmid Chief Association Officer, ABCHS
Member News
WANTED: Homeland Security Manuscripts Inside Homeland Security® is looking for original, unpublished, well-researched manuscripts from experts within the field. Please review the publication’s submission guidelines at http://www.abchs.com/ihs/ihs_submission.php. For questions, contact the editor by e-mailing editor@abchs.com or calling (877) 219-2519, ext. 122.
Send Your Comments and Letters to Countersign E-mail IHS at editor@abchs.com or address mail to: IHS, Countersign, 2750 E. Sunshine, Springfield, MO 65804. Letters become the property of the journal, and its owns all rights to their use. IHS may edit letters for content and length.
Inside Homeland Security® is published quarterly by the American Board for Certification in Homeland Security, 2750 E. Sunshine, Springfield, MO 65804. ABCHS members receive an annual subscription to IHS as part of their benefit package. Non-members may subscribe by calling 877.219.2519. Annual subscription rates (4 issues per year) United States: one year $29.95/ two years $49.95; includes shipping and handling. Internationally: one year $54.95 / two years $74.95; includes shipping and handling. Postmaster: Send address changes to Inside Homeland Security®, 2750 E. Sunshine, Springfield, MO 65804 877.219.2519
www.abchs.com
Inside Homeland Security® is a publication of The American Board for Certification in Homeland Security, CHS®, 2011. ABCHS is dedicated to the credentialing, networking, continuing education, and training of homeland security professionals. The opinions and views expressed by the authors, publishers, or interviewees are their own and do not necessarily reflect those of the ABCHS program, nor does the ABCHS program adopt such opinions or views as its own. The ABCHS program disclaims and does not assume any responsibility of liability with respect to the opinions, views, and factual statements of such authors, publishers, or interviewees, nor with respect to any actions, qualifications, or representations of its members’ or subscribers’ efforts in connection with the application or use of any information, suggestions, or recommendations made by the ABCHS program or any of its boards, committees, publications, resources, or activities thereof. For more information call toll-free 877.219.2519.
Publisher and Founder: Robert L. O’Block
MDiv, Ph.D., PsyD, DMin
Chief Association Officer Marianne Schmid Team Leader: cao@abchs.com editor: Julie Brooks
julie.brooks@abchs.com
Art Director: Brandon Alms
brandon@abchs.com
Graphic Designer: Stephanie Lindberg stephanie@abchs.com Advertising: Julie Brooks
julie.brooks@abchs.com
Winter 2011
Inside Homeland Security®
7
ABCHS Board Announcement The ABCHS Board met for their annual meeting on Wednesday, October 12, 2011. Items covered included voting for new positions open on the board. We are pleased to announce the following candidates that were selected. We welcome our new board members, and are very excited to have them aboard and helping move the CHS program to new heights.
SECRETARY: John J. Sullivan, Jr., Ph.D., CHS-V
Vice Chair: Barbara Citarella, RN, M.S., CHCE, CHS-V
NE
W
Dr. Sullivan has dedicated his entire professional career to public safety. His earned academic credentials include a Bachelors degree in Behavioral Science from Lynn University, a Master of Science degree in Management from National-Louis University, and a Doctor of Philosophy degree in Organization and Management from Capella University. As a career law enforcement practitioner and educator, Dr. Sullivan remains active in both the law enforcement and higher education communities, most recently having joined the Palm Beach Sheriff ’s Office (PBSO) in 2008 as the continuation of an extensive career in both law enforcement and higher education. He now serves as the Executive Liaison to the Homeland Security Bureau for one of the largest sheriff ’s offices in the United States, with almost 5,000 employees and volunteers serving a population of 1.5 million residents. He oversees the Executive Council and the Eleven Critical Infrastructure Councils that comprise the Sheriff ’s Business Partners Against Terrorism (B-PAT) Program. Dr. Sullivan serves as the Faculty Chair for Public Safety in Capella University’s undergraduate program. Additionally, he has served as a local police officer in suburban Kansas City, twenty-five years as a federal criminal investigator, over a decade as a practitioner-educator and consultant, and now as an active professional in uniting the business and law enforcement communities in homeland security initiatives. Some of Dr. Sullivan’s research interests include leadership, ethical performance, and motivational management. However, his genuine passion is focused on the use of new technology in protecting the homeland. In his position at Palm Beach County, Dr. Sullivan is actively involved in the county’s new federally funded virtual fusion center.
Barbara Citarella is the founder of the award-winning company RBC Limited, a health care and management company specializing in disaster preparedness. In addition to consulting in all areas of health care, RBC Limited has worked extensively with law enforcement, government agencies, and the private sector with regard to business recovery planning, protection of personnel assets, infection prevention, infrastructure protection, all hazards planning, and the Incident Command System. Barbara is a CHS-V. She is the Vice Chair of the Board of the American College of Certification of Homeland Security. She is also a certified instructor at the Department of Homeland Security’s Center for Domestic Preparedness. Barbara is a professional registered nurse with a master’s degree in science, which she obtained from Pace University in New York, where she also serves on the University’s Professional Advisory Board for the Lienhard School of Nursing. She is a founding member of the Mu Epsilon Chapter of Sigma Theta Tau, the International Honor Society of Nursing. Her many presentations include topics such as Optimistic Bias and Its Role In Disaster Preparedness, Crisis Leadership, Special Needs Populations and Disaster Preparedness, Continuity of Operations Planning, and Bioterrorism. She has recently finished the first national research project ever conducted on the home care and hospice industry and its response to the H1N1 Pandemic. The results will be published 2011 in the American Journal of Infection Control.
8
Inside Homeland Security®
Winter 2011
www.abchs.com
877.219.2519
Board Member: Mr. William Cummins, DABCHS, CHS-V, CDP-I William Cummins is currently the Global Head Health, Safety, Security, and Environment for the DP DHL company, Industrial Projects. This branch caters to the oil, gas and energy markets in all countries (including high risk/corruption). Bill holds a bachelors degree in Occupational Safety and Health, sits on The American Board for Certification in Homeland Security (ABCHS), and carries the CHS-V, (Certified in Homeland Security), Certified in Disaster Preparedness, CDP-I, among numerous other fraud and emergency response course work, where in the preceding 3 years prior to Industrial Projects Bill was instrumental in several other DP DHL companies in varying roles and participated in the world-recognized DHL Disaster Response Team (DRT). For the years prior Bill was the Manager of Safety and Emergency Response at Case Western Reserve University in Cleveland, Ohio where he participated in the Vice Presidential Debate, chaired the Homeland Security panel within the Northern Ohio Chapter Health Physics Society, University Hospital’s HICS committee, and trained with the Cleveland and Summit County Hazardous Material teams. Bill has also participated on the Ohio HM-TAC (hazardous materials technical advisory committee) and trained at the live nerve agent facility in Anniston, AL.
Board Member: Mr. Wayne M. Morris, DBA, MA, CHS-V, DABCHS, CPP, PSP Wayne Morris is the Director of Security for the Joint Special Operations Command, Fort Bragg, NC. He retired from the U.S. Army in 2001 after a 20 year career. Wayne began his army career with a four year assignment with the 82nd Airborne Division. After this assignment, the remaining sixteen years of his career included assignments to various special operations units including the 7th Special Forces Group, the John F. Kennedy Special Warfare Center and Schools, and the United States Army Special Operations Command. Beginning in 1995, Wayne’s military duties went from conducting typical Special Forces operations and training to performing Force Protection operations. Holding the positions of Force Protection Operations Sergeant and Force Protection Operations Sergeant Major, Wayne ensured security needs were met for elements of the U.S. Army Special Operations Command.
Board Member: Ms. Brendalyn Val Bilotti, RN, BS, DABCHS, CHS-V Brendalyn Val Bilotti has a unique well rounded background in the medical field, specifically with Emergency Response and Emergency Preparedness for the last 30+ years. Currently, she is the principle/owner of QUEST Quality Emergency & Safety Training, a community and corporate consulting company. She has synergistically combined her military medical experience with current homeland security needs to address ongoing preparation efforts of law enforcement, first responders, emergency personnel, as well as the training needs of the general public. As the Medical Branch Chief for Urban Shield since 2007, she is responsible for all medical and support functions of this International Homeland Security Exercise. As a member of the Alameda County Sheriffs Search & Rescue Team, she was command staff during the 2006 Nina Reiser Search and participated in the 2008 recover efforts and well as the Cantu and Campbell searches. She is a credentialed California educator and POST Certified faculty member of the Alameda County Sheriffs Office Regional Training Center. In addition to teaching at the Academy, She teaches Basic SWAT classes on emergency medical care and Tactical Medicine. As a Registered Nurse, she has played a variety of roles throughout her career, including: Director of Performance Improvement, Risk Management & Medical Records, and JCAHO Preparation Consultant for an acute care facility.
877.219.2519
www.abchs.com
Winter 2011
Inside Homeland Security®
9
99% of Americans have seen combat on TV.
Photo by Petty Officer 2nd Class Sandra M. Palumbo, U.S. Navy - Bahrain, November 6, 2007
1% of Americans have seen combat in Iraq or Afghanistan.
We know where you’re coming from. We’ve got your back. Join the online community at IAVA.org
member spotlight
Kenge
DeBold
enge DeBold, CHS-V was recently promoted to the rank of Lieutenant Commander in the United States Navy. He is what is referred to in the Navy as a Mustang Officer, one that has risen through the enlisted ranks to become a commissioned officer through sustained superior performance in leadership and his vast technical knowledge on complex Naval Weapons Systems. In his current position, LCDR DeBold is the Weapons Officer in charge of the Surface Weapons Training at the Center for Surface Combat Systems Detachment West at the San Diego 32nd Street Naval Base. LCDR DeBold has been in the Navy for 31 years. When asked about his time at the training center, LCDR DeBold says, “our main goal is to make the best surface, gun, and missile weapons technicians out of young sailors, many of whom are fresh out of high school and preparing to get underway on ships for the first time and deploying around the world.” 877.219.2519
www.abchs.com
I’ve been in the navy for 31 years and I’ve seen a lot of positive changes. Lieutenant Commander Kenge DeBold’s promotion came just six months before his retirement, which will be on March 1, 2012. LCDR DeBold says, in regards to retirement, “I’ve been in the navy for 31 years and I’ve seen a lot of positive changes.” He feels the nation is putting out a lot of effort to ensure that our ships and crews are ready to go to sea with the most capable weapon systems, on the best equipped modern warships, with the best crews in the world. The Lieutenant Commander attended the Executive Summit for the first time this year, which took place October 1214, 2011. LCDR DeBold enjoyed his time in Branson, Missouri. He says his
favorite part was the speakers, especially Steven King, who spoke of the Nationwide SAR Initiative. He hopes to attend again next year at our Executive Summit in Las Vegas, Nevada on October 17-19, 2012. After his Navy retirement, LCDR DeBold plans on using his many years of experience to finish his degree program in Homeland Security and Emergency Management, and pursue a position in that field. He graduates in Fall 2012. DeBold says he could not have attained the rank of Lieutenant Commander if it were not for his wife, Sheila Ryan DeBold. The couple will celebrate their 23rd wedding anniversary in February of 2012. Winter 2011
Inside Homeland Security®
11
1 CE Credit
Emergency Preparedness
C E A rticle :
Involves More Than First Responders By Irwin C. Harrington, Ph.D., CHS-I, CDP-I, CFPS, CFI
1 CE Credit
This article is approved by the following for 1 continuing education credit: The American Board for Certification in Homeland Security, CHS® provides this continuing education opportunity for those individuals Certified in Homeland Security, who are required to obtain 30 Certification Maintenance Unit’s (CMU) per 3-year recertification cycle. After studying this article, participants should be better able to do the following: 1. To demonstrate that living in a volatile society requires constant planning and preparedness for the occurrence of unexpected disasters. 2. To discuss the value of NIMS as a measure public safety professionals could use in preparing and responding to disasters. 3. To rate the importance of including the health care industry in disaster preplanning scenarios to reduce potential liabilities after a disaster occurs.
C E A rticle :
KEYWORDS: disaster planning, emergency management liability, disaster preparedness, hospital preparedness, interagency emergency response collaboration TARGET AUDIENCE: Individuals serving the nation in one or more of the various roles of homeland security, as well as public health professionals working in health care clinics and facilities. They would work together to collectively assure the safety of the nation during disastrous events through proactive planning for the unexpected occurrence of a crisis and provide essential care to the injured. Individuals taking the exam at the end of this paper should have an advanced knowledge of current homeland security ideologies to include the process of NIMS and disaster planning. PROGRAM LEVEL: Advanced DISCLOSURE: The authors have nothing to disclose. PREREQUISITES: This knowledge could be a combination of both education and experience, whereby collectively he or she has more than five years of study time
and field work in one of the various methodologies, which make up the homeland security and public health care industries.
12
Inside Homeland Security®
Winter 2011
www.abchs.com
877.219.2519
A
crisis is brewing in America that necessitates immediate attention by lawmakers before cases of personal liability reach into the billions of dollars. In recent
years, hospitals across the nation have had to alter the traditional role of their emergency rooms to accommodate the changes in need of America’s health care system.Today’s hospital emergency rooms that once were primarily occupied by the most seriously ill now resemble medical triage service departments for individuals incapable of paying for care provided by their primary doctors. Yet, for those hit the hardest during the current financial crisis the nation is enduring even turning to an emergency room for care is burdensome. The continuous rise in health insurance premiums despite the legislature passed by President Obama is placing many in this country in a state of health care despair. “More than 60% of U.S. residents rely on employer-provider health insurance. But in recent years, most of the major labor disputes which have resulted in strikes have included the employers’ desire to
More than 60% of U.S. residents rely on employerprovider health insurance. 877.219.2519
www.abchs.com
reduce payments for employee health insurance and transfer those costs to the employees” (Haughton, 2005). Today, for every ten individuals in need of medical attention more than half are being turned away by their local emergency room because either they do not have adequate medical coverage or the emergency room lacked the necessary resources to address their needs. What has become of our society, whereby, the primary means of health care for millions is the emergency room? A volatile society that continues to change in result to recent events throughout the world has challenged the capability of emergency responders to respond efficiently to the most disastrous events. Everyone from local politicians, to those sitting in federal office, as well as the average citizen in the suburbs of Alabama, should be asking themselves whether as a nation we are prepared for the occurrence of the next major disaster. Winter 2011
Inside Homeland Security®
13
Focus of Study The focus of this study was to examine the inconsistencies of emergency response preparedness in America. The overt overcrowding of hospitals across the nation denotes that as a whole this country is not prepared to handle another major disaster if one was to occur today. During incidents of mass chaos where millions of lives are at stake, emergency preparedness involves more than fire and police personnel to mitigate disasters and potential public health liability associated with crises. In a volatile society the effectuation of any emergency response operation during incidents of mass chaos at the magnitude of the September 11, 2001 terrorist attacks, Hurricane Katrina, the 2004 Southeast Asia Tsunami, and the more recent the 7.3 magnitude earthquake in Japan has to include the health care industry. After all, it will be the body of professionals who make up the health care industry that will care for the sick and injured, who in the aftermath of any particular disaster will be essential for the efficient recovery of the affected area.
Reason to Prepare for Disasters A recent study of the readiness of emergency responders denotes that areas in the emergency management industry still exists that are not a hundred percent prepared to respond to a disaster. Ready or not, with tornadoes flattening towns, wildfires blazing in parts of the country, and hurricane season looming, Americans are fairly confident that local authorities are prepared for natural disaster—but they don’t have much faith in the federal government. Two-thirds of respon-
signs such as in the case of hurricanes, tornadoes, or floods. There may be potential for an emergency occurring during a local event, such as the Olympics, the Super Bowl, or a visit by the high ranking government officials such as the President. However, during the most severe forms of disasters such as during an unexpected earthquake, there is often no advanced notice to prepare citizens for the worst. Subsequently, it becomes the responsibility of every public safety official to include public health pro.... transportation received the lowest scores of the areas fessionals to take considered crucial to the survivability of the American proactive measures to citizenry in the event of another major disaster. mitigate the potential destruction and loss of dents to a new Gallup/USA Today poll life that disasters leave behind. said that the feds aren’t ready. Community During most incidents, health care fafirst responders got the highest marks for cilities are considered essential for the care readiness: 68 percent of respondents said of the injured as the degree of emergency that their local police and fire departments preparedness shifts from every day prowould be prepared to deal with a natural cedures to a heightened status. While at disaster. Sixty-two percent said that lo- other times when everything is calm, the cal hospitals were ready, and 60 percent planning that most municipalities undergo said that their own families were prepared to prepare for disasters rarely include the public health care system. Yet, in view of (Glazer, 2007). As witnessed on March 9, 2011 in Ja- recent events, there should always be a pan, an emergency or disaster can occur at need for interagency collaboration planany time. There may be advanced warning ning to include public health to assure 14
Inside Homeland Security®
Winter 2011
optimal recovery from incidents in disaster prone areas subject to cases of a mass casualty accident, terrorist attacks, chemical plant explosions, and power outages. Despite the critical incident that demands the attention of emergency professionals (fire, police, EMS, and government agencies) the mode of response should be proactive. In a world filled with uncertainty, a proactive response to a disasterous situation is dependent on the ability of emergency managers to devise an effective emergency preparedness plan. An independent study group conducted a survey of the nation’s largest cities to get an actual glimpse of how truly prepared the nation was for another significant disaster. Overall, the results of the survey indicated that collectively the country was not as prepared for another disaster as many politicians perceived it to be. In particular, the area of transportation received the lowest scores of the areas considered crucial to the survivability of the American citizenry in the event of another major disaster. The majority of America’s urban areas received a failing grade on their ability to evacuate citizens in the event of a disaster, according to study released by the American Highway Users Alliance. It graded 37 www.abchs.com
877.219.2519
Operational Preparedness
of the largest urban areas in the country with more than 1 million people, and found 25 would have greater problems evacuating their citizens than New Orleans did during Hurricane Katrina. They failed on three criteria-internal traffic flow, capacity of major exit routes and accessibility to automobile transportation (Congress Daily, 2006). Subsequently, considering that the last two major incidents in the United States, September 11, 2001 terrorist attacks and Hurricane Katrina, both occurred when the American citizenry least expected them, it should be apparent to public safety professionals that the reason to prepare for disasters is not only to protect their constituents from unexpected life threatening events, but also to develop contingencies to assure the infrastructure of their immediate environment could withstand the magnitude of the disaster. In planning for the worst, proactive preparations prior to an incident display a sense of professional diligence viable to the reduction of risk and presumptive liabilities.
877.219.2519
www.abchs.com
At the onset of a disaster, a community’s first line of defense is the brave men and women who put on uniform of first responders (local police, firefighters, and emergency medical professionals). These brave souls are trained to know that in the event of a disaster they must take appropriate actions to resolve the incident before it escalates out of control. Yet, despite training the first responders receive while attending their perspective training academies and subsequent on the job experience, most are unprepared to deal with the most severe form of disaster. In most cases, during severe circumstances when everything that could go wrong does, on-the-job training goes out of the window, and basic instincts dictate the of mode response for first responders. At this time, public safety personnel typically would turn to their pre-established critical incident plans to resolve the disaster as it escalates to a major catastrophic event. Disaster management goes beyond simply developing operational plans that are placed on a wooden book shelf and revisited when incidents grow out of control. The effectuation of any disaster management plan should be fueled by the premise of constant review and revisions. In a volatile society filled with unknown potential crises, it is the responsibility of every public safety professional to develop emergency preparedness plans that take into consideration a wide magnitude of operational influences. Unequivocally, properly trained and equipped public safety professionals who proactively follow a pre-established emergency preparedness plan are invaluable in a world of uncertainty. Unfortunately, the current capabilities of public safety professionals are hindered by the lackadaisical approach of a few emergency managers who have yet to realize that emergency management is not a one-step approach to resolving a disaster. Rather, emergency management entails a fullscale approach that incorporates a team effort.
The majority of America’s urban areas received a failing grade on their ability to evacuate citizens in the event of a disaster, according to a study released by the American Highway Users Alliance.
Winter 2011
Inside Homeland SecurityÂŽ
15
Necessary Measures for Disaster Preparedness
John Sartin / Shutterstock.com
In a post 9/11 environment, public safety professionals must come to realize that the success of their emergency operations is highly dependent on their ability to effectively plan and understand the concepts of disaster management. By failing to pursue their communal duties through a consideration of the concepts of disaster management, public safety professionals will continue to place the lives of their constituents at risk. Essentially, preparing for disasters to minimize future societal hardships amongst the socioeconomic sector involves a forward thinking approach by public safety professionals. “Planning for hardships ahead of time is vital for businesses that need to carry on daily operations” (Beichman, 2004, pp.18). To successfully mitigate disasters in a volatile society requires public safety professionals to develop an understanding of the National Incident Management System, challenges to the nation’s infrastructure, and the ideologies behind risk management. Without these it would be difficult for any individual in a position of authority during a disaster to
allocate essential resources effectively to fulfill mission requirements. Even before 9/11, the federal government, in cooperation with local agencies, had been working diligently to develop emergency preparedness plans to address incidents such as the bombings of the Oklahoma City Federal Building and the first World Trade Center attacks. “Over the last decade, the federal government has mandated that its departments and agencies, including the U.S. Department of Housing and Urban Development (HUD), develop emergency preparedness and continuity of operations (COOP) plans” (Beichman, 2004, pp.18). However, with the unexpected occurrence of the 9/11 attacks, public safety professionals are now faced with the reality that they must include new forms of risk and hazards in their emergency preparedness plans. “Many conventional risks look set to take on new forms, and new hazards are emerging, some of which are characterized by considerable uncertainty on the one hand, and the possibility of extensive and perhaps irreversible harm on the other” (Lazo, 2003, pp.3).
The National Incident Management System Considering the notion that disasters could occur at an unexpected moment, the first priority for emergency managers in the process of developing an emergency preparedness plan should be to form alliances with disparate entities. The National Incident Management Systems (NIMS) is a vehicle that affords emergency managers the opportunity to form necessary alliances to respond to disasters under a unified voice. “NIMS is the first standardized management approach that unifies federal, state, and local lines of government for incident response. The NIMS system evolved from the Incident Command concepts pioneered by the Phoenix, Arizona Fire Department and State of California” (Anderson, 2004, pp. 3). In the past twenty years, the world has witnessed the advancement of technology and modes of transportation beyond the capacity of rational thought. The internet has made it possible for terrorist cells in one portion of the world to communicate in real time with cells in another. This increases the threat to communities in the process of recovering from a recent disaster, as they will be vulnerable to potential acts of terrorism. In consideration of the notion that terrorists would use any means to pursue their intent of malice, it only makes sense that public safety professionals glean from past experience that it is impossible to protect their constitu16
Inside Homeland Security®
Winter 2011
ents from a disaster without the aid of a disparate entity. Notably, when developing their emergency preparedness plans, emergency managers should step outside of their comfort zone and collaborate with other safety agencies to efficiently respond to a potential disaster through the application of the NIMS systems. The NIMS system not only provides the managerial ingredient necessary for effective communications between disparate agencies, but also assures these agencies efficiently achieve the four concepts of emergency management (preparing, mitigating, response, and recovery). • Mitigation activities involve identifying potential emergencies that may affect a community or the demand for its services and implementing a plan to support areas in the organization that may be vulnerable. • Preparedness activities develop the community’s ability to manage the effects of an emergency. • Response activities are designed to control the negative effects of an emergency situation. • Recovery actions are aimed at restoring essential services and resuming normal operations of the facility. They begin almost simultaneously with response activities (Kramer, 1992, pp. 202). www.abchs.com
877.219.2519
Critical Infrastructure Next, in importance to developing a working relationship with various entities in preparation for unexpected disasters, public safety professionals should develop an understanding of their environment’s critical infrastructure. What is ‘critical infrastructure’? The infrastructure of the United States is one of the largest of all industrialized countries is a complex system of interrelated elements. Critical infrastructures can be defined as industries, institutions and distribution networks and systems that provide a continual flow of the goods and services essential to a country’s defense and economic security and to the health, welfare, and safety of its citizens. Five major sectors can in general be considered critical: Vital Human Services, Information and Telecommunications, Energy, Banking and Finance, and Physical distribution (Kerjan, 2003, pp. 132). The nation’s infrastructure could easily be considered the backbone of the country that, once weakened, will determine the degree of risk and subsequent liability it will be able to endure at the onset of a disaster. “The reason why they are commonly classed as critical are mostly due to their significance for economic prosperity and their type and level of interaction with other elements like supply or information infrastructures” (Endress, 2007). The occurrence of a disaster on any one of the nation’s transportation ports could have a crippling affect on society. As the emergence of new threats surface throughout the world, public safety professionals need to rethink the approaches they use to protect those areas most vulnerable to disasters. “The emergence of a larger spectrum of threats—terrorism, sabotage, local conflicts, political unrest, and natural disasters—combined with the growing globalization of economic activities, makes networks highly vulnerable” (Kerjan, 2003, pp. 132).
“Planning for hardships ahead of time is vital for businesses that need to carry on daily operations”
Issues of Liability In the wake several horrific incidents in recent years, it is fair to claim that America’s public safety organizations need their constituents just as much as their constituents need them. Yet, with so much political confusion in the air since 2001 on how to allocate resources appropriately to the area in most need, federal funding continues to suffer. Irrefutably, the reduction of liability during an emergency is dependent on emergency responders having clear goals, which are in line with the needs of their constituents. “A lack of clarity about goals leaves no alternative to holding employees 877.219.2519
www.abchs.com
accountable for procedural correctness” (Schorr, 1997, Pg. 117-118). With the preservation of human life being the overriding goal of public safety professionals during a disastrous event, it is vital that the pre-planning scenarios they incorporate into their training plans consist of proactive solutions steered toward mitigating costly liability cases. To reduce personnel liability, and assure the achievement goals of public safety, professionals should focus their resources in areas of public safety that will have the greatest impact in preserving human life. Unfortunately,
this is not the case. Since the terrorist attacks of 2001, the government has used more money to fund the improvement of the nation’s security infrastructure than in any other area. Clearly, since the attacks, public safety organizations across the country have found themselves coping with the reality of having to do more with less. Without exception, the health care industry has not been exempt from this harsh reality that budget shortfalls have placed a strain on how public safety in America will proceed from here.
Winter 2011
Inside Homeland Security®
17
Emergency Rooms Throughout the nation, America’s public safety organizations are feeling the pressure of having to do more with less to meet the challenges of a post 9/11 world. “Yet, somehow, out of this chaos, order does emerge as the department creates new structures and procedures to adjust to the new realities thrust on it” (Swanson, Territo, and Taylor, 2005, p. 214). Arguably, as resources both capital and natural are used as appropriately needed to protect the country from future horrific disasters, all of America should un-
professionals to rank the inclusion of public health as a main priority when formulating their disaster preparedness plans in consideration of future potential liabilities. Hospital personnel play an important role in disaster response. Their roles vary according to the type of disaster, location, and availability of local resources, and can include bioterrorism incident identification, triage and treatment of victims, and promoting accurate and consistent public information. The effectiveness of hospital staff response is greatly enhanced by pre-event integration into Hospitals are said to be isolated in their the community emergency preplanning activities, and are possibly the paredness and response planning weakest link in emergency response. process (Braun, 2006, pp. 799). derstand that having to do more with less By failing to prepare for the unexpected is logical at present moment. Yet, consider- appropriately, and assure that public health ing that another major disaster could occur care in particular the nation’s hospitals are when least expected, such as in the case of a part of their disaster emergency plans, Japan’s 7.3 magnitude earthquake and sub- public safety professionals could find themsequent tsunami, an area that should not selves liable for the potential health risk that have its resources reduced is the area of pub- civilians encounter because of the disaster. lic health care, if it is to operate efficiently. “Recent reports have expressed concern that The public health industry is essential for hospitals are not adequately integrated into the survivability of the American populace. community planning. Hospitals are said As witnessed during recent disasters, the to be isolated in their planning activities, public health industry was integral in the and are possibly the weakest link in emerrecovery of communities hit the hardest gency response” (Braun, 2006, pp. 799). during the impending disaster. That said, Arguably, if a chain is only as strong as its in all fairness considering the value of the weakest link, then it would only be logical public health industry to the survival of our for emergency managers to work with the nation during recent events, it would be entity considered the weakest link in emersound judgment on the part of public safety gency preparedness. Emergency rooms are inadequately equipped to care for a large number of individuals reporting at the same time in need
18
Inside Homeland Security®
Martin Haas / Shutterstock.com
Winter 2011
of health care. Yet, through legal mandates, as a safety net emergency rooms must provide medical care to anyone who walks through their doors. A safety-net program is a system that mandates hospital emergency rooms to open their doors to the public and provide medical care. “In the U.S. health care system, a core safety net provider has two defining characteristics: (1) either by legal mandate or explicitly adopted mission, they maintain an “open door,” offering patients services regardless of their ability to pay; and (2) a substantial portion of their patients are uninsured, on Medicaid, and/or otherwise vulnerable. The hospital Emergency Department, by all accounts, falls within the definition of a core safety net provider” (Hock, 2005). In addition, besides the obvious overcrowding of emergency rooms, the quality of health care provided to these individuals is poor as well. “The most worrying effect is that it compromises quality of care and may lead to medical errors, poor outcomes, and even
www.abchs.com
877.219.2519
Levent Konuk / Shutterstock.com
unnecessary patient deaths” (Hock, 2005). After surveying several colleagues from different parts of the country, they all had one thing to say about the hospitals located within their hometowns. The emergency rooms of their local hospitals have become the primary care provider for families earning less than $40,000 a year. In addition, surgical facilities and trauma centers are ususally equipped to address trauma resulting from a disaster. Yet, although trauma centers are prepared to handle massive trauma cases during a disaster does not necessarily mean that local community hospitals in the vicinity of a disaster are prepared to receive victims requiring surgical intervention. Essentially, with hospital emergency rooms being the nation’s new safety nets, a lack of consistency on where patients would receive care in the event of a disaster is occuring throughout the country. Subsequently, emergency managers who fail to include the health care industry in their emergency preparedness plans, and plan for an unexpected high civilian casualty toll during a disaster would be doing their constituents a disservice.
877.219.2519
www.abchs.com
To learn more information about emergency preparedness, take our course National Response Framework-NRF. To enroll in this course, go to www.abchs.com, or call 877.219.2519 for more information.
Nursing Facilities A disaster that would require the mobilization of public health facilities could arise at times of community crisis; such as severe weather storms such as Hurricane Katrina that left thousands without shelter or food for days. In the aftermath of Katrina the concern for public officials was the spread of contagious diseases to the displaced and homeless. Other forms of disasters that would prompt the need for a public health and police/fire service collaboration would be incidents involving bioterrorism, nuclear and toxic chemical spills, or a plane crash. Each of the above listed incidents have the potential of occurring when least expected and taking communities by surprise unless they are fully prepared for the unexpected. Unquestionably, disasters in this country have the tendency to occur when the majority of society least expected them to occur. “Disasters (natural and man-made), hurricanes, earthquakes, tornadoes, terrorist attacks, extreme cold and electrical blackouts- are unpredictable and disruptive” (Biechman, 2004, pp.18). Nevertheless, when the area’s Office of Emergency Management sounds the call for an evacuation by direction of the County Executive, Mayor, or Emergency Manager, most civilians find a way to evacuate with little assistance from trained professionals, except for a particular group of citizens. In a disaster prone society, nursing facilities similar to hospital emergency rooms are equally vulnerable to disasters both man-made and natural, similar to any other industry in America. “As recent news events have shown, nursing facilities are not immune to the dangers imposed by an unexpected emergency crisis---from fires, floods, or other extreme weather disasters” (Williams, 2006). Therefore, the incorporation of nursing facilities into their emergency preparedness plan by police and fire safety professionals would be a move in the right direction, considering the condition of the individuals occupying them. “Nursing facilities need to make emergency preparedness a priority in their organization because a crisis can happen anywhere and at any time” (Williams, 2006). Sadly, as the nation witnessed Hurricane Katrina unfold, individuals with disabilities preventing them from freely moving about were left to fend for themselves. Yet, with the implementation of new laws in favor of the rights of Disabled Americans, the notion of being left behind during a disaster is changing for millions. “When disasters strike, people with disabilities are not left out of the destruction and turmoil to follow. In recent Winter 2011
Inside Homeland Security®
19
Nursing Facilities (Cont.) years, people with disabilities have become increasingly active in the dialogue surrounding emergency preparedness, and have called on the government to confront the issue of disaster planning for people with disabilities” (Sapolin, 2006). The time has come for public safety professionals to establish a close working relationship with the Americans with Disabilities Association when preparing their emergency plans before the federal government mandates them to do so. Under this collaboration, the physically impaired will be given extra thought by responding companies as far as what to do when a disaster strikes. “Under an executive order signed by President George W. Bush on July 22, 2004, the Department of Homeland Security was charged with aggressively exploring the matter of addressing the emergency response needs of disabled populations, and established an interagency council for that purpose” (Sapolin, 2006). Conclusively, a new era is dawning in how public safety organizations emergency hoping to avoid future cases of liability are developing their emergency preparedness plans. The volatile nature of unexpected disasters, as recently witnessed in Japan, provides empirical evidence that individuals with disabilities, or members in the health care industry (medical practitioners, patients, and administrative staff), should no longer be excluded from disaster preparedness drills that communities conduct. Consider the challenges, since, in reality, if there were to be another incident at the magnitude of 9/11 or Hurricane Katrina, the nation’s hospitals would be the country’s first line of defense, where the rights of a disabled person are just as important as the rights of a fully fit American.
20 Inside Homeland Security® Larry Bruce / Shutterstock.com
Winter 2011
Private & Public Sector Collaboration
A remarkable transition is in progress involving the institutions of government, the market, and society-at-large. We see it perhaps more clearly in the United States, but it is also evident in other parts of the world. The transition, as Klitgarrd and Treverton (2003) have characterized it, is from “layer-cake” to “marble cake” governance, evidenced by new forms of partnerships across sectors at all levels (Manley, 2007, pp.3). On the morning of Tuesday September 11, 2001, the world as we knew it changed forever. At approximately 9 a.m., terrorists crashed a commercial airplane into the first of two towering buildings in downtown Manhattan, New York, sending panic and chaos into the air throughout the country. For the first time since Pearl Harbor, a foreign enemy brought war to American soil. Irrefutably, from this horrendous act of cowardliness, American industries throughout the country changed their operating procedures to meet the demands of a new world. For some industries, the change in procedures demanded only shuffling a few administrative departments around. For others, in particular the public safety industry, the change meant learning how to put aside external differences with diverse organizations in an effort to form collaborations. If anything, the one thing that public safety professionals could agree on in the aftermath of 9/11 is that to be effective in fulfilling emergency response goals they will need to collaborate with disparate organizations. “When you cannot go it alone and succeed, collaboration becomes a prerequisite to effectiveness” (Austin, 2005, Pg. 10). To effectively achieve their communal responsibilities, public safety organizations should consider forming alliances with different industries. Heads of police, fire, chemical manufacturers, and, most importantly, public health agencies, should seek to collaborate with each other to assure their constituients survive associated threats of terrorism, chemical hazards, and natural disaters. Unfortunately, despite recent events, there are still some public safety organizations that have yet to find the best practice that would align their business strategies with the needs of their constituents. In view of current impediments affecting the efficiency of our nation’s public safety industries amid disasters, public safety professionals nationwide should be asking themselves the question, “in a world filled with uncertainty, what is the best way to protect the American citizenry?” The creators of the National Incident Management System would answer the above question by claiming that disparate public safety organizations need to work together under an unified umbrella to protect the American citizenry. On February 28, 2003, the Homeland Security Presidential Directive 5 requested the development and administration of NIMS to prevent, prepare for, respond to, and recover from terrorist attacks, major disasters, and other emergencies. The objective of this system is to ensure that all the various levels of government across the United States have the capability to work efficiently and effectively together using a single national comprehensive approach (Anderson, 2004, pp.3). The National Incident Management Systems is an invaluable approach of organizing emergency operators in a manner that would elimate the inefficiencies, which in the past have hindered first responders. The value of NIMS is that through its application there would be fewer variations on the modes of communications between disparate safety professionals considered important to reduce operational libilities. “Prior to the use of FGC, ICS, and now NIMS, response organizations acted upon multiple commanders, and many times operations planning other responsibilites lacked coordination. This often resulted in safety shortcomings for the general public and emergency responders” (Anderson, 2004, pp.4). www.abchs.com 877.219.2519
Where We Go from Here? The question ‘Where We Go from Here,’ is a peculiar question with no absolute answer, considering the uncertainty of the world that we live in. As witnessed during recent events, the occurrence of disasters such as earthquakes and other severe natural incidents are something that no form of pre-planning could prevent, despite the form of advanced planning or drills that first responders and public safety professionals in Japan may have accomplished prior March 11, 2011. The tsunami that ravaged the coastline following the devastating earthquake was unpreventable. In addition, the earthquake that killed thousands in Haiti a year ago was a critical incident that took the nation by surprise, and left political officials unsure of the future of their homeland. In review, both of these critical incidents provide empirical evidence that catastrophic events are incidents that, from a proactive standpoint, requires public safety professionals to develop plans of incident minimization and recovery to maximize operational efficiency. Subsequently, to better protect the public they serve it is vital for public safety professionals to learn their infrastructure, along with potential threats to develop mechanisms to minimize the aftermath of the unexpected occurrence of critical incidents in advance. This requires a better collaborative effort with members of the public health industry, who are essential for the recovery of a nation and responsible for caring for the injured.
References: Anderson, A.I., Compton, D., and Mason, T. (December 2004) Managing in a Dangerous World—The National Incident Management System. Engineering Management Journal, Vol.16, No. 4 Austin, J.E., (2002) The Collaboration Challenge. Jossey-Bass Publishers San Francisco Biechman, J. (March/April, 2004) Ready For A Disaster. Journal of Housing & Community Development, pp. 18-25 Braun, B.I., Wineman, N.V., Finn, N.L., Barbera, J.A., Schmaltz, S.P., and Leob, J.M. (2006) Integrating Hospitals into Community Emergency Preparedness Planning. American College of Physicians, pp.799-811 CongressDaily (October, 2006) Most U.S. Cities Unprepared For Disaster Evacuations. National Journal Endress, C. (July, 2007) Critical Infrastructure Protection Strategies and Technologies. Safety & Security International Glazer, G. (May, 2007) Emergency Management: View on Policy and Politics. National Journal, Vol. 39, Issue 20 Haughton, J.G., (2005) “Emergency Services: Part of the Safety Net?” Journal of Public Health Policy, Vol. 26 pg. 282-285 Hock, M.O., (2005) “Should the Emergency Department be Society’s Health Safety Net?” Journal of Health Policy, Vol. 26 pg. 269-281 Kramer, W. M and Bahme, C.W. (1992). Fire Officer’s Guide to Disaster Control 2nd Edition. Penn Well Publishing Inc. Kerjan, E.M. (September, 2003) New Challenges in Critical Infrastructures: A US Perspective. Journal of Contingencies and Crisis Management, Vol. 11, No.3, pp. 132-141 Lazo, T. (2003) A global approach to risk management: Lessons from the nuclear industry. Journal of Nuclear Environmental News, No.21 Manley, T.R., Shaw, W.H., and Manley, R.C. (June 2007) Project Partnership: A Medium for Private and Public Sector Collaboration. Engineering Management Journal, Vol. 19, No.2 877.219.2519
www.abchs.com
Moving forward, things that we should consider as we form collaborations with disparate public safety industries to include public health are: 1. Finding a means to develop a community-wide understanding of the role hospitals and emergency rooms play in the recovery of a city, county, town, and municipality from a major disaster. 2. Developing an understanding of the goal of a collaboration between the public health industry and other public safety organizations. 3. Take time to build trust amongst disparate public safety organization to lean on value of interagency collaborations. 4. Identify the importance of the ‘Incident Command Structure’ in responding to major disasters to determine who would respond to what type of incident, and who would take the lead. 5. How success in collaboration would be measured and enjoyed. Once we are able to garner an appreciation of working together to safeguard the citizenry of this great country, we will witness an improved process of disaster preparedness that will provide us with the training and capability to recover from any form of incident, both man-made and natural.
Sapolin, M. (2006) Emergency Preparedness. Journal of Visual Impairment & Blindness; Vision Loss & Public Health, Vol. 100 Schorr, L.B., (1997) “Common Purpose” Anchor Books Random House, Inc. Swanson, C.R., Territo, L., and Taylor, R.W., (2005) Police Administration: Structures, Processes, and Behavior 6th Edition. Pearson Prentice Hall Inc. Williams, L. (June, 2006) Emergency Preparedness in the midst of a crisis. Nursing Homes Management, Vol. 55, Issue 6
A b o u t t h e Au t h o r Dr. Irwin C. Harrington, PH.D., CHS-I, CDP-I is a twenty-four year veteran of United States Navy and the Fire Service with World Conflict Experience. It is through the love he has for his family that he has dedicated his life to the field of public safety. He holds certifications in Homeland Security, Fire Protection Specialist, and Fire Investigations. He currently serves in the United States Navy as a Senior Damage Control and Fire Prevention Instructor. In addition to instructing in the Navy, he also served the citizens of New York City as a fire prevention inspector assigned to the New York City Fire Department, Bureau of Fire Prevention. During the height of the recovery and cleanup following the horrific events of 9/11, he served as a Life Safety Analyst in the fire department’s Occupational Health and Safety division. His area of expertise in crisis management and leadership has enabled him to teach members of the military and government officials methods of leadership to overcome challenges under strict circumstances. Winter 2011
Inside Homeland Security®
21