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Class, this is the final forum of the course. From our readings from Week 8, we see that field of emergency management including the Incident Command System and NIMS have changed drastically over the years. The NIC has been developed in order to make sure that our incident management systems are as efficient and effective as possible. Going forward, there will inevitably be changes that will positively impact our emergency response and disaster planning organizations. In the past 50 years we have seen significant changes to the field of emergency management in our country. Some of the notable turning points in the field of emergnecy management include the following: 1974 - Disaster Relief Act of 1974 - The Disaster Relief Act of 1974 authorized the president of the United States to implement a program of disaster preparedness and relief aid that would enable use of all federal agencies. The Disaster Relief Act of 1974 states that any federal assistance offered is dependent upon the president authorizing such aid in the form of issuing a declaration. 1979 - FEMA is created. 1988 - Stafford Act - Part of the reason for the change from the Disaster Relief Act of 1974 to the Stafford Act was the fact that the federal government was concerned about expanding disaster declarations beyond only natural disasters, and this included other types of incidents such as technological disasters (Three Mile Island in PA) and other instances outside the scope of natural disasters. Terrorism is not yet included. Federal assistance could be requested by the state on behalf of either the local government or state government. However, the request from the state must come from the governor. 2002 - Homeland Security Act - The September 11, 2001 terrorist attacks resulted in the creation of the Department of Homeland Security (DHS). FEMA is now included under the umbrella of DHS. HSPD-5 established the National Incident Management System (NIMS) and the National Response Plan (NRP). HSPD-8 established policies to strengthen the preparedness of the United States to prevent and respond to threatened or actual domestic terrorist attacks, major disasters, and other emergencies by requiring a national domestic all-hazards preparedness goal, establishing mechanisms for improved delivery of Federal preparedness assistance to State and local governments, and outlining actions to strengthen preparedness capabilities of Federal, State, and local entities. 2005 - Post-Katrina Emergency Management Reform Act - the performance of FEMA and other emergency management agencies during Hurricane Katrina results in the Post-Katrina Emergency Management Reform Act ( PKEMRA ) of 2006. The act enhances FEMA's responsibilities and its autonomy within DHS. Significant and meaningful changes to FEMA were made to increase preparedness levels of the general population and aid in mitigation and resilience efforts. These changes also included incident managem.

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CRJ Module 8 Overview Terrorism and the Future of Emergency Management The September 11th (9/11) and the October 2001 Anthrax attacks together prompted dramatic changes in U.S. emergency management and have been the impetus for a reexamination of the nation’s emergency management system, its priorities, funding and practices. These changes are ongoing and will continue for the foreseeable future. In this module, you will learn how the government's hazard focus has been affected by the changing risk of terrorism. The events of September 11, 2001, the consequences of those events, and how the government responded will be discussed. You will also learn about the Department of Homeland Security along with its components and its role in emergency management. In addition, you will investigate how the U.S. government communicates terrorist threat information to the public. You will outline how Hurricane Katrina affected terrorism preparedness and response. Lastly, the possibilities the future holds for emergency management and how the profession may be improved in the near future will be discussed and analyzed. Learning Objectives Upon completion of this module, you should be able to: 8I Explain how the federal government funds first responders. 8J Understand how the Department of Homeland Security was formed, its components, its role in the emergency management and counterterrorism efforts, and its accomplishments. 10C Explain how the government's hazard focus has been affected by the changing risk of terrorism. 10D Discuss the events of September 11, 2001, the consequences of those events, and how the government responded. 10E Summarize how the U.S. government communicates terrorist threat information to the public. 10F Understand why the 9/11 Commission was formed and what was found as a result of its investigation. 10G Explain how state and local governments manage the risk of terrorism. 10H Outline how Hurricane Katrina affected terrorism preparedness and response. 11A Understand how the past has impacted emergency management as it exists today. 11B Discuss the possibilities the future holds for emergency management, and how the profession may be improved in the near future. Module 8 Reading Assignment Haddow, G., Bullock, J., & Coppola, D. (2011). Introduction to emergency management. Burlington: Elsevier. Chapters 9 and 10. Emergency Management and the New Terrorist Threat The September 11th (9/11) and the October 2001 Anthrax attacks together prompted dramatic changes in U.S. emergency management, and have been the impetus for a reexamination of the nation’s emergency management system, its priorities, funding, and practices. These changes are ongoing and will continue for the foreseeable future. Prior to 9/11, the Nunn-Lugar legislation provided the primary authority for domestic Federal preparedness activities for terrorism. FEMA, DOJ, HHS, DOD, and the National Guard all jockeyed for leadership on terrorism. Attempts a.

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10.1177/0002716205285404 604MarchTHE ANNALS OF THE AMERICAN ACADEMYAGILITY AND DISCIPLINE For more than thirty years, the U.S. emergency management community has been increasing its ability to structure, control, and manage a large response. The result of this evolution is a National Response System based on the National Response Plan and the National Incident Management System that is perceived to have failed in the response to Hurricane Katrina. Over the same period, social scientists and other disaster researchers have been documenting and describing the nonstruc- tural factors such as improvisation, adaptability, and cre- ativity that are critical to coordination, collaboration, and communication and to successful problem solving. This article argues that these two streams of thought are not in opposition, but form orthogonal dimensions of discipline and agility that must both be achieved. The critical success factors that must be met to prepare for and respond to an extreme event are described, and an organizational typology is developed. Keywords: response; critical success factors; agility; improvisation; discipline Extreme events such as the September 11,2001, attacks on the United States, the De- cember 2004 Sumatra earthquake and Indian Ocean Tsunami, Hurricane Katrina, and the October 2005 Pakistan earthquake produce catastrophic immediate impacts and cause long- term disruption of economic and social systems. With the exception of the 9/11 attacks, these 256 ANNALS, AAPSS, 604, March 2006 DOI: 10.1177/0002716205285404 Agility and Discipline: Critical Success Factors for Disaster Response By JOHN R. HARRALD John R. Harrald is the director of the George Washing- ton University (GWU) Institute for Crisis, Disaster, and Risk Management and a professor of engineering management in the GWU School of Engineering and Ap- plied Science. He is the executive editor of the Journal of Homeland Security and Emergency Management. He has been actively engaged in the fields of emergency and crisis management and maritime safety and port security and as a researcher in his academic career and as a practitioner during his twenty-two-year career as a U.S. Coast Guard officer, retiring in the grade of captain. He received his B.S. in engineering from the U.S. Coast Guard Academy, an M.S. from the Massachusetts Insti- tute of Technology where he was an Alfred P. Sloan Fel- low, and an MBA and Ph.D. from Rensselaer Polytechnic Institute. events exceeded our ability to organize and execute coordinated, effective response and relief efforts. The national response system crafted over the past three years by the U.S. Department of Homeland Security (DHS) was tested for the first time when Hurricane Katrina struck the Gulf Coast. Hurricane Katrina was a catastrophic event because it was actually two disasters. Comfort (2005, 5) noted that “the first phase, the hurricane, could legitimately be called a natural disaster, as it was genera.

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Respond to at least one colleague and provide a different perspective on how your colleague’s disaster might have influenced specific policy. Describe any insight you have gained from reading your colleague’s post. Use in text citations, references and APA formatting. A brief description of each of the two disasters you selected. Then explain the specific policy that resulted from these disasters and their impact on the field of emergency management. Finally, describe the challenges that these disasters might present to emergency managers in establishing intergovernmental relationships for response and recovery. A natural hazard is a threat of a naturally occurring event that affects humans in a negative manner. It is called a natural disaster when the hazardous threat actually happens and harms humans. There are several natural disasters that can leave behind a disastrous effort, but for the purpose of this discussion I chose tornadoes. According Sylves, a tornado is a rapidly rotating vortex or funnel of air extending groundward from a cumulonimbus cloud, exhibiting wind speeds of up to 300 mph (pp. 42). The wind force caused by a tornado has the ability to lift and shift massive amount of debris including destroying large objects such as buildings. There is no clear indication according to meteorologists on exactly how tornadoes are formed, but one known fact is the formation comes from thunderstorms. In order for a tornado to exist there are certain conditions that triggers them. Abundant low-level moisture is necessary to contribute to the development of a thunderstorm, and perhaps a cold front or other low-level zone of converging winds is needed to lift the moist air aloft. Most tornadoes are generated in the Central part of North America, known in the area of the Great Plains, but has been known to touch down in many states. Another natural disaster that can be detrimental in nature is a hurricane, especially a category 4 hurricane. Category 4 hurricanes have speeds between 130-156 mph, and with this time of strength can cause catastrophic damage. Amongst the damage that a category 4 hurricane cause, there is also a high risk of injury or death people, livestock, and pets (Cleary, 2016). Specific Policies In 1999, after a tornado torn through Oklahoma and Kansas causing damages to several schools the federal government decided to create a grant that would provide funding for damage prevention projects after a tornado called the FEMA’s Hazard Mitigation Grant Program (HMGP). FEMA’s Hazard Mitigation Grant Program (HMGP) provides grants to states for their use in conducting mitigation activities following a Presidential declaration of a major disaster. HMGP grants are awarded through a cost-sharing arrangement in which the Federal government provides a grant of up to 75 percent of eligible project costs. therefore, a non-Federal contribution of at least 25 percent is required (FEMA, 2002). The aftermath of Hurricane Katrin ...

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