Emergency Management
It is no secret that the emergency management response of the city needs to improve, especially when it comes to winter snowstorms and related issues. With that in mind, it becomes necessary to focus on how to help both businesses and residences who may have people trapped in them. Additionally, people can easily become trapped in their cars, and without food or water they can be at serious risk. With the freezing temperatures, the danger in which these people find themselves is extremely significant, and not something they can easily ignore or extricate themselves from. Of course, there is more than just people to consider. The safety of structures, the clearing of roadways, and the proper functioning of city services are all issues that can come about when snowstorms and other natural disasters hit a city (Howitt & Leonard, 2009). Individuals who work for city agencies need the ability to do their jobs, and they also need the equipment to do so. The agencies, conversely, need qualified people they can trust to do what is needed for the people of the city during and immediately after an emergency (Howitt & Leonard, 2009).
To improve emergency management capabilities significantly, there are many options that can be considered (Buchanan, 2000). Some will work better than others, especially if there are high costs involved that may render some of the choices completely impractical. In order to make sure the city considers the implementation of options that make sense, it is vital to analyze a number of different suggestions. People who are able to think outside of the box are needed when it comes to ensuring that emergency management is efficient, and that it is forging ahead in such a way that allows for the most assistance for the people who need it and the highest level of capabilities from the agencies and individuals who are contracted to help people in their particular times of need (Buchanan, 2000). Until and unless the people and the agencies work together on all facets of the emergency response, very little will get done (Howitt & Leonard, 2009).
However, training is not the only issue these workers and the agencies that employ them are facing. The equipment they have should also be examined (Buchanan, 2000). If anything is outdated or does not work correctly, it should be repaired or replaced. There may be machinery that is not helpful, and that could be sold and the proceeds used toward machinery that would work better for the intended purpose. For those agencies that are not sure about what they need, contacting similar agencies in areas with higher levels of winter storm emergencies can help them decide what they should purchase and what they can forgo. That can make a significant difference in the success that is seen by agencies that are not used to dealing with a particular type of problem, but that realize they need to do more than what they have been previously considering when it comes to crisis situations…
VII. CONCLUSION Hurricane Katrina has been used extensively as an example regarding emergency response and its four phases because it is one of the natural disasters that could not have been prevented, but could have been mitigated, prepared, responded to and recovered from much more efficiently than it was. Because the four phases of emergency management were not carried out properly, we must live with the tragedies that happened as a
Organizational Performance Management Emergency Medical Services & Pharmacies Long-Term Health Care Physicians' Offices Hospitals This paper written organizations. • Discuss influence regulatory accreditation standards performance-management systems. Organizational performance management The main purpose for the health care industry is to serve patients in the most effective, safe, and efficient manner. Each organization in this industry functions differently. However, there are some functions and regulations that the organizations will share. These regulations provide the organizations
Slide 9: Technological innovations in emergency management The starting point in the creation of a plan on how to improve our program from a technological standpoint has been constituted by the review of the it industry. The scope of this research has been that of identifying the innovations in the field and their relevance for our agency and its mission. The results of the research endeavor are briefly presented below: GIS is
These plans must also be communicated in as simple a way as possible. People are more likely to remember the steps they need to take when these are presented in a clear, easy to remember style. A summary of the contingency handbook should therefore be displayed prominently around the workplace at all times. In this way, a combination of written and oral communication during pre-crisis training underscores oral communication
287). Communications during Emergencies The Stephens & Grant article on p. 286 notes that emergency management coordinators often find it difficult to communicate their goals and needs to major groups working with, in part because their priorities are not the same of those local executives have. I believe this to be true; emergency managers are trained specialists whose expertise lies in providing comprehensive care in an emergent situation; local executives often
Emergency Management Evaluate the CIMS program as a means for implementing the NIMS It was on May 14, 2004 when Major Bloomberg and the Office of the Emergency Management -- OEM came with the declaration of the City's introduction of the Citywide Incident Management System -- CIMS as the City's proposal for dealing with emergency recovery plans and also for managing the planned events. From that time onwards, the City's first responder
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