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Unit V Project
You have been asked to participate in a discussion-based tabletop exercise (TTX) that will help prepare your emergency management team and others in your community for a natural disaster. Since your community is on the coast, the TTX will cover how the community will respond to a hurricane.
You will begin this assignment by viewing the Adobe Captivate presentation linked here. (Click here for transcripts of video 1, here for video 2, and here for video 3 from the presentation.) Throughout the scenario presented, you will be asked questions. Please make note of what your answers to these questions will be as at the end of the presentation, these notes will be used to compose a paper based on the scenario.
Your paper will consist of the following sections:
• Introduction to the scenario, including a description of the disaster your community will be facing and its impacts on the community,
• How your community will prepare for the disaster and how your team will work to protect the community from effects of the disaster,
• How your team will respond after the disaster has passed,
• How your team will help the community recover from the disaster,
• How risks can mitigated in preparation for future disasters,
• Conclusion (Hot wash), consisting of lessons learned after the disaster, any organizational strengths and weaknesses that occurred, next steps to consider when planning and preparing for the next disaster, and at least five short-term and long-term goals that your team should follow up on.
Your paper should consist of at least three pages with at least two outside sources, one of which can be your textbook. In addition, utilize the CSU Online Library when locating your sources. Please use proper APA style for citations/references and paper formatting (which includes: title page, double spacing, one inch margins on all sides, and 12-point font size in Times New Roman).
Journal
You are in charge of a community coalition of stakeholders preparing for disasters within your jurisdiction. Think of the stakeholders that may be involved in your local community in an effort to prepare for disasters that may specifically impact your community. How would your decision-making processes be impacted by political influence? How would you overcome territorial disputes regarding allocation of resources and response?
Your journal entry must be at least 200 words. No references or citations are necessary.
Need original and unplagiarized work, please do not accept if cannot return quality work. Please read assignment fully
Week V study guide is attached for guidance.
Transcripts 1,2,3 are attached (no video)
MSE 6301, Risk Management 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
2. Examine the risk that disasters present to the community and responders.
2.1 Describe the hazards that may impact a particular community as a result of a natural disaster.
2.2 Outline how a community will prepare for, respond to, and recover from a natural disaster.
2.3 Describe how risks can be mitigated in a community when preparing for future disasters.
3. Assess emergency planning strategies aimed to reduce risk.
3.1 Describe lessons learned after a natural disaster in a community.
3.2 Identify any organizational strengths and weaknesses that may occur before, during, and after
the disaster.
3.3 Describe next steps that should take place when planning and preparing for disasters including
short-term and long-term actions for follow-up.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 6
Chapter 7
Unit V Project
2.2
Unit Lesson
Chapter 6
Chapter 7
Unit V Project
2.3
Unit Lesson
Chapter 6
Chapter 7
Unit V Project
3.1
Unit Lesson
Chapter 6
Chapter 7
Unit V Project
3.2
Unit Lesson
Chapter 6
Chapter 7
Unit V Project
3.3
Unit Lesson
Chapter 6
Chapter 7
Unit V Project
Reading Assignment
Chapter 6: Emergency and Crisis Management Stakeholders
Chapter 7: Decision Making in Managing Disasters and Crises
UNIT V STUDY GUIDE
Emergency Management Stakeholders:
Networking, Decision Making, and
Addressing Challenges
MSE 6301, Risk Management 2
UNIT x STUDY GUIDE
Title
Unit Lesson
The United States has a continual network of public agencies, nonprofit organizations, private firms and
services, and governmental agencies that are capable of providing services before, during, and after a
disaster has taken place. In most of the U.S. states, county governments are normally responsible for
handling emergency response operations and funding. Once the local funding and resources have been
overwhelmed, then it is up to the state to provide resources to the county/counties that have been impacted.
The federal government may intervene if the disaster stretches beyond the resources and the capacity of the
state and local governments (Kapucu & Özerdem, 2013; Peerbolte & Collins, 2013).
If the disaster becomes a catastrophe, then there will be a coordinated effort from all three levels of the
governments in order to provide and distribute resources. Both the National Incident Management System
(NIMS) and the National Response Framework (NRF) provide a framework for structuring the emergency
management departments that are responding to disasters.
During the course of a disaster, it is important to have a combination of local, state, federal, private, and
nonprofit sectors participating and allocating resources. The emergency manager is the lead, or primary
stakeholder, in the event of a disaster. There are social, economic, and political groups that fall into this
category of stakeholders that will be contributing in the event of an emergency. Local community households,
community emergency response teams (CERTs), American Red Cross, Salvation Army, and other
businesses in the area will be key stakeholders in providing food, shelter, and work for the unemployed. The
local political stakeholders may include the emergency manager who will be able to apply for grants regarding
disaster relief funding, grants for planning and preparedness, and grants for the recovery efforts that will
eventually be needed. The combination of working together from local community representatives, volunteers,
and stakeholders is imperative to the success of the total operation. Collaboration is needed with all the
agencies, locally and in adjoining jurisdictions, in order to achieve smooth communication, planning and
development of operating procedures and other plans, and forming a standardized organizational culture.
State and federal government entities should also be asked to participate in meetings and trainings, and
offered the opportunity to participate in and critique any exercises that are disaster-related and performed by
the community (Kapucu & Özerdem, 2013; Peerbolte & Collins, 2013).
The advent of terrorist attacks in the mid-1990s was a key indicator that stakeholders and government
agencies alike needed to work alongside one another in the advent of a disaster. Emergency management
operations cannot work in the sense of being within a vacuum or working in a linear manner. Emergency
preparedness and response requires structural formatting, but also has to include another alternative of
flexibility that will not be rigid in following the rules so strictly that it will impact the overall disaster operations.
Relationship building and collaboration with the primary stakeholders within the community are key elements
the emergency manger should take into consideration. In the event of a disaster, the network that has been
formed with the stakeholders will be beneficial not only for the emergency manager, but also for the
community, knowing there will be resources, assistance, and cooperation from others in order to minimize the
life-safety risk associated with the disaster (Peerbolte & Collins, 2013). Successful collaboration will include
sharing a common vision, believing in sharing a common goal, being willing to change linear thinking into
more flexible opportunities, continual positive energy, and also being creative (e.g., training and exercises,
use of alternative resources for disaster preparedness and response, and policy-making)
(Kapucu & Özerdem, 2013).
In order to be a successful emergency manager, one must concentrate on sharing the involvement in the
disaster preparedness and response with stakeholders. Also, the stakeholders must be willing to share their
resources, roles, and involvement in the disaster. Collaborative leadership and having a form of open
communication with stakeholders are two areas that will be important to understand how each entity will be
able to contribute during a disaster. An example of good collaboration is holding a monthly meeting prior to a
disaster occurring. City planners, local politicians, engineers, electric and gas companies, and public works
may be included in the discussion of how they will be able to contribute to the return of normalcy in the
community. These include the ability to allocate resources, handle the media, return energy to energy–ridden
areas impacted by the disaster, and offer thoughts on safe evacuation routes should the situation arise.
Emergency mangers need to take into consideration all the stakeholders that can assist in the emergency
management cycle and also have them organized into an area where their resources can be utilized.
Emergency managers and first responders are faced with challenges when responding to a disaster and also
when it requires quick decision-making techniques for the safety of the community. Sound decision-making
MSE 6301, Risk Management 3
UNIT x STUDY GUIDE
Title
processes are imperative to the success of the overall operations. There is a need to make quick decisions in
the event of a disaster. If the emergency manager or leader of the operation makes a hasty decision, it may
result in the deaths of many within the population and may create a crisis, intensifying the consequences that
may result from poor decision-making. The emergency manager and the decision-making process are
synchronous with the type of disaster that is taking place, the characteristics of the disaster, the type of
environment the emergency manager is facing, and the risks that are involved (Kapucu & Özerdem, 2013;
Peerbolte & Collins, 2013).
Emergency managers will face uncertainty when the disaster is occurring and have to handle situations that
may compromise the community. Decision makers in the field may encounter different types of uncertainty
impacting the outcome of their final communication: (a) lack of knowledge pertaining to the event; (b)
autonomy and handling the situation through self-direction; and (c) the differences in norms, values, and
moral and ethical decision-making. Time pressure and overall risk during the disaster can also have an
impact on the emergency manager and how the final decision is made (Kapucu & Özerdem, 2013).
Time pressure for the allocation of resources, the distribution of food, the need for more logistical support, and
also being able to handle multiple scenarios at one time can lead to incomplete thoughts and unsophisticated
decision-making processes. Furthermore, risk is another influencing factor that may impede the clarity needed
to make a swift decision in the midst of a disaster and chaotic situations. Uncertainty within the ranks of the
organization is one of the determining factors that impedes progress (Kapucu & Özerdem, 2013).
Risk must be assessed and minimized prior to the disaster when dealing with planning and preparedness
phases of emergency management. Internal and external stressors may also lead to premature closure of a
decision being made, a disorganized assessment may be relayed to the leader/emergency manager, and
these may create an inability to think clearly and to allocate resources. Effective emergency management can
be accomplished by the minimization of message and communication distortion. If the message that is being
delivered is clear and transparent, the likelihood of the operation being a success will increase. Good
communication is necessary for any event, but it is also important during training and exercises
(Peerbolte & Collins, 2013).
Previous experience in the disaster field and training will also have a bearing on the types of decisions being
made along the way. Simulations, for example, assist in creating a real-life scenario for the leader, but also
create an atmosphere where decision-making is taking place immediately through the use of performance-
enhanced videos. The importance of simulations, regularly scheduled trainings, and other types of disaster
exercises will decrease the likelihood of rushing into poor decision making. Emergency managers will
undergo three different phases of decision making regarding disaster management: disaster decision making
prior to the event, during the event, and after the event (Peerbolte & Collins, 2013).
An emergency manger has the benefit of time, more deliberate thinking, and the ability to communicate more
effectively with those in the command structure in a non-threatening environment. On the other hand,
emergency managers should be aware of facing challenges dealing with the unknown during the crisis. Both
the acceptance and urgency of the situation are indicators of how the emergency manager/leader is adapting
to the disaster (Peerbolte & Collins, 2013). Good communication during this phase of decision making will
create effective decision making for the groups involved in the response. Finally, decisions that are made
after the disaster are related to both relief and recovery. The lessons learned will be key indicators of how well
the leadership made decisions throughout the processes. Effective decision making by emergency managers
and leaders can be difficult due to the complex situations that are presented; however, when tough decisions
need to be made, it is up to the emergency manager to have obtained proper training, use past experiences
for the benefit of leadership decision making, and reflect on the management of that specific incident
(Peerbolte & Collins, 2013).
MSE 6301, Risk Management 4
UNIT x STUDY GUIDE
Title
References
Kapucu, N., & Özerdem, A. (2013). Managing emergencies and crises. Burlington, MA: Jones & Bartlett.
Peerbolte, S. L., & Collins, M. L. (2013). Disaster management and critical thinking skills of local emergency
managers: Correlations with age, gender, education, and years in occupation. Disasters, 37(1), 48-
60. Retrieved from
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi
n.aspx?direct=true&db=a9h&AN=83928099&site=ehost-live&scope=site
Suggested Reading
Critical thinking skills are associated with both emergency management and emergency managers during
disasters. This study looks at some of the psychological correlations regarding emergency managers and
their decision-making processes.
Peerbolte, S. L., & Collins, M. L. (2013). Disaster management and the critical thinking skills of local
emergency managers: Correlations with age, gender, education, and years in occupation. Disasters,
37(1), 48-60. Retrieved from
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/logi
n.aspx?direct=true&db=a9h&AN=83928099&site=ehost-live&scope=site
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=83928099&site=ehost-live&scope=site
https://libraryresources.columbiasouthern.edu/login?auth=CAS&url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=83928099&site=ehost-live&scope=site
1
News Report 3 Transcript
ANCHOR
Good evening, welcome to VNN. Since Hurricane Hanna made landfall
last week, communities all across the region, from the coast to hundreds
of miles inland, are struggling to recover. The slow-moving storm brought
severe winds and rains and tornadoes, causing catastrophic flooding
throughout the region. At least four states reported record rainfall, and
most of the fatalities have been due to flooding. Survivors throughout the
region still need emergency food and water, as well as ice to preserve food
until power is restored. Utility companies are saying they need another
week or more to restore power in some neighborhoods. Responders are
also working hard to provide temporary roofing to homes and businesses
that have damaged roofs, and to provide temporary housing to the
thousands who have lost their homes.
The states and FEMA have established locations where residents can get
emergency supplies and water, there are points of distribution in many
communities where supermarkets and other food stores are still closed or
damaged.
The state is warning citizens that the public water supply has been
breached by toxic chemicals and sewage from treatment plants.
Residents should not use public water for drinking, washing hands or
bathing. But some neighborhoods are still flooded and unreachable, so
residents are fending for themselves. Some have resorted to looting local
businesses for groceries, electronics and more. State and federal
environmental cleanup teams are trying to contain the breach to the public
water supply.
Local emergency managers are taking a number of steps to inform and
protect residents, including reverse 911 calls and even sending officers
into the streets with bullhorns.
Hurricane Hanna has devastated communities across the region. We have
reports of more than 1,000 fatalities, and 5,000 critical or serious injuries.
NewsReport 2 Transcript
VNN ANCHOR
Good evening, welcome back to VNN — Hurricane Hanna made landfall this morning as a Category 5
storm, making a direct hit on the metropolitan area. The city has been hit hard by sustained 160 mph
winds and over 20 inches of rain have fallen in the past 24 hours. Hanna’s storm surge was over 18 feet
and it broke through seawalls and flooded neighborhoods. The storm has moved North of us now, and
search and rescue operations are underway. We’ve heard reports of victims trapped in collapsed
buildings, and others stranded by floodwaters. Utility companies meanwhile are reporting that over a
million customers are without power, and utility crews are fighting to restore at least temporary power to
critical facilities. The state is also working with federal officials and private companies on restoring
communications, transportation, water, and other critical infrastructure.
The Governor reported from the emergency operations center a few minutes ago that the state is
struggling to clear roads and bypasses so residents can get to shelters and safe areas. The region’s
mass transit system is calling on private transportation companies for backup. Police departments
throughout the region are working to maintain order and protect property. Meanwhile with so many
homes and buildings damaged, the Governor is identifying additional temporary shelter and housing, the
state is working with FEMA, the Red Cross and other federal agencies to create temporary shelters.
Since the evacuation was ordered three days ago, many residents have been staying in hotels and
motels. The area’s hospitals are overwhelmed, they’re taking in large numbers of victims, but they’re also
trying to shore up their own facilities which in many cases have been damaged and flooded. The
hospitals say they need more critical medical supplies, they need help evacuating patients from damaged
facilities, and, as a grim sign of the scope of this disaster, they even need help with mortuary services and
victim identification.
NewsReport 1 Transcript
VNN ANCHOR
Good morning, welcome to VNN. The National Hurricane Center is warning this morning that Hurricane
Hanna has strengthened into a dangerous Category 4 storm and it’s tracking toward the greater
metropolitan area. Models indicate possible landfall over the region as early as Thursday morning. But
forecasters are not sure if the storm will strengthen or weaken over the next couple of days. The
Governor is not taking chances, she has ordered the evacuation of all citizens and tourists within 10 miles
of the coast, that means over a million people are evacuating from the metro area and coastal regions.
Local highways are already jammed with traffic, and some gas stations have already run out of gas.
The Hurricane Center is warning that if Hanna strengthens to Category 5, many homes and buildings will
be damaged or destroyed. Mobile homes are especially vulnerable, they could be completely destroyed.
Any building that is unsound could collapse. With the storm surge and rains, there could be major
damage to lower floors of all buildings located up to 15 feet above sea level and within 500 yards of the
shoreline. Again the Governor has ordered a mandatory evacuation for everyone within 10 miles of the
coast.
