Emergency Management Disaster Hello,I have 4 of my classmates posts. I need you to response to each of them separately. Also, one source for each of them.
Emergency Management Disaster Hello,I have 4 of my classmates posts. I need you to response to each of them separately. Also, one source for each of them. Don’t write about how good their posts or how bad. All you need to do is to choose one point of the post and explore it a little bit with one source support for each response. In the attached you will find all the classmates post. # QUESITON 1 :
Review the Transportation Research News Report, August 2013. (Found in
attached Documents). This is a long document that you can review later but focus
on pages 11-17 addressing Humanitarian Relief and Broken Supply Chains. There
are 7 key topics in this section.
Pick one area and briefly explain its impact- positive or negative- as it relates to
relief and supply chains. If you can find a disaster to support your position, that
would be great.
Student 1 post :
Continuing professional development is the term used to describe the commitment to lifelong
learning, an invaluable skill for all individuals in every segment of society. Continuing
professional development combines many learning methods such as training, workshops,
conferences, events, e-learning programs, best practices, technology and ideas sharing, all
focused on individuals to improve their personal competencies.Engaging in continuing
professional development activities ensures that academic and practical qualifications do not
become obsolete or obsolete, enabling individuals to “upgrade their skills” and “renew their
skills” on an ongoing basis, regardless of their occupation, age or educational level.
The term itself (continuous improvement) is fairly self-explanatory. It almost seems too
simple, but this buzzword is about continually improving your planning, processes, and way of
working. How you plan, study, implement and evolve the improvement efforts you’ve made is
another complicated issue. You have to endure a mentality of logical, sustainable, and constant
enhancement in your organization. that’ll make continuous improvement to be more than a
slogan or poster, so it becomes the way the organization operates at all times.
There are different ways to ensure continuous improvement in the supply chain. For example,
in 2018 the United Nations Office for the Coordination of Humanitarian Affairs conducted an
event called “Partnering with the private sector to innovate humanitarian response” where Ursula
Mueller mentioned that: “We must recognize that the private sector is in many respects more
advanced and experienced, and definitely faster when it comes to these issues”, said ASG Ursula
Mueller in her remarks.
Remarks by the Assistant Secretary-General for Humanitarian Affairs and Deputy Emergency
Relief Coordinator, Ms. Ursula Mueller, at the High-level side event on Partnering with the
Private Sector: How Data Can Improve Humanitarian Response – World. (n.d.). Retrieved
Tatham, P., & Christopher, M. (2015). Humanitarian logistics: meeting the challenge of
preparing for and responding to disasters. London: Kogan Page.
Student 2 post :
There are many challenges in humanitarian logistics. The presence of multiple
stakeholders who often act with different objectives is a big challenge. However, there are
opportunities for the continuous improvement of humanitarian logistics. for successful
humanitarian relief operations, here are some ideas help to advance humanitarian logistics. first,
Demand analysis. Develop a basic framework to model the demand based on historical data, past
experiences and most likely scenarios. second, Inventory planning and control. Inventory
prepositioning is a suitable strategy to face uncertainty, especially when local supply might be
very limited. Making an Inventory management systems can help to keep track of valuable
information about the quantity and quality of the inventory on hand. third, Collaboration among
organizations. Partnerships between profit and non-profit organizations should be built before a
disaster occurs. Moreover, facilitate collaboration include information sharing and organization
specialization can also help.
Adequate education is needed for humanitarian logistics. Educational programs that focus on
problem-based methods that are practical like courses, seminars, conferences and training camps.
Furthermore, methodologies and tools have already been developed extensively to benefit forprofit supply chains, and they should be adapted to the particular requirements of humanitarian
supply chains (Ergun, Keskinocak, Swann, Stamm, and Villarreal, 2010).
Ergun, Ö, Keskinocak, P., Swann, J., Stamm, H., & Villarreal, M. (2010, July 14). Relief
Operations: How to Improve Humanitarian Logistics. Retrieved from http://analyticsmagazine.org/relief-operations-how-to-improve-humanitarian-logistics/
Transportation Research Board. (2013). Logistics of Disaster Response. TR NEWS, 287.
Retrieved from https://bblearn.philau.edu/bbcswebdav/courses/19SP-DMM-640999/Transportation Research News%281%29.pdf.
# question 2 :
Pick 2 of the six Joint Commission’s six critical aspects of emergency
response. Describe them and provide supporting documentation on why they
are defined as critical by the Joint Commission.
Student 3 post :
The Joint Commission has organized emergency response into six critical areas that guide
the process to ensure the safety of the patients and also the staff. Out of the six areas, this paper
will discuss two aspects and also identify why those are critical according to the Joint
Commission. The first critical area is communication. Communication entails maintain
documentation of the attempted and completed contact with all the officials at the various
emergency preparedness levels (Dude Solutions, 2018). Since documentation is a main source of
information for communication, it is effective that it is handled properly. The Joint Commission
considers this aspect critical because of that reason. Maintaining communication at all levels
facilitates coordination and ensures that the response process is handled efficiently as intended.
The second critical aspect outlined by the Joint Commission is the resources and assets.
This entails having enough non-medical supplies and organizing how to obtain other resources in
case they will be required during an emergency (Dude Solutions, 2018). These resources include
food, beddings and other requirements that aid comfortable sheltering (Wex, Schryen,
Feuerriegel, & Neumann, 2014). During an emergency response, some patients need to be kept
on-site due to various reasons and this is why organizations must plan on how to make the
available supplies last or acquire more if need be (Dude Solutions, 2018). This can be achieved
by keeping an efficient current inventory. The Joint Commission considers this aspect critical as
processes cannot be run without the availability of resources. Human beings need rest, food and
other resources to function efficiently which is why this area is critical (Wex et al., 2014).
Dude Solutions. (2018). Critical Areas of Response within Emergency Management. Retrieved
Wex, F., Schryen, G., Feuerriegel, S., & Neumann, D. (2014). Emergency response in natural
disaster management: Allocation and scheduling of rescue units. European Journal of
Operational Research, 235(3), 697-708.
Student 4 post :
Safety and Security
The Joint Commission of emergency response has six critical aspects which have related
codes which make an impact on the safety of various individuals during an emergency. These six
crucial areas include communication, resource and assets, safety and security, staff
responsibilities, utilitiesmanagement, and patient clinical and support activities (Haddow,
Bullock & Coppola, 2017). The discussion would entail the critical aspects of safety and security
and that of staff responsibilities. Safety and security during emergency response are imperative
as it ensures that the number of casualties is reduced and this requires an organization to prepare
on how it manages the security and safety of those evacuated during an emergency. This includes
having an Emergency Operations Plan (EOP) which specifies how security and safety would be
prioritized and be organized depending on the emergency whether it is a natural disaster, terrorist
activities or any other emergency. Having this information documented would help to educate all
the responsible parties on what to conduct in case of an emergency. This aspect is deemed
critical by the Joint Commission as it helps to ensure the number of casualties during a crisis is
contained and there is a safe evacuation plan.
In case of a disaster, it is the mandate of the organization to have a system that will help
to track and locate the location of all the staff and other individuals who might be present during
an emergency occurrence. There is the need of having a system either digital or mobile system
that will help an emergency response team to track all the staff together with the actions that
need to be taken during and after and after the evacuation plans (Zhou et al., 2017). There is the
need of ensuring that all the staff and the individual present in an environment that encountered
an emergency are located and safely evacuated from the premises. This aspect is critical
according to Joint Commission since it will enable the organization to be accountable to all its
staff and ensuring that every individual whereabout is documented.
Haddow, G., Bullock, J., & Coppola, D. P. (2017). Introduction to emergency management.
Zhou, X., Shi, Y., Deng, X., & Deng, Y. (2017). D-DEMATEL: A new method to identify
critical success factors in emergency management. Safety science, 91, 93-104.
䡲 Key Lessons for Postdisaster Humanitarian Logistics
䡲 Building Adaptive Supply Chains
䡲 Assembling a Model for Community Recovery
䡲 Planning for the Worst, Teaming with the Best
䡲 Securing the Fuel Supply
䡲 Timely Interventions: Social Media, Ferries
䡲 Commercial Aviation and Business Continuity
Communicating the Urgency
for Action on Climate Change
TRANSPORTATION RESEARCH BOARD
2013 EXECUTIVE COMMITTEE*
National Academy of Sciences
National Academy of Engineering
Institute of Medicine
National Research Council
The Transportation Research Board is one
of six major divisions of the National
Research Council, which serves as an
independent adviser to the federal government and others on scientific and
technical questions of national importance, and which is jointly administered
by the National Academy of Sciences, the
National Academy of Engineering, and
the Institute of Medicine. The mission of
the Transportation Research Board is to
provide leadership in transportation
innovation and progress through
research and information exchange, conducted within a setting that is objective,
interdisciplinary, and multimodal. The
Board’s varied activities annually engage
about 7,000 engineers, scientists, and
other transportation researchers and
practitioners from the public and private
sectors and academia, all of whom contribute their expertise in the public interest. The program is supported by state
transportation departments, federal
agencies including the component
administrations of the U.S. Department
of Transportation, and other organizations and individuals interested in the
development of transportation.
The National Research Council was organized by the National Academy of
Sciences in 1916 to associate the broad
community of science and technology
with the Academy’s purposes of furthering knowledge and advising the
federal government. Functioning in
accordance with general policies determined by the Academy, the Council has
become the principal operating agency
of both the National Academy of
Sciences and the National Academy of
Engineering in providing services to the
government, the public, and the scientific and engineering communities.
Chair: Deborah H. Butler, Executive Vice President, Planning, and CIO, Norfolk Southern Corporation, Norfolk,
Vice Chair: Kirk T. Steudle, Director, Michigan Department of Transportation, Lansing
Executive Director: Robert E. Skinner, Jr., Transportation Research Board
Victoria A. Arroyo, Executive Director, Georgetown Climate Center, and Visiting Professor, Georgetown
University Law Center, Washington, D.C.
Scott E. Bennett, Director, Arkansas State Highway and Transportation Department, Little Rock
William A. V. Clark, Professor of Geography (emeritus) and Professor of Statistics (emeritus), Department of
Geography, University of California, Los Angeles
James M. Crites, Executive Vice President of Operations, Dallas–Fort Worth International Airport, Texas
Malcolm Dougherty, Director, California Department of Transportation, Sacramento
John S. Halikowski, Director, Arizona Department of Transportation, Phoenix
Michael W. Hancock, Secretary, Kentucky Transportation Cabinet, Frankfort
Susan Hanson, Distinguished University Professor Emerita, School of Geography, Clark University, Worcester,
Steve Heminger, Executive Director, Metropolitan Transportation Commission, Oakland, California
Chris T. Hendrickson, Duquesne Light Professor of Engineering, Carnegie Mellon University, Pittsburgh,
Jeffrey D. Holt, Managing Director, Bank of Montreal Capital Markets, and Chairman, Utah Transportation
Commission, Huntsville, Utah
Gary P. LaGrange, President and CEO, Port of New Orleans, Louisiana
Michael P. Lewis, Director, Rhode Island Department of Transportation, Providence
Joan McDonald, Commissioner, New York State Department of Transportation, Albany
Donald A. Osterberg, Senior Vice President, Safety and Security, Schneider National, Inc., Green Bay, Wisconsin
Steve Palmer, Vice President of Transportation, Lowe’s Companies, Inc., Mooresville, North Carolina
Sandra Rosenbloom, Director, Innovation in Infrastructure, The Urban Institute, Washington, D.C. (Past Chair,
Henry G. (Gerry) Schwartz, Jr., Chairman (retired), Jacobs/Sverdrup Civil, Inc., St. Louis, Missouri
Kumares C. Sinha, Olson Distinguished Professor of Civil Engineering, Purdue University, West Lafayette,
Daniel Sperling, Professor of Civil Engineering and Environmental Science and Policy; Director, Institute of
Transportation Studies, University of California, Davis
Gary C. Thomas, President and Executive Director, Dallas Area Rapid Transit, Dallas, Texas
Phillip A. Washington, General Manager, Regional Transportation District, Denver, Colorado
Rebecca M. Brewster, President and COO, American Transportation Research Institute, Marietta, Georgia
Anne S. Ferro, Administrator, Federal Motor Carrier Safety Administration, U.S. Department of Transportation
LeRoy Gishi, Chief, Division of Transportation, Bureau of Indian Affairs, U.S. Department of the Interior,
Washington, D.C. (ex officio)
John T. Gray II, Senior Vice President, Policy and Economics, Association of American Railroads, Washington,
D.C. (ex officio)
Michael P. Huerta, Administrator, Federal Aviation Administration, U.S. Department of Transportation
David T. Matsuda, Administrator, Maritime Administration, U.S. Department of Transportation (ex officio)
Michael P. Melaniphy, President and CEO, American Public Transportation Association, Washington, D.C.
Victor M. Mendez, Administrator, Federal Highway Administration, U.S. Department of Transportation
Robert J. Papp (Adm., U.S. Coast Guard), Commandant, U.S. Coast Guard, U.S. Department of Homeland
Security (ex officio)
Lucy Phillips Priddy, Research Civil Engineer, U.S. Army Corps of Engineers, Vicksburg, Mississippi, and Chair,
TRB Young Members Council (ex officio)
Cynthia L. Quarterman, Administrator, Pipeline and Hazardous Materials Safety Administration, U.S.
Department of Transportation (ex officio)
Peter M. Rogoff, Administrator, Federal Transit Administration, U.S. Department of Transportation (ex officio)
David L. Strickland, Administrator, National Highway Traffic Safety Administration, U.S. Department of
Transportation (ex officio)
Joseph C. Szabo, Administrator, Federal Railroad Administration, U.S. Department of Transportation (ex officio)
Polly Trottenberg, Under Secretary for Policy, U.S. Department of Transportation (ex officio)
Robert L. Van Antwerp (Lt. General, U.S. Army), Chief of Engineers and Commanding General, U.S. Army
Corps of Engineers, Washington, D.C. (ex officio)
Barry R. Wallerstein, Executive Officer, South Coast Air Quality Management District, Diamond Bar, California
Gregory D. Winfree, Acting Administrator, Research and Innovative Technology Administration, U.S.
Department of Transportation (ex officio)
Frederick G. (Bud) Wright, Executive Director, American Association of State Highway and Transportation
Officials, Washington, D.C. (ex officio)
* Membership as of August 2013.
LOGISTICS OF DISASTER RESPONSE AND BUSINESS CONTINUITY
Transportation’s Roles in Disaster Response
Jon S. Meyer
Many parties are involved in transportation’s role in disaster relief and business continuity;
the articles assembled here offer snapshots of well-researched initiatives, improvements,
collaborations, insights, and the steps ahead.
Improving Postdisaster Humanitarian Logistics:
Three Key Lessons from Catastrophic Events
José Holguín-Veras, Miguel Jaller, and Tricia Wachtendorf
The authors present three practical lessons gleaned from fieldwork after the Port-auPrince, Haiti, earthquake and the Tohoku, Japan, tsunami: the strategic differences between
disasters and catastrophes, the need to control the spontaneous flow of supplies, and the
benefits of integrating the civic society into the response and recovery.
Humanitarian Relief and Broken Supply Chains: Advancing Logistics Performance
John T. (Jock) Menzies III and Omar (Keith) Helferich
All of the stakeholders in a relief operation—donors, humanitarian groups, governments,
local nongovernment organizations, the military, and the private sector—are connected by
a fragile supply chain. The challenge is to create a flexible and adaptive supply chain for
humanitarian relief, capable of launching a variety of services appropriate to the incident,
with a wide scope, in a short time. The authors identify practical approaches.
17 Humanitarian Clean Water Initiative in the Dominican Republic: Summary of a
John T. (Jock) Menzies III and Omar (Keith) Helferich
Building Resilience in Community Recovery:
Overcoming Supply Chain Performance Challenges in a Crisis
The Arlington County Office of Emergency Management is implementing a supply
chain–focused partnership between local government and private businesses. The goal is to
enable a fast, smooth transition from the supply chain’s normal, cost-efficient function to
the life-saving focus needed in a crisis.
20 Summit Explores Lessons from Supply Chains
23 Disaster Resilience in America: Steps Forward
Elizabeth A. Eide and Lauren Alexander Augustine
24 Fuel Supply in an Emergency: Securing the Weakest Link
26 Social Media in Disaster Preparation, Response, and Recovery
Sarah M. Kaufman
28 Ferries to the Rescue: Lessons for Resilience on Waterways
Roberta E. Weisbrod and Adam Zaranko
30 Emergency Management and Business Continuity Within Commercial Aviation
Richard Bloom, Joyce Kirk-Moyer, and Norm Wrona
Planning for the Worst, Teaming with the Best: Instituting an Emergency
Management Program in Idaho to Maximize Performance
Bryan D. Smith
Instead of building a conventional emergency management office, the Idaho
Transportation Department has established a broad, team-focused system and program that
can tap into all the expertise, staff, and resources of the department and the state. The best
cross-functional team can be ready for deployment anywhere i…
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