Too often we hear that rescue efforts, emergency responses and "restarting" hospitals etc. have been halted due to the lack of power immediately after a disaster has hit. Many places have emergency generators, but will rely on having fuel delivered to sustain their capabilities. We are in the design phase of an easily deployable 40' container that contains solar panels, small wind turbines combined with storage solutions ...more »
We welcome your thoughts and ideas on the following topics to address the five strategic needs identified within the Essential Capabilities category:
- Actions currently under way
- Other actions that could be under way
- Challenges we face in implementing actions
- Potential solutions to address the challenges we face in implementing actions
The five strategic needs identified under this category include the following:
- Develop emergency management capabilities to address dynamic and unprecedented shifts in local and regional population characteristics and migratory flows.
- Practice omni-directional knowledge sharing.
- Infuse emergency management principles and life skills across the entire educational experience to empower individuals to assume more responsibility.
- Build a shared vision for the emergency management community of the future and a culture that embraces forward thinking to anticipate emerging challenges and develops appropriate plans and contingencies.
- Leverage volunteer capabilities across all emergency management phases.
Please feel free to comment on or discuss any or all of these topics. We look forward to hearing from you!
Potential solutions to address the challenges we face in implementing actions: Expand the use of public and private sector partnerships(P.S.R.S./M.A.R.S./R.A.C.E.S./A.R.E.S./S.A.T.E.R.N.) related to emergency communications. The private sector owns more than 85 percent of critical infrastructure, government and emergency response agencies own and operate communications systems that support their critical missions, including ...more »
Recognition that government at all levels cannot manage disasters alone means that communities need the opportunity to draw on their full potential to operate effectively. Empowering local action requires allowing members of the communities to lead—not follow—in identifying priorities, organizing support, implementing programs, and evaluating outcomes. The emergency manager promotes and coordinates, but does not direct, ...more »
During non-emergency times, most of us just hop on over to our neighborhood pharmacy to obtain our needed prescription medications. Has any dialogue been had with the large pharmacy chains to see about getting their stock of medicines out to whoever's managing the distribution of such things at emergency shelters? (I have no idea.) I would think that would be the most readily available place to get such things in the ...more »
There are highly trained, ready-to-go teams across the country, but I do not se any mutual aid occurring. CERT Teams should create contacts or a data-base where we can register our: manpower, special capabilities (trained) and available equipment. When a regional disaster occurs, teams can come from other areas to support and respond. With local support on who/where to report, where to stay.
The current way that Individual Assistance declarations are determined and funded are not equitable for the survivors of disaster. The current determining factors are numbers of major, destroyed, and affected residences, deaths, injuries, and making a plea for assistance through a narrative. This leaves determination up to the recommendation of FEMA regions and then determination at the leadership levels by leadership ...more »
I would suggest that three positions be stongly encouraged (REQUIRED) at the state level.1. Individual Assistance Officer. 2. State Voluntary Agency Liaison. 3. State Donations Manager. During the time of disaster is not the time for states to learn about Individual Assistance, and certainly not the time for FEMA to begin educating states about Individual Assistance programs. I understance that states do not want mandates ...more »
Every Emergency Manager (EM) should be able to calculate and chart the estimated resilience of their own local preparedness organizations. Once they have thus identified areas of weakness, they will know what areas of preparedness need improvement. Typical categories used to measure resilience are as follows: 1) Coping strategies; 2) Hardiness; 3) Protective process; 4) Educational tools; 5) Levels of financial ...more »
DARPA (Defense Advanced Research Project Agency) is developing a CAAT (Captive Air Amphibious Transporter) designed to assist in relief operations by moving several tons of cargo over land, water, mud and most any type of surface. It would help the project move ahead if EMs (Emergency Managers) would let DARPA know how such a transport might be helpful in future relief operations. Thanks in advance.
A number of forestry experts have indicated that clear cutting of large areas of insect-killed timber would provide a dramatic benefit in reducing forest wildfires. Our charity, NPI, has developed the means to use large, portable biochar kilns to convert insect-killed timber into liquid biofuels, biochar (to help improve soil fertility), and green electricity produced from kiln heat (using thermoelectric generators). ...more »
For Emergency Managers planning for alternative power systems, SunWize Power Solutions now has a PV (photovoltaics) design calculator on their website (specifier.sunwize.com). I am not promoting PV units from this company, but making EMs aware of their very useful calculator.
Please consider filling vehicles directly from tanker trucks. They would have to be modified with a pump. Lines of these trucks could enter a disaster area and immediately start filling vehicles, generators, etc. until service stations were back on line.