FEMA's Integration of Preparedness and Development of Robust Regional Offices

In October 2006, Congress enacted major legislation to reform the function and organization of the Federal Emergency Management Agency (FEMA) in response to the recognized failures in preparation for and response to Hurricane Katrina. The Post-Katrina Emergency Management Reform Act of 2006 (PKEMRA) focused national preparedness responsibilities within FEMA and directed additional resources and responsibilities to FEMA's ten regional offices. Directed by Congress, in October 2008 a National Academy Panel began an independent assessment of FEMA's integration of preparedness functions and progress in development of robust regional offices.Main FindingsOver the past three years, FEMA has taken significant steps in an effort to integrate preparedness and develop more robust regional offices. These efforts, undertaken by both the previous and current Administrations, are documented throughout this report and should be recognized and applauded. However, FEMA has yet to define specific goals and outcomes that would permit it, Congress or the public to determine when preparedness has been fully integrated into all aspects of FEMA's work and whether the development and ongoing operation of robust regional offices has been achieved. In the absence of well-defined, measurable outcome indicators, the National Academy Panel relied upon the assessments of FEMA leaders and staff, documentation provided by FEMA, and a review of secondary sources material to inform its findings and recommendations. Based upon this evidence, the Panel has concluded that, while progress has been made: (1) preparedness is not fully integrated across FEMA, (2) FEMA's regional offices do not yet have the capacity required to ensure the nation is fully prepared, (3) stakeholders are not yet full partners with FEMA in national preparedness, and (4) FEMA has ineffective internal business practices, particularly with regard to human resource management. The Panel made seven recommendations for FEMA:Establish a cross-organizational process, with participation from internal and external stakeholders, to develop a shared understanding of preparedness integrationEstablish a robust set of outcome metrics and standards for preparedness integration, as well as a system to monitor and evaluate progress on an ongoing basisWork to eliminate organizational barriers that are adversely impacting the full integration of preparedness across the agencyContinue to build regional office capacity and monitor implementation consistent with the Administrator's recent policy guidanceUndertake steps to improve the ongoing working relationship between headquarters and the regions in accord with Panel-identified principlesTake steps to improve stakeholder engagement and relationships at all levels in accord with Panel-identified principles; andStrengthen internal business practices, especially in the area of human capital planning

Handbook of Emergency Management For State-Level Transportation Agencies, MTI Report 09-10

The Department of Homeland Security has mandated specific systems and techniques for the management of emergencies in the United States, including the Incident Command System, the National Incident Management System, Emergency Operations Plans, Emergency Operations Centers, Continuity of Government Plans and Continuity of Operations Plans. These plans and systems may be applied to the state-level transportation agency�s disaster response systems to enhance efficiency and effectiveness. Specific guidance and management techniques are provided to aid emergency planning staff to create DHS-compliant systems

Research Directions in Information Systems for Humanitarian Logistics

This article systematically reviews the literature on using IT (Information Technology) in humanitarian logistics focusing on disaster relief operations. We first discuss problems in humanitarian relief logistics. We then identify the stage and disaster type for each article as well as the article’s research methodology and research contribution. Finally, we identify potential future research directions

Emergency Management Training for Transportation Agencies

State transportation agencies have a variety of responsibilities related to emergency management. Field personnel manage events--from day-to-day emergencies to disasters--using the Incident Command System (ICS) as their organizational basis. At the headquarters level, the Emergency Operations Center (EOC) coordinates the use of resources across the department and its districts, with other state departments and agencies, and through the federal Emergency Support Function 1. District-level EOCs coordinate with the department. In extreme events, the transportation department may only be able to deliver limited essential services in austere conditions, so a continuity of operations/ continuity of government plan (COOP/COG) is essential. This research applied the principles of andragogy to deliver ICS field level training, EOC training and COOP/COG training to state transportation agency’s staff in all districts and at headquarters. The data supports the need for adult-oriented methods in emergency management training

A framework for evaluating the effectiveness of flood emergency management systems in Europe

Calls for enhancing societal resilience to flooding are echoed across Europe alongside mounting evidence that flood risk will increase in response to climate change amongst other risk-enhancing factors. At a time where it is now widely accepted that flooding cannot be fully prevented, resilience discourse in public policy stresses the importance of improving societal capacities to absorb and recover from flood events. Flood emergency management has thus emerged as a crucial strategy in flood risk management. However, the extent to which emergency management supports societal resilience is dependent on the effectiveness of governance and performance in practice. Drawing from the extensive body of literature documenting the success conditions of so-called effective emergency management more broadly, this study formulates an evaluation framework specifically tailored to the study of Flood Emergency Management Systems (FEMS) in Europe. Applying this framework, this research performs a cross-country comparison of FEMS in the Netherlands, England, Poland, France, and Sweden. Important differences are observed in how FEMS have evolved in relation to differing contextual backgrounds (political, cultural, administrative and socio-economic) and exposures to flood hazard. Whereas the organization and coordination of actors are functioning effectively, other aspects of effective FEMS are relatively under-developed in several countries, such as provisions for institutional learning, recovery-based activities and community preparedness. Drawing from examples of good practice, this paper provides a critical reflection on the opportunities and constraints to enhancing the effectiveness of FEMS in Europe

Generic Continuity of Operations/Continuity of Government Plan for State-Level Transportation Agencies, Research Report 11-01

The Homeland Security Presidential Directive 20 (HSPD-20) requires all local, state, tribal and territorial government agencies, and private sector owners of critical infrastructure and key resources (CI/KR) to create a Continuity of Operations/Continuity of Government Plan (COOP/COG). There is planning and training guidance for generic transportation agency COOP/COG work, and the Transportation Research Board has offered guidance for transportation organizations. However, the special concerns of the state-level transportation agency’s (State DOT’s) plan development are not included, notably the responsibilities for the entire State Highway System and the responsibility to support specific essential functions related to the State DOT Director’s role in the Governor’s cabinet. There is also no guidance on where the COOP/COG planning and organizing fits into the National Incident Management System (NIMS) at the local or state-level department or agency. This report covers the research conducted to determine how to integrate COOP/COG into the overall NIMS approach to emergency management, including a connection between the emergency operations center (EOC) and the COOP/COG activity. The first section is a presentation of the research and its findings and analysis. The second section provides training for the EOC staff of a state-level transportation agency, using a hybrid model of FEMA’s ICS and ESF approaches, including a complete set of EOC position checklists, and other training support material. The third section provides training for the COOP/COG Branch staff of a state-level transportation agency, including a set of personnel position descriptions for the COOP/COG Branch members

The U.S. Government's Global Health Policy Architecture: Structure, Programs and Funding

Provides an overview of the history, scope, and role of U.S. engagement in global health, including funding; statutes, authorities, and policies; agencies involved; major initiatives; and countries with U.S. bilateral programs and funding