Relevant bibliographies by topics / Emergency response and management

Academic literature on the topic 'Emergency response and management'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Emergency response and management"

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Shu, Yufei, and Kazuo Furuta. "ICONE15-10572 Development of Emergency Response System for Disaster Management." Proceedings of the International Conference on Nuclear Engineering (ICONE) 2007.15 (2007): _ICONE1510. http://dx.doi.org/10.1299/jsmeicone.2007.15._icone1510_307.

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Higashida, Mitsuhiro, Yuji Maeda, and Haruo Hayashi. "Risk Management and Intelligence Management During Emergency." Journal of Disaster Research 5, no. 6 (December 1, 2010): 636–41. http://dx.doi.org/10.20965/jdr.2010.p0636.

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In the 15 years since Kobe’s Hanshin-Awaji Earthquake, awareness is growing that simply gathering information may not be enough for preparing systems, executing emergency responses, and making decisions rapidly and precisely. The question has become how - and whether - emergency response information can be used effectively and efficiently for rapid disaster response, recovery, and rebuilding. We analyzed emergency response decision making from the perspective of information processing, looking for the features organizations need to process information efficiently. We also propose how to continuously improve emergency response performance.
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Chen, Rui, Raj Sharman, H. Raghav Rao, and Shambhu J. Upadhyaya. "Coordination in emergency response management." Communications of the ACM 51, no. 5 (May 2008): 66–73. http://dx.doi.org/10.1145/1342327.1342340.

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Brooks, JoAnn M., Deb Bodeau, and Jane Fedorowicz. "Network Management in Emergency Response." Administration & Society 45, no. 8 (June 13, 2012): 911–48. http://dx.doi.org/10.1177/0095399712445874.

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Woods, Richard J., Sara K. McBride, Liam M. Wotherspoon, Sarah Beavan, Sally H. Potter, David M. Johnston, Thomas M. Wilson, et al. "Science to emergency management response." Bulletin of the New Zealand Society for Earthquake Engineering 50, no. 2 (June 30, 2017): 329–37. http://dx.doi.org/10.5459/bnzsee.50.2.329-337.

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The M7.8 Kaikōura Earthquake in 2016 presented a number of challenges to science agencies and institutions throughout New Zealand. The earthquake was complex, with 21 faults rupturing throughout the North Canterbury and Marlborough landscape, generating a localised seven metre tsunami and triggering thousands of landslides. With many areas isolated as a result, it presented science teams with logistical challenges as well as the need to coordinate efforts across institutional and disciplinary boundaries. Many research disciplines, from engineering and geophysics to social science, were heavily involved in the response. Coordinating these disciplines and institutions required significant effort to assist New Zealand during its most complex earthquake yet recorded. This paper explores that effort and acknowledges the successes and lessons learned by the teams involved.
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Stepanov, Vitaly V., Eldar А. Isaev, and Denis I. Stavitsky. "Automation of emergency response management group operation at major pipeline facilities." SCIENCE & TECHNOLOGIES OIL AND OIL PRODUCTS PIPELINE TRANSPORTATION 10, no. 1 (February 29, 2020): 106–14. http://dx.doi.org/10.28999/2541-9595-2020-10-1-106-114.

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The efficiency of actions of emergency response personnel at major pipeline facilities is a key factor in minimizing accident consequences. In this paper the authors analyze command post exercises aimed at preparing for emergency responses (oil and petroleum products spill) with personnel working at Transneft enterprises. Shortcomings in organizing the operation of emergency response management groups have been identified. The main ones are as follows: lack of proper interaction and the necessary concurrence of actions of management group representatives; no algorithm for preparing reports and hence the failure to meet deadlines for submitting such reports to regulatory authorities. To some extent, these deficiencies have been minimized through the development and implementation of emergency reporting logs in routine practices of management groups. However, many processes have still been highly dependent on the human factor leading to errors, and the emergence and spread of false and contradictory information in the course of emergency response activities. An appropriate automated information system has been designed in order to minimize the effect of the human factor in organizing the work of emergency response management groups. The article presents its model, describing the algorithm of its operation and functionality. The system was introduced into production at Transneft Far East, LLC and was highly effective in terms of quality of document processing, optimizing time spent on report completion and submission, organizing data retrieval, and monitoring emergency response actions. The application of the developed information system has significantly reduced the number of demerits related to organizing the work of emergency response management groups. The system is unique in Russia: it can be used in real-life emergencies or for training personnel to act using the system’s training mode.
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Kim-Farley, Robert J., John T. Celentano, Carol Gunter, Jessica W. Jones, Rogelio A. Stone, Raymond D. Aller, Laurene Mascola, Sharon F. Grigsby, and Jonathan E. Fielding. "Standardized Emergency Management System and Response to a Smallpox Emergency." Prehospital and Disaster Medicine 18, no. 4 (December 2003): 313–20. http://dx.doi.org/10.1017/s1049023x00000546.

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AbstractThe smallpox virus is a high-priority, Category-A agent that poses a global, terrorism security risk because it: (1) easily can be disseminated and transmitted from person to person; (2) results in high mortality rates and has the potential for a major public health impact; (3) might cause public panic and social disruption; and (4) requires special action for public health preparedness. In recognition of this risk, the Los Angeles County Department of Health Services (LAC-DHS) developed the Smallpox Preparedness, Response, and Recovery Plan for LAC to prepare for the possibility of an outbreak of smallpox.A unique feature of the LAC-DHS plan is its explicit use of the Standardized Emergency Management System (SEMS) framework for detailing the functions needed to respond to a smallpox emergency. The SEMS includes the Incident Command System (ICS) structure (management, operations, planning/intelligence, logistics, and finance/administration), the mutual-aid system, and the multi/interagency coordination required during a smallpox emergency. Management for incident command includes setting objectives and priorities, information (risk communications), safety, and liaison. Operations includes control and containment of a smallpox outbreak including ring vaccination, mass vaccination, adverse events monitoring and assessment, management of confirmed and suspected smallpox cases, contact tracing, active surveillance teams and enhanced hospital-based surveillance, and decontamination. Planning/intelligence functions include developing the incident action plan, epidemiological investigation and analysis of smallpox cases, and epidemiological assessment of the vaccination coverage status of populations at risk. Logistics functions include receiving, handling, inventorying, and distributing smallpox vaccine and vaccination clinic supplies; personnel; transportation; communications; and health care of personnel. Finally, finance/administration functions include monitoring costs related to the smallpox emergency, procurement, and administrative aspects that are not handled by other functional divisions of incident command systems.The plan was developed and is under frequent review by the LAC-DHS Smallpox Planning Working Group, and is reviewed periodically by the LAC Bioterrorism Advisory Committee, and draws upon the Smallpox Response Plan and Guidelines of the Centers for Disease Control and Prevention (CDC) and recommendations of the Advisory Committee on Immunization Practices (ACIP). The Smallpox Preparedness, Response, and Recovery Plan, with its SEMS framework and ICS structure, now is serving as a model for the development of LAC-DHS plans for responses to other terrorist or natural-outbreak responses.
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Kim-Farley, Robert J., John T. Celentano, Carol Gunter, Jessica W. Jones, Rogelio A. Stone, Raymond D. Aller, Laurene Mascola, Sharon F. Grigsby, and Jonathan E. Fielding. "Standardized Emergency Management System and Response to a Smallpox Emergency." Prehospital and Disaster Medicine 18, no. 4 (December 2003): 313–20. http://dx.doi.org/10.1017/s1049023x00001266.

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AbstractThe smallpox virus is a high-priority, Category-A agent that poses a global, terrorism security risk because it: (1) easily can be disseminated and transmitted from person to person; (2) results in high mortality rates and has the potential for a major public health impact; (3) might cause public panic and social disruption; and (4) requires special action for public health preparedness. In recognition of this risk, the Los Angeles County Department of Health Services (LAC-DHS) developed the Smallpox Preparedness, Response, and Recovery Plan for LAC to prepare for the possibility of an outbreak of smallpox.A unique feature of the LAC-DHS plan is its explicit use of the Standardized Emergency Management System (SEMS) framework for detailing the functions needed to respond to a smallpox emergency. The SEMS includes the Incident Command System (ICS) structure (management, operations, planning/intelligence, logistics, and finance/administration), the mutual-aid system, and the multi/interagency coordination required during a smallpox emergency. Management for incident command includes setting objectives and priorities, information (risk communications), safety, and liaison. Operations includes control and containment of a smallpox outbreak including ring vaccination, mass vaccination, adverse events monitoring and assessment, management of confirmed and suspected smallpox cases, contact tracing, active surveillance teams and enhanced hospital-based surveillance, and decontamination. Planning/intelligence functions include developing the incident action plan, epidemiological investigation and analysis of smallpox cases, and epidemiological assessment of the vaccination coverage status of populations at risk. Logistics functions include receiving, handling, inventorying, and distributing smallpox vaccine and vaccination clinic supplies; personnel; transportation; communications; and health care of personnel. Finally, finance/administration functions include monitoring costs related to the smallpox emergency, procurement, and administrative aspects that are not handled by other functional divisions of incident command systems.The plan was developed and is under frequent review by the LAC-DHS Smallpox Planning Working Group, and is reviewed periodically by the LAC Bioterrorism Advisory Committee, and draws upon the Smallpox Response Plan and Guidelines of the Centers for Disease Control and Prevention (CDC) and recommendations of the Advisory Committee on Immunization Practices (ACIP). The Smallpox Preparedness, Response, and Recovery Plan, with its SEMS framework and ICS structure, now is serving as a model for the development of LAC-DHS plans for responses to other terrorist or natural-outbreak responses.
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Young, PhD, FCILT, Richard R., and Matthew R. Peterson, MBA, CSCP, SCOR-P. "Emergency management logistics must become emergency supply chain management." Journal of Emergency Management 12, no. 2 (March 1, 2014): 171. http://dx.doi.org/10.5055/jem.2014.0171.

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Much has been written about how emergency management (EM) needs to look to the future regarding issues of resource management (monetary, human, and material). Constraints on budgets are ongoing and the staffing of emergency response activities is often difficult because volunteers have little to no training. The management of material resources has also been a challenge because 1) the categories of material vary by the type of emergency, 2) the necessary quantities of material are often not located near the ultimate point of need, and 3) the transportation assets are rarely available in the form and quantity required to allow timely and effective response. The logistics and resource management functions of EM (what we refer to as EM logistics) have been largely reactive, with little to no pre-event planning for potential demand. We applied the Supply Chain Operational Reference (SCOR) model to EM logistics in an effort to transform it to an integrated and scalable system of physical, information, and financial flows into which are woven the functions of sourcing, making, delivering, and returning, with an overarching planning function that transcends the organizational boundaries of participants. The result is emergency supply chain management, which embraces many more participants who share in a larger quantity of more useful information about the resources that need to be deployed when responding to and recovering from emergency events.
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Raman, Murali, Terry Ryan, Murray E. Jennex, and Lorne Olfman. "Wiki Technology and Emergency Response." International Journal of Information Systems for Crisis Response and Management 2, no. 1 (January 2010): 49–69. http://dx.doi.org/10.4018/jiscrm.2010120405.

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This article is about the design and implementation of a wiki-based knowledge management system for improving emergency response. Most organizations face difficult challenges in managing knowledge for emergency response, but it is crucial for response effectiveness that such challenges be overcome. Organizational members must share the knowledge needed to plan for emergencies. They also must be able during an emergency to access relevant plans and communicate about their responses to it. This study, which employed action research methods, suggests that wiki technology can be used to manage knowledge for emergency response. It also suggests that effective use of a knowledge management system for emergency response requires thorough training, a knowledge-sharing culture, and a good fit between emergency-response tasks and system capabilities.
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Dissertations / Theses on the topic "Emergency response and management"

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Alvarez, Maria Doris. "Emergency preparedness and response systems." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2006. http://library.nps.navy.mil/uhtbin/hyperion/06Sep%5FAlvarez.pdf.

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Thesis (M.S. in Information Technology Management)--Naval Postgraduate School, September 2006.
Thesis Advisor(s): Alex Bordertsky. "September 2006." Includes bibliographical references. Also available in print.
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Carr, John Alexander. "Pre-Disaster Integration of Community Emergency Response Teams within Local Emergency Management Systems." Thesis, North Dakota State University, 2014. https://hdl.handle.net/10365/27332.

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This study explores how Community Emergency Response Teams (CERTs) were integrated within local emergency management systems pre-disaster. Semi-structured interviews were conducted following Rubin and Rubin?s (2005) Responsive Interviewing Model with 21 CERT team coordinators in FEMA Region VII (Iowa, Kansas, Missouri, and Nebraska). It found that teams varied with regard to integration, and this variance could be explained by a number of related factors. Results suggest that if a team has a skilled leader, stability as an organization, and acceptance by the local emergency management system, they are more likely to be integrated than a team that is lacking some or all of the aforementioned factors. This study categorizes teams on a continuum according to their integration. Finally, this study concludes with a discussion of implications for practice, policy, and research, as well as recommendations for practice and research.
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Burke, Heather. "Software simulation and emergency response training a case study /." [Denver, Colo.] : Regis University, 2009. http://adr.coalliance.org/codr/fez/view/codr:158.

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Gudi, Arvind. "Effective Knowledge Integration in Emergency Response Organizations." FIU Digital Commons, 2008. http://digitalcommons.fiu.edu/etd/203.

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Natural and man-made disasters have gained attention at all levels of policy-making in recent years. Emergency management tasks are inherently complex and unpredictable, and often require coordination among multiple organizations across different levels and locations. Effectively managing various knowledge areas and the organizations involved has become a critical emergency management success factor. However, there is a general lack of understanding about how to describe and assess the complex nature of emergency management tasks and how knowledge integration can help managers improve emergency management task performance. The purpose of this exploratory research was first, to understand how emergency management operations are impacted by tasks that are complex and inter-organizational and second, to investigate how knowledge integration as a particular knowledge management strategy can improve the efficiency and effectiveness of the emergency tasks. Three types of specific knowledge were considered: context-specific, technology-specific, and context-and-technology-specific. The research setting was the Miami-Dade Emergency Operations Center (EOC) and the study was based on the survey responses from the participants in past EOC activations related to their emergency tasks and knowledge areas. The data included task attributes related to complexity, knowledge area, knowledge integration, specificity of knowledge, and task performance. The data was analyzed using multiple linear regressions and path analyses, to (1) examine the relationships between task complexity, knowledge integration, and performance, (2) the moderating effects of each type of specific knowledge on the relationship between task complexity and performance, and (3) the mediating role of knowledge integration. As per theory-based propositions, the results indicated that overall component complexity and interactive complexity tend to have a negative effect on task performance. But surprisingly, procedural rigidity tended to have a positive effect on performance in emergency management tasks. Also as per our expectation, knowledge integration had a positive relationship with task performance. Interestingly, the moderating effects of each type of specific knowledge on the relationship between task complexity and performance were varied and the extent of mediation of knowledge integration depended on the dimension of task complexity.
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Dinanga, Emmanuel Katende. "Multi agent systems approach for emergency response process management." reponame:Repositório Institucional da UFSC, 2016. https://repositorio.ufsc.br/xmlui/handle/123456789/175817.

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Dissertação (mestrado) - Universidade Federal de Santa Catarina, Centro Tecnológico, Programa de Pós-Graduação em Engenharia de Automação e Sistemas, Florianópolis, 2016.
Made available in DSpace on 2017-05-23T04:11:30Z (GMT). No. of bitstreams: 1 345516.pdf: 5111522 bytes, checksum: 945f0bfef4b564945494e8d2fb5d1e4e (MD5) Previous issue date: 2016
Esta dissertação aborda o problema de melhorar o processo de resposta a uma emergência em um sistema de trânsito urbano. A abordagem de Sistemas Multi Agentes, dotado de uma técnica de cooperação, é adotada para implementar uma estratégia que controla os semáforos e conduz os veículos de emergências de modo a melhorar seus tempos de deslocamento, além de minimizar o impacto das prioridades atribuídas a tais veículos no fluxo do tráfego. A proposta é avaliada definindo como métricas: o tempo total necessário para resolver a emergência, como também, a velocidade média, o tempo médio e a densidade média de todos os veículos no trânsito. Os resultados mostram que nossa proposta consegue reduzir o tempo de deslocamento dos veículos de emergência, além de minimizar o impacto das prioridades atribuídas a tais veículos no fluxo do tráfego.

Abstract : This dissertation approaches the problem of improving an emergency response process on an urban traffic system. The use of Multi Agent Systems approach, endowed with an explicit cooperation technique is proposed to implement a strategy that controls the traffic signals and route emergency vehicles in order to improve their travel time and minimize the impact of priorities given to these emergency vehicles on the traffic flow. The time needed to perform all the emergency response process, as well as, the average speed, travel time and density are defined as metrics for the assessment. The assessment results show that our proposal is able to reduce the travel time of emergency vehicles as well as to minimize the impact of priorities given to emergency vehicles on the traffic flow.
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Chigani, Amine. "A Campus Situational Awareness and Emergency Response Management System Architecture." Diss., Virginia Tech, 2011. http://hdl.handle.net/10919/26782.

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The history of university, college, and high school campuses is eventful with man-made tragedies ensuing a tremendous loss of life. Virginia Tech's April 16 shooting ignited the discussion about balancing openness and safety in open campus environments. Existing campus safety solutions are characterized by addressing bits and pieces of the problem. The perfect example is the recent influx in demand for Electronic Notification Systems (ENS) by many educational institutions following the tragedies at Virginia Tech and Northern Illinois University. Installing such systems is important, as it is an essential part of an overall solution. However, without a comprehensive, innovative understanding of the requirements for an institution-wide solution that enables effective security control and efficient emergency response, the proposed solutions will always fall short. This dissertation describes an architecture for SINERGY (campuS sItuational awareNess and Emergency Response manaGement sYstem) – a Service-Oriented Architecture (SOA)-based network-centric system of systems that provides a comprehensive, institution-wide, software-based solution for balancing safety and openness on any campus environment. SINERGY architecture addresses three main capabilities: Situational awareness (SA), security control (SC), and emergency response management (ERM). A safe and open campus environment can be realized through the development of a network-centric system that enables the creation of a COP of the campus environment shared by all campus entities. Having a COP of what goes on campus at any point in time is key to enabling effective SC measures to be put in place. Finally, common SA and effective SC lay the foundation for an efficient and successful ERM in the case of a man-made tragedy. Because this research employs service orientation principles to architect SINERGY, this dissertation also addresses a critical area of research with regards to SOA; that area is SOA security. Security has become a critical concern when it comes to SOA-based network-centric systems of systems due the nature of business practices today, which emphasize dynamic sharing of information and services among independent partners. As a result, the line between internal and external organization networks and services has been blurred making it difficult to assess the security quality of SOA environments. In order to do this evaluation effectively, a hierarchy of security indicators is developed. The proposed hierarchy is incorporated in a well-established evaluation methodology to provide a structured approach for assessing the security of an SOA-based network-centric system of systems. Another area of focus in this dissertation is the architecting process. With the advent of potent network technology, software/system engineering has evolved from a traditional platform-centric focus into a network-centric paradigm where the “system of systems” perspective has been the norm. Under this paradigm, architecting has become a critical process in the life cycle of software/system engineering. The need for a structured description of the architecting process is undeniable. This dissertation fulfills that need and provides a structured description of the process of architecting a software-based network-centric system of systems. The architecting process is described using a set of goals that are specific to architecting, and the associated specific practices that enable the realization of these goals. The architecting process description presented herein is intended to guide the software/system architects.
Ph. D.
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Kamali, Behrooz. "Decision Support for Casualty Triage in Emergency Response." Diss., Virginia Tech, 2016. http://hdl.handle.net/10919/79817.

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Mass-casualty incidents (MCI) cause a sudden increase in demand of medical resources in a region. The most important and challenging task in addressing an MCI is managing overwhelmed resources with the goal of increasing total number of survivors. Currently, most of the decisions following an MCI are made in an ad-hoc manner or by following static guidelines that do not account for amount of available resources and number of the casualties. The purpose of this dissertation is to introduce and analyze sophisticated service prioritization and resource allocation tools. These tools can be used to produce service order strategies that increase the overall number of survivors. There are several models proposed that account for number and mix of the casualties, and amount and type of the resources available. Large number of the elements involved in this problem makes the model very complex, and thus, in order to gain some insights into the structure of the optimal solutions, some of the proposed models are developed under simplifying assumptions. These assumptions include limitations on the number of casualty types, handling of deaths, servers, and types of resources. Under these assumptions several characteristics of the optimal policies are identified, and optimal algorithms for various scenarios are developed. We also develop an integrated model that addresses service order, transportation, and hospital selection. A comprehensive set of computational results and comparison with the related works in the literature are provided in order to demonstrate the efficacy of the proposed methodologies.
Ph. D.
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Kovel, Jacob Paul. "Planning construction for disaster response." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/20690.

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Call, David A. "An analysis of ice storm impacts, warnings, and emergency management response." Related electronic resource:, 2007. http://proquest.umi.com/pqdweb?did=1398609361&sid=2&Fmt=2&clientId=3739&RQT=309&VName=PQD.

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Currao, Thomas J. "A new role for emergency management fostering trust to enhance collaboration in complex adaptive emergency response systems /." Thesis, Monterey, California : Naval Postgraduate School, 2009. http://edocs.nps.edu/npspubs/scholarly/theses/2009/Dec/09Dec%5FCurrao.pdf.

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Thesis (M.A. in Security Studies (Homeland Security and Defense))--Naval Postgraduate School, December 2009.
Thesis Advisor(s): Bergin, Richard ; Josefek, Robert. "December 2009." Description based on title screen as viewed on January 27, 2010. Author(s) subject terms: Trust, collaboration, inter-organizational relations, interorganizational trust, cooperation, emergency management, trust building, New York City Fire Department. Includes bibliographical references (p. 101-102). Also available in print.
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Books on the topic "Emergency response and management"

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1941-, Erickson Paul A., ed. Emergency response planning and management. 2nd ed. Boston: Elsevier/Butterworth-Heinemann, 2006.

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Canada. Public Safety Canada. Operations Directorate. National emergency response system. Ottawa: Operations Directorate, Public Safety Canada, 2011.

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Moulder, Evelina R. Local emergency response plans. Washington, D.C: International City/County Management Association, 1993.

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Miller, Michael G. Emergency response management for athletic trainers. Philadelphia: Wolters Kluwer/Lippincott Williams & Wilkins, 2011.

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Miller, Michael G. Emergency response management for athletic trainers. Philadelphia: Wolters Kluwer, 2016.

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Office, United States Bureau of Land Management Wyoming State. Emergency response handbook. [Cheyenne, Wyo.?]: Wyoming, Bureau of Land Management, 1989.

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United States. Bureau of Land Management. Wyoming State Office. Emergency response handbook. [Cheyenne, Wyo.?]: Wyoming, Bureau of Land Management, 1989.

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Emergency response and emergency management law: Cases and materials. Springfield, Ill: C.C. Thomas, 2003.

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Emergency response and emergency management law: Cases and materials. 2nd ed. Springfield, Ill: C. C. Thomas, 2012.

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India. High Powered Committee on Disaster Management. National Disaster Response Plan. New Delhi: Dept. of Agriculture and Cooperation, Ministry of Agriculture, Govt. of India, 2001.

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Book chapters on the topic "Emergency response and management"

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Beroggi, Giampiero E. G., and William A. Wallace. "Emergency Response." In Operational Risk Management, 124–39. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4615-5747-0_5.

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Radović, Vesela. "Emergency Management/Response." In Climate Action, 391–404. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-95885-9_66.

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Radovic, Vesela. "Emergency Management/Response." In Encyclopedia of the UN Sustainable Development Goals, 1–13. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-71063-1_66-1.

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Darabaris, John. "Emergency Response Analysis." In Corporate Environmental Management, 123–35. Second edition. | Boca Raton : Taylor & Francis, 2019.: CRC Press, 2019. http://dx.doi.org/10.1201/9780429029264-14.

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Dupepe, Lynell M., John C. Donaho, and Gordon Roble. "Emergency Response and Management." In Management of Animal Care and Use Programs in Research, Education, and Testing, 355–74. Second edition. | Boca Raton : Taylor & Francis, 2018. |: CRC Press, 2017. http://dx.doi.org/10.1201/9781315152189-17.

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Lindell, Michael K. "Emergency Management: Crisis Management and Response." In Encyclopedia of Security and Emergency Management, 1–9. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-69891-5_103-1.

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Lindell, Michael K. "Emergency Management: Crisis Management and Response." In Encyclopedia of Security and Emergency Management, 264–72. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-319-70488-3_103.

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Yang, Jianming. "Environmental Emergency Response Plan." In Environmental Management in Mega Construction Projects, 275–83. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-3605-7_22.

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Ma, Huaide, and Jingbo Wang. "Emergency and Government Response Management." In Research Series on the Chinese Dream and China’s Development Path, 127–55. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-0999-1_7.

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Shi, Peijun. "Disaster Emergency Management and Response." In IHDP/Future Earth-Integrated Risk Governance Project Series, 541–634. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-6689-5_9.

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Conference papers on the topic "Emergency response and management"

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Tepfenhart, William, Jiacun Wang, and Daniela Rosca. "Agent based emergency response workflow management." In 2009 IEEE/INFORMS International Conference on Service Operations, Logistics and Informatics (SOLI). IEEE, 2009. http://dx.doi.org/10.1109/soli.2009.5203919.

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Franke, Jorn, Cedric Ulmer, and Francois Charoy. "Pervasive emergency response process management system." In 2010 8th IEEE International Conference on Pervasive Computing and Communications Workshops (PERCOM Workshops). IEEE, 2010. http://dx.doi.org/10.1109/percomw.2010.5470638.

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Constantinides, Panos, Michael Barrett, and Angelina Kouroubali. "Optimizing resource management in emergency management & response." In 2009 9th International Conference on Information Technology and Applications in Biomedicine (ITAB 2009). IEEE, 2009. http://dx.doi.org/10.1109/itab.2009.5394364.

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Wang, Li, Chenggang Zhang, and Yingnan Huo. "Scenario-Responsive Urban Gas Leakage Emergency Response Optimization Research." In The 10th International Symposium on Project Management, China. Riverwood, NSW, Australia: Aussino Academic Publishing House, 2022. http://dx.doi.org/10.52202/065147-0025.

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Sisiopiku, V. P., A. J. Sullivan, P. J. Foster, and P. R. Fine. "Emergency response and traffic congestion: the dispatcher’s perspective." In DISASTER MANAGEMENT 2011. Southampton, UK: WIT Press, 2011. http://dx.doi.org/10.2495/dman110121.

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Diniz, V. B., M. R. S. Borges, J. O. Gomes, and J. H. Canos. "Knowledge management support for collaborative emergency response." In Proceedings of the Ninth International Conference on Computer Supported Cooperative Work in Design. IEEE, 2005. http://dx.doi.org/10.1109/cscwd.2005.194358.

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Wilson, D. T., G. I. Hawe, G. Coates, and R. S. Crouch. "A decision support framework for large scale emergency response." In DISASTER MANAGEMENT 2011. Southampton, UK: WIT Press, 2011. http://dx.doi.org/10.2495/dman110091.

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Yang, Zhaosheng, and Chunrong Liu. "Urban Traffic Emergency Management Response to Abnormal Incidents." In First International Conference on Transportation Information and Safety (ICTIS). Reston, VA: American Society of Civil Engineers, 2011. http://dx.doi.org/10.1061/41177(415)104.

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Elfahim, Omar, El Mehdi Ben Laoula, Mohamed Youssfi, Oussama Barakat, and Mohammed Mestari. "Deep Reinforcement Learning Approach for Emergency Response Management." In 2022 International Conference on Intelligent Systems and Computer Vision (ISCV). IEEE, 2022. http://dx.doi.org/10.1109/iscv54655.2022.9806108.

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Natarajan, S., and A. Ganz. "Distributed visual analytics for collaborative emergency response management." In 2009 Annual International Conference of the IEEE Engineering in Medicine and Biology Society. IEEE, 2009. http://dx.doi.org/10.1109/iembs.2009.5333481.

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Reports on the topic "Emergency response and management"

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Borgeson, M. E. Project management plan, Hazardous Materials Management and Emergency Response Training Center. Office of Scientific and Technical Information (OSTI), December 1994. http://dx.doi.org/10.2172/10115306.

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McGinnis, K. A., P. A. Bolton, and R. K. Robinson. Hazardous Materials Management and Emergency Response training Center needs assessment. Office of Scientific and Technical Information (OSTI), September 1993. http://dx.doi.org/10.2172/10186206.

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Norton, C. E. Project T100 -- Hazardous Materials Management and Emergency Response Training Center (HAMMER). Office of Scientific and Technical Information (OSTI), November 1994. http://dx.doi.org/10.2172/10113422.

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Curry, R. Hazardous Materials Management and Emergency Response (HAMMER) Training Center feasibility study. Office of Scientific and Technical Information (OSTI), November 1989. http://dx.doi.org/10.2172/5302290.

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Kelly, K. E. Conceptual design report, Hazardous Materials Management and Emergency Response (HAMMER) Training Center. Office of Scientific and Technical Information (OSTI), November 1994. http://dx.doi.org/10.2172/10104159.

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Borgeson, M. E. Project plan, Hazardous Materials Management and Emergency Response Training Center: Project 95L-EWT-100. Office of Scientific and Technical Information (OSTI), November 1994. http://dx.doi.org/10.2172/10104111.

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Sato, P. K. Functional design criteria for the Hazardous Materials Management and Emergency Response (HAMMER) Training Center. Revision 1. Office of Scientific and Technical Information (OSTI), March 1995. http://dx.doi.org/10.2172/34339.

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N. Environmental Assessment and Finding of No Significant Impact: Expansion of the Volpentest Hazardous Materials Management and Emergency Response Training and Education Center, Hanford Site, Richland, Washington. Office of Scientific and Technical Information (OSTI), November 2002. http://dx.doi.org/10.2172/823512.

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TARAKANOVA, V., A. ROMANENKO, and O. PRANTSUZ. MEASURES TO PREVENT POSSIBLE EMERGENCIES AT THE ENTERPRISE. Science and Innovation Center Publishing House, 2022. http://dx.doi.org/10.12731/2070-7568-2022-11-1-4-32-43.

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Abstract:
In the article, the authors consider emergency situations at the enterprise of the Joint-Stock Company “Scientific and Production Complex “Alternative Energy” (JSC “NPK “ALTEN”), consider measures to prevent emergency situations at the enterprise, readiness to eliminate them consequences. Compliance with these measures will improve the efficiency of the company’s industrial safety management system. The relevance of the research is aimed at an effective system of organization and management of industrial safety, which allows you to manage risks and helps to ensure favorable working conditions for the health of employees at the enterprise. A mobile emergency and emergency response system was created. The system can also be used for accounting and accident investigation, based on the use of corporate communication devices and applications for mobile operating systems.
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.

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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.
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