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Journal articles on the topic 'Emergency response and management'

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Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

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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2

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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3

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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4

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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5

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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6

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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8

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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9

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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10

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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11

Erskine, Michael A., and Will Pepper. "Enhancing Emergency Response Management using Emergency Description Information Technology (EDIT)." International Journal of Electronic Government Research 11, no. 2 (April 2015): 51–65. http://dx.doi.org/10.4018/ijegr.2015040104.

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This paper presents a novel approach toward facilitating the effective collection and communication of information during an emergency. Initially, this research examines current emergency response information workflows and emergency responder dispatch criteria. A process for the optimization of these workflows and criteria, along with a suggested method to improve data collection accuracy and emergency response time using a mobile device application, are suggested. Specifically, a design-science approach incorporating the development of an expert system designed to facilitate efficient and effective sharing of emergency information is applied. The resulting benefits could improve emergency communications during large-scale international gatherings, such as sporting events or festivals, as well as the sharing of industry-specific safety incidents. A process model for conducting analyses of additional emergency response processes is also presented. Finally, future research directions are discussed.

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12

Yang, PhD, MSc, BSc, MBCS, CITP, Lili. "On-site information sharing for emergency response management." Journal of Emergency Management 5, no. 5 (September 1, 2007): 55. http://dx.doi.org/10.5055/jem.2007.0025.

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Emergency response to any man-made or natural disasters involves different organizations—such as fire and rescue service, emergency medical services, law enforcement (police forces), and responders from other governmental and nongovernmental organizations. Information sharing and management among these responding organizations is essential for the success of the emergency responses, not only during a disaster but also before and after the disaster. Information sharing among different organizations cannot occur overnight and must be in place before a disaster occurs, be able to be easily used during the disaster, and be maintained after the disaster. In this article, information sharing requirements and features for emergency response are discussed before an information sharing infrastructure is proposed. It is particularly expected to enable the response organizations to efficiently communicate with each other in the charged and high-pressure atmosphere of an on-going disaster response. On-site information collection is suggested to be carried out through wireless sensor networks (WSN) and radio frequency identification (RFID). The key technologies for securing information sharing in emergency response management are identified. Our ongoing project SafetyNET is described to illustrate the implementation of the information sharing system.

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13

Uhr, Christian, Henrik Johansson, and Lars Fredholm. "Analysing Emergency Response Systems." Journal of Contingencies and Crisis Management 16, no. 2 (June 2008): 80–90. http://dx.doi.org/10.1111/j.1468-5973.2008.00536.x.

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14

Vayunandan, E. "Disaster Response in India: Coordination and Control in Response Management." Prehospital and Disaster Medicine 17, S2 (December 2002): S29—S30. http://dx.doi.org/10.1017/s1049023x00009638.

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15

Lee, JD, Clark J. "Addressing emergency response provider fatigue in emergency response preparedness, management, policy making, and research." Journal of Emergency Management 9, no. 5 (September 1, 2011): 19–29. http://dx.doi.org/10.5055/jem.2011.0070.

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16

Ghoni, Ruzlaini, and Tarmizi Ibrahim. "Internet of Things-Based Emergency Response Management." International Journal of Disaster Response and Emergency Management 1, no. 1 (January 2018): 38–50. http://dx.doi.org/10.4018/ijdrem.2018010103.

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Disaster leads to huge destruction in terms of economic and human lives. While several technologies are available to cater disaster's occurrence, the Internet of Things (IoT) paradigm has opened a promising door toward dealing with disasters. This article proposes IoT-based emergency response management, which is a standalone system that enables wireless connection to trapped survivors, and to the Internet or any extended network during emergency relief operations. The system integrates heterogeneous wireless devices and various communicating technologies to enable end-to-end network connectivity, which is monitored by a cloud IoT platform. The collected data is then pushed to the control center using multi hop device-to-device communication. The overall system performance was evaluated according to relevant metrics including end-to-end link quality estimation, throughput, and delay.

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Jeonu, Chun Woong, and Myung Jae Lim. "Mobile Application for Emergency Incident Response Management." Research Society of Language and Literature 3, no. 1 (May 13, 2013): 1–5. http://dx.doi.org/10.21594/itma.2014.3.1.1.

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It has already been demonstrated in many developed countries, there is a correlation between hospital mortality and disability rates, depending on whether the arrival of first aid measures. Especially when emergencies occur, the influence of the patient's life, depending on how fast do the deal in time and precise action of the surrounding people . If an urgent situation actually occurs proposes an application that can inform the exact instructions for this situation specific coping.

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18

Lakshay, PhD and Nomesh B. Bolia, PhD. "Efficient evacuation strategies for emergency response management." Journal of Emergency Management 20, no. 2 (March 1, 2022): 175–96. http://dx.doi.org/10.5055/jem.0646.

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Due to the frequent occurrence of disasters worldwide, an evacuation is no longer a rare event. Planning for evacuation is an essential step of emergency response management for several disasters. As the life of people is at stake, evacuation must be safe and quick. For this, it is important to know how the evacuation process will evolve and how it can be made efficient. Accordingly, this review article presents various evacuation strategies developed in the past to make the evacuation process efficient. The scope of this review is to cover the transportation planning aspect of evacuation, provide the steps needed to be considered by the decision-maker to model the evacuation process, and then develop strategies to make it efficient. Based on the review, a framework is presented to help decision-makers make effective decisions for a given scenario. Finally, this study also highlights the aspects of evacuation planning not addressed adequately in the literature and, hence, suitable for future work.

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Jain, Sanjay. "A parametric emergency response project management system." International Journal of Advanced Intelligence Paradigms 4, no. 1 (2012): 54. http://dx.doi.org/10.1504/ijaip.2012.046966.

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20

Skar, Marit, Maria Sydnes, and Are Kristoffer Sydnes. "Integrating unorganized volunteers in emergency response management." International Journal of Emergency Services 5, no. 1 (May 3, 2016): 52–65. http://dx.doi.org/10.1108/ijes-04-2015-0017.

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Purpose – When emergencies occur, ordinary members of the public are often the first to respond. However, their use and integration in emergency response remain a challenge. The purpose of this paper is to explore mechanisms and strategies for integrating unorganized volunteers in emergency response. Design/methodology/approach – This is a qualitative case study. A series of anonymized, semi-structured interviews were conducted with representatives of the key emergency response organizations – the police, ambulance service, fire and rescue service, and the Red Cross, located in the city of Tromsø. In addition, regulatory documents used by these organizations were examined, including laws, contingency plans, procedural handbooks and checklists. Findings – Professional responders acknowledge the resource unorganized volunteers may represent when additional capacity is needed. However, being uncertain about their availability and competence, professional responders find it hard to integrate unorganized volunteers through formal mechanisms as contingency planning and exercises, but rather rely on informal and individual case-by-case considerations. The local Red Cross, who are part of the established response system, are developing procedures to integrate unorganized volunteers through training, exercises and response operations. This provides an innovative hybrid approach to volunteer management. Originality/value – Available research provides limited information and advice on how to integrate unorganized volunteers effectively in emergencies. This study provides insights in formal and informal mechanisms of integrating unorganized volunteers in emergency response. It also provides lessons from a case of volunteer management through the Red Cross.

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21

Cooper, Mark. "Safety Management in the Emergency Response Services." Risk Management 2, no. 2 (April 2000): 39–49. http://dx.doi.org/10.1057/palgrave.rm.8240048.

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22

Kapucu, Naim, Maria-Elena Augustin, and Vener Garayev. "Interstate Partnerships in Emergency Management: Emergency Management Assistance Compact in Response to Catastrophic Disasters." Public Administration Review 69, no. 2 (March 2009): 297–313. http://dx.doi.org/10.1111/j.1540-6210.2008.01975.x.

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23

Zólyomi, Zsolt. "Crisis Management." Hadmérnök 14, no. 1 (April 8, 2019): 352–70. http://dx.doi.org/10.32567/hm.2019.1.27.

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The security professionals are always talking about Emergency Plan, Emergency Preparedness, Emergency Response, Crisis Management, Crisis Management Plan, Business Continuity Management, Business Continuity Plan. etc. That is a question whichcomes to my mind do we know exactly what these phrases meanings are? My experiences show, usually we have different interpretations on the above mentioned expressions. Briefly we need to have an Emergency Plan to provide our Emergency Preparedness and to be able to take our Emergency Responses in case of a real Emergency situation. If we were able to eliminate the Emergency situation the problemhas been solved. If we had no success the Emergency can be develop a crisis situation which we need to manage by the Crisis Management Plan. As we are over the crisis we need to adopt our Business Continuity Plan to be able to manage our continuous operationor production. The aim of this study to providea useful tool or set up for security leaders on Crisis Management which is a clear security task and not as like Emergency Preparedness which is related to safety organization as Business Continuity is connected to each business functions.

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Sandman, M. "CRISIS MANAGEMENT." APPEA Journal 36, no. 1 (1996): 716. http://dx.doi.org/10.1071/aj95051.

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In essence, a crisis is a Public Affairs event and it is important to distinguish between a crisis on the one hand and an emergency on the other. An emergency may not necessarily become a crisis because the focus of an emergency is internal whereas the focus of a crisis is external.At West Australian Petroleum Pty Limited (WAPET) we have a crisis management plan which has been developed to facilitate the rapid notification and response to emergency incidents involving WAPET personnel and facilities.The plan requires the organisation of an Emergency Management Team to deal with the immediate impacts of the emergency, initiate a response and address the problem as quickly as possible.In addition, a separate Crisis Management Team is mobilised to address the external crisis situation by identifying the impact of the problem on the business, initiate a media response, liaise with outside agencies and support the Emergency Management Team.The overall goal of the emergency management system is to move from a reactive to a proactive mode of operation as quickly as possible.Different levels of emergency have been identified and procedures initiated to respond by individuals at different levels within the organisation.The process is tested periodically through the use of practice drills, the objective being to ensure that if a crisis occurs, the Company has in place procedures to respond at all levels to minimise impact upon the operations of the Company both short-term and long-term and to react to media interest in any crisis event.

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Shehzad, Sofia. "EMERGENCY RESPONSE SERVICES IN PESHAWAR." Journal of Gandhara Medical and Dental Science 1, no. 2 (October 20, 2015): 1. http://dx.doi.org/10.37762/jgmds.1-2.232.

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The recent terror attacks on Army Public School and Imam Bargah in Hayatabad, Peshawar once again highlighted the continuing fragile law and order situation that the country is facing in general and the province of KPK in particular. The civilian emergency response mounted to these events and those of a similar nature in the past can at best be described as grossly insufficient and well below the desired standards. Having been at the heart of ‘war on terror”, and faced with numerous bomb blasts and other forms of militant activities over successive years in the recent past, one would expect a mature and systematic approach inculcated in the country’s response to emergency. Sadly this has not been the case and the same chaos and indifference by the concerned authorities is seen at the site of occurrence, during transportation and in the hospitals as was the case before these events were a regular feature. To add to the spectrum of these woes is the lack of any coordinated efforts to rehabilitate the victims either psychologically, physically or financially. As I searched for an effective system globally adopted for disaster management of various scales, I came across the existence of various national and international organizations tasked to ensure preparedness and swift response in event of any such eventualities. International organizations such as Red Cross, The International Emergency Management Society (TIEMS), The International Recovery Platform (IRP) and United nations organization help reduce vulnerability and assist cope with natural disasters such as floods and earthquakes, industrial sabotage and other incidences of significant humanitarian crisis. While some of these organizations may help creating awareness and offer technical guidance in managing manmade disasters, they have a very limited role in practically addressing incidents related to localize events of terrorism. This responsibility is borne by respective governments in light of the prevailing law and order situation and resource availability. Different countries then have other umbrella organizations overlooking management of emergency situations arising from terror related disasters in addition to natural calamities eg the Civil Contingencies secretariat in UK, the Federal emergency management authority in US and the National disaster response force in India. In Pakistan unfortunately there is no concept of an organized response to events resulting in multiple or mass casualties, be it a result of any major accident or an act of terrorism. Organizations such as APDMA and PDMA have limited roles dealing mainly with natural disasters. Need of the hour is for an organization or team to cater for manmade disasters given the recent frequency of these events. In the absence of any responsible organization taking the lead and developing protocols as well as providing guidelines, the workforce available for pre hospital and hospital-based critical care varies enormously. Every major city of the country and specially Peshawar should have a disaster control management plan involving security agencies, paramedic and ambulance services and all major hospitals who should develop an effective strategy to facilitate management of injured patients. An effective approach would depend on the ability of the concerned team to anticipate, assess, prevent, prepare, respond and recover from an incident. Security agencies must cordon off the site of incident allowing only emergency vehicles and personnel to approach the site once secured. The hospital nominated to receive the brunt of casualties should be informed well in time for emergency preparedness. If possible all unnecessary traffic flow in the vicinity of the hospital should be diverted according to a predetermined plan. The Accident and Emergency departments should have a viable communication system of summoning their trauma team and any additional staff needed according to the nature and magnitude of the calamity on a very short notice. Within the hospital all visitors and well wishers as well as media personnel and politicians should be restricted to nominated zones with facilities of a public address system and an information centre updating the list of injured and dead at regular intervals. A spacious TRIAGE hall with designated triage officers (doctors or nurses) should be at hand to sort out the patients and prioritize their treatment according to the nature of their injuries and resources available. The major hospitals must build up their capacity in terms of skilled manpower and equipment/medicine and be ready for any major incident in its catchment area besides being able to receive a spill over in case of any major disaster in adjoining vicinities. Doctors and other support staff in ER should be familiar with the basic principles of Emergency life saving measures. It should be mandatory for the aforementioned to have attended trauma management courses such as Advanced Trauma Life Support, Primary Trauma Care or Emergency Room Trauma Care. There is considerable evidence to show that properly trained staff can make a marked difference when it comes to saving precious lives. There should also be appropriate arrangement for dealing with bodies of dead victims and counseling their near and dear ones. No doubt, considerable effort and commitment is needed if the above goals have to be achieved. To ensure a well organized and coherent response to any major incident there has to be a lead body running the show. All those involved in emergency management from the scene of the incident to the hospital receiving and managing the injured patients should be part of a team and should be allowed to interact on a regular basis through seminars and conferences framing and developing their own standard operating procedures and guidelines. Effective emergency management has been and will always be the crunch requirement of any civilized society and it is imperative that the government should take practical steps in addressing this issue in the best interest of the public.

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26

Meacham, B., J. Sarkis, and N. Dembsey. "Adaptive Management in Fire Regulation and Emergency Response." Fire Safety Science 9 (2008): 317–28. http://dx.doi.org/10.3801/iafss.fss.9-317.

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27

Simon, BS, MA, Neil. "Organizational resistance to emergency management response and planning." Journal of Emergency Management 3, no. 2 (March 1, 2005): 41. http://dx.doi.org/10.5055/jem.2005.0020.

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28

Vaught, Charles, Launa Mallett, Michael J. Brnich, Dana Reinke, Kathleen M. Kowalski Trakofler, and Henry P. Cole. "Knowledge management and transfer for mine emergency response." International Journal of Emergency Management 3, no. 2/3 (2006): 178. http://dx.doi.org/10.1504/ijem.2006.011167.

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29

Oppizzi, Lauren M., and Susan Speraw. "Federal Emergency Management Agency Response in Rural Appalachia." Nursing Clinics of North America 51, no. 4 (December 2016): 599–611. http://dx.doi.org/10.1016/j.cnur.2016.07.012.

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30

Muhren, Willem J., and Bartel Van de Walle. "Sense-making and information management in emergency response." Bulletin of the American Society for Information Science and Technology 36, no. 5 (June 14, 2010): 30–33. http://dx.doi.org/10.1002/bult.2010.1720360509.

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31

Kretzschmar, J. G. "Computer Aided Emergency Response Systems." Toxicology and Industrial Health 6, no. 5 (October 1990): 269–77. http://dx.doi.org/10.1177/074823379000600521.

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Over the past years several, less or more integrated emergency management support and information systems have been developed and implemented. After a short review of the larger, mainly governmentally sponsored systems and of a selection from the smaller commercially available systems, the computer aided emergency response system (CAERS) of the Belgian Nuclear Energy Research Centre is highlighted.

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32

Toomey, Tricia, Eric Frost, and Murray E. Jennex. "Strategies to Prepare Emergency Management Personnel to Integrate Geospatial Tools into Emergency Management." International Journal of Information Systems for Crisis Response and Management 1, no. 4 (October 2009): 33–49. http://dx.doi.org/10.4018/jiscrm.2009071003.

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Emergency management is a diverse field. Effective disaster management involves knowledge of various subjects as well as work experience in all aspects related to mitigation, planning, response, and recovery efforts. One field not being fully exploited by disaster management is the use of geospatial tools in the form of Geographic Information Systems (GIS), cartography, and geovisualization. One reason for this is that many emergency managers are not fully aware of the assistance GIS can lend to effectively manage disaster situations. All functions of emergency management have a strong geographic component. Where is the earthquake epicenter? Where is the damage? Where does the dam inundation run and who/what is in that path? Where is the area of road closures? The questions asking “where” are endless in effective emergency management and range from the mitigation stage through to the recovery stage. For example, a tsunami may inundate only a certain portion of the region, therefore, it is important to have mitigation and planning efforts concentrated in those regions. It is also important to know what businesses, housing, and populations are in the affected areas. The integration of geospatial tools for risk assessment, mitigation, planning, response, and recovery efforts is emerging as an effective and potentially invaluable resource for answering such questions in regards to emergency management.

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Omitola, Tope, and Gary Wills. "Emergency Response Ontology Informatics: Using Ontologies to Improve Emergency and Hazard Management." International Journal of Intelligent Computing Research 10, no. 3 (September 30, 2019): 1022–32. http://dx.doi.org/10.20533/ijicr.2042.4655.2019.0124.

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Daly, Michael P., Michael I. Cleary, and Linda J. McCormack. "The Bundaberg emergency response team." Australian Health Review 36, no. 4 (2012): 384. http://dx.doi.org/10.1071/ah11061.

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A major crisis affected Bundaberg Hospital in 2005 following the exposure of the concerns about Dr Jayant Patel and the subsequent sudden exit of the Hospital Executive. The Bundaberg Emergency Response Team (BERT) was created as an emergency intervention whose brief was, over a 6-week period, to maintain the function of the hospital in the face of the community’s loss of confidence in the service; to find out what had happened to Dr Patel’s patients and to organise appropriate care and treatment for them. The authors acted as the senior members of BERT. Serious events such as these are rare and there was no framework to guide the team. BERT quickly established processes to assess the extent of harm to patients and to mobilise large scale clinical and counselling assistance for patients and staff. The team also managed the local health service, engagement with the community and assistance with the various investigations being conducted into Dr Patel. BERT was considered by the community and the former patients of Dr Patel to be an appropriate and professional response to the situation. The experience provides a framework for responses to these types of situations and herein we discuss key points for successful implementation. What is known about the topic? There is little in the literature that describes a framework used to successfully manage a hospital in crisis after serious public allegations are made. What does this paper add? The paper adds the findings of the management of a rare but very significant event: a hospital going into crisis after serious public allegations are made. It also provides the learnings of the management team in this event, and a framework for the future management of similar crises. What are the implications for practitioners? The framework provided in this paper is unique. Given the need for a rapid response in such events and the rarity of these events, practitioners now have a readily available tool to help them rapidly provide the appropriate response.

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Linsdell, Greg, and Colin Rogers. "Multi-response roles in emergency response personnel." International Journal of Emergency Services 3, no. 2 (October 7, 2014): 162–78. http://dx.doi.org/10.1108/ijes-05-2014-0005.

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Purpose – The purpose of this paper is to assess the decision-making process of multi-role emergency response volunteers and their preferences for which agency they would choose to volunteer for in an emergency, utilizing the New South Wales Rural Fire Service as an example. Design/methodology/approach – Large-scale online survey data collection method, which enabled in depth analysis of responses. Findings – There are a large number of individuals who hold multiple volunteer roles and their decisions as to which service they would prefer to volunteer for is influenced by many complex factors. Research limitations/implications – Research in this topic is rare and future research should be undertaken on a wider scale involving both quantitative and qualitative methods. Practical implications – Findings will help policy makers and those responsible for providing emergency services with an understanding of the decision-making process of volunteers. Social implications – The results may help to promote understanding of a volunteers social preferences when engaged in work for emergency services. Originality/value – This is an area that has had little research undertaken in and is therefore quite an original piece of work that will have resonance for emergency services across the globe.

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Zebrowski, Chris. "Emergent emergency response: Speed, event suppression and the chronopolitics of resilience." Security Dialogue 50, no. 2 (March 4, 2019): 148–64. http://dx.doi.org/10.1177/0967010618817422.

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Emergency responses are premised on the hope that, even when events cannot be wholly predicted and prevented, timely action in the present can be exercised to strip an emergent event of its disruptive potential. Yet, while the speed of emergency responses plays a critical role in underpinning UK resilience, it has been a relatively neglected subject in studies of resilience advanced through the paradigm of preparedness. This article aims to contribute to and extend work in the field of emergency governance by arguing that concerns surrounding the speed of response contribute to a distinct form of security enacted in contemporary emergency response strategies, which I term ‘event suppression’. Drawing on policy analysis, preparedness exercise observations and practitioner interviews, this article investigates how speed operates as a core problematic informing the design of UK emergency responses, organized through the Integrated Emergency Management framework. Integrated Emergency Management promises to accelerate emergency response operations by utilizing advances in communications technologies to drive the bottom-up emergent self-organization of emergency responses. Event suppression ensures security not by preventing an event from happening, but by quickly closing down the ‘disruptive’ time of the emergency event and restoring the linear historical time of standard political processes.

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Tu, Shu Juan, and Ling Yu Zhang. "Integration and Improvement Research on Emergency Information Management and Response Capabilities for Local Government." Applied Mechanics and Materials 687-691 (November 2014): 5093–96. http://dx.doi.org/10.4028/www.scientific.net/amm.687-691.5093.

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Local government plays an important role in emergency management. The improvement of emergency management and emergency response of local government will benefit to improve the overall emergency management and response efficiency of government. Thus, the paper analyzed the existing emergency planning and its emergency policies to find out weakness in their response to emergency. With the basic theory of emergency management, the paper analyzed the status of emergency management of local government. Finally, the paper proposed improvement strategies to improve the effectiveness of emergency resources management of local government.

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Zeleznik, N., L. Benighaus, D. Mitrakos, V. Tafili, T. Duranova, R. Sala, and C. Benighaus. "Mental models in nuclear emergency management." Radioprotection 55 (May 2020): S157—S162. http://dx.doi.org/10.1051/radiopro/2020026.

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This paper reports on the research of mental models of uncertainties management in an emergency situation which was carried out in the framework of the European CONFIDENCE (COping with uNcertainties For Improved modelling and DEcision making in Nuclear emergenCiEs) Project. The methodology included the mapping of mental models among several emergency preparedness and response experts and then performing interviews based on structured protocol with lay people in five countries: Germany, Greece, Slovak Republic, Slovenia and Spain. The aim of these investigations was to trace the concepts and understandings of emergency preparedness and response and to identify possible gaps between experts and lay people. The article presents the main results of this research and suggestions for the improvement of EP & R planning.

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Jensen, PhD, Jessica, and John Carr, MS. "Predisaster integration of Community Emergency Response Teams." Journal of Emergency Management 13, no. 1 (February 25, 2016): 25. http://dx.doi.org/10.5055/jem.2015.0215.

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Objective: The Community Emergency Response Team (CERT) program has been increasingly used within local emergency management systems since the United States’ Federal Emergency Management Agency (FEMA) adopted and began promoting the program in 1993. The objective of this study was to explore the integration of CERT programs within local emergency management systems predisaster.Design: Qualitative, semi-structured telephone interviews were used to collect data from a purposive sample of CERT program coordinators.Setting: Telephone interviews were conducted with CERT program coordinators in FEMA Region VII (Iowa, Kansas, Missouri, and Nebraska).Subjects, participants: Twenty-five local county emergency managers participated in this study.Results: This study found that the integration of CERTs varied significantly. The extent to which most teams were integrated allowed them to be placed along an integration continuum and classified as one of three types including Least Integrated, Somewhat Integrated, and Highly Integrated. Other team characteristics seemed to covary with the team integration. A phenomenon of team Piggy Backing—where the integration of the team was no longer relevant—was also found. Conclusions: This study concludes by making a key recommendation that could benefit any CERT—add a module to the CERT training curriculum designed to integrate the individuals associated with the CERT program within their local emergency management system.

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Deyneko, Natalia. "Development of approaches to emergency management in conditions of limited energy supply of the zone of their localization." Information and Public Safety, no. 2021-2 (May 15, 2021): 3–9. http://dx.doi.org/10.53029/2786-4529-2021-2-1.

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The solution of the problem of developing approaches to the management of the emergency prevention process in the conditions of limited energy supply of emergency response measures is considered. Within the framework of solving the problem, the process of emergency management in the conditions of limited energy supply is analyzed and the scheme of managerial influence on the process of spreading the emergency situation in the conditions of limited energy supply is developed. A structural and logical model of emergency management in conditions of limited energy supply has been developed. Developed a structural and logical model of emergency management in conditions of limited energy supply, which consists of twelve units. These are monitoring of the situation, identification of risks, notification and evacuation of people, search and identification of the danger of emergence and spread of emergency in conditions of limited energy supply, decision-making on the use of special equipment for electricity generation, preparatory measures, information control measures. measures in case of spread of danger, localization of sources of spread of danger, decision-making on recovery without quarantine regime in the region of hostilities, impact on the situation, analysis of the effectiveness of preventive measures and emergency prevention measures. The location of the units on six hierarchical levels, connected by logical connections, provides information on the state of the region in conditions of limited energy supply through the elements of the monitoring system and impact on the region through the system of performers, providing a continuous management process to minimize the consequences of emergency. The obtained results allow, using innovative information and technical methods of emergency prevention of such nature, to further form a modern method of emergency response in conditions of limited energy supply of emergency response measures, supplementing the above methods with an effective crisis management system. Key words: emergency situation, structural-logical model, conditions of limited energy supply.

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Russo, Marianne Robin, Valerie C. Bryan, and Gerri Penney. "Emergency Preparedness." International Journal of Adult Vocational Education and Technology 3, no. 2 (April 2012): 23–34. http://dx.doi.org/10.4018/javet.2012040103.

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Since 9-11, emergency preparedness has been the focus on federal, state, tribal, and local levels. Although current research describes emergency management response, many barriers may exist that effect response systems, including the role of first responders, social vulnerability, and the way technology interfaces with these variables. Several factors determine the success of emergency preparedness and its ultimate impact on the health and safety of the community, including social media response, Community Response Grid (CRG) and social networks for older adults, emergency Internet and Community Technology (ICT) training within tribal communities and graduate schools, and programs and innovative emergency management policies for ethnically and racially diverse populations. Negotiating these issues, the character and incidence of emergency technology benefits the adult experiencing an emergency by: a) obscuring the constructs of social and class hegemony; b) mitigating future emergency problems when new procedures and policies that depend on ICT are rendered; c) examining barriers that could hinder lifesaving emergency procedures; and d) creating a community identification and a community collaborative bond so disadvantaged communities are responded to in an expedient manner.

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Pilemalm, Sofie, Rebecca Stenberg, and Tobias Andersson Granberg. "Emergency Response in Rural Areas." International Journal of Information Systems for Crisis Response and Management 5, no. 2 (April 2013): 19–31. http://dx.doi.org/10.4018/jiscrm.2013040102.

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In this study, security and safety in rural parts of Sweden are investigated. New ways of organizing for efficient response can be found in the extended collaboration between societal sectors and in the utilization of local social capital. New categories of first responders and their requirements are identified and technical and non-technical solutions as support are proposed. The solutions include e.g. mobile applications and a technical infrastructure making it possible for volunteers to obtain information about events requiring emergency response. Emergency management in rural areas shows several similarities to large-scale crises, e.g. in terms of insufficient infrastructure available and the need to use local resources in the immediate aftermath of the event. Therefore, the results of the study can be transferable to large-scale crises.

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Shamout, Mays, Pryanka Relan, Bridget Fitzgerald, Ashley Greiner, and Flavio Salio. "Integrating Management and Operations of Rapid Response Teams and Emergency Medical Teams Globally." Prehospital and Disaster Medicine 37, S2 (November 2022): s110. http://dx.doi.org/10.1017/s1049023x22002096.

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Background/Introduction:Health emergencies such as the COVID-19 pandemic strain health systems and emergency response mechanisms. Identifying critical points during the response cycle where emergency workforce and operational capacity can be improved can help break the protracted nature of responses. Global health emergency workforce, or health emergency and alert response teams such as multidisciplinary Public Health Rapid Response Teams (RRTs) and Emergency Medical Teams (EMTs), play critical roles in the response to public health emergencies.Objectives:The project aims to explore and understand how countries manage and operationalize their RRT and EMT programs. With anecdotal evidence of countries integrating the two historically disparate groups, we propose to examine how countries are jointly or separately addressing legal frameworks and policies; management practices; reporting processes and protocols; training; as well as program operations and standards.Method/Description:Through existing global partnerships and networks, a convenience sample of national focal points responsible for the management of their RRT and EMT program are sent an online survey followed by participating in a one-on-one interview. Quantitative and qualitative analyses will be conducted.Results/Outcomes:Twelve countries representing all six World Health Organization regions with both RRT and EMT programs have been selected for engagement.Conclusion:Factors contributing to or against countries integration of RRT and EMT programs will be identified. Areas of divergence or synergy of plans and standard operating procedures will be mapped. Recommendations for strengthening global health emergency alert and response teams will be generated.

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Mao, Lihong. "Regulating Emergency Volunteer Management to Promote the Development of Emergency Response Voluntary Services." China Nonprofit Review 12, no. 2 (February 19, 2021): 290–95. http://dx.doi.org/10.1163/18765149-12341384.

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Konstantinidou, Maria A., Konstantinos L. Kepaptsoglou, Matthew G. Karlaftis, and Antony Stathopoulos. "Joint Evacuation and Emergency Traffic Management Model with Consideration of Emergency Response Needs." Transportation Research Record: Journal of the Transportation Research Board 2532, no. 1 (January 2015): 107–17. http://dx.doi.org/10.3141/2532-13.

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Vogelweid, Catherine M. "Using principles from emergency management to improve emergency response plans for research animals." Lab Animal 42, no. 10 (September 19, 2013): F1—F7. http://dx.doi.org/10.1038/laban.331.

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Jokanovic, Igor, and Dragana Zeljić. "Emergency response readiness of road maintenance companies." Put i saobraćaj 65, no. 2 (July 9, 2019): 7–11. http://dx.doi.org/10.31075/pis.65.02.02.

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Most of the climate and natural hazards are closely related to design, construction and maintenance, and have to be effectively transferred to practice of management agencies and maintenance companies. The paper presents a general assessment of the management and organizational bases for conducting actions during emergency events for entities in the region that are the most important link in the whole chain - road maintenance companies.

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Cresson Wood, Charles. "A computer emergency response team policy." Information Management & Computer Security 4, no. 2 (May 1996): 4. http://dx.doi.org/10.1108/09685229610120991.

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Andersen, H. B., H. Garde, and V. Andersen. "MMS: an electronic message management system for emergency response." IEEE Transactions on Engineering Management 45, no. 2 (May 1998): 132–40. http://dx.doi.org/10.1109/17.669758.

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Bracken, Marilyn C. "Information technology in emergency response and hazardous waste management." Information Society 3, no. 4 (January 1985): 361–69. http://dx.doi.org/10.1080/01972243.1985.9960012.

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