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Be sure you collaborate and coordinate with local and state emergency management organizations, first responders, local businesses, public health and peer institutions. Building a relationship with local and state response agencies can improve they're emergency response and your emergency management. How to Use Scenarios in Training to Improve Campus Safety and SecurityHere's how you can test your staff, teachers, faculty, administrators and clinicians on how to respond to an emergency.
The hallmark of a comprehensive and successful emergency management program on a university campus depends on collaboration and coordination. Local Emergency Management Agency: A strong relationship with the local emergency management agency can help foster relationships with other local response agencies. State Emergency Management Agency: Like local emergency management agencies, state agencies can help connect campus emergency managers to key state resources and contacts unavailable at the local level.
Emergency Management Organizations: International Association of Emergency Managers (IAEM), National Emergency Management Association (NEMA), state emergency management organizations, specialized emergency management organizations (continuity of operations, special events) and even private sector affiliations prove beneficial for planning purposes.
First Responders (police, fire, hazmat): While some campuses provide their own law enforcement, emergency medical or fire response capabilities, most have limited capacity to respond to significant incidents entirely. National Weather Service (NWS): For many of us, weather threats are our most common hazard.
Public Health: IHEs, especially residence halls, can be vulnerable to meningitis, Ebola, tuberculosis, influenza and other disease outbreaks. Other IHEs in the Area: While we can call upon our local and state counterparts to assist during an incident, they may not be as valuable as mutual aid from other higher education emergency managers. Nearby Businesses: Especially with urban campuses, it is important to reach out to large neighboring businesses as their campuses often are impacted by incidents and events at the university. Non-Profit Organizations: Organizations like the American Red Cross and the United Way provide important services during and after emergencies. Online Resources for IHE Emergency Management: Sometimes the best place for new ideas is from other emergency managers.
Andy Altizer is the director of emergency management at Kennesaw State University and William Smith is the director of emergency preparedness at the Georgia Institute of Technology. If you're responsible for protecting a campus — whether at a hospital, K-12 school, college or university — then Campus Safety magazine is a must-read, and it's free! Take advantage of a free subscription to Campus Safety today, and add its practical insights, product updates and know-how to your toolkit. The visitor check-in process at the Willis Tower in Chicago was largely a mad house prior to the implementation of iVisitor. The aircraft, an Airbus A300 – known as a Beluga due to its unusual shape- was on its way to Broughton in North Wales. But it was forced to make an emergency landing at Liverpool’s John Lennon airport when it was suspected there was a problem with its wing flaps. The aircraft was not a passenger plane but one used to carry parts to and from Airbus’s site in Broughton, which is responsible for wing assembly of nearly all Airbus aircrafts.
The plane reportedly went into a holding pattern for around an hour before making the landing, reports the Liverpool Echo. A spokesperson for Liverpool John Lennon Airport confirmed that the plane had made an emergency landing at around 5:30pm this evening.
Prepare an Emergency KitSpecial food and medication may be required for infant, elderly or disabled family members. In recent years, it has become the state-of-the-art approach in disaster management to intervene, although nearly every concept or strategy highlights the higher efficiency of preparedness activities (e.g. A major problem of disaster management is that international (mostly North American or European) teams are well prepared, but the victims are not. Table 1 illustrates the number and consequences of natural disasters in developing, threshold and industrialized countries. WatSan-Kits were designed to strengthen local, regional and national capacities in disaster prone areas and pre-crisis situations. The kits are a lot easier to transport and operate for National Societies than emergency response equipment.
After a flood catastrophe in January 2010, the United Republic of Tanzania was the first country to gain practical experience with WatSan-Kits. Heavy precipitation, which had started on 24th of December 2009, lead to a major flood event in the Eastern parts of the country between the districts of Kilosa and Kongwa. According to RELIEF WEB (2010), more than 1,000 people were displaced and approximately 25,000 affected at the beginning. International support was provided by the International Red Cross Federation’s Eastern Africa Regional office in Nairobi (Kenya) with WatSan-Kits 10. WatSan-Kits are a complementary bottom-up instrument to various general top-down processes, such as the ones recommended in the UNITED NATIONS INTERNATIONAL STRATEGY FOR THE DISASTER REDUCTION (2008): development of early warning systems and social safety nets, better insurance cover, avoidance of uncontrolled settling, etc. An internal review of the IFRC (2008A) criticizes the purely technical focus of emergency response operations, which sometimes leads to a worse level of preparedness than before the impact of the disaster. However, one major advantage of the kits is that they might enable the local community to cope with small scale disasters without having to call for international help or losing face in front of the government. In this regard, especially the scientific basis for the kits pre-positioning, which does not exist yet, is crucial.
Figure 3 depicts a SWOT-analysis, which is based on results of a questionnaire that was sent to the Tanzanian Red Cross National Society and several discussions with experts in Austria and on site. The fastest, cheapest and therefore most efficient way of providing a general baseline for the pre-positioning of preparedness tools is satellite navigation.
That second step would enable more individual technical solutions and a scientific basis for the deployment of preparedness equipment. Especially in the water sector, identifying and monitoring key vulnerabilities requires information on their relation to capacities. Besides meteorological parameters, a main influencing factor for droughts and floods is soil moisture.
This technology will also play a role in an international GMES (Global Monitoring for Environment and Security) project of the European Commission and the European Space Agency. Markus Enenkel studied Natural Resource Management and Ecological Engineering at the University of Natural Resources, Vienna (Austria) and at Lincoln University, Christchurch (New Zealand). This entry was postedon Friday, January 28th, 2011 at 12:01 AMand is filed under Articles, Disaster Management Theme, OpEd, Original, Water.
The European Commission (EC) and partner European Space Agency (ESA) are gearing up for the launch of the first satellite in their Copernicus program.
Alex Steffen, co-founder of Worldchanging.Green futurist Alex Steffen believes Earth observation plays a key role in helping make the world a more sustainable place.
Two recent articles argue that brainstorming doesn’t make people more creative, so how might we remake the brainstorming process given what science tells us? The business practice of brainstorming has been around with us so long that it seems like unadorned common sense: If you want a rash of new ideas, you get a group of people in a room, have them shout things out, and make sure not to criticize, because that sort of self-censoring is sure to kill the flow of new thoughts.
As an opening salvo, Lehrer lays out a devastating experiment, conducted in the 1950s, which found that when test subjects tried to solve a complex puzzle, they actually came up with twice as many ideas working alone as they did when working in a group. Those findings all probably make sense to anyone who has sat in a brainstorming session and wondered why Debbie from accounting suddenly became the world’s most vocal expert on car design. But there’s a serendipity involved that you can’t fake: Studies have shown that the most successful groups of scientists also work in extremely close physical proximity.


Increasingly, companies such as Vitra are designing workspaces designed to blend intense solitude, shown above, and relaxed, freewheeling sociability. I laid out all of these details from Lehrer’s article because each of these findings suggest that the brainstorming process might not be totally hopeless after all. Finally, the fact that office design can so dramatically affect the work we produce means that designers have the wherewithal to affect a company’s core mission. As promised this years Chicago Auto Show turned out to be an impressive but visually overwhelming event full of new technologies and innovations, concept cars, classic vintage cars and some unexpected surprises.
We have already seen several devices that we can wear to connect us – from smart watches to activity trackers and even to fashionable, smart jewelry. We help designers, engineers, draftsmen, and mechanics get better jobs, earn more money, design better products and games, become more innovative and creative, and outshine their competition. Our commitment is to provide the best training for the product design and development, industrial design and engineering community. Emergency managers on campus know the importance of such measures with key stakeholders, such as facility operations, residence life, dining services, environmental health and safety, university relations, health services, student government and athletics.
Of course, homeland security grants are often funneled through the state emergency management office, which is particularly important for state institutions of higher education (IHE). Engage your local weather forecast office (WFO), and ensure your team has the tools to communicate with them throughout a weather event. Campuses pose unique public health challenges, and opportunities and approaches to public health incidents on campus may require different strategies than the strategies used elsewhere. They are familiar with the campus environment and players, and can immediately be a force multiplier. Consider including such contacts on your emergency alert systems so they are immediately clued into incidents that may impact their operations. The Disaster Resource University (DRU) online portal provides daily tips, advice and lessons learned. But, more-than-likely, universities share a common set of issues where emergency managers that can be addressed by developing collaborative relationships with others.
As the only publication devoted to those public safety, security and emergency management personnel, issues cover all aspects of safety measures, including access control, video surveillance, mass notification, and security staff practices. Naturally, that leads to little trust in the helping teams’ activities and poor understanding of their actions.
Their main purpose is to serve as a buffer before international assistance has to be requested.
Depending on which kind of kit is pre-positioned, 2,000, 5,000 or 10,000 people can be provided with treated water, sanitation, hygiene promotion, vector control, etc. Hence, they can replace the request for international emergency response units or at least serve as a buffer until they arrive. The results were food shortages, skyrocketing food prices and enormous losses in cattle and cash crops. In an operation’s update, it is reported that 50,000 people were affected and 28,000 had to leave their homes due to further heavy precipitation and a thunderstorm. Three Austrian delegates, two Regional Disaster Response Team delegates and three WatSan officers of the Tanzanian National Society supervised the kit’s operation and maintenance. It is necessary to distinguish between vulnerabilities that lead to unsafe conditions (root causes) and others that are related to disaster relief. However, the training component especially has to be improved with regard to actual conditions in specific target countries.
The local National Society was lucky to be supplied with kits and delegates from neighboring countries.
Nevertheless, restricting a strategy to the use of Earth Observation satellites for vulnerability mapping only is not enough. Additionally, communicating vulnerabilities by maps would give threatened societies with little experience in (natural) disaster response a tangible reason to practice the handling of preparedness tools and evacuation.
Surface soil moisture can be detected by active microwave sensors aboard polar orbiting satellites. Eleven international universities and organizations started to work on the Global Water Scarcity Information System (GloWaSIS) in January 2011.
His research is focused on water management, disaster preparedness and microwave remote sensing. The dissertation at the Institute of Photogrammetry and Remote Sensing (Vienna University of Technology) will deal with linking GLOWASIS to preparedness tools of humanitarian aid organizations.
Numerous studies have since verified that finding: Putting people into big groups doesn’t actually increase the flow of ideas. But in a nice coincidence, Susan Cain tackles that very problem in her upcoming book, Quiet: The Power of Introverts in a World That Can’t Stop Talking. The Emory University neuroscientist Gregory Berns found that when we take a stance different from the group’s, we activate the amygdala, a small organ in the brain associated with the fear of rejection. One comes in the form of a professor who was able to study how the relationships within a group affect the quality of their work.
Just being around another creative person is vital to the process, because so many ideas happen as a result of water-cooler chatter and passing contact. For one, the brainstorming might work better if it focused not on finding solutions, but rather identifying problems.
Designers really can make a company smarter, if they embrace the chaotic reality of creativity, rather than trying to create spaces where every last function and possibility has its place.
The company behind the famous yellow and black construction machines has created a $600 smartphone with a built-in Flir thermal imaging camera.
Since 1994 we’ve trained thousands of designers and engineers from companies like Motorola, Caterpillar, John Deere, Harley Davidson, and NASA.
Engage local response agencies now by offering the campus infrastructure as an exercise venue. Consider tools such as iNWS and NWSChat while also building capacity to become a Storm Ready University.
For example, campus emergency managers should be working with local public health agencies on their points of distribution (POD) planning efforts to ensure an appropriate strategy for their campus. Nearby businesses can also provide emergency classroom space for continuity operation needs. Universities stretch beyond the campus boundaries, and so should emergency management relationships. This should include a portable radio, a torch, spare batteries, first aid kit, non-perishable food, sturdy gloves, waterproof bags, candles, matches, essential medications and copies of important documents (eg insurance details, birth certificates, pre!==!--script--==ion refills) in sealable plastic bags.
Both emergency response after the impact of a disaster and development cooperation are subject to countless handicaps.
People are decoupled from their natural surroundings, responsibilities are undefined and passed on. Besides, even National Societies of the Red Cross and Red Crescent Movement in developing countries run the risk of losing face in front of their governments if they admit that a certain disaster exceeds their capacities.
Experts from the Red Cross and Red Crescent Movement help National Societies to practice on one of the three different types of WatSan-Kits in their own country to increase preparedness. As a first means of intervention, the kits are operated either by regional or national disaster response teams (IFRC, 2008).


Figure 1 (below) compares the capacities of the kit system to standard emergency response equipment. People had to walk up to 50 kilometers to receive emergency aid rations (EHRHART and TWENA, 2006). The update especially highlights vulnerabilities that were caused by the collapse of the water and sanitation infrastructure.
Additionally, Districts Mpwapwa and Kongwa received three WatSan 2 kits on the 16th of February. Delegates and affected people also need to understand dynamic pressures of hazards (WISNER et al., 2004) and that technical equipment is only one way of mitigating vulnerability (LEWIS, 1999). Simultaneously, standardization neglects the individuality of locations and disaster events. If the kits had been positioned in the United Republic of Tanzania from the beginning, the risk of impassable transport routes and delays would have been lower.
In a world of countless interacting and developing vulnerabilities, it is extremely hard to get a holistic picture.
The Institute of Photogrammetry and Remote Sensing at the Technical University Vienna developed an algorithm to model soil moisture up to a depth of 1 meter. Up-to-date information on water supply and demand (in situ- and satellite-based) can be a valuable input for preparedness strategies.
He thought, quite reasonably, that creativity was both brittle and fickle: In the presence of criticism, it simply couldn’t wring itself free from our own minds.
One experiment compared two groups: One which brainstormed with a mandate not to criticize, and another which had the license to debate each others ideas. Brian Uzzi, a sociologist at Northwestern, found that on Broadway the worst-performing productions were the work of two groups: Those that had worked together too much, and those that had worked together too little. The best support comes by anecdote: Building 20, a famous hothouse of ideas on the MIT campus.
What if, during a brainstorming session, people weren’t asked to simply throw out ideas, but rather problems as well. In other words, there might be room for a new design paradigm that embraces both limitations and flexibility.
Our engineering, product design, and industrial design training methods are outside-the-box, rather than the typical classroom book training. Some of them appear in the chaotic situation after the event, others within the time of reconstruction. Increased vulnerability of communities at risk can have manifold reasons, whereas poverty is often presented as the major root cause. Nevertheless, high levels of vulnerability serve as the breeding ground for severe impacts of huge-scale disasters like floods or thunderstorms. Since systemic vulnerabilities are far more distinct in developing countries, it is clear that international preparedness strategies have to focus on mutual capacity building in the Third World. Whether people in a developing country actually benefit from the technology was assessed in a master thesis at the University of Natural Resources and Applied Life Sciences, Vienna, Austria. They can generally provide efficient disaster relief in the water supply sector, if some basic improvements are considered. Obviously, standardized equipment and technically trained personnel are not enough to cope with the impact of a large-scale disaster. Sometimes the major needs are pit latrines, sometimes emergency shelter, sometimes water supply. An attempt to illustrate the already existing preparedness level of communities at risk would add a new layer to humanitarian aid.
Only preparedness tools whose locations are resilient to disasters can actually be used afterwards. The second group had 20% more ideas–and even after the session ended, the people in the second group had far more additional ideas than those in the first. The problem with traditional brainstorming is the assumption that good ideas can spring up unbidden. But more than that, we increase your knowledge of specific design and engineering techniques. In fact, poverty is one crucial reason for high communal vulnerability, which triggers further interconnected weaknesses of the system, but by far not the only one.
Sanitation and hygiene promotion, for instance, is part of the kits’ concept, but practically under-represented. Combining this approach with already existing vulnerability and capacity assessments on site might even increase benefits of relief operations in the long run.
Osborn claimed that this very brainstorming process was the secret to BBDO’s durable creativity, allowing his ad guys to produce as many as 87 ideas in 90 minutes–a veritable avalanche. It was nothing more than a sheetrock box, but in its maze of corridors and cramped offices, scientists of all stripes often found themselves happening upon conversations with others from wildly different fields. But the fact is that people are usually better at finding fault than they are at finding answers. This means that using software becomes more graceful, effortless, and flexible for you on all your projects.
Only the most complex and most expensive, Kit 10 includes the full hygiene promotion add-on when it is pre-positioned. The most productive groups were those with a baseline of familiarity but just enough fresh blood to make things interesting.
It’s no accident that so many breakthroughs came from that building, including radar, microwaves, the first video games, and Chomskyan linguistics.
But as Lehrer argues, the only problem with all this is that brainstorming is total bullshit.
It’s much more productive to find what drives people nuts and the features that keep them from doing what they want to do than it is to find out what sort of computer they’d like to have in some idealized fantasy world. Thus, allowing criticism into a room full of people trying to brainstorm allows them to refine and redefine a problem.
Solving such a complex problem as UI design demands a certain subtlety and depth of thought. Adding more and more complex problems to the mix doesn’t stifle creativity – it actually gives the mind more to work with, simply by demanding that we find better and better answers. But those solutions only begin flowing when the problem becomes interesting enough to demand new ideas. This means bringing outdoor furniture, children?s toys and gardening equipment inside or under cover.
My point is that by reframing what we expect to gain from some technique such as brainstorming, we might make it far more useful. This may not prevent your windows from shattering but it will hold the broken glass in place.



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