They won’t soon forget the late April “Good Friday” tornado that carved a 22-mile track of destruction through their city, damaging 200 homes and leaving thousands of people without power.  Although the community wasn’t damaged, residents were assured by the Crescent Condominiums’ disaster preparedness plan.
With more than 60 million Americans living homes governed by community associations, emergency planning has become an essential skill of HOA managers.
Communicating about preparedness. Managers must make preparedness top of mind in their communities, through      newsletters and bill inserts.
Helping others.  By definition, a commitment to disaster preparedness is a commitment to helping others – so some communities consider adopting a local school or church or hosting a blood drive. Red Cross research shows that every $1 invested in preparedness yields $6 in times of disaster. Communicate about preparedness.  Ask yourself, how can I make preparedness top of mind in my community, through newsletters and bill inserts.
Help others.  By definition, a commitment to disaster preparedness is a commitment to helping others – so once you go down this path, consider adopting a local school or church, hosting a blood drive. The following pages examine key distinctions between emergency management and ICS and the roles that each is designed to fulfill during a major medical incident. Emergency management describes the science of managing complex systems and multidisciplinary personnel to address extreme events, across all hazards, and through the phases of mitigation, preparedness, response, and recovery. The activities of the EMP address the phases of mitigation, preparedness, response, and recovery. It is important to note that the procedures and systems used to conduct preparedness activities (committee structure and meetings, memo writing, regular email notification of meetings, etc.) are typically not adequate for use during emergency response. The ICS, as described in NIMS, refers to the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure and designed to aid in the management of resources during incident response. Common terminology - use of similar terms and definitions for resource descriptions, organizational functions, and incident facilities across disciplines. Comprehensive resource management - systems in place to describe, maintain, identify, request, and track resources. Appendix A highlights several critical assumptions that were made in developing the MSCC Management System.
Many of these procedures increase the efficiency of preparedness activities, while essentially training participants on the procedures to be used during response and recovery.
Hospital staff and other healthcare personnel might equate emergency management activities to a hospital's Disaster Committee (hence the recommended name change to Emergency Management Committee).
This point is often missed by organizations as they attempt to utilize emergency preparedness committees and their associated structures and processes to manage response to an event. Examples include the use of emergency notification procedures for disseminating preparedness information, the use of a management- by- objective approach when planning preparedness tasks, and using tightly managed meetings with detailed agendas.
The sum of all emergency management activities conducted by a response organization may be collectively referred to as an Emergency Management Program (EMP) for that entity. The critical task in preparedness planning is to define the system (how assets are organized) and processes (actions and interactions that must occur) that will guide emergency response and recovery.
An effective mitigation effort should begin with, and be based on, a valid HVA as this will help an organization prioritize issues during follow-on mitigation and preparedness planning. Convene the Emergency Preparedness Committee emergency survival fear the planet as we know. IntroductionThe intent of Assessing Disaster Preparedness was to have an honest and open dialogue with key stakeholders across different sectors about the level of preparedness in the Bay Area to respond to a major natural hazard such as an earthquake.


Peter Ohtaki, Director of Business Executives for National Security (BENS), spoke to their model of partnerships between the private sector and the government around issues of disaster preparedness and national security.
MessagingCurrent emergency management messaging focuses on the negative, or advocating preparedness, in order to prevent negative results such as the loss of property or life.
It was agreed that any initiative should include a component that objectively assesses and baselines current levels of preparedness and is able to chart progress from it. Kathleen Tierney, Director of the Natural Hazards Center at the University of Colorado, formally opened the conference by reviewing the results of the previous day's discussions among the most prominent academics on disaster preparedness and management . While it was agreed that there is a great deal of activity and thinking around disaster preparedness, different stakeholders often have limited visibility to the activities of others. The conference was sponsored by the Hewlett Foundation, The San Francisco Foundation and PG&E as an initial component of a project that seeks to provide an objective, third-party view of the landscape of disaster preparedness. Among the activities were two reviews of the preparedness metrics literature conducted by Jeannette Sutton and Dr. Conference participants were selected through discussions with their peers who identified them as leaders and experts in the disaster management community. EMAP starts with a self-assessment online which is followed by an on-site visit from five assessors who conduct a week-long review and audit of disaster preparedness plans and then make recommendations.
He reiterated the critical importance of local preparedness and spoke to the effectiveness of various models of community participation in disaster planning that had emerged in the past and dissolved due to the lack of funding and political will. Their impact on communities varies, depending on their size and location, the age of the housing stock and a community’s degree of preparedness. George Sullivan, an expert in disaster preparedness for the American Red Cross says, “A lot of people write an emergency response plan based on something happened to someone else.” If you don’t know what hazards you face, call the American Red Cross which can help you assess risk. In Comprehensive Emergency Management, mitigation activities are undertaken during the time period prior to an imminent or actual hazard impact. It includes activities that establish, exercise, refine, and maintain systems used for emergency response and recovery. The initial recovery stage (which actually begins in the late stages of response) is integrated with response mechanisms, and the EOP incident management process should be extended into recovery. The EOP defines effective process and procedures for the context of emergency response (emergency notification procedures, establishing an incident management team, processing of incident information, etc.).
With well-developed ICS and emergency management support, the incident response proactively addresses both types of demands and, in fact, reduces many response-generated demands to routine status. For example, BAREPP, (Bay Area Regional Earthquake Preparedness Project) existed in various forms between 1983 and 2002. The discussion began with presentations by two non-profit organizations, both providing different perspectives on disaster preparedness.
All agreed that the media is an important constituent in any initiative on preparedness and resiliency. This entry was posted in Useful Tips and tagged American Red Cross, Emergency management, Preparedness by John H. Many in the room felt that emergency management and disaster preparedness were a 'policy without a public', and as a consequence did not get the prominence or importance that they deserved from city or state officials. Further, many participants felt that having a common framework and definition of disaster preparedness, and a common metric to assess preparedness and delineate gaps could stimulate funding and collaboration. Nonetheless, the group agreed that it was unreasonable to expect the government to be the sole provider of disaster response and recovery services and had mixed views on the level of preparedness and effectiveness of the office of emergency services at the city, region, state and national levels.


It is clear that there needs to be a realistic and achievable strategy for incorporating faith communities in any local disaster preparedness initiative. It is hoped that this exercise would lead to proposed ways to assess preparedness, so that gaps, if any, can be funded by the philanthropic community prior to the onset of a large-scale disaster. HOA managers must understand what types of disasters are likely to occur in their community, develop emergency response protocols, practice them and then communicate them. An effective EOP not only guides the initial (reactive) response actions but also promotes transition to subsequent (proactive) incident management. The management transition from response to recovery (both timing and methods) must be carefully planned and implemented to avoid problems.
Arlington County emergency management officials, therefore, quickly knew they had to manage these other problems through their Emergency Operations Center (EOC), which was geographically separate from, but closely coordinated with, incident command at the Pentagon. One weakness with the government is the lack of information within and outside about level of preparedness and enhancements to preparedness due to lack of standardized metrics and measures. Ana-Marie Jones, Executive Director of Collaborative Agencies Responding to Disasters (CARD), followed with a plea to revisit current messaging and methods around disaster preparedness. Disaster Management web page aims to give a through insight to the disaster management practice.
It was agreed that at the current time, no one could speak to the level of resiliency or preparedness in any community in the United States as there are no common tools or metrics. While many organizations in this sector have begun to create business continuity and disaster preparedness plans, many others have not. He cited this conference and other initiatives under the aegis of Northern California Grantmakers, The San Francisco Foundation and the United Way, which are all directed at gaining knowledge about gaps in disaster preparedness so that philanthropy can focus on addressing these gaps before a disaster, and also understand how to best use resources immediately after a disaster. Tierney concluded her presentation by providing a framework for measuring disaster preparedness that could be used across sectors and levels of analysis with existing indicators and instruments and included eight dimensions. As recovery progresses, recovery management transitions to regular agency management processes or some intermediate method defined by the responsible organizations. LeadershipCurrently there is no constituency for emergency management, which was referred to by a participant as a 'policy without a public.' While most people in the Bay Area agree that disaster preparedness is important, it is not an issue that is at the top of the lists of politicians. The mitigation and preparedness phases occur as improvements are made in anticipation of an event. In addition there were representatives from various city governments and national disaster preparedness organizations and emergency preparedness accreditation organizations (see Participant List).
Focusing on preparedness for one hazard in lieu of another creates missed opportunities for leveraging investment and optimizing community resiliency. Several participants felt that messaging around disaster preparedness could be made more positive by focusing on community resiliency and economic development.
These reviews summarized existing measures of preparedness at the household level, organization level and community level using both primary and secondary data.
There was wide recognition of the need for the creation of a coordinating organization to aggregate efforts, establish metrics and standards, facilitate cooperation and partnerships and advocate for disaster management policy change. However, it was also clear that many felt that the Bay Area was more prepared than other regions in the country due to frequent natural disaster exposure and experience in responding to those incidents.Richard Eisner, Regional Administrator, Southern Region Branch of the Governor's Office of Emergency Services, reflected on his career and experience in hazards management.



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