Regional Disaster Response Coordination to Support Health Outcomes Summary of a Workshop Series (2015) / Chapter Skim
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4 Coordination of a Community Response
4 Coordination of a Community Response
Pages 41-54
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From page 41... ...
(Prats, Upton) • Elements of successful coordination following the 2014 chemical spill in West Virginia include promoting interagency communication, building trust and relationships, holding mutual interests and objectives, and developing local decision-making capacity.
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From page 42... ...
The Loma Prieta earthquake demonstrated that despite great effort and billions of dollars invested, traditional disaster response agencies simply could not address all of the emergency preparedness,
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From page 43... ...
Jones asserted that most of the struggles and failures around collaboration stem from unrealistic expectations and a lack of understanding of the component pieces involved. Collaboration is made all the more insurmountable because of silos created by nonprofits, academia, utilities, health, government, and business.
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From page 44... ...
This is essential for successful day-to-day partnerships and the operation of the incident management structure with multiple jurisdictions involved. Finally, with a hint of disaster risk reduction concepts, Jones urged participants to "plan beyond resilience." She said the emergency management and health preparedness field should look beyond just helping communities "bounce back" after disasters and spend more time thinking about how to reduce exposure to the disaster and work across communities to make them less susceptible to the effects (see Figure 4-1)
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From page 45... ...
t The com mmand centerr maintains wweather trackinng througgh real-time weather aleerts and 24//7 access too a consulting meteorrologist. The command ceenter also connducts trackiing of its 1,500 employees who are traveling domestically d on any givenn day and 600 employees who are traveling glo obally, some oof whom are uusing corporaate aircrafft.
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From page 46... ...
Because the city's existing camera system did not cover all 26.2 miles of the race, FIMS coordinated with the private sector to take over private cameras so that the entire route could be surveyed by emergency managers. Bentz reiterated Schenkel's message, saying Target's command center is run by a crisis management team that works with the private sector, public sector, and its internal staff to create a common operating picture.
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From page 47... ...
Capabilities, published in March 2011.3 This Capability specifies four functions: coordinate; notify; organize, assemble, and dispatch; and demobilize volunteers. The Medical Reserve Corps Tosatto then turned to the MRC, a national network of medical and public health volunteers sponsored by ASPR in support of strengthening public health, improving emergency response, and building community resilience.
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From page 48... ...
Clements said that in Austin, most of the faith-based NGO coordinating is done under one entity called the Austin Disaster Relief Network, which combines volunteers from hundreds of churches statewide, allowing coordinators to allocate volunteers to needed areas that may have been without help. He added that Texas has an NGO representative at the state EOC who acts as a liaison for local and regional NGOs, providing transparent coordination among state agencies leading Emergency Support Function (ESF)
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From page 49... ...
Miller said building those relationships ahead of time, and having the ability to tap into those resources at a moment's notice, will help accelerate response time. Adding to this, Jim Craig of the Mississippi Department of Health called for a long-term, sustainable process for developing models for NGO relationship building.
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From page 50... ...
This meant launching an exceptional health response to inform local residents and enforce closure orders for schools and businesses. The DNU order affected all 300,000 people served by the water utility across nine counties surrounding the river and the state capitol, Charleston.
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From page 51... ...
Gupta explained that this large operation was organized by an interagency task force that included representatives from multiple levels: CDC, the Environmental Protection Agency, FEMA, the National Institutes of Health, the National Guard, the West Virginia Department of Environmental Protection, West Virginia (WV) governor's office, the WV-American Water Company, city and county governments, local boards of education, hospital systems, law enforcement, and local health departments.
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From page 52... ...
Some participants noted that having a common structure to bring together silos of technical experts offers an opportunity to strengthen interagency partnerships and craft more consistent messages to the public.4 In addition, the National Association of County and City Health Officials (NACCHO) has developed risk communication tools5 to plan for an emergency, create effective messages, and interact with the community and the media during a disaster (NACCHO, 2014)
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From page 53... ...
• Create a standardized capabilities framework for medical and public health volunteer response agencies, voiced Hick. Given that there are no recognized definitions for voluntary organization capabilities in a public health and medical response, sharing volunteers across jurisdictions can be challenging.
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From page 54... ...
Active information mining and sharing on a routine basis is valuable to identify the pertinent stakeholders and allow them to provide expertise during an emergency.
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