The National Academies Press

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From page 18... ... TR N EW S 28 7 JU LY –A UG US T 20 13 18 The author is Deputy Coordinator, Resiliency, Preparedness, Partnerships, Arlington Office of Emergency Management, Arlington, Virginia. At the local level, the traditional approach toresource management for recovery from adisaster has addressed private businesses in a conversation that begins "Here's what you can do for us." But this government-centered approach to emergency planning has an inherent weakness -- it focuses on resource management as an inventory issue. Read the entire page →
From page 19... ... TR N EW S 287 JULY–AUG UST 2013 19 gency managers therefore could work with both sectors before an event to prepare for and address regulatory and policy obstacles that may impede full and successful participation. Emergency managers are less available during the chaotic phase immediately after a major event; therefore on-the-ground situational awareness could be established before an event to allow the private and nonprofit sectors to operate independently, efficiently, and effectively. Read the entire page →
From page 20... ... TR N EW S 28 7 JU LY –A UG US T 20 13 20 using the distribution paths already in place in every community, resource providers and local governments can rely on food pantries, medical dispensing sites, temporary shelters, and organizations such as Goodwill and the Salvation Army to help receive and distribute critical supplies and to help manage donations. u A Public Recovery Resource Access Portal is in development on the web, and a major project will add map layers and expand usability across jurisdictions. Read the entire page →
From page 21... ... TR N EW S 287 JULY–AUG UST 2013 21 ability to perform real-time monitoring, strategy and risk analysis cannot be fine-tuned and complete for making predictions. Risk is related to a lack of knowledge about the future; the more information available, the more is known and the less the risk. Read the entire page →
From page 22... ... TR N EW S 28 7 JU LY –A UG US T 20 13 22 tional real-time information was important for continuity during a crisis: u Current threat status, criminal activities, and responses; u Central information and availability of data for real-time mapping and information sharing; and u Key points of contact at government agencies. Addressing Challenges Probably the most valuable information captured through the survey was the identification of challenges that confront private-sector supply chain managers during a disruption that could be addressed by emergency managers before an event, facilitating the delivery of goods. Read the entire page →

From page 18...

... TR N EW S 28 7 JU LY –A UG US T 20 13 18 The author is Deputy Coordinator, Resiliency, Preparedness, Partnerships, Arlington Office of Emergency Management, Arlington, Virginia. At the local level, the traditional approach toresource management for recovery from adisaster has addressed private businesses in a conversation that begins "Here's what you can do for us." But this government-centered approach to emergency planning has an inherent weakness -- it focuses on resource management as an inventory issue.

Read the entire page →

From page 19...

... TR N EW S 287 JULY–AUG UST 2013 19 gency managers therefore could work with both sectors before an event to prepare for and address regulatory and policy obstacles that may impede full and successful participation. Emergency managers are less available during the chaotic phase immediately after a major event; therefore on-the-ground situational awareness could be established before an event to allow the private and nonprofit sectors to operate independently, efficiently, and effectively.

Read the entire page →

From page 20...

... TR N EW S 28 7 JU LY –A UG US T 20 13 20 using the distribution paths already in place in every community, resource providers and local governments can rely on food pantries, medical dispensing sites, temporary shelters, and organizations such as Goodwill and the Salvation Army to help receive and distribute critical supplies and to help manage donations. u A Public Recovery Resource Access Portal is in development on the web, and a major project will add map layers and expand usability across jurisdictions.

Read the entire page →

From page 21...

... TR N EW S 287 JULY–AUG UST 2013 21 ability to perform real-time monitoring, strategy and risk analysis cannot be fine-tuned and complete for making predictions. Risk is related to a lack of knowledge about the future; the more information available, the more is known and the less the risk.

Read the entire page →

From page 22...

... TR N EW S 28 7 JU LY –A UG US T 20 13 22 tional real-time information was important for continuity during a crisis: u Current threat status, criminal activities, and responses; u Central information and availability of data for real-time mapping and information sharing; and u Key points of contact at government agencies. Addressing Challenges Probably the most valuable information captured through the survey was the identification of challenges that confront private-sector supply chain managers during a disruption that could be addressed by emergency managers before an event, facilitating the delivery of goods.

Read the entire page →

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