Emergency Response Operation of FEMA

Scale Emergency Exercise

Full Scale Emerency Exercise

The objective of this study is evaluate the requirements in a full scale emergency.

Emergency response has been at issue for many years. Formerly the agency known as civil defense is now known as the Emergency Management Agency or EMA in local counties of each state. On the federal level the agency appointed to respond to full scale emergencies is known as FEMA.

Response Doctrine

According to FEMA there are five key principles to the doctrine of response including: (1) an engaged partnership; (2) response that is tiered in nature; (3) response that is "scalable, flexible, adaptable in terms of operational capabilities; (4) a unity of effort through "unified command; and (5) a readiness to act. (FEMA, 2013, p. 8) It is stated specifically that "Response doctrine is rooted in America's Federal system and the Constitution's division of responsibilities between Federal and State governments. Because this doctrine reflects the history of emergency management and the distilled wisdom of responders and leaders at all levels, it gives elemental form to the Framework. This doctrine "evolves in response to changes in the political and strategic landscape, lessons learned from operations, and the introduction of new technologies. Doctrine influences the way in which policy and plans are developed, forces are organized and trained, and equipment is procured. It promotes unity of purpose, guides professional judgment, and enables responders to best fulfill their responsibilities. Response doctrine evolves s lowly. Response strategy and the Framework merit periodic review and revision, while operational plans supporting the Framework must be tested and improved through a process of continuous innovation. The last is especially true regarding operational plans to counter the threat of a terrorist attack." (FEMA, 2013, p. 8-9

Particularly important to note is that leaders "…at all levels must communicate and actively support engaged partnerships by developing shared goals and aligning capabilities so that no one is overwhelmed in times of crisis. Layered, mutually supporting capabilities at Federal, State, tribal, and local levels allow for planning together in times of calm and responding together effectively in times of need. Engaged partnership includes ongoing communication of incident activity among all partners to the Framework, and shared situational awareness for a more rapid response. In particular, the potential for terrorist incidents requires a heightened state of readiness and nimble, practiced capabilities baked into the heart of our preparedness and response planning." (FEMA, 2013, p. 9)

II. Communication

Communication during emergency response efforts is particularly critical. Kirvan (2010) states that the emergency communication plan "should be extensive in detail and properly planned by a business continuity planner. Internal alerts are sent using either email, overhead building paging systems, voice messages or text messages to cell/smartphones with instructions to evacuate the building and relocate at assembly points, updates on the status of the situation, and notification of when it's safe to return to work. External emergency communications that should fit into your business continuity plan include notifying family members of an injury or death, discussing the disaster with the media, and providing status information to key clients and stakeholders. Each message needs to be prepared with the audience (e.g., employees, media, families, government regulators) in mind; broad general announcements may be acceptable in the initial aftermath of an incident, but these will need to be tailored to the audiences in subsequent releases." (p.1) Sending out messages after an emergency happens presents challenges and specifically stated is "it is necessary to prepare an emergency communications plan that describes how the organization will respond to an incident. It must be supported by management, regularly reviewed, updated as needed, and be flexible enough to address a variety of emergency situations." (Kirvan, 2010, p. 1) There are reported to be eight things required in emergency communications plans including:

1. Launch quickly.

2. Brief senior management on the situation.

3. Identify and brief the company spokesperson of the situation.

4. Prepare and issue company statements to the media and other organizations.

5. Organize and facilitate broadcast media coverage.

6. Communicate situation information and procedural instructions to employees and other stakeholders.

7. Communicate with employee families and the local community.

8. Continually adapt to changing events associated with the emergency. (Kirvan, 2010, p.1)

The checklist for Emergency Communications is reported to include the following

1. Senior management support is essential. Without it you won't be able to formulate a plan, and could be faced with unfavorable media coverage and possibly even lawsuits. (Kirvan, 2010, p.1)

2. Keep it simple. A well organized, step-by-step plan with relevant information at your fingertips will help you get through most incidents. (Kirvan, 2010, p.1)

3. Focus emergency content on relevant information. Provide only the relevant facts as they are available, get them out quickly and proactively, follow up regularly, keep relevant parties informed, resolve incorrect information and tell the truth about the situation. (Kirvan, 2010, p.1)

4. Review and test. Once the plan is complete, review and exercise it to ensure that the documented procedures make sense and supporting materials (e.g., press release forms, media briefing arrangements, lists of critical contacts) are up-to-date. (Kirvan, 2010, p. 1)

5. Be flexible. A basic plan template and supporting document files should be sufficient for managing most emergency situations. (Kirvan, 2010, p. 1)

6. Coordinate with corporate PR. If your organization has its own internal public relations department, work closely with the staff in developing emergency communications plans as that department will probably coordinate all external and internal communications. (Kirvan, 2010, p. 1)

Stated as a requirement prior to an emergency is the following:

(1) Step-by-step emergency communications plan

(2) List of internal contacts

(3) List of external contacts, e.g., media, vendors, government agencies

(4) Special forms, such as call logs to track inquiries from the media and others, an emergency contact directory, an incident description report, a bomb threat report and so forth;

(5) Pre-written documents such as press releases, initial announcements and follow-up statements;

(6) Location for media to convene, with provided power, network access, television monitors, briefing area and work area;

(7) Trained emergency communications team;

(8) Trained company spokesperson;

(9) Technology for rapidly disseminating emergency information to employees, stakeholders, suppliers, clients, government agencies, and other external entities;

(10) Company policy with regard to all aspects of emergency communications. (Kirvan, 2010, p. 1)

Needs during the emergency include the following?

1. Confirmed location of all employees

2. Updated status reports on the incident

3. List of internal people contacted

4. List of external organizations contacted

5. List of resources needed, obtained and returned

6. Actions taken during the incident

7. Updated emergency communications plan

8. Problems encountered and how they were resolved

9. Persistent problems that require additional help

10. Narrative of the incident: what happened, what was done, the results and the outcomes. (Kirvan, 2010, p. 1)

Needs following an emergency are reported to include the following stated needs;

1. Confirmation that all employees have returned to work safely

2. Final status reports on the incident

3. Complete list of internal people contacted

4. Complete list of external organizations contacted

5. Complete list of resources needed, obtained and returned

6. Actions taken to end the incident

7. Documented and annotated emergency communications plan

8. Complete list of problems encountered and how they were resolved

9. Completed narrative of the incident: what happened, what was done, the results and the outcomes. (Kirvan, 2010, p. 1)

FEMA Response

The emergency response plan must include all of the stated requirements. A full scale emergency exercise taking place in a town such as New Orleans or some other coastal town requires that FEMA officials enter the town and provide disaster relief. In the Katina Hurricane incidence there was a complete breakdown in relief operations. For example, Paul Reynolds reports: "The breakdown of the relief operation in New Orleans was the result of multiple failures by city, state and federal authorities." (2005, p. 1) Failures included the failure FEMA officials to consult with local authorities and utilize the available resources both in the form of material resources and the resources of the knowledge of local officials who knew where valuable resources were located.

FEMA has now changed their emergency response. For example, when the tornados struck North Alabama in the Spring of 2011, FEMA officials arrived consulted with local officials, identified resources both material, locational and manpower resources and the response was much stronger.

With this considered were a disaster to strike a coastal town such as a hurricane FEMA must move into the town complete with communication equipment, manpower, medical emergency personnel, food, water, medical supplies, cots, blankets and other emergency relief supplies. However, the FEMA officials must first contact the local officials. The reason this is so important is that often, local authorities know where emergency food supplies are kept locally and this lightens the burden of FEMA. As well there are often medical supplies that are available and this means that FEMA travels lighter and moves quicker to provide the needed relief…