Emergency managers need actionable intelligence before, during, and after disasters. More than just situational awareness, the collection, analysis, and sharing of intelligence can provide an incident’s response and recovery command and general staff with much needed decision-making information.
Information flow is the process of efficiently moving information within and between jurisdictions
and systems for the purpose of communicating, making decisions, and establishing policies and
procedures. Whether preparing for, responding to, or recovering from a disaster, information flow is a
determining factor in the success of any of these efforts.
Two days into the May 2020 George Floyd riots in Minneapolis/St. Paul, Minnesota, hundreds (on the way to ~1,500) of properties were burning, with smoke visible on the horizon. Top leaders appeared on television stating that law and order were breaking down and urging calm within the community. Based on media reports, there were a few places volunteers could help. One was in watching pandemic-vacated buildings, schools, churches, and grocery stores that were being systematically firebombed and looted. This was beneficial as volunteers deployed and were able to save some buildings such as a popular local Mexican restaurant complex near St. Paul (El Burrito Mercado) and a grocery store in Minneapolis. Another way in which volunteers could help was in intelligence gathering.
It is important to understand why people do the things they do when trying to figure out an individual’s motives and reasons. It is even more captivating when it involves an individual doing unspeakable actions toward another, such as murder or abuse. When it comes to terrorism, there are many different kinds of people who become terrorists – regardless of gender, orientation, religion, or race. These people have complex varying agendas, motivations, and reasons for their actions: religious, political, cultural, emotional, or perceptual. Understanding these reasons will help communities develop counterterrorism programs and support groups to help thwart terroristic actions.
March 2021 marked the 10th anniversary of the Great East Japan (Tohoku) Earthquake. On the afternoon of 11 March 2011, a magnitude 9.1 megathrust earthquake struck where the Pacific Plate subducts underneath the Honshu region of Japan. This was a massive event. The earthquake rupture lasted 150-160 seconds, with shaking in many communities felt for five or more minutes. The energy released by the earthquake could power the city of Los Angeles for more than a year. Japan was shifted 8 feet to the east and the earth’s axis shifted about 6.5 inches. The subsequent tsunami reached more than 10 meters in many places, devastating large portions of Japan’s eastern coast. The resulting destruction is estimated to have caused tens of billions of dollars in damage, destroyed tens of thousands of buildings, and caused the deaths of nearly 20,000 people.
One of the most critical yet least understood core emergency management capabilities is planning,
which reduces the chaos present during a disaster. However, the emergency management community is awash
in various planning systems, various types of plans, and confusing terminology that complicates the
work. This often causes problems when emergency managers are tasked to lead new planning efforts, to
update existing plans, and to adapt them to real-life emergencies. Eleven tips and tricks can help solve
these problems.
Mitigating wildfires is not only essential for protecting life, property, and critical infrastructure. It also is essential for controlling changes within the climate, which ultimately causes disasters around the world. National Fire Protection Agency (NFPA) estimates that wildfires now cost between $63 and $285 billion a year. According to data from the Fourth National Climate Assessment, wildfires cause 5-10% of annual global CO2 emissions each year. As long as wildfires continue to intensify and burn more area, CO2 emissions are expected to increase because changes in the climate lead to warmer temperatures and favorable wildfire conditions. Furthermore, an Environmental Protection Agency (EPA) report comprises the cost of health effects from exposure to U.S. wildfires between 2008 and 2017 as $450 billion.
The mission of the U.S.Department of Health and Human Services (HHS) Office of the Assistant Secretary for Preparedness and Response (ASPR) is to save lives and protect Americans from 21st century health security threats by leading the nation’s medical and public health preparedness for, response to, and recovery from disasters and public health emergencies. To accomplish this mission, ASPR collaborates with hospitals, healthcare coalitions, community stakeholders and groups, state, local, tribal, and territorial governments, the private sector, and other partners across the U.S. to improve readiness and response capabilities.
A decade before COVID-19 emerged as a pandemic, emergency preparedness, response, and resilience
professionals were focused on infectious diseases. The H1N1 (swine flu), H5N1 (avian flu), and SARS
(Severe Acute Respiratory Syndrome) outbreaks were real, and lessons needed to be learned in preparation
for something bigger. So, in April 2010, DomPrep polled the experts (i.e., DomPrep advisors and readers)
to gather their thoughts on pandemic preparedness and response. A decade later, their responses are
haunting.
In the United States, a diverse group of agencies and organizations work together to accomplish the homeland security mission. Many of these organizations fall within the Department of Homeland Security (DHS). Organizations that are not directly a part of DHS act as partners and provide support in various ways. One of the most vital and most capable partners in the homeland security mission is the Department of Defense (DOD). The current organizational makeup of DHS is disorganized and confusing. As is, it prevents efficient support from its partners. The government should create a new, robust homeland security enterprise to solve these issues. By creating an updated homeland security enterprise and leaning on the DOD’s support, the nation will increase its security and protect its citizens.
Emergency managers need actionable intelligence before, during, and after disasters. More than just situational awareness, the collection, analysis, and sharing of intelligence can provide an incident’s response and recovery command and general staff with much needed decision-making information. 
Information flow is the process of efficiently moving information within and between jurisdictions
and systems for the purpose of communicating, making decisions, and establishing policies and
procedures. Whether preparing for, responding to, or recovering from a disaster, information flow is a
determining factor in the success of any of these efforts. 
Two days into the May 2020 George Floyd riots in Minneapolis/St. Paul, Minnesota, hundreds (on the way to ~1,500) of properties were burning, with smoke visible on the horizon. Top leaders appeared on television stating that law and order were breaking down and urging calm within the community. Based on media reports, there were a few places volunteers could help. One was in watching pandemic-vacated buildings, schools, churches, and grocery stores that were being systematically firebombed and looted. This was beneficial as volunteers deployed and were able to save some buildings such as a popular local Mexican restaurant complex near St. Paul (El Burrito Mercado) and a grocery store in Minneapolis. Another way in which volunteers could help was in intelligence gathering. 
It is important to understand why people do the things they do when trying to figure out an individual’s motives and reasons. It is even more captivating when it involves an individual doing unspeakable actions toward another, such as murder or abuse. When it comes to terrorism, there are many different kinds of people who become terrorists – regardless of gender, orientation, religion, or race. These people have complex varying agendas, motivations, and reasons for their actions: religious, political, cultural, emotional, or perceptual. Understanding these reasons will help communities develop counterterrorism programs and support groups to help thwart terroristic actions. 
Mitigating wildfires is not only essential for protecting life, property, and critical infrastructure. It also is essential for controlling changes within the climate, which ultimately causes disasters around the world. National Fire Protection Agency (NFPA) estimates that wildfires now cost between $63 and $285 billion a year. According to data from the Fourth National Climate Assessment, wildfires cause 5-10% of annual global CO2 emissions each year. As long as wildfires continue to intensify and burn more area, CO2 emissions are expected to increase because changes in the climate lead to warmer temperatures and favorable wildfire conditions. Furthermore, an Environmental Protection Agency (EPA) report comprises the cost of health effects from exposure to U.S. wildfires between 2008 and 2017 as $450 billion. 
In the United States, a diverse group of agencies and organizations work together to accomplish the homeland security mission. Many of these organizations fall within the Department of Homeland Security (DHS). Organizations that are not directly a part of DHS act as partners and provide support in various ways. One of the most vital and most capable partners in the homeland security mission is the Department of Defense (DOD). The current organizational makeup of DHS is disorganized and confusing. As is, it prevents efficient support from its partners. The government should create a new, robust homeland security enterprise to solve these issues. By creating an updated homeland security enterprise and leaning on the DOD’s support, the nation will increase its security and protect its citizens. 