These are challenging times. The immediate impacts of the coronavirus pandemic are impossible to ignore when viewed in terms of the sickness and death it has brought upon the world community. It continues to impact the global economy and social norms. The long-term impacts of this virus and subsequent mitigation efforts may not be completely understood for quite some time. What is known is the pandemic has impacted almost every aspect of daily life, from social distancing rules, interrupted supply chains, longer waits at the supermarket, school closures, cancelled milestones, record unemployment, remote learning, and telework to the closure of places of worship. The COVID-19 pandemic has been a transformative event.
The nature and scope of the emergency management field can be defined in a variety of ways. An all-hazards definition of emergency management encompasses some essential homeland security concerns. A conceptual framework then helps bring together an understanding of the challenges facing those in the emergency management and homeland security fields when an all-hazards definition of emergency management is used.
Run/Hide/Fight or Avoid/Deny/Defend – no matter which mantra is taught/trained, there is one
unfortunate constant between both methodologies: the shooting has begun, and there is an imminent loss
of life occurring at the workplace, school, church, grocery store, or wherever the active shooters have
selected their targets. Thorough understanding of these methodologies is certainly important during an
active shooter event. Often, bystanders freeze in disbelief that the incident is happening to them. This
is not the common fight versus flight response. There is initial shock to the system. Repetition through
training and exercises will create that imbedded response in the cerebellum to create the muscle memory
needed for all bystanders to react and Run/Hide/Fight or Avoid/Deny/Defend. Not to dissuade from
bolstering preparedness through this training, the fact remains that lives are being threatened when the
response is initiated. A true active shooter preparedness plan needs to go beyond the Run/Hide/Fight or
Avoid/Deny/Defend reaction.
Dear DomPrep Readers,Since day one on 11 November 1998, DomPrep has been and continues to be a publication for preparedness and resilience professionals with operational and strategic responsibilities. Since then, […]
“Are we prepared?” is a simple question with a not-so-simple answer. There are generally two times this question arises: (1) when funding is being requested, and (2) after an incident occurs where the preparedness comes under review. Both timings are appropriate, but arguably not the best time to raise the question. The best time to ask this question is that “sweet spot” between a request for funding and an actual need arises. However, this ideal time is frequently missed or avoided. Some would say it is human nature to avoid tough questions unless forced to face them; other times, it is because of the preparedness issue conflicting with other priorities that comprise the agendas of most agencies, governments, and private sector managers.
The aeolian winds took control of the surrounding environment. A death-defying vortex formed and, along with it, a perturbation as inconceivable as the Camp Fire was overwhelming. This article continues to chronicle the story of a mega-disaster. Part 1 described how the Pacific Gas & Electric Company (PG&E) spent the last decade causing major life and property losses due to seemingly incompetent organizational leadership. In the next segment of the story, PG&E may not be the villain its public image would suggest. Other influences and factors that may have played a role in its public image will be revealed.
The issue of when or how to lift social distancing and isolation is a wicked problem. A “Wicked Problem” in policymaking defeats standard solutions because of the interaction between the wicked problem and its potential solutions. The application of the correct solution to one aspect of the wicked problem often complicates another aspect of the problem. Solving wicked problems is best done through the iterative process in which a partial solution is applied, the problem is re-defined, the next partial solution is applied, and the process is repeated. This process is termed “Muddling Through”, and it is dependent upon the ability to test a partial solution and react to it.
The COVID-19 pandemic takes its toll in terms of human lives and global economic consequences.
Social distancing has proven to be the most promising strategy against emerging viruses without borders,
but the heavy economic damage that follows puts in question the possibility of its continuation. In
fact, weighing the two elements raises an important debate: What is the acceptable loss in order to win
this battle?
Emergency management is everything to everybody, but it often lacks the glue that is so desperately
needed to manage catastrophic events. This is likely the result of two common pitfalls that the
profession has long suffered from, pitfalls that can begin as soon as one walks out of the meeting or
training room door: apathy and atrophy. Apathy can be defined as a lack of interest, passion,
excitement, or concern. When not effectively addressed, apathy can then lead to atrophy, a long gradual
decline in effectiveness. Such weakening is caused by underuse of key knowledge, skills, and abilities.
At about 6:15 a.m. on 8 November 2018, an iron hook holding up a 115,000-volt line broke, dropping the live wire and sparking a blaze. Thirty minutes later, what would come to be known as the Camp Fire was out of control. Officials ordered the evacuation of the nearby town of Paradise, home to 26,000 people. The town was soon burned to the ground. Within hours, the fire destroyed 13,893 homes and killed more people (85), than any other California wildfire.
These are challenging times. The immediate impacts of the coronavirus pandemic are impossible to ignore when viewed in terms of the sickness and death it has brought upon the world community. It continues to impact the global economy and social norms. The long-term impacts of this virus and subsequent mitigation efforts may not be completely understood for quite some time. What is known is the pandemic has impacted almost every aspect of daily life, from social distancing rules, interrupted supply chains, longer waits at the supermarket, school closures, cancelled milestones, record unemployment, remote learning, and telework to the closure of places of worship. The COVID-19 pandemic has been a transformative event. 
The nature and scope of the emergency management field can be defined in a variety of ways. An all-hazards definition of emergency management encompasses some essential homeland security concerns. A conceptual framework then helps bring together an understanding of the challenges facing those in the emergency management and homeland security fields when an all-hazards definition of emergency management is used. 
“Are we prepared?” is a simple question with a not-so-simple answer. There are generally two times this question arises: (1) when funding is being requested, and (2) after an incident occurs where the preparedness comes under review. Both timings are appropriate, but arguably not the best time to raise the question. The best time to ask this question is that “sweet spot” between a request for funding and an actual need arises. However, this ideal time is frequently missed or avoided. Some would say it is human nature to avoid tough questions unless forced to face them; other times, it is because of the preparedness issue conflicting with other priorities that comprise the agendas of most agencies, governments, and private sector managers. 
The aeolian winds took control of the surrounding environment. A death-defying vortex formed and, along with it, a perturbation as inconceivable as the Camp Fire was overwhelming. This article continues to chronicle the story of a mega-disaster. Part 1 described how the Pacific Gas & Electric Company (PG&E) spent the last decade causing major life and property losses due to seemingly incompetent organizational leadership. In the next segment of the story, PG&E may not be the villain its public image would suggest. Other influences and factors that may have played a role in its public image will be revealed. 
The issue of when or how to lift social distancing and isolation is a wicked problem. A “Wicked Problem” in policymaking defeats standard solutions because of the interaction between the wicked problem and its potential solutions. The application of the correct solution to one aspect of the wicked problem often complicates another aspect of the problem. Solving wicked problems is best done through the iterative process in which a partial solution is applied, the problem is re-defined, the next partial solution is applied, and the process is repeated. This process is termed “Muddling Through”, and it is dependent upon the ability to test a partial solution and react to it. 
Emergency management is everything to everybody, but it often lacks the glue that is so desperately
needed to manage catastrophic events. This is likely the result of two common pitfalls that the
profession has long suffered from, pitfalls that can begin as soon as one walks out of the meeting or
training room door: apathy and atrophy. Apathy can be defined as a lack of interest, passion,
excitement, or concern. When not effectively addressed, apathy can then lead to atrophy, a long gradual
decline in effectiveness. Such weakening is caused by underuse of key knowledge, skills, and abilities. 
At about 6:15 a.m. on 8 November 2018, an iron hook holding up a 115,000-volt line broke, dropping the live wire and sparking a blaze. Thirty minutes later, what would come to be known as the Camp Fire was out of control. Officials ordered the evacuation of the nearby town of Paradise, home to 26,000 people. The town was soon burned to the ground. Within hours, the fire destroyed 13,893 homes and killed more people (85), than any other California wildfire. 