Vol. 30 No. 5 May 2013

IIGR and IAEM, Part 2 ..... 2

From the IAEM-USAPresident ................... 3

CEM® Corner ................. 4

Greenlee AnnouncesCandidacy forIAEM-USA Treasurer ... 5

Help Wanted: Oceania-AsiaCEM® Commission.. 19

Help Wanted: USA CEM®

Commission ........... 20

Call for IAEM-USA OfficerNominations ............ 21

Special Focus Issue:EM Research

Current Status of EMResearch Journals .... 1

EM Social Media ............ 6

Gender & DisasterResearch: Cliff Notes . 7

Disaster ResearchAgenda: OverlappingQuestions .................. 8

Research to ImproveEmergency Alerts onMobile Devicies .......... 9

Case Study Methodologyfor EM Research .......11

Research on EM Exposureto Asbestos .............. 12

Need for TranslationalResearch in EM ....... 13

Is EM in USA KeepingPace with Change? .. 14

Evaluating the Use of CISD

in Post-Incident TraurmaInterventions ............ 15

Recommended Reading

from the USA EmergingTechnology Caucus . 16

201 Park Washington Court, Falls Church, VA 22046-4527phone: 703-538-1795 • fax: 703-241-5603 • e-mail: info@iaem.com • website: www.iaem.com

(continued on page 10)

The Current Status of Academic and Research

Journals in Disaster and Emergency ManagementBy Ali Asgary, Ph.D., Associate Professor and Graduate Program

Director, and Dariyoush Kari, Master’s Student, Disaster and EmergencyManagement Program, York University, Toronto, Canada

IAEM Bulletin Call forArticles: “Students in EM”

Deadline: July 10, 2013Details on Page 22

SPECIAL FOCUS ISSUELessons Learned: EM Research

Academic journals are one ofthe most fundamentalmediums for publishing

research results in every field, includ-ing that of disaster and emergencymanagement (DEM). The emer-gence, evolution, quantity and qualityof academic journals reflect thegrowth, capacity, maturity and depthof a field. Despite DEM being arelatively new profession and disci-pline compared to many other fields,there has been a significant growth inthe number and quality of DEMjournals in the past two decades.

This article provides a quickreview of the current status of DEMacademic journals. In doing so, wehave searched the Ulrich’s periodicaldatabase for a time period of 1900 to2012. This search includes thejournals that are published in English.The key findings are presented here.

Key Findings

¢ Core Disaster and Emer-gency Management Journals.Using a number of built-in filters inthe database and some importantkeywords (such as hazard, risk,disaster, crisis and emergency), morethan 500 relevant journals wereidentified. Although the majority ofthese journals are related to the broadconcept of EM, only a limited numberof them are dedicated specifically tothe emerging field of disaster andemergency management.

For example, there are manyjournals in the health, safety and

security areas. These journals publishdisaster and emergency managementresearch articles. Despite their relevanceand importance to DEM, they cannot beconsidered as core DEM journals. Byapplying a careful review process, wenarrowed down the total to 125 coreDEM academic journals.

¢ From Hazard Science to Disas-ter and Emergency Management.Core DEM journals can be classified intothese categories: risk and risk manage-ment (37.6%); disaster and emergencymanagement (28.8%); hazard scienceand mitigation (28%); and businesscontinuity (5.6%).

¢ Status and Format. Of the 125core EM journals, 106 journals arecurrently active. About 21 journals arepublished online only, and about 104journals appear in print editions only orare published in both print and onlineformats. The first online only DEMjournals appeared in 1997, with anincreasing number emerging in recentyears.

¢ Publishers and Country ofPublication. About 80 publishers from189 countries are involved in the publica-tion of the core DEM journals. However,as with any other discipline, majorpublishers, such as Rutledge,Inderscience Publishers, I.G.I. Global,Emerald Group Publishing Ltd., ElsevierLtd., and Wiley-Blackwell PublishingLtd., publish the majority of EM journals.Most such journals are published in theUnited Kingdom (45), the United States

2

May 2013IAEM Bulletin

By Kathleen Henning, CEM, IAEM-USA Region 3 President

PART 2: IIGR AND IAEM: A NEW INITIATIVE

A Pebble Has a Ripple Effect Across the Oceans:

Japanese Resilience Initiative Grows out of 3/11 Catastrophe

An idea can start as smallas a pebble dropped ontothe water, with a ripple

effect that is felt across theoceans. In this case, the idea wasbased on the universality of thePrinciples of Emergency Man-agement and the importance ofnurturing an EM education pro-gram for Japan. The idea was thatthe Principles could be applied toplanning for and responding tocatastrophic events in a nation thatdid not have a National ResponseFramework similar to that in theUnited States.

The greater goal and hope wasthat interaction among emergencymanagers and their stakeholderswould foster the vision of thePrinciples and promote greaterJapanese resiliency to disasters. That vision “seeks to promotesafer, less vulnerable communitieswith the capacity to cope withhazards and disasters.”1

IAEM-IIGR Partnership

The idea was initially sponsoredby the non-profit S&R Foundationunder Dr. Sachiko Kuno, andnurtured by the formation of adedicated partnership betweenIAEM and IIGR (InternationalInstitute of Global Resistance), adivision of the S&R Foundation.IAEM and IIGR, building on aprevious partnership with FEMA’sEmergency Management Institute,reached out to Japanese studentsby sharing U.S. training andeducational tools via the Internet.

See Dr. Maki Fukami’s articleon Page 1 of the April 2013 IAEMBulletin for additional background

on the initiative. This articlehighlights ongoing outreach effortsto Japanese critical infrastructureand healthcare industries, collegesand universities, and the partner-ship with FEMA.

Remembering theCatastrophe on Mar. 11, 2011

The Fukushima Diaiichi NuclearDisaster occurred after a 9.0magnitude Tohoku earthquake andsubsequent tsunami struck Japanon Mar. 11, 2011. The after actionreports and official white paper onthe disaster noted that the deathtoll reached 15,835 with 3,664missing; evacuees were estimatedat over 470,000; and householdsaffected by the power outageswere over 8 million.2  The long-term effects of the releasedradiation on people, crops and theenvironment are still under evalua-tion. Far greater than the impactsof the 1995 Kobe earthquake, thisevent was a catastrophe on anunprecedented scale.

The IAEM-IIGR initiative hasgrown out of the educational needsidentified following the disaster.

¢ Webinar. IIGR initiallyhosted two webinars on Mar. 1-2,2013. The program was the first ofwhat we hope will be a broaderoffering to facilitate instruction forJapanese responders who wouldfollow through by taking FEMAonline courses and other trainingprograms.

¢ Non-U.S. Certifications. Aspart of a collaborative effort withthe Emergency ManagementInstitute (EMI), IAEM can offersponsorship to its non-U.S. mem-

bers that will allow them to receivecredit for U.S. EMI online inde-pendent study courses. This isavailable thanks to the initial workdone by the autor and Lyn Gross,CEM, IAEM liaisons to EMI, andby EMI’s Deputy SuperintendentVilma Mimoe and EM ProfessionalProgram Director J. ThomasGilboy, CEM. The process involvesIAEM providing official letters ofsponsorship for non-U.S. IAEMmembers who meet certaincriteria. Additional details aboutthe program are available bycontacting Certification Adminis-trator Kate Walker at kwalker@iaem.com.

¢ Other Outreach. Later in2013, Leo Bosner, IIGR Fellowand former FEMA specialist, willreturn to Japan to offer presenta-tions to several colleges anduniversities. IAEM will continue tooffer its expertise in training andeducation programs, while IIGRoffers its funding, understanding ofJapanese culture, and contactswith higher education, hospital andhealthcare facilities, and govern-mental and non-governmentalorganizations within Japan.

Next Steps

Together with colleagues inJapan, IAEM and IIGR hope topromote greater Japanese disasterresilience by advancing the Prin-ciples of Emergency Manage-ment and the concepts of theincident command system as partof a toolkit for Japanese firstresponders and emergencymanagers. Through continuingdialogue, we hope to collaboratewith additional higher educationalorganizations, hospital andhealthcare facilities, and govern-mental and non-governmentalorganizations within Japan.

1 IAEM, Principles of Emergency Management, retrieved Apr. 1, 2013,http://www.iaem.com/documents/EMPrinciples091107.pdf, 2007.2 Statistics from Japanese National Police Agency 2011, Cabinet Office WhitePaper on Disaster Management 2011, power outages estimated by Japanese

Ministry of Economy.

3

May 2013IAEM Bulletin

From the IAEM-USA President

By Jeff Walker, CEM, IAEM-USA President

National Planning System Planning Lexicon

In the homeland security andemergency managementcommunity, according to a

FEMA definition, a planner createsplans. Those plans are a scheme, adesign and a representation, andthey include drawings or wordpictures at times. This type ofplanner arranges methods,schemes, make plans, drawslayouts for actions, and looksahead to anticipate what may beneeded. This definition of a plannerinvolves more than these charac-teristics for purposes of planningpreparedness in the sense de-scribed in Presidential PolicyDirective 8 (PPD-8). PPD-8 statesthat preparedness is “aimed atstrengthening the security andresilience of the United Statesthrough systematic preparation forthe threats that pose the greatestrisk to our nation.”

Other words that define thistype of planner are: problem solver,risk manager, analyst, synthesizer,creative thinker, critical thinker,visionary, researcher, interpreter,process follower, team player,capability builder, gap finder,decision supporter, fact finder,evaluator, explorer of thoughts andopinions, opportunity seeker,designer, presenter, author, teacher,facilitator, practitioner, and control-ler of actions. These activities arecompleted on a routine basis bythis type of planner.

Developing theNational Planning System

During the past year, IAEM-USA First Vice President BruceLockwood, CEM, and I haveparticipated with other agency andgroup representatives, FEMA, anda contractor to develop the Na-tional Planning System, a compo-nent of the National PreparednessSystem. The aim of the NationalPlanning System is to build and

sustain the nation’s planningcapability for all EM personnelfrom the federal to the local level.The outcome will be a plannedmulti-tiered training program. Wehave completed the layout for TierOne in draft form and will becompleting the remaining tiers thisyear. Course material comes fromEMI courses and other agencycourses. This 10-member groupmeets weekly by phone confer-ence to research, review, anddevelop the tier levels of thetraining program.

A key element for this programis the planning lexicon. The lexiconwill provide a common set of termsand definitions: (1) to improve theplanner’s ability to work acrossorganizational and jurisdictionalaffiliations; (2) and to strengthencollaboration and communicationduring the planning process.

Sub-Group to DevelopNational Planning Lexicon

A sub-group has been formed toreview planning-related terms inexisting reference materials, suchas the American Planning Associa-tions’ A Planner’s Dictionary,FEMA’s National IncidentManagement System Glossary,and the U.S. Dept. of Defense’sJoint Operational Planning-Joint Publication 5-0 Glossary,for possible inclusion in the lexicon.During the initial research andanalysis phase, the sub-group will:

¢ Step 1: Initial Researchand Analysis.

¿ Gather and review existingrelevant planning terminologymaterials.

¿ Create a compendium tocompile and track terms,definitions and sources. Thecompendium also will cross-reference the different termsand identify the source docu-ments.

¿ Catego-rize terms bytheir relation-ship and relevance to planning,according to the defined scopeof the planning lexicon.

¿ Socialize draft documentsacross sub-group members’organizations and networks toensure that the whole commu-nity is involved during thedevelopment process.¢ Step 2: Development and

Outreach. The sub-group willanalyze the compendium of termsto develop a draft planning lexicon.This will include term assessmentand sending the draft to individualsand organizations for review andcomment.

¢ Step 3: Review. A 30-dayperiod for feedback will be sched-uled. During the review period,comments and suggestions will bereceived. After adjudication and atechnical edit, the document will befinalized.

¢ Step 4: Publication. Thesub-group will develop a method todistribute the final version effec-tively to federal partners. The finalversion of the lexicon will be addedto the National Planning ResourceCenter. Also, the final version willbe shared with a broad set ofplanning stakeholders from theindentified mission areas: federalagencies; state, local, and tribalagencies; non-governmentalagencies; the private sector; andacademia.

Conclusion

When completed, the NationalPlanning System will provideemergency managers from allareas of the public and privatesectors with a strong, well-developed training program toenhance their planning abilities.

4

May 2013IAEM Bulletin

By Daryl Lee Spiewak, CEM, TEM, Lead Trainer for the CEM® Commission

Certification Essay – Finalizing the Outline

CEM® CORNER

(continued on page 5)

Last month we furtherrefined our outline byexpanding some of the

sections with simple narratives andadding the last two design ele-ments. However, we have onemore step before we begin writing.So this month we will expand thenecessary actions section of ouroutline, ensuring that we providedetails for as many Knowledge,Skills and Abilities (KSAs) andDesign Elements as possible.

In our modified outline lastmonth, the Necessary Actionssection looked like this:

Necessary Actions (to achievethe objectives and solve theproblem).

a. Prevention activities – safety,information sharing.b. Preparedness activities –hazard analysis, plans, training,HSEEP.c. Response activities – EOC,ICS, command and control.d. Recovery activities – short-term (shelters & debris); long-term (recovery support func-tions).e. Mitigation activities – THIRAand new plan.f. Integrate codes, legislation,policies, etc.

Now we need to incorporatedetails that support our objectivesand solve the problem we identi-fied earlier. Recall that we identi-fied our problem as an ineffectiveemergency management programand an out-of-date plan lacking aneffective command and controlstructure. Our intended outcomewas to have “an effective emer-gency management program thatbuilds upon existing plans andstructure, meets state and federalstandards, and fixes the commandand control structure.” Finally, wedeveloped four objectives toachieve our intended outcome: (1)an updated integrated and compre-

hensive emergency managementplan; (2) a tested commandstructure; (3) an HSEEP-compliantexercise program; and (4) a newmitigation plan.

Incorporating EM Standards

In the USA and Canada, NFPA1600 provides the standards for aneffective emergency managementprogram, so we want our programto model those requirements. TheEmergency Management Accredi-tation Program (EMAP) can helptoo. In addition, CPG-101 v.2“provides Federal EmergencyManagement Agency (FEMA)guidance on the fundamentals ofplanning and developing emer-gency operations plans (EOP).CPG 101 shows that EOPs areconnected to planning efforts in theareas of prevention, protection,response, recovery, and mitiga-tion.”

We also want to include provi-sions of the Stafford Act, at leastfor disaster declarations andFEMA reimbursements. TheHomeland Security Act of 2002,various national and homelandsecurity Presidential directives,National Response Framework,National Disaster RecoveryFramework, state disaster acts,and local ordinances are applicabletoo. Incorporating these codes,legislation and policies ensures thatour plan meets state and federalstandards, as well as establishingthe foundation of our effectiveemergency management program.In our narrative, we will expand onthe concepts and connect them.

Command and Control

Next, we must fix our commandand control structure. According toNIMS, an Incident CommandSystem (ICS), MultiagencyCoordination Systems (MACS),and Public Information are the

fundamental elements of incidentmanagement.

Our plan will establish ICS asthe standard to enable effectiveand efficient incident managementby integrating a combination offacilities, equipment, personnel,procedures, and communicationsoperating within a common organi-zational structure. We will train allexecutives, managers, and re-sponders in NIMS/ICS andintegrate NIMS and ICS principlesinto everyday response. Then toachieve our objectives of a “testedcommand and control structure,” itwill be a top priority of our multi-year improvement plan underHSEEP.

Creating New Mitigation Plan

A new mitigation plan is ournext step. After establishing ourplanning team, we need to conductthreat hazard identification and riskassessment (THIRA). Using theTHIRA in public meetings, theteam will draft the mitigation actionplan according to FEMA’s LocalMitigation Planning Handbook.Once FEMA approves the plan,we can apply for pre-hazardmitigation and hazard mitigationplanning grants.

The last step we must addressare the material and financialresources necessary to achieve ourobjectives and desired outcome.Many of the activities discussedabove will be managed by theoffice of emergency managementand paid for through the annualbudget. We will also seek volun-teers to provide needed manpowerand to build a bigger sense ofcommunity commitment, whichshould help improve resiliency. Wewill seek additional funding throughvarious government grants as wellas various foundations and the

5

May 2013IAEM Bulletin

Tom Greenlee Announces Candidacy

for Reelection as IAEM-USA TreasurerBy Colonel N. Thomas Greenlee, USAF, MSC, CEM

Colonel N. Thomas “Tom” Greenlee, USAF,MSC, CEM, is announcing his candidacy forre-election as IAEM-USA Treasurer. He is

currently completing his first term as the USA Trea-surer. Prior to serving as the USA Treasurer, heserved six years as a CEM® Commissioner to includebeing elected as the 2011 Chair of the U.S. CEM®

Commission, and Commissioner, Global CEM® Com-mission. He also has served as the 2010 Vice Chair,Global CEM® Commission, and was the 2000 Euro-pean Representative to the IAEM-USA UniformedServices Caucus.

Tom believes that the IAEM-USA Board has madegreat progress in advancing IAEM-USA financial andbusiness practices over the past year-and-a-half. Withthe ongoing fiscal constraints at the local, state andfederal levels, it is extremely important that we haveexperienced fiscal leadership on the USA Board ofDirectors. He would like to continue to provide thisleadership and contribute to the overall mission of theInternational Association of Emergency Managers. Hewould appreciate your vote this fall.

Tom is currently the Command Surgeon’s Directorof Staff and Chief, Medical Plans, Operations andStrategic Health Engagement Division for the UnitedStates Pacific Command. He is responsible for militarymedical responses in an area covering more than 51%of the Earth’s surface and 50% of its population. Tomhas been actively involved as a medical emergencymanager in multiple humanitarian assistance anddisaster response missions throughout the Asia-Pacificregion, including the 2011 response to Japan’s GreatEastern Earthquake, tsunami and Fukushima Daiichinuclear power plant disasters. He also has served asthe U.S. Northern Command’s medical representativeto the New Orleans Emergency Operations Center forHurricane Katrina.

Prior to his current assign-ment, Tom held multiple head-quarters and command posi-tions, where he was responsiblefor Air Force Medical Home-land Security, counter-chemical,biological, radiological, nuclearand high-yield explosive pro-grams, National DisasterMedical System (NDMS), andDefense Support to CivilAuthorities. In these positions,he was responsible for budgetsranging from $15 million, andoversight of 3,200 personnel and $92.5 million inwartime and disaster response assets across theregion.

In addition to his IAEM and military service, Tomwas elected and served two years as his homeowner’sassociation treasurer in northern Virginia. He iscurrently in his second term on the Pearl HarborMemorial Chapel’s Council and is an Assistant Scout-master with the Boy Scouts of America. Tom and hiswife Kim are originally from Kentucky, and have beenstationed throughout the United States and in Ger-many. They have three children, Ryan, Logan andRachel.

CANDIDATE’S CONTACT INFORMATION:

Colonel N. Thomas Greenlee, USAF, MSC, CEMDivision Chief, Medical Operations, Plans, StrategicHealth Engagement, HQ United States Pacific Com-mand (USPACOM)/ J071 (Command Surgeon Office)P.O. Box 64045, c/o Bldg 700, Room 606GCamp H.M. Smith, Hawai'i 96861-4045(808) 477-9380, TomGreenleeCEM@gmail.com

Tom Greenlee, CEM

businesses associated with the Local EmergencyPlanning Committee.

We now have a plethora of ideas and supportingdetails, but they are not our essay. We must expandupon this information in narrative form to create ourfirst draft. Notice that I said “first draft” and not “finalproduct.” Know that the editing process almost alwaystakes longer than it does to write the first draft. Sonext month, I will post our first draft on the CEM®

Corner web page at www.iaem.com/page.cfm?p=

(continued from page 4)

CEM® Corner certification/resource-center/cem-corner&lvl=2. In thenext CEM® Corner article, we will edit the first draft.

Learn about theCEM® Program,

and apply to be aCEM® or AEMSM

candidate atwww.iaem.com/

CEM

6

May 2013IAEM Bulletin

By Eben Kaplan, Analyst, Homeland Security Studies & Analysis Institute, DHS

Social Media in Emergency Management: Lessons for the Future

As Hurricane Sandybattered New York, theinflux of emergency calls

overwhelmed the city’s 911 callcenter. Unable to get through,some residents sent appeals forhelp to the @FDNY Twitterhandle, which had been providingupdates on response activitiesduring the storm’s approach.Although there was no protocol todo so, the fire department’s socialmedia manager passed thoserequests directly to dispatchers.She then tweeted to reassureresidents that their pleas had beenheard.

In the days following the storm,the Civil Air Patrol launched awebsite displaying high-resolutionaerial photographs of storm-hitareas. It encouraged members ofthe public to tag images of dam-aged buildings, flooding or debris,in order to more rapidly identifyareas in need of assistance.Meanwhile, on Staten Island,volunteers used Twitter andFacebook to organize their owncommunity-led recovery effort.

Evidence of a Larger Trend

These stories are evidence of alarger trend: social media hasbecome intertwined with manyaspects of emergency manage-ment. While it is still unusual fordispatchers to respond to help callsfrom Twitter – or even textmessages, for that matter – it isnot uncommon for a local firedepartment to promote emergencypreparedness or fire safety onsocial media sites. Social media isbecoming a tool in the actualresponse as well, as officials usesocial sites to gather information orengage volunteers.

Early adopters of social media inemergency management havealready begun to learn what works,what doesn’t work, and what couldimprove. A recent report from theHomeland Security Studies and

Analysis Institute examines lessonsfrom three types of social mediause in emergency managementsituations. At the simplest end ofthe spectrum, responders usesocial media outlets as publicaddress channels. More sophisti-cated strategies involve collectinginformation from social media inorder to develop a clearer operat-ing picture. The most advancedtactics involve “crowdsourcing,”using social channels to identifyand organize volunteers to augmentthe response.

Report Conclusions

The report arrives at thefollowing conclusions:

¢ Social media training canlead to a better response.Emergency response is inherentlyunpredictable, and responders withexperience and training are morelikely to adapt to meet the needs ofthe situation. This is nothing new,but responders using social medianeed slightly different skills.Training on aggregation andfiltering tools can prepare them tohandle large streams of informa-tion. Training on how to managedigital volunteers can lead to moresuccessful crowdsourcing efforts.

¢ Social media strategiesshould assume a mobile audi-ence. Social media users increas-ingly rely on smartphones. In apower outage, smartphones maybe one of the few remainingcommunication channels. Emer-gency managers should planaccordingly, tailoring social contentto mobile platforms and perhapsproviding phone-charging stationsto ensure that people remain ableto communicate.

¢ Requests for assistanceover social networks areinevitable. Public officials mayinstruct the public to call 911 in anemergency, but not everyone will.Changing public attitudes andnorms of communication suggest

that emergency managers shouldanticipate receiving and respondingto emergency requests via uncon-ventional means.

¢ Public engagement strate-gies should leverage multiplemodes of communication. Theaudience, circumstances andnature of the information shouldinform an emergency manager’sdecision about what communica-tion channels to use. Sometimes amix of channels is required. Theresponse to the Haitian earthquakein 2009 used radio announcementsto instruct survivors to request helpvia text message. The Haitianearthquake response also demon-strated that even when a majordisaster takes an entire areaoffline, social networks may still bean effective means for organizingresponse activities away from theaffected area.

¢ Different response organi-zations will use social mediadifferently. Regional and nationalorganizations are well-positioned tomarshal large numbers of volun-teers. Local organizations arebetter suited to provide relevantinformation to their own communi-ties, such as street closures or thelocation of supplies. These differ-ent roles require different commu-nication strategies.

¢ Emergency managersshould anticipate privateresponse efforts outside anyofficial chain of command. Justas social media can facilitateofficial response efforts, it can alsofacilitate unofficial responses.Unofficial, grassroots responsescan be quite helpful, but they canalso be a hindrance when noteffectively coordinated withofficial response efforts. Anticipat-ing and monitoring such grassrootsefforts can help maximize theircontributions, while minimizing anyimpediments to officials.

7

May 2013IAEM Bulletin

All areas of concern toemergency managershave now been studied

by gender scholars writing withmany different gender “lenses” inthis international field.1 Below, Ioffer some observations about thiswork, and then highlight ways tomove from (gender) knowledge to(gender-responsive) action,thinking for the moment of highlydeveloped nations.2

The U.S. Gender and DisasterResilience Alliance student papercompetition recognized studies ofmen’s and women’s experiences inHurricane Katrina (Reid, 2010),the challenges of displaced singlemothers (Tobin-Gurley, 2011), andgender differences in hydro-fracking occupations and healtheffects (Sydoriak, 2013), demon-strating the concerns of youngscholars.3

Some climate change research-ers now engage in disaster studies(and vice versa), and this work isincreasingly written from countriesquite unlike the United States.Masculinity now draws attention,along with the strengths andvulnerabilities of sexual minorities.Other researchers come to thesubfield from critical race studiesand environmental justice, or flesh

By Elaine Enarson, Co-founder of the Gender and Disaster Networkand Founder of the U.S. Gender and Disaster Resilience Alliance

Gender and Disaster Research: The Cliff Notes

out connections between genderedrisk and unsustainable develop-ment.

Finally, women’s subjectivity andchoices, as well as their diversity,are coming into sharper focus. Weare teasing apart the effects ofsex, sexuality, gender, parentingstatus, and gender ideology/norms.This is all to the good, for challeng-ing received wisdom is the sign ofvital and meaningful work.

Inclusiveness Adds Value

This body of knowledge hasinformed the development, if notthe implementation, of main-streaming resources demonstratinghow inclusive and gender-focusedemergency management addsvalue.

¢ Community Risk Assess-ments. For example, among theirmany core tasks, community riskassessments can incorporate sex-and age-specific data to helpidentify areas of concern. Thesecould include where low-incomefemale-headed households areconcentrated, or areas with highconcentrations of women, the frail,and the elderly. Especially incombination, these factors areshown to increase vulnerability.

¢ Risk Communication. Casestudies demonstrate that women’sdense social networks and lowtolerance for risk can promptaction. Therefore, risk communica-tion becomes more effective bytargeting not only women and thesocial media they use, but also mendirectly as persons likely to delaypreparation and evacuation. Male-focused safety messaging mayhelp men survive the odds againstthem here, for example in floodand heat deaths.

¢ Community Partnerships.Community partnerships involving“the usual suspects” are stronger ifmore inclusive, adding women- andmen-specific groups, organizations,and networks active at the locallevel. Women’s networks oftenarise to help address genderviolence and reproductive health,especially of highly marginalizedwomen below the radar. Promotingpartnerships with men’s groupsalso helps emergency managementmessaging reach men and boys,whose coping styles are found tobe quite distinct.

¢ Mitigation and Prepared-ness Campaigns. Due to thegender division of labor at homeand in the community, women arethe majority of active volunteers inmost mitigation and preparednesscampaigns, and also voice moresupport for household and govern-ment steps to reduce risk. Thecritical social infrastructure ofaffected communities is supportedin large part by women’s unseenvoluntary work and by female-dominated social and humanservice agencies, so specificoutreach to encourage and supporttheir organizational preparedness iswarranted.

¢ Disaster Recovery. Likevulnerability, disaster recoveryreflects the fault lines of society,including gender-based

(continued on page 9)

1 For overviews, see Enarson, E. & Meyreles, L. ( 2004), International perspec-tives on gender and disaster, International Journal of Sociology and SocialPolicy 14 (10); Tobin-Gurley, J. & Enarson, E. (2013), Gender, in Thomas, D. et.

al. (Eds.) Social vulnerability to disaster; Enarson, E. (2012), Women confront-ing natural disaster: From vulnerability to resilience; Fothergill, A. (1996),Gender, risk and disaster, IJMED 14 (1).2 Foundational work is referenced in the 2005 GDN bibliography on the GDRAwebsite, and see: Alston, M. & Whittenbury, K. (Eds.), (2013), Research, action

and policy: Addressing the gendered aspects of climate change; Bradshaw, S.(2013), Gender, development, and disaster; David, E. & Enarson, E. (Eds.)(2012), Women of Katrina: How Gender, Race and Class Matter in an American

Disaster; Enarson, E. & Chakrabarti, P.G. D. (Eds.) (2009), Women, gender anddisaster: Global issues and initiatives; Fothergill, A. (2004), Heads above water:Gender, class and family in the Grand Forks flood; Pacholok, S. (in press) Outof  the ashes: Fire, crisis, and gender rescue; and Phillips, B. & Morrow, B.H.(Eds.) (2009), Women and disaster: From theory to practice. Many young

scholars are producing dissertations which may soon be added to this corelist.3 See http://usgdra.org/take-action/graduate-student-paper-competition.

8

May 2013IAEM Bulletin

By Luis Tapia, CEM, Adjunct Assistant Professor, University of Maryland University College;Ph.D. Student, Oklahoma State University

The Disaster Research Agenda: Overlapping EM Questions

In many fields, practitionersand scholars acknowledgethe benefits of working

together. However, in emergencymanagement, the relationshipbetween these two groups wouldbenefit from additional collabora-tion. Through these efforts, thereare opportunities to increase ourunderstanding of disasters andimprove program management.

Beginning in 2012, emergencymanagers forged a public-privatepartnership that brought advanceradar systems to the Dallas, Texasarea. The first two host sites forthe Collaborative Adaptive Sensingof the Atmosphere (CASA) radarunits were public research univer-sities. Both the University of Texasat Arlington and the University ofNorth Texas recognized theresearch opportunities in thispartnership. In addition to thepractical benefits of faster andmore accurate severe weatherwarnings, CASA brings researchprospects to academic depart-ments, such as engineering,sociology, and public administra-tion.

Complex case studies, like theCASA radar network in Dallas, donot have to be the norm. Simplecooperative efforts may show thatthe potential exists to bridgeinformation gaps through disasterresearch. The following researchconcepts are advantageous to bothpractitioners and scholars in thepursuit of understanding disasterphenomena.

Business and Marketing

Emergency managers arepromoters of preparedness and areengaged in a wide range ofmarketing activities. Yet mostpractitioners have experienced thedifficulty in explaining whatemergency management is andwhat they do, and articulating thevalue of preparedness. The lack ofconsensus on what to call the

discipline is well documented (e.g.disaster management and contin-gency planning). The body ofknowledge in the discipline ofmarketing is significant, with muchattention given to identity, branding,value, and social influence. Furtherstudy in the marketing of emer-gency management may producenew ways in which practitionerspitch preparedness and form asolid identity.

Public Administration

The study of policy implementa-tion and public managementcontributes a great deal to emer-gency management. However, oneof the missing links is the transla-tion of performance measurementto emergency management. Thediscipline has suffered from theinability to accurately measure thestate of readiness. Unfortunately, acommonly used measure is thenumber of plans developed orupdated to indicate the perfor-mance of an office of emergencymanagement and the state ofreadiness.

Emergency managementproduces many outputs, such asnumber of plans updated, traininghours, siren activations, or exer-cises. Yet sound outcome mea-sures, or changes in the environ-ment, continue to elude us. Emer-gency managers need betterperformance measures to enhanceprogram management. Publicadministration scholars mayextract new knowledge by applyingperformance measurement modelsto emergency management.

Media and Journalism

Once a disaster occurs, some ofthe challenges that quickly emergeinclude the various disaster mythsreported by the media. Thesemyths include widespread looting,panic flight, and anarchy. Disasterscholars have empirically dispelledmany of these myths, yet these

reported myths continue to influ-ence public safety decision makingas well as the perception of thosewatching events unfold on televi-sion. Additional exploration ofmedia and disasters may show ushow to limit or eliminate the spreadof disaster myths and properlyinform the public.

Social Sciences

Predicting and understandingpublic behavior is a challengingtask in a non-disaster setting and iscomplicated further when hazardsand vulnerabilities are in play. Forexample, during a pandemic, it maybe difficult for emergency plannersto gauge community memberattitudes toward the public healththreat and make the appropriatepublic health decisions.

Social scientists armed withsurvey research instruments maycontribute to the understanding ofhow residents are reacting to apandemic. Residents may be askedabout the precautions they aretaking, their intent to take avaccine, or their risk perception ofa pandemic threat. This sampledata could be extrapolated acrossthe community’s population to gaina better understanding of behaviorchanges during a pandemic.

Conclusion

The intent of this article is topropose ways in which practitio-ners and scholars can beginworking together to overcome realworld disaster challenges. It is notintended to direct scholars on whatthey should explore, but rather tosuggest that both communities mayhave overlapping questions. Aspublic budgets face economichardships and realities, collabora-tion might be one answer toenhance our understanding ofdisasters and improve programmanagement.

9

May 2013IAEM Bulletin

Emergency managers havea new tool for theiralerting toolbox. Since

mid-2012, people in the UnitedStates have begun seeing emer-gency alerts, such as severeweather warnings, delivered totheir mobile devices thanks to anew emergency notificationsystem: Wireless EmergencyAlerts (WEA). Formerly known asthe Commercial Mobile AlertService (CMAS), WEA wasdeveloped in partnership betweenthe U.S. Department of HomelandSecurity’s Science & TechnologyDirectorate (DHS S&T), theFederal Emergency ManagementAgency (FEMA), the FederalCommunications Commission, andwireless carriers.

The system allows emergencymanagers to send geographically-targeted emergency alerts tomobile phones based on theirlocation at a given point in time.WEA has been rolling out nation-wide. As of January 2013, thesystem has delivered nearly 3,000potentially life-saving messages tothe American public in a new andmore personalized way.

By John Verrico, Chief of Media Relations,Science & Technology Directorate, U.S. Department of Homeland Security

Research Seeks to Make Emergency Alerts

on Mobile Devices More Relevant and Effective

Research and Development ofEnhancements of WEA

As the deployment of this newsystem continues and its usagegrows, DHS S&T is looking to thefuture, researching enhancementsto the system that could make iteven more effective at deliveringcritical information to those inharm’s way. As mandated by theWarning, Alert, and ResponseNetwork (WARN) Act of 2006,DHS S&T is currently investing inresearch and development in twoareas:

¢ Improving the geo-target-ing of mobile alerts and warn-ings, which will enhance the abilityof WEA to target more precisegeographic areas, thereforeproviding more relevant informa-tion to the recipient.

¢ Understanding and im-proving public response tomobile alerts and warnings,which will increase our knowledgeabout how the public responds toemergency information, so thatemergency managers can craftand send more effective messages.

Increasing Effectiveness andRelevance of WEA Messages

To achieve these goals, DHSS&T created the WEA Research,Development, Testing, and Evalua-tion (RDT&E) program, and isfunding research projects at theNational Consortium for the Studyof Terrorism and Responses toTerrorism, the National Academyof Sciences National ResearchCouncil, and the University ofSouthern Mississippi. Theseprojects will explore how to makeWEA messages more relevant andeffective by:

¢ Determining the optimalcontent and language to motivatethe public to take appropriateprotective actions.

¢ Identifying the best possibleplatform, format, and content forconveying emergency informationto diverse populations.

¢ Examining the opportunitiesand challenges presented bycurrent and emerging technologiesfor delivering WEA alerts withgreater geographical precision.

The program is also evaluatingproposals for geo-targeting andpublic response from other re-search organizations, privatecompanies, and universities.

Conclusion

DHS S&T expects to round outthe WEA research portfolio in2013, by selecting final proposalsand continuing research effortsalready underway. Once com-pleted, the results of these re-search projects will influenceenhancements to the WEAsystem’s use and support its abilityover time to deliver more relevantand effective life-saving informa-tion to the public.

Gender and Disaster

Research(continued from page 7)

employment patterns, women’sextensive care work, and the acutepoverty and exclusion someexperience. Among them aremigrant workers and the undocu-mented; homeless women andchildren; indigenous, non-Englishspeaking women; and members ofLGBTQ and disability groups.Recovery planning that includesawareness of the barriers faced byall women, often including their

own mental health, delayed returnto employment, and extensivefamily care work, can promote therecovery of children and otherdependents, too. The barriers thatfemale-dominated sectors of thelocal economy will face if womenare unable to return to work canbe addressed, for example, bybuilding capacity for business/service continuity in dependentcare facilities and working withemployers and unions to putfamilies first and plan ahead forgender-fair recovery.

Applying these hard-wonlessons in policy and practice is theessential next step.

10

May 2013IAEM Bulletin

(37), Germany (8), the Netherlands(8), Australia (5), and India (5).

¢ Growth and Change. Thefirst DEM-related journals startedin 1957, with the publication of arisk-related journal called theJournal of Risk and Insurance.This trend continued with thepublication of a hazard-relatedjournal in 1964.

According to our research, therewas an exponential growth in thenumber of core disaster andemergency management journalsduring the 1990s extending into thefirst decade of the 21st century. Itis expected that this number willincrease even further in thecurrent decade. Further analysis ofthe data shows that disaster andemergency and risk journals havehad the largest growth in the pasttwo decades, while there has beena decline in hazard-specificjournals.

Conclusion

While disaster and emergencymanagement research resultscontinue to be published in manydifferent journals, the rise ofresearch in disaster and emer-gency management, along with thecreation of DEM programs inuniversities and colleges through-out the world, has increased theneed for dedicated DEM journals.The current trend not only reflectsthese demands, but also shows thatthe DEM field is establishing itselfeven further as an academic andprofessional field. In the future, weprobably will see the emergence ofacademic journals for specificemergency management functions,such as emergency evacuation,emergency social services, emer-gency health services, emergencyshelter, and recovery and recon-struction.

The complete list of the 125core DEM journals discussed inthis article can be obtained fromDr. Asgary at asgary@yorku.ca.

(continued from page 1)

Status of EM JournalsUpcoming CEM®

Prep Courses

The following CEM®/AEMSM PreparatoryCourses and Exam

offerings have been scheduled.There must be a minimum of 10people enrolled for each prep

course. Register online atwww.iaem.com/CEM, and checkfor the latest list of available dates/locations.

¢ Disaster Forum, Banff,Alberta, Canada – May 16, 2013

(CEM® exam only)¢ CFED West Conference &

Expo, Palm Springs, CA – May 21,2013 (CEM® exam only)

¢ Gulf States HurricaneConference, New Orleans, LA –

June 10, 2013¢ World Conference on Disas-

ter Management (WCDM 2013),Toronto, ON, Canada – June 23,2013

11

May 2013IAEM Bulletin

In 2012, I concluded a two-year research study thatexamined how geographic

information systems (GIS) impactemergency management decisionmaking. A 2010 article in theInternational Journal of AppliedGeospatial Research found thatmore than 60% of disaster man-agement practitioners are currentlyusing geospatial technology, and70% plan to use it in a futuredisaster management activity(Westlund, 2010).

My personal experience sug-gests that these numbers are low.These days, it seems that noEmergency Operations Center iscomplete without a large maphanging on the wall. This map isGIS at its most basic. I wanted toknow if and how GIS affects thedecisions made by emergencymanagers. Now, I hope others willuse the research methods thatworked for me in their emergencymanagement studies.

Mixed Methods Approach

I used both quantitative andqualitative research methods,which is frequently called a mixedmethods approach. The quantita-tive assessment tool came fromAndrew M. Parker, et al (2009), ofthe RAND Corporation, whichdeveloped the Emergency Re-sponse Decision-Making Assess-ment Tool to measure crisisdecision making for public healthemergencies.

¢ My first lesson learned wasthe value of building on otherpeople’s research. After contactingDr. Parker to confirm that I couldapply his assessment tool to mystudy, I was convinced that thisvalidated tool was exactly what Ineeded. I urge other researchersnot to reinvent the wheel if it’s notnecessary.

¢ The best lesson I learned wasthe value of using the case study

methodology to answer emergencymanagement related researchquestions. In my study, I used aqualitative case study method toexamine decision making during alarge full-scale natural disasterexercise.

Expected andUnexpected Results

Some of the results were notsurprising. For example, GISprovided emergency managerswith an outstanding context forinformation that would otherwisebe challenging to understand,especially through the integrationof multiple data sources anddynamic three-dimensional interac-tive maps.

Other findings were moresurprising. For example, decisionmaking was hampered by themixture of models and predictionswith actual event data, whichconfused emergency managerswho were quickly assessing thedisaster. I also found a surprisinglack of understanding of thecapabilities of GIS beyond cartog-raphy, which is simply makingmaps.

Putting Research into Practice

A significant value of conductingresearch arises when meaningfulrecommendations can be imple-mented by practitioners, thusputting research into practice. Inmy study, I recommended specificsteps for geospatial analysts,emergency managers, and otherdecision makers who use GIS toimprove decision making that usesGIS.

¢ The first was to annotateevery geospatial product used foremergency management with astatement clearly stating thegeospatial analyst’s degree ofconfidence in the accuracy of thedata contained on the map.

¢ Another recommendationwas for GIS professionals to makegreater efforts to show decisionmakers the vast capabilities thatgeospatial tools and analysis canoffer to solve decision makers’greatest challenges.

These recommendations havebeen implemented in the organiza-tion I studied, and I hope otherswill consider them as well.

Case Study Methodology

The case study methodology fitperfectly in the emergency man-agement organization I studied.Robert K. Yin is arguably thefather of the case study methodfor research. His many books,presentations, and articles arereadily available online. In hisbook, Case Study Research:Design and Methods, Dr. Yin listssix sources of data that research-ers can use to conduct theirresearch and three principles toguide the researcher’s study.

One reason I found the casestudy method to be so effective foremergency management researchis that it avoids some of thechallenges posed by more commonresearch methods. As Yin (2003, p.xiii) aptly stated, “U.S. federalagencies have made surveys andquestionnaires a bureaucraticallyhazardous affair due to the clear-ance procedures required. Casestudies therefore have become apreferred method.”

While other research methodshave a longer history of use inacademia, the case study methodwas one of the few that could havebeen used to study the emergencymanagement organization I exam-ined. This benefit also can be seenas a cure, because academics tendto skew newer researcher meth-ods. Yin (2003, p. xiii) warnsagainst this kind of bias when he

(continued on page 18)

By Dr. Steven G. King, Assistant Professor and DHS Chair, National Defense University,Dwight D. Eisenhower School for National Security and Resource Strategy, Washington, D.C.

Case Study Methodology for EM Research

12

May 2013IAEM Bulletin

As part of working towarda master’s degree inemergency management,

I am undertaking research into theexposure of emergency servicepersonnel to asbestos in Australia.The aim is to compare currentAustralian emergency servicestraining, policies and procedureswhen the likelihood of exposure toasbestos is suspected or con-firmed, ensuring that they complywith Australian Standards andcurrent Australian best practicepolicies. This is the first knownresearch of its kind to be under-taken in Australia.

What Is Asbestos?

Asbestos is the fibrous form ofmineral silicates belonging to theserpentine and amphibole groups ofrock-forming minerals, includingactinolite, amosite (brown asbes-tos), anthophyllite, chrysotile (whiteasbestos), crocidolite (blue asbes-tos), tremolite, or any mixturecontaining one or more of themineral silicates belonging to theserpentine and amphibole groups.

It is lethal and is listed as aknown carcinogen, causing healtheffects if fibres are breathed intothe lungs, such as asbestosis, lungcancer, mesothelioma and benignpleural disease.

Asbestos has been widely useddue to its fire retardant properties,strength and low cost in approxi-mately 3,000 products frominsulation, roofing and cladding towall sheeting and fencing.

With as many as one in threeAustralian homes containingasbestos (Asbestos EducationCommittee, 2011) and no safe levelof exposure to asbestos fibres(ibid.), the risk of emergencyservice personnel attending to anincident where asbestos is presentis extremely high. During the pastthree years alone, there has beenconsiderable media interest in

potential asbestos exposure afternatural disasters such as CycloneYasi, the Brisbane Floods, CycloneCarlos, and the Victoria Bushfires,to name a few.

What Is the Risk?

The Cancer Institute of NSW(2011) reports that survival ofmesothelioma is poor, with 40% ofpeople surviving one year afterdiagnosis and 4.5% surviving afterfive years. To place the issue ofasbestos exposure and associateddetrimental effects in real humanterms, the incidence rate in 1982 ofnew cases of mesothelioma was1.2 per 100,000 population, com-pared to the 2006 rate of mesothe-lioma being 2.7 per 100,000population.

Australia was one of the largestproducers of asbestos until 1987,with the highest per capita use inthe world for several decades. Tooffer one example of the cost, allresidents were relocated from thetown of Wittenoom in WesternAustralia, where blue asbestos wasmined for 30 years. Wittenoomwas later degazetted, and is nowofficially a ghost town due to theextent of asbestos contamination.

All forms of asbestos manufac-turing, mining and importing, aswell as the use of asbestos-containing materials, were bannedby Australian federal legislation asof Dec. 31, 2003. Australia is oneof only 60 nations that havecompletely banned the use ofasbestos, with many nations stillusing the cheap, yet fatal, product.

The Research

The need to encourage transfor-mational change, and undertake aproactive risk management ap-proach in regard to how emer-gency service agencies deal withincidents where asbestos ispresent, is becoming paramount.

Increasing the situational aware-ness of asbestos and the potentialcontamination of emergencyservice personnel will greatlyreduce their risk of asbestosexposure.

Media Attention

The issue of asbestos contami-nation at disasters has gainedconsiderable media attention.

¢ The Black Saturday 2009Bushfires brought the topic to theforefront.

¢ In January 2013, 31 of 36homes tested as positive forasbestos contamination after beingdestroyed by a large bushfire inJanuary at Coonabarabran (NSW).

¢ More recently, a stormthrough the southern coast town ofKiama in New South Walesresulted in the creation of a specialexclusion zone. Residents wererelocated from 16 dwellings, due toasbestos contamination fromasbestos-containing material thatspread across the area.

Final Product

The final product of the re-search due to be completed in Juneof this year will support therecommendations of the 2012Australian Governments AsbestosManagement Review by consistingof three stages:

¢ Publication of a full reportbased on the research undertaken.

¢ Development of an “Asbes-tos Awareness Workshop” that canbe used by any emergency serviceor organisation to provide anintroduction on how to work withasbestos in the workplace or atincident scenes.

¢ Publication of a journal articlefor a peer-reviewed publication.

By Darryl J. Dixon, IAEM International Council Member,Australian Graduate School of Policing, Charles Sturt University

The Exposure of Emergency Service Personnel to Asbestos

13

May 2013IAEM Bulletin

Systems (e.g. governments,businesses, universities)have increasingly recog-

nized the value of competentemergency managers. The stakesfor emergency managers havemarkedly increased over time, asthey are being tasked with greaterresponsibility over lives and realassets. The consequences offailure for these individuals arestark. Their populations depend onthem for the preservation of life,property and value, as emergencymanagers themselves also work toprotect their careers. They mustaccomplish this by displaying acareful and critical stewardship ofresources for hazard identification,mitigation and preparation, asfunds are limited.

Need for Quality Education

The enormity and complexity ofthe task requires more than on-the-job training. The need for qualityand meaningful education isincreasingly apparent. In thiscontext, education refers tocollegiate coursework, professionalcertifications, and the acquisition ofspecific knowledge that enablesthe emergency manager to do his/her job better. The education mustbe evidence-based and scientifi-cally validated; the simple reportingof experiences, successful or not,is no longer adequate.

In his ground-breaking work,The Importance of Evidence-Based Disaster Planning, Auf derHeide listed seven common

assumptions related to hospitalemergency management and thendebunked each.1 The significanceof those findings, that there wereat least seven commonly acceptednotions that affected hospitalsduring a disaster, and yet evidenceshowed that all of them were false,is staggering. It raises the questionof how many other assumptionsregarding emergency response arebeing acted upon and would befound lacking if they were sub-jected to vigorous scientificscrutiny.

Need for Scientifically BasedDisaster Responses

The consequences of non-scientifically based responses in adisaster, no matter how well-intentioned, are severe. In March2012, the Institute of Medicinereleased a report finding that mostU.S. health systems are unpre-pared for significant disasters.2 Yetmost emergency managers are notwell-trained researchers, and infact, many do not like participatingin scientific research. Specialknowledge, expertise and equip-ment are required to producescientifically valid and meaningfulresearch.

Therefore, it is critical foremergency managers to formcoalitions, not only with otherresponders but also with scientistsand academicians. Each bringsvaluable assets to the table.Emergency managers bring real-world challenges and experiences;

scientists use research and tech-nology to develop emergencyresponse tools and address trouble-some issues; and academicianscreate strategies to share thenewfound knowledge with thosewho use it, both currently and inthe future.

Translating Researchinto Practice

In the basic sciences, this typeof science is known as transla-tional research. Translationalresearch is about translatingresearch into practice.3 Dr.Zerhouni, Director of the NationalInstitutes of Health, wrote “…atno other time has the need for arobust, bi-directional informationflow between basic and transla-tional scientists been so neces-sary” in order to create trulyinnovative solutions to complexquestions.4 Working together,emergency managers, scientists,and academicians, become apowerful engine of creativity.

Carilion Clinic has built thesecoalitions. Emergency managersand physicians at Carilion Clinichave partnered with medicalstudents at the Virginia TechCarilion School of Medicine andwith faculty and graduate studentsat the Virginia Tech Grado Depart-ment of Industrial Engineering toaddress some of the most pressingand complex issues in hospitalemergency management. Thesetopics include hospital evacuationplanning, surge management, andthe management of specialtypopulations, particularly pediatricvictims, in a disaster.

The results of that work areshared with colleagues throughconference presentations andthrough structured certificationcoursework, such as the Georgia

(continued on page 18)

By Roger Glick, MS, MBA, CEM, FACHE, Senior Emergency Management Consultant,Carilion Clinic, and Instructor, Departments of Basic Science and Pediatrics,Virginia Tech Carilion School of Medicine, and Lindsey Anthony, MPA, CEM,

Chief of Disaster & Hospital Emergency Management, Georgia Regents University

The Need for Translational Research in Emergency Management

1 Auf der Heide, Erik. “The Importance of Evidence-Based Disaster Planning.”

Annals of Emergency Medicine. January 2006.2 “Crisis Standards of Care: A Systems Framework for Catastrophic DisasterResponse.” Institute of Medicine. March 2012.3 Woolf, SH. “The Meaning of Translational Research and Why It Matters.”Journal of the American Medical Association. January 2008.4 Zerhouni, EA “Translational and Clinical Science – Time for a New Vision.”

The New England Journal of Medicine. October 13, 2005.

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May 2013IAEM Bulletin

The face of Americacontinues to evolve, butare disaster management

practices evolving in light of theincreasing severity and frequencyof natural disasters?

Population

The U.S. population has becomemore socioeconomically diversewith more low socioeconomicstatus (SES) populations. Ameri-cans living under the poverty levelare at 14.3%, and more than 15%of those over 25 years of age donot have a high school diploma.Youth (under 19 years) comprisenearly 30%, while persons over 65constitute 14%. Combined, theseaccount for approximately 44% ofAmerica (U.S. Census, 2010), withthe over 65-cohort expected todouble in the next 20 years.Minorities make up 35%, with theHispanic-American/Latino commu-nity numbering as the largestminority and expected to exceed40% of the total U.S. population by2050. In addition, federal researchprovided evidence of the effectsof: (1) environmental alterationsand zoning, with rising populationdensity in coastal areas; and (2)increased urbanization, with nearly80% of the U.S. populationresiding in urban areas.

Natural Disaster Trends

A total of 90% of the world’snatural disasters have occurredsince 1952, and major disasterdeclarations nearly doubled in theUnited States since 1953. Between1953 and 2011, 2,048 disasterswere declared, averaging 35annually, but the last 15-yearaverage was nearly 60 (FEMA,2011). Approximately 3,000earthquakes occur in the UnitedStates each year, along with 10,000severe storms, including an aver-age of six hurricanes and 800tornadoes (NOAA, 2009). In 2011,

By Dr. Marla R. Kendig, DHA, CEM, CIH

U.S. Disaster Management: Keeping Pace with Change?

nearly 500 tornadoes caused morethan 450 fatalities within severalweeks in the Midwest (NOAA,2011). The focus of emergencymanagement shifted from naturaldisasters to terrorism, promptingthe formation of DHS in 2004, buthas preparedness for naturaldisasters been diminished?

National Reports

¢ FEMA’s 2008 report, InterimEmergency Management Plan-ning Guide for Special NeedsPopulations: ComprehensivePreparedness Guide 301, found:“Throughout the history of emer-gency management planning,considerations for special needspopulations have often beeninadequate” (p.1).

¢ The 2009 Save the Childrenreport (The Disaster Decade:Lessons Unlearned for theUnited States) delineated specificinactions by the U.S. governmentthrough “benign neglect,” whichplaced unnecessary risk on thosewith the least capabilities to protectthemselves. DHS’s NationwidePlan Review (NPR) in 2010highlighted improvements since the2006 NPR, which reported that nostate had sufficiently addressedlow SES populations in disastermanagement.

Research Findings

From a 2012 doctoral researchstudy (Disaster Management forSocioeconomic Status Chal-lenged Populations in the UnitedStates), five predominant, emergingthemes arose based upon triangula-tion of qualitative data fromadvocates for low SES populations,governmental disaster officials(GDOs) and nongovernmentaldisaster relief agencies(NGDRAs), and literature:

¢ Insufficient Planning forLow SES Populations. Lack ofuniformity and integration of all

stakeholders in planning hinderedeffective response, and planningwas found to be generalizedinstead of specifically designed tocope with unique hazards orpopulations.

¢ Inequalities and Discrimi-nation by Disaster Officials andResponse Agencies. Inequalitiesin planning and response werehighlighted by advocates of lowSES populations, but not by GDOsor NGDRAs.

¢ Native American DisasterManagement. Disrespect towardNative American and tribal reser-vation sovereignty was noteworthy,as GDOs and advocates relayedsimilar concerns about the abilityof tribes to survive and recoverfrom disasters based on relation-ships with state and federalgovernments. These concernsprompted the 2011 Rahall H.R.1953 bill. In 2013, PresidentObama signed legislation tosupport nation-to-nation disasterassistance.

¢ Disaster PreparednessEducation for Children. FEMA’sfirst 2012 Think-Tank noted thatdisaster preparedness curriculumwas absent in schools, which couldprovide consistent information andempower children to educate theirparents.

¢ Importance of LocalResponders. One premise ofdisaster management is disastershappen and are handled locally,including following the localincident command structure, butnot all responders have complied.In addition, community-basedresponders were knowledgeable ofthe population and could tailorcommunications and supplies to fitthe local population’s needs.

Research Challenge

To enhance collaboration andcomprehension, qualitative,

(continued on page 18)

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May 2013IAEM Bulletin

Recent concern over therise in military suicideshas sparked increased

interest in discussing the psycho-logical effects of responding todisasters. In particular, it is widelyrecognized that first respondersand military personnel are at agreater risk for exposure totraumatic events, which makesthem potential candidates for thedevelopment of Post TraumaticStress Disorder (PTSD).

In this article, it is argued thatemergency management profes-sionals and others engaged inresponding to disasters shouldreevaluate the use of CriticalIncident Stress Debriefing (CISD)after critical incidents. There is agrowing body of research that callsthe efficacy of CISD into question.There is even some research thatsuggests that CISD may causelong-term harm to those whosuffer from PTSD. Some of thisresearch is presented below.

What is CISD?

CISD is a therapeutic interven-tion that is popular with firstresponders. It is an interventionthat seeks to prevent the emer-gence of psychopathology in high-risk occupational groups in groupsettings or, less commonly, inindividual settings within one ortwo sessions (Becker, Meyer,Price, Graham, Arsena, et al.,2009).

Sessions usually last about threeto four hours and occur within 24to 72 hours of a traumatic event.Therapists who utilize CISDencourage group members toprocess negative emotions, discussPTSD symptoms that may emerge(Lilienfeld, 2007), and normalizereactions to trauma, while educat-ing clients on adaptive copingstrategies (Litz, Gray, Bryant, &Adler, 2002).

Problems with CISD

Despite its popularity, recentresearch suggests that empiricalsupport for CISD is limited andthat supporting research suffersfrom methodological problems(Becker et al., 2009). Severalcontrolled studies have shownCISD to be ineffective at reducingsymptoms of PTSD in trauma-exposed individuals.

A couple of randomized con-trolled trials indicate that CISDmay even have harmful effects.One of these harmful effects maybe that CISD interferes with aparticipant’s natural recoveryprocesses (Lilienfeld, 2007). Someevidence also exists that CISDmay aggravate PTSD symptoms(Litz, et al., 2002). A recent meta-analysis of single-session debrief-ing has found that CISD might notgive victims of trauma enough timefor habituation, which may result inmaking victims more sensitive totrauma-related stimuli (vanEmmerik, Kamphuis, Hulsbosch, &Emmelkamp, 2002).

Although normalization is a goalof CISD, this goal may have theunintended consequence ofsuggesting that normal reactions totrauma require professional care(van Emmerik, et al., 2002).Invitations to participate in CISDsessions are typically given to allpersonnel involved in a criticalincident without regard for thedegree of their symptoms orfunctional impairment.

The operative assumptionbehind this strategy is the notionthat all trauma-exposed individualsare at risk for the development ofPTSD. Epidemiological researchhas shown that this is not the case.Furthermore, the peer supportaspect of CISD may seem like anattractive benefit, but in practicethis may cause a number ofproblems. For example, the

inclusion of one’s peers maycreate group expectations, whichcould pressure individuals toconform to the group and limit thesharing of particularly significantexperiences (Litz, et al., 2002).

It is interesting to note that mostrecipients of CISD believe that theintervention they experienced hasbeen helpful. This belief persistsdespite research that has objec-tively demonstrated that CISD hadno effect. Lilienfeld (2007) offersa potential explanation for thismistaken belief: CISD recipientsare probably improving on theirown (just as most individuals do)and are instead misattributing theirimprovement to CISD.

Suggestions for FuturePost-Incident Intervention

Future research should explorethe use of evidence-based treat-ment. Psychological first aid maybe an appropriate initial interven-tion, but it is not a therapeuticintervention. Cognitive behavioraltherapy (CBT) is a form of therapyindicated for people who are atrisk for PTSD (Litz, et al., 2002).Greater scrutiny should be placedon strategies that have weakempirical support.

References

¢ Becker, C. B., Meyer, G.,Price, J. S., Graham, M. M.,Arsena, A., Armstrong, D. A., &Ramon, E. (2009). Law enforce-ment preferences for PTSDtreatment and crisis management.Behaviour Research andTherapy, 47 (3), 245-253.

¢ Lilienfeld, S. O. (2007).Psychological Treatments ThatCan Cause Harm. Perspectiveson Psychological Science, 2 (1),53-70.

(continued on page 18)

By Brian Crisan, IAEM Student Member, University of Akron

Post-Incident Trauma Interventions: Reevaluating

the Use of Critical Incident Stress Debriefing

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May 2013IAEM Bulletin

1 This article was provided and peer-reviewed by the IAEM-USA Emerging

Technology Caucus.

By G.S. Cleere, U.S. Department of Homeland Security, Science and Technology Directorate

FROM THE IAEM-USA EMERGING TECHNOLOGY CAUCUS

Recommended Reading: Response and Recovery Made Better

(continued on page 18)

Note: In its effort to identifyevidence-based best practices, theIAEM-USA Emerging TechnologyCaucus would like to recommendthe following article for yourreview.

On the morning of Dec. 6,1917, in the port ofHalifax, Nova Scotia,

near the U.S. border in Maine, theMont Blanc, a French ship filledwith military explosives, collidedwith another vessel. Twentyminutes later, a fire set off theMont Blanc’s volatile cargo andcaused a catastrophic explosion –killing thousands and destroying anentire section of the nearby city.Rescue efforts were dispatchedimmediately from the Canadianmainland as well as the UnitedStates, but confusion and lack ofimmediate information delayedsome of the rescue efforts forhours.

Canada-U.S. EnhanceResiliency Experiment

A recent joint experiment held inMaine and New Brunswick (NB)proved that, even across borders,any immediate confusion or lack ofinformation following an incidentlike the Mont Blanc may notgreatly affect overall rescueefforts. Included in the experimentwere officials from the MaineEmergency Management Agency(MEMA), the Province of NewBrunswick Emergency MeasuresOrganization, Department ofHomeland Security’s (DHS)Science and Technology Director-ate (S&T), Federal EmergencyManagement Agency (FEMA), theDefence Research and Develop-ment Canada’s Centre for SecurityScience of the Canadian Depart-

ment of National Defence, andPublic Safety Canada.

First responders and interna-tional officials on both sides of theU.S.-Canadian border had beenpreparing since last fall for theCanada-U.S. Enhance ResiliencyExperiment (CAUSE). Thepurpose of this exercise was todemonstrate the ability to ex-change information between local,state, provincial and nationalsystems, and software applications,including Virtual Maine, the MutualAid Support System and MissionReady Package Tools (MASSMRP), Canada’s Multi AgencySituational Awareness System(MASAS) and the United States’Integrated Public Alert and Warn-ing System (IPAWS), as well asthe U.S.’s Virtual USA® (vUSA).

The vUSA library and widget,developed by DHS S&T and madeavailable to all cooperating agen-cies and jurisdictions, allowed eachagency or jurisdiction to make theirunique data available to otherparticipants. When incidentspecific information, alerts orwarnings are needed acrossjurisdictional lines, or indeed acrossinternational borders, vUSAenables that information to befound and used in near real time.

Two Scenarios TestBi-national First Response

During the CAUSE, twoscenarios were used: a massive oilrefinery fire in Saint John, NB, andthe explosion of a compressednatural gas truck near the Calais,Maine, border crossing. In eachcase, first responders required aninformation exchange for responseefforts from all neighboringjurisdictions on both sides of theborder (bi-national first response)

in near real time, including incidentreports, evacuation routes, roadclosures, hospital status/locations,weather issues, availability ofhazmat teams, incident responseassets, fire and rescue units, triagelocations, availability and locationof needed resources, and virtuallyanything else first respondersmight need.

At the Command Posts, firstresponders in Saint John andCalais created incident reports,generated requests for mutual aid,and issued alerts. Through theintegration of Virtual Maine,vUSA, MASS MRP, MASAS andIPAWS, first responders were ableto see, communicate, and use thecritical information being providedto them through the five systems.

Results of CAUSE Exercises

“In every exercise of CAUSE,”noted S&T’s lead, Dr. David Boyd,“It worked more effectively andrapidly than we had hoped.This isa tremendous milestone in tearingdown the technological Tower ofBabel along national borders.”

“When we get calls from firstresponders in Calais and Washing-ton County,” noted MEMA’sDeputy Director Bruce Fitzgerald,“our role is to provide support andhelp so that we can save lives andproperty. In this experiment, werequested international mutual aid,including ambulances and hospitalresources from New Brunswick.We also requested an availablehelicopter medivac unit from theNew Hampshire National Guard tosupport the operation.

“Responders at the incidentscene in Calais, at the StateEmergency Operations Center(EOC) in Augusta, and our part-ners in New Brunswick were allable to visualize these resource

17

May 2013IAEM Bulletin

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teens, parents, caregivers and teachers about home disaster preparedness. It teaches

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The game uses puzzles, adventure challenges and disaster event simulations to

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teachers and parents is also available on the Disaster Hero web page.

This game is now available to play free of charge at www.disasterhero.com.

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This program was supported by Cooperative Agreement Number 2008-GT-T8-K028, administered by the U.S. Department of Homeland Security/FEMA. Points of

view or opinions in this program are those of the author(s) and do not represent the position or policies of the U.S. Department of Homeland Security/FEMA.

WELCOME TO DISASTER HERO

PLAY FOR FREE AT WWW.DISASTERHERO.COM

18

May 2013IAEM Bulletin

(continued from page 11)

Case Study

Methodology

says: “Do case studies, but dothem with the understanding thatyour methods will be challengedfrom rational (and irrational)perspectives and that the insightsresulting from your case study maybe underappreciated.”

Conclusion

Emergency managementresearch is important. I hope otherresearchers will build on the workof others, as I did with Dr.Parker’s assessment tool, andconsider using a case studymethodology.

research studies need to bedesigned to allow the voices of allstakeholders to be heard, insteadof just GDOs. However, systemsmay first need to be in place toallow immediate reporting of issues(e.g., hotlines) instead of anecdotaldata in journals, which has limitedvalue. Due to the paucity ofliterature for many minority groups,future research should be specificto each low SES group on a localor regional basis.

Increased disaster researchinvolving the collective knowledgeof advocates for low socio-economic status (SES) populationsand disaster officials could developinto robust guidance and a collabo-rative leadership model to bereplicated and enhanced for thebenefit of all Americans.

(continued from page 14)

USA Keeping Pace

with Change?

deployments using their respectivesituational awareness tools, VirtualMaine and MASAS. Sharingincident data in a common opera-tion picture has been a long-standing goal in both Maine andNew Brunswick. We are verypleased to have achieved thatthrough the CAUSE experiment.”

CAUSE is a direct result of thejoint U.S.-Canada Beyond theBorder Initiative signed by U.S.President Obama and Canada’sPrime Minister Harper in February2011, to further enhance theeconomic and national security ofboth nations. The CAUSE demon-stration represents an importantmilestone for the Beyond theBorder Action Plan for PerimeterSecurity and Economic Competi-tiveness.

(continued from page 16)

Emerging Technology:

Recommended Reading

¢ Litz, B. T., Gray, M. J.,Bryant, R. A., & Adler, A. B.(2002). Early Intervention forTrauma: Current Status and FutureDirections. Clinical Psychology:Science and Practice, 9 (2), 112-134.

¢ Van Emmerik, A. A.P.,Kamphuis, J. H., Hulsbosch, A.M., & Emmelkamp, P. M.G.(2002). Single session debriefingafter psychological trauma: ameta-analysis. The Lancet, 360(9335), 766-771.

(continued from page 15)

Post-Incident Trauma

Interventions

(continued from page 13)

Need for Translational

Research in EM

Regent’s University’s CertifiedHospital Emergency Coordinatorcourse. Emergency managers whohave attended these presentationshave consistently been given highrankings on learning this newinformation on post-workshopsurveys.

The development of interdiscipli-nary coalitions to do translationalresearch – and to present thefindings to students and colleagues,who use the information immedi-ately in practical settings – leadsus to conclude that there is realneed and value for translationalresearch in emergency manage-ment.

Plan to Attend the

IAEM 2013

Annual Conference

& EMEX

The goal of the IAEM AnnualConference is to improve yourknowledge, competency level andcollaborative skills. IAEM accom-plishes this by attracting relevantand high-profile speakers toaddress current topics and practi-cal solutions. Visit www.iaem.com/Conference for details.

19

May 2013IAEM Bulletin

The Oceania-Asia CEM® Commission islooking for candidates to fill several commis-sioner openings for the Class of 2016, serving

on the panel from Jan. 1, 2014 to Dec. 31, 2016. TheOceania-Asia CEM® Commission discusses policy andprocedure changes regarding the certification program,and reviews applicant packages for the CertifiedEmergency Manager (CEM®) and Associate Emer-gency Manager (AEMSM) credentials. Commissionerswho are emergency management practitioners must bea current CEM®. The Oceania-Asia CEM® Commis-sion conducts the reviews for  Europa Council candi-dates and will accept commissioner application fromthe Europa Council as well.

Nominations Must Include These Items

Candidates interested in serving on the Oceania-Asia CEM® Commission should submit the followingitems to Kate Walker, kwalker@iaem.com, by July 1,2013:

¢ Letter of intent expressing desire to serveas an Oceania-Asia CEM® Commissioner as well aswillingness to devote the necessary time and travel toattend Oceania-Asia CEM® Commission meetings.

¢ Personal commissioner qualities – a shortnarrative (maximum of two pages) describing thequalities the applicant will bring to the commission.

Include the date of CEM® initialcertification and recertification(s),as appropriate.

¢ Qualification(s) to serve –up to a one-page description of thecandidate’s qualifications for thecategory(ies) of participation to beconsidered. Categories include:uniformed services, EM practitioners, EM consultants,academia, etc. 

¢ Current resume.Upon receipt, candidate will receive confirmation

that information was received by IAEM HQ. Latesubmissions may be held over for the following year.

Nominations Must Include These Items

The Oceania-Asia CEM® Commission meets on anas-needed basis, and most reviews are conductedelectronically. Candidates are expected to make everyeffort to attend all Oceania-Asia CEM® Commissionmeetings and participate in conference calls. Candi-dates should be aware that online applicationreviews may be enacted during the commissioner’sterm.

For additional information, please contact Certifica-tion Administrator Kate Walker, kwalker@iaem.com.

Help Wanted:Oceania-Asia CEM® Commission

20

May 2013IAEM Bulletin

The USA CEM® Commission is looking forcandidates to fill several commissioneropenings for the Class of 2016, serving on the

panel from Jan. 1, 2014 to Dec. 31, 2016. The USACEM® Commission discusses policy and procedurechanges regarding the certification program, andreviews applicant packages for the Certified Emer-gency Manager (CEM®) and Associate EmergencyManager (AEMSM) credentials. Commissioners whoare emergency management practitioners must be acurrent CEM®.

Nominations Must Include These Items

Candidates interested in serving on the USA CEM®

Commission should submit the following items to KateWalker at kwalker@iaem.com by July 1, 2013:

¢ Letter of intent expressing desire to serveas a USA CEM® Commissioner as well as willingnessto devote the necessary time and travel to attend USACEM® Commission meetings.

¢ Personal commissioner qualities – a shortnarrative (maximum of two pages) describing thequalities the applicant will bring to the commission.Include the date of CEM® initial certification andrecertification(s), as appropriate.

Help Wanted:USA CEM® Commission¢ Qualification(s) to serve –

Up to a one-page description ofthe qualifications for thecategory(ies) of participation to beconsidered as described in thechart below.

¢ Current resume.Upon receipt, candidate will

receive confirmation that information was received byIAEM HQ. Late submissions may be held over for thefollowing year.

Responsibilities of CEM® Commissioners

The USA CEM® Commission meets about threetimes a year, with each review meeting lasting four tofive days, along with periodic conference calls.Candidates are expected to make every effort toattend all USA CEM® Commission meetings andconference calls. Candidates should be aware thatonline application reviews may be enacted during thecommissioner’s term. To look at the typical credentialreview schedule, see www.iaem.com/page.cfm?p=certification/application/credential-review-dates&lvl=2.For additional information, please contact CertificationAdministrator Kate Walker at kwalker@iaem.com.

Commission Categories of the USA CEM® CommissionVOTING MEMBERS

EM Practitioners EM professionals working as emergency managers in federal, state, tribal, or localgovernment, private sector, uniformed services, not-for-profit, or academia.

EM Consultants Private Sector, provides EM services to clients but not serving directly in an EM position for theircompany or organization.

Uniformed Services All branches, provides EM services to their respective branches. Uniformed services includes:Army, Marine Corps, Navy, Air Force, Coast Guard, NOAA, and Public Health Service.

Not-for-profit Must be recognized affiliate of IAEM, provides EM services to their respective organizations but

not serving directly in an emergency management position for their organization.Academia Representatives of institutions of higher learning in emergency or disaster management;

provides EM services or serves as faculty for EM-affiliated programs.

Council Representatives for USA CEM Commission:Canadian Council Representative – appointed by Canada Council President.International Council Representative – appointed by International CouncilPresident.Student Council Representative – appointed by Student Council President.

SPECIAL APPOINTMENT: NON-VOTING MEMBERS

AEMSM representative from any category who has earned the AEMSM but not the CEM®.FEMA appointed by FEMA AdministratorNEMA appointed by NEMA PresidentCEM® Lead Instructor retained by subcontract

Additional specific appointments, subject matter experts, and up to two federal, national, state or provincial EMrepresentatives may be appointed as non-voting members of the commission for a one-year term.

NOTE: Council Representativesare not part of the USA Boardselection process, but areappointed directly by theirrespective Council President.

21

May 2013IAEM Bulletin

IAEM-USA will elect newofficers at the IAEM 61stAnnual Conference &

EMEX 2013, set for Oct. 25-30, inReno, Nevada. Candidates forIAEM-USA Second Vice Presi-dent and IAEM-USA Treasurermust submit credentials by 5:00p.m. Eastern time, Friday, Aug.16, 2013, to IAEM Headquarters.

To be placed on the ballot,candidates must submit:

¢ a letter stating candidacy;¢ a letter of permission from

the candidate’s immediate supervi-sor supporting the time and travelnecessary to fulfill duties of office;

¢ a brief resume; and¢ confirmation of membership

of at least three years immediatelyprior to seeking office.

Individual members are eligibleto hold national office, providedthey have been a member for atleast three consecutive years, and

Call for Nominations: IAEM-USA

Second Vice President and Treasurer

have served as a regional ornational officer, national committeechair, or active national committeemember for two consecutiveyears.

For more information, see theIAEM-USA AdministrativePolicies & Procedures at www.iaem.com/members/APP-IAEM-USA01Nov2012.pdf or e-mailIAEM Membership ManagerSharon Kelly at info@iaem.com.

Deadline: Friday, Aug. 16, 2013, 5:00 p.m. ET

Learn about the benefits

of IAEM membership

and join online at

www.iaem.com

Learn about the CEM®

Program, and apply to

be a CEM® or AEMSM

candidate at

www.iaem.com/CEM

In today’s competitive employ-

ment environment, any edge you

have over another person seeking

the same position can make the

difference between success and

frustration. For those employed,

ensuring that your skills are sharp

and your knowledge base is deep

is a key to continued success.

Whether seeking employment, or

currently employed, the Certified

Emergency Manager designation

is a major career-enhancing

credential.

Become a Certified

Emergency Manager

22

May 2013IAEM Bulletin

The IAEM Editorial Work Group seeks articlesfor the third special focus issue of 2013,which will be built around the theme of

“Students in Emergency Management.”Possible articles might include: what you are looking

for as an emergency management student; what youexpect to get out of your EM-related degree work;how you are finding the job market as a recent gradu-ate; how your degree prepared you for your first job asan emergency manager; or why you “went back toschool” (whether you’re an emergency manager goingfor a degree or a non-emergency manager hoping tochange careers).

Please keep your article to no more than 750 words,and read the IAEM Bulletin Author’s Guidelines atwww.iaem.com/Bulletin before submitting your articleto IAEM Bulletin Editor Karen Thompson atThompson@iaem.com no later than July 10, 2013.

If you are interested in advertising in the IAEMBulletin, visit www.iaem.com/Bulletin to download the2013 Advertising Guidelines. Note: IAEM membersand EMEX exhibitors receive discounts on ad rates.

IAEM Bulletin Call for Articles:Students in Emergency ManagementDeadline for Submissions: July 10, 2013

The application period for 2013 IAEM Scholar-ships is open until May 15, 2013, 12:00 a.m.(midnight) U.S. Eastern time.

IAEM scholarships are awarded through a competi-tive process to full-time students pursuing an associateor baccalaureate diploma or a graduate degree inemergency management, disaster management, or aclosely related field. Beginning in 2013, the applicationprocess has been divided; undergraduate and graduatestudents will no longer apply using the same applica-tion.

Go to www.iaem.com/Scholarships, and click onApplication to download the undergraduate or gradu-ate 2013 IAEM Scholarship Application Form.

IAEM established the IAEM Scholarship Programto nurture, promote and develop disaster preparednessand resistance by furthering the education of studentsstudying the field of emergency management, disastermanagement or a related program.

The purpose of the program is to assist the profes-sion by identifying and developing students with theintellect and technical skills that can advance andenhance emergency or disaster management. Theprogram is sustained through donations from individu-als and corporations. To donate or learn more, visitwww.iaem.com/Scholarships.

Application Period for 2013

IAEM Scholarships Now Open

Entry Deadline for IAEM

Awards Competition: May 31

Time is running out! The 2013 IAEM AwardsCompetition ends on May 31, 2013, at 5:00p.m. Eastern Time. Rocky Lopes, Chair of

the IAEM-Global Awards Group and IAEM-USAAwards Committee, on behalf of all committee mem-bers, encourages you to enter the 2013 IAEM AwardsCompetition. Submit your entry, including all supportingmaterial and entry forms to Karen Thompson atThompson@iaem.com. There will be no extensions tothe entry deadline.

Everything that you will need to enter the IAEMAwards Competition is posted at www.iaem.com/Awards. Read about the various 2013 award catego-ries, and take the time to review the posted entries oflast year’s winners. You may be inspired to enter yourinnovative project, which in turn may provide theperfect solution to a challenge facing some of your EMprofessional colleagues.

Whether you are submitting an entry for the PublicAwareness Award, Technology & Innovation Award,or Partners in Preparedness Award – or whether youare nominating someone for the Clayton R. Christo-pher Award or a Uniformed Services or StudentAward – the IAEM Judges welcome your entries.Visit www.iaem.com/Awards today to learn how toenter the 2013 IAEM Awards Competition.

23

May 2013IAEM Bulletin

May 3-4 Children’s Disaster Assistance Workshop, Litchfield, CT.May 21-22 Aid & International Development Forum, Washington,

DC, supported by IAEM.May 28-30 Australia and New Zealand Disaster and EM Conference,

“Earth: Fire and Rain,” Brisbane, Australia.May 29 Disaster Readiness Conference 2013, “Preparing for the

Unexpected IV: Learning from Response, Planning forRecovery, Wenatchee, WA.

June 3-6 FEMA 16th Annual Emergency Management HigherEducation Symposium, EMI, Emmitsburg, MD.

June 13-14 2013 Ontario Association of Emergency Managers AnnualMeeting, Mono, ON, Canada.

June 23-26 2013 World Conference on Disaster Management, “ThePower of Global Networking,” Toronto, ON, Canada,www.wcdm.org, 15% off a full conference pass forIAEM members, supported by IAEM.

June 23 WCDM Workshop: “Forbes-Kay Charrette: Can DiseaseActually Improve Resilience?” Toronto, ON, Canada,www.calamityprevention.com/training/FK-Charrette-2013-WCDM.html.

July 19-22 2013 NACo Annual Conference, Fort Worth, TX.Sept. 9-13 NEMA 2013 Annual EM Policy & Leadership Forum,

Anchorage, AK.Sept. 16-18 Beijing International Emergency Rescue Expo (ERE),

Beijing, China, supported by IAEM-Asia, which willhold its annual conference at ERE.

Oct. 25-30 IAEM 61st Annual Conference & EMEX 2013,“Emergency Management in a Changing World,” SilverLegacy Hotel and Reno Events Center, Reno, NV.

EM CalendarVisit www.iaem.com/calendar for details on these and other events.

IAEM StaffChief Executive OfficerElizabeth B. Armstrong, MAM, CAE703-538-1795, ext. 8armstrong@iaem.com

Deputy Executive DirectorEMEX Exhibit ManagerClay D. Tyeryar, MAM, CAE703-538-1795, ext. 7ctyeryar@iaem.com

Membership Manager/RegistrarSharon Kelly703-538-1795, ext. 1info@iaem.com

Communications ManagerScholarship Program DirectorDawn Shiley-Danzeisen703-538-1795, ext. 3shiley@iaem.com

Certification AdministratorKate Walker703-538-1795, ext. 6kwalker@iaem.com

Program ManagerJulie Husk703-538-1795, ext. 2jhusk@iaem.com

EMEX SalesSherry Meyers703-533-0251, ext. 1704smeyers@iaem.com

IAEM Bulletin EditorWebsite Content ManagerKaren Thompson703-499-0441thompson@iaem.com

IAEM-USA Policy AdvisorMartha Braddock

703-644-8557braddock@iaem.com

IAEM Headquarters201 Park Washington CourtFalls Church, VA 22046-4527Phone: 703-538-1795Fax: 703-241-5603info@iaem.com | www.iaem.com

The online edition of thisissue includes additionalmaterial, available for

members only at www.iaem.com.¢ New IAEM Member Listing.¢ “An Overview of Job Seek-

ing in the World of EM for Educa-tors and Their Students,” byClinton Anderson, EmergencyPreparedness Planner, Tri-CountyHealth Department, Denver, CO,and Elizabeth Russell, PublicAssistance Specialist, Austin, TX.

¢ “National Thought Leader-ship Group Develops Complex andMass Fatality Management PapersIncluding Key Prescriptives,” byCynthia Gavin and John Nesler,CEM, Batelle, Hampton, VA.

¢ “Resilient Regions: EM andRegional Integration,” by PeterSchalk, University of Victoria,Canada.

The IAEM Bulletin Online¢ “Organisational Resilience,”

by Tracy Hatton, Erica Seville,John Vargo, and SuzanneWilkinson, Resilient Organisations,New Zealand.

¢ “Profiling School Shooters:Research Challenges EstablishedStereotypes,” by Todd J. Jasper,Associate Director, HomelandSecurity and Emergency Manage-ment Division, MSA, Inc., andJason Geneau, Deputy Director forPlanning and Implementation,Disaster Management & Home-land Security Services Division,Tetra Tech, Inc.

¢ “Opting In or Opting Out:Enhancing the Effectiveness ofCollege Student EmergencyNotification Systems,” by BernardJ. McCarthy, Natalie Hanrion, AidaHass and David Claborn, MissouriState University.

¢ “Issues in Disaster Scienceand Management,” by TonySubbio, CEM, Emergency Man-agement Specialist, Tetra Tech,Inc., and Joseph E. Trainor, Ph.D.,Assistant Professor, University ofDelaware Disaster ResearchCenter.

24

May 2013 Online EditionIAEM Bulletin

IAEM Membership Benefits You: Join Today!¢ Access to the largest network

of top EM experts who can offersolutions, guidance and assistance.

¢ The CEM® program, the onlyinternationally recognized certifica-tion program for emergencymanagers, which can enhance yourcareer and salary as it raises andmaintains professional standards.

¢ Representation on federallevel working groups addressingvital issues, such as terrorismpreparedness, EM programstandards, communications, anddisaster assistance delivery.

¢ A unified voice at the federal,state and local levels to educatedecision makers about the impactof policies and legislation onemergency management services.

¢ The IAEM Bulletin, amonthly newsletter that is thedefinitive source for EM news andinformation.

¢ Conferences and workshopsto enhance networking and informmembers about legislative issues.The IAEM-USA Annual Confer-ence and EMEX Exhibit offersnetworking and information oncurrent EM issues. Learn more atwww.iaem.com/Conference.Council and regional conferencesgive members the chance toexchange information with col-leagues closer to home.

¢ WWW.IAEM.COM is theportal to the world of emergencymanagement, offering discussiongroups and a wealth of other

professional tools, including thepopular career center.

¢ Alliances with a network ofrelated associations and organiza-tions to further the profession andits members.

¢ Professional recognition ofindividuals through the IAEMAnnual Awards Competition.

¢ Scholarship opportunities andfunds for students enrolled in EMcourses of study.

¢ Professional developmentthrough in-person meetings,networking and training opportuni-ties.

¢ Discounts on certificationprogram fees, selected publica-tions, conference registration, andmore.

Visit IAEM at www.iaem.com

25

May 2013 Online EditionIAEM Bulletin

A Brief Overview of Job Seeking in the World of

Emergency Management for Educators and Their StudentsBy Clinton Anderson, Emergency Preparedness Planner, Tri-County Health Department,

Denver, Colo., and Elizabeth Russell, Public Assistance Specialist, Austin, Texas

As educators, one of thequestions we mostfrequently encounter is,

“What type of job can I get aftergetting this degree?” A similarvariation is, “What does it take tobe an emergency manager?” Aspractitioners, we know the answeris not necessarily that hard. How-ever, it can be tough to define in atangible, actionable manner.

As with any degree, the degreeitself does not mean that anindividual is ready to take on beingan emergency manager – merelythat an individual should have asolid understanding of the mechan-ics involved in the particular areain which the degree was earned.The acquiring of hands-on skills,after all, is exceptionally vital tosuccess and a component thatcannot be overlooked.

Additionally, while the value ofthis experience is vital to workingin emergency management, Forbesstates that 60% of college gradu-ates cannot find work in their field– over half of all graduates –diminishing the feeling of return forstudents who recognize that theirtime may be spent on an unfruitfuladventure.

In wanting to be able to provideclear, science-based requirementsto our students and in recognizingthat little reliable information wasavailable, we decided to explorethe issue by looking at whatemployers were seeking in pro-spective employees, nominallythrough the use of Internet jobwebsites. Over the course of threemonths, we scoured six differentInternet job websites on a daily

basis, specifically looking foremergency management jobs inour quest to create a picture of theideal entry-level candidate. Whatwe found was:

Characteristics of Ideal Entry-Level EM Job Candidates

This individual:

n has a bachelor’s in emer-gency management with a minor inbusiness-related fields, or vice-versa;

n has one or more years inemergency management with anemphasis in planning or policy;

n must be willing to move toacquire a position – particularly tothe East Coast;

n has experience with policiesand procedures;

n has the ability to writeprofessionally;

n is able to use computersindependently and well;

n is a relationship-builder andcoordinator;

n should value experience overcertifications; and

n should expect a salary of$40,000.

Applications to the Field

So what does this mean? Howcan we translate this into action-able material for students and jobseekers? While the study has itsown limitations and drawbacks, thefollowing can generally be derivedfrom its findings.

n For the Average JobSeeker: Generally speaking, aperson looking to find jobs in theemergency management field willbenefit from using job-postingaggregators, such as Indeed andSimplyHired, as well as those mostdirectly related to the field, particu-larly the IAEM Jobs Board.

Additionally, they may need torecognize the geographical limita-tions associated with these jobsearches. While many states mayhave had one or two openings perstate, a majority of jobs werelumped into seven locations:Washington D.C., New York,Texas, Florida, California, Mary-land, and Virginia. Seriousnessabout entrance into these jobs maythus require that job seekers bewilling to relocate, depending ontheir current location.

n For Students: Studentsshould branch out beyond book andcertificate-based learning. Whileeducation is certainly important,they should look for the opportunityto develop hands-on experience,not only in arenas that allow themto develop both subject-matterknowledge (such as that onplanning), but also those that allowthem to develop non-tangible skills,such as building relationships,making contacts, and developingwriting and communication skills.

n For Educators: Educatorsshould take an active role indeveloping a student’s understand-ing of the field of emergencymanagement as a whole, includingthe availability of jobs and thebuilding of successful resumes.Educators should also considerproviding students with localindustry connections and encour-age the development of untaughtbut necessary life skills throughtheir inclusion and execution ofcourse objectives.

Conclusion

While this study is simply aquick overview of jobs in emer-gency management, what theresults demonstrate is that emer-gency management is a field ofaggregates – rather than viewed as

(continued on page 28)

Editor’s Note: A longer version ofthis article, with more details of theauthors’ research findings isavailable online as a special PDFsupplement to this issue in theIAEM Bulletin Archives.

26

May 2013 Online EditionIAEM Bulletin

National Thought Leadership Group Develops Complex and

Mass Fatality Management Papers, Including Key PrescriptivesBy Cynthia S. Gavin and John Nesler, CEM, Batelle, Hampton, Virginia

“For this field (CMFM) to getrecognized, there must be a morescientific methodology developedand articles published, so that senior leaders may begin torecognize this is a serious disasterresponse field and, if not handledwell, will have a severe negativeimpact.”

– Cynthia S. Gavin, New YorkCity International Conferencefor Mass Fatality Management,Apr. 26, 2012

The importance of fatalitymanagement is painfullyconspicuous when it fails.

Recent history is replete withevents in which a lack of effectivefatality management resulted insignificant negative ramificationsfor the public and for the local,state and federal respondingentities. Lieutenant General RusselL. Honoré identified this responseflaw during Hurricane Katrina,stating: “The people of Americawill not settle to see fellow Ameri-cans going to waste on the street.(Thus,) we must take the missionof mortuary affairs right behindsaving lives, (and) its executionmust be implemented concur-rently.”

However, the complexity ofmass fatality management permitsno easy solutions. It confoundseven experienced disaster re-sponse planners, nationally andinternationally. Its complexityarises from the multitude of factorsthat combine to influence theoutcome. These factors includepublic expectations, perceptions,and the extent to which respondingagencies are capable of organizinga safe, respectful and timelyresponse. Most entities are grosslyunprepared to deal with theenormous number of agenciesrequired to manage a mass fatalityincident (MFI) successfully. Theoverwhelming impact of an MFI

illustrates the need to apply a morescientific approach to complex andmass fatality management(CMFM) preparedness planning,training and exercises.

Applying Scientific Methodto Gaps in CMFM

Battelle Memorial Institute hastaken a first step in applying thescientific method to the significantgaps in CMFM by initiating anambitious thought leadership effort.Battelle brought together a selectgroup of distinguished fatalitymanagement experts to identifyand explore concepts that mayinfluence how entities view andmanage mass fatality incidentsthrough an applied and integratedscience perspective. The membersof this Mass Fatality Management(MFM) Thought Leadership Groupare: Cynthia Gavin; Lee Green;Ray Collazo; Frank DePaolo; SueAnn Derkach; Eric Emery; DonKautz, Ph.D.; Elias Kontanis,Ph.D.; Mike Luke; CameronRitchie, Ph.D.; Rocky Shaw; PaulSledzik; Kenneth Tabor; CindyTaylor; Lisa Valentine; JannineWilmoth; and John Nesler, CEM.

The MFM Thought LeadershipGroup developed four perspectivepapers on CMFM through a seriesof nine facilitated teleconferencecalls. These papers focus less onproviding solutions and more onidentifying how science should beapplied deliberately and empiricallyto the study of CMFM to ensurethat emergency managementdecisions are evidence based.These papers contain key prescrip-tives and insights on their respec-tive topics.

The intent of these papers wasto transcend current thought onCMFM issues in order to identifynew ways of thinking, approaching,and depicting the topic and associ-ated issues. Each thought leader- (continued on page 27)

ship paper identifies how sciencecan be used to study CMFMdeliberately and empirically, toprovide emergency managers witha foundation for evidence-basedpractice, rather than dependenceon anecdotal experience.  

The following four papers weredeveloped:

n Complex Mass FatalityManagement (CMFM) ThoughtLeadership Position Paper: “TheField of Fatality ManagementRequires Its Own EmergencySupport Function (ESF) within theNational Response Framework(NRF).”

n MFM Thought LeadershipPosition Paper: “Disasters Need tobe Characterized in MFM Termsto Provide a Basis of Understand-ing During the Event and uponScientific Investigation Post-event.”

n Thought Leadership KeyPrescriptive: “The United StatesMust be Prepared to SafelyManage CBRN ContaminatedDecedents.”

n MFM Thought LeadershipPosition: “Fatality ManagementMust be Redefined Appropriatelywith the Intent of Becoming aScientific Field Housed withinAcademia.”

Upon development of the finaldrafts of the papers, a two-dayCMFM Thought LeadershipSymposium was held Oct. 18-19,2012, at Battelle’s corporateheadquarters in Columbus, Ohio.The symposium served as a forumto conduct an open participativereview of the papers and theirconcepts.

A key revelation emerging fromthe ensuing discussion was that thefield of CMFM was not adequatelydefined. To anchor the discussion,the authors focused on describingCMFM using 14 major componentslisted below:

27

May 2013 Online EditionIAEM Bulletin

n MFI site characterization.n Near-, mid- and long-term

family management.n Decedent investigative

recovery.n Creation of a decedent

manifest.n Tracking of all ante- and

postmortem data.n MFM personnel health and

safety.n MFM communication and

messaging.n Decedent transportation.n Expansion of morgue opera-

tions.n Death certificate manage-

mentn Management of CBRNE-

contaminated human remains.n Short-, mid- and long-term

temporary storage and interment.n Final disposition community

liaison.n Staff care and staff family

assistance.Each paper presented back-

ground on the subject, discussionof critical issues, and a key pre-scriptive for addressing the chal-lenges. The following paragraphsdescribe the key prescriptives fromof each of the four thought leader-ship papers. The full text of thepapers can be found as specialPDF supplements to this issue inthe IAEM Bulletin Archives. EachPDF is linked separately below tothe title of each paper.

n Thought Leadership KeyPrescriptive: The Field of FatalityManagement Requires Its OwnEmergency Support Function(ESF) within the National Re-sponse Framework (NRF)

Fatality management is currentlyan element of ESF #8, along withthe all of the major medicalresponse functions. This alignmentof medical and fatality manage-ment under one ESF creates anorganizational construct that

inadvertently subjugates thepreparedness and operationalreadiness required to executeCMFM successfully. A case canbe made that, by including so manycritical functions within ESF #8,the NRF may have created an ESFthat is so complex that all of thefunctions cannot be effectivelyaccomplished – in essence, ESF #8is “too big to succeed.”

The expansiveness of ESF #8,combined with the competingmissions of life-saving and dece-dent management, has given rise toa myriad of gaps with regard to thescope of the services, manage-ment, knowledge/experiencerequirements, messaging, andpreparedness at all levels ofgovernment. The aggregate ofthese challenges and the problem-atic organizational constructspeaks to the need for an ESFchange. Fatality managementneeds a separate ESF to eliminatethe potentially false decision pointof “medical over MFM” thatoriginates from a faulty organiza-tional design. In this way, caringfor the deceased in a dignifiedmanner would no longer be subjectto compromise.

A separate ESF for a specificfunctional field or activity is notwithout precedent. ESF #9 –Search and Rescue offers aworking model that has applicablebenefits for CMFM as its ownESF. Search and Rescue has nocompeting mission or confusionregarding its federal coordinationrequirements. The supportingentities are able to fulfill theirfunction of supporting the needs ofthe single mission identified withoutcomplication.

A fatality management ESFwould enable all levels of govern-ment to organize, coordinate, andfocus on the complex activitiesassociated with this disasterfunctional response area. Aseparate ESF would address gapsacross the spectrum, from pro-cesses to expertise. Fatalitymanagement as a separate ESF, byits very title, would establish new

language that addresses the scopeand identifies the requirements thatall levels of government mustmanage when executing CMFM.

n MFM Thought LeadershipPosition Paper: Disasters Need tobe Characterized in MFM Termsto Provide a Basis of Understand-ing During the Event and UponScientific Investigation Post-event.

The characterization of MFIsrequires advanced development, sothat in addition to describing thebreadth and scope of an incident inCMFM terms, it also links tooperational needs, public messag-ing needs, and scientific analysis.MFI characterization must belinked to the overarching disasterassessment conducted within thecontext of the incident manage-ment system (ICS) so that allentities are able to recognize thatthe incident is not over when allliving casualties have been re-moved from the disaster site.

MFI characterization must befounded upon specified elements:

¿ Resource identification.¿ Safety needs.¿ Need for conducting specificplanning.¿ Involvement of externalentities.In essence, characterizing

disasters in MFI terms requiresknowledge and the ability to applyand integrate key findings todevelop an operational manage-ment structure that effectivelyachieves the mission objectivesassociated with MFM.

n Thought Leadership KeyPrescriptive: The United StatesMust be Prepared to SafelyManage CBRN-ContaminatedDecedents

To ensure that the nation has thecapability to manage CBRN-contaminated decedents safely, adeliberate program dedicated tocross-leveling both the materieland non-materiel aspects of thistechnical area must be established.No longer will an ad hoc approachsuffice. The level of technicaldetail, scientific understanding, and

(continued on page 28)

National Thought

Leadership Group(continued from page 26)

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programmatic tasks demands adedicated program, with a compre-hensive approach backed byappropriate senior leadership tocross functional lanes and developconsensus. In addition, a harmoni-ous balance must be developedbetween a materiel developmentrequirement and a deliberateacquisition process that accountsfor the rapid cyclic changes intechnologies and materials occur-ring every two to four years, whichrequire new materials to beretested and applied. Such aprogram must also take intoaccount the missions with whichthe Department of Defence(DoD), federal government, andlocal and state ME/Cs are tasked.

Of paramount concern is theconduct of scientific studies thatwill:

¿ Identify postmortem bio agentpersistency for specific sce-narios that mimic storageconditions and stages of decom-position.¿ Identify postmortem chemicalagent persistency for specificscenarios under various storageconditions and at differentstages of decomposition.¿ Test performance-orientedpackaging for use with radiologi-cally and biologically contami-nated decedents or theirsimulants.¿ Develop scientific methodolo-gies that allow studies to be

conducted, leveraging existingmethods that answer keyoperational concerns.A comprehensive national level

program is essential to nationalpreparedness in this area. Thisentails civilian entities either joiningexisting DoD programs or estab-lishing a new national programcommitted to addressing themission needs of all entities.Local, state, federal and academicprograms can no longer afford toleave this issue for the DoD tosolve alone.

n MFM Thought LeadershipPosition: Fatality ManagementMust be Redefined Appropriatelywith the Intent of Becoming aScientific Field Housed withinAcademia

One way to address this chal-lenging gap is to appropriatelydefine fatality management (FM)as a science – namely, “FatalityManagement, an Applied andIntegrated Science.”

Housed appropriately withinacademia, a grassroots changecould galvanize a synthesis of thescientific and non-scientificaspects of this field that requiredeliberate study. The goal must beto study the intricacies of the totalfield to avoid the myopic view/orientation that FM comprises onlyone or two components. A newname and defined scope opens thedoor for viewing the field withgreater comprehension, as well asdemonstrating the inter-relation-ships between forensic and non-forensic components.

The basis for establishing thiskey prescriptive is found in thehistory of emergency management

a discipline – in which a myriad ofskill sets and fields of studyconverge to meet the public’sever-growing need for safety fromall hazards, either natural or man-made. Additionally, it demonstratesa need for emphasis on non-response-oriented experience, inwhich the field acknowledges theneed for dynamic policy, planning,and other managerial experienceover specified training and certifi-cations. In this way, emergencymanagement educators andemergency management studentsbridge the gap between studentqualifications and occupationalexpectations.

Job Seeking in the

World of EM(continued from page 25)

National Thought

Leadership Group(continued from page 27)

(EM) in the United States. In 1993,only a few academic programs inthe nation considered disastermanagement an academic topic ofinterest; yet today, universitiesoffer baccalaureate, master’s anddoctoral programs in this field.Moreover, the field of emergencymanagement, once fragmented, isnow professionalized, requiring keypersonnel to obtain certification,such as the Certified EmergencyManager (CEM®) credential.

Conclusion

Of additional interest is theobservation that the field ofemergency management is stilldefining itself. In this respect,fatality management is not muchdifferent than emergency manage-ment, except that academia has yetto amalgamate fatality manage-ment into a cohesive, comprehen-sive body of knowledge. Fatalitymanagement must deliberatelymove away from anecdotalreasoning and toward moreevidence-based quantitative andqualitative scientific analysis that isstrongly connected to operationalmanagement.

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Emergency Management & Homeland Security Expo

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May 2013 Online EditionIAEM Bulletin

Resilient Regions: EM and Regional IntegrationBy Peter Schalk, University of Victoria, Toronto, ON, Canada

Emergency managementhas long predicatedpolicies on the basis of

administrative/jurisdictional bordersand intergovernmental cooperation.In Canada, for instance, thedelegated and different spheres ofauthority over aspects of emer-gency management are based onthe borders of different orders ofgovernment: municipal, provincialand federal.

While this is an attractivemethod of arranging emergencymanagement policy, it disregardsthe fact that disasters know noboundaries. Disasters can impactareas affecting multiple jurisdic-tional borders within a nation ormultiple nations. The impact ofhurricanes in the Americas, forexample, can affect nationsanywhere between CentralAmerican and the Caribbean as farnorth as Canada.

Cooperation Between Nations

In response to this growingawareness of the impacts ofdisasters potentially affectingmultiple nations, regional organiza-tions – representing political andeconomic unions or facilitatingcooperation between nations –have incorporated emergencymanagement policy or programswithin their purview.

n The European Union, whicharguably represents the mostextensive example of regionalintegration, has undertaken anumber of initiatives through theCommunity Mechanism for CivilProtection (CMCP). Since itsfounding in 2001, the CMCP hasfacilitated a number of activitiesrelated to emergency management,including increased monitoring forseismological activity in theMediterranean; funding for mitiga-tion, prevention, preparedness orresponse activities and exercises;and the creation of a single organi-zation to coordinate assistance fora disaster, known as the Monitor-

ing Information Centre. While theEuropean Union sets the bench-mark for regional integration,including the development ofEuropean emergency managementpolicies and programs, otherregional organizations have alsomoved towards similar policiesand/or programs.

n The Organization of Ameri-can States, the largest politicalunion representing all 35 indepen-dent states of North and SouthAmerica, has moved away from itsfounding and focus on regionalsecurity to facilitate opportunitiesfor regional integration.

n In relation to emergencymanagement, the Inter-AmericanCommittee on Natural DisasterReduction and the Inter-Ameri-can Network for DisasterMitigation have created forumsfor regional cooperation andresponse to disasters.

n Likewise, the African Union(AU), representing 54 Africannations, continues to move towardsimplementing the African RegionalStrategy and Programme of Actionfor Disaster Risk Reductionadopted at the Second MinisterialConference on Disaster RiskReduction, held in Nairobi in 2010.This strategy seeks to strengthenemergency management practicesamong AU member states.

The efforts of the EuropeanUnion, Organization of AmericanStates and African Union areexamples of a growing trendtowards regional integration.

Regional Integration Benefits

Regional integration has cer-tainly reaped benefits for memberstates, including economic growth,ease of mobility, cultural andeducational opportunities for youth,and the pooling of resources to(potentially) better deliver pro-grams and services. Yet as re-gional integration deepens, there isthe constant competing of nationalinterests and the tension of enact-

ing policies, programs or servicesin member states with differentdegrees of wealth and develop-ment. Other disciplines, such ashistory and political science, haveincreasingly incorporated a re-gional lens, whether European orAfrican, to better understand howregional integration has improved,altered or impacted certain activi-ties of interest. Presently, researchin this area has largely revolvedaround emergency managementactivities in the European Union.However, the field of emergencymanagement should furtherresearch the impact of regionalintegration on activities in otherorganizations, including furtherresearch in the European Union.

Questions of Interest

Undertaking research to studythe impact, if any, of emergencymanagement and regional integra-tion presents an opportunity toanswer the following questions ofinterest:

n What is the political appetiteto create or adopt regionally-basedemergency management policies?How does this appetite differ inparts of the world?

n What are the impacts orbenefits (if any) of incorporatingemergency management policy inregional organizations? Whatchallenges in emergency manage-ment activities result from regionalintegration?

n Does regional integrationresult in standardization of emer-gency management practices?Should this be a desired outcomeof regional integration, or arenation-states best suited to managesuch policy?

n How effective is regionalemergency management policy inaddressing the differences be-tween wealthy and poor memberstates within a regional organiza-tion? What benefits are reaped bywealthy and poor member states?

(continued on page 34)

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May 2013 Online EditionIAEM Bulletin

Since 2004, the ResilientOrganisations researchprogram in New Zealand

has been researching what makesorganisations able to survive acrisis and thrive in a world ofuncertainty. In an increasinglyvolatile and uncertain world, one ofthe greatest assets an organisationcan have is the agility to surviveunexpected crisis and to findopportunity to thrive in the face ofpotentially terminal events. Moreresilient organisations lead to moreresilient communities and providethe honed human capital to addresssome of our most intractablesocietal challenges.

Organisational Resilienceconsists of three interdependentattributes that build Business asUsual (BAU) effectiveness as wellas robust and agile response andrecovery from crises. Eachattribute has a number of contrib-uting indicators. See Figure 1.

Resilient Organisations is amulti-disciplinary collaborationbetween top New Zealand univer-sities and is funded by the NaturalHazards platform. Activities andoutputs of the group includeinforming and focusing debate inareas such as civil defence emer-gency management, post-disasterrecovery, and the resilience of

critical infrastructure sectors, inaddition to core activities in relationto organisation resilience capabilitybuilding and benchmarking.

Resilient Organisations providea number of practical tools fororganisations, such as abenchmarking tool and ShutHappens guide. The resiliencebenchmarking tool allows anyorganisation to review and takesuggested steps to improve theirresilience, and the short 15-pagebooklet, Shut Happens, presentsconcise, action-orientated adviceapplicable to businesses with lessthan 20 employees.

Current Projects

Current projects underway byResilient Organisations’ research-ers include:

n Organisations facing crisis.There is much we can learn fromorganisations that have facedcrises, and either failed, survivedor thrived in their aftermath. TheChristchurch earthquake sequenceoccurring in 2010-11 providesmuch opportunity to explore theimpacts of and recovery trajecto-ries of organisations facing crisis.Current projects focus on: therecovery of organisations withincentral business districts (CBD)affected by the earthquake; how

organisations in Canterbury areutilising collaborative approachesto support their recovery; theeffects external aid has uponsmall- to medium-sized enterprises’resilience in both rural and urbansettings in New Zealand; and howa systems approach can be used toinvestigate the key elements ofrecovery and resilience fororganisations and industry sectorsin the Canterbury region.

n Reconstruction followingdisaster. Ongoing researchfocuses on the capability andcapacity of the construction sectorto rise to the challenge of a majorreconstruction effort, including thekey issues of resourcing, produc-tivity, procurement and gover-nance. A recent report considersthe problems and complexities oftemporary housing requirementsand the potential solutions based oninternational experiences. Currentresearch underway uses systemthinking and a computer-basedsimulation to establish a resourcemanagement model for theChristchurch rebuild.

n Economics of resilientinfrastructure. Resilient Organi-sations is one of the team membersinvolved in developing a new toolthat will enable: (1) quantificationof the economic implications ofvulnerabilities to infrastructurefailure from both natural hazardsand infrastructure-only events; and(2) exploration of alternative post-disaster recovery strategies. Thismulti-year project will produce ahigh-resolution assessment acrossspace and through time of theeconomic consequences of infra-structure failure, business responseand recovery options.

n Resilience of organisa-tions. A recent project bench-marked the resilience of fiveAustralian water companies,identifying both their strengths andopportunities to improve their

Organisational ResilienceBy Tracy Hatton, Erica Seville, John Vargo, and Suzanne Wilkinson, Resilient Organisations, New Zealand

(continued on page 34)

Figure 1.

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May 2013 Online EditionIAEM Bulletin

For those of us in theemergency managementand public safety fields, it is

easy to put together a mentalimage of a school shooter. Most ofus have been riveted to newscoverage following mass shootings,and have seen enough televisionand movies that we could easilyput together a list of telltale signsfor a school shooter. We naturallyassume that the profile of an activeshooter is a male. But what othercharacteristics indicate a potentialschool shooter?

We assume that he has failinggrades and poor academic perfor-mance. We give credence tointerviews describing him as a“loner” with no friends. We alsoassume the shooter had a historyof mental illness. How else couldhe be capable of such atrocities?

We commonly dwell on theparents and families of the schoolshooter and consider what type ofenvironment could have produceda school shooter. Obviously, schoolshooters must come from brokenfamilies with absentee or abusiveparents, don’t they? 

Furthermore, what makes ashooter act? Why today instead ofyesterday? Why not tomorrow?We assume that school shootersjust snap. If there was any fore-warning, wouldn’t someone havenoticed? Surely parents, family orteachers would have noticedsomething and prevented him fromcarrying out his plot. Logically, weassume that the only way a schoolshooter could possibly plan hisattack would be if he carried outhis planning in secret. 

All of these assumptions formwhat most of us have developed asthe profile or stereotype of anactive shooter in schools. But howaccurate are our assumptions?How close to the mark have wegotten, and are we looking for the

Profiling School Shooters: Research

Challenges Established StereotypesBy Todd J. Jasper, Associate Director, Homeland Security and Emergency Management Division,

MSA, Inc., and Jason Geneau, Deputy Director for Planning and Implementation,Disaster Management & Homeland Security Services Division, Tetra Tech, Inc.

wrong indicators? Shockingly,research by the U.S. SecretService and the U.S. Departmentof Education contradicts themajority of the aforementionedassumptions.

Astonishing ConclusionsRefute Stereotypes

The U.S. Secret Service, whichresearched all incidents of schoolshootings between 1974 and 2000,reached some astonishing conclu-sions.

n For example, most schoolshooters have good grades.Research shows that only about5% of school shooters receivefailing grades. That means the vastmajority of school shooters do wellin school.

n Many news reports followinga school shooting label the shooteras a loner who had no friends, butmost of the interviews focus onpeople or other students whoadmittedly had little social interac-tion with the shooter. After theshooting at Columbine High School,news media explained that theshooters were loners – eventhough both shooters were verysocial, having a core group offriends and dates for prom.

The study by the Secret Servicechallenged the “loner” stereotype.Only one-third of school shooterscould be identified as a “loner.”This means that two out of threeschool shooters appear to have andmaintain typical social interactions.

n Additionally, less than 20% ofschool shooters have been diag-nosed with a mental health orbehavior disorder prior to theshooting. This statistic is one of themost troubling. Especially with thedark stigma surrounding mentalillness, most of us assume schoolshooters have been problematicstudents with a history of mentalillness.

(continued on page 34)

According to research by theCouncil of School Attorneys afterthe shooting in Columbine, Colo-rado, “...approximately 18% ofchildren and adolescents have amental health disorder, and...approximately 5% are severelyemotionally disturbed. The oddsare, therefore, that every class-room in every school has at leastone student with a mental healthdisorder.”

Given that the number of schoolshootings is far less than thenumber of students diagnosed withmental health issues and mostschool shooters are not diagnosedwith an illness or disorder at thetime of the attack, is the diagnosisof mental health issues an accurateindicator for predisposition as aschool shooter? Conversely, andmore importantly, does the absenceof a diagnosed mental healthdisorder in an individual trulycontraindicate the predilection forinitiating a school shooting?

n Although much blame isassociated with “broken” ordysfunctional families, the U.S.Secret Service discovered thatmost school shooters come fromtwo-parent families.

n Perhaps most shocking,however, is the conclusion thatschool shooters do not simply“snap.” As the report concludes,93% of school shooters plannedtheir attacks. Even more shockingis that the vast majority of schoolshooters shared their plans withothers prior to the attack. In morethan 80% of school shootings, theattacker told at least one person.In close to 60% of schoolshootings, the attacker told morethan one person! At one schoolshooting, at least 24 students knewabout the attack before it oc-curred. Most important, however,

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Emergency notification is a critical issuefor emergency managers in highereducation. Federal law (the Higher

Education Opportunity Act, also known as theClery Act) requires that higher educationinstitutions design and implement effectivenotification and timely warning systems for allpost-secondary institutions receiving federalfunds. Under the Clery Act, colleges anduniversities must issue timely warnings aboutany crimes that pose a serious or ongoing threatto students and employees. The act also directsthat institutions provide timely warnings in a waythat is likely to reach all members of the campuscommunity. Another section of the Clery Actdirects institutions that they are responsible forinforming the campus community about a“significant emergency or dangerous situationinvolving an immediate threat to the health orsafety of students or employees occurring on thecampus.”

As Sullivan (2012) and others have found,universities and colleges employ multiple meth-ods of emergency notification on campusesthroughout the nation. The use of social mediafor alerts sent directly by e-mail and text mes-saging is proving to be one of the most popularand economical ways of crisis communication.However, one issue confronting emergencymanagers in higher education is whether thealerts are effectively reaching members of theuniversity community. Reports are suggestingmany students are opting out of the emergencynotification loop that use telephone, e-mail ortext SMS alerts systems. This study investigatesthe reasons why college students voluntary electnot to receive alert messages/warnings.

The Research

As part of a larger study on emergency notificationconducted at a large public university, a survey instru-ment was sent to all students enrolled at the universityto determine their preferences in emergency notifica-tion. A surprising number indicated they did not knowhow to enroll. With the results in mind, the researcherscontacted the communications office at the universityto see if statistics were available regarding the numberof campus subscribers to the service. To our surprise,we found out that 14, 472 members of the universitycommunity were signed up for the alerts. This was outof a student population of 20,472, plus another 4,000staff and faculty. The results indicate that approxi-mately 60% of the university community received

Opting in or Opting Out: Enhancing the Effectiveness

of College Student Emergency Notification SystemsBy Bernard J. McCarthy, Natalie Hanrion, Aida Hass and David Claborn, Missouri State University

(continued on page 34)

emergency notifications, but approximately 40% didnot. In surveying the student population, we found that56% of the respondents reported that they receivedemergency texts, 34% said they were not signed up,and 10% were unsure.

This research identifies a major weakness inemergency notification systems using social media. Itwas assumed that use of social media was an effec-tive way to reach students in the event of an emer-gency. However, a fairly large number of students didnot subscribe to the service. Table 1 summarizesstudent responses. Of those students who reportedthat they were not signed up to receive the emergencynotification text message, the reasons given are shownin Table 2.

Table 2. Of those students who reported that they werenot signed up to receive the emergency notificationtext message, the following reasons were provided.

Response Traditional Non-Traditionalstudent N=1243 student N=615

Did not know it existed 7.6% 11.2%

Did not know how to sign up 8.1% 2.8%

Get charged for texts 3.3% 6.3%

Just have not done it 4.9% 2.3%

Spam/annoying/too many 0.9% 1.5%

New/transfer student 1.8% 0.2%

Other 5.2% 10.2%

Table 1. Percent of students signed up for emergencytext message service.

Response Traditional Non-traditionalstudent N=1233 student N=596

Yes Percent 57.3% 50.8%

Count 706 303

No Percent 33.8% 37.2% Count 417 222

Unsure Percent 8.9% 11.9% Count 110 71

Chi-square: 7.987 Degrees of Freedom: 2 P-value: 0.018

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For a long time, the emer-gency managementcommunity has complained

about the gap between practitio-ners and scientists who focus ondisasters. The Federal EmergencyManagement Agency (FEMA),through the Higher EducationProgram, has contracted with theUniversity of Delaware’s DisasterResearch Center (DRC) todevelop an open-access, digitaltextbook focused on narrowing thisdivide.

This textbook will focus on a setof contemporary issues in emer-gency management:

n Relationships among local,state and federal agencies.

n Volunteers and nonprofitagencies.

n Private sector integration.n Persons with access and

functional needs.n Public health and emergency

management.n Planning and improvisation.n The National Incident Man-

agement System (NIMS).n Long-term recovery.n After-action reporting.n Social media.n The evolution of emergency

management.n Neglected issues.Contributors were recruited

through an open call process,targeting both practitioners andacademics. Solicitations wereissued through e-mail forums,disaster research publications,postings on the DRC’s website anddirect contact with known experts.More than 100 individuals ex-pressed an interest in contributing.

Organization and Content

For each issue, representativesfrom academia and emergencymanagement practitioners workedto describe what we “know” abouteach issue. Each chapter of thebook will have three sections. The

Issues in Disaster Science and ManagementBy Tony Subbio, CEM, Emergency Management Specialist, Tetra Tech, Inc., and

Joseph E. Trainor, Ph.D., Assistant Professor, University of Delaware Disaster Research Center

first section will be authored by apractitioner who describes thestate of practice related to theparticular topic. Among otherissues, these sections will address:

n the conventions in practiceassociated with the topic;

n important federal policies and/or industry standards related to thetopic;

n impressions of the patternsand variations across the countryrelated to the issue;

n trends and future directions;and

n what outstanding questionsexist about the issue that researchmight be able to help explain.

The second section will bedrafted by an academic contributor,who similarly will provide a writtensummary of the existing body ofresearch on the topic, with specialattention to summarizing the bodyin plain language. These sectionswill include:

n a primer on the major andminor theoretical approaches;

n a review of empirical re-search findings;

n discussion of patterns andvariations in conclusions;

n trends and directions in thescience related to that issue; and

n recommendations for integrat-ing findings into practice.

From our perspective, the mostimportant part of each chapter willbe the third section, called “Bridg-ing the Divide.” In this section, theacademic and practitioner con-tributors will work together tomake sense of their ideas andidentify next steps in addressingthe issue. These steps may includenecessary changes to laws,regulations or policy; changingplanning assumptions; and identify-ing research questions to beanswered.

In addition to the substantivechapters, the editors also plan towrite a conclusion chapter focusedon the nature of the academic/

practitioner divide in emergencymanagement. This conclusion willdraw on the editors’ own experi-ences, and on the insights gainedas observers of numerous ex-changes between the academic/practitioner teams. It is our hopethat these insights might help us tobetter appreciate the strengths andweaknesses of each other’sinsights and knowledge.

Editorial and Peer Review

When complete, this text will beof the highest quality and will meetboth practical and academicstandards for quality. To helpensure this, each chapter is beingreviewed not only by the editorialteam, but also by external peerreviewers – one academic and onepractitioner. To help introduce theideas and to facilitate their use inclassrooms, contributors are alsoproducing a set of basicPowerPoint slides.

Online Distribution

As this book is being producedthrough the FEMA Higher Educa-tion Program, it will be availableelectronically, for free, on theFEMA Higher Education Programwebsite. Individual chapters willbegin to be posted there thissummer as they are completed,and the fully edited and formattedversion should be available shortlythereafter.

This project will not solve theproblem of fully integratingacademia into the state of practiceof emergency management or viceversa. However, by opening thedialogue between academia andpractitioners on a range of issues,it will help us all take a strong stepin the right direction towardsimproving emergency managementin the United States.

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Opting In or

Opting Out(continued from page 32)

(continued from page 30)

Organizational Resilience

ability to adapt to future extremeclimatic events. New Zealandinfrastructure organisations arecurrently being studied as part of amulti-year project that aims toimprove their resilience, so thatthey can provide greater securityof services, with the best possibleinitial emergency responses andlonger-term recovery and restora-tion. Development of the bench-mark resilience tool is ongoing,with an online version to bereleased soon.

Conclusion

We live in an increasinglycomplex world dealing with abroad spectrum of crises arisingfrom both natural and man-madecauses. Resilient organisations arethose that are able to survive andthrive in this world of uncertainty.

For further information, visit ourwebsite at www.resorgs.org.nz.

is the statistic that more than 90%of school shooters exhibit warningsigns prior to the shooting thateither go ignored or underreported.While the stereotype seems to tellus that school shooters prepare fortheir attacks in secret, the factssupport the conclusion that school

Profiling School

Shooters(continued from page 31)

shooters share their plans andintent with others.

In essence, school shooters donot cleanly fit the stereotype manyof us have developed for them.Based on their horrific actions, weassume that school shooters mustseverely differ from other stu-dents. In many ways, it is actuallypossible that our collective stereo-type of a school shooter mayactually work against us.

If we assume that schoolshooters are academic failureswho plan in secret, have fewfriends, and come from brokenhomes, we are relying upon aflawed set of indicators. Unfortu-nately, even when other warningsigns are evident, are we less likelyto act or report those fears be-cause the individual may fail tomeet our perception of a schoolshooter? Surely they are justkidding, going through a phase, oracting out, aren’t they?

Conclusion

As emergency management andpublic safety professionals, it ismore important than ever to bewell-trained in identifying theactual characteristics of a schoolshooter, rather than relying onunfounded assumptions, stereo-types and Hollywood portrayals.While the data supplied by theSecret Service is informative,perhaps its biggest value is openingour eyes to the fact that schoolshooters defy traditional depictionsand some of our own deeply heldassumptions.

It is not enough to simply befamiliar with the warning signs of aschool shooter. We also must usethis research to expand oursensitivities and awareness ofpotential school shooters to alterand improve the culture of pre-paredness in relation to society’smost defenseless members: ourschoolchildren.

In examining this survey, it isapparent that the process ofenrolling subscribers to the serviceneeds to be reconsidered. Themodel used by this university, aswell as many others across thecountry, was to have students,faculty and staff voluntarily enrollfor the service. But this studyfound that a number of studentswere not aware of the service(ranging from 7.6% for studentsunder 25 defined as traditionalstudents to 11.2% for nontradi-tional students defined as over 25).It is apparent that during theregistration process the studentsare not effectively receiving themessage or the instructions forsigning up for the service. Ourresearch found approximately 15%of the sample either did not know itexisted or did not know how tosign up.

Opting In or Out

The implications of this researchare fairly direct for emergencymanagers in higher education.

n First, continue to use multiplemethods of emergency notification,since users have different prefer-ences.

n Second, if the goal is tomaximize enrollment and thepotential reach of emergencyalerts, consider changing themethod of enrolling subscribersfrom voluntary enrollment toautomatic enrollment, with aprovision for subscribers to opt outof the service if they so desire.

References

n The Higher EducationOpportunity Act of 2008 or HEOA(Public Law 110-315).

n Dennis K. Sullivan. 2011Higher Education EmergencyManagement Survey. University ofLouisville. 2012.

Further research within the fieldof emergency management iswarranted to understand thecomplexities and impacts ofincorporating emergency manage-ment policies and services inregional integration efforts.

(continued from page 29)

Resilient Regions

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(continued on page 36)

New Members: Mar. 16-Apr. 15, 2013

Please join us in welcoming

these new IAEM members.

IAEM-ASIA COUNCIL

Saleem Raza MirzaKuala Lumpur, Malaysia

IAEM-CANADA COUNCIL

Amy Leta-Marie BryantBrighton, ON

Ian FossSidney, BC

Nicholas P.T. HamiltonKanata, ON

Thomas W. JamesLangley, BC

Kevin KeenHamilton, ON

Sgt Aziz KhademAirdrie, AB

Bruce LapointeVercheres, QC

Jennifer L. MasiakBrampton, ON

Tosha RichterSharon, ON

Jennifer RobitailleOttawa, ON

Amber L. RushtonStoney Creek, ON

William VanRyswyk, CPPOttawa, ON

Ryan T. WainwrightPemberton, BC

IAEM INTERNATIONALCOUNCIL

Dr. Walid OthmanAbougalalaDoha, Qatara

IAEM-OCEANIA COUN-CIL

Pauline P. ParsonsAuckland, New Zealand

Dr. David M. PoveyDarling Heights,Toowoomba, Australia

Susan SchafersEast Perth, Australia

IAEM-USA COUNCIL

IAEM-USA Region 1

Peter L. BerthiaumeNew London, NH

Raymond J. LeBlanc,CHEPExeter, NH

James A. RawleyProvidence, RI

Kevin O. ShanleyBoston, MA

IAEM-USA Region 3

Anthony AlexiouGaithersburg, MD

Thomas H. BerryWaynesboro, VA

Michael BrandtPhiladelphia, PA

Darrin M. FlickStafford, VA

Reginald JonesFairfax, VA

CDR Kevin LynnArlington, VA

Douglas K. McDanielFrederick, MD

Gene MellinColumbia, MD

James MetzgerPhiladelphia, PA

Christopher R. MurphyAlexandria, VA

Capt James L. OliverSeverna Park, MD

Dennis O'ReillyWoodbridge, VA

Peter L. SmithGettysburg, PA

Jeffrey R. StineMartinsburg, WV

IAEM-USA Region 4

John M. BrownBlythewood, SC

Oz HillAtlanta, GA

Mark H. McCain, MEPSt. Helena Island, SC

Thomas F. RankinDallas, NC

MAJ Steve TrislerOrlando, FL

Ted R. Williams Jr.Tampa, FL

Adam WilliamsWalhalla, SC

IAEM-USA Region 5

Michael FaragherWest Bend, WI

Miriam I. Miller, MPHChicago, IL

Suzanne M. SwabHastings, MI

IAEM-USA Region 6

Jeanne E. DevlinAustin, TX

Brad HarrelsonMesquite, TX

Gregory M. LeeRio Rancho, NM

Carol L. ManousosHouston, TX

Todd A. SmithHouston, TX

IAEM-USA Region 7

John MoyerTopeka, KS

Dianna L. SmithKansas City, MO

William S. SteadmanWebster Groves, MO

IAEM-USA Region 8

Dr. Misti KillFargo, ND

Mark Wilson, AEMDenver, CO

36

May 2013 Online EditionIAEM Bulletin

New Members(continued from page 35)

IAEM-USA StudentRegion

Warren J. AdairGoose Creek, SC

Jeffery A. AndersonElkridge, MD

MSG Luis Arroyo Jr.Piscataway, NJ

Jimmy BaileyRussellville, AR

Rafael BangoLeicester, NC

Scott E. BertoliRadcliff, KY

Amity BishopSpokane Valley, WA

Jairo BorjaUnion City, NJ

David A. BoucherLititz, PA

Chris M. BuckBeavercreek, OH

Nick ChocasNorfolk, VA

Ryan L. CookWaterbury, CT

Kevin DenneyIL

Jeffery DongSeattle, WA

Robert FalconMiramar, FL

Glenn P. FisherJohnson City, TN

William S. GribbleArlington, TX

Adam G. GriffithCelebration, FL

Lisa HelmanRobbins, NC

Nell Haley JohnsonSanta Clara, CA

Derek W. KittsChristiansburg, VA

Christopher G. KundrockChattanooga, TN

Jason P. LionbergerLake Charles, LA

Erin I. McCartyChapel Hill, NC

Robert D. McCordMacon, GA

Adam MoretChicago, IL

Lee A. MotternSan Antonio, TX

Michael P. MurphyEl Cajon, CA

Hans P. OdegardFairbanks, AK

Christopher Ojugo Sr.Elizabeth, NJ

Charles J. Ortolano IIRichmond, VA

Lisa M. PhelpsWoodside, NY

Nicolem M. PicardWestfield, MA

Sarah-Anne E. RobertsCohoes, NY

Seth A. RobertsLittle Elm, TX

Corey B. RoyerHarpers Ferry, WV

Brent M. RugglesFort Belvoir, VA

CDR Bernard J. SandyLivermore, CA

Bryce J. SlingerNew Orleans, LA

Eston D. Spain Jr.Arlington, VA

Brandon J. StockTustin, CA

Mark A. TallmanGolden, CO

Ricardo A. TrotmanBrooklyn, NY

Shawn J. Van Diver, MS,CEM, CPPSan Diego, CA

Margaret B. VanoverHampon, KY

John VealNewburyport, MA

Edith A. WatersOrlando, FL

Katie P. YorkSpringfield, MO

Paul D. Young Jr.Fairbanks, AK

John T. Zell Jr.Gastonia, NC

Chris WolfFort Collins, CO

IAEM-USA Region 9

Megan E. D'AstolfoReno, NV

Jacob C. HeflinLong Beach, CA

Steve M. KramerSan Pedro, CA

Lou MirandaCasa Grande, AZ

Dan E. PappValley Center, CA

Ian T.T. SanteeHonolulu, HI

Sean M. ScottLa Jolla, CA

Stan SkipworthCorona, CA

Jennie TuckerSan Clemente, CA

Bruce H. TurnerPalo Alto, CA

IAEM-USA Region 10

Jan DeckerSumner, WA

Thomas C. GreeneMonroe, WA

Steven K. ThomsonOlympia, WA

Please join us in welcoming these new IAEM members.