Thursday, January 30, 2020
Situation Assessment of Various Response Teams Essay Example for Free
Situation Assessment of Various Response Teams Essay Situation Assessment of Various Response Teams Introduction            Effective response to incidences obliges an appropriate planning approach that is founded on the disaster evaluation of the situation (Schwartz, 2013). Such a situation obliges a reaction on the planned emergency management process that is applied to the organization. This is aimed at ensuring that perilous assets of an organization are safeguarded from probable hazards (Salmon, Stanton, Jenkins Walker, 2011). Before the planning and the execution of the response, the assessment of the situation provides the requisite data for examination. This data assists in the evaluation of the usefulness of the existing emergency response tactics used by the organization. This prior situational assessment entails defining the needs and urgencies of the emergency response tactics that are utilized by the organization.            For effective decision-making, planning and control of the whole process, situational management becomes a vital element for application (Comfort, 2004). This management helps in undertaking of all the phases of disaster response through facilitating ease of planning and orchestrating of effective recovery strategies. This memo sets to describe the steps that one would take to conduct the assessment as the starting point. It also discusses the key success factors in the management of large, multi-agency as well as multi-jurisdictional response programs. Further, it discusses numerous ways of determining success of the response. In addition, the memo entails an elucidation of how drills and tests that precisely evaluate the key factors for response can be designed. Steps That One Would Take To Conduct the Postmortem            The first step, in undertaking the assessment, is defining objectives followed by terms of reference. In this step, the assessor ruminates on the reasons of the assessment practice. The objectives of the assessment activity, the questions that require answers and the entailed activities are defined. The required outcomes from the assessment are specifically determined at this step. The assessor is advised to be realistic as possible when carrying out this activity. As Comfort (2004), gauging the minimum amount of information that is required to attain the necessary output is vital to this step. The assessor then thinks about the end user of the information obtained from the assessment and, in this case; the senior government officials concerned with the disaster event response.            The next step involves choosing the kind of assessment to be applied. There are usually three types of assessment that can be applied namely; rapid, detailed and continual assessments (Salmon, Stanton, Jenkins Walker, 2011). Rapid assessment is executed during major disruptions such as after the occurrence of an earthquake. Detailed assessment is carried out on various occasions such as after a rapid assessment, on the situation where detailed information is required and when the situation under scrutiny keeps on changing gradually. Continual assessment is done after a detailed assessment has been carried out. According to Schwartz (2013), this kind of assessment involves updating information on the current situation and demanding for the relevant feedback from the involved is vital.            The third step is deciding on whether or not to involve partners in the assessment. At point, an individual decides on whether to undertake the assessment on their own or with partners. Partners may either be internal or external depending on the sensitivity of the assessment being carried out and needs of the assessment (Comfort, 2004). When internal partners are involved, their capacities and roles should be considered. Also, their actual roles in the exercise should be defined precisely. Involving external partners call for a joint assessment that has some benefits. These benefits are; improved coordination and cooperation in the planning, efficient use of resources and reduced assessment fatigue (Jensen, 2011). A joint assessment calls for appropriate divisions of responsibilities as per the agreement of the partners.            In the next step in undertaking a detailed review of the secondary information, every assessor is obliged to undertake a comprehensive review of the available secondary information on the subject of assessment (Comfort, 2004). The information entails the background information, and the information in direct relation to the issues identified in terms of reference (Salmon, Stanton, Jenkins Walker, 2011). It also involves the information pertaining to the sources and type of latest changes. This information helps in grasping the initial idea of the assessment and the related problems that the assessor might experience.            The other step is the collection of information pertaining to the ongoing responses of the team. At this point, choosing the best method of collecting the actual information pertaining to the performance of the various response teams is vital (Schwartz, 2013). This is so because the correct methodology ensures that only the right information pertaining to the situation is obtained. This endeavor obliges for gathering all the appropriate means in terms of resources, logistics, human and time (Jensen, 2011). In the possession of these resources, all the needed information can be obtained with ease. After compiling, the information pertaining to the assessment activity is presented to the recipients, in this case, the senior government officials. The presentation must be simple and should present a detailed understanding of the activities of various response teams. The Key Success Factors            There are several basic success factors that are evident in response programs. These factors ensure that emergency operations fulfill the projected aims and objectives of alleviation, reaction and recovery (Comfort, 2004). The main aim of incident response is to ensure a rapid and effective recovery from a security event. In addition, the response gears towards decreasing the impacts inflicted by the threat or disruption to normal functioning of facilities where the incidence has occurred. A systematic approach plan executed in line with the standard measures of corporeal security is applied with an aim of mitigating the probability of reoccurrence of the event.            One of the crucial success factors, towards managing large, multi-agency and multi-jurisdictional response programs, is inter-agency communication (Salmon, Stanton, Jenkins Walker, 2011). This type of communication is done on the basis of a collective framework. As Jensen (2011) asserts, collaboration among agencies is crucial in guaranteeing effective disaster response. For this reason, the communication among these agencies should be flexible to guarantee a consistent communication framework. This framework ensures that the collaboration between the private sector and the government is at its best for effective management of national calamities.            This happens regardless of the magnitude, geographical location and causation of the disaster. Also, the joint system of information management assists in enhancing public communication by relaying the information pertaining to a disaster accurately and in time to the public (Jensen, 2011). This cross-communication facilitates the meeting of various response team communicators whose aim is to develop, organize and deliver a common message relating to the event. Such meetings facilitate the elimination of delivery of dissimilar information relating to an event by the government and non-governmental agencies. The purpose of inter-agency communication is not only to facilitate effort coordination of various jurisdictions, but also guarantees joint decision-making framework. The framework is founded on the goals and aims, mete tactics and plans, public communications, and the primaries during the occurrence of the event (Schwartz, 2013). This aids in improving the efficiency of readiness for a disaster and the response of various agencies. This way, successful response to an event, the recovery from that event and prevention of its reoccurrence is guaranteed.            The second key success factor is effective reporting procedures of the disaster event. The procedures, of reporting a disaster event, are vital in enhancing the efficacy of response actions to the event (Comfort, 2004). An efficacy reporting procedure is grounded on the fundamental facets of effective communications that guarantee to extend to the largest audience possible. The reporting of the disaster event must be fast enough so as to mitigate any probable losses that may emanate from the event (Kellams, 2007). For this reason, utilization of effective reporting networks and procedures which manifest minimum constraints. These procedures are obliged to conform to the evacuation policies usually applied when all physical security bounds have been entirely overwhelmed (Kellams, 2007). These policies advocates for adequate communication of the incident, suppression of the destruction imposed by the event and mitigation of eminent risks thr ough safeguard crucial assets.            The third key success factor is effective management of resources. Effective response programs oblige for effective management of resources. This exercise primarily starts with the identification of the resources that are available at all levels of jurisdiction (Schwartz, 2013). The identification is followed by classifying, transmitting, tracking and reception of resources. All these activities call for effective management so as to facilitate timely delivery of these resources and prevention of wastage. This way, the preparation, reaction and recovery process of the disaster event is effectively carried out devoid of impediments (Comfort, 2004). Resource management should also entail the various agreements among several agencies who form response teams for effective resource mobilization. This way, the effect brought about by the disaster event is minimized, and the recovery strategies become more effective.            The fourth basic success factor is enhanced public communication. At this point, crucial media relations should be cultivated in ensuring effective communication of the disaster event to the public (Kellams, 2007). During initial stages of reacting to disaster and recovery operations, the involved teams should are obliged to establish communication channels that are capable of reaching the victims with swiftness. In most cases, effective public communication is usually realized through the use of low-price and low-tech networks (Kellams, 2007). This is so because they are believed to be the most effective and are easily accessed by the victims of a disaster event. Some examples of such cheap communication channels that can be used are; megaphones, community radios and the Systems of Public Address. Measuring the Success of the Response            A given response to a disaster event is said to be successful only if it achieves its primary aims and objectives (Kellams, 2007). In all instances, the primary aim and objective of all response programs are to mitigate the potential damage affiliated with the event on human life and belongings by emphasizing on safety. In determining the success of the response, several variables can be used as discussed below.            The first way, of measuring the success of the response, is through the analysis of the depth of losses incurred after the event and comparison of it to the recovery depth (Kellam, 2006). The extent of loss is measured through the number of sustained fatal injuries, the minor injuries, and the reported total deaths. This is followed then by identification of the magnitude of loss affiliated with the event in terms of property (Comfort, 2004). This way, it is easier to assess the achievement of the response and recovery attempts put in place by the collaborating multi-agency teams. Effective responses to disastrous events are always geared towards minimizing the impacts of the event and to aid in the realization of the best possible recovery plan. Also, these responses aim at preventing such disasters in the future. Assessing the initial possibility of the occurrence of the losses incurred compared to the assessment of the future occurrence of such an event is crucial. This is so because, it becomes easier to determine the success of the response (RodriÌ guez, Quarantelli Dynes, 2006).            The second way through which the success of the response is determined is through the evaluation of the level of collaboration between all the stakeholders. In the case of a disaster event, the stakeholders are the public, the government, as well as the response agencies (Comfort, 2004). Successful responses to events depend on the level of collaboration of all the above-mentioned stakeholders. This is so because each of the collaborators must take their part seriously and execute it with utmost articulation for a successful response program. For this reason, there must exist an effective communication channel among the stakeholders (Sadovich, 2007). This ensures that each fulfills their part without intruding into other stakeholder’s jurisdiction.            The stakeholders who have a common picture of the event and who worked tirelessly together throughout the whole response program is an indication of a successful response program (Gardner, 2013). This collaboration can only be guaranteed through effective communication among the stakeholders that in turn ensures effective resource management, sharing of responsibilities and planning of activities. When the above mentioned three activities become effective, the success of the response program is guaranteed. For this reason, establishment of the level of collaboration is an important measure of the success of response programs (Sadovich, 2007).            The third measure of the success of the response is an assessment of the time of distraction of the normalcy of the response. As Gardner (2013) asserts, a successful response to a disaster event usually occurs within the shortest time possible to guarantee minimum distraction of the operation of vital facilities during its execution. The minimum disruption is guaranteed through effective communication, better allocation of tasks among the multi-agency teams and effective allocation of resources. If a response program takes long to be accomplished, it means that there is a problem with one or even more of the three aforementioned perspectives. A prolonged response program may create a lot of disruptions of the critical facilities. To this end, the program may be termed as ineffective and thus unsuccessful. When all aspects of implementation of the program are well coordinated, there is minimum disruption of the crucial infrastructure (Gardn er, 2013). When this minimum disruption occurs, the response program is said to be successful. For this reason, the magnitude and duration of the disruption of crucial facilities is one of the metrics for assessing the success of a response program. Designing Drills and Tests for Evaluating Key Success Factors            The primary use of drills and tests is to evaluate the perilous success factors in the implementation of disaster response program. For this reason, the drills and tests are developed in accordance with the objectives and aims of the response program. First, the evaluation of inter-agency communication during the implementation response program necessitates an examination of the roles and accountabilities of different agencies that are collaborating. For this reason, individual contribution of the agencies must be accounted for during the evaluation of the success of inter-agency collaboration (Gardner, 2013).            Secondly, it is a must that the communication platforms used by different agencies in the process are evaluated. This way, it becomes easier to know different communication platforms that were used by different agencies who were collaborating. The agencies may have used a single platform of communication, or each may have used their independent platform. In most cases for national incidences, the use of a universal platform is encouraged. This is so because it is associated with prominence in managing emergency incidences. To this end, communication platforms are vital ingredients in designing drills and tests. To add on this, the preparedness to disaster is improving because of the use of uniform procedures in response teams reinforced by the application of the universal language. The standardization aspect also emphasizes on the use a set of universal techniques and information systems (Gardner, 2013). The two are developed to boost the operation of entities during the implementation of the response program. In addition, the two aspects serve as a strategic methodology that is used to facilitate effective management of operations during the program. The process of evaluating the efficiency of inter-agency teamwork and communication considerably rest on flexibility of appropriate implementation (Gardner, 2013). This flexibility relies on the progress of a chain of command that the government and non-governmental agencies adopt during the management of the occurrence.            Evaluation of efficient program response is carried out by assessing the base on which the channels of communication used are oriented (Jensen, 2011). These communication channels should be in line with the evacuation policies and techniques. For this reason, communication as a drill and test of evaluating the basic success factor of the response program is designed to conform to the laid down policies and techniques. The reporting of the disaster event should be done based on the real time of occurrence. The accuracy in reporting procedure and of the relayed information pertaining to the event is highly emphasized (Jensen, 2011). In evaluating the success of this factor, we base our information magnitude of the target population of the reporting. For this reason, a critical assessment of communication channels that were utilized during the response and their respective effectiveness in reaching the prospected audience is vital. Conclusion            In conclusion, this memo describes the steps that one would take to conduct assessing the performance of several response teams during a disaster event. These steps are; definition of objectives followed by terms of references, choosing the type of assessment to be used and deciding on involvement of partners. Other steps are; review of the secondary information, collection of information pertaining to the ongoing response and the presentation of the findings as well as recommendations to the officials. Also, the memo discusses some key success factors in managing large, multi-jurisdictional, as well as multi-agency response programs. These factors are universal framework inter-agency communication, efficient reporting and techniques, public communication and effective management of resources. Further, there is a discussion of various measures success of the response programs. These measures are the extent of loss caused by the disaster, t he level of collaboration during the program, and the duration of the disruption of normal operation of crucial infrastructures. Further, the last section discusses on how drills and tests, of evaluating key success factors, can be designed. This process, as discussed above, involves analyzing the roles and responsibilities bestowed on various agencies forming the team, and an evaluation response techniques and policies. References Comfort, L. (2004). Coordination in Rapidly Evolving Disaster Response Systems: The Role of Information. American Behavioral Scientist, 48(3), 295-313. doi:10.1177/0002764204268987 Gardner, S. (2013). Multi-Site Disaster Response and Coordination Best Practices. Rxresponse.org. Retrieved 21 January 2015, from http://www.rxresponse.org/news/blog/multi-site-disaster-response-and-coordination-best-practices Jensen, J. (2011). The Current NIMS Implementation Behavior of United States Counties. Journal of Homeland Security and Emergency Management, 8(1). doi:10.2202/1547-7355.1815 Kellams, C. (2007). NIMS and Homeland Security Field Guides. Journal of Homeland Security and Emergency Management, 4(1). doi:10.2202/1547-7355.1321 Rodriguez, H., Quarantelli, E., Dynes, R. (2006). Handbook of disaster research. New York: Springer. Sadovich, J. (2007). Review Disaster Resilience: An Integrated Approach. Journal of Homeland Security and Emergency Management, 4(4). doi:10.2202/1547-7355.1397 Salmon, P., Stanton, N., Jenkins, D., Walker, G. (2011). Coordination during multi-agency emergency response: issues and solutions. Disaster Prevention and Management, 20(2), 140-158. doi:10.1108/09653561111126085 Schwartz, K. (2013). Testimony before the Senate Committee on Homeland Security Governmental Affairs: The Boston Marathon Bombings. Source document
Wednesday, January 22, 2020
The Peopls Princess Essay example -- essays research papers
The "People's Princess" Diana Frances Spencer was born July 1, 1961, at Park House near Sandringham, Norfolk. She was the youngest daughter of three (Sarah b. 1955 and Jane b. 1957), and she had a younger brother Charles (born 1964). Her parents were Viscount and Viscountess Althorp, now the late (8th) Earl Spencer, and the Honorable Mrs. Shand-Kydd, daughter of the 4th Baron Fermoy. Earl Spencer was Equerry to George VI from 1950-1952, and to the Queen from 1952-1954, when he married Diana's mother. Her parents separated in 1967 after her mother left her father for another man, and the marriage continued to dissolve until 1969 when the divorce was made final. Diana's father won custody of the children. The continued to live with their father at Park House, Sandringham, until the death of her grandfather, the 7th Earl Spencer. In 1975 the family moved to the Spencer family house at Althorp in Northamptonshire in the English Midlands. After her grandfathers death, her title in turn changed to Lady Diana Spencer. Diana's father remarried Raine, Countess of Dartmouth in 1976. Lady Diana was educated first at a preparatory school, Riddlesworth Hall at Diss, Norfolk, and then in 1974 went to a boarding school, West Heath, near Sevenoaks, Kent. At school she showed a great talent for music, dancing, and domestic science. Though she never excelled academically, she was recognized at West Heath with a special award for service in 1977. People described her as "a girl who notices what needs to be done, then does it willingly and cheerfully." Diana left West Heath in 1977 and went to finishing school at the Institute Alpin Videmanette in Rougemont, Switzerland, which she left at the Easter term of 1978. The following year she moved to a flat in Coleherne Court, London. For some time she looked after the child of an American couple, and she worked as a kindergarten teacher at the Young England School in Pimlico. Diana and her siblings, growing up at her father's house on the royal estate at Sandringham and the family home at Althorp, knew the royal family from a young age, with Charles' younger brothers Edward and Andrew as playmates. Although their families had known eachother for many years, Diana... ...rincess's coffin on its return journey. Upon arrival, the coffin, draped with a Royal Standard, was removed from the aircraft and taken to a wating hearse by a bearer party fromt he Queen's Colour Squadron of the RAF. The coffin was then taken to a private mortuary in London, so that the necessary legal formalities could be completed. Shortly after midnight, it was moved to the Chapel Roal in St. James's Palace, where it lay privately until the funeral on Saturrday September 6, in Westminster Abbey. Following the funeral, the coffin was then take to the family estate at Althorp for a private burial. The Princess was buried underground on an island in the centre of an ornamental lake. Since their relationship became public in August, Diana and Fayed had been quite happy to let the press capture moments of tenderness and passion. Their last day together was reportedly typical of the romance-- supper at the two-star restaurant in the Ritz Hotel, which is owned by Fayed's father, then a night at a private villa across the Seine River. But the couple never got there, and Diana's hope for a discreet weekend in Paris with her new companion ended in tragedy.
Tuesday, January 14, 2020
Medieval Ireland the Coming of the Normans, 1167â€1185
By the 12th century, Ireland was divided politically into a shifting hierarchy of petty kingdoms and over-kingdoms. Power was concentrated into the hands of a few regional dynasties contending against each other for control of the whole island. The Northern Ui Neill ruled much of what is now Ulster. Their kinsmen, the Southern Ui Neill, were Kings of Brega (Meath). The kingship of Leinster was held by the dynamic Ui Cheinnselaigh dynasty. A new kingdom rose between Leinster and Munster, Osraige, ruled by the family of Mac Giolla Phadraig. Munster was nominally controlled by the Mac Cartaig, who were however in reality often subject to the Ui Bhriain of Thomond. North of Thomond, Connacht's supreme rulers were the Ui Chonchubhair. After losing the protection of Tyrone Chief, Muirchertach MacLochlainn, High King of Ireland, who died in 1166, Dermot MacMurrough (Irish Diarmait Mac Murchada) , was forcibly exiled by a confederation of Irish forces under the new High King, Rory O'Connor. Diarmait fled first to Bristol and then to Normandy. He sought and obtained permission from Henry II of England to use the latter's subjects to regain his kingdom. By 1167 MacMurrough had obtained the services of Maurice Fitz Gerald and later persuaded Rhys ap Gruffydd Prince of Deheubarth to release Maurice's half-brother Robert Fitz-Stephen from captivity to take part in the expedition. Most importantly he obtained the support of the Earl of Pembroke Richard de Clare, known as Strongbow. The first Norman knight to land in Ireland was Richard fitz Godbert de Roche in 1167, but it was not until 1169 that the main forces of Normans, Welsh and Flemings landed in Wexford. Within a short time Leinster was regained, Waterford and Dublin were under Diarmait's control, and he had Strongbow as a son-in-law, and named him as heir to his kingdom. This latter development caused consternation to King Henry II of England, who feared the establishment of a rival Norman state in Ireland. Accordingly, he resolved to visit Leinster to establish his authority. The Papal Bull and Henry's invasion: Pope Adrian IV (the first English Pope, in one of his earliest acts) had already issued a Papal Bull in 1155, giving Henry authority to invade Ireland as a means of curbing ecclesiastical orruption and abuses. Little contemporary use, however, was made of the Bull Laudabiliter since its text enforced papal suzerainty not only over the island of Ireland but of all islands off of the European coast, including England, in virtue of the Constantinian donation. The relevant text reads: â€Å"There is indeed no doubt, as thy Highness doth also acknowledge, that Ireland and all o ther islands which Christ the Sun of Righteousness has illumined, and which have received the doctrines of the Christian faith, belong to the jurisdiction of St. Peter and of the holy Roman Church†. References to Laudabiliter become more frequent in the later Tudor period when the researches of the renaissance humanist scholars cast doubt on the historicity of the Donation of Constantine. Henry landed with a large fleet at Waterford in 1171, becoming the first King of England to set foot on Irish soil. Both Waterford and Dublin were proclaimed Royal Cities. Adrian's successor, Pope Alexander III ratified the grant of Irish lands to Henry in 1172. Henry awarded his Irish territories to his younger son John with the title Dominus Hiberniae (â€Å"Lord of Ireland†). When John unexpectedly succeeded his brother as King John, the â€Å"Kingdom of Ireland†fell directly under the English Crown. Henry was happily acknowledged by most of the Irish Kings, who saw in him a chance to curb the expansion of both Leinster and the Hiberno-Normans. This led to the ratification of the Treaty of Windsor (1175) between Henry and Ruaidhri. However, with both Diarmuid and Strongbow dead (in 1171 and 1176), Henry back in England and Ruaidhri unable to curb his nominal vassals, within two years it was not worth the vellum it was inscribed upon. John de Courcy invaded and gained much of east Ulster in 1177, Raymond le Gros had already captured Limerick and much of north Munster, while the other Norman families such as Prendergast, fitz Stephen, fitz Gerald, fitz Henry and le Poer were actively carving out virtual kingdoms for themselves.
Monday, January 6, 2020
Essay on The Fall of Communism - 1064 Words
The era that preceded the formation of the Soviet Union was earmarked with social unrest, famine, and failed governments. After many struggles, many smaller soviet republics joined to form a large conglomerate nation, known as the Soviet Union in 1922. Vladimir Lenin, leader at the time, replaced the failing capitalist government with a communist government. . At the end of WWII, most of Eastern and Central Europe’s countries were being occupied by the soviet army. They came to be controlled by the Soviet government and pulled back behind an â€Å"iron Curtain†. Winston Churchill’s famed Iron curtain remark refers to the countries that fell under the spell of the Soviet Union and shut out the western world ways of capitalism. The countries of†¦show more content†¦On June 12, 1987, United States President Ronald Regan issued a speech while at the Berlin Wall to Mikhail Gorbachev, then the general Secretary of the Soviet Union- â€Å"General Secretary Gor bachev, if you seek peace, if you seek prosperity for the Soviet Union and Eastern, if you seek liberalization, come here to this gate. Mr. Gorbachev, open this gate. Mr. Gorbachev, tear down this wall!†(Wikipedia, 2011) Later, in the fall of 1989, civilians started chipping away at the wall. The growing desire for personal rights, democratic government, and a better way of life lead to the break up of the Eastern bloc. Citizens were tired of oppression, hunger, censorship, and in essence, life itself being a hardship. Protestors gathered and a peaceful revolution had started to tear down the wall. By the beginning of 1990, the wall was decimated with a few watch towers standing as memorials to the fallen that tried to escape to freedom in the West. In December of 1991, the Soviet Union and the Eastern Bloc officially broke apart, breaking up into fifteen sovereign countries. This was the end of the biggest communist country in the world, end to the Cold War, and containment policies. The former Soviet Union is now known as Russia. When governments are overthrown and dismantled, some of the effects are obviously immediate while others last for centuries. The same rule applied to the collapse of the soviet bloc in EasternShow MoreRelatedFall of Communism1772 Words  | 8 PagesHow can we explain the sudden collapse of Communism in Europe? Communism was a very popular ideology which was in great favor during the inter-war period but in the 1980s, there was an unanticipated demise of Communism. So how can we explain the sudden collapse of communism in Europe? I would argue that there were several forces converging to the breakdown of communism in Eastern Europe. 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