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Introduction to Emergency Management , Seventh Edition, sets the standard for excellence in the field and has educated a generation of emergency managers. This long-trusted resource provides a broad overview of the key aspects of the emergency management profession. Readers will gain an understanding of why the emergency management profession exists, what actions its professionals and practitioners are tasked with performing, and what achievements are sought through the conduct of these various efforts. Students and new professionals alike will further gain an enhanced understanding of key terminology and concepts that enable them to work with emergency management specialists.

Tabla de contenidos provista por Syndetics

• Foreword(p. xiii)
• Acknowledgments(p. xv)
• Introduction(p. xvii)
• 1 The Historical Context of Emergency Management(p. 1)
• Introduction(p. 1)
• Early History: 1800-1950(p. 3)
• The Cold War and the Rise of Civil Defense: The 1950s(p. 3)
• Changes to Emergency Management: The 1960s(p. 4)
• Critical Thinking(p. 5)
• The Call for a National Focus on Emergency Management: The 1970s(p. 6)
• Civil Defense Reappears as Nuclear Attack Planning: The 1980s(p. 8)
• An Agency in Trouble: 1989-92(p. 10)
• The Witt Revolution: 1993-2001(p. 11)
• Terrorism: 2001(p. 12)
• The Department of Homeland Security: 2001-05(p. 13)
• The Hurricane Katrina Debacle: 2005(p. 17)
• The Steps Leading to the Katrina Debacle(p. 19)
• Post-Katrina Changes(p. 20)
• Critical Thinking(p. 22)
• The Obama Administration's Approach to Emergency Management(p. 23)
• 2016-Present(p. 27)
• Conclusion(p. 30)
• Important Terms(p. 30)
• Self-Check Questions(p. 30)
• Out-of-Class Exercises(p. 31)
• 2 Natural and Technological Hazards and Risk Assessment(p. 33)
• Introduction(p. 33)
• Natural Hazards(p. 34)
• Critical Thinking(p. 37)
• Critical Thinking(p. 41)
• Critical Thinking(p. 65)
• Technological Hazards(p. 65)
• Terrorism(p. 69)
• Critical Thinking(p. 74)
• Risk Management Technology(p. 79)
• Social and Economic Risk Factors(p. 80)
• Critical Thinking(p. 82)
• Conclusion(p. 82)
• Important Terms(p. 83)
• Self-Check Questions(p. 84)
• Out-of-Class Exercises(p. 84)
• 3 The Disciplines of Emergency Management: Mitigation(p. 85)
• Introduction(p. 85)
• Mitigation Tools(p. 88)
• Hazard Identification and Mapping(p. 90)
• Design and Construction Applications(p. 90)
• Land-Use Planning(p. 91)
• Financial Incentives(p. 96)
• Insurance(p. 99)
• Structural Controls(p. 104)
• Nonstructural Measures(p. 106)
• Critical Thinking(p. 108)
• Impediments to Mitigation(p. 108)
• Federal Mitigation Programs(p. 110)
• The Hazard Mitigation Grant Program(p. 112)
• The Pie-Disaster Mitigation Program(p. 113)
• Flood Mitigation Assistance Program(p. 116)
• Severe Repetitive Loss Program(p. 117)
• The National Earthquake Hazards Reduction Program(p. 117)
• The Fire Prevention and Assistance Act(p. 118)
• Critical Thinking(p. 119)
• Hurricane Sandy: Building Sciences Mitigation Assessment Teams(p. 120)
• Critical Thinking(p. 120)
• Conclusion(p. 125)
• Important Terms(p. 126)
• Self-Check Questions(p. 126)
• Out-of-Class Exercises(p. 127)
• 4 Preparedness(p. 129)
• Introduction(p. 129)
• A Systems Approach: The Preparedness Cycle(p. 130)
• Mitigation Versus Preparedness(p. 135)
• Preparedness: The Emergency Operations Plan(p. 135)
• FEMA's Whole Community Concept(p. 138)
• The National Preparedness System(p. 141)
• Evacuation Planning(p. 142)
• Critical Thinking(p. 145)
• Emergency Planning for Access and Functional Needs Populations(p. 145)
• Critical Thinking(p. 148)
• Preparedness Equipment(p. 148)
• Education and Training Programs(p. 149)
• The FEMA Emergency Management Institute and National Fire Academy(p. 150)
• Public Preparedness Education(p. 151)
• Emergency Management Exercises(p. 155)
• Evaluation and Improvement(p. 160)
• Preparedness: A Whole Community Effort(p. 161)
• Preparedness Grant Programs(p. 164)
• Critical Thinking(p. 165)
• Business Continuity Planning and Emergency Management(p. 165)
• Conclusion(p. 168)
• Case Studies(p. 169)
• Important Terms(p. 171)
• Self-Check Questions(p. 171)
• Out-of-Class Exercises(p. 172)
• Crisis and Risk Communications(p. 173)
• Introduction(p. 173)
• Critical Thinking(p. 176)
• Mission(p. 176)
• Assumptions(p. 177)
• Critical Thinking(p. 182)
• Critical Thinking(p. 183)
• Critical Thinking(p. 186)
• The Pros: The Positive Role of Twitter During Catastrophic Events(p. 191)
• The Cons: How Social Media Harms Victims and Relief Efforts(p. 191)
• Critical Thinking(p. 193)
• A Communication Plan(p. 194)
• Information Coming In(p. 196)
• Information Going Out(p. 201)
• Messengers(p. 202)
• Staffing(p. 203)
• Critical Thinking(p. 203)
• Training and Exercises(p. 204)
• Monitoring, Updating, and Adapting(p. 205)
• Conclusion(p. 206)
• Important Terms(p. 212)
• Self-Check Questions(p. 213)
• Key Terms(p. 213)
• 6 The Disciplines of Emergency Management: Response(p. 215)
• Introduction(p. 215)
• The Local Response(p. 220)
• Local Emergency Managers(p. 222)
• The State Response(p. 223)
• Volunteer Groups' Response(p. 225)
• The Incident Command System(p. 230)
• The Federal Response(p. 234)
• The Presidential Disaster Declaration Process(p. 234)
• FEMA Declaration Criteria(p. 242)
• Critical Thinking(p. 243)
• The National Response Framework(p. 243)
• Federal Assistance in Disaster Response(p. 250)
• Organizing Support: The Emergency Support Function(p. 252)
• National Response Framework Operations Coordination(p. 263)
• Incident Level Coordination: The Joint Field Office(p. 266)
• FEMA Incident Management Assistance Teams(p. 269)
• Key Response Coordination Officials(p. 270)
• Principal Federal Official(p. 270)
• Critical Thinking(p. 275)
• FEMA Community Lifelines(p. 275)
• State-to-State Support: The Emergency Management Assistance Compact(p. 277)
• Defense Support of Civil Authorities(p. 280)
• Differing Military Capabilities(p. 282)
• Conclusion(p. 294)
• Important Terms(p. 295)
• Self-Check Questions(p. 295)
• Out-of-Class Exercises(p. 296)
• 7 Recovery(p. 297)
• Introduction(p. 297)
• Fundamentals of Disaster Recovery(p. 299)
• Recovery Coordination and Leadership(p. 300)
• Recovery Sectors(p. 307)
• Federal Government Disaster Recovery Assistance(p. 309)
• FEMA Recovery Assistance Programs(p. 316)
• FEMA's Individual Assistance Recovery Programs(p. 317)
• Critical Thinking(p. 322)
• FEMA's Public Assistance Grant Programs(p. 322)
• The Disaster Relief Fund(p. 328)
• Other Federal Agency Disaster Recovery Funding(p. 330)
• Small Business Administration(p. 333)
• National Voluntary Relief Organizations(p. 335)
• Recovery Planning Tools(p. 337)
• Predisaster Recovery Planning(p. 339)
• Critical Thinking(p. 346)
• Conclusion(p. 346)
• Important Terms(p. 347)
• Self-Check Questions(p. 347)
• Out-of-Class Exercises(p. 348)
• 8 International Disaster Management(p. 349)
• Introduction(p. 349)
• Disasters in Developing Nations(p. 350)
• International Disasters Defined(p. 351)
• Important Issues Influencing the Response Process(p. 353)
• Critical Thinking(p. 356)
• United Nations Disaster Management Efforts(p. 356)
• Critical Thinking(p. 374)
• Nongovernmental Organizations(p. 375)
• Critical Thinking(p. 380)
• Assistance Provided by the US Government(p. 381)
• Critical Thinking(p. 385)
• The International Financial Institutions(p. 386)
• Critical Thinking(p. 394)
• Conclusion(p. 400)
• Important Terms(p. 400)
• Self-Check Questions(p. 400)
• Out-of-Class Exercises(p. 401)
• 9 Emergency Management and the Terrorist Threat(p. 403)
• Introduction(p. 403)
• Changes in Emergency Management and the War on Terrorism(p. 406)
• The Terrorist Threat(p. 408)
• Terrorist Actions(p. 415)
• The Monumental Human, Economic, and Social Costs of the September 11th Attacks(p. 419)
• Critical Thinking(p. 425)
• Statutory Basis of Terror Threat Management(p. 425)
• Homeland Security Organizations(p. 435)
• Critical Thinking(p. 441)
• Other Agencies Participating in Community-Level Funding(p. 445)
• Funding for First Responders and Emergency Management(p. 455)
• Communicating Threat Information to the American People(p. 457)
• Conclusion(p. 464)
• Important Terms(p. 464)
• Self-Check Questions(p. 465)
• Out-of-Class Exercises(p. 465)
• 10 The Future of Emergency Management(p. 467)
• Challenges Facing Emergency Management(p. 467)
• Conclusion(p. 473)
• Appendix A Acronyms(p. 475)
• Appendix B Emergency Management Websites(p. 481)
• Bibliography(p. 487)
• Glossary(p. 503)
• Index(p. 509)

Notas de autor provistas por Syndetics

George D. Haddow currently serves as a Senior Fellow and an Adjunct Professor at the Disaster Resilience Leadership Academy (DRLA) at Tulane University in New Orleans, LA. Prior to joining academia, Mr. Haddow worked for eight years in the Office of the Director of the Federal Emergency Management Agency (FEMA) as the White House Liaison and the deputy Chief of Staff. He is a founding partner of Bullock Haddow LLC, a disaster management consulting firm.
Jane A. Bullock served more than 20 years in support of Federal emergency management efforts, culminating as the Chief of Staff at the Federal Emergency Management Agency (FEMA) for Director James Lee Witt. In this position Ms. Bullock served as principal advisor to the Director on all Agency programmatic and administrative activities, provided advice and recommendations to the Director on policies required to carry out the mission of the agency; managed the day-to-day operations of the Agency; directed, monitored, and evaluated Agency strategic and communication processes; and oversaw administration of the Agency's resources, including the disaster relief fund. In 2001, Ms. Bullock co-founded the disaster management consulting firm Bullock Haddow, LLC. She currently serves on the governing boards of the National Earthquake Hazards Program, the Earthquake Engineering Research Center, and others.
Damon P. Coppola is the founder of Shoreline Risk LLC and a Partner with Bullock Haddow LLC. He has extensive experience in disaster management capacity development, disaster risk management, and planning through his work with the United Nations, the World Bank Group, The US Federal Emergency Management Agency, and the US Army Corps of Engineers, among others. Mr. Coppola serves as a Senior Disaster Management Specialist at the Hawaii-based Pacific Disaster Center and is a faculty member at Loma Linda University and the University of Hawaii. He holds an M.E.M in Crisis, Emergency, and Risk Management from George Washington University and an A.R.M. from the American Institute for Chartered Property Casualty Underwriters.