Vol. 34 No. 7 July 2017

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

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

CEM Corner ................... 5CEM News ...................... 7IAEM in Action ............... 8Student News ................10Training & Education

Update ......................11The Emerging EM

Professional .............13

Index to June 2017Features: “Vulnerable

Populations &EM, Part 2”

Page 14The Principles of

EmergencyManagement ........... 37

EM Calendar ............... 38IAEM Staff .................... 38New Members ............. 39

In this issue

Call for Articles:Special Focus Issue on

“Lessons Learned”Deadline extended to:

July 24, 2017Details on Page 14

Registration Now Open for theIAEM 2017 Annual Conference & EMEX

Register today to save moneywith the early bird rates for theIAEM 65th Annual Conference

& EMEX in Long Beach, California, Nov.10-15, 2017. Visit our conferencewebsite to register and see a completelisting of the fee schedule.

Dynamic Program

The Conference Committee has beenbusy planning a dynamic program foryou. The conference will offer:

More than 75 breakout andspotlight sessions.

Pre/post-conference training fromFEMA’s Emergency ManagementInstitute (EMI), Naval Post GraduateSchool Center for Homeland Defense andSecurity (CHDS), National Disaster

Preparedness Training Center (NDPTC),Emergency Management AccreditationProgram (EMAP), and more.

AEM®/CEM® program offerings. Regional/caucus/committee

meetings, allowing members to conductbusiness face-to-face.

Plenary sessions from:

♦ Lori Peek, Director of the NaturalHazards Center and Professor in theDepartment of Sociology at theUniversity of Colorado-Boulder.♦ Dan Thurmon, authorand renowned speaker. ♦ A Silicon Valley Collaboration ofspeakers, to include Kellie Bentz,Airbnb; Graeme Burrows,Facebook; Amber Elias, Uber; BryanBreckenridge, Box.org; ErikaMurdock Balbuena, Twillio.org; andTom Tarantino, Twitter.

Keynotes from Leslie Chapman-Henderson, President and CEO of FederalAlliance for Safe Homes (FLASH); BrockLong, Administrator of the FederalEmergency Management Agency(invited) and Robert Salesses, DeputyAssistant Secretary of Defense forHomeland Defense Integration andDSCA.

Interactive Online Program

The conference program is nowavailable online. View the completedetails on the sessions offered, speakersand room location in the conventioncenter. The program is never out-dated.As soon a program change is known, theonline program is updated immediately.

IAEM-USA CouncilMembership Drive:June 1-Aug. 31, 2017See page 3 article by

Lanita Lloyd on benefitsof IAEM membership,and learn more online.

continued on page 2

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IAEM Bulletin July 2017

It is your guide for all of the confer-ence sessions and events. New thisyear, you can search by interestareas, as well as by day, tracks, orspeakers.

Spotlight Sessions

Our extended sessions oncontemporary issues will challengethe traditional notions of responseand recovery. You will have theopportunity to listen to EM profes-sionals who have worked disasters intheir own communities, share theirperspectives, and obtain answers toyour questions. Come to theseextended sessions on Tuesday, Nov.14, 2017.

EMvision TalksAre Back this Year

Back by popular demand, theTEDTM Talk-style sessions will be heldon Tuesday, Nov. 14 in a plenary

session. The IAEM EMvisionTalks area new way to communicate thoughtleadership in emergency manage-ment by providing a forum in whichpeople can share an idea or apassion in the field of emergencymanagement to foster awarenessabout and generate action on thesubjects presented.

Poster Showcase

This year, IAEM’s Poster Show-case was open to everyone. Comeview the research and findings fromyour fellow peers who may bepractitioners, academics orstudents. There will be a specialposter presentation sessionon Tuesday during lunch in theconvention center.

Why Attend the IAEM 2017Annual Conference

“The IAEM Annual Conference isa must experience for both disasterresearchers and emergency man-agement professionals. It has

provided real networking opportuni-ties for me over the years and anexcellent forum to present the latestresearch results. If you want toknow what really is going on inemergency management today, thisis the place to be,” said Thomas E.Drabek, John Evans ProfessorEmeritus, University of Denver(author of The Human Side ofDisaster, Second Edition).

More than just another confer-ence, IAEM gives you innovativeideas, networking with experts andpeers and important information onprofessional practices andissues. Plus, you will leave withstrategies and tools you can imple-ment in your organization. But don’ttake our word for it – visit thewebsite to see video testimonials,and get sample letters to share withyour supervisor about why the IAEMAnnual Conference & EMEX is theleading emergency managementevent of the year.

continued from page 1More Conference News

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IAEM Bulletin July 2017

By Lanita Lloyd, MS, CEM, IAEM-USA President

Why I Am a Member of IAEM –A Professional Association of EmergencyManagers that Provides Many Benefits

From the IAEM-USA President

continued on page 4

In June, IAEM-USA kicked off athree-month membershipdrive. I hope that you are

joining us in this worthy effort. Icould talk with you all day about whyI am a member of IAEM.

Here is my Story

I’ll begin by sharing my story. In2003, I accepted an emergencymanager position with a county inGeorgia. Later that same year, Iattended my first IAEM AnnualConference in Dallas, Texas. It washuge! It was not difficult to recog-nize the value of the stellar trainingand top-notch speakers.

I left the conference, excited andencouraged, feeling that I was apart of something exceptional. Iwanted to “get to know” theexperienced, knowledgeableprofessionals that were IAEMmembers. During the next couple ofyears, I met more and more mem-bers and became active in IAEM-USA Region 4.

My county experienced whatwas dubbed as a 10,000-year flood.During this event, my phone did notstop ringing with offers of guidanceand assistance from some of thegreatest emergency managers inour field – all because I met themthrough IAEM.

I have met many others whohave greatly supported, challengedand influenced me. Several wereinstrumental as I broadened myprofessional experience in theemergency management field.Every position that I have held sincemy time with local government, I

have obtained directly or indirectlythrough my connections at IAEM –including my current adjunctteaching roles and position as theGeorgia divisional director for TheSalvation Army Emergency DisasterServices. I could go on and on.

Share Why IAEMIs Important to You

Your colleagues, your friends,and those who admire you and arelearning from you need to hear whyIAEM is important to you!

Have you expanded yourprofessional contacts?

Did you have access to somefantastic training or education via aconference, meeting, webinar orIAEM Think Tank?

Did you contribute to ordiscover an excellent article in theIAEM Bulletin or IAEM Dispatch?

Did you obtain informationthat was critical to you via the IAEMwebsite, social media accounts(Facebook, LinkedIn, YouTube,Twitter), or discussion boards?

Are you participating inactivities or committees that aremaking a difference in our profes-sion?

Have you received informationon the status of grants or otherfunding opportunities that sup-ported your efforts?

Have you witnessed changes inthe direction of our legislative issuesor policies, where a unified voice hasinfluenced change or can in thefuture?

You can find a list of membershipbenefits on the IAEM website, and I

am surethat eachone of you has a personal experienceor example that you can share withothers.

Growth in IAEMNetworking Opportunities

As a current member, you willreap the benefits of participating inthe membership drive – in moreways than one. IAEM’s benefitsgrow as the network grows. Havingadditional members increases yourprofessional network and allows forIAEM-USA’s growing influence onissues of importance.

Some great examples of our“unified voice” include recentlegislative testimony by 1st VicePresident Nick Crossley, CEM, aboutthe impact of policies and legislationon emergency managementservices. Additionally, we haverepresentatives on various commit-tees and special appointments tospeak on behalf of our association,so our concerns and priorities areheard.

Membership Drive Rewards

During the 2017 IAEM-USAMembership Drive, you also can bepersonally rewarded. Currentmembers receive a $10 certificatefor each referred member (up to$100) to be used for membershipdues, conference registrations or inthe IAEM store for products. Thenew IAEM-USA member receives a$15 certificate. This is a win-win.

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IAEM Bulletin July 2017

Remember to reach out to pastmembers too. If they have lapsedand no longer have an open invoice,they can rejoin. Help IAEM-USAgrow during the Annual MembershipDrive by inviting colleagues to join.As a result, IAEM-USA’s network willgrow – and you will be rewarded.

Keep This in Mind

Here are a few other items tokeep in mind:

Members can join any of ouralmost 30 committees and caucuses.

Certification costs are reducedfor members.

Conference registration justopened, and members receivediscounted registration rates.

Contribute a Short VideoTestimonial to Tell your Story

This is your chance to be a star!There are many ways to tell othersabout IAEM. Consider helping IAEM-USA tell its story by contributing ashort video. Introduce yourself inyour video, and tell us how IAEMhelps you or what you like aboutIAEM. Email your video tomembership@iaem.com. You will benotified if your video is selected tobe used on the IAEM website or insocial media. Learn about the IAEMvideo guidelines online.

Conclusion

Becoming a member of IAEM isone of the best decisions that I havemade for my career. I have unique

continued from page 3From the IAEM-USA President

Learn about the 2017 IAEM-USA Membership Drive at:www.iaem.com/USA2017MembershipDrive

opportunities to obtain educationand training; I am informed of themost recent policies, procedures andstandards that affect our profession;and I have a wealth of experiencedEM professionals that I can reachout to for advice, guidance andsupport. As an IAEM member, youhave the same opportunities. Iencourage you to spread the word,so that more emergency managersare aware of the many excellentbenefits that will come their waywith IAEM membership.

Support the futureof emergency

management –donate to the IAEMScholarship Fund!

www.iaem.com/Scholarships

Did you miss any of the IAEMCertification Series Webinars?

Access the webinarrecordings online.

5

IAEM Bulletin July 2017

By Daryl Lee Spiewak, CEM, TEM, MEP, Lead Trainer for the CEM® Commission,and Chair, IAEM-Global Communications Work Group

Sample Questions: Exercises and Tests(Exercise Design, Part 3)

CEM® Corner

continued on page 6

L ast month we discussed the topic of Exercises and Tests, with an emphasis on the

Four Key Elements in the design ofan exercise. This month we willcontinue our focus on exercisedesign and development with anemphasis on exercise documenta-tion.

Exercise Design Documents

The FEMA Independent Study(IS) Course IS-120a, An Introductionto Exercises, tells us, “Exercisedocuments are the most tangibleelements of design and develop-ment.” Some documents arecommon across all types of exer-cises. Examples include: exerciseinvitations, media releases, sign-insheets, exercise schedule, name andtable tents, badges, and participantfeedback forms. Other documentswill be specific to the specificexercise type, such as: seminar,tabletop, drill, functional, or full-scale. These documents include asituation manual, an exercise plan, acontroller evaluator handbook, amaster scenario events list, andexercise evaluation guides. Anemergency manager needs to befamiliar with all of the documentsused to design and develop aneffective exercise.

Discussion-Based Exercises

A document provided toexercise participants in discussion-based exercises is the SituationManual (SITMAN). The SITMANprovides background information onthe exercise scope, schedule, andobjectives. It also provides thescenario narrative to guide player

discussions during the exercise. Thescenario section is usually divided upinto distinct, chronologically se-quenced modules, with each modulerepresenting a specific time seg-ment of the overall scenario. Themodules are always based onexercise objectives and scenariorequirements.

Each module is followed bydiscussion questions, usually dividedby organization or discipline.Responses to the modules’ discus-sion questions are the focus of theexercise, and reviewing themprovides the basis for evaluatingexercise results.

Another key document indiscussion-based exercises is theFacilitator Guide (FG). It supple-ments the SITMAN and containsmore detailed information about theexercise scenario not provided tothe exercise players. The FG pro-vides background information tohelp the facilitator answer questionsfrom participants or players. The FGis also used to guide the controllersand evaluators in their roles andresponsibilities by providing instruc-tions and key issues for discussionduring the event as well as essentialmaterials required to execute theirspecific functions.

Operations-Based Exercises

Operations-based exercisesare more complex and require moredetailed documentation to runeffectively. The Exercise Plan(EXPLAN) provides the exercisepurpose, scope, objectives, andlogistical information for theexercise. It assigns activities andresponsibilities for exercise planning,

conduct, and evaluation. Since theExPlan is intended to be seen by theexercise players and observers (alsocontrollers and evaluators) it doesnot contain detailed scenarioinformation that may reduce therealism of the exercise.

Another key document inoperations-based exercises is theController Evaluator (C/E) Hand-book. This document supplementsthe EXPLAN and contains moredetailed information about theexercise scenario not provided tothe exercise players. The C/E is usedto guide the controllers and evalua-tors in their roles and responsibili-ties.

Both Types of Exercises

The document that contains achronological listing of the majorand detailed events and injects, ormessages, used to drive the play incomplex tabletop and operations-based exercises is the MasterScenario Events List (MSEL). Majorevents are the likely big events(developed from the purposestatement) that result from theemergency situation described inthe scenario. They are based onactual case studies, past events oroperational plans, and call forrealistic action by the players.

According to FEMA Course IS-139, Exercise Design, “Detailedevents are specific problem situa-tions to which personnel mustrespond. Each detailed event shouldbe designed to prompt one or moreexpected actions for one or moreorganizations that are participatingin the exercise.” These are the

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IAEM Bulletin July 2017

continued from page 5CEM® Corner During the course of the exer-

cise, players may not react asexpected. When this occurs, it willbe necessary to improvise with theexercise controllers or simulatorsdeveloping spontaneous mes-sages, based on the scenario andobjectives to fulfill the exercisepurpose.

We discussed the more commonexercise documents an emergencymanager will to design and managean exercise use based on theexercise type. There are otherdocuments that may be used thatwere not discussed here. All of thesedocuments are briefly covered in theFEMA Independent Study courses,but are covered in much more detailin the Homeland Security ExerciseEvaluation Program (HSEEP) Manual.

Examination References

As for the previous standards,NFPA 1600 does not describe how toprepare all of these documents, sofor the exam, we need to refer backto various FEMA Independent StudyCourses and the HSEEP Manual.Review independent study coursesrelated to exercises, such as IS-120a,An Introduction to Exercises, and IS-139, Exercise Design, for the corequestions. USA candidates shouldalso review the HSEEP documents.

Essay

The application process for boththe CEM® and the AEM® does notrequire the candidate to addressExercises and Tests specifically asone of the required Knowledge,Skills, and Abilities (KSA) componentsfor the emergency managementessay. However, it does requirediscussion of Preparedness, Re-sponse, Recovery, and Mitigationactivities. In addition, candidatesmay choose Exercises and Tests as akey component of their ProblemStatement and write about that(being sure to cover all the KSAs).

Practice Questions

Here are two core-type ques-tions for our analysis in this article.1. Which of the following exercisedocuments contain distinct,chronologically sequenced mod-ules, with each module represent-ing a specific time segment of theoverall scenario?

a. Exercise Evaluation Guides (EEGs)

b. Exercise Plan (EXPLAN)c. Master Scenario Events List (MSEL)d. Situation Manual (SITMAN).This question is asking you to

understand the different exercisedesign documents and what infor-mation and data they contain. AnEEG consists of a checklist of criticaltasks to be completed by the playersduring the exercise, so this responseis incorrect. The EXPLAN providesthe exercise purpose, scope,objectives, and logistical informationfor the exercise, so this response isincorrect. The MSEL contains achronological listing of the majorand detailed events and injects, ormessages, so this response is alsoincorrect. That only leaves oneresponse left and the question doesdescribe the SITMAN. Therefore,the correct response is d. See IS120.a. and the HSEEP Manual.2. Which of the following exercisedocuments contain a checklist ofcritical tasks to be completed bythe players during the exercise?

a. Exercise Evaluation Guides (EEGs)b. Exercise Plan (EXPLAN)c. Master Scenario Events List (MSEL)d. Situation Manual (SITMAN)This question is asking you to

recall the content of the variousexercise documents. While criticaltasks may be found in each one, onlyone document contains a checklist.

actions or decisions participants areexpected to perform to demon-strate competence and are tiedclosely with the exercise objectives.The four types of actions partici-pants could be expected to demon-strate during an exercise areVerification (gather or verifyinformation), Consideration (con-sider information, discuss amongplayers, negotiate, consult plan),Deferral (defer action to later, putaction on priority list), and Decision(deploy or deny resources).

As stated previously, ExerciseEvaluation Guides (EEGs) arecommon to both discussion-basedand operations-based exercises.They are used with all exercise typesexcept for seminars and drills. EEGsprovide exercise evaluators with achecklist of critical tasks to becompleted by the players during theexercise. The EEG documentscontain the information to bediscussed or acted upon by theplayers, space to record evaluatorobservations, and questions toconsider after the exercise. Theinformation, data, and initialanalyses contained therein are usedto prepare the After Action Report(AAR) and Improvement Plan (IP).We will discuss the AAR and IP in afuture article.

Exercise Messages or Injectsare common to most exercise typestoo. They may be simple or complexand are based on the major detailedevents listed in the MSEL. Themessages or injects are the meansused to drive one of the expectedactions. Each message or injectshould contain four variables – themessage source (who), the methodof transmission (how), the messagecontent (what), and the recipient ofthe message (to whom).

continued on page 7

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IAEM Bulletin July 2017

For Those Who Wish to Receive TheirDiploma at the IAEM Annual Conference

AEM®/CEM® candidates who are interested inreceiving their diploma at the IAEM Annual Conferencein Long Beach, California, must have their initial AEM®/CEM® credential application approved no later than theSeptember 2017 online review meeting and must takeand return their completed exam to IAEM Headquartersby Oct. 13, 2017, as well as receive a passing grade.

Thanks for Volunteering!Thank you to all of the volunteers who submitted

applications to join the IAEM Certification Commission.Selected commissioners will be notified of the results inSeptember 2017.

Changes to the CEM® RequirementsOn Apr. 18, 2017, the IAEM USA-Board approved

recommendations submitted by the Certification Execu-tive Committee to help streamline the Certificationprocess. Requirement changes affect lifetime applica-tions, references, and professional contributions.

IAEM Headquarters is currently working to get theonline certification applications updated to reflect thesechanges. For those who have already started an applica-tion, the system will still think you must meet the oldrequirements. To avoid having to start a new application,you may wish to edit your current application by indicat-ing in the respective submission fields (if applicable) “notrequired as of Apr. 18, 2017” and then uploading aseparate document indicating the same. This will allowthe system to reflect you provided a submission formwith documentation under the old requirements.

Below are details related to each of the new certifi-cation requirements.

Lifetime Certification. Any CEM® familiar with thecandidate may nominate a candidate for lifetimecertification. Previously, only a Certification Commis-sioner or IAEM Board member could complete a LifetimeCEM® nomination.

References. Require a minimum of one letter ofreference (signed and on letterhead from a currentsupervisor) plus contact information for a total of threereferences, with the option to upload two additionalreference letters if the candidate feels it would be helpfulto their review. Previously, all candidates were requiredto upload three separate letters of reference.

Professional Contributions: All submissions must

be related to comprehensive emergency management.♦ (C) Service Role – Serve on a board of direc-tors, a board, a committee, task force or specialproject for a professional or a jurisdictionalorganization contributing to or supportingcomprehensive emergency management. Forexample, being on a multi-jurisdictional commit-tee/task force where the individual is asked toserve because of his/her emergency manage-ment knowledge is acceptable. Serving on aboard of directors or trustees of a volunteer firedepartment, rescue squad, auxiliary policedepartment, etc. does not necessarily meet theintent of Service Role without substantialdocumentation.

Documentation substantiating the service role(s),such as a letter of appointment, meeting minutesshowing the candidate’s attendance and participa-tion, etc., must be provided. The previous require-ment that C) Service Role contributions could not bepart of a candidate’s regular job duties is no longerenforced.♦ (D) Leadership Role – any member of an EM-related board qualifies; and♦ (F) Speaking – removal of the 20-minuterequirement. Candidates still must documentthree separate speaking engagements on thetopic of emergency management.If you have any questions about the changes in

requirements, please contact IAEM Headquarters atCEMInfo@iaem.com.

CEM® News

continued from page 6CEM® Corner

That is only found in the Exercise Evaluation Guides usedby the exercise evaluators. Therefore, the correctresponse is a. See IS 120.a., IS-139, and the HSEEPManual.

When reading the questions and responses, be sureyou understand exactly what the question is asking of youand read each response before selecting the correct one.

Next month we continue our discussion on Exercisesand Tests, with a focus on exercise development and anemphasis on exercise conduct. We also will analyze somepractice exam questions. As usual, please send anyquestions you have about the examination or thecertification process to me at info@iaem.com, and I willaddress them in future articles.

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IAEM Bulletin July 2017

From left: The Hon. Masako Mori, a member of theHouse of Councilors and former Minister of State,recently named honorary president of IAEM-Japan, metrecently in Tokyo with Maki Fukami, Ph.D., founder &CEO, International Institute of Global Resilience, Inc.,and president, IAEM Japan Council.

IAEM-USA Region 4 member Necole Holton is picturedwith IAEM-USA President Lanita Lloyd, CEM. at theNational Homeland Security Conference, Buffalo, NewYork, July 7, 2017.

IAEM CEO Beth Armstrong provided an IAEM update at aJune 1 Intermedix Federal/Military WebEOC meeting.She is pictured here with Wayne Truax, FEMA Chief ofOperations, Capabilities Office.

IAEM representatives at the U.S. Senate Committee onHomeland Security hearing on nomination of Brock Longfor FEMA Administrator, June 7, 2017. L-R: Julie Roberts,with IAEM-USA Region 3 President John Conklin, CEM,IAEM-USA Secretary Carrie Speranza, CEM, and IAEMGovernment Relations Director Thad Huguley.

IAEM representatives meet with Brock Long after theU.S. Senate Committee on Homeland Security hearing onhis nomination as FEMA Administrator, June 7, 2017. L-R:IAEM-USA Region 3 President John Conklin, CEM; Long;IAEM-USA Secretary Carrie Speranza, CEM, and IAEMGovernment Relations Director Thad Huguley.

IAEM-USA 1st Vice President Nick Crossley, CEM,presented an IAEM update at the 19th Annual HigherEducation Symposium at FEMA’s EmergencyManagement Institute, June 8, 2017.

IAEM in Action

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IAEM Bulletin July 2017

IAEM in Action

IAEM-USA Region 4 at the 2017 Florida Governor’sHurricane Conference in West Palm Beach, Florida

IAEM-USA Region 4 President, Chauncia Willis, CEM,with IAEM members Susi Rinaman of the Home ShoppingNetwork and Sandra Tapfumaneyi of Lee CountyEmergency Management, presented a workshop on the“Mindset of Diversity in Emergency Management.”

IAEM members Oliver Greene of Tampa EmergencyManagement and Calvin Williams of Broward CountyEmergency Management staffing the IAEM-USARegion 4 booth at GHC 2017.

From left are IAEM members Oliver Greene of TampaEmergency Management, Necole Holton of BrowardCounty Emergency, and IAEM-USA Region 4 President,Chauncia Willis, CEM, at the IAEM-USA Region 4 Booth.

Presenters for a workshop on “Economic RecoveryPost-Disaster” included: Beverly Byart, FloridaDivision of Emergency Management; Susi Rinaman,HSN; Yuri Pacheco, JetBlue Airlines; and IAEM-USARegion 4 President Chauncia Willis, CEM.

IAEM-USA Region 4 member OliverGreene (Tampa Office of EmergencyManagement) is pictured withco-presenters for the RecoverySupport Functions Workshop at GHC2017.

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IAEM Bulletin July 2017

IAEM Headquarters is main-taining a list of IAEM mem-bers who have a current

student membership and wish to beconsidered for a student registrationfee stipend in the amount of $300(early bird rate) which can be usedtowards either the registration feeor to help support travel expenses toattend the IAEM 2017 AnnualConference in Long Beach, Califor-nia.

Entry the Lottery

Students should e-mail theirinterest to be considered for theregistration fee stipend lottery toIAEM Membership Manager SharonKelly at info@iaem.com no laterthan Monday, September 18, 2017,along with the following informa-tion:

your name; your complete contact

information; and the university you are attend-

ing.

Requirements to Claim Stipend

Notifications will be sent viaemail by Sept. 22, 2017. If selected,

IAEM Student Member Annual ConferenceRegistration Fee Stipend – Enter by Sept. 18

in order to claim the stipend, youwill be required to do the following:

Complete an online registra-tion form and obtain a registrationnumber no later than Oct. 6, 2017.In the payment section please select“pay by check” and then completethe registration process. If selectedthe funds will be posted to yourregistration once the conference hasconcluded. You can pay for anyadditional registration fees once thepayment has been posted to yourrecord. You will receive an emailletting you know how much you oweif you have a remaining balance due.

Notify IAEM headquarters byemail that you will accept thestipend by Oct. 4, 2017. Youracceptance must include yourconference registration numberand proof of registration for theFall 2017 semester (or equivalent)at your university. This can be a copyof your class schedule, universityproof of enrollment, etc. Member-ship Manager Sharon Kelly willverify your student status.

Participate in a group pictureduring the Annual Conference (date,

time and location to be deter-mined). You will receive from IAEMHQ a reimbursement form tocomplete and return to IAEM stafffor processing.

Attend the Student CouncilMeeting at the Annual Conference(see conference program fordetails).

Conference Staff Opportunityfor IAEM Student Members

Reminder: IAEM studentmembers can sign up as conferencestaff during the online registrationprocess to help work off / reduceyour registration fee. This is a greatopportunity to get involved, supportthe overall mission of the confer-ence, all while networking withother emergency managementprofessionals. Conference staff willreceive a $25 registration feediscount for each hour worked. Youwill not be compensated for anyhours worked which exceed thevalue of the registration fee, nor willyou be compensated if you areunable to work the hours assigned toyou.

T he IAEM-Global Student Council invites IAEM student members to

participate in its 2017 StudentCouncil Essay Competition. Thereare two categories in this competi-tion: undergraduate and graduate.

Participants are asked to writean essay discussing personal percep-tions of the practicality of FEMA’swhole community approach toemergency management. Can amore effective path to resilience bebuilt through the whole community?Is the whole community approach to

Enter 2017 IAEM Student Essay Competition by Aug. 1emergency management practicalor just theory? Is there a moreeffective approach to emergencymanagement? What are your views?

Competing in the essay competi-tion provides the opportunity for youto show your talent, develop ideas,and share your knowledge and viewson a critical emergency manage-ment issue. Winning essays will bepublished in the IAEM Bulletin.Should you enter and win the essaycompetition, it will be a greataddition to your resume. It willdistinguish you from other appli-

cants. Regardless of your educa-tional background, if you have theskills to win an essay competition,this may demonstrate to potentialemployers that you possess theability to communicate your ideaseffectively and that you have theability to connect. Participate!

The deadline for the essaycompetition is Aug. 1, 2017. Emailsubmissions to iaemgsc@gmail.com.Be sure to download and review the2017 IAEM GSC Essay CompetitionGuidelines.

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IAEM Bulletin July 2017

By the Members of the IAEM-USA Training & Education Committee

IAEM-USA Training & Education Committee Update

continued on page 12

So….what’s the IAEM-USATraining & Education (T&E)Committee been up to

lately? It’s been a while, so we’d liketo update you on some of the effortsof the committee’s working groupsand members.

EM Partnership Agreementswith Colleges, Universities

and Academies

The T&E Committee started aprogram to establish IAEM aca-demic partnerships with colleges,universities and academies in 2005.Currently, three institutions havesigned memorandums of agreementwith the IAEM to promote theearning of the AEM® and CEM®certificates to their students. Theworking group is seeking to addmore.

The working group is exploringnew ways of enhancing the templateagreement to encourage moreinstitutes to partner with IAEM. Inexchange for partner institutionsagreeing to encourage and promotestudents to consider professionalcertification under the AEM® andCEM® process, the CEM® Commis-sion provides assistance in establish-

ing student chapters, identifyingtesting and proctoring require-ments, and designing curriculum.

The working group had a produc-tive meeting with CEM® Commissionmembers at the FEMA HigherEducation Symposium. The discus-sion revolved around feedback aboutthe partnerships the T&E committeehad collected from higher educationrepresentatives. The T&E commit-tee will continue to work with theCEM® Commission to further thediscussion in the coming months.

The working group encouragesIAEM members to spread the wordabout the program and encourageshigher education institutes toconsider partnering with IAEM.

Leadership Symposium

Over the past five years, the T&ECommittee established a partner-ship with the Naval PostgraduateSchool’s Center for HomelandDefense and Security to sponsor anddevelop the Leadership Symposiumheld the day prior to the IAEMAnnual Conference. Annually, thesymposium working group chooses atopic that compels cadre and leader-participants to treat trends, issues,

paradigms, or thought-constructsrelevant to strategic level leader-ship.

This year’s theme, “Do You SeeWhat I See? Strategic Leadership inEmergency Management,” will givecadre and leader-participants anunparalleled opportunity to examinethe impact leaders can have at the“center of gravity.” Symposiumcadre are tasked with helpingparticipant-leaders examine,construct, deconstruct, or recon-struct their assumptions and biasesabout emergency management.

Specific speakers and leaders forthis year’s seminar are not yetfinalized. Past speakers haveincluded individuals such as theformer commandant of the U.S.Coast Guard and commander of theDeepwater Horizon Unified Com-mand, retired Admiral Thad Allen.One specific effort spearheaded bythe T&E committee working groupthis year has been the complete re-design of the seminar’s evaluationprocess.

The symposium is open to allinterested conference attendees.Individuals can register for thesymposium at the same time theyregister for the annual conferenceon the conference website. Theadditional $65 cost includes coursematerial, continental breakfast andlunch.

Poster Showcase

The T&E Committee helped theConference Committee expand theposter showcase for the upcomingIAEM conference. New this year, theshowcase event is open to all IAEMmembers, including students,practitioners and academics, and is

c

Retired Admiral Thad Allen spoke at the 2016 Leadership Symposium.

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IAEM Bulletin July 2017

a great forum to share informationwith other emergency managers.

Topics include research projectsor theses, interesting and innovativetraining, or lessons learned from anexercise or actual event. Partici-pants choose between entering inthe competitive or non-competitivedivisions of the showcase, andindividuals chosen to display theirposters can receive credit towardstheir CEM®. Participants submit theiridea in May/June and, once chosenin early July, develop their posterduring the summer in time to bedisplayed at the annual meeting inNovember.

For the competitive division, theworking group has been workinghard to redesign the evaluationcriteria for the posters. Evaluatorsuse very specific criteria in the areasof content (50%), artistic display(20%) and oral presentation (30%) todetermine either gold, silver orbronze awards. The posters will beevaluated against standards, notagainst other posters.

Even though the entry period forthe 2017 conference has ended,interested members can check outmore poster showcase informationon the IAEM website. It’s never tooearly to start planning your entry forthe 2018 conference.

NETC Library Repository

Emergency managers canbenefit from the wealth of all-hazard information, research, facts

and data at the National EmergencyTraining Center Library (NETC). Butit can be a challenge to know what’sthere and what might be helpful inmaking both strategic and opera-tional decisions at the local level.Examples of articles such as Impactsof Natural Disasters on Children orCase Study on Hurricane SandySurvivors Experience might havegreat information an emergencymanager can actually use, but beeasily missed.

The IAEM-USA T&E Committeehas a working group developing aprocess to convert research intoeasy-to-use bulletins that wouldhighlight the elements of theresearch, yet focus on what theemergency manager can use fromthat research. A cadre consisting ofEM professionals and volunteersfrom Higher Education woulddevelop the bulletins. They the

continued from page 11

Training & EducationCommittee Update

Presenting a poster at the 2016 IAEM Poster Showcase.

would be housed on an accessiblewebsite sponsored at no charge byan agency that’s yet to be identified.Emergency managers would be ableto review bulletins and then selectresearch articles that would bevaluable building communityresiliency. The great work research-ers are doing would be implementedby emergency managers across thenation.

The T&E Committee continues towork hard to fulfill its goal to analyzethe training and educational needsof our profession, develop andimprove training and educationprograms to advance emergencymanagement professional stan-dards, and further advancedlearning and leadership opportuni-ties. For more information or to findout how you can get involved, visitthe committee web page.

If you’re not involved in an IAEM committee, you’re missing out!Go online to see a complete list of IAEM-USA Committees and Caucuses and IAEM-CanadaCommittees with links to each committee’s web page. Peruse committee pages to find yourarea(s) of interest. Then contact the chair, and volunteer to participate .

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IAEM Bulletin July 2017

By Mutryce A. Williams, Ph.D., New Member Coordinator, IAEM-Global Student CouncilWillpower: Control Exerted to Do Something or Restrain Impulses

The Emerging EM ProfessionalDeveloping the Vital Characteristics of Professionalism

The IAEM-Global Student Council is providing this regular column for the IAEM Bulletin. If you would like tocontribute ideas or suggestions for future issues, contact Dr. Williams at iaemgscwelcome@gmail.com.

“Willpower is essential to theaccomplishment of anythingworthwhile.” – Brian Tracy

Y ou have taken the decision to further your education. You may have taken this

decision for self-development – toimprove your intellectual growth,get academic recognition, pursueyour interests in more depth, orcontribute to the world of knowl-edge. You may have taken thisdecision as in investment in yourself-to make yourself more marketable,as the next step in your path tocareer advancement, to changecareers, or to increase your financialprospects.

You may have taken this decisionas a challenge – to prove to yourselfthat it can in fact be done. What-ever the reason, you knew that thejourney would not be an easy one.You knew that there would bechallenges. In the previous issue, wediscussed tenacity. This month wewill focus on willpower, a trait thatmay be needed by the student assummer is here.

Summer is the time of year whenthe student looks forward to settingthe books aside. It is the time of yearwhen the student looks forward toparticipating in backyard barbequesand family picnics. It is the time ofyear for adventure, family vacationsand road trips. It is the time of yearfor lazing on the beach or lyingpoolside. It is the time of year whenthe student hopes to indulge andrelax. As the poet Ralph Waldo

Emerson noted, it is the time of yearwhen the student hopes to “live inthe sunshine, swim the sea and drinkthe wild air.”

Some of you may have made thedecision to enjoy your summer tothe fullest after a long arduous year:for you, summer means rest, restand more rest. Some of you mayhave made the decision to takeadvantage of internships andvolunteer opportunities. Theaforementioned options are good;however, don’t lose sight of the goalof completing your studies.

Have willpower, and keeplearning and sharpening your skillsover the summer. If you have chosenthe rest option, add books by leadersin your chosen field to your summerreading list. Stay abreast of develop-ments in your field by reading theIAEM Bulletin and professionaljournals and by watching the news.

If you have chosen to takeadvantage of an internship orvolunteer opportunity, take theopportunity seriously. Seek amentor. Do your best work. Go theextra mile. Get noticed. Leave apositive lasting impression. Acquireas much knowledge as you can, andnetwork. Some of you may havemade the decision to conductresearch, work on a thesis ordissertation, or enroll in summerschool in order to achieve your goalof completing your studies. Eventhough it may be difficult – that is,with the beach and barbequescalling – stay focused. Press on andcontinue working hard, knowing

that you will soon reap your reward.Here are a few quotes on will-powerthat may help you navigate the nextfew months.

Quotes about Willpower

“So many dreams at first seemimpossible, and then they seemimprobable, and then when wesummon the will they soon becomeinevitable.” – Christopher Reeve

“Strength doesn’t come fromphysical capacity. It comes fromindomitable will.” – MahatmaGandhi

“Willpower is the key tosuccess. Successful people strive nomatter what they feel by applyingtheir will to overcome apathy, doubtand fear.” – Dan Millman

“The only thing that standsbetween a man and what he wantsfrom life is often the will to try it andthe faith to believe that it is pos-sible.” – Richard M. Devos

“Willpower isn’t somethingthat gets handed out to some andnot to others. It is a skill that you candevelop through understanding andpractice.” – Gillian Riley

“Willpower is the shortestshort cut to success.” – MehmetMurat Ildan

“Willpower is a muscle – themore you use it the stronger it gets.”unknown

“The difference between asuccessful person and others is not alack of strength, not a lack ofknowledge, but rather a lack of will.”Vince Lombardi

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IAEM Bulletin July 2017

ABLE as an Emergency Financial Vehicle for Individualswith Disabilities, by Peter Tassoni, CEM, Disability WorkGroup, U.S. Department of Commerce ....................... 15

Financial Hardships and Vulnerability, by James Redick,CEM, Director, City of Norfolk (Virginia) EmergencyPreparedness and Response ......................................... 17

Helping Children Cope with Disaster, by Jordan Pekevski,Ph.D., Mental Health & Behavioral Medicine,Central Texas Veterans Health Care System ................ 19

Vulnerable Populations and EM: A Non-Divisible Relation-ship – Some Lessons after the “Niño Costero 2017”, bySergio Alex Alvarez Gutierrez, Msc, MD, Disaster RiskManagement Consultant and Researcher, Professor atPeruvian University Cayetano Heredia and PeruvianUniversity of Applied Sciences ...................................... 21

Points for Functional Needs and Disabilities in ActiveShooter Survival, by Rodney E. Andreasen, MS, MS, MA,FPEM, CEM, FCP, Director, Jackson County EmergencyManagement, Marianna, Florida ................................ 24

It Takes a Community: Collaborative Efforts for the Safetyof our Vulnerable, by Brian Nestler, American Red Crossof Greater Chicago and IAEM-GSC Treasurer; andChanpreet (Simran) Singh, Jacksonville State UniversityDoctoral Student, IAEM-GSC Secretary, and inWEMSecretary ...................................................................... 26

Index to features: “Vulnerable Populations & EM, Part 2”Feds Act to Ensure that Patients in All HealthcareSettings Are Protected from Disasters: How theNew CMS Emergency Preparedness Rules forHealthcare Providers Will Affect Community EM Agen-cies, by Esmeralda Valague, Freelance Consultant,IAEM-USA Healthcare Caucus Vice Chair ..................... 27

Child’s Play: Remembering our Youngest in DisasterPlanning, by Andrew R. Roszak, JD, MPA, SeniorDirector, Emergency Preparedness, Child CareAware® of America ...................................................... 29

No Dogs Allowed: Ethics, Disaster Management,and the Vulnerable Populations of Prisons, bySharon L. Chisholm, MDEM .......................................... 31

From Jack Bauer Wannabe to Podcaster:My Non-Traditional Approach to ReachingOne Vulnerable Segment of the Population, byLisandra Pagán, Ph.D. .................................................. 34

Tourism and Vulnerabilities, by Geoffrey Phillips,MS, AEM ...................................................................... 35

The IAEM Bulletin is published monthly. For theeight issues that are not built around a special focustopic, the Editorial Work Group considers emergencymanagement related article submissions on any topicof interest to IAEM members.

The IAEM Editorial Work Group welcomes articlesubmissions from members and others in all IAEMCouncils worldwide, including the Student Council.

The author’s guidelines are available online. Being published in the Bulletin counts toward the

Publication requirement in the IAEM CertificationProgram.

The IAEM Editorial Work Group invites you tocontribute an article to the IAEM Bulletin!

– Daryl Lee Spiewak, CEM, TEM, MEP,IAEM Editorial Work Group Chair

– Karen Thompson, Editor

Call for articlesArticle Deadline extended to

Monday, July 24, 2017on this Special Focus Issue Topic:

“Lessons Learned”Our third 2017 special focus issue will be on the topic

of “Lessons Learned.” Articles might include, but are notlimited to: what we can learn from other countries; whatothers in our country can learn from our experiences;how emergency management programs are implement-ing standards; or how standards can bridge the inter-faces between countries and between jurisdictions.

Article length is 750 to 1,500 words, and articles mustbe submitted via email to Editor Karen Thompson,Thompson@iaem.com by July 24, 2017. Please read theauthor guidelines prior to writing your article.

In upcoming issues

Note: Part 1 of the IAEM Bulletin SpecialFocus Issue on “Vulnerable Populations &

EM” appeared in the June 2017 issue.

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IAEM Bulletin July 2017

ABLE Accounts as an Emergency FinancialVehicle for Individuals with Disabilities

By Peter Tassoni, CEM, Disability Work Group, U.S. Department of Commerce

continued on page 16

T he federal legislation known as Achieving a Better Life Experience

(ABLE) was enacted in 2014. In2016, states started launching theirprograms. In 2017 and 2018, mostof the states will have launched theirprograms. Individuals with disabili-ties who have ABLE accounts may beable to bounce back from disastersfaster than their peers because ofthe financial resources available tothem through their ABLE accounts.

Most federal and state means-tested public benefit programs (SSI,SNAP, Medicaid) prevent individualsfrom accumulating more than$2,000 in cash savings, retirementfunds, and other items of significantvalue. Adults with disabilities aretwice as likely to live in poverty thanthose without a disability. Theseindividuals are typically dependenton family, friends, and care providersto support them in their dailyactivities.

Evacuation and reunificationplanning are paramount to gettingthese vulnerable people out ofharm’s way. Secondarily, having afinancial emergency fund assists infaster recoveries for those effectedby disasters, both individually andsystematically. It can be as little ashaving a few hundred dollarsavailable for an emergency.

Disaster assistance grants fromFEMA’s Individual Assistance (IA)program will not affect eligibility forSocial Security, Medicaid, medicalwaiver programs, welfare assis-tance, Temporary Assistance forNeedy Families, food stamps,Supplemental Security Income, orSocial Security Disability Insurance.However, it typically does not arrive

fast enough to help folks needingdaily personal care, assisted technol-ogy replacement, and prescriptionsfilled. Research shows gettingpeople, with or without disabilities,back into their normal routinesquickly – school, work, housing –minimizes anxiety, trauma, andcontinuing disruption in their alreadyfragile lives.

Bridge for Recovery

The ABLE program is the bridgefor recovery. These are IRS 529savings accounts similar to collegesavings plans. Investment earningsgrow tax-deferred, and many statesgive state income credits forcontributions. Put five dollars amonth into an ABLE account, andpretty soon an individual will have aviable emergency cash reserve.

The national Stephen Beck Jr.,Achieving a Better Life ExperienceAct (ABLE Act) of 2014, provides anew financial vehicle for folks withdisabilities to save for futuredisability-related expenses withoutthe assets counting against theirfederal and state benefit’s assetlimits. These funds could bridgeshort-term needs post disasterbefore FEMA disaster grants kick in.Frequently, individuals with disabili-ties are not able to navigatecomplex bureaucratic processes toaccess needed assistance. They relyon their trusted agents to do this forthem. If an individual had an ABLEaccount, they might be able to skipthe FEMA IA process.

An ABLE account keeps theindividual with the disability incontrol of their assets and notdependent on a government entity.There are eligibility requirements to

satisfy before opening an ABLEaccount, but those are generallyeasier to document than SSAMedicaid or FEMA IA paperwork.

The ABLE Act limits only oneABLE account per eligible individual.However, an individual is notobligated to open their accountwithin the state where they reside.Individuals can choose any state’sprogram within the nation and makewithdrawals almost anywhere. As ofMarch 2017, there are 18 statesproviding ABLE programs.

Alternately, individuals withdisabilities and their families orfriends could establish a SpecialNeeds Trust (SNT) or Pooled IncomeTrust through an attorney. Thebeneficiary’s designated payee andthe trust manager could assist thebeneficiary with their disasterrecovery needs and short-termemergency expenditures. SpecialNeeds Trusts are more complicatedfinancial vehicles than the ABLEaccounts. Yet each protects anindividual’s assets while preservingtheir eligibility for federal and statebenefit programs. They complementeach other and could be used intandem.

What Do EmergencyManagers Need to Know?

Most ABLE programs runthrough a web portal and functionsimilar to online banking or onlineinvesting. Beneficiaries use prepaidand debit cards or use electronicfunds transfers and bill pay to pay fortheir purchases. So restoring power,internet service, and communica-tions will be important to ABLEaccount beneficiaries.

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IAEM Bulletin July 2017

provide a clearinghouse of informa-tion nationwide and do not favorone state’s program over another’s.The more folks prepared for adisaster in your community, thebetter. The more folks who are self-sufficient and safe for those first 72hours of an event, even better. Thefirst responder response that doesneed to happen is the best.

Conclusion

ABLE assets can be used for“qualified disability expense” andmay include education, housing,transportation, employmenttraining and support, assistivetechnology, personal supportservices, health care expenses,financial management and adminis-trative services, and other expensesthat help improve health, indepen-dence, and/or quality of life. Thisreads like a punch list for short-termand long-term recovery activities.Many of these purchases can beenjoyed before, during and after adisaster. They can fundamentallyprovide for greater reassurance intimes of crisis, while providing abetter quality of life during the quietperiods.

Emergency managers shouldbe prepared to help these individualsfile their paperwork at the recoveryoffices for IA. ABLE is a new programand has not been tested in enoughdisasters for all the complications tobe worked out within FEMA’s andstate’s application, reporting, andpayment systems.

Further, emergency managerscould preemptively help individualswithin their communities to enroll inan ABLE program. You could provideteasers in your disaster prepared-ness presentations, and connectyour community members to theABLE National Resource Centeronline for more information. Manyof the same local human serviceagencies used in disaster shelteringand recovery activities assistvulnerable individuals in their dailyactivities in normal periods. Getthem educated and advocating totheir clients.

If you have dedicated webpage or planning documents, add ahyperlink to ABLE NRC, since they

continued from page 15

ABLE Accounts HelpIndividuals with Disabilities

Individuals with disabilities, theirfamilies, and their friends shouldcomplete an evacuation andreunification plan. They shouldprepare go kits and shelter in placekits to prepare for disasters. Thenthey should create an emergencyfinancial plan. Although financialplanning is perhaps more difficultthan evacuation planning, it isnecessary for immediate securityand return to normalcy after adisaster. The ABLE programsavailable today have simple onlineapplications. For as little as a $5-$25contribution per month, an indi-vidual with a disability will be in abetter state of preparedness whenthe next disaster strikes.

Explore ABLE accounts at theABLE National Resource Center.

Explore financial planning atFEMA.

The author has a young son with adevelopmental disability and hasopened ABLE and Special NeedsTrust accounts to provide additionalsecurity and resources in the eventof disaster.

Call for ArticlesArticle Submissions Are Requested by Sept, 10, 2017

on Last 2017 Special Focus Issue Topic:“Navigating a Journey with the Whole Community”

Our last 2017 special focusissue will be based on thetheme of the IAEM 2017

Annual Conference & EMEX,“Navigating a Journey with theWhole Community.”

Your article should be related insome way to the overall conferencetheme. You could pick one of thefollowing four conference focusareas – or you may have another

idea about how to address thegeneral theme.

The EM Journey: What haveyou learned, and where do you wantto go next?

Sweeping the Depths forTreasure and Scanning the Horizon:The cutting edge of research andpractice.

All Hands on Deck: Collabora-tive practices.

Uncharted Waters: How do westeer through the unknown, the newnormal?

Article length is 750 to 1,500words, and articles must be submit-ted via email to Editor KarenThompson, Thompson@iaem.comby Sept. 10, 2017. Please read theauthor guidelines prior to writingyour article.

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IAEM Bulletin July 2017

continued on page 18

Financial Hardships and VulnerabilityBy James Redick, CEM, Director, City of Norfolk (Virginia) Emergency Preparedness & Response

T here are numerous defini- tions for what makes a person “vulnerable.”

Certainly those with access andfunctional needs and those whorequire assistance for activities ofdaily living often come to mind.However, it could be argued thatthese are some of the most resilientpeople you will meet. Just make surethey have equal access, information,and reasonable resources – which isboth the legal and moral thing to do– and they will typically plan accord-ingly.

As a wise man once said, “Aperson may have a disability, but itdoes not mean they are UN-abled,just DIFFERENT-abled.” But there isanother group who fit under thecategory of “the least, last, lost andoverlooked” who are a little moredifficult to identify and engage:those experiencing or on the edge ofpoverty (i.e. the working poor).

Poverty and Preparedness

“Have a kit, have a plan and stayinformed” … “Be prepared for[insert hazard here].” These wordsare on so much of the preparednessliterature distributed and apparentlytargeted toward a general audiencewith means to comply. The U.S.Census 2015 Official Poverty Reportshows 13.5% of the nation, or 43.1million people, are facing poverty.These numbers obviously varydepending on localities or communi-ties within localities.

A significant point regardingpoverty comes from Old DominionUniversity’s Dr. Joshua G. Behr andDr. Rafael Diaz, who effectivelyarticulate the direct correlationbetween income and actions taken(or not taken) ahead of a tropicalstorm. In their Hampton Roads

Regional Catastrophic PlanningGrant report, “Hampton RoadsBehavior Study Report (June 2013),”they provide research findings on anumber of vulnerabilities, includingthose who are under-resourcedfinancially.

Considerations InfluencingWillingness to Evacuate

Considerations which influencean individual’s willingness to evacu-ate before a storm include: loss oftheir pay due to a previous storm;loss of one week’s pay and miss rent/mortgage; or loss of one month’spay and miss rent/mortgage as wellas other financial hardships. Evenunder-the-table opportunities tomake a buck through immediatepost-incident work, such as debrisremoval and other “handyman”repair work, may ultimately engen-der individuals and their familieswho fail to evacuate.

What preparedness assistanceshould be provided to someone whoexperiences disaster on a regularbasis – those whose basic needs arenot being met and those who areotherwise “in need of special care,support, or protection because ofage, disability, or risk of abuse orneglect?” Is helping someone meettheir basic needs an emergencymanagement responsibility? Orshould it fall to human/socialservices? Housing authorities?Community services board? Others?

The answer is emphatically yesto all of the above! It is the entireorganization’s responsibility. In TheWorking Poor: Invisible in America ,David K. Shipler states, “[T]he entiresociety needs governmental tools tohelp those working at the bottom ofthe economic hierarchy – both tolend them a hand in what they

cannot do alone and to assist themin developing the capacity to dowhat they can ultimately do them-selves.” (p. 290). Furthermore, theinformation gleaned from thesepartner agencies, especially theidentified pockets of greater needs,will serve to better inform ourdisaster plans.

How to Better Assist Thosewith Financial Hardships

The following list is food forthought to better assist thoseexperiencing financial hardships inthe community.

Do not stereotype or assumethe “impoverished …[are] dysfunc-tional… that the father is a drunkenor addicted ne’er-do-well, if he’saround at all, and the mother anangry shrew or submissive incompe-tent. The parents don’t read to theirchildren, don’t value education,don’t teach or exhibit morality.“(Shipler, p. 161-162). Instead,understand the “[i]ngredients ofpoverty are part financial and partpsychological, part personal andpart societal, part past and partpresent. Every problem magnifiesthe impact of the others, and all areso tightly interlocked that onereversal can produce a chainreaction with results far distant fromthe original cause.” (Shipler, p. 11).

Does your locality alreadyhave a poverty commission withwhom you can work and partner?

Do you have a relationshipwith your public schools’ director ofschool nutrition, who can tell youwhich students or communities arereliant on government breakfast,lunch and dinner programs? Are youaware of plans in place to provideadditional foodstuffs for these

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IAEM Bulletin July 2017

children prior to an expected orextended incident like a snowstorm?

Do you know which areas areprimarily served by the local foodbank, senior services, Meals onWheels, Salvation Army, or othersfor home-delivered meals? Does aplan exist to work with theseorganizations so their clients receivethe sustenance they need through-out an incident? What resourcesmight be needed if their volunteersand vehicles cannot reach theirclients due to flood waters, debris,etc.? How best can they be sup-ported to fulfill their mission?

When it comes to disasterdeclarations, does your localnarrative adequately reflect yourcommunity’s reliance on the Supple-mental Nutrition Assistance Pro-gram (aka food stamps)? Would

Disaster (D)-SNAP be included in anyIndividual Assistance offered with apresidentially-declared incident?How can the need be better articu-lated in the initial damage assess-ment?

Does your recovery planinclude post-incident resources, suchas disaster unemployment assis-tance, benefits and distribution,food commodities, transportationassistance, or the Cora Brown Fundfor Stafford Act and Non-StaffordAct incidents? Does your recoveryplan reflect which resources areavailable based on an emergencydeclaration versus a major disasterdeclaration?

Does your recovery planinclude non-FEMA or SBA assistance,such as HUD, Veterans Affairs,Disabled American Vets DisasterRelief, and others?

EM Mission Is Inclusive

Again, the mission of EmergencyManagement is to be inclusive of the

whole community. The true make-upof any one locality will reflect adiverse population with varyingmeans and resources, and as such,some may need a little more helpthan others. To end with a quote,Hubert Humphrey, the 38th vicepresident of the United States,stated the following: “The moraltest of government is how thatgovernment treats those who are inthe dawn of life, the children; thosewho are in the twilight of life, theelderly; and those who are in theshadows of life, the sick, the needyand the handicapped.” There isalways more emergency manage-ment can do to help their vulnerablepopulations.

continued from page 17

What Makes aPerson Vulnerable

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IAEM Bulletin July 2017

Helping Children Cope with DisasterBy Jordan Pekevski, Ph.D., Mental Health & Behavioral Medicine,

Central Texas Veterans Health Care System

Disasters can take a toll onindividuals’ mental health.Most individuals exposed

to potentially traumatic events, suchas disasters, will have a normalstress reaction to the extraordinaryevent. However, some individualswill be more affected than others,and some groups of people are morevulnerable than others. One vulner-able category of affected individualsare children and adolescents.

Even within this one vulnerablegroup, there are going to be somechildren who are more vulnerablethan others. The risk for potentialnegative mental health conse-quences increases with the followingfactors: separation from parents/caregivers; death of a loved one(especially parents/caregivers,family members or friends); injury toself or a loved one; involvement inthe foster care system; medical ormental illness or disability; history ofsubstance use; and firsthandexposure to grotesque scenes orextreme life threats. This is not anexhaustive list of risk factors, and itis important to remember that themore risk factors a child has, thegreater the likelihood for a negativeoutcome.

There is a great deal of variabil-ity in this vulnerable group ofindividuals. A child’s age andcognitive development play a largerole in their understanding of thesituation and their reaction. Forexample, young children may notfully understand the concept ofdeath. They may expect the de-ceased person to come back to life,or they may believe that thedeceased person is suffering, such asbeing sad or being in pain. They maymisconstrue what they are being

told by adults and may take certainsayings in a very literal fashion. Forexample, being told that thedeceased individual is watching overthem from heaven may be miscon-strued to mean that the deceasedindividual is always watching them,and this may lead to anxiety.

Although there is a correlationbetween age and cognitive develop-ment, this should not be confused tomean that older children/adoles-cents will grasp most concepts andthat younger children will not. It isimportant to take into considerationthe cognitive development of theindividual child and to check with thechild to see if they are understand-ing the concepts that are beingpresented.

Signs of Stress

The child’s previous behavior anddevelopmental level should beconsidered before a certain behavioris considered to be an indication ofstress. To take social functioning asan example, some children are moreextroverted than others. If a child isobserved to be withdrawn, considerwhether this represents a differencefrom their previous functioning. Fora child that has been very outgoing,being socially withdrawn after adisaster may indicate a stressreaction. Being totally withdrawnmay indicate a need for a referralfor professional assistance for thechild. However, for an introvertedchild who generally prefers to spendmore time alone, limited socialinteractions with others might bethe norm and not an indication of astress response.

There are a number of potentialsigns of a stress reaction in children.Some include sleep problems, continued on page 20

persistent thoughts of the disaster,expectations of an imminentdisaster, difficulty concentrating,confusion, withdrawal from others,deterioration in academic perfor-mance, substance use, and miscon-duct. Another indication of a stressresponse in children is regression indevelopment. For example, youngerchildren may revert to thumbsucking, toddlers who have beentoilet trained may start having moreaccidents, and children may wantmore physical contact with the caregiver and an increase in separationanxiety may be seen. There are alsosome children who will show noobvious signs of distress due tohiding their emotions, because theymay be ashamed of their reactionsor may want to protect theircaregivers who may be visibly upset.

Most children will need basicinterventions, and only a smallpercentage will need a referral to amental health professional. Drasticchanges in mood or behavior thatpersist for a month or longer areindicators that a referral to a mentalhealth professional is warranted.Some specific indicators mayinclude: threat of harm to self orothers; feeling hopeless; feeling verysad or having persistent low energylevel; having overwhelming guilt andself-doubt; significant developmen-tal concerns; persistent confusion;frequent nightmares that signifi-cantly disrupt sleep or a significantdecrease in sleep; and engaging insubstance use behavior.

There are some things that canbe done in order to maximizechances that children will follow upwith referrals. Have positiveinteractions with children, and assist

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IAEM Bulletin July 2017

them to develop a positive attitudetowards future care providers. Also,since children can have an especiallydifficult time retelling informationabout traumatic events, write asummary of the basic informationthat the child provided and commu-nicate it to the receiving profes-sional.

Basic Response

One of the most importantinterventions is establishing a stableand safe environment. Establishing aroutine is also very important withchildren (e.g., school, play time,meals, rest). If possible, recreatingthe routine that was present pre-disaster would be very beneficial.Children should be provided withfactual information about thedisaster at their developmentallevel, and it should be verified thatthey have correctly understood theinformation. Being honest andforthcoming with information willassist with reestablishing trust and asense of safety.

Be mindful that children may askthe same questions over and overdue to a need for reassurance.Children will need verbal assurance,but it is important that unrealisticpromises are not made, such as thatanother disaster will not happen orthat everything will be fine fromhere on.

Media coverage of the disastercan cause confusion and anxiety inchildren. This is especially true foryounger children or when childrenare exposed to frequent mediacoverage. Therefore it is importantto limit media exposure, especiallymedia exposure to graphic scenes. Ifchildren are exposed to media

coverage, adults should ensure thatchildren understand the informationthat is presented.

It is important to recognizechildren for their responsible andage-appropriate behavior. Engagingchildren by giving them a meaningfultask to help restore normal familyand community life can give childrena sense of purpose. Also, involvingchildren in planning activities andmaking choices can help increasetheir sense of control.

As discussed earlier, children willhave very varied reactions, sovalidating individual feelings andexperiences is important. Encourag-ing children to talk about theiremotional reactions can be helpfulto draw out some children whotypically would not share suchinformation. However, it is impor-tant that children are not forced toshare their emotional reaction ifthey do not want to do so.

A discussion of normal reactionsto a disaster may assure somechildren that their experiences arenot unusual, and an effort should bemade to validate children’s emo-tional reactions to the disaster.Lastly, research has shown thatsupporting children’s caregivers isone of the most effective ways tohelp children during a disaster.

Suggested Training

The above-mentioned sugges-tions are just a few basic responsesto keep in mind. However, more in-depth training is easily available.Professionals working in disaster

settings are encouraged to com-plete Psychological First Aid (PFA)training. PFA is an evidence-in-formed approach that can be usedfor both children and adults toreduce the initial distress caused bya potentially traumatic event. It canbe delivered in a variety of settings.It emphasizes developmentally andculturally appropriate interventionsand includes handouts that can beused for children and families. Theaim of PFA is to reduce the initialdistress and to promote adaptivecoping and functioning. The coreactions of PFA are contact andengagement, safety and comfort,stabilization, information gathering,practical assistance, connection withsocial support, information oncoping support, and linkage withcollaborative services.

The details of PFA are beyond thescope of this article. However, onlinetraining and the PFA manual areavailable at no charge on theNational Child Traumatic StressNetwork website.

Summary

Children are especially vulner-able to mental health consequencesfollowing a disaster, and certain riskfactors increase this vulnerability.Noticing signs of stress is the firststep to being able to assist. Thereare certain basic responses thateverybody can do to assist childrenaffected by a disaster. PFA training isfree and readily available, and willlead to the development of appro-priate intervention skills.

continued from page 19

Helping ChildrenCope with Disaster

THE IAEM BULLETINThe IAEM Bulletin is a benefit of membership in theInternational Association of Emergency Managers.

The IAEM Bulletin is in its 34th year ofproviding news and resources for IAEM members.

The Bulletin Archives are available onlinefor members only at www.iaem.com/Bulletin.

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IAEM Bulletin July 2017

Vulnerable Populations and Emergency Management:A Non-Divisible Relationship

Some Lessons after the “Niño Costero 2017”By Sergio Alex Alvarez Gutierrez, Msc, MD; Disaster Risk Management Consultant and Researcher;

Professor at Peruvian University Cayetano Heredia and Peruvian University of Applied Sciences

continued on page 22

A s disaster risk manage- ment professionals, only when a disaster occurs

(whether natural or man-made) canwe evaluate the impact of our jobperformance during the pre-disasterphase. Recently, from January toApril, Peru was affected by a naturalphenomenon called “El Niño Costero2017.” This unusual and atypicalnatural event, simultaneouslyaffected more than 10 regions and1.1 million people.

After some weeks, the needsassessment showed to all actors inthe field the relevant role thatvulnerable people play during theemergency and recovery phases. Allpeople affected by disaster orconflict have a right to receiveprotection and assistance to ensurethe basic conditions for life withdignity. In addition, they will beincluded in the project cycle andaccountability actions.

Identifying VulnerablePopulations

Exposition and vulnerabilityconditions are both factors toidentify vulnerable populations inmany countries when we talk aboutdisaster risk. Sometimes manyvulnerable populations are living in“disaster conditions” before thedisaster. People in poor areas,without public services, located onthe riverbed or on the route oflandslides, without mitigationprojects and preparedness activities,could be considered as vulnerable.

However, we can integratewithin this definition specific groupsof people with some characteristicssuch as age, health conditions,gender, and human situations.Therefore, we would includechildren, persons with disabilities,pregnant woman, senior citizens,and those with terminal illnesses.

Those groups always are affected inemergency situations, but will notalways be included in the initialsituation reports.

For the Sphere project, “vulner-able” refers to people who areespecially susceptible to the effectsof natural or man-made disasters orof conflict. People are, or become,more vulnerable to disasters due toa combination of physical, social,environmental and political factors.They may be marginalized by theirsociety due to their ethnicity, age,sex, disability, class or caste, politicalaffiliations or religion. A combinationof vulnerabilities and the effect of anoften-volatile context all contributeto people being vulnerable fordifferent reasons and in differentways. Vulnerable people, like allthose affected by disaster, havevarious capacities to manage andrecover from disasters. A thoroughunderstanding of vulnerable people’scapacities and the barriers they mayface in accessing humanitariansupport is essential for a responsethat meets the needs of those whoneed it most.

Remembering Core Standardsfor Better EM in Disaster

Situations

During field missions, we mustnever lose our humanitarian prin-ciples. For that reason, we alwaysconsider the core standards at thedisaster response actions. At theglobal level, we are working with sixstandards.

Floods in Lima, Peru. Rescue activities by the affected people. Mar. 20, 2017.Photo: AP/Martin Mejía

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IAEM Bulletin July 2017

Core Standard 1: People-centred humanitarian response:“People’s capacity and strategies tosurvive with dignity are integral tothe design and approach of humani-tarian response.” This standardrecognizes that the participation ofdisaster-affected people (such aswomen, men, girls and boys of allages) their capacity, and strategiesto survive with dignity are integralto humanitarian response.

Core Standard 2: Coordina-tion and collaboration: “Humani-tarian response is planned andimplemented in coordination withthe relevant authorities, humanitar-ian agencies and civil societyorganizations engaged in impartialhumanitarian action, workingtogether for maximum efficiency,coverage, and effectiveness.” Thisstandard addresses the need for aneffective response to be coordinatedand implemented with otheragencies and governmental authori-ties engaged in impartial humanitar-ian action. In this case, vulnerablepopulations must participate ingeneral and in any applicablesectoral coordination mechanismsfrom the outset, and be informed ofthe responsibilities, objectives andcoordination role of the state andother coordination groups wherepresent.

Core Standard 3: Assess-ment: “The priority needs of thedisaster-affected population areidentified through a systematicassessment of the context, risks tolife with dignity, and the capacity ofthe affected people and relevantauthorities to respond.” Thisdescribes the need for systematicassessments to understand thenature of the disaster, identify who

has been affected and how, andassess people’s vulnerability andcapacities. It acknowledges thecritical importance of understandingneed in relation to the political,economic, social, and environmentalcontext and the wider population.

Core Standard 4: Design andresponse: “The humanitarianresponse meets the assessed needsof the disaster-affected populationin relation to context, the risksfaced, and the capacity of theaffected people and state to copeand recover.” Actors with humani-tarian responsibilities on the fieldmust design their response based onan impartial assessment of needs,addressing unmet needs in relationto the context and capacity ofaffected people and states to meettheir own needs.

Core Standard 5: Perfor-mance, transparency and learning:“The performance of humanitarianagencies is continually examined andcommunicated to stakeholders;projects are adapted in response toperformance.” Stakeholders, as wellas vulnerable populations, arecontinually examining the effective-ness, quality, and appropriateness ofthe response. Actors with humani-tarian responsibilities must adapt

their strategies in accordance withmonitoring information and feed-back from people affected bydisaster, and share informationabout their performance. Theyinvest in unbiased reviews andevaluations, and they use thefindings to improve their humanitar-ian and recovery projects, includingpolicies and practice on emergencymanagement.

Core Standard 6: Aid workerperformance: “Humanitarianagencies provide appropriatemanagement, supervisory andpsychosocial support, enabling aidworkers to have the knowledge,skills, behavior and attitudes to planand implement an effective humani-tarian response with humanity andrespect.” This standard recognizesthat humanitarian actors have anobligation to disaster-affectedpeople to employ aid workers withthe appropriate knowledge, skills,behavior and attitudes to deliver aneffective humanitarian response.Equally, public and private institu-tions, as well as military institutions,are responsible for enabling aidworkers to perform satisfactorilythrough effective management and

Distributing food relief in Piura. Photo: La Republica. Apr. 14, 2017

continued from page 21

Vulnerability & EM: ANon-Divisible Relationship

continued on page 23

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IAEM Bulletin July 2017

support for their emotional andphysical well-being.

Relevant Notes to ImprovePolicies and Practices of EM

at the Local Level

After review and evaluation ofthe human right approach, thenational disaster reports, the fieldhumanitarian activities, and thepublic messages provided to theaffected people in the disasterareas, we understood the key rolethat vulnerable people always playduring the implementation ofhumanitarian projects related toresponse and recovery actions. Aftermany technical meetings, we haveidentified some relevant notes toimprove emergency managementduring a disaster.

All actors with humanitarianresponsibilities must use corehumanitarian standards, as thementioned in the Sphere project,integrating those through theresponse and recovery phases.

Permanent activities onpreparedness focused on vulnerablepopulations will be implemented onthe future, integrating activities inthe design of the response plans,and engaging in preparednessactivities with a community ap-proach and humanitarian clusters.

Local authorities must haveavailable information on the

geographical distribution andlocation of the vulnerable popula-tion, including their vulnerabilityfactors and available capabilities.

Permanent participation ofthe vulnerable population into thewhole humanitarian project cyclewill be included.

The humanitarian responsewill be integrated into the nationaland local emergency managementpersonnel in terms of competencies,experience, professional, andpersonal skills.

Looking at the Futureof Vulnerable People

We know that every disaster isdifferent, even when impacts maybe severe. Nevertheless, all vulner-

able people could be participatingwith dissimilar roles, supporting theemergency response given by thegovernment or other actors.Changing the point of view ofvulnerable people could be achallenge during the emergencymanagement response to a strongdisaster. Reality proves that affectedvulnerable communities integratedwith emergency topics according tohumanitarian needs would be apositive factor. Vulnerable popula-tions are our allies, who can provideresources to inform disastermanagement in regard to qualityand accountability standards. Therecently disaster called “NiñoCostero 2017” in Peru showed usthat it is possible.

One of the 97 shelters installed in La Libertad region, Mar. 29, 2017.Photo: Andean agency

continued from page 22

Vulnerability & EM: ANon-Divisible Relationship

Connect through the IAEM Jobs Board!The IAEM Jobs Board is the place for

emergency management job seekers and employers to connect.And it’s absolutely free to the public, courtesy of IAEM!

www.iaem.com/Jobs

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IAEM Bulletin July 2017

Points for Functional Needs and Disabilitiesin Active Shooter Survival

By Rodney E. Andreasen, MS, MS, MA, FPEM, CEM, FCP, Director,Jackson County Emergency Management, Marianna, Florida

continued on page 25

A ctive shooter, active killer or active threat – these numerous names have

become the ubiquitous lexicon of theday with many of the mass shootingsthat have occurred in the UnitedStates and around the world.Numerous programs and plans havebeen created to meet the threat,and for the most part, they havebeen quite effective.

The common thread of Run, Hideor Fight has become the baselinestandard for many of these pro-grams, and as indicated, has beenvery effective in reducing the loss oflife. However, one area that has notseen a great deal of study orapplication is for those who mightnot be able to apply these principlesduring an occurring situation. Thisarea includes those who may bedisabled or have learning disabilities.They might not be able to employthese response tactics and have norecourse.

Suggestions that May AssistOrganizations with Applying

Appropriate Tactics

While time does not allow acomplete discussion of this area,there are some suggestions thatmay assist an organization inensuring individuals are able to applytactics to ensure their safety.

First, look to past and currentliterature on various other threatsthat may be faced in extremesituations. Fire codes instituted after1958, because of the Our Lady ofAngels School fire in Chicago, Illinois,changed the landscape of schoolsafety as it manifested itself fromfire danger. Fire organizations mustdeal with many of the same issues

that would affect persons in a fire aswell as the active shooter situation.Current guidance in fire coderequirements could provide ideas forimplementation. The most recentpublication on active shooterprevention and survival can be foundin the Planning and Response To AnActive Shooter: An InteragencySecurity Committee Policy and BestPractices Guide. On pages 22-23,specifics are addressed to assistorganizations in developing plans tomeet the needs of those individualsrequiring assistance.

The suggestions are an excellentstarting point. However, thesesuggestions need to go beyond whatis contained within these shortparagraphs. We need to also look atthose individuals who may havedisabilities that are not so apparent.Many issues, such as those thatimpair cognitive abilities such asindividuals with autism or otherissues, may not normally be faced byan organization.

Second, as previously stated,there may be individuals withcognitive disabilities within yourorganizations for which routinesafety procedure applications wouldnot fit in a certain framework, suchas those with autism. Organizationsor programs should reach out to thecommunity in which they arepresently situated.

Seek out professionals in yourarea that may support programs toassist individuals such as this. Smallad hoc advisement committeesmade up of community specialists,as well as persons within yourorganization, can have a largeimpact on the aforementionedsituation and provide a baseline of

applications and methods to meetthe challenges identified. Localschools have specialists who canassist in the development of pro-grams to help specific groups thatmay reside in the school system orother organization.

Third, look outside your statefor programs that may exist and arealready tested and proven to beapplicable in agencies or buildingssuch as yours. One state that hasbegun a very promising journey inthis regard is California. Numerousagencies from the Governor’s Officeof Emergency Services to theSacramento County Sheriff’s Depart-ment have developed guides andprograms that begin to addressplans to assist those with disabilitiesin an active shooter situation.

Ms. Mona Curry and Mr. l. VanceTaylor of the Governor’s Office ofEmergency Services have developeda guide entitled Active ShooterAwareness Guidance that containsinformation to assist persons withdisabilities. Scott McCartney of theSacramento County Sheriff’s Depart-ment also has developed an activeshooter program that devotesdiscussion to the process as well. Allof these individuals are excellentresources to reach out to as youbegin to develop a program thatcould be noteworthy within yourorganization.

Fourth, seek out local officesat county, state and federal levelsthat perform Americans withDisabilities Act (ADA) services.These organizations specialize inserving those with disabilities andcan provide a wealth of guidance as

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IAEM Bulletin July 2017

continued from page 24

Points for Functional Needs andDisabilities in Active Shooter Survival

protect personnel at every level. If possible, thesespecialists should be brought into the process at theearliest point in the planning process.

Finally, the most important step concerns yourorganization as a whole. In a quote most notablyattributed to President Dwight D. Eisenhower, “Plans areworthless, but planning is everything.” This is a keyelement in developing and fitting the plan to the specificproblems that are identified. Many plans have beendeveloped that have been tried and failed to meet theirintended objective. The plans become so voluminous thatthey end up on a shelf or even take on a new identity asan effective door stop.

Testing the Plan

However, the key element that seems to be theprocess that makes plans viable is testing the plan inpractice. The plans must be tested to ensure that theymeet the established goal versus filling a requirement ona checklist. If the desired result is missed, the plan isbasically worthless. More importantly if the plan does notwork, the consequence could be loss of life. Both piecesof the process need to be the plan and the practice.

Each day organizations around the United States putinto practice fire plans that are developed. This builds inmuscle memory and becomes a second nature in applica-tion. When an active shooter incident occurs, therewon’t be time to fully think through the process, and

people must be able to act on practicedapplications to make the plan work.

Summary

These suggestions are not the end of theresearch in this emerging issue. This is thebeginning of a process that each organiza-tion should seek to embrace and expand tothe extent possible. Each organization isunique in its physical makeup and personnel.To be truly effective, each organizationmust meet its baseline application and workto improve the plan from thatpoint on. Only when we are totally inclusivewith all of our employees, can we trulymeet the needs of all personnel.

well as legal support for actions that you may employ orinstitute.

Fifth, each organization should look outside itself,and possibly outside the United States, for programs thathave application within the organizational program.Numerous countries have developed operational pro-grams that may be applicable to a specific organizationprogram. There is no need to “reinvent the wheel” whensuch a program already exists, including those that youcan adapt and improve.

Sixth, work with internal ADA personnel and thoserepresented to identify the issues. Identify those personswho will need assistance and involve them in the plan-ning process. Inclusion is the most important element ofthe process. By pinpointing specific needs, a more robustand applicable program can be tailored to assist theseindividuals in methods of protection and survival.

Seventh, involve specialists who are trained in theconcept of Crime Prevention Through EnvironmentalDesign (CPTED) to assist in developing safe secureenvironments. These specialists can assist in looking atthe design parameters of the physical locations and makerecommendations internally and externally to help

Tuesday, July 18, 2017,2:00-3:30 p.m. EDTIAEM Think Tank: "Large Event CrisisPlanning – A Private Sector Perspective"

register onlineDescription: Crisis planning for large events is now on the mind of

many emergency managers due to the recent awful attacks overseas.This concern is especially high for private sector companies that hostthousands of people at events or on their sites. Our upcoming IAEMThink Tank will provide a behind-the-scenes look at large event crisisplanning from a private sector perspective and explain how to engagewith government responders to develop a seamless response plan.Speakers will include: Eric Baumgardner, EM coordinator, BurbankFire Dept., and emergency manager, City of Burbank; Andrea Davis,MS, director of global crisis management and business continuity atDisney; George Fong, director of facilities and event security at ESPN;Julie Kachgal, MPA, CEM, CBCP, director, Business Resilience, Westfield;and Leslie Luke, deputy director, OEM, Los Angeles Co. Chief ExecutiveOffice. The event will be moderated by Richard Serino.

IAEM Think Tank

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IAEM Bulletin July 2017

It Takes a Community:Collaborative Efforts for the Safety of our Vulnerable

By Brian Nestler, American Red Cross of Greater Chicago and IAEM-GSC Treasurer;and Chanpreet (Simran) Singh, Jacksonville State University Doctoral Student,

IAEM-GSC Secretary, and inWEM Secretary

continued on page 28

A pril was once again vibrantly celebrated as Autism Awareness

Month. Many buildings like theWhite House were lit up in blue tocelebrate the month. With thiscame the usual information andconsciousness campaigns that havebecome the standard fare of suchawareness months. One of the mostprominent groups in autism aware-ness, Autism Speaks, published agraphic that stated, “In an emer-gency, nearly one-third of peoplewith autism may not be able to say:their name; phone number; Help.”

While it is profoundly soberinginformation, particularly for thoseinvolved in both public safety andemergency management, it’smissing a key element – any sugges-tions to fix the problem.

However, what do we as emer-gency managers and public safetyofficials know about how to commu-nicate with those on the autismspectrum? How about communicat-ing with those who are hearingimpaired, or visually impaired? Howmany first responders are comfort-able working with mobility-impairedindividuals in the midst of anevacuation?

Need for Proactive Measures

There is a dire need to transitionfrom paper plans to taking proactivemeasures that will help to ensurethat people with Access and Func-tional Needs (AFN) feel safe,protected, and involved in theemergency management processand outcome. The AFN populationincludes a diverse number of people,including those with autism, deaf-

ness or blindness, mobility issues,physical and/or mental impairments,and those dependent on a caregiveror service animal.

Uncertainty and unexpectedproblems arise within every disasteror emergency, but we can becomemore responsible in accepting thatthere are certain populations thathave been overlooked and need ourfocus. We can embark on the stepstowards preparedness and mitiga-tion. Every single life counts and isvaluable. Having access and func-tional needs should not be a reasonof exclusion in emergency prepared-ness and response planning.

Emergency managementofficials tend to overlook the AFNpopulation due to a lack of knowl-edge, experience, and preparednessfor dealing with diverse populations.This can directly result in delays,injuries, and even casualties on afew occasions. These experiencesbecome a lesson learned in the afteraction reports, yet without strategicplans for future preparedness.

Form Invested and RelevantCommittee Representing

Diversity/Complexity

One of the solutions is theformation of an invested andrelevant committee of membersthat represent the diversity andcomplexity of the issue. Theseinclude persons with access andfunctional meeds, parents and/orcaregivers, non-governmentalorganizations (NGOs)/nonprofitorganizations (NPOs) with AFNexperience, emergency managers,special education teachers, publicsafety members, counselors,

healthcare providers, and otherinterested and relevant partners.Such a committee enables a proac-tive conversation about what’s beenmissing, looing at the strengths,weaknesses, opportunities andthreats of current plans. Only thencan the necessary actions be takenfor preparedness, mitigation,response, and recovery. Thecommittee would ideally be advisinglocal emergency managementagencies and other public safetyorganizations.

School Drills and Exercises

An opportunity that is all toooften missed is including all popula-tions into school emergency drillsand exercises. Most children havetheir first real experience with publicsafety officials when they are part ofa fire drill or other emergencyexercise that has taken part in theirschool. Most children have had theexperience of coming down fromtheir classroom during a fire drill tofind fire trucks and firefighterssupervising the whole drill.

How can we make sure that allchildren are involved in the disasterpreparedness process and outcome?Schools can assist with directlypreparing children with AFN foremergencies via training, exercisesand drills designed specifically forthese students. Schools also canconduct school wide drills andexercises that highlight the real anddangerous issues that may ariseduring an emergency. We often tendto idealize exercises and, perhapssub-consciously, develop them in a

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IAEM Bulletin July 2017

Feds Act to Ensure that Patients in AllHealthcare Settings Are Protected from Disasters

How the New CMS Emergency Preparedness Rules for HealthcareProviders Will Affect Community Emergency Management Agencies

By Esmeralda Valague, Freelance Consultant, IAEM-USA Healthcare Caucus Vice Chair

continued on page 28

When disaster strikes,survivors take forgranted that the

healthcare infrastructure of theircommunity will be ready to helpthem. This is especially true whenyou are already a patient in ahealthcare setting when the “tonesdrop.” There is no more vulnerable apopulation than those who areundergoing a procedure, undersedation, in restraints, hooked up tomachines or otherwise immobilewhen a tornado, flood, earthquakeor other emergency affects thefacility or community. And, I wouldimagine that most patients relin-quish that control without a secondthought to the training level of thehealthcare workers who theyentrust with their safety duringthese times. But depending onwhere you are in the continuum ofhealthcare providers, thosehealthcare workers you rely on mayor may not know what to do whendisaster strikes.

The primary focus of existinghealthcare preparedness programshas been on managing patientsurges for institutions that provideemergency medical care – read:general hospitals. Indeed, hospitalshave been required to plan foremergencies by CMS and accredita-tion bodies for several years now,and federal hospital preparednessprogram funds have been madeavailable to help offset the cost ofequipment and services in support ofhospital resilience. However, manyother provider types, such as long-term care, skilled nursing facilities orambulatory surgical centers, have

not been required to invest in anemergency management program –until now.

Major Impact Anticipated

Last year, The Centers forMedicare and Medicaid Servicesacted to ensure that all patients inhealthcare settings are protected byan emergency managementprogram by this November. This willhave a major impact on bothhealthcare organizations andcommunity emergency manage-ment agencies. “These require-ments will mean that every providerin every healthcare setting will haveplanning and exercising require-ments, but the challenge will be howthey will integrate into theircommunities,” says Nora O’Brien ofConnect Consulting and chair of theIAEM-USA Healthcare Caucus.

That means if you are an emer-gency manager for your city, county,state or tribal authority – healthcareproviders will soon be knocking atyour door wanting to collaborate.And, they are not in any position toaccept “we don’t have the re-sources” as an answer. To makematters more challenging, it’sunlikely that additional funding willavailable to healthcare organiza-tions or community emergencymanagement agencies to help withmeeting this major challenge, eventhough both sides often operatelean.

Collaboration in Exercises MostResource-Intensive Area

The most resource intensive areaof future collaboration will be

around exercises. For many provid-ers, competition is intense, and theidea of sharing best practices andbeing transparent about challenges(or having them “discovered” in adrill) will be a foreign concept. Thepressure is sure to mount to havelocal agencies work privately witheach provider. Emergency managerswithout the bandwidth to do thisshould sell these providers on thebenefits of all providers exercising asa system. This allows the partici-pants to pool what resources areavailable but, more importantly, ithelps all involved learn providers’assets and limitations during adisaster.

For example, many nursinghomes have disaster plans thatinclude “admitting patients to thehospital,” but that plan is not likelyto be met with approval from thehospital themselves. Disaster day isnot the time to learn this reality,especially since the movement ofmedically fragile patients is difficultand, for many, life-threatening.Moving them twice actually morethan doubles the risk.

On the other hand, providertypes that are able to close for adisaster may be untapped resourcesin the case of a disaster – a readywork force of medical personnel andsupplies that can be redirected tothe response effort. Exercises withbroader-than-normal participationare likely to make these “ahamoments” abound.

While the news of these rules areplacing some communities in apanic, others (such as Santa Rosa

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IAEM Bulletin July 2017

us in the healthcare emergencymanagement world believe theresult will be a win for all involved.The fact is, for every $1 a hospitalspends in preparedness – they savean estimated $4 in response – evenif the response savings is theproverbial “2 birds in a bush.”

Positive Payoff to EM Agencies

There is also a positive payoff tocommunity emergency manage-ment agencies. “The more preparedthey (the healthcare providers) are,the easier my job is,” notes Hahn.

An unprepared healthcarefacility setting can easily divert mostof your available resources during adisaster response – and for a smallpopulation. For example, you canevacuate 50 healthy people on a buswith two responders, but evacuatingone bariatric (400 lbs.) ICU patientcan easily take eight persons (six to

County, Florida) have been engagedalready and see this as an opportu-nity to expand existing networks.

“We have a quarterly meeting ofall healthcare providers where wediscuss current issues, threats andopportunities. The area players areknown and already participating,”says Daniel Hahn, CEM, Santa Rosa’semergency management plans chiefand IAEM-USA Public-PrivatePartnership Caucus member. “Inaddition to our facilitated hospitalexercises, we will include them inour annual hurricane exercise andbe available to assist with any stand-alone exercises they plan.”

While this rule has logistical andfinancial impacts that each commu-nity will have to navigate, those of

continued from page 26

Collaborative Efforts toProtect the Vulnerable

continued from page 27

Protecting Patients inHealthcare Settings

way that will produce successfulresults. This can involve eitherexcluding AFN students from thedrills or giving them advancedwarning. Neither of these will be thereality in an actual emergencyscenario. By producing a morerealistic drill, we can be moreproactive in facing the harshrealities that occur in a real lifesituation.

This includes the failures thatpresent opportunities for the schoolto work on in the future. Thesefailures can be prevented in a realscenario if we continue to developand conduct exercises and drills thatare more realistic in nature, andthen learn and apply those lessons.

Conclusion

In an effort to include the wholecommunity in disaster planning, weneed to find ways to engage all ofour populations, including those withaccess and functional needs, in theemergency management process.Emergency management officialsshould be utilizing collaborativeprocesses to build trusting relation-ships, opening the critical lines ofcommunication, understandingwhere weaknesses reside, andimplementing disaster educationpolicies. This will pave the way forrisk reduction, empowering thevulnerable and increasing commu-nity resiliency.

In essence, just like it takes avillage to raise a child, it takes awhole community approach toprepare for the physical, mental,and emotional safety of all the

members of our community. Thegoal is being inclusive in the planningand decision-making process. Byutilizing some of the ideas discussedhere, we can give those with accessand functional needs a leadershiprole in their own safety.

Here are some resources forchildren with access and functionalneeds and emergency preparedness:

Keeping Children with Disabili-ties Safe in Emergencies (CDC).

Disaster Checklist for ChildcareProfessionals (Save the Children).

Steps to Prepare for anEmergency or Disaster with yourChild’s Special Healthcare Needs orDisability in Mind (Center forChildren with Special Needs, SeattleChildren’s Hospital).

carry and two to run IVs andperform manual ventilation).

Conclusion

It is much better to plan, train,and equip healthcare providers forself-sufficiency and inter-providercollaboration than to divert yourmuch needed firefighters andparamedics to such a resource-intensive and high-stakes rescue.That’s a message that shouldresonate positively with electedleaders, healthcare providers, themedically vulnerable, and thecommunity as a whole.

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IAEM Bulletin July 2017

Child’s Play: Remembering ourYoungest in Disaster Planning

By Andrew R. Roszak, JD, MPA, Senior Director,Emergency Preparedness, Child Care Aware® of America

continued on page 30

C hildren have unique anatomical, physical, emotional, and develop-

mental needs and are classified bythe U.S. Department of Health andHuman Services (HHS) as an “at-riskpopulation.” Children make upnearly 25% of the population in theUnited States and each workdayalmost 70 million children are inchild care or school, separated fromtheir families. This large and uniquepopulation represents our future.Yet, in the aftermath of almostevery major disaster, the need tofurther improve policies and proce-dures for children during and after adisaster is recognized.

While progress has been made inpreparing educational facilities,often the youngest and mostvulnerable have been overlooked.This includes the 11 million childrenyounger than five years who rou-tinely receive childcare and who aretoo young to be enrolled in the K-12system. This number has steadilyrisen over the past several decades,along with the trend of women inthe work force.

Changing Demographics

Forty years ago, less than half ofall mothers worked outside of thehome, and only about a third ofmothers with a child under agethree worked outside of the home.Now, about 75% of mothers withchildren six to 17 years old are in thelabor force, along with 61% ofmothers with children under threeyears old. On average, childrenspend about 36 hours a week in childcare.

As employment, demographicand socioeconomic trends change in

the United States, the tactics,strategies and priorities of emer-gency management must change aswell. Ensuring parents, child careproviders and children are preparednot only helps protect our mostvulnerable, but also increasescommunity and economic resilience.Simply put, child care is a tremen-dous economic driver for communi-ties.

During non-disaster times, childcare breakdowns have huge finan-cial impacts. Adjusted for inflation,U.S. businesses lose approximately$4.4 billion annually due to em-ployee absenteeism as the result ofchild care breakdowns. Over a six-month period, 45% of parents areabsent from work at least once,missing an average of 4.3 days, dueto child care breakdowns. Inaddition, 65% of parents’ workschedules are affected by child carechallenges an average of 7.5 timesover a six-month period.

These challenges that exist on aneveryday basis are further magnifiedduring and after disaster. After adisaster, a lack of child care is thebiggest impediment, aside fromsecuring stable housing, for adults toreturn to work.

Impact of Disasters onthe Child Care Sector

Some recent examples highlightthe impact disasters can have on thechild care sector:

Superstorm Sandy impacted11,500 licensed and registered childcare programs in New York; that’smore than half of the total programsin the entire state. Sandy alsocaused the long-term closure of 697child care programs in Connecticut,

New Jersey and New York. Someprograms were closed as long aseight months, while others neverreopened.

The Louisiana flooding in 2016impacted at least 88 child careprograms in the Baton Rouge area,displacing more than 6,000 childrenfrom child care. A month later, 45programs remained closed.

During Hurricane Matthew in2016, more than a quarter of thechild care providers in CumberlandCounty, North Carolina, closed,leaving an estimated 10,200children temporarily without childcare.

All of these disasters not onlyimpacted the child care providers,but also exacted a tremendous tollon children, parents, employers andcommunities-at-large.

Why Has There Been so MuchRecent Focus on Emergency

Preparedness and Child Care?

For emergency management,the time is ripe for partnership andengagement with child care provid-ers. The reauthorization of the ChildCare and Development Block Grant(CCDBG) Act in November 2014 wasthe single biggest piece of legislationimpacting child care in nearly 20years. CCDBG is administered tostates in formula block grants, whichare used to subsidize child care forlow-income working families (around1.5 million children per month) andto support activities that improvethe overall quality of child care forall children.

CCDBG ushered in many newrequirements, including: background

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IAEM Bulletin July 2017

continued from page 29

Child’s Play:Remembering our Youngest

in Disaster Planning

Are you taking fulladvantage of your

IAEM membership?

Learn about memberbenefits online.

families find, evaluate or pay forchild care. They also provide directoutreach, technical assistance andtraining to child care providers. Lastyear, CCR&Rs trained more than580,000 child care providers.

CCR&Rs are a constant presencein local communities and serve as aresource for child care providers andfamilies. These entities are naturalpartners with emergency manage-ment, as they are one of the onlyorganizations that can authorita-tively speak about the status andfunctioning of the child care sectorbefore, during and after disasters.

Child Care Aware® of America,the national member-association forCCR&Rs, established a new emer-gency preparedness program in2015. The program is focused ontraining CCR&R staff and child careproviders, along with providingtechnical assistance, developingresources, engaging with keystakeholders, and advancing thenational dialogue on the importantrole of child carebefore, during andafter emergen-cies. Recently,Child Care Aware®

checks, health and safety standards,emergency preparedness planning,increased consumer education, andnew quality initiatives, to name asmall portion of the changes. As aresult, each state is now working on,or has recently developed, anemergency plan for child care.Emergency managers should reachout to their state or local child carelicensing agency to learn moreabout these new federal require-ments.

Where Can EmergencyManagers Learn More About

Child Care in Their Community?

One of the major connectionsthat emergency managers can makeis with their local child care resourceand referral agencies (CCR&Rs).Throughout the country there are572 CCR&Rs. These entities arestaffed by early childhood expertsand provide a myriad of services.Each year, they help nearly 1 million

of America has hired a full-time GISanalyst and is working with emer-gency management in severalcommunities to create interactivemaps that provide a completepicture of child care programs andassets. You can learn more atChildCarePrepare.org.

Conclusion

In closing, children are ourfuture. They have many uniquecharacteristics, which make themvulnerable on many levels. Caring forchildren during disaster is of theupmost importance, howeverworking solely with K-12 educationalfacilities will only cover a fraction ofchildren. The functioning andcontinued viability of the child caresector is vital for community andbusiness resilience. Working withchild care providers helps furtherensure that the needs of children,parents and the community arebeing met during a disaster.

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IAEM Bulletin July 2017

No Dogs Allowed: Ethics, Disaster Management,and the Vulnerable Populations of Prisons

By Sharon L. Chisholm, MDEM

continued on page 32

W henever we hear the phrase “vulnerable population,” our

thoughts usually go to the obvious –those people and places where wefind our most defenseless: hospitals,nursing homes, and schools. Whenpressed, we might even consider theisolated personnel of a polarresearch station, an aircraft carrierat sea, or even a high level researchstation as being vulnerable popula-tions.

However, one group of individu-als who will be almost universallyomitted as being “vulnerable” in adisaster are those we confine inprisons. Whether one considers theexistence of jails and prisons to beethical or not, they are a fact of lifein every country and continent onthe planet, with the exception ofAntarctica.

According to the UN’s DisasterManagement Training program, thedilemmas facing emergency assis-tance providers are numerous andoften entail having to make choicesbetween undesirable alternativeswhen dealing with vulnerable

populations. How we treat thisparticular kind of vulnerable popula-tion can also serve to help us whenconfronted by other, equally difficultethical dilemmas. When you have atornado bearing down on both anold age home and a primary school,what is the best course of action totake? Do you tell them they are inharm’s way or not? Do you only tellone and not the other? What arethe ethical implications for oragainst your actions? Who do yousave, and why? And most impor-tantly, how do you this ethically?

In the context of disaster,especially one that has an impact ona prison facility, decisions made onan ethical basis may have significantand lasting impact on the communi-ties served. Thus the questions to beasked include:

Who has the authority tomake such significant ethicaldecisions?

How should ethical decisionsbe made?

What principles and valuesshould guide those in ethical decisionmaking processes?

And what isresponsible actionin response tohuman need?

Recognizingthe basic human-ity of all thosewho can be foundwithin theconfines ofconcertina wireand concrete,disaster planningfor prisons isusually a fraughtexercise, with

“Let ‘em rot!” often being thepreferred outcome. Given this(somewhat insensitive) reaction tomost initiatives that involve prisons,it is easy to see how simply trying touse an “ethical approach” to disasterplanning and management forprisons might be dismissed.

By examining the distinct ethicalapproaches of moral worth/Kantianethics, virtue ethics and lifeboatethics, I will try to highlight some ofthe considerations required whenusing a (purely) ethical approachtowards disaster management forthe vulnerable populations ofprisons, review their validity, andmake some recommendationsregarding the use of such ap-proaches to disaster planning forprisons.

Moral Worth/Kantian Ethics

Using this approach, an emer-gency manager acts in a “morallyworthy” way out of duty and nothingelse. Once we recognize that thereis a perfect duty to perform, we areto act. When we have an opportu-nity to perform an imperfect duty,we may choose not to do so. But wemust be prepared to act accordingto the imperfect duty on otheroccasions.

As an example, during anemergency event, a first responderwith a sick spouse at home opts tostay home (family comes first). Thenext time, using a similar emergencyscenario, instead of a spouse it is amother-in-law who is sick. Per Kant,the ethical requirement is that thefirst responder now must abide byhis “family comes first” duty, even

Arizona State Prison Complex Eyman. Photo used withpermission from Arizona Department of Corrections.

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IAEM Bulletin July 2017

though they may not want to stayhome with the mother-in-law.

When a Kantian ethical approachis used, once the duty to provideassistance is accepted at theplanning stage, it is incumbent onthe emergency manager to ensurethat the tools needed to prepare for,respond to and recover from adisaster are not only identified butallocated. Much like a dog with abone, the duty to assist, simply asthe right thing to do, must beadhered.

Virtue Ethics

With virtue (or value) ethics, thefocus is on what kind of person theEM should be, rather than on howone should act. The premise ofvirtue ethics is that right actions aredefined according to the virtues ofthose who perform the actions. Bytradition, virtues fall into fourcategories: (1) virtues of theintellect (wisdom and prudence); (2)virtues of the spirit (courage andfortitude); (3) virtues of emotion(temperance and moderation); andfinally (4) the virtues of harmony andcivil order (justice). Put simply, onlythe good (virtuous) person can knowwhat the good action is in any givencircumstance and therefore, whatvirtuous people do determines what“good” and “bad” are.

Since virtue ethicists believe thatthere is an inherent link betweenwhat good actions are and what thegood person does, an emergencymanager would find that theseattributes inform all four pillars ofemergency management for prisons

and thus transform the obligationsof a responder from aspirationalgoals to ethical imperatives.

However, the practice of virtueethics sometimes falls significantlyshort, as highlighted by eventsduring Hurricane Irene, Aug. 20 and28, 2011. Anticipating a direct hitfrom Irene, emergency officials inNew York City feared for the safetyand well-being of those who optedto ride out the storm by remainingat home.

However, emergency officialscompletely overlooked one signifi-cant and highly vulnerable group intheir evacuation plans, namely the12,000 inmates held at Rikers Islandjail complex. This was despite thefact that Rikers Island is partiallyconstructed on land fill, sits in theEast River, a salt water tidal strait,and is vulnerable to storm surges.1

Although Hurricane Irene did notcreate the kind of damage that hadbeen anticipated, the virtue of beinga “Good Shepherd” for all NewYorkers appears to have beenabandoned when the “wolf” was atthe door.

Lifeboat Ethics

Lifeboat ethics more or lessmandates that actions be governedby a zero-sum solution, in that thelimited capacity of agents is theultimate arbiter of who survives andwho does not. Prisons are neitheralone nor unique when it comes tothe vulnerable; old age homes,mental health facilities and home-less shelters, all become easytargets for exclusion.

During “high-consequenceevents,” prisons become a kind of“anti-lifeboat” or dog pound, wherean already constrained capacityleaves local prison authorities toface lifeboat situations without the

ability to access resources, includingstaff, supplies or means to relocate,if necessary. This is the only lifeboatwhere everyone wants to leave butno one wants to get into the water,and those in the water would ratherwait for a lifeboat that may nevercome. Even if a few hardy souls domanage to crawl aboard, capacity iseventually overwhelmed and thosein the lifeboat share the same fateas those in the water – everyonedrowns.

Since any emergency plan whichwould call for an early release ofeven the most low-risk of inmateswould likely be met with some formof public outrage, further complicat-ing operational and logisticalquandaries during high consequenceevents are the presence of lifesentence/death row inmates, wherethe safety and security of thesurrounding community, as well asother inmates and prison staff, mustbe balanced against the principles ofjustice for all and basic humandecency. While a mass execution, asan extreme possibility, might serveto mitigate immediate publicconcerns about “mad dogs” in theirmidst, for the remaining inmates,such actions would magnify themistrust already endemic in prisonsand highlight the decision makers’biases towards their prisoners.

Conclusions

Regardless of ethical approach,the prima facie caveat of emergencymanagement is that helping vulner-able people in a disaster area is anon-negotiable imperative for allemergency management practitio-ners. However, that caveat is sorelytested when the disaster areaincludes a prison or other carceralinstitution. Determining who are themost vulnerable and who should bethe beneficiaries of prompt aid,

continued from page 31

Ethics, Disaster Management,and the Vulnerable

Populations of Prisons

continued on page 331Fox, James. “Inmate Safety and Emergency Preparedness - Corrections.com.”Inmate Safety and Emergency Preparedness. 5 Mar. 2012. Web. 17 Mar. 2015.

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IAEM Bulletin July 2017

needs to be made in such a way thatall human life is preserved, insofar asit is possible to do so, while simulta-neously acknowledging the “peni-tential” social contract that existsbetween the incarcerated andsociety in general.

Recommendations

In the resource-constrainedsetting of a high-consequence event,prisons are at particular risk forabandonment and neglect. Alreadymarginalized in terms of geographiclocation and social standing, prisonsare often deliberately and explicitlydeprived of those capacities whichwould ordinarily serve as a buffer tolargely externally-driven vulnerabili-ties. When it comes to emergencymanagement for these vulnerablepopulations, much of the challengethat confronts emergency managers

lies in the fact that they may becalled upon to solve ethical dilem-mas within an urgent timeframe.

Future research and discussionwould be useful in exploring theintersection between thepracticalities of emergency resourceallocations for prisons, the riskclassifications of and threat analysisfor inmates, as well as the surround-ing community and the other typesof ethical philosophies which mightinform decisions to do so.

Resources

Arlikatti, S., Kendra, J., &Clark, N. (2012). Challenges forMulti-sector Organizations intracking and Sheltering RegisteredSex Offenders in Disasters. Journal ofHomeland Security, 9(1), Article 27.

Arpaly, Nomy. “Moral Worth.”The Journal of Philosophy XCIX.5(2002): 223-45. Print.

Baggini, J., & Fosl, P. (2007).The ethics toolkit: A compendium ofethical concepts and methods.Malden, MA: Blackwell Pub.

“Emergency ManagementPlanning - Frequently Asked Ques-

tions.” Emergency ManagementPlanning - Frequently Asked Ques-tions. Web. 1 Apr. 2015.

Faxel, Seena, and JacquesBaillargeon. “The Health of Prison-ers.” Lancet 377.9769 (2011): 875-966. Print.

Fox, James. “Inmate Safetyand Emergency Preparedness -Corrections.com.” Inmate Safetyand Emergency Preparedness. 5Mar. 2012. Web. 17 Mar. 2015.

“Highest to Lowest - PrisonPopulation Total.” Highest toLowest. International Centre forPrison Studies. Web. 6 Mar. 2015.

History of the prison system. TheHoward League for Penal Reform(n.d.). Retrieved April 16, 2015.

Kurian, George Thomas. WorldEncyclopedia of Police Forces andCorrectional Systems. 2nd ed. Vol. 1.Detroit: Thomson Gale, 2006. 74-86.Print.

“Prisoner.” Wikipedia.Wikimedia Foundation. Web. 6 Mar.2015.

Sarre, R., & Doig, M. (2000).Preventing disaster by building a riskprevention ethic into corporategovernance. Australian Journal ofEmergency Management, 15(2), 54-57.

Simmons, Keith. “Kant onMoral Worth.” JSTOR. University ofIllinois Press, 1 Jan. 1989. Web. 1Apr. 2015.

Stohr, Mary K., and AnthonyWalsh. “A History of Corrections.”Corrections: The Essentials. LosAngeles: SAGE, 2012. 16-32. Print.

“Ten Economic Facts aboutCrime and Incarceration in theUnited States.” The BrookingsInstitution. 1 May 2014. Web. 2 Apr.2015.

Gaillard. “Prisons, Prisonersand Disaster.” International Journalof Disaster Risk Reduction (2012):33-43. Print.

continued from page 32

Ethics, Disaster Management,and the Vulnerable

Populations of Prisons

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IAEM Bulletin July 2017

From Jack Bauer Wannabe to PodcasterMy Non-Traditional Approach to ReachingOne Vulnerable Segment of the Population

By Lisandra Pagán, Ph.D.

continued on page 36

W hen I enrolled in graduate school to complete emergency

management education, I wasconvinced that the governmentcould use my help. After all, I wasone of those who jumped in, duringthe Homeland Security era, with thehope of being a “Jack Bauer” (in mycase, the female version). I wantedto work in counterterrorism, and Iwanted to have an active role.However, I quickly realized that atage 34 I was late for any “specialforces” training. Additionally, myfocus changed quickly after divinginto research on Hurricane Katrina.

After reading and analyzing afew research studies and casestudies, I discovered my real calling.My calling in emergency manage-ment was not counterterrorism, butto deliver the preparedness messageto populations with limited Englishproficiency, specifically the Spanishspeaking communities in the UnitedStates.

Vulnerability Can BeLinked to Language

The fact is that the vulnerabilityof a group or a segment of thepopulation is not necessarily relatedto their socio-economic status or tothe place they live. For some,vulnerability is linked to the lan-guage they speak or their ethnicity.Ethnic groups who speak a languageother than the country’s officiallanguage are vulnerable popula-tions, regardless of their financialsituation. When an individual or agroup has limited access to emer-gency information or faces commu-nication barriers, they become partof a vulnerable population.

As a member of the Hispaniccommunity, my heart sank when Iread the statistics on non-Englishspeakers who didn’t understandwhat was going on during Katrina,who didn’t understand instructionsor even the news. I can say I criedwhen I read about the number ofHispanics, Vietnamese, and otherminority groups who were notaware of the disaster approachingthem because they couldn’t under-stand the radio, TV, or writtenmedia.

Can you imagine? It’s somethingelse entirely to ignore orders toevacuate. Imagine being completelyunaware of what’s going on during adisaster. That was a turning point forme. Right then and there, I decidedthat I was going to do everythingpossible to help vulnerable peopleprepare for disasters.

I made it my goal and mymission to help people prepare fordisasters, but I didn’t know where tostart. I knew Spanish and English,but I knew it wasn’t feasible for meto learn additional languages, so Istarted by joining FEMA’s prepared-ness coalition. I received many boxesof printed materials and startedsharing flyers. Later, I was invited tospeak to a church audience aboutpreparedness.

Reaching Out on Internet Radio

I was blown away when I wasoffered a weekly segment on aninternet radio station. I started mysegment, “Haciendo mi parte”(Doing my part), and for almost ayear, I explained to the audiencehow to prepare for differentemergency situations. I shared myknowledge in a non-technical way

with the public. Eventually, I had anaudience of more than 400 peoplefrom Florida and Puerto Rico.

In July 2016, hoping for more, Idreamed about how I could reach aworldwide audience with thepreparedness message. Although itwas an unusual topic, I decided tolaunch a podcast called “Prepárate,”which means Get Ready. Today, Ihave published more than 34episodes, in which I cover differentpreparedness topics and scenarios.At the end of each episode, I offersuggestions and steps to follow forthose who are learning how toprepare, respond, and recover. I alsohave published checklists, resources,and guides on my blog.

I wanted to share this vitalmessage and help people prepare,because if you are prepared and youknow what to do, you can save lives.What really struck me was that afree platform to deliver a messagecould be a very effective way tobroadcast information, not tomention a community-buildingopportunity, something that has notbeen used extensively by emergencymanagement professionals. In fact,as of today, I don’t know if anyemergency management profession-als use this platform to communi-cate and educate their communi-ties.

Podcasts are an excellent way todeliver a message to many individu-als in a short amount of time. I neverimagined the reach, or how easily apodcast could create opportunitiesfor me to deliver my message to aglobal audience, or how my voicewould travel the world every week.

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IAEM Bulletin July 2017

Tourism and VulnerabilitiesBy Geoffrey Phillips, MS, AEM

continued on page 36

W hile, I was in college, I was able to travel, and during this time, I

found myself in precarious situa-tions. I have been lost hiking, and Ihave fallen off a cliff face when theground gave out. I’ve been in aforeign country where Englishwasn’t the primary language whenthere was a terrorist attack. I haveeven had a drive-by handgrenadeing happen two blocks awayand witnessed the possible assailantwalk to his car and drive away.Since, then most of my travel hasbeen for work, where I drive duringhurricanes and tropical storms, visittornado sites, help flood victims, anddeploy for a few days to manymonths.

Tourists (describing both businessand personal travel) are vulnerablebecause they are away from home,lack the institutional knowledge ofthe local area, and may have limitedto no support or personal safety net.This often leaves individuals in adifficult situation when traveling,whether they lose medication, breakglasses, or something worse hap-pens (medical issues, car accidents,natural or man-made disasters). Asemergency managers, we take intoconsideration other vulnerablepopulations, and I think we shoulddo the same for those who arevisiting our communities.

Domestic Tourist

One concern while away fromhome is an individual may lackknowledge about how emergencynotifications are made. It may bethat they come from an area thatuses IPAWS and are not aware thatthird-party applications exist, letalone that they may replace notifi-cations from the Emergency AlertSystem or its components. Individu-

als may not know there is an eventor if they need to take action. Partof this problem lies with communica-tion, as different methods ofnotification are used in differentways. Does a siren mean the firedepartment has a call, the river isabout to crest, the dam is about tobreach, a tornado warning isoccurring, maybe there is antsunami, or volcanic activity?

I remember when I was at theJFO in Albany, New York, afterHurricane Irene and Tropical StormLee. We had several FEMA DisasterAssistance Employees who thoughtwe had tornado warnings, becausethe volunteer fire departmentacross the street would use a sirento alert the community of a fire call.This cultural difference left my co-worker in an embarrassing situation,as she was looking for a safe place toshelter or location to pull off theroad due to an impending tornado.

Assuming we are able to commu-nicate an emergency, we have toconsider whether a tourist is able totake appropriate action. The ideathat a tourist will just evacuate isn’treasonable. We are assuming theyare financially able to evacuate, andthat due to age, disability or health,are allowed or able to evacuate.Could there be contractual issues toconsider? There could be issues withairlines or knowing how to evacuateor where to go. Will individualsunderstand the signs or differentevacuation routes? What if thedifferent routes conflict with eachother, if the wrong one is followed?Would a tourist notice the signs orknow who to ask regarding whatactions to take?

We routinely communicate withthe public through the media, andwe may even have formal agree-ments with them. This helps us with

our messages and opens a line ofcommunications with the public. Wecan reenforce this information withutility bill inserts, official communi-cations, social media or otheroutreach. Unfortunately, touristsmay not be aware of this informa-tion. Even if the tourist is aware ofthe information, there may be issueswith trusting the informationdepending on their past experi-ences.

To help with this, we can workthe tourism community. Hotels canadd information in the emergencyprocedures section of handouts (orstart providing handouts), make useof lottery boards at convenientstores, electronic road signs or scrollbars elsewhere, or implementIPAWS. While there are apps thatcan be used on smart phones, it doesassume a person has a smart phone,service in your area and a plan thatwill allow its use. Since a person isn’tfamiliar with the area or youragency, they may not know to lookfor an app or they may have reasonsthey can’t use or install an applica-tion. While they may have applica-tions installed like FEMA’s app, orthe American Red Cross “Emer-gency!” app, there is no guaranteethat they have it set up to work inyour community or the hazards thateffect you.

International Tourist

Foreign tourists will have manyof the issues that domestic touristshave. If we can help domestictourist, we can help our foreignvisitors. A concern with foreigntourists is that their cell phones maynot be compatible with IPAWSstandards. Working with third-partynotification developers (i.e.CodeRED) to authorize their app to

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IAEM Bulletin July 2017

be downloaded in a foreign application store and allowforeign contact information. This way if you are from aforeign nation and wish to sign up for notifications from adomestic city, the system can accept contact informationthat is not in accordance with what is normally expected(U.S. vs. Australian vs. India, etc.). This will help withallowing greater access to the services you provide. Westill will need to find a way to let tourists know about thenotification services we use and how to download theapp. While relying on phones is useful, just like otherusers, they may not have a compatible phone, service ormay have other technological limitations.

Foreign tourists offer other challenges. There may becomplete language barriers (English vs. Mandarin) ordialectic/slang barriers (U.S. English vs. British English).There may be cultural or religious concerns that maylimit or prevent assistance, such as the role of women ormen in a given situation, or a Sabbath is recognized indifferent ways, that may limit how they are able tointeract with emergency management and emergencyservices.

This can be seen when, while in major internationalairports or popular tourist destinations such as TimeSquare, New York City, New York, you will hear differentlanguages and see people interact with each otherdifferently. This can be tough to contend with, butworking with businesses that cater to tourists – such asconvention centers, tourism bureaus or the hospitalitysector – can help us with navigate these concerns.

Working with local universities, local ethnic or culturalcommunity centers also can help us to address culturaldifferences and may also be able to provide translators.These organizations may also be able to help us find localresources that we are not aware of or involved in.

Embassies, consulates, missions, and other diplomaticservices should not be ignored. They may be able to helpus if other options are not available or if we are facedwith serious concerns or something unique. This is in partbecause many nations have services or other processesfor a national to register with their embassy so they mayreceive assistance in an emergency. This same servicealso can help if someone back home is trying to find theindividual who is traveling. This can help us withreunifications, because there may be a single point ofcontact of which all parties may be aware.

Diplomatic resources also may be of assistance if weare in a situation where there may be multiple individualsinvolved in an incident. This may be because we are able

to narrow down nationalities, and diplomatic servicescan help us with the various needs and processes that weneed to manage the emergency and to help individuals inneed.

If a international tourist is involved in an accidentwith a charter bus, a tour such as a “duck boat,” diplo-matic services may be able to help us sort through thecomplexities that we normally take for granted. Forinstance, a tour operator may be able to provide us withpartial information (country of origin), and we may beable to work with diplomatic services to help completethe rest of the process, or at least help provide diplo-matic representation if we use domestic law enforce-ment to help with the process.

The idea of tourism is complex and is larger thenwhat can be covered here. We also need to rememberthat tourists may either not know how to act or may actin accordance to what they are used to at home. It mayhelp while you are on your travels to consider situationsyou have been in while away and help take correctiveactions for those visiting your community. It may be assimple as using multiple languages in your notifications orworking with hotels, hostels and the hospitality industryto make sure rooms are safe and other safety measuresare taken. It’s by no means an overnight change, but it’ssomething we can consider during our preparation forthe next event.

As of today, I deliver the preparedness message everyThursday to more than 62 countries. Ironically, a greatamount of those 62 countries are non-Spanish speakingcountries. But if there’s access to the internet, and thereis someone who speaks Spanish, they can listen to it.There are no boundaries!

From my non-traditional emergency managementapproach to disaster preparedness, I can say without adoubt that the internet has opened doors of opportunityto awareness. Delivering important messages on theseplatforms allows us to reach more people. We as emer-gency management professionals can take advantage ofthe reach, the possibility of impacting a global audience,the low entry barrier, and the low cost of doing so. Toaddress vulnerable populations and emergency manage-ment scenarios, we as emergency managers have theresponsibility to find methods to help the public. For me,a non-traditional approach has been effective, hashelped me reach more people in less time, has beenconvenient, and has involved minimal cost. What morecould I ask for?

continued from page 34Podcasting – A Non-Traditional Approach

continued from page 35Tourism and Vulnerablities

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IAEM Bulletin July 2017

Emergency Management

DEmergency management is the managerial function charged with creating the framework within which communities reduce vulnerability to hazards and cope with disasters.

Emergency management seeks to promote safer, less vulnerable communities with the capacity to cope with hazards and disasters.

Emergency Management protects communities by coordinating and integrating all activi-ties necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other man-made disasters.

Emergency Management must be:

1. Comprehensive — emergency managers consider and take into account all hazards, all phases, all stakeholders and all impacts relevant to disasters.

2. Progressive — emergency managers anticipate future disasters and take preventive and preparatory measures to build disaster-resistant and disaster-resilient communities.

3. Risk-Driven — emergency managers use sound risk management principles (hazard identification, risk analysis, and impact analysis) in assigning priorities and resources.

4. Integrated — emergency managers ensure unity of effort among all levels of govern-ment and all elements of a community.

5. Collaborative — emergency managers create and sustain broad and sincere relationships among individuals and organizations to encourage trust, advocate a team atmosphere, build consensus, and facilitate communication.

6. Coordinated — emergency managers synchronize the activities of all relevant stakeholders to achieve a common purpose.

7. Flexible — emergency managers use creative and innovative approaches in solving disaster challenges.

8. Professional — emergency managers value a science and knowledge-based approach based on education, training, experience, ethical practice, public stewardship and continuous improvement.

More resources about the Principles of Emergency Management are available online.

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IAEM Bulletin July 2017

July 13 1:00-2:00 p.m. EDT. IAEM Thursday Learning Webinar Series#2: “The Comeback Formula: 5 Keys to CommunityResilence and Disaster Recovery.”

July 13 3:00-4:00 p.m. EDT. IAEM Certification Webinar #4:“Professional Contributions.”

July 16-17 Canadian Association of Chiefs of Police Annual Conference,Montreal, QC, Canada.

July 18 2:00-3:30 p.m. EDT. IAEM Think Tank: Large Event CrisisPlanning – A Private Sector Perspective.

July 18-19 Mid-Atlantic Center for Emergency Management: “MaturingPublic-Private Partnerships Workshop, E. Wilsonville, OR.

July 26-27 Radiation Injury Treatment Network Workshop, Rockville, MD.July 31-Aug. 1 Campus Safety West, Long Beach, CA.Aug. 3 1:00-2:00 p.m. EDT. IAEM Thursday Learning Webinar Series

#3: “Mapping the Social Media of Disaster Survivors.”Aug. 9 2017 Rhode Island Preparedness Conference: “Rhode to

Resiliency,” Warwick, RI.Aug. 16-18 1st Latin American Congress of Emergency Managers, Expo

Proteção, and Expo Emergência, supported by the IAEM- Latin America and Caribbean Council, São Paolo, Brazil.

Aug. 23-25 Asia Risk & Resilience Conference 2017: “Corporate Governance, Risk, and Resilience – From Strategy to Reality,” Singapore. IAEM supports this event.

Sept. 15-16 10th Annual Vermont Emergency Preparedness Conference,Fairlee, VT.

Sept. 20-21 2017 CAP Implementation Workshop, National Fire CorpsAcademy of Italy, Rome, Italy. Co-sponsored by IAEM.

Oct. 9-10 California Emergency Services Association 2017 Conference:“Adventures in Emergency Management,” Tenaya Lodge,Yosemite National Park, CA.

Oct. 23-26 Saskatchewan Emergency Planners Association Conference,Saskatoon, SK, Canada.

Oct. 25-27 14th Annual Canadian Risks and Hazards NetworkSymposium, Halifax, NS, Canada.

Oct. 31-Nov. 2 The Pacific Northwest Preparedness Society and Emergency Preparedness for Industry and Commerce Council Conference, Vancouver, BC, Canada.

Nov. 14-17 Toronto Emergency Management Symposium, Toronto, ON,Canada.

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

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Need more info about staff?Visit the IAEM Staff web page.

Nov. 16-18, 2017IAEM 65th Annual Conference & EMEX Expo“Navigating a Journey with the Whole Community”

Long Beach, Californiawww.iaemconference.info

39

IAEM Bulletin July 2017

continued on page 39

New and Renewing IAEM Members:May 16-June 15, 2017

IAEM-ASIA COUNCIL

Matthew PlaucheSingapore

Kenneth A. McMullenCalgary, AB

Shane B. SchreiberSaint Albert, AB

Jasmin A. CarltonSaskatoon, SK

Tim LindsayMississauga, ON

IAEM-EUROPA COUNCIL

Nicholas J. A MarchSunbury-on-ThamesEngland

IAEM-OCEANIA COUNCIL

Andrew K. Brooks Wellington, New Zealand

Miles CrawfordNew Zealand

Felicity S. McLeodWellington, New Zealand

Glenn D. MitchellMosgiel, New Zealand

IAEM-USA COUNCIL

IAEM-USA Region 1

Thomas A. Bradsell Jr.Otis, ME

Alexandra V. LampsonMarlborough, MA

Daniel A. LaviletteSouth Burlington, VT

Melvin B. Neisner IIIKillington, VT

Cynthia M. TangneyBerlin, CT

Stephen S. WadeWashington, NH

IAEM-USA Region 2

Sean P. CrottyHamburg, NY

Naitikkumar PatelNew York, NY

Patricia RiosBronx, NY

Philip C. StitzingerBuffalo, NY

Kyesha TurnerNew York, NY

IAEM-USA Region 3

Bethany L. BurgerAlexandria, VA

Efren CatallaArlington, VA

Erik G. DavisNorwood, PA

Lauren N. DodsDamascus, MD

David ElhadadMontgomery Village, MD

Ryan F. FinesFredericksburg, VA

Callie M. GorgolMD

Sarah KesslerArlington, VA

Jennifer LopezAlexandria, VA

Larysa MurrayMcLean, VA

Cristina ParejaPhiladelphia, PA

Tressa SetlakSt. Mary's City, MD

Rashien D. SimpsonChesapeake, VA

Robert J. WeddleAnnapolis, MD

Adam WeinerNewark, DE

Robert WillisWashington, DC

IAEM-USA Region 4

Leah AndersonGreensboro, NC

Joseph B. AyersSevierville, TN

Graham T. BundyCary, NC

Wayne Joseph GombarHubert, NC

Sean GrahamCumming, GA

Lindsay K. HerrellFort Myers, FL

Cameron HorneDurham, NC

Glen Drew LaBar Jr.Roxboro, NC

Frank E. LummKissimmee, FL

Lindsey MasonGuntersville, AL

Nicole M. McDermottAlpharetta, GA

Thomas F. RankinDallas, NC

D. Errick RemerRaleigh, NC

Todd A. SmithJacksonville, FL

Joseph C. ThalheimerOrlando, FL

Nicholas A. ThorpeWake Forest, NC

Riley W. TuffCape Coral, FL

Daniel VealBrunswick, GA

Paul D. WayWando, SC

40

IAEM Bulletin July 2017

New/Renewing Memberscontinued from page 39

IAEM-USA Region 6

Bruce W. ClementsAustin, TX

Steven G. CooperNorth Richland Hills, TX

Matthew HalfacreLakehills, TX

Melissa D. JurrensAustin, TX

Jonathan P. KillingsEl Paso, TX

Brandon A. KlopfensteinKemah, TX

David LillyCollege Station, TX

Donald Dale Lynch, CEMShawnee, OK

Robert J. ManesBaton Rouge, LA

Julia MartinezSan Antonio, TX

Rachael A. ToveySpringdale, AR

IAEM-USA Region 7

David R. Bakerindependence, MO

Michael L. BearManhattan, KS

Matthew D. EppersonShawnee, KS

Emma EpplinTroy, MO

Andrew J. FosterLawrence, KS

Mark D. FunkArnold, MO

Sandra K. SchiessIndependence, MO

Jordan SchneiderDavenport, IA

Ronna M. WeylandKansas City, MO

IAEM-USA Region 8

Linda Kiltz, PhDKalispell, MT

IAEM-USA Region 9

Jeffrey R. BaroneSanta Rita, GU

Sonja BergeMesa, AZ

Matthew CooneyMarina del Rey, CA

Nelson G. CoxValencia, CA

Lisa JonesPhoenix, AZ

Alex LoddengaardSan Francisco, CA

Terry NelsonScottsdale, AZ

Halima N. Phillips-SmithSan Diego, CA

Nicolas PruettNapa, CA

Joel SchiefferNewbury Park, CA

Marcie SlayPrescott Valley, AZ

Eric M. SmithReno, NV

John C. WilliamsMather, CA

Madison WislerPhoenix, AZ

IAEM-USA Region 10

Tiffany C. BrownAstoria, OR

Corey J. FisherPortland, OR

Carli M. Luppold Marysville, WA

Curry MayerBellevue, WA

Ellen R. MontananaBellevue, WA

Barbara PayneOregon City, OR

Thomas N. SimpsonDallas, OR

Cara SlomanPortland, OR

Shannon K. WeinerMarathon, FL

IAEM-USA Region 5

Jillian BagleyChanhassen, MN

Gregg Bird Jr.Traverse City, MI

Anthony Di NovoBlue Island, IL

Kevin Ellers, D.Min.Hoffman Estates, IL

Jennifer M. GottDublin, OH

Ty HeneryThornville, OH

Chad F. Jenkins, CEMColumbus, IN

Ronald KrauseRockford, IL

James R. Lejcar Jr.Riverwoods, IL

Mark J. MaxwellMount Vernon, OH

Theodore B. McCoyNorth Royalton, OH

Rob McCullersBloomington, IL

Stephanie WhittenHazel Crewst, IL

We Welcome New and Returning Members to theInternational Association of Emergency Managers