Tiered Response Concepts

Propose one example of a nursing intervention related to the disaster from each of the following levels: primary prevention, secondary prevention, and tertiary prevention. Provide innovative examples that have not been discussed by a previous student.

The whole world observed as the administration responders appeared incapable to provide essential protection from the effects of nature. The deprived response results from a failure to accomplish a number of risk factors (Moynihan, 2009). The dangers of a major hurricane striking New Orleans had been measured, and there was sufficient warning of the threat of Katrina that announcements of emergency were made days in advance of landfall (Moynihan, 2009). Nonetheless, the responders were unsuccessful to change this information into a level of preparation suitable with the possibility of the approaching disaster. Federal responders failed to recognize the need to more actively engage (Moynihan, 2009). These improvements include improved ability to provide support to states and tribes ahead of a disaster; developed a national disaster recovery strategy to guide recovery efforts after major disasters and emergencies; and the Establishment of Incident Management Assistance Teams in which these full time, rapid response teams are able to deploy within two hours and arrive at an incident within 12 hours to support the local incident commander (FEMA,

Natural and man-made disasters have increased in the past decade, and due to these changes, Emergency Managers had to make drastic changes in order to improve the way first responders operate in a disaster area.

The overwhelming extent of disruption and destruction at all levels of emergency management, and all levels of government particularly during the preparedness and response phases, made Hurricane Katrina a catastrophe. Prior to the 2005 hurricane, the National Response System underwent restructuring which produced both intended and unintended outcomes, which later on, became apparent during the response to Hurricane Katrina. In addition, the National Incident Management System structure implied, but did not define, an information flow that would ensure a common situational awareness at all levels of the distributed decision network. As a result, this lead to a communication breakdown between the federal, state, and local government and prevented

The first lesson was that all federal agency personnel must understand the roles and responsibilities they have when a natural disaster strikes (Menzel, 2006). In addition and most importantly, they must all be aware of the situation on the ground and work together to share a common operating strategy when an incident occurs (Menzel, 2006). These lessons led to the formation of the National Operations Center to deal with a natural disaster or catastrophic crisis.

The Engaged Partnership refers to the leaders at all levels, the whole community/international partners, work together to develop response collective goals and aligned capabilities. Tiered Response is where the incidents are handled at the lowest jurisdiction/levels (such as local authorities), supported by any additional – higher entities when necessary or needed. The third principle covers the Scalable, Flexible, and Adaptable Operational Capabilities that are implemented as incidents change and evolve so that the responders are able to rapidly meet the challenges/changes to any situation. “National response protocols are structured to provide tiered levels of support when additional resources or capabilities are needed”. (NRF 2013, 6). The Unity of Effort through a Unified Command is the state of coordinating efforts among multiple organizations, which reduces duplication of effort and helps achieve the common objective. The Incident Command System (ICS) is a vital element in ensuring interoperability across ‘multi-jurisdictional or multi-agency’ incident management/leaders. The fifth and final key principle is Readiness to Act which is just that; individuals, local, state, and federal authorities being prepared to act upon and react to any type of disaster situation. An effective response is a balancing act of the understanding of the risks and hazards that the responders may encounter and the ability to act decisively. These principles mirror

As the Disaster Coordinator for the city I am responsible for ensuring the public safety and welfare of the citizens within the city's jurisdiction. This requires me to have a full understanding on my role and responsibilities for managing disaster response and employing resources in order to save lives, protect property, the environment. Additionally I’m tasked to preserve the less tangible but equally important social, economic and political structures. My first reaction was to alert the regional Joint Terrorism Task Force to prepare them for possible activation. Next it is vital to gain situational awareness and develop a Common Operating Picture (COP). This COP is the who, what, where, when and how as it relates to the incident. Situational awareness starts at the incident site and includes continuous monitoring of reporting channels to gain

In the online Federal Emergency Management Agency (FEMA) course National Incident Management (NIMS) An Introduction, it breaks down the NIMS system for first time users. While the NIMS system can be complex it is a basis for all local, state and federal jurisdictions to be able to function together at a disaster under one umbrella. “NIMS represents a core set of doctrines, concepts, principles, terminology, and organizational processes that enables effective, efficient, and collaborative incident management.” (training.fema.gov, n.d.)

Describe how the media and community could be involved during the four phases of a disaster response. Avoiding panic is listed as a primary goal and relying on leaders that behave in manners that aren’t productive or helpful to any of the citizens of lower class, elderly, or any of the vulnerable residents on how to handle the safety of their families and themselves. Top leaders need to development a plan that will get to the vulnerable residents and aid in their safety. Community and media can work together as one to inform people of the danger ahead and be able to speak to

He identifies two reasons for this lack of implementation and why there was an absence of knowledge transfer between the preparedness and emergency response stages. Specifically, Erikkson points out that analyzed scenarios do not have the same level of seriousness that an actual incident presents, particularly in regard to the extent of damage caused by such disasters. In addition, he also identifies the absence of an organization designated to delegate preparedness tasks to other emergency response organizations, which would in-turn allow response units to have clear and predetermined areas of responsibility.

They examine how infrastructure and responses are measured on fragility curves, which measure how fragile something is in terms of ability to handle strain before failure. They examine the operational limits of dealing with a crisis; capability, capacity and delivery. There is a depiction of a Tiered Response Pyramid where those at the top have higher capability than those at the bottom, but those at the bottom are more numerous with lesser skill. Next is a modified pyramid that sorts out each tier into more capable tiers within the tier. After this there is another altered pyramid that widens the tiers by using off duty personnel in varying shifts thereby increasing surge time. There is another pyramid that increases capacity but with delayed response time as the extra personnel come from organizations further from the jurisdiction of immediate incident. Pfeifer and Roman note that the benefits of this model would allow local jurisdictions to have access to people they wouldn’t normally have and everyone in the pyramid can better surge because of the increased capacity in all tiers. They end it by saying the pyramid would standardize a crisis managers resources while strengthening relationships between

This general response hierarchy has three times remanding for students when they misbehave, which allows students have time to consider whether they want to violate and get punished. A key element of PTP approach is to avoid creating barriers behaviours such as yell or lecture students in class (Edwards & Watts, 2008; Ford, 2008). It’s a crucial step for the correction when misbehaviours happened.

-Understanding how all levels of the organization would be affected in the event of a disaster

A disaster is a huge issue that requires a lot people to help and a small group will not have enough resources to communicate effectively, especially in a health care setting. Within a health care setting, the staff is responsible for the patients that are in facility. The recommended span of management results in too many leaders and not enough people to actually do the work being located on site at any one time and that is where it counts the most; people helping people, not leadership. Therefore, in a crisis situation, the health care facility should have access to more people helping them where there is mass trauma.

This subject aims to teach students the main elements of emergency management for natural disasters and to a lesser degree terrorist attack. Students will understand the principles involved in emergency