FEMA - NEMA - IAEM
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
www.MickMaurer.com
FEMA has more than 2,600 full time employees. They work at FEMA headquarters in Washington D.C., at regional and
area offices across the country, the Mount Weather Emergency Operations Center, and the National Emergency
Training Center in Emmitsburg, Maryland. FEMA also has nearly 4,000 standby disaster assistance employees who
are available for deployment after disasters. Often FEMA works in partnership with other organizations that are part
of the nation's emergency management system. These partners include state and local emergency management
agencies, 27 federal agencies and the American Red Cross.
Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707, signed into law November 23, 1988; amended the
Disaster Relief Act of 1974, PL 93-288. This Act constitutes the statutory authority for most Federal disaster response activities especially
as they pertain to FEMA and FEMA programs.
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) (Public Law 100-707) is a United States federal law
designed to bring an orderly and systemic means of federal natural disaster assistance for state and local governments in carrying out
their responsibilities to aid citizens. It created the system in place today by which a Presidential Disaster Declaration of an emergency
triggers financial and physical assistance through the Federal Emergency Management Agency (FEMA). The Act gives FEMA the
responsibility for coordinating government wide relief efforts. The Federal Response Plan it implements includes the contributions of 28
federal agencies and non governmental organizations, such as the American Red Cross. It is named for Robert Stafford, who helped pass
the law.
In October 2000, Congress amended it again by passing the Disaster Mitigation Act of 2000 (Public Law 106-390).
area offices across the country, the Mount Weather Emergency Operations Center, and the National Emergency
Training Center in Emmitsburg, Maryland. FEMA also has nearly 4,000 standby disaster assistance employees who
are available for deployment after disasters. Often FEMA works in partnership with other organizations that are part
of the nation's emergency management system. These partners include state and local emergency management
agencies, 27 federal agencies and the American Red Cross.
Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707, signed into law November 23, 1988; amended the
Disaster Relief Act of 1974, PL 93-288. This Act constitutes the statutory authority for most Federal disaster response activities especially
as they pertain to FEMA and FEMA programs.
The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) (Public Law 100-707) is a United States federal law
designed to bring an orderly and systemic means of federal natural disaster assistance for state and local governments in carrying out
their responsibilities to aid citizens. It created the system in place today by which a Presidential Disaster Declaration of an emergency
triggers financial and physical assistance through the Federal Emergency Management Agency (FEMA). The Act gives FEMA the
responsibility for coordinating government wide relief efforts. The Federal Response Plan it implements includes the contributions of 28
federal agencies and non governmental organizations, such as the American Red Cross. It is named for Robert Stafford, who helped pass
the law.
In October 2000, Congress amended it again by passing the Disaster Mitigation Act of 2000 (Public Law 106-390).
STAFFORD, Robert Theodore, a Representative and a Senator from Vermont; born in Rutland, Vt., August 8, 1913; educated in
the public schools of Rutland; graduated, Middlebury College 1935; attended the University of Michigan Law School; graduated, Boston
University Law School 1938; Rutland County prosecuting attorney 1938-1942; during the Second World War served on active duty in
the United States Navy as a lieutenant commander 1942-1946, and during the Korean conflict 1951-1953; captain in the United States
Navy Reserve; Rutland County State’s attorney 1947-1951; deputy State attorney general 1953-1955; State attorney general 1955-
1957; lieutenant governor 1957-1959; Governor of Vermont 1959-1961; elected as a Republican to the Eighty-seventh Congress in
1960; reelected to the five succeeding Congresses and served from January 3, 1961, until his resignation from the House of
Representatives, September 16, 1971, to accept appointment the same day to the United States Senate to fill the vacancy caused by
the death of Winston L. Prouty; elected by special election January 7, 1972, to complete the unexpired term ending January 3, 1977;
reelected in 1976 and again in 1982 for the term ending January 3, 1989; not a candidate for reelection in 1988; chairman,
Committee on Environment and Public Works (Ninety-seventh through Ninety-ninth Congresses); died on December 23, 2006, in
Rutland, Vt.; interment in Evergreen Cemetery, Rutland, Vt.
Bibliography
Stafford, Robert T., et al. How to End the Draft: The Case for an All-Volunteer Army. Washington: National Press, 1967.
the public schools of Rutland; graduated, Middlebury College 1935; attended the University of Michigan Law School; graduated, Boston
University Law School 1938; Rutland County prosecuting attorney 1938-1942; during the Second World War served on active duty in
the United States Navy as a lieutenant commander 1942-1946, and during the Korean conflict 1951-1953; captain in the United States
Navy Reserve; Rutland County State’s attorney 1947-1951; deputy State attorney general 1953-1955; State attorney general 1955-
1957; lieutenant governor 1957-1959; Governor of Vermont 1959-1961; elected as a Republican to the Eighty-seventh Congress in
1960; reelected to the five succeeding Congresses and served from January 3, 1961, until his resignation from the House of
Representatives, September 16, 1971, to accept appointment the same day to the United States Senate to fill the vacancy caused by
the death of Winston L. Prouty; elected by special election January 7, 1972, to complete the unexpired term ending January 3, 1977;
reelected in 1976 and again in 1982 for the term ending January 3, 1989; not a candidate for reelection in 1988; chairman,
Committee on Environment and Public Works (Ninety-seventh through Ninety-ninth Congresses); died on December 23, 2006, in
Rutland, Vt.; interment in Evergreen Cemetery, Rutland, Vt.
Bibliography
Stafford, Robert T., et al. How to End the Draft: The Case for an All-Volunteer Army. Washington: National Press, 1967.
On March 1, 2003, the Federal Emergency Management Agency (FEMA) became part of the U.S. Department of Homeland Security
(DHS). The primary mission of the Federal Emergency Management Agency is to reduce the loss of life and property and protect the
Nation from all hazards, including natural disasters, acts of terrorism, and other man-made disasters, by leading and supporting the
Nation in a risk-based, comprehensive emergency management system of preparedness, protection, response, recovery, and
mitigation.
The Federal Emergency Management Agency - a former independent agency that became part of the new Department of Homeland
Security in March 2003 - is tasked with responding to, planning for, recovering from and mitigating against disasters. FEMA can trace
its beginnings to the Congressional Act of 1803. This act, generally considered the first piece of disaster legislation, provided
assistance to a New Hampshire town following an extensive fire. In the century that followed, ad hoc legislation was passed more
than 100 times in response to hurricanes, earthquakes, floods and other natural disasters.
By the 1930s, when the federal approach to problems became popular, the Reconstruction Finance Corporation was given authority
to make disaster loans for repair and reconstruction of certain public facilities following an earthquake, and later, other types of
disasters. In 1934, the Bureau of Public Roads was given authority to provide funding for highways and bridges damaged by natural
disasters. The Flood Control Act, which gave the U.S. Army Corps of Engineers greater authority to implement flood control projects,
was also passed. This piecemeal approach to disaster assistance was problematic and it prompted legislation that required greater
cooperation between federal agencies and authorized the President to coordinate these activities.
The 1960s and early 1970s brought massive disasters requiring major federal response and recovery operations by the Federal
Disaster Assistance Administration, established within the Department of Housing and Urban Development (HUD). Hurricane Carla
struck in 1962, Hurricane Betsy in 1965, Hurricane Camille in 1969 and Hurricane Agnes in 1972. The Alaskan Earthquake hit in 1964
and the San Fernando Earthquake rocked Southern California in 1971. These events served to focus attention on the issue of
natural disasters and brought about increased legislation. In 1968, the National Flood Insurance Act offered new flood protection to
homeowners, and in 1974 the Disaster Relief Act firmly established the process of Presidential disaster declarations.
However, emergency and disaster activities were still fragmented. When hazards associated with nuclear power plants and the
transportation of hazardous substances were added to natural disasters, more than 100 federal agencies were involved in some
aspect of disasters, hazards and emergencies. Many parallel programs and policies existed at the state and local level,
compounding the complexity of federal disaster relief efforts. The National Governor's Association sought to decrease the many
agencies with whom state and local governments were forced work. They asked President Jimmy Carter to centralize federal
emergency functions.
President Carter's 1979 executive order merged many of the separate disaster-related responsibilities into a new Federal
Emergency Management Agency (FEMA). Among other agencies, FEMA absorbed: the Federal Insurance Administration, the
National Fire Prevention and Control Administration, the National Weather Service Community Preparedness Program, the Federal
Preparedness Agency of the General Services Administration and the Federal Disaster Assistance Administration activities from HUD.
Civil defense responsibilities were also transferred to the new agency from the Defense Department's Defense Civil Preparedness
Agency.
John Macy was named as FEMA's first director. Macy emphasized the similarities between natural hazards preparedness and the
civil defense activities. FEMA began development of an Integrated Emergency Management System with an all-hazards approach that
included "direction, control and warning systems which are common to the full range of emergencies from small isolated events to
the ultimate emergency - war."
The new agency was faced with many unusual challenges in its first few years that emphasized how complex emergency
management can be. Early disasters and emergencies included the contamination of Love Canal, the Cuban refugee crisis and the
accident at the Three Mile Island nuclear power plant. Later, the Loma Prieta Earthquake in 1989 and Hurricane Andrew in 1992
focused major national attention on FEMA. In 1993, President Clinton nominated James L. Witt as the new FEMA director. Witt
became the first agency director with experience as a state emergency manager. He initiated sweeping reforms that streamlined
disaster relief and recovery operations, insisted on a new emphasis regarding preparedness and mitigation, and focused agency
employees on customer service. The end of the Cold War also allowed Witt to redirect more of FEMA's limited resources from civil
defense into disaster relief, recovery and mitigation programs.
In 2001, President George W. Bush appointed Joe M. Allbaugh as the director of FEMA. Within months, the terrorist attacks of Sept.
11th focused the agency on issues of national preparedness and homeland security, and tested the agency in unprecedented ways.
The agency coordinated its activities with the newly formed Office of Homeland Security, and FEMA's Office of National Preparedness
was given responsibility for helping to ensure that the nation's first responders were trained and equipped to deal with weapons of
mass destruction.
Billions of dollars of new funding were directed to FEMA to help communities face the threat of terrorism. Just a few years past its
20th anniversary, FEMA was actively directing its "all-hazards" approach to disasters toward homeland security issues. In March
2003, FEMA joined 22 other federal agencies, programs and offices in becoming the Department of Homeland Security. The new
department, headed by Secretary Tom Ridge, brought a coordinated approach to national security from emergencies and disasters -
both natural and man-made. Today, FEMA is one of four major branches of DHS. About 2,500 full-time employees in the Emergency
Preparedness and Response Directorate are supplemented by more than 5,000 stand-by disaster reservists.
As it has for more than 20 years, FEMA's mission remains: to lead America to prepare for, prevent, respond to and recover from
disasters with a vision of "A Nation Prepared." At no time in its history has this vision been more important to the country than in
the aftermath of Sept. 11th.
(DHS). The primary mission of the Federal Emergency Management Agency is to reduce the loss of life and property and protect the
Nation from all hazards, including natural disasters, acts of terrorism, and other man-made disasters, by leading and supporting the
Nation in a risk-based, comprehensive emergency management system of preparedness, protection, response, recovery, and
mitigation.
The Federal Emergency Management Agency - a former independent agency that became part of the new Department of Homeland
Security in March 2003 - is tasked with responding to, planning for, recovering from and mitigating against disasters. FEMA can trace
its beginnings to the Congressional Act of 1803. This act, generally considered the first piece of disaster legislation, provided
assistance to a New Hampshire town following an extensive fire. In the century that followed, ad hoc legislation was passed more
than 100 times in response to hurricanes, earthquakes, floods and other natural disasters.
By the 1930s, when the federal approach to problems became popular, the Reconstruction Finance Corporation was given authority
to make disaster loans for repair and reconstruction of certain public facilities following an earthquake, and later, other types of
disasters. In 1934, the Bureau of Public Roads was given authority to provide funding for highways and bridges damaged by natural
disasters. The Flood Control Act, which gave the U.S. Army Corps of Engineers greater authority to implement flood control projects,
was also passed. This piecemeal approach to disaster assistance was problematic and it prompted legislation that required greater
cooperation between federal agencies and authorized the President to coordinate these activities.
The 1960s and early 1970s brought massive disasters requiring major federal response and recovery operations by the Federal
Disaster Assistance Administration, established within the Department of Housing and Urban Development (HUD). Hurricane Carla
struck in 1962, Hurricane Betsy in 1965, Hurricane Camille in 1969 and Hurricane Agnes in 1972. The Alaskan Earthquake hit in 1964
and the San Fernando Earthquake rocked Southern California in 1971. These events served to focus attention on the issue of
natural disasters and brought about increased legislation. In 1968, the National Flood Insurance Act offered new flood protection to
homeowners, and in 1974 the Disaster Relief Act firmly established the process of Presidential disaster declarations.
However, emergency and disaster activities were still fragmented. When hazards associated with nuclear power plants and the
transportation of hazardous substances were added to natural disasters, more than 100 federal agencies were involved in some
aspect of disasters, hazards and emergencies. Many parallel programs and policies existed at the state and local level,
compounding the complexity of federal disaster relief efforts. The National Governor's Association sought to decrease the many
agencies with whom state and local governments were forced work. They asked President Jimmy Carter to centralize federal
emergency functions.
President Carter's 1979 executive order merged many of the separate disaster-related responsibilities into a new Federal
Emergency Management Agency (FEMA). Among other agencies, FEMA absorbed: the Federal Insurance Administration, the
National Fire Prevention and Control Administration, the National Weather Service Community Preparedness Program, the Federal
Preparedness Agency of the General Services Administration and the Federal Disaster Assistance Administration activities from HUD.
Civil defense responsibilities were also transferred to the new agency from the Defense Department's Defense Civil Preparedness
Agency.
John Macy was named as FEMA's first director. Macy emphasized the similarities between natural hazards preparedness and the
civil defense activities. FEMA began development of an Integrated Emergency Management System with an all-hazards approach that
included "direction, control and warning systems which are common to the full range of emergencies from small isolated events to
the ultimate emergency - war."
The new agency was faced with many unusual challenges in its first few years that emphasized how complex emergency
management can be. Early disasters and emergencies included the contamination of Love Canal, the Cuban refugee crisis and the
accident at the Three Mile Island nuclear power plant. Later, the Loma Prieta Earthquake in 1989 and Hurricane Andrew in 1992
focused major national attention on FEMA. In 1993, President Clinton nominated James L. Witt as the new FEMA director. Witt
became the first agency director with experience as a state emergency manager. He initiated sweeping reforms that streamlined
disaster relief and recovery operations, insisted on a new emphasis regarding preparedness and mitigation, and focused agency
employees on customer service. The end of the Cold War also allowed Witt to redirect more of FEMA's limited resources from civil
defense into disaster relief, recovery and mitigation programs.
In 2001, President George W. Bush appointed Joe M. Allbaugh as the director of FEMA. Within months, the terrorist attacks of Sept.
11th focused the agency on issues of national preparedness and homeland security, and tested the agency in unprecedented ways.
The agency coordinated its activities with the newly formed Office of Homeland Security, and FEMA's Office of National Preparedness
was given responsibility for helping to ensure that the nation's first responders were trained and equipped to deal with weapons of
mass destruction.
Billions of dollars of new funding were directed to FEMA to help communities face the threat of terrorism. Just a few years past its
20th anniversary, FEMA was actively directing its "all-hazards" approach to disasters toward homeland security issues. In March
2003, FEMA joined 22 other federal agencies, programs and offices in becoming the Department of Homeland Security. The new
department, headed by Secretary Tom Ridge, brought a coordinated approach to national security from emergencies and disasters -
both natural and man-made. Today, FEMA is one of four major branches of DHS. About 2,500 full-time employees in the Emergency
Preparedness and Response Directorate are supplemented by more than 5,000 stand-by disaster reservists.
As it has for more than 20 years, FEMA's mission remains: to lead America to prepare for, prevent, respond to and recover from
disasters with a vision of "A Nation Prepared." At no time in its history has this vision been more important to the country than in
the aftermath of Sept. 11th.
As director of the agency:
• James K. Hafer, E.O.P. Office of Emergency Preparedness, May 1975 – April 1979
• Gordon Vickery (acting), April 1979 – July 1979
• Thomas Casey (acting), July 1979
• John Macy, August 1979 – January 1981
• Bernard Gallagher (acting), January 1981 – April 1981
• John W. McConnell (acting), April 1981 – May 1981
• Louis O. Giuffrida, May 1981 - September 1985
• Robert H. Morris (acting), September 1985 – November 1985
• Julius W. Becton, Jr., November 1985 – June 1989
• Robert H. Morris (acting), June 1989 – May 1990
• Jerry D. Jennings (acting), May 1990 – August 1990
• Wallace E. Stickney, August 1990 – January 1993
• William C. Tidball (acting), January 1993 – April 1993
As Director of Cabinet-level agency:
• James Lee Witt, April 1993 – January 2001
• John Magaw (acting), January 2001 – February 2001
• Joe M. Allbaugh, February 2001 – March 2003
As Undersecretary of Emergency Preparedness and Response within the Department of Homeland Security
• Michael D. Brown, March 2003 – September 2005
• R. David Paulison (acting), September 2005 (Deactivated)
As Director of the Federal Emergency Management Agency within the Department of Homeland Security
• R. David Paulison (acting), September 2005 (Upgraded)
As Undersecretary for Federal Emergency Management within the Department of Homeland Security
• R. David Paulison (acting), September 2005 – May 2006
• R. David Paulison, May 2006 – March 2007
As Administrator of the Federal Emergency Management Agency within the Department of Homeland Security
• R. David Paulison, March 2007 - Present
• James K. Hafer, E.O.P. Office of Emergency Preparedness, May 1975 – April 1979
• Gordon Vickery (acting), April 1979 – July 1979
• Thomas Casey (acting), July 1979
• John Macy, August 1979 – January 1981
• Bernard Gallagher (acting), January 1981 – April 1981
• John W. McConnell (acting), April 1981 – May 1981
• Louis O. Giuffrida, May 1981 - September 1985
• Robert H. Morris (acting), September 1985 – November 1985
• Julius W. Becton, Jr., November 1985 – June 1989
• Robert H. Morris (acting), June 1989 – May 1990
• Jerry D. Jennings (acting), May 1990 – August 1990
• Wallace E. Stickney, August 1990 – January 1993
• William C. Tidball (acting), January 1993 – April 1993
As Director of Cabinet-level agency:
• James Lee Witt, April 1993 – January 2001
• John Magaw (acting), January 2001 – February 2001
• Joe M. Allbaugh, February 2001 – March 2003
As Undersecretary of Emergency Preparedness and Response within the Department of Homeland Security
• Michael D. Brown, March 2003 – September 2005
• R. David Paulison (acting), September 2005 (Deactivated)
As Director of the Federal Emergency Management Agency within the Department of Homeland Security
• R. David Paulison (acting), September 2005 (Upgraded)
As Undersecretary for Federal Emergency Management within the Department of Homeland Security
• R. David Paulison (acting), September 2005 – May 2006
• R. David Paulison, May 2006 – March 2007
As Administrator of the Federal Emergency Management Agency within the Department of Homeland Security
• R. David Paulison, March 2007 - Present
Regional Operations DHS/FEMA
Region I (Connecticut, Maine, Massachusetts, New Hampshire,
Rhode Island, Vermont)
Region II (New Jersey, New York, Puerto Rico, and the Virgin
Islands)
Region III (Delaware, District of Columbia, Maryland, Pennsylvania,
Virginia and W. Virginia)
Region IV (Alabama, Florida, Georgia, Kentucky, Mississippi, N.
Carolina, S. Carolina and Tennessee)
Region V (Illinois, Indiana, Michigan, Minnesota, Ohio and
Wisconsin)
Region VI (Arkansas, Louisiana, New Mexico, Oklahoma and Texas)
Region VII (Iowa, Kansas, Missouri and Nebraska)
Region VIII (Colorado, Montana, N. Dakota, S. Dakota, Utah and
Wyoming)
Region IX (Arizona, California, Hawaii, Nevada, American Samoa,
Guam, Commonwealth of the Northern Mariana Islands, Republic of
the Marshall Islands, and Federated States of Micronesia)
Region X (Alaska, Idaho, Oregon and Washington)
Region I (Connecticut, Maine, Massachusetts, New Hampshire,
Rhode Island, Vermont)
Region II (New Jersey, New York, Puerto Rico, and the Virgin
Islands)
Region III (Delaware, District of Columbia, Maryland, Pennsylvania,
Virginia and W. Virginia)
Region IV (Alabama, Florida, Georgia, Kentucky, Mississippi, N.
Carolina, S. Carolina and Tennessee)
Region V (Illinois, Indiana, Michigan, Minnesota, Ohio and
Wisconsin)
Region VI (Arkansas, Louisiana, New Mexico, Oklahoma and Texas)
Region VII (Iowa, Kansas, Missouri and Nebraska)
Region VIII (Colorado, Montana, N. Dakota, S. Dakota, Utah and
Wyoming)
Region IX (Arizona, California, Hawaii, Nevada, American Samoa,
Guam, Commonwealth of the Northern Mariana Islands, Republic of
the Marshall Islands, and Federated States of Micronesia)
Region X (Alaska, Idaho, Oregon and Washington)
The National Response Plan, last updated May 25, 2006, and currently under review, establishes a comprehensive all-hazards approach to enhance
the ability of the United States to manage domestic incidents. The plan incorporates best practices and procedures from incident management disciplines —
homeland security, emergency management, law enforcement, firefighting, public works, public health, responder and recovery worker health and safety,
emergency medical services, and the private sector — and integrates them into a unified structure. It forms the basis of how the federal government
coordinates with state, local, and tribal governments and the private sector during incidents. It establishes protocols to help
• Save lives and protect the health and safety of the public, responders, and recovery workers;
• Ensure security of the homeland;
• Prevent an imminent incident, including acts of terrorism, from occurring;
• Protect and restore critical infrastructure and key resources;
• Conduct law enforcement investigations to resolve the incident, apprehend the perpetrators, and collect and preserve evidence for prosecution and/or
attribution;
• Protect property and mitigate damages and impacts to individuals, communities, and the environment; and
• Facilitate recovery of individuals, families, businesses, governments, and the environment.
In accordance with the implementation guidance of the National Response Plan (NRP) and consistent with a recommendation in the Homeland Security Council’
s report, The Federal Response to Hurricane Katrina: Lessons Learned, the Secretary of Homeland Security is conducting an interagency review to:
• Assess the effectiveness of the NRP
• Identify improvements
• Recommend modifications
• Reissue the document
National Incident Management System
While most emergency situations are handled locally, when there's a major incident help may be needed from other jurisdictions, the state and the federal
government. NIMS was developed so responders from different jurisdictions and disciplines can work together better to respond to natural disasters and
emergencies, including acts of terrorism. NIMS benefits include a unified approach to incident management; standard command and management structures;
and emphasis on preparedness, mutual aid and resource management.
The National Incident Management System (NIMS) Integration Center (NIC)
The NIMS Integration Center (NIC) was established by the Secretary of Homeland Security to provide "strategic direction for and oversight of the National
Incident Management System (NIMS)... supporting both routine maintenance and the continuous refinement of the system and its components over the long
term." The Center oversees all aspects of NIMS including the development of compliance criteria and implementation activities at federal, state and local
levels. It provides guidance and support to jurisdictions and incident management and responder organizations as they adopt the system.
The Center is a multidisciplinary entity made up of federal stakeholders and over time, it will include representatives of state, local and tribal incident
management and responder organizations. It is situated within the Department of Homeland Security's Federal Emergency Management Agency.
the ability of the United States to manage domestic incidents. The plan incorporates best practices and procedures from incident management disciplines —
homeland security, emergency management, law enforcement, firefighting, public works, public health, responder and recovery worker health and safety,
emergency medical services, and the private sector — and integrates them into a unified structure. It forms the basis of how the federal government
coordinates with state, local, and tribal governments and the private sector during incidents. It establishes protocols to help
• Save lives and protect the health and safety of the public, responders, and recovery workers;
• Ensure security of the homeland;
• Prevent an imminent incident, including acts of terrorism, from occurring;
• Protect and restore critical infrastructure and key resources;
• Conduct law enforcement investigations to resolve the incident, apprehend the perpetrators, and collect and preserve evidence for prosecution and/or
attribution;
• Protect property and mitigate damages and impacts to individuals, communities, and the environment; and
• Facilitate recovery of individuals, families, businesses, governments, and the environment.
In accordance with the implementation guidance of the National Response Plan (NRP) and consistent with a recommendation in the Homeland Security Council’
s report, The Federal Response to Hurricane Katrina: Lessons Learned, the Secretary of Homeland Security is conducting an interagency review to:
• Assess the effectiveness of the NRP
• Identify improvements
• Recommend modifications
• Reissue the document
National Incident Management System
While most emergency situations are handled locally, when there's a major incident help may be needed from other jurisdictions, the state and the federal
government. NIMS was developed so responders from different jurisdictions and disciplines can work together better to respond to natural disasters and
emergencies, including acts of terrorism. NIMS benefits include a unified approach to incident management; standard command and management structures;
and emphasis on preparedness, mutual aid and resource management.
The National Incident Management System (NIMS) Integration Center (NIC)
The NIMS Integration Center (NIC) was established by the Secretary of Homeland Security to provide "strategic direction for and oversight of the National
Incident Management System (NIMS)... supporting both routine maintenance and the continuous refinement of the system and its components over the long
term." The Center oversees all aspects of NIMS including the development of compliance criteria and implementation activities at federal, state and local
levels. It provides guidance and support to jurisdictions and incident management and responder organizations as they adopt the system.
The Center is a multidisciplinary entity made up of federal stakeholders and over time, it will include representatives of state, local and tribal incident
management and responder organizations. It is situated within the Department of Homeland Security's Federal Emergency Management Agency.
Response capabilities
FEMA's emergency response is based around small, decentralized teams trained in such as the National Disaster Medical System (NDMS), Urban Search and Rescue
(USAR), Disaster Mortuary Operations Response Team (DMORT), Disaster Medical Assistance Team (DMAT), and Mobile Emergency Resource Support (MERS).
National Disaster Medical System (NDMS)
The NDMS was recently transferred from the Department of Homeland Security to the Department of Health and Human Services, under the Pandemic and
All-Hazards Preparedness Act, signed by President George W. Bush, on December 18, 2006. --216.217.96.24 03:57, 19 April 2007 (UTC)
NDMS is made of teams that provide medical and allied care to disaster victims. These teams include: doctors, nurses, pharmacists, etc., and are typically
sponsored by hospitals, public safety agencies or private organizations. Also, Rapid Deployment Force (RDF) teams, comprised of officers of the Commissioned
Corps of the United States Public Health Service, were developed to assist with the NDMS.--216.217.96.24 03:57, 19 April 2007 (UTC)
Disaster Medical Assistance Teams (DMAT) provide medical care at disasters and are typically made up of doctors and paramedics. There are also National Nursing
Response Teams (NNRT), National Pharmacy Response Teams (NPRT) and Veterinary Medical Assistance Teams (VMAT). Disaster Mortuary Operational Response
Teams (DMORT) provide mortuary and forensic services. National Medical Response Teams (NMRT) are equipped to decontaminate victims of chemical and
biological agents.
Urban Search and Rescue (US&R)
The Urban Search and Rescue Task Forces perform rescue of victims from structural collapses, confined spaces, and other disasters, for example mine collapses
and earthquakes.
Mobile Emergency Resource Support (MERS)
These teams provide communications support to local public safety. For instance, they may operate a truck with satellite uplink, computers, telephone and power
generation at a staging area near a disaster so that the responders can communicate with the outside world. There are also Mobile Air Transportable
Telecommunications System (MATTS) assets which can be airlifted in. Also portable Cellphone towers can be erected to allow local responders to access telephone
systems.
Training
FEMA offers a large number of training classes, either at its own centers, through programs at the state level, in cooperation with colleges and universities, or
online. The latter are free classes available to anyone, although only those with U.S. residency or work eligibility can take the final examinations. More information
is available on the FEMA website under the "Emergency Personnel" and "Training" subheadings. Other emergency response information for citizens is also available
at its website.
FEMA's emergency response is based around small, decentralized teams trained in such as the National Disaster Medical System (NDMS), Urban Search and Rescue
(USAR), Disaster Mortuary Operations Response Team (DMORT), Disaster Medical Assistance Team (DMAT), and Mobile Emergency Resource Support (MERS).
National Disaster Medical System (NDMS)
The NDMS was recently transferred from the Department of Homeland Security to the Department of Health and Human Services, under the Pandemic and
All-Hazards Preparedness Act, signed by President George W. Bush, on December 18, 2006. --216.217.96.24 03:57, 19 April 2007 (UTC)
NDMS is made of teams that provide medical and allied care to disaster victims. These teams include: doctors, nurses, pharmacists, etc., and are typically
sponsored by hospitals, public safety agencies or private organizations. Also, Rapid Deployment Force (RDF) teams, comprised of officers of the Commissioned
Corps of the United States Public Health Service, were developed to assist with the NDMS.--216.217.96.24 03:57, 19 April 2007 (UTC)
Disaster Medical Assistance Teams (DMAT) provide medical care at disasters and are typically made up of doctors and paramedics. There are also National Nursing
Response Teams (NNRT), National Pharmacy Response Teams (NPRT) and Veterinary Medical Assistance Teams (VMAT). Disaster Mortuary Operational Response
Teams (DMORT) provide mortuary and forensic services. National Medical Response Teams (NMRT) are equipped to decontaminate victims of chemical and
biological agents.
Urban Search and Rescue (US&R)
The Urban Search and Rescue Task Forces perform rescue of victims from structural collapses, confined spaces, and other disasters, for example mine collapses
and earthquakes.
Mobile Emergency Resource Support (MERS)
These teams provide communications support to local public safety. For instance, they may operate a truck with satellite uplink, computers, telephone and power
generation at a staging area near a disaster so that the responders can communicate with the outside world. There are also Mobile Air Transportable
Telecommunications System (MATTS) assets which can be airlifted in. Also portable Cellphone towers can be erected to allow local responders to access telephone
systems.
Training
FEMA offers a large number of training classes, either at its own centers, through programs at the state level, in cooperation with colleges and universities, or
online. The latter are free classes available to anyone, although only those with U.S. residency or work eligibility can take the final examinations. More information
is available on the FEMA website under the "Emergency Personnel" and "Training" subheadings. Other emergency response information for citizens is also available
at its website.
IAEM
The International Association of Emergency Managers (IAEM) is a non-profit educational organization dedicated to promoting the
goals of saving lives and protecting property during emergencies and disasters. The National Coordinating Council on Emergency
Management, NCCEM, name was changed in September 1998 to International Association of Emergency Managers.
IAEM is an international association whose members include 2,700 local, state, federal, military, and private industry emergency managers
and homeland security officials. Members protect their localities from disaster,coordinate response & recovery efforts, provide expertise on
topics such as terrorism, natural disasters, and related public safety preparedness issues.
IAEM Membership is for professionals who...
(1) Are in the field of emergency management (mitigation, preparedness, response, and/or recovery).
(2) Are interested in protecting lives and property through an all-hazards approach.
(3) Are concerned with national security.
(4) Have an emergency management/ civil defense assignment in government, the military, and industry or volunteer organization.
(5) Want up-to-date information and guidance to help fulfill your emergency management role.
What Is a Certified Emergency Manager®?
Here are just a few of the reasons why many employers now list the CEM® as a job requirement when posting open positions for emergency
managers:
• A Certified Emergency Manager® (CEM®) has the knowledge, skills and ability to effectively manage a comprehensive emergency
management program.
• A CEM® has a working knowledge of all the basic tenets of emergency management, including mitigation, preparedness, response and
recovery.
• A CEM® has experience and knowledge of interagency and community-wide participation in planning, coordination and management
functions designed to improve emergency management capabilities.
• A CEM® can effectively accomplish the goals and objectives of any emergency management program in all environments with little or
no additional training orientation.
back to top
Why Become a Certified Emergency Manager®?
There are many reasons why emergency managers decide to pursue certification as a Certified Emergency Manager®. Here are some of the
benefits:
• To receive recognition of professional competence.
• To join an established network of credentialed professionals.
• To take advantage of enhanced career opportunities.
• To gain access to career development counseling.
• To obtain formal recognition of educational activities.
Requirements for the Certified Emergency Manager® Program:
• Emergency management experience.* Three years by date of application. Comprehensive experience must include participation in a
full-scale exercise or actual disaster. Three professional references. Including current supervisor.
• Education. Any 4-year baccalaureate degree; or additional experience may be substituted to satisfy this requirement, 2 years per 30
college credits up to the 120 credits comprising most baccalaureates. Professionals interested in recognition without the education
requirement should inquire about the Associate Emergency Manager (AEM) credential.
• Training.* 100 contact hours in emergency management training and 100 hours in general management training. Note: No more than
25% of hours can be in any one topic.
• Contributions to the profession. Six separate contributions in areas such as professional membership, speaking, publishing articles,
serving on volunteer boards or committees and other areas beyond the scope of the emergency management job requirements.
• Comprehensive emergency management essay. Real-life scenarios are provided, and response must demonstrate knowledge, skills
and abilities as listed in the essay instructions.
• Multiple-choice examination. Candidates sit for the 100-question exam after their initial application and the other requirements are
satisfied. A pamphlet is available further describing format and sources.
Note: A baccalaureate in emergency management reduces the experience requirement to 2 years and waives EM training if it is earned
recently.
Requirements for the Associate Emergency Manager® Program:
Same requirements as the CEM® program… eExcept, applicants are not required to have a baccalaureate degree.
Comparison of CEM® and EMAP
While the Certified Emergency Manager® designation is a certification for individuals, EMAP – or the Emergency Management Accreditation
Program – is a credential for agencies. EMAP includes a recommendation for agencies over a certain size to employ personnel who have
earned the CEM®. EMAP will be piloting its accreditation process this year.
The International Association of Emergency Managers (IAEM) is a non-profit educational organization dedicated to promoting the
goals of saving lives and protecting property during emergencies and disasters. The National Coordinating Council on Emergency
Management, NCCEM, name was changed in September 1998 to International Association of Emergency Managers.
IAEM is an international association whose members include 2,700 local, state, federal, military, and private industry emergency managers
and homeland security officials. Members protect their localities from disaster,coordinate response & recovery efforts, provide expertise on
topics such as terrorism, natural disasters, and related public safety preparedness issues.
IAEM Membership is for professionals who...
(1) Are in the field of emergency management (mitigation, preparedness, response, and/or recovery).
(2) Are interested in protecting lives and property through an all-hazards approach.
(3) Are concerned with national security.
(4) Have an emergency management/ civil defense assignment in government, the military, and industry or volunteer organization.
(5) Want up-to-date information and guidance to help fulfill your emergency management role.
What Is a Certified Emergency Manager®?
Here are just a few of the reasons why many employers now list the CEM® as a job requirement when posting open positions for emergency
managers:
• A Certified Emergency Manager® (CEM®) has the knowledge, skills and ability to effectively manage a comprehensive emergency
management program.
• A CEM® has a working knowledge of all the basic tenets of emergency management, including mitigation, preparedness, response and
recovery.
• A CEM® has experience and knowledge of interagency and community-wide participation in planning, coordination and management
functions designed to improve emergency management capabilities.
• A CEM® can effectively accomplish the goals and objectives of any emergency management program in all environments with little or
no additional training orientation.
back to top
Why Become a Certified Emergency Manager®?
There are many reasons why emergency managers decide to pursue certification as a Certified Emergency Manager®. Here are some of the
benefits:
• To receive recognition of professional competence.
• To join an established network of credentialed professionals.
• To take advantage of enhanced career opportunities.
• To gain access to career development counseling.
• To obtain formal recognition of educational activities.
Requirements for the Certified Emergency Manager® Program:
• Emergency management experience.* Three years by date of application. Comprehensive experience must include participation in a
full-scale exercise or actual disaster. Three professional references. Including current supervisor.
• Education. Any 4-year baccalaureate degree; or additional experience may be substituted to satisfy this requirement, 2 years per 30
college credits up to the 120 credits comprising most baccalaureates. Professionals interested in recognition without the education
requirement should inquire about the Associate Emergency Manager (AEM) credential.
• Training.* 100 contact hours in emergency management training and 100 hours in general management training. Note: No more than
25% of hours can be in any one topic.
• Contributions to the profession. Six separate contributions in areas such as professional membership, speaking, publishing articles,
serving on volunteer boards or committees and other areas beyond the scope of the emergency management job requirements.
• Comprehensive emergency management essay. Real-life scenarios are provided, and response must demonstrate knowledge, skills
and abilities as listed in the essay instructions.
• Multiple-choice examination. Candidates sit for the 100-question exam after their initial application and the other requirements are
satisfied. A pamphlet is available further describing format and sources.
Note: A baccalaureate in emergency management reduces the experience requirement to 2 years and waives EM training if it is earned
recently.
Requirements for the Associate Emergency Manager® Program:
Same requirements as the CEM® program… eExcept, applicants are not required to have a baccalaureate degree.
Comparison of CEM® and EMAP
While the Certified Emergency Manager® designation is a certification for individuals, EMAP – or the Emergency Management Accreditation
Program – is a credential for agencies. EMAP includes a recommendation for agencies over a certain size to employ personnel who have
earned the CEM®. EMAP will be piloting its accreditation process this year.
National Emergency Management Association (NEMA)
Association comprised of 59 state and territorial emergency management directors having as its purpose the reduction of
losses from natural disasters. The respective directors work directly for their state governors to plan for, respond to, and
recover from disasters in their states. NEMA is the professional association of and for state* emergency management
directors.
National Emergency Management Agency (NEMA) describes itself as "a non-partisan, non-profit 501(c)(3) association
dedicated to enhancing public safety by improving the nations ability to prepare for, respond to and recover from all
emergencies, disasters, and threats to our nations security.
"The National Emergency Management Association began in 1974 when state directors of emergency services first united
in order to exchange information on common emergency management issues that threatened their constituencies.
"Since that time, NEMA has grown and captured the attention of the President, Congress, Governors, federal agencies,
major corporations, the military and other government representative organizations.
"The state directors of emergency management are the core membership of NEMA. Membership categories also exist for
key state staff, homeland security advisors, federal agencies, nonprofit organizations, private sector companies and
concerned individuals.
"In 1990 NEMA became an affiliate organization with The Council of State Governments (CSG). CSG supports NEMA in its
goals to provide an information and support network among State Directors of Emergency Management and to interface
with other national and regional organizations involved in emergency management and state government policy in
general. The CSG/NEMA partnership recognizes the commitment by both parties to the mutual advancement of their
respective agendas to promote the role of the State in our federal system of government and to foster excellence in the
functions of government."
Association comprised of 59 state and territorial emergency management directors having as its purpose the reduction of
losses from natural disasters. The respective directors work directly for their state governors to plan for, respond to, and
recover from disasters in their states. NEMA is the professional association of and for state* emergency management
directors.
National Emergency Management Agency (NEMA) describes itself as "a non-partisan, non-profit 501(c)(3) association
dedicated to enhancing public safety by improving the nations ability to prepare for, respond to and recover from all
emergencies, disasters, and threats to our nations security.
"The National Emergency Management Association began in 1974 when state directors of emergency services first united
in order to exchange information on common emergency management issues that threatened their constituencies.
"Since that time, NEMA has grown and captured the attention of the President, Congress, Governors, federal agencies,
major corporations, the military and other government representative organizations.
"The state directors of emergency management are the core membership of NEMA. Membership categories also exist for
key state staff, homeland security advisors, federal agencies, nonprofit organizations, private sector companies and
concerned individuals.
"In 1990 NEMA became an affiliate organization with The Council of State Governments (CSG). CSG supports NEMA in its
goals to provide an information and support network among State Directors of Emergency Management and to interface
with other national and regional organizations involved in emergency management and state government policy in
general. The CSG/NEMA partnership recognizes the commitment by both parties to the mutual advancement of their
respective agendas to promote the role of the State in our federal system of government and to foster excellence in the
functions of government."
James Lee Witt
John Magaw
Michael D. Brown
R. David Paulison
James Allbaugh
 |
 |
 |
 |
 |
 |
 |
 |
 |