How Response Reduce Casualties in Catastrophic Disaster - Research Paper Example

How Response Can Reduce Casualties in a Catastrophic Disaster to the NYC Water Crossings How Response Can Reduce Casualties ina Catastrophic Disaster to the NYC Water Crossings Introduction Previous research, history, and modern research establish that New York City is a very fundamental point to the U.S economy. Subject to its geographical location, the New York City is prone to various external factors, which may include catastrophes, terrorist attacks, and significant human influence. Worth noting is the fact that any instability at the New York City will lead to immense panic and confusion, huge financial losses, fatalities (Brozan, 2013), and transport and economic interruptions. As such, there have been concerned efforts to reduce the probability, lessen the risk, and minimize the consequences of a disruption to the critical infrastructure in case of a catastrophic disaster to the NYC Water Crossings. However, the residents and responders from the private and public sector must be prepared for the possible occurrence of the catastrophic disaster on NYC bridges and tunnels. Indeed, an informed and collaborative response by both the public and private sector entities has the potential to reduce casualties and save lives in the event of a catastrophic disaster to one of NYC water crossings. Discussion The New York City is in a strategic place and holds a lot of significance to the U.S economy and the world at large considering that U.S is a superpower. As such, any external force that would jeopardize the mode of operations, stability, management, economy, and peace in the NYC would be very detrimental to the residents, U.S economy, and other parties who rely on the city. Nevertheless, the city is still prone to such forces like terrorist attacks, human influence, and catastrophes subject to its significance and geographic location. . Notably, an attack on the NYC bridges and tunnels would lead to huge casualties, disruption of the transport system, immense confusion, and adverse effects on the economy (Saul, 2008). Because of this, various public and private agencies have been in the frontline to reduce the probability, lessen the risk, and minimize the consequences of a disruption to the critical infrastructure of transportation in the city. Indeed, an informed and collaborative response by both public and private sector entities has the potential to reduce casualties and save lives in the event of a catastrophic disaster to one of NYC water crossings. Nevertheless, it is always hard to establish a tight proof response mechanism that will predict and protect the city from such unpredictable catastrophes. In disaster risk reduction, it is challenging to keep up with the efforts of maintaining an effective engagement with mission of addressing disaster (International Federation of Red Cross, 2012). Indeed, residents, governments, and donors are equally facing this challenge. Most specifically the collaborative financial response by both public and private sector entities has the potential to reduce casualties and save lives in the event of a catastrophic disaster to one of the NYC water crossings. Indeed, with no financial muscle, it would be completely impossible to address such disasters (Williams, 2010). This type of collaborative effort will significantly empower any other type of response geared towards disaster risk reduction in NYC water crossings. This response will foster the acquisition of disaster response equipment, establishment of a disaster response team, development of infrastructure, and instilling knowledge on the disaster management to the responders. Additionally, the design, management, implementation, and analysis of any response will require economic support. The acquisition of a financial investment and institution to support and maintain disaster risk reduction will lead to an effective, timely, and accurate response mechanism, which will consequently save lives in case of a disaster. As such, where the public and private sector entities collaborate to fund disaster risk reduction, they increase the chances of reducing casualties and saving lives in case of a catastrophe in NYC (International Federation of Red Cross, 2012). Informed and collaborative response by both the public and private sector entities will significantly prevent and reduce the underlying causes of vulnerability by changing the attitudes and mind-sets that drive our ways of living through advocacy, public education, and raising awareness on disaster management (Virtual University for Small States of the Commonwealth, n.y). Ideally, advocacy will conveniently persuade people to make changes in policy, practice, behavior, systems, and attitudes towards disasters (International Federation of Red Cross, 2012). Indeed, most responders have negative attitudes, apply the wrong policies, and use the wrong systems to address disasters. A change in these aspects would relevantly reduce their vulnerability to possible disasters in NYC, thus reducing casualties, and saving lives that would otherwise be prone to such catastrophes. Indeed, with the correct and detailed information on the dynamics of disasters, the responders will collectively apply the effective policies, systems, and attitudes towards disaster management. Informed and collaborative response by both the public and private sector entities will support the advocacy that will institute changes that will improve the conditions for vulnerable people in NYC. It will entail speaking for the vulnerable people, working with interested parties, and supporting others to address disaster risk reduction (International Federation of Red Cross, 2012). As a result, the immediate community will be able to participate in higher levels of making decisions that relate to possible catastrophes in NYC water crossings. Through their participation, they will conveniently own and prioritize the idea of disaster management thus realizing huge benefits in reducing casualties and saving lives. In fact, advocacy will inspire community action towards this mission (International Federation of Red Cross, 2012). Moreover, it can change the way the federal government, organizations, or businesses thinks, behaves, or strategize about disasters in NYC. This will help in improving and reinforcing disaster response management thereby reducing casualties and saving lives. At the same time, informed and collaborative response by both the public and private sector entities will abhor advocacy that will promote messages of disaster management through public campaigns, print, and broadcast media (International Federation of Red Cross, 2012). The promotion of the disaster management messages will create effective awareness among the residents and responders thus encouraging them to participate in such endeavors. Ideally, the informed and collaborative response will ensure that the correct information about disasters spread across NYC thus enhancing a timely, collaborated, and effective response to possible disasters in NYC water crossings. Indeed, the proposed public awareness campaign and a shelter-in-place plan are cost-effective and easily implemented terrorism preparedness programs that would build the confidence and increase the capability of the public to address possible disasters in NYC. Most assuredly, it is wise to create public awareness on the possible adverse effects of a disaster in NYC, which may include a major shutdown, fatalities, confusion, and a costly emergency operation in NYC. Additionally, an informed and collaborative response by both public and private sector leads to the unification of command, control, and coordination among NYC’s first responder community, which fosters the success and prosperity of disaster management. The effectiveness of the command structure in disaster response defines the success of the response team. Where there is no structure of command, the response will obviously fail and lead to many casualties and fatalities. In NYC, the response team must be under the same command since disintegrated response teams would yield negative results in case of a disaster. The informed and collaborative response by both the public and private sector fosters public and private conversation or confidential meeting with authorities (Williams, 2010). In the confidential meetings with the authorities, the residents and other stakeholders can persuade the authorities to change their mind, their behavior, or a policy with an aim of enhancing disaster management in the city. Indeed, the authorities will be willing to listen to the residents on learning that the residents have informed, considered and insightful information on disaster situations in NYC. This raises our credibility in addressing this issue. Moreover, the public can also collaborate with private approaches geared towards possible catastrophes in NYC. Such collaborations may involve seminars, debates, public meetings, publications in the media, or interviews aimed at improving the disaster management and preparedness in NYC. These efforts will ensure that the responders succeed in addressing possible disasters in the city thus saving lives. The collaborative and informed responses will lead to self-organization where responders will simply know when a disaster occurs in NYC. This will enable the responders to be objective and effective in responding to catastrophes in NYC. In most cases, responders do not know what to do in case of a disaster. Indeed, while some decide to take cover, others start responding to the disaster without following the right procedures. These actions do not address the disaster effectively and mostly catalyze the magnitude of the catastrophe thus leading to more casualties and fatalities. The success of any disaster response relies on the specific actions that the responders adopt where such actions may contain or catalyze the disaster (Saul, 2008). This aspect is very fundamental in NYC considering the adverse effects that a disaster would cause. As such, self-organization, which emanates from collaborative and informed responses, plays a fundamental role of informing the responders on the specific actions they should take in case of a catastrophe in NYC water crossings. The collaborative and informed responses by both the public and private sector entities will effectively help in mobilizing volunteers. It is factual that volunteers are very significant in a disaster response mechanism. Volunteers have substantial training, possess the right attitudes on such missions, and know what to do if a disaster occurs (International Federation of Red Cross, 2012). They play a noble role in containing the disaster and saving lives as they bring technical, emotional, medical, and physical support. We should thus engage them, communicate with them on disaster issues, train, and educate them on effective disaster management. Organizations like Red Cross are dominant in volunteering their services towards saving lives and giving first aid to the casualties. As such, mobilizing volunteers would significantly help in addressing a possible catastrophe in NYC water crossings (International Federation of Red Cross, 2012). This plays a fundamental part in reducing casualties and saving lives. The response ensures the consistency of NYC’s disaster management mission to improve the lives of vulnerable people (International Federation of Red Cross, 2012). This guarantees consistency in applying the fundamental principles and established policies that relate to possible catastrophes in NYC. Indeed, these fundamental principles emphasize the need to remain consistent with the objectives of disaster management. The consistency in addressing disaster management in NYC will ensure that responders address possible catastrophes in NYC water crossings. This type of response enables the responders to know their supporters and opponents. This will be very significant in identifying potential allies. With this knowledge, the responders will be able to use the existing alliances or establish new alliances with a view of addressing possible disasters in NYC. Such a partnership will effectively address this case and ensure that residents of NYC are free from the effects of a possible catastrophe. The collaborative and informed responses by both the public and private sector entities advocates for the enactment of good laws and legal frame works for reducing the vulnerability to disaster and preparing the responders for disaster response (Williams, 2010). With such legislations, NYC will be able to establish disaster management agencies, policies, and systems, which will effectively reduce the human suffering, encountered from possible disasters in NYC water crossings. Furthermore, the collaborative and informed responses by both the public and private sector entities increase the capacity of the responders to act quickly and effectively in responding to the disaster. The timely response will reduce casualties and save lives. It will also enable the responders to distinguish between emergency and disasters (Williams, 2010). This will consequently help in defining the specific steps to take in a disaster and establish whether the responders have a capacity to deal with such disasters. Indeed, this will establish the type of response that is required for any disaster. The knowledge of the type of response required is fundamental in addressing possible disasters in NYC water crossings. Furthermore, the collaborative and informed responses by both the public and private sector entities will inform the responders on the implications of disasters on NYC water crossings and the environment. With this information, the responders will derive the urge to prevent, manage, and respond to disaster. With this urge, the responders will seek to prevent these implications on disasters thus reducing casualties and saving lives. Notably, NYC is prepared to reduce the occurrence and effects of possible catastrophes on its critical infrastructure. Notably, NYC has established New York City Disaster Response Agencies and Organizations, which respond to disasters in New York City, depending on the scale and nature of what the disaster might be. For instance, they have the Department of Design and Construction, Port Authority Police Department, and American Red Cross in Greater New York (New York Disaster Interfaith Services, 2007), which prepare NYC to mitigate against possible catastrophes on its critical infrastructure. They also have an agency to fund mitigation activities. Indeed, the Hazard Mitigation Assistance (HMA) grant programs provides funding for eligible mitigation activities that reduce disaster losses and protect life and property from future disaster damages in NYC (FEMA, 2013). The HMA grant programs funds the Hazard Mitigation Grant Program that assists in the implementation of long-term hazard mitigation measures that follow Presidential disaster declarations (FEMA, 2013). The grant programs also funds Pre-Disaster Mitigation (PDM) that funds hazard mitigation planning and the implementation of mitigation projects prior to a disaster on an annual basis (FEMA, 2013). NYC also has the NYC Sandy Unmet Needs Roundtable, which acts as a recovery resource of the last resort to eligible survivors with no other sources of support by offering them emergency assistance grants (NYDIS, 2013). On the other hand, the New York State Office of Emergency Management (NYS OEM) coordinates the activities of all State agencies to protect New Yorks communities, the States economic well-being, and the environment from natural and synthetic disasters and emergencies (New York State DHSES, 2013). Indeed, the NYS OEM helps in hazard identification, operational response to emergencies, disaster recovery assistance, and training (New York State DHSES, 2013). Ultimately, NYC established the New Yorks approved 2011 State Mitigation Plan to qualify for federal recovery and mitigation assistance from local and state government and certain non-profits (New York State DHSES, 2013). These measures prepare NYC to address possible catastrophes on its critical infrastructure. Conclusion In conclusion, I find that NYC is a very fundamental point in the U.S economy. However, NYC is prone to various disasters, which may lead to significant adverse effects including casualties, fatalities, economic losses, and distraction of the transportation system. As such, there are efforts to prevent and address possible catastrophes on NYC water crossings. An informed and collaborative response by both the public and private sector entities has the potential to reduce casualties and save lives in the event of a catastrophic disaster to one of NYC water crossings in various ways. Indeed, NYC is prepared to reduce the occurrence and effects of possible catastrophes on its critical infrastructure. Bibliography Brozan, N. (2013). Emotional Effects of Natural Disasters. Retrieved from: http://www.nytimes.com/1983/06/27/style/emotional-effects-of-natural-disasters.html FEMA. (2013). Hazard Mitigation Assistance. Retrieved from: http://www.fema.gov/hazard-mitigation-assistance International Federation of Red Cross. (2012). Disaster risk reduction: a global advocacy guide. Retrieved from: http://www.ifrc.org/Global/Publications/disasters/reducing_risks/DRR-advocacy-guide.pdf New York Disaster Interfaith Services. (2007). New York City Disaster Response Agencies and Organizations. Retrieved from: http://www.nydis.org/nydis/downloads/manual/NYDIS_Disaster_SC-MH_Manual_SectionIII-Chapter15.pdf New York State DHSES. (2013). About OEM. Retrieved from: http://www.dhses.ny.gov/oem/ NYDIS. (2013). NYC Sandy Unmet Needs Roundtable. Retrieved from: http://www.nydis.org/nydis/nydis_recovery/NYC_Sandy_unr_overview.php Saul, L. (2008). Catastrophic disaster response staff officers handbook. Retrieved from: http://usacac.army.mil/cac2/call/docs/06-08/06-08.pdf Virtual University for Small States of the Commonwealth. (n.y). Introduction to Disaster Management. Retrieved from: http://www.col.org/SiteCollectionDocuments/Disaster_Management_version_1.0.pdf Williams, J. (2010). Disaster Response Staff Officer’s Handbook. Retrieved from: http://www.uscg.mil/hq/cg5/cg534/nsarc/Disaster%20Response%20Staff%20Officers%20Handbook%20 (Nov%2010)8.pdf Read More