For more than thirty years, the U.S. emergency management community has been increasing its ability to structure, control, and manage a large response. The result of this evolution is a National Response System based on the National Response Plan and the National Incident Management System that is perceived to have failed in the response to Hurricane Katrina. Over the same period, social scientists and other disaster researchers have been documenting and describing the nonstructural factors such as improvisation, adaptability, and creativity that are critical to coordination, collaboration, and communication and to successful problem solving. This article argues that these two streams of thought are not in opposition, but form orthogonal dimensions of discipline and agility that must both be achieved. The critical success factors that must be met to prepare for and respond to an extreme event are described, and an organizational typology is developed.
The state of Washington operates the largest passenger vessel ferry system in the United States. In part due to the introduction of high-speed ferries, the state of Washington established an independent blue-ribbon panel to assess the adequacy of requirements for passenger and crew safety aboard the Washington state ferries. On July 9, 1998, the Blue Ribbon Panel on Washington State Ferry Safety engaged a consultant team from The George Washington University and Rensselaer Polytechnic Institute/Le Moyne College to assess the adequacy of passenger and crew safety in the Washington state ferry (WSF) system, to evaluate the level of risk present in the WSF system, and to develop recommendations for prioritized risk reduction measures, which, once implemented, can improve the level of safety in the WSF system. The probability of ferry collisions in the WSF system was assessed using a dynamic simulation methodology that extends the scope of available data with expert judgment. The potential consequences of collisions were modeled in order to determine the requirements for onboard and external emergency response procedures and equipment. The methodology was used to evaluate potential risk reduction measures and to make detailed risk management recommendations to the blue-ribbon panel and the Washington State Transportation Commission.
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