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ULTIMATE Military Compilation > essential_critical_care_orientation_1_20230129231728 > Flashcards

essential_critical_care_orientation_1_20230129231728 Flashcards

1
Q

why does the military have public affairs

A

public affairs fulfills the military obligation to keep the public informed

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2
Q

resources that gives a Gide for building media relations

A

Federal Communications Network has a communications guide

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3
Q

remarks a PAO makes to reporters that can be reported only if attributed to a nonspecific source

A

background

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4
Q

parts of a news segment where people are doing things like walking

A

B-roll/cutawayq

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5
Q

how should a PAO start interviews/press conferences

A

give ground rules to the media| also give out the press kit

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6
Q

NCO

A

noncommissioned officer

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7
Q

MBWA

A

marketing by walking around

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8
Q

MCMO

A

medical civil-military op

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9
Q

purpose of stability ops

A

process by which military/nonmilitary actors apply instruments of national power to:
* address drivers of conflict
* foster UN
* create conditions suitable for peace/security
* provide essential services/infrastructure

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10
Q

quote about the stance on stability operations

A

stability operations are a core US military mission that the DOD shall be prepared to conduct with a proficiency equivalent to combat operations

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11
Q

what should the DOD be prepared to conduct with a proficiency equivalent to combat operations

A

stability operations

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12
Q

problem of disjointed efforts

A

disjointed efforts are wasteful/counterproductive so align with goals/objectives

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13
Q

multiple smaller problems contribute to worsening situation

A

compounding the problem

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14
Q

when is unity of command difficult

A

unity of command is difficult to achieve when parties do not fall under traditional chain of command

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15
Q

why is it so important to pay attention to the amount of force used in a campaign

A

credibility and legitimacy are difficult to achieve when parties do not fall under traditional chain of command

*use restraint but in select circumstances carefully targeted application of overwhelming force may be useful in deterring potential spoilers/instilled HN confidence

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16
Q

risk of long-term campaigns

A

stabilization efforts run the risk of exhausting presence and potlicical will when a response requires long-term
*balance capability, objective, sustainability

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17
Q

how do stability ops support the HN

A

stability ops must support the HN as it evolves to address the root causes of instability

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18
Q

conflict transformation

A

process of addressing get underlying causes of conflict while developing viable peaceful alternatives of the people to meet their needs and pursue their potlicical and social economical aspirations*empower local stakeholders and ID sources of instability

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19
Q

what is needed in order for long-term stability to happen

A

cannot happen without HN ownership
*ask what the HN envisions but also do own analysis via viable course of action (COA)

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20
Q

4 fundamentals of stabilziation

A

conflict transformation

HN ownership

unity of effortbuilding

HN capacity

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21
Q

COIN

A

counterinsurgency

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22
Q

The Stabilization Framework

A

helps JFC conceptualize the operating environment of targeted nation-states in support of. US national strategy and interests

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23
Q

responsibilities of Secretary of Military Department

A 
appoint senior reporganize/train/equip forcesease availability of unitysupport redeployment trainingdevelop policies and plans
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24
Q

what should you do as you consider planning stability operations

A

conduct analysis to determine readiness for stability ops

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25
Q

principle military advisor

A

Chairman of Joint CofS

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26
Q

role of Chairman of Joint Chiefs of Staff

A

principle military advisorestablish prioritiesassess military services capabilities and capacitymaintain joint stability op doctrine

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27
Q

water crosses a membrane

A

osmosis & ultrafiltration

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28
Q

solutes cross membrane

A

diffusion

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29
Q

role of CCDR

A 
designates appoint officretaskinggathers lessons learnedID/validate requirementsrecommendationstailored all ousrce intelligence prouctID cabapility/capacity/c
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30
Q

JIOC

A

Joint Intelligence Operation Center

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31
Q

what do you need to understand in order to be successful in a military campaign

A

you need to understand the operating environment to have realistic, achievable, objectives, properly align ways/ends/means

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32
Q

Interagency Conflict Assessment Framework

A

framawirk for CSG assessment prior to stability operations| *to determine roles, responsibility

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33
Q

National Security Council

A

assists president| develops for stability and reconstruction

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34
Q

phases of joint operations

A

shape
deter
seize the inititative
dominate
stabilize
enable civil authorities

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35
Q

constant challenge of stability operations

A

effectively analyze progress via data collection and systematic indicators

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36
Q

MOE

A

measures of effectiveness

  • indicators use to measure change in the attainment of an end state, achievement of an objective
  • in stabilization ops, s/s of change might not be immediately present
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37
Q

important thing to remember about change in stability operations when you are considering measures of effectiveness

A

in stability operations, s/s of change might not be present for a long time

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38
Q

MOP

A

measure of performance| indicates uses to measure a friendly action that

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39
Q

set of desired condition the commander wants to exist at the end of the operation

A

end state

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40
Q

end state

A

set of desired conditions the commander wants to exit at the end of the oepration

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41
Q

assessment metrics for operations

A

MOE & MOP

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42
Q

Q’s impacting mission success -12

A
  • is there a clearly defined end state- what is my objective- how did I get where I am
  • is there an alternative way to achieve my objective
  • what to tolerance do I have for violence- do I have sufficient assets to protect- what means are available to accomplish the mission- what is my exit strategy- can I control mission creep- is there sufficient time to complete the objections- what/how much infrastructure should I restore- what is 1 thing I can do to stabilize the situation
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43
Q

how the JFC creates relationships with locals

A

civil-military operations

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44
Q

what is FHA

A

foreign humanitarian assistance| *DOD activities outside of CONUS to relieve/reduce human suffering

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45
Q

DOD activities outside of CONUS taken to directly relieve/reduce human suffering

A

FHA = foreign humanitarian assistance

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46
Q

tsunami in the Pacific

A

26 DEC 2006 in Indonesia

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47
Q

lessons learned from the DOD responding to the Indonesia Tsunami in 2006

A
  1. develop one page summery of your capabilities that include the type of providers/tech/equipment/healthcare services2. team build to calcify role/responsibility3. send an advanced team4. when meeting new partners/HN ask “who is in charge” & “how can I help”5. either find out how units already present coordinate and attend their meetings OR take the initiative by starting meetings6. provide daily situation reports (sitrep)
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48
Q

daily reports

A

daily situation reports = strep

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49
Q

who runs the USNS Mercy

A

Merchant Marines

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50
Q

who should be members of an advanced team sent to evaluate need for FHA assistance

A

command/chief medical unitlogisticianMD with trauma/medical reliefUSAID rep who is familiar with NGO operating in the relief arearep from higher HQ who has authority total action & establish relationshiupos

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51
Q

role of advanced team sent to evaluate need for FHA assitance

A

survey/determine needsconsider sites to provide caredetermine logistical supportestablish contacts w/: embassy, military, NGO, Red Cross, HN/ministry of health

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52
Q

what should be included in the SITREP during FHA

A

number/type of pt seenproblems encounteredlessons learned*anecdotes to put faces to needs so higher ups feel engaged and personally resopnsible

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53
Q

what can the host nation support

A 
provide vital functions to the forward deployedspeed receptionreinformcementenhance operational flexibilityincrease force sustainability
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54
Q

CA

A

civil affairs

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55
Q

document outlining stability operations

A

DODI 3000.05

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56
Q

JIACG

A

Joint Interagency Coordination Group

*staff group that establishes regular, timely collaborative working relationships between civilian and military operative plans

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57
Q

Health Service Support

A 
pt movementcasualty managementmedservicesmedlogblood managemetn
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58
Q

FHP

A

force health protection| behaviora/l/well bing

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59
Q

6 principles of joint health servies

A

conformity
proximity
flexibility
mobility
continuity
control

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60
Q

conformity as a principle of joint health services

A

conform with commander’s plan to achieve conops

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61
Q

flexibility as a principle of joint health services

A

ability to adapt to escalations in violence/need to move or changes in OPLAN

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62
Q

continuity as a principle of joint health services

A

pt receives care from the X to definitive

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63
Q

control as a principle of joint health services

A

needed to ensure scarce resources are available to meet the CCDR’s tactical, operative, and strategic plan

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64
Q

CAAF

A

contractors authorized to accompany the force

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65
Q

topics of Health Support for Joint Health Policy

A 
threatmedical intelligencepatient momentpatient movement itemsclinical capabilities & MEDLOG supportprevent stress casualtiesvet servicesmascaldental/pharmacyhealth support for returned US/POW & detaineesHN support
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66
Q

types of peace operations

A 
PKO = peacekeeping operationspeace buildingpeacemakingconflict prevention PEO=peace enforcement ops
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67
Q

PKO

A

peacekeeping operations

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68
Q

PEO

A

peace enforcement ops

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69
Q

VEO

A

violent extremist orgs

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70
Q

fundamentals of peace ops

A

consent
impartiality
transparencey
crdibility
flexibility/adaption
perseverance
unity of effot
legitimacy
seucrity building
mutual respect/culture awareness/harmonization
restrain and minimal corce

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71
Q

importance of transparency

A

reinforces legitimacy and impartiality

failure to collaborate generates suspicion

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72
Q

importance of credibility

A

the force needs to have credibility by showing it has the capability and will to accomplish the mission

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73
Q

major medical readiness missions/programs that are federallysupported

A 
NRF = National Response FrameworkNDMS = National Disaster Medical SystemDSCA= Defense Support of Civil Authorities
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74
Q

NRF

A

National Response Framework

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75
Q

NDMS

A

National Disaster Medical System

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76
Q

DSCA

A

Defense Support of Civil Authorities

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77
Q

EMP

A

Emergency Management Plan

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78
Q

a healthcare org’s plan for all types of emergency

A

EMP = Emergency Management Plan

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79
Q

Emergency Management Plan

A

healthcare org’s overarching plan for all types of emergencies and disasters*includes annexes (plans) for NDMS, DSCA, CBRNE

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80
Q

ability to expand to meet increase in demands

A

surge capacity

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81
Q

guides how the nation will respond to all types of disasters

A

National Response Framework

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82
Q

National Response Framework

A

guide to how the nation will respond to all types of disasters*uses NIMS

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83
Q

how is the National Response Framework laid out

A

guides how the nation will respond to all types of disastersuses NIMSdelineates plans in 15 Emergency Support Functions (ESF)ESF #15 I= public Health and Medical Services

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84
Q

Emergency Support Function (ESF #15)

A

ESF #15: Public Health & Medical Services| coordinated by DHHS

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85
Q

DSCA

A

military/DOD/national support for domestic emergencies, law enforcement support, and *support to: prepare, prevent, protect, respond, recover

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86
Q

benefit of using the military in a disaster

A

the military is uniquely able to provide broad spectrum support

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87
Q

when is DSCA activated

A

only is a special request (state gov to FEMA) is made and local resources have been exhausted.*exception if immediately serious conditoins

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88
Q

how frequently should healthcare orgs anticipate disasters

A

healthcare orgs should anticipate the types of disasters it may see and exercise x2/yur

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89
Q

EMP Components -15

A
  1. overview2. NDMS Implementation plan3. DSCA Plan4. deployment plan for SMARTS5. Notification & Recall plan6. External Disaster/MaSCAL7. Internal Disaster/Fire plan8. Physical Security Plan9. Hospital Evac/Transport10. Severe Weather11. Community12. Logistics13. Safety14. Hazmat15. CBRNE16. Emergency Power Plan17. Emergency Operations Control Plan18. Family Assistance19. Physical/Heahavioral/FLu Plan20. Public Affairs
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90
Q

HVA

A

Hazard Vulnerability Analysis| *use plan to design mitigation

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91
Q

how frequently should you exercise the EOP

A

x2/yr

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92
Q

what should the EOP include

A

EOP should include procedures to maintain/expand services, curtail services, conserve resources close hospitals, new patient, staging, evacuations, supplant, resources from local

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93
Q

critical to the success of any medical readiness plan

A

critical to the success of any medical readiness training is the emphasis paid to the program by senior leaders

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94
Q

purpose of tabletop exercises

A

focuses on systems integration issues

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95
Q

SMART

A

special medical augmentation respone

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96
Q

what are SMARTS

A

special medical augmentation response teams| *DOD executive agents that respond to major civilian emergencies/disasters

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97
Q

SMART-TCCC

A

special medical augmentation response -trauma/critical care

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98
Q

SMART-BN

A

nuclear/bio

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99
Q

SMART-SM

A

stress management

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100
Q

SMART-MCBT

A

medical command, control

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101
Q

SMART-PC

A

pastoral care

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102
Q

SMART-B

A

burn

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103
Q

SMART-HS

A

health systems assessment

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104
Q

SMART-AIT

A

aero-medical iso,ation team

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105
Q

what do you do after DSCA is activated

A

activate SMARTs

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106
Q

CHART

A

combined humanitarian assistance response

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107
Q

MEIR

A

medical effects of ionization radiation

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108
Q

MMCBC

A

medical managemnt of chemical biological

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109
Q

DEPMEDS

A

deployable medical system

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110
Q

FCBC

A

field medical management of Chem Bio casualty care

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111
Q

what is the key to the success of any medical readiness plan

A

leadershiop

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112
Q

primary meon’s healthcare organizations support DSCA

A

SMARTS = special medial augmentation repsones

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113
Q

strategies for surge capacity

A
  • d/c early- hallways or clinic spaces convert to treatment areas- MOU to create spaces outside hospital- use local rehab facilities/clinic beds
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114
Q

what do you need if you have a MOU to transfer pt due to surge capacity

A

need a plan for communication & pt tracking

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115
Q

RICCS

A

regional in ident command and coordination system

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116
Q

H-MAB

A

Hospital Mutual Aid Radio SYstem

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117
Q

EMT

A

Emergency MEdical Technician

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118
Q

ethics related to pt care

A

bioethics

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119
Q

represents the “soul” of an organization

A

values/principles represent the “soul”P of an organization and sets the ethical tone

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120
Q

professional organization for hospital administrators

A

ACHE = American College of Healthcare Administrators

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121
Q

what must you do when you develop a plan/strategy

A

identify stakeholders

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122
Q

Dept of Commerce recommendations for an ethics program -8

A

-SOP to guide Behavior and foster regional stakeholder expectations-adequatew structure that provides for responsibility-communnicate standards to staff-encourge members to seek out help0program that audits member behaviors-due dilligence in hiring0appropriate response0regular evaluation of program effectiveness

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123
Q

Navy lawyers

A

JAG = Judge Advocate General

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124
Q

when should you conduct ethics program audits-3

A
  • increseased number of employer greviences/resignations/termination/wrongful discharge- pt complaint leading to leagal actions- adverse publicity
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125
Q

components to evauate when you conduct an ethics program audit

A

vision/values/SOBstructure/authority/relationshipsfrequency/conveniences/strengths/weaknesses/communication/feasibilityresources supportdevelopment/revision/implementation of ethical values

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126
Q

what should you do when a new person takes over a role or responsibility

A

plan for transition of keyresponsibilities, function, capabilities

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127
Q

Steps to maintain control when you have a large number of agencies with different and competing objectives, priorities, and procedures -7

A
  • form a collective view of hte problem in clear & unambiguous terms- understand objectives/end states/transition criteria for each organization- develop COA optiosn- capitalize on experience- establish responsibilities- establish common frame of reference- direct all means towards unity of effort
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128
Q

leadership emails

A

email updates what you are working on not just when it is needed

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129
Q

challenge of collaborating with very different types of organizations

A

differ in assumptions/perceptions and that can cloud understanding of the problem

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130
Q

Dictionary of Military Terms

A

JP 1-02: DOD Dictionary of Military Terms

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131
Q

how to get buy-in

A

common sense of ownershiop

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132
Q

fundamentals of peace operations-7

A 
consentimpartialitytransparencyflexibility/adaptabilityrestraint/ inimal forcemutural respoectcultral awareness
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133
Q

how should you train for difficult situations

A

practice dealing with chaos, competent, stress

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134
Q

quote by TE Lawrence

A

“It is bewtter to let them do it themselves”

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135
Q

DMRTI

A

Defesne Medical Readiness Training Institutew

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136
Q

JMOC

A

JOint Medical OPerations COurse

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137
Q

supply chain for medical supplies

A

MEDLOG

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138
Q

supply chain for blood

A

MEDLOG

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139
Q

what does materials management fall under

A

MEDLOG

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140
Q

MEDLOG

A

brings medical products/ to joint ewnviornmentsupply chain*blood, materials management, tech, equipment repair, medical contractility, health facilities planning and management

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141
Q

making glassesDLA

A

optical fabrication

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142
Q

catagorize blood products

A

Class VIIIB

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143
Q

DLA

A

Defense Logistics Agency

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144
Q

military medical supply chain

A

MEDLOG = medical logistis

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145
Q

ASD(HA)

A

Assistant Sec Def of Health Affairs

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146
Q

who is ultimately responsible for MEDLOG

A

geographic combatant commanders

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147
Q

SIMLM

A

single integrated medical logistics manager

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148
Q

doctrine

A

fundamental principle that defines action

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149
Q

fundamental principle that defines action

A

doctrine

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150
Q

principles of hte HEalth Servi e SUpport in Joint ENviornments -6

A 
conformityproximityflexibilitymobilitycontinuitycontrol
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151
Q

what does MEDLOG do

A

provides life-cycle managemnt of specialized medical products and services to operate an ywhere in teh worold

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152
Q

4 parts of an AAR

A

After Action Report
- summary
- observations
- issues
- lessons learned

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153
Q

structure for a proposal to make new/update doctrine

A

purpose
background
target audience
referencesl
ead agency
urgency
other relevalnt infomation
POC

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154
Q

DOTn LPGF-P

A 
doctrine organization trainingmaterialsleadershippersonnelfacilitiespolicy
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155
Q

most important part of AAR

A

lessons lesrned

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156
Q

CBA

A

capabilities based asset

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157
Q

HART

A

Humanitarian Assistance REsponse Training

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158
Q

USAID

A

US Agency for INternational Development

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159
Q

MCDA

A

Military & Civil Defense Assets

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160
Q

Center for the Excellence in Disaster Management & Humanitarian Assistance

A
  • estab 1994- congressionally mandated to provide education, training, research in civil-military operations- especially operatiosn that requrie internatioal disster managemebtn and humanitarian assistance as well as those that require coordination between DOD and other agencies
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161
Q

why are major disasters important to track on a global scale

A

the global effect of major disasters have a long=term effect on the stability of a country

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162
Q

DOD Directive 5100.46

A

outlines DOD policy/responsibilities for DOD support to Foreign DIsaster Relief Operations

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163
Q

resource for DOD’s Foreign Humanitarian Assistance

A

JP 3-29: Foreign Humanitarian Assistance: provides joint doctrine for planning, executing, and assisting foreign humanitarian assistance operations

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164
Q

disaster

A

serious disruption of hte funcitng of a community or society involving widespread human, material, enviornment, economical losses and impact which can exceed the ability of a community to cope using its own resources

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165
Q

Hurricane Maria

A

2017| 4K died

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166
Q

Typhoon Haiyan

A

2013hit SE Asia especially the Philippeanskilled 6Kknown is Philippeans as Super Typhoon Yolanda

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167
Q

geological disasters in 2011

A

Japan tsunami/earthquakd/nucelar disaster. 19K died| Horn of Africa drought to famine = 50k died

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168
Q

yer of the Japan earthquake/tsunami/nuclear disaster

A

2011| 19K died

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169
Q

Haiti earthquake

A

2010| 222K died

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170
Q

Indian Ocean earthquake/tsunami

A

2004| 226K died

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171
Q

HUrricane Mitch

A

Hondoras/Nicaragua/Guatamala/El Salvador199818K died

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172
Q

where can you find a catagorization of disasters based on criteria

A

Center for Research on the EPideminology of DIsasters is a WHO collaboration that catagorizes disasters based on variious criteria

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173
Q

oil explosion

A

Deepwater HOrizon

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174
Q

what is the most frequent and costly natural disaster in terms of human hardship and economic loss

A

floods

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175
Q

what does the scale of a disaster impact

A

the scale of a disaster impact depends on the choices we make for our lives and our enviornment

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176
Q

DRR

A

Disaster Risk Reduction

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177
Q

what is DIsaster Risk Reduction

A

systematic efforts to nalyze and manage the casual factors of disasters through reduced exposure to hazards, vulnerability of people/property/land management/devleopment and to improve preparedness for adverse events

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178
Q

INFORM

A

Index for Risk Management

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179
Q

what is INFORM

A

Index for Risk Management* model of risk concepts and organizations into 3 dimension of risk-hazards and exposue/vulnerability/lack of coping capacity dimensions* creates a risk fprofile for 90 countries* 50 indocators to measure risk* socio-economical vulnerability including development/dprivation/inequalities/aid dependency* www.inform-index.org

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180
Q

good resource for looking at risk-hazards for different countries

A

INFORM = Index for Risk Management| www.inform-index.org

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181
Q

anything subject to potential losses (people/infracstruutree/economi/prooperty/systems/elements) from a hazard

A

exposure

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182
Q

definition of an earthquake

A

sudden break in teh eartth’s crust

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183
Q

triggers of tsunamis–5

A 
earthquakevolcanomass movementunderwater explosionmeteroitie
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184
Q

different names for hurricanes

A

Hurricane = w. atlantic/e pacificCyclone - indian ocean/s. pacifictyphoon = west pacific

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185
Q

where do you have cyclones

A

indian ocean| south pacific

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186
Q

where do you have typhoons

A

west pacific

187
Q

what is a hurricane

A

rotational low pressure wind

188
Q

disasters created by droughts -7

A 
desertificationcrop failurefood shortage/faminemalnutritonepidemicpopulation displacementcomplex emergencies/conflicts
189
Q

rotation of hurricanes

A

counter clockwise in northern hemisphre| clockwise in sourthern hemisphere

190
Q

water in New Orleans

A

Lake Pontchartrain

191
Q

Lake Pontchartrain

A

New ORleans

192
Q

why was Hurricane Katrina so bad for New Orleans

A

b/c most of New Orleans is below sea level which is why the levee break was so serious

193
Q

examples of vulnerabilities

A

poor construction/building designinadequate protection of assetslK OF PUBLIC INFORMATION/AWARNESSLIMITED OFFIAL RECOGNIZATION OF RISK/PREPAREDNESS MEASURES

194
Q

what prevents concrete buildings from collapsing in earthquakes

A

rebar

195
Q

importance of rebar

A

prevents concrete buildings from collapsing in earthquakes

196
Q

vulnerabilities in the Haiti Earthquake

A 
2010;no buildign coude enforcementno rebar in the bildignsweak government authoriteisextreme povertyweak Haitian ivil Protection Agency
197
Q

what measures the ability of a country to deal with copign with disaSTERS

A

coping capacity dimension measures teh ability of a country to deal with coping with disaster in terms of formal organization alctivities and efforts by the country’s existing government/infrastructure which contributes to the reduction of disaster risk

198
Q

how much has the world population grown since 1970-2020

A

87%

199
Q

population densities most at risk in disasters

A

high population places more at risk to communities in disasters* urbanization puts more in high risk areas and safet living areas taken by the wealthy* high poverty reusolts in human settlemnt in less desirable areas and potentially inadequation evacuation transport

200
Q

problem of AAR

A

might lack documentaiton, objectivity, and perspective

201
Q

link between urbanization and disasters

A

high population places put people more at risk* urbaization puts more in high risk areas and safer living areas are taken by the wealthY* high poverty results in human settlent in less desirable areas and potentially inadequate evacuation transport

202
Q

personal account s/p disaster

A

personal accounts desibe what happened from one pov wo analysis of comparative observationsq

203
Q

problem of technology in disasters

A

we have beocme reliant on technology wo assessing the risk/impact of catastorophe of failure w/o the system

204
Q

what do you need to do if you want to do a disciplined study of disasters

A

disciplined study of disasters requres that you make quantitiative observations as well as comparative observations

205
Q

why do we become compalacent about low probability events

A

b/c they compete with our priorities of daily living

206
Q

what are challenges to interagency preparedness to disasters

A

complacency| lack of action

207
Q

Paris Agreement

A

2016| countries agreed to limit global tenperature rise to 2C

208
Q

BP oil spill

A 
2011Deepwater Horizon Oil Rig = BP*safety lapses*fell short of staffing and delligence*communication failure*overall complaency aboard the rig*BP's oust and time saving decisions didnt' consider contigencies and mitigation
209
Q

government of Japan

A

National Diet

210
Q

cause of hte FUkoshima NuclearDIsaster

A

lack of government and colla oration betwene government reulationsfialure to develop basi staffing and operations applied regulations on a volunary baisis

211
Q

disaster risk reduction

A

concept where you look beyond hazatds wher to consider prevailinbg conditions of vulnerability and expousure

212
Q

cyclic model of disasters

A

response, recovery, risk reduction, preparedness, disaster

213
Q

focus in the response phase of disaster response

A

immeidate life savingfocuses on short-term needsMobilize services, first aid, search nd resuce, evacuation, firefighting

214
Q

objective of disaster management

A

save livesalleviate suffering, protect people/economy/disaster

215
Q

“build back better”

A

using the “recovery” phase of disaster response to rehab/reconstruct to increase community resillience via integrating disaster risk reduciton via resvitalizing livihood, economy

216
Q

4 Priority Areas in Risk Reduction

A
  1. understand disaster risk2. strengthen disaster risk governance to manage disaster riks3. investing in disaster risk reduction for resillience (drives innovation)4. enhance disaster preparedness for effective rsponse and to “build back better” in recovery/he hab/reconstruciton
217
Q

disasterpreparedness activities

A 
contigency palnnignstockpileequipment/suppllytrain/exercisesarrange for coordinationevacuationpublic infor
218
Q

Second & Third Order Effects of military relief

A

-actions taken can affect the stability/jresiliencey of the affected state-Q’s to ask: will assistance make relations better or worse?will activities harm competition/suspicous/jealousydoes it promote tolerance or intolerancedoes this action increase uvnearbilities of people/communities to violenceare we doign something that the people/commnity can do itself

219
Q

EB White on humor

A

Humor can be dissected as a frog can but the ting dies int heprocess and the innards are discouraging to any but the pure siceintific mind

220
Q

National DIsaster Management Framework

A

direct/control/coordinate with mutual aid partnerscommunications between direct responderswoarning messages to the public-protects population with hazard control-emergency assistance/life support agency-;ogistics management/support

221
Q

logistics for disasters

A

identify probable resources need, how to get, transport, store, and distribute

222
Q

Sendai Framework for DIsaster Risk Reduction

A

4 PRiorities- 2. understand disaster risk dimensions, and vulnerability, capacity, exposure, hazard characteristics, enviornmenbt2. strengthen disaster risk governance3. invest in disaster risk reduction for resillience4. enhance disaster preparedness for effective response (build back better/take action in anticipation of events

223
Q

how many people were newly displaced in 2017

A

16.2M| inlcudes 11.8M who were displaced within their own coutnry

224
Q

were are most of the world’s refubgees hosted

A

85% of the world’s refugees are hosted by the devleoped world

225
Q

top 3 contries hosting the largest number of refugees in relation to their national population

A

Lebanon| JOrdan Turkey

226
Q

4 catagories of affected populations of displaced persons

A

vulnerable persons
refugees
IDP
stateless

227
Q

vulnerable persons

A

displaced persons at the highest risk due to r due to age, gender, ethnicity, informity, unique situations

228
Q

reugees

A

displacedpersons who have a well foundd fear for persecution due to their race/religion/nationalty/social gorup membershiop/political opins

229
Q

IDP

A

forced to flee home due to armed onflict, violence, disaster, and still remain outside wof their own country

230
Q

what do you need to known when you respond to an internationaL DISASTER

A

who are the other responderswhat do the other responders have role/respondsibilityhow do they operate

231
Q

complex emergencies

A

humanitarian crisis where theire is a considerable breakdwon of authorities for conflict which requeresan international response that goes beyond the capacity of a single agency

232
Q

humanitarian crisis where there is considerable breakdown and response needs to be internatioal beyond the scope of a single angency

A

complex emergency

233
Q

who leads international disasters

A

Affected State| international relief can only happen at the Affected State’s REquest

234
Q

USA’s DIsaster Agency

A

FEMA = Federal EMergency Management Agency

235
Q

waters that border tghe PHilipeans

A

SOuth ChinaPacificSulu Sea

236
Q

Sulu Sea

A

by the PHilipeans

237
Q

important questions to ask about refugees 3

A

-how protection is offered to the refugees
-who is responsible for providnt that protection
-what legal protectiosn are they entitled

238
Q

refugee

A

well founded fear of persecution who are unwilling/unable to seek protection fromt heir coutnry

239
Q

refoulment

A

involuntary return of a refugee or asylyum seeker to their country of orgin where they fear perseuction

240
Q

involutnary return of a refugee/asylum seeker to their country of orgin where they fear persecution

A

refoulment

241
Q

1951 COvention on the State of Refugees

A

prohibits refoulment (involuntary return of an asylum seeker/refugee to their coutry of orgin) by stating “no contracting state shall expel/return (refoul) a refugee when their life would be threatned on account of their race, religoin, nationality, membership of a soupl gruop,, politial opinion

242
Q

leads the world in refugee progection

A

UN High COmmissioner for Refugees

243
Q

protection of the camp during the Darfur crisis

A

camp perimeter was set up around Darfur camps to keep the Janjaweed (Sudan military) from sexually assaulting women then they gathered

244
Q

Janjaweed

A

Sudan military. during the Darfur crisis, camp perimeters had to be set up to prevent them from sexuallyu assaulting camp residents

245
Q

flees home but does not cross the border

A

IDP

246
Q

right of IDP

A

IDP have the right to retain/return to their property w/o using it as a bargaining chipo for protection

247
Q

citizenship based on location of birth

A

jus soli “yous”

248
Q

jus soli

A

citizen

249
Q

citizenshipo based on your parents

A

jus sanguinis

250
Q

jus sanguinis

A

citizenshiop based on your parents

251
Q

why are stateless people different from refugees

A

no citizenshipo

252
Q

lead for refugees and stateless

A

UN High COmissioner

253
Q

push/pull factors of forced return for IDP/refugees

A

push - threat to cut off aidpull -promise to provide aid upon returngoal: volunary, not involvntary return

254
Q

what shoudl refugee return allow

A

dignitysafety w/o fear of retaliation/harm[ossessions safe from threat/illegal confiscationrecognization as legal people who may seek redresssustainability to not be displaced agian

255
Q

2 widely accepted guidlines for military support in disaster relief

A

Oslo guidelines| APC-MARO

256
Q

APC-MADRO

A

Asian-Pacific Regional Guidelines for hte use for foreign miitary assets indatural disaster response operations

257
Q

Oslo Guidelines

A

1994can only deploy at request of affectd state. affected state has overall operation in disasterreposne operations under civilian controllimited deployments in scope/time, staff to fill gaps

258
Q

benefits of military aid in humanitarian crisis -5

A
  • has rapidly deployable operational capabilities in austere environments
  • self sustaining expeditionary units
  • trained to operate in chos
  • contigency planning
  • security
259
Q

6 aspects of effective military assets in humanitarian crisis

A

timeliness: main factor effectiving effectivenes. if assets are slow to arrive, it impedes

appropriateness: how well the capability suits teh rtesponse/sutibility to local culture/political responseefficiencyabsorptive

capacity: ability of a disaster managemenbt institution to coordinate and effectively use assets during a relief operation

coordination: information management is cruicial to success/failure

260
Q

why is timeliness important for effective military assets in humanitarian crisis

A

timeliness is a main factor affectiving effectivness. if assets are slow to arrive, it impedes deployment of civilian alternates

261
Q

why is appropriateness an important aspect of military assets in humanitarian crisis

A

how well the capability suits the response, how suitable to the local culture/political climate

262
Q

why is absorptive capacity an important aspect of military assets in humanitarian crisis

A

ability of a disaster management institution to coordinate and effectively use assets during a relief operation

263
Q

why is coordination an important aspect of military assets in humanitarian crisis

A

information management is crucial to success/failure

264
Q

problem of communication between military/civilian during humanitarian disasters

A

communication is impaired b/c the military overclassifies material

265
Q

Operation Tomadachi

A

post 2011 earthquake/tsunami

266
Q

operation that repsonded to the 2011 earthquake/tsunami

A

Operation Tomadachi

267
Q

relief in place

A

tactical enabling operation in which, by direction of higher authorities, all or part of a unit is replaced in an area by the incoming unit

268
Q

tactical enabling operation in which, by direction of higher authorities, all or part of a unit is replaced in an area by the incoming unit

A

relief in place

269
Q

battle handover

A

coordinated operation between 2 units where transfer of responsibility for fighting

270
Q

mission creep

A

gradual or incremental extension of a mission beyond the original scope

*gradual shift in objectives

271
Q

gradual shift in the objectives of a mission

A

mission creep

272
Q

rachet effect

A

instance of restrained ability of human processes to be reversed once a specific thing has happened

273
Q

instance of restrained ability of human processes to be reversed once a specific thing has happened

A

rachet effect

274
Q

software bloat

A

process where successive versions of a computer program become slower, use more memory, or disc space

275
Q

process where successive versions of a computer program become slower/use more memory/disc space

A

software bloat

276
Q

response to the earthuake in Haiti

A

Operation Unified Response| led by LT Gen Keen

277
Q

Operation Unified Response

A

Haiti earthquake response

278
Q

FDR

A

Foreign Disaster Relief

279
Q

IDRA

A

International Disaster Relief A

280
Q

MCDA

A

relief personnel, equipment/supply, service provided by foreign military & civil defense orgs for international disaster relief assistance

281
Q

HA/DR

A

humanitarina assistance disaster relief

282
Q

humanitarian assistance disaster relief

A

HA/DR

283
Q

definition of the UN

A

organization comitted to peace, security, develop friendly relations among nations, and promote social progress

284
Q

six divisions of the UN

A

General Assembly
Security Council
Economic & Social Council
Office of the Secretariat
wORLD coURT
tRUSTEE cOUNCIL

285
Q

main deliberative body of the UN

A

General Assembly

286
Q

admin for the UN

A

Office of the Secretariat

287
Q

judicial branch for the UN

A

World Court

288
Q

what can’t the General Assembly do

A

can’t pass laws or force nations to abide by its decisions

289
Q

permanent members of the UN Security Council

A

US, China, France, Russia, UK

290
Q

members of the UN Security Council

A

Permanent: US, China, Russia, UK, France| 10 rotate

291
Q

how does the UN Security Council pass resolutions

A

needs at least 9/15 votes to pass resolutions and none of the 5 can oppose

292
Q

leader of the UN

A

Secretary-General is the chief administrator and not president*office of the Secretariat

293
Q

cases done by the World Court

A

nations, not individual disputes

294
Q

most recent members to the UN

A

S. Sudan in 2011| Montenegry in 2006

295
Q

yr South Sudan became a member of the UN

A

2011

296
Q

flees home but hasn’t left the country

A

Internally Displaced Person (IDP)

297
Q

UNHCR

A

UN High COmission for REfugees

298
Q

OCHA

A

UN Office for hte Coordination of Humanitarian Affairs

299
Q

agencies within the UN

A

UNHCR

300
Q

runs ReliefWeb

A

OCHA

301
Q

office for the coordination of humanitarian affairs

A

UN’s OCHA

302
Q

UNDSS

A

UN secuerity monitor/reporting agency| not armed security

303
Q

what does OCHA do

A

runs info services like ReliefWebdeploys a UN DIsaster Assessment & Coordination team 24-48hrs post affected state request which sets up an onsite operations coordination center to coordinate UN agencies and humanitarian organizations

304
Q

UN agency that is the first on the ground in after an affected nation requests help

A

OCHA deploys a UN DIsaster Assessment & Coordination team 24-48 hrs post affected state request which sets up an onsite operations coordination center (OSOCC) to coordinate UN agencies/humanitarian orgs

305
Q

secular

A

not religious

306
Q

not religious

A

secular

307
Q

ASEAN

A

ah-se-uhnAssociation of SouthEast Asian Countriesdoes humanitarian assitance on disaster managemnet

308
Q

Phillippeans typhoon

A

2013: Typhoon Haiyan

309
Q

International Comittee of the Red Cross

A

works in conflict

310
Q

founded the International Comittee of the REd Cross

A

1863 Henri Dunant after the Battle of ASolferino

311
Q

Henri Dunant

A

founded the INternational COmittee of the REd Cross in 1863 after the Battle of SOlferino

312
Q

founding of the International Federatn of hte Red Cross & Red Crescent

A

works natural disasters| founded 1919 post WWI

313
Q

role of the International COmittee of the REd Cross

A
  • guardian of international humanitarian law & Geneva Convention- POW prisoinr visits, trace missing , family reunification, promotes international humantiarian law
314
Q

looks for people missing in war

A

International COmittee of hte REd Cross

315
Q

where is the Secretariat of the INternational COmittee of hte REd Cross

A

Geneva

316
Q

how are NGO’s established

A

private| established by charters

317
Q

examples of NGO’s

A 
MercyCorpSave the CHildrenOxfamDr w//o BOrdersCatholic Relief ServicesWorld VIsion
318
Q

challenge of funding from UN to NGO’s

A

with each layer, admin costs decreases the funding amount that actually reaches the beneficiaries

319
Q

force multiplier

A

factor/combo of factors that give personnel or weapons the ability to accomplish greater feats than without it (military science term)

320
Q

ISTAR

A

intelligence, surveillance, target acquissition, & reconnaissance

321
Q

layers between donor and beneficiary

A

each layer between donor and benefiuciary increases admin costs which decreases the final amount*so send money not objectsbuy locally goods that are appropriate to stimulate the local economyhire local workers

322
Q

“Fog of War”

A

uncerrtainity of situational awareness experiened by participants in military operations

323
Q

humanitarian principles

A

humanity
impartiality
independence
neutrality

324
Q

FDR

A

Foreign Disaster RElief

325
Q

neutrality| as a humanitarian principle

A

no support of one side over another| decide which side is good/bad/right/wrong

326
Q

humanitarian actors versus government aid

A

aid agencies aren’t government foreign policy instrumentsnot accountable to the state/governmentmust still abide by the laws of hte country where they operateomust be autonmatous from political/economical/miliary/other onjectives

327
Q

called working with NGO’s a “force Multiplier”

A

Colin POwell as SofS staid he wanted to have a good relationship with NGOs who are a force multiplier and an imprtant part of the combat team
*criticized by the Humanitarian community b/c Humanitarian principle of neutrality

328
Q

DOD military civic action programs

A

MEDCAPENCAPDENTCAP

329
Q

MEDCAP

A

MEDCAP = medical civic action program

330
Q

ENCAP

A

engineering civic action program

331
Q

DENTCAP

A

dental civic aciton program

332
Q

MEDCAP & humanitarianism

A

a MED CAP doesn’t meet humanitarian principleshumanity: not a primary purpose but does sve lives and alleviate human sufferingimpartiality: probably not b/c a medcap objective is to build support for US military activity and US policyI4ndependence: no b/c US military is part of US gov/US foriegn policy*neutrality: no b/c a MEDCAP is in country partially to advance US military objectives & US gover interests. even FDR are executed as part of a greater theatre security cooperation, objectibes to build stable government firends to US

333
Q

how to use humanitarian priinciples to think about how DOD and humanitarian actors help local populations

A

both mil;itary and humanitarian actors help local populations but in differnet roles follwoing differnet principels*know the difference in how they think/operate if involved in a philosphicla debate with an aid agency

334
Q

symbol for aircraft carrier

A

CVN

335
Q

LHA

A

amphib assault ship| Landing Helicopter Assault

336
Q

CVN 68

A

NimitzNaval Base KitsapBremerton, WA

337
Q

Nimitz

A

CVN 68Naval Base KitsapBremerton, WA

338
Q

CVN 69

A

EsienhowerNimitz classNorfolk, VA

339
Q

Esienhower

A

CVN 69Nimitz classNorfolk

340
Q

CVN 70

A

Carl VinsonNimitz classNaval Air Station North IslandSan Diego

341
Q

Carl Vinson

A

CVN 70Nimitz classNaval air Station North IslandSan DIego

342
Q

CVN 71

A

RooseveltNaval Air Station North IslanSan Diego

343
Q

Roosevelt

A

CVN 71Naval Air Station North IslanSan Diego

344
Q

CVN 72

A

LincolnNaval Air Station North IslanSan DIego

345
Q

Lincoln

A

CVN 72Naval Air Station North IslanSan Diego

346
Q

CVN 73

A

Washington| Newport News Shipbilding

347
Q

Washington

A

CVN 73| Newport News Shipbuilding

348
Q

CVN 74

A

John C Stennis| Naval Station Norfolk

349
Q

John C. Stennis

A

CVN 74| Naval Station Norfolk

350
Q

CVN 75

A

Harry S. Truman| Naval Station Norfolk

351
Q

Harry S. Truman

A

CVN 75| Naval Station Norfolk

352
Q

CVN 76

A

Ronald Reagan| Yokosuka

353
Q

Reagan

A

CVN 76| Yokosuka

354
Q

CVN 78

A

Gerald R Ford| Norfolk

355
Q

Gerald R. Ford

A

CVN 78| Norfolk

356
Q

CVN 79

A

John F. Kennedy| TBD 2022

357
Q

John F. Kennedy

A

CVN 79| TBD 2022

358
Q

CVN 80

A

Enterprise| TBD 2027

359
Q

Enterprise

A

CVN 80| TBD 2027

360
Q

Makin Island

A

LHD 8

361
Q

LHD 8

A

Makin Island| Wasp class

362
Q

3 types of Amphibs

A 
LPH = landing platform helicopterLHA = landing helicopter assaultLHD= landing helicopter dock
363
Q

2 LHA in America Class

A

America| Tripoli

364
Q

class of America

A

LHA (America class)

365
Q

class of Tripoli

A

LHA (America class(

366
Q

Tripoli

A

LHA 7America classSan Diego

367
Q

LHA 7

A

Tripoli

368
Q

America

A

LHA 6| Sasabo in Nagasaki

369
Q

LHA 6

A

America

370
Q

Bataan

A

LHD 5NorfolkWasp class

371
Q

LHD 5

A

BataanNorfolkWasp class

372
Q

Boxer

A

LHD 4San DiegoWasp class

373
Q

LHD 4

A

BoxerWasp classSan DIego

374
Q

Essex

A

LHD 2San DiegoWasp class

375
Q

LHD 2

A

EssexSan DiegoWasp class

376
Q

LHD 3

A

KearasageNorfolkWasp class

377
Q

Kearasage

A

LHD 3Norfolkwasp class

378
Q

LHD 7

A

Iwo JimaWasp classNaval Station Mayport

379
Q

Iwo Jima

A

LHD 7Wasp classNaval Station Mayport

380
Q

LHD 8

A

Makin Island| Wasp class

381
Q

LPD 25

A

Somerset| LPD

382
Q

Somerset

A

S==LPD 25

383
Q

LSD 47

A

Rushmore| San Diwego

384
Q

Rushmore

A

LSD 47| San Diego

385
Q

LSD 41

A

Whidbey Island| Little Creek Virginia

386
Q

LCC 19

A

Blue Ridgeflagship of 7th fleet*does C4I for Seventh fleetYokosuka

387
Q

flagship of 7th fleet

A

Yokosuka

388
Q

LPD

A

amphibious transport dock

389
Q

LSD

A

dock landing ship

390
Q

cruiser

A

CG

391
Q

CG

A

cruiser

392
Q

DDG

A

guided missile destroyer

393
Q

guided missile destroyer

A

DDG

394
Q

FFG

A

frigate

395
Q

frigate

A

FFG

396
Q

classes of LHA

A

Tarawa| America

397
Q

purpose of LHA

A

power. projection & transport marines

398
Q

task forces of LHA

A

amphibious ready groups

399
Q

medical capabilities of Wasp class LHD

A

64 bed hospital6 OR’soverflow of 536

400
Q

use of Wasp class

A

LHD = landing helicopter dockhospital capabilitiesMEU

401
Q

BES

A

beach evacuation staiton

402
Q

C2W

A

command & control warfare

403
Q

CAS

A

close air support

404
Q

CBTZ

A

combat zone

405
Q

CE

A

combat element

406
Q

CHOP

A

change to operational command

407
Q

COG

A

center of gravity

408
Q

COMMZ

A

communications zone

409
Q

COCq

A

combat operations center

410
Q

COMPACTFLT

A

commander, US pacific fleet

411
Q

COMSEC

A

communications security

412
Q

CSG

A

carrier strike group

413
Q

CRTF

A

casualty receiving & treatment facility

414
Q

CRTS

A

casualty receiving & treatment ship

415
Q

CSAR

A

combat search and rescue

416
Q

CTF

A

commander task force

417
Q

CVBG

A

carrier battle gruop

418
Q

DET

A

detachmetn

419
Q

DEW

A

directed energy weapon (laser)

420
Q

DFC

A

detachment for cause

421
Q

DFAS

A

defense finance and accounting system

422
Q

DOWW

A

diseases occurring world wide

423
Q

DRAW

A

demonstration, raid, assuault, withdraw (amphibious ops)

424
Q

DSCA

A

defense support civil authorities)

425
Q

EEI

A

essential elements of infomration

426
Q

ELINT

A

electronic intelligence

427
Q

EMCON

A

emission control

428
Q

ERSS

A

expeditionary resuscitation surgical system

429
Q

ESF

A

emergency support function

430
Q

FOB

A

forward observer

431
Q

GQ

A

general quarters

432
Q

called when there is an emergency on board

A

GQ = general quarters

433
Q

HNS

A

host nation support

434
Q

HHS

A

health services support

435
Q

IA

A

individual augmentee

436
Q

IFF

A

identification friend or foe

437
Q

IAW

A

inaccordinace with

438
Q

IOT

A

in order to

439
Q

IRR

A

Individual Ready Reserve

440
Q

JOPES

A

Joint Ops Planning & Execution System

441
Q

JULL

A

Joint Unified Lessons Learned

442
Q

ITT

A

Interrogator & Translation Team

443
Q

LZSA

A

Landing Zone Support Area

444
Q

MARG

A

Marine Amphibious Readiness Gruop

445
Q

MASF

A

Mobile Aeromedical Staging Facility

446
Q

M-Day

A

Mobilization Day

447
Q

MCLL

A

Marine Corp Lessons Learned

448
Q

MAO

A

Medical Administraiton Officer

449
Q

MEPES

A

Medical Planning & Execution ystem

450
Q

MILL

A

Medical lessons learned

451
Q

chemical attack gear

A

MOPP = Mission Oriented Protective Posture

452
Q

MMSO

A

Military Medical Support ORganization

453
Q

MEDCAP

A

Medical Capabilities SUty

454
Q

MRCC

A

Medical Regulating Control Center

455
Q

MRRS

A

Medical Regulatory System

456
Q

MSOC

A

Medical Support Ops Center

457
Q

MSR

A

Main Supply Route

458
Q

NDMS

A

Natioanl Diseaster MEdical SYstem

459
Q

getting civilians out of a disaster area

A

NEO = Noncombatant Evacuation OPeration

460
Q

NOFORN

A

Not Releasable to Foreign Nationals

461
Q

O&M

A

Operations & Maintence

462
Q

OMFT

A

Operational Maneuvers ffom the Sea

463
Q

OOQ

A

operations other than war

ULTIMATE Military Compilation (33 decks)

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