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Critical Care 2 > Navy Knowledge > Flashcards

Navy Knowledge Flashcards

1
Q

responsible for MEDLOG

A

Geographic Combatant Commander

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2
Q

role of the Geographic Combatant Commander in MEDLOG

A

responsible for MEDLOG and request medical materials

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3
Q

aka self-determination

A

autonomy

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4
Q

aka autonomy

A

self-determination

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5
Q

equitable distribution of benefits and resources

A

justice

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6
Q

justice

A

equitable distribution of benefits and resources

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7
Q

example of medical ethics

A

autonomy
beneficience
non-maleficience
justice

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8
Q

“first do no harm”

A

maxim primum non nocere

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9
Q

quote by Aristotle about justice

A

justice is treating equals equally and unequals unequally

e.g. healthcare goes to those with the greatest need

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10
Q

“justice is treating equals equally and unequals unequally”

A

Aristotle

healthcare goes to those with the greatest need

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11
Q

overall direction of an organization

A

vision statement

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12
Q

vision statement

A

where you are going to be in the future

overall direction of your organization

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13
Q

WG

A

working group

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14
Q

SC

A

steering group

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15
Q

SWOT

A

strength weaknesses opportunities & threats

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16
Q

benefit of strategic planning

A 
order in chaos
direction/roadmap for the future
information toe vacate situations/opportunities
process to educate staff
motivating
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17
Q

specific tasks to achieve objections

A

action

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18
Q

soul of an organization

A

values

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19
Q

QBSP model

A

Quality-Based Strategic Plan

  1. assess
  2. plan
  3. implement
  4. evalu
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20
Q

5 Q’s to ask when assessing an organization’s plan

A
  1. what is our mission/vision
  2. what are our operating principles/values as we preserve our mission/vision
  3. who are our stakeholders
  4. what are the needs/expectations of our stakeholders
  5. what are the variables/threats/opportunities
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21
Q

mission statement answers:

A

why we exist
what business are we in
what is our most important product/service
who are our stakeholders/clients/customers
what are our strengths/weaknesses
what would be lost if we ceased to exist

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22
Q

what gives an organization movement towards the future

A

vision statement

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23
Q

CQI

A

continuous quality improvement

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24
Q

objectives

A

short term targets for each organization that is specific, measurable, and feasible

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25
Q

3 important qualities for objectives

A

specific
measurable
feasible

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26
Q

4 typical areas for goal statements

A 
profitability
desired growth
potential new services/programs
operational initiatives
key to success
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27
Q

4 P’s of marketing

A

product
place
promotion
price

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28
Q

breakeven

A

point where fixed costs for the product will be recovered

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29
Q

point where the fixed costs for the product will be recovered

A

breakeven

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30
Q

8 parts to a business plan

A 
Executive Summery
Demand Analysis
Competitive Analysis
operating Plan
Marketing Plan
Pro Forma
Risk Analysis
Conclusion
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31
Q

Executive Summery

A

part of the Business Plan

1 page key aspect summery

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32
Q

Demand Analysis

A

part of the business plan

expected growth, factors that contribute to growth

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33
Q

Competitive Analysis

A 
part of the business plan
major competitor (location, their services, current capabilities)
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34
Q

Marketing Plan

A

part of the business plan

financial revenues, breakeven point, cost comparision

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35
Q

Risk Analysis

A

part of the business plan

financial, opportunity cost

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36
Q

Conclusion

A

part of the business plan

recommendations based on all analyses in the business plan

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37
Q

IPR

A

in progress review

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38
Q

PAO

A

public affairs office

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39
Q

FIOA

A

freedom of information act

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40
Q

purpose of a free press

A

free press allows for an informed public to hold government accountable

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41
Q

why does the military have public affairs

A

public affairs fulfills the military obligation to keep the public informed

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42
Q

resources that gives a Gide for building media relations

A

Federal Communications Network has a communications guide

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43
Q

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

A

background

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44
Q

purpose of off the record

A

to enhance the reporter’s understanding

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45
Q

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

A

B-roll/cutawayq

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46
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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47
Q

NCO

A

noncommissioned officer

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48
Q

MBWA

A

marketing by walking around

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49
Q

MCMO

A

medical civil-military op

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50
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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51
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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52
Q

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

A

stability operations

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53
Q

problem of disjointed efforts

A

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

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54
Q

OE

A

operating environment

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55
Q

multiple smaller problems contribute to worsening situation

A

compounding the problem

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56
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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57
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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58
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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59
Q

COA

A

course of action

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60
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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61
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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62
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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63
Q

4 fundamentals of stabilziation

A

conflict transformation
HN ownership
unity of effort
building HN capacity

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64
Q

COIN

A

counterinsurgency

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65
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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66
Q

responsibilities of Secretary of Military Department

A 
appoint senior rep
organize/train/equip forces
ease availability of unity
support redeployment training
develop policies and plans
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67
Q

what should you do as you consider planning stability operations

A

conduct analysis to determine readiness for stability ops

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68
Q

principle military advisor

A

Chairman of Joint CofS

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69
Q

role of Chairman of Joint Chiefs of Staff

A

principle military advisor
establish priorities
assess military services capabilities and capacity
maintain joint stability op doctrine

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70
Q

water crosses a membrane

A

osmosis & ultrafiltration

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71
Q

solutes cross membrane

A

diffusion

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72
Q

role of CCDR

A 
designates appoint officre
tasking
gathers lessons learned
ID/validate requirements
recommendations
tailored all ousrce intelligence prouct
ID cabapility/capacity/c
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73
Q

JIOC

A

Joint Intelligence Operation Center

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74
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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75
Q

Interagency Conflict Assessment Framework

A

framawirk for CSG assessment prior to stability operations

*to determine roles, responsibility

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76
Q

National Security Council

A

assists president

develops for stability and reconstruction

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77
Q

phases of joint operations

A 
shape
deter
seize the inititative
dominate
stabilize
enable civil authoriteis
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78
Q

constant challenge of stability operations

A

effectively analyze progress via data collection and systematic indicators

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79
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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80
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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81
Q

MOP

A

measure of performance

indicates uses to measure a friendly action that

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82
Q

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

A

end state

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83
Q

end state

A

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

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84
Q

assessment metrics for operations

A

MOE & MOP

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85
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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86
Q

how the JFC creates relationships with locals

A

civil-military operations

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87
Q

FHA

A

foreign humanitarian assistance

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88
Q

what is FHA

A

foreign humanitarian assistance

*DOD activities outside of CONUS to relieve/reduce human suffering

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89
Q

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

A

FHA = foreign humanitarian assistance

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90
Q

tsunami in the Pacific

A

26 DEC 2006 in Indonesia

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91
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 services
  2. team build to calcify role/responsibility
  3. send an advanced team
  4. 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 meetings
  6. provide daily situation reports (sitrep)
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92
Q

daily reports

A

daily situation reports = strep

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93
Q

who runs the USNS Mercy

A

Merchant Marines

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94
Q

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

A

command/chief medical unit
logistician
MD with trauma/medical relief
USAID rep who is familiar with NGO operating in the relief area
rep from higher HQ who has authority total action & establish relationshiupos

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95
Q

role of advanced team sent to evaluate need for FHA assitance

A

survey/determine needs
consider sites to provide care
determine logistical support
establish contacts w/: embassy, military, NGO, Red Cross, HN/ministry of health

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96
Q

what should be included in the SITREP during FHA

A

number/type of pt seen
problems encountered
lessons learned
*anecdotes to put faces to needs so higher ups feel engaged and personally resopnsible

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97
Q

what can the host nation support

A 
provide vital functions to the forward deployed
speed reception
reinformcement
enhance operational flexibility
increase force sustainability
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98
Q

CA

A

civil affairs

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99
Q

document outlining stability operations

A

DODI 3000.05

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100
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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101
Q

Health Service Support

A 
pt movement
casualty management
medservices
medlog
blood managemetn
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102
Q

FHP

A

force health protection

behaviora/l/well bing

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103
Q

6 principles of joint health servies

A 
conformity 
proximity
flexibility
mobility
continuity
control
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104
Q

conformity as a principle of joint health services

A

conform with commander’s plan to achieve conops

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105
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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106
Q

continuity as a principle of joint health services

A

pt receives care from the X to definitive

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107
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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108
Q

CAAF

A

contractors authorized to accompany the force

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109
Q

topics of Health Support for Joint Health Policy

A 
threat
medical intelligence
patient moment
patient movement items
clinical capabilities & MEDLOG support
prevent stress casualties
vet services
mascal
dental/pharmacy
health support for returned US/POW & detainees
HN support
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110
Q

types of peace operations

A 
PKO = peacekeeping operations
peace building
peacemaking
conflict prevention 
PEO=peace enforcement ops
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111
Q

PKO

A

peacekeeping operations

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112
Q

PEO

A

peace enforcement ops

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113
Q

VEO

A

violent extremist orgs

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114
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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115
Q

importance of transparency

A

reinforces legitimacy and impartiality

failure to collaborate generates suspicion

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116
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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117
Q

major medical readiness missions/programs that are federallysupported

A 
NRF = National Response Framework
NDMS = National Disaster Medical System
DSCA= Defense Support of Civil Authorities
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118
Q

NRF

A

National Response Framework

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119
Q

NDMS

A

National Disaster Medical System

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120
Q

DSCA

A

Defense Support of Civil Authorities

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121
Q

EMP

A

Emergency Management Plan

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122
Q

a healthcare org’s plan for all types of emergency

A

EMP = Emergency Management Plan

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123
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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124
Q

ability to expand to meet increase in demands

A

surge capacity

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125
Q

guides how the nation will respond to all types of disasters

A

National Response Framework

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126
Q

National Response Framework

A

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

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127
Q

how is the National Response Framework laid out

A

guides how the nation will respond to all types of disasters
*uses NIMS
delineates plans in 15 Emergency Support Functions (ESF)
*ESF #15 I= public Health and Medical Services

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128
Q

Emergency Support Function (ESF #15)

A

ESF #15: Public Health & Medical Services

coordinated by DHHS

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129
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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130
Q

benefit of using the military in a disaster

A

the military is uniquely able to provide broad spectrum support

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131
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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132
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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133
Q

EMP Components -15

A
  1. overview
  2. NDMS Implementation plan
  3. DSCA Plan
  4. deployment plan for SMARTS
  5. Notification & Recall plan
  6. External Disaster/MaSCAL
  7. Internal Disaster/Fire plan
  8. Physical Security Plan
  9. Hospital Evac/Transport
  10. Severe Weather
  11. Community
  12. Logistics
  13. Safety
  14. Hazmat
  15. CBRNE
  16. Emergency Power Plan
  17. Emergency Operations Control Plan
  18. Family Assistance
  19. Physical/Heahavioral/FLu Plan
  20. Public Affairs
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134
Q

HVA

A

Hazard Vulnerability Analysis

*use plan to design mitigation

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135
Q

how frequently should you exercise the EOP

A

x2/yr

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136
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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137
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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138
Q

purpose of tabletop exercises

A

focuses on systems integration issues

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139
Q

SMART

A

special medical augmentation respone

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140
Q

what are SMARTS

A

special medical augmentation response teams

*DOD executive agents that respond to major civilian emergencies/disasters

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141
Q

SMART-TCCC

A

special medical augmentation response -trauma/critical care

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142
Q

SMART-BN

A

nuclear/bio

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143
Q

SMART-SM

A

stress management

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144
Q

SMART-MCBT

A

medical command, control

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145
Q

SMART-PC

A

pastoral care

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146
Q

SMART-B

A

burn

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147
Q

SMART-HS

A

health systems assessment

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148
Q

SMART-AIT

A

aero-medical iso,ation team

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149
Q

what do you do after DSCA is activated

A

activate SMARTs

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150
Q

CHART

A

combined humanitarian assistance response

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151
Q

MEIR

A

medical effects of ionization radiation

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152
Q

MMCBC

A

medical managemnt of chemical biological

153
Q

DEPMEDS

A

deployable medical system

154
Q

FCBC

A

field medical management of Chem Bio casualty care

155
Q

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

A

leadershiop

156
Q

primary meon’s healthcare organizations support DSCA

A

SMARTS = special medial augmentation repsones

157
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
158
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

159
Q

RICCS

A

regional in ident command and coordination system

160
Q

H-MAB

A

Hospital Mutual Aid Radio SYstem

161
Q

EMT

A

Emergency MEdical Technician

162
Q

ethics related to pt care

A

bioethics

163
Q

represents the “soul” of an organization

A

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

164
Q

professional organization for hospital administrators

A

ACHE = American College of Healthcare Administrators

165
Q

what must you do when you develop a plan/strategy

A

identify stakeholders

166
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 help
0program that audits member behaviors
-due dilligence in hiring
0appropriate response
0regular evaluation of program effectiveness

167
Q

Navy lawyers

A

JAG = Judge Advocate General

168
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
169
Q

components to evauate when you conduct an ethics program audit

A

vision/values/SOB
structure/authority/relationships
frequency/conveniences/
strengths/weaknesses/communication/feasibility
resources
support
development/revision/implementation of ethical values

170
Q

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

A

plan for transition of keyresponsibilities, function, capabilities

171
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
172
Q

leadership emails

A

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

173
Q

challenge of collaborating with very different types of organizations

A

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

174
Q

Dictionary of Military Terms

A

JP 1-02: DOD Dictionary of Military Terms

175
Q

how to get buy-in

A

common sense of ownershiop

176
Q

fundamentals of peace operations-7

A 
consent
impartiality
transparency
flexibility/adaptability
restraint/ inimal force
mutural respoect
cultral awareness
177
Q

how should you train for difficult situations

A

practice dealing with chaos, competent, stress

178
Q

quote by TE Lawrence

A

“It is bewtter to let them do it themselves”

179
Q

DMRTI

A

Defesne Medical Readiness Training Institutew

180
Q

JMOC

A

JOint Medical OPerations COurse

181
Q

supply chain for medical supplies

A

MEDLOG

182
Q

supply chain for blood

A

MEDLOG

183
Q

what does materials management fall under

A

MEDLOG

184
Q

MEDLOG

A

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

185
Q

making glassesDLA

A

optical fabrication

186
Q

catagorize blood products

A

Class VIIIB

187
Q

DLA

A

Defense Logistics Agency

188
Q

military medical supply chain

A

MEDLOG = medical logistis

189
Q

ASD(HA)

A

Assistant Sec Def of Health Affairs

190
Q

who is ultimately responsible for MEDLOG

A

geographic combatant commanders

191
Q

SIMLM

A

single integrated medical logistics manager

192
Q

doctrine

A

fundamental principle that defines action

193
Q

fundamental principle that defines action

A

doctrine

194
Q

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

A 
conformity
proximity
flexibility
mobility
continuity
control
195
Q

what does MEDLOG do

A

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

196
Q

4 parts of an AAR

A

After Action Report

  • summary
  • observations
  • issues
  • lessons learned
197
Q

structure for a proposal to make new/update doctrine

A 
purpose
jbackground
target audience
references
lead agency
urgency
other relevalnt infomationPOC
198
Q

DOTn LPGF-P

A 
doctrine organization training
materials
leadership
personnel
facilities
policy
199
Q

most important part of AAR

A

lessons lesrned

200
Q

CBA

A

capabilities based asset

201
Q

HART

A

Humanitarian Assistance REsponse Training

202
Q

USAID

A

US Agency for INternational Development

203
Q

MCDA

A

Military & Civil Defense Assets

204
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
205
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

206
Q

DOD Directive 5100.46

A

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

207
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

208
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

209
Q

Hurricane Maria

A

2017

4K died

210
Q

Typhoon Haiyan

A

2013
hit SE Asia especially the Philippeans
killed 6K
known is Philippeans as Super Typhoon Yolanda

211
Q

geological disasters in 2011

A

Japan tsunami/earthquakd/nucelar disaster. 19K died

Horn of Africa drought to famine = 50k died

212
Q

yer of the Japan earthquake/tsunami/nuclear disaster

A

2011

19K died

213
Q

Haiti earthquake

A

2010

222K died

214
Q

Indian Ocean earthquake/tsunami

A

2004

226K died

215
Q

HUrricane Mitch

A

Hondoras/Nicaragua/Guatamala/El Salvador
1998
18K died

216
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

217
Q

oil explosion

A

Deepwater HOrizon

218
Q

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

A

floods

219
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

220
Q

DRR

A

Disaster Risk Reduction

221
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

222
Q

INFORM

A

Index for Risk Management

223
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
224
Q

good resource for looking at risk-hazards for different countries

A

INFORM = Index for Risk Management

www.inform-index.org

225
Q

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

A

exposure

226
Q

definition of an earthquake

A

sudden break in teh eartth’s crust

227
Q

triggers of tsunamis–5

A 
earthquake
volcano
mass movement
underwater explosion
meteroitie
228
Q

different names for hurricanes

A

Hurricane = w. atlantic/e pacific
Cyclone - indian ocean/s. pacific
typhoon = west pacific

229
Q

where do you have cyclones

A

indian ocean

south pacific

230
Q

where do you have typhoons

A

west pacific

231
Q

what is a hurricane

A

rotational low pressure wind

232
Q

disasters created by droughts -7

A 
desertification
crop failure
food shortage/famine
malnutriton
epidemic
population displacement
complex emergencies/conflicts
233
Q

rotation of hurricanes

A

counter clockwise in northern hemisphre

clockwise in sourthern hemisphere

234
Q

water in New Orleans

A

Lake Pontchartrain

235
Q

Lake Pontchartrain

A

New ORleans

236
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

237
Q

examples of vulnerabilities

A

poor construction/building design
inadequate protection of assets
lK OF PUBLIC INFORMATION/AWARNESS
LIMITED OFFIAL RECOGNIZATION OF RISK/PREPAREDNESS MEASURES

238
Q

what prevents concrete buildings from collapsing in earthquakes

A

rebar

239
Q

importance of rebar

A

prevents concrete buildings from collapsing in earthquakes

240
Q

vulnerabilities in the Haiti Earthquake

A 
2010
;no buildign coude enforcement
no rebar in the bildigns
weak government authoriteis
extreme poverty
weak Haitian ivil Protection Agency
241
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

242
Q

how much has the world population grown since 1970-2020

A

87%

243
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
244
Q

problem of AAR

A

might lack documentaiton, objectivity, and perspective

245
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
246
Q

personal account s/p disaster

A

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

247
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

248
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

249
Q

why do we become compalacent about low probability events

A

b/c they compete with our priorities of daily living

250
Q

what are challenges to interagency preparedness to disasters

A

complacency

lack of action

251
Q

Paris Agreement

A

2016

countries agreed to limit global tenperature rise to 2C

252
Q

BP oil spill

A 
2011
Deepwater 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
253
Q

government of Japan

A

National Diet

254
Q

cause of hte FUkoshima NuclearDIsaster

A

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

255
Q

disaster risk reduction

A

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

256
Q

cyclic model of disasters

A

response, recovery, risk reduction, preparedness, disaster

257
Q

focus in the response phase of disaster response

A

immeidate life saving
focuses on short-term needs
Mobilize services, first aid, search nd resuce, evacuation, firefighting

258
Q

objective of disaster management

A

save lives
alleviate suffering,
protect people/economy/disaster

259
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

260
Q

4 Priority Areas in Risk Reduction

A
  1. understand disaster risk
  2. strengthen disaster risk governance to manage disaster riks
  3. 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
261
Q

disasterpreparedness activities

A 
contigency palnnign
stockpileequipment/supplly
train/exercises
arrange for coordination
evacuation
public infor
262
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/jealousy
does it promote tolerance or intolerance
does this action increase uvnearbilities of people/communities to violence
are we doign something that the people/commnity can do itself

263
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

264
Q

National DIsaster Management Framework

A

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

265
Q

logistics for disasters

A

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

266
Q

Sendai Framework for DIsaster Risk Reduction

A

4 PRiorities

    1. understand disaster risk dimensions, and vulnerability, capacity, exposure, hazard characteristics, enviornmenbt
      1. strengthen disaster risk governance
      2. invest in disaster risk reduction for resillience
      3. enhance disaster preparedness for effective response (build back better/take action in anticipation of events
267
Q

how many people were newly displaced in 2017

A

16.2M

inlcudes 11.8M who were displaced within their own coutnry

268
Q

were are most of the world’s refubgees hosted

A

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

269
Q

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

A

Lebanon

JOrdan Turkey

270
Q

4 catagories of affected populations of displaced persons

A

vulnerable persons
refugees
IDP
stateless

271
Q

vulnerable persons

A

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

272
Q

reugees

A

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

273
Q

IDP

A

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

274
Q

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

A

who are the other responders
what do the other responders have role/respondsibility
how do they operate

275
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

276
Q

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

A

complex emergency

277
Q

who leads international disasters

A

Affected State

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

278
Q

USA’s DIsaster Agency

A

FEMA = Federal EMergency Management Agency

279
Q

waters that border tghe PHilipeans

A

SOuth China
Pacific
Sulu Sea

280
Q

Sulu Sea

A

by the PHilipeans

281
Q

important questions to ask about refugees

A

-how protection is offered to the refugees
-who is responsible for providnt that protection
0what legal protectiosn are they entitled

282
Q

refugee

A

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

283
Q

refoulment

A

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

284
Q

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

A

refoulment

285
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

286
Q

leads the world in refugee progection

A

UN High COmmissioner for Refugees

287
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

288
Q

Janjaweed

A

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

289
Q

flees home but does not cross the border

A

IDP

290
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

291
Q

citizenship based on location of birth

A

jus soli “yous”

292
Q

jus soli

A

citizen

293
Q

citizenshipo based on your parents

A

jus sanguinis

294
Q

jus sanguinis

A

citizenshiop based on your parents

295
Q

why are stateless people different from refugees

A

no citizenshipo

296
Q

lead for refugees and stateless

A

UN High COmissioner

297
Q

push/pull factors of forced return for IDP/refugees

A

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

298
Q

what shoudl refugee return allow

A

dignity
safety w/o fear of retaliation/harm
[ossessions safe from threat/illegal confiscation
recognization as legal people who may seek redress
sustainability to not be displaced agian

299
Q

2 widely accepted guidlines for military support in disaster relief

A

Oslo guidelines

APC-MARO

300
Q

APC-MADRO

A

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

301
Q

Oslo Guidelines

A

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

302
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
303
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 response

efficiency
absorptive 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

304
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

305
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

306
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

307
Q

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

A

information management is crucial to success/failure

308
Q

problem of communication between military/civilian during humanitarian disasters

A

communication is impaired b/c the military overclassifies material

309
Q

Operation Tomadachi

A

post 2011 earthquake/tsunami

310
Q

operation that repsonded to the 2011 earthquake/tsunami

A

Operation Tomadachi

311
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

312
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

313
Q

battle handover

A

coordinated operation between 2 units where transfer of responsibility for fighting

314
Q

mission creep

A

gradual or incremental extension of a mission beyond the original scope
*gradual shift in objectives

315
Q

gradual shift in the objectives of a mission

A

mission creep

316
Q

rachet effect

A

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

317
Q

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

A

rachet effect

318
Q

software bloat

A

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

319
Q

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

A

software bloat

320
Q

response to the earthuake in Haiti

A

Operation Unified Response

led by LT Gen Keen

321
Q

Operation Unified Response

A

Haiti earthquake response

322
Q

FDR

A

Foreign Disaster Relief

323
Q

IDRA

A

International Disaster Relief A

324
Q

MCDA

A

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

325
Q

HA/DR

A

humanitarina assistance disaster relief

326
Q

humanitarian assistance disaster relief

A

HA/DR

327
Q

definition of the UN

A

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

328
Q

six divisions of the UN

A 
General Assembly
Security Council
Economic & Social Council
Office of the Secretariat
wORLD coURT
tRUSTEE cOUNCIL
329
Q

main deliberative body of the UN

A

General Assembly

330
Q

admin for the UN

A

Office of the Secretariat

331
Q

judicial branch for the UN

A

World Court

332
Q

what can’t the General Assembly do

A

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

333
Q

permanent members of the UN Security Council

A

US, China, France, Russia, UK

334
Q

members of the UN Security Council

A

Permanent: US, China, Russia, UK, France

10 rotate

335
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

336
Q

leader of the UN

A

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

337
Q

cases done by the World Court

A

nations, not individual disputes

338
Q

most recent members to the UN

A

S. Sudan in 2011

Montenegry in 2006

339
Q

yr South Sudan became a member of the UN

A

2011

340
Q

flees home but hasn’t left the country

A

Internally Displaced Person (IDP)

341
Q

UNHCR

A

UN High COmission for REfugees

342
Q

OCHA

A

UN Office for hte Coordination of Humanitarian Affairs

343
Q

agencies within the UN

A

UNHCR

344
Q

runs ReliefWeb

A

OCHA

345
Q

office for the coordination of humanitarian affairs

A

UN’s OCHA

346
Q

UNDSS

A

UN secuerity monitor/reporting agency

not armed security

347
Q

what does OCHA do

A

runs info services like ReliefWeb
deploys 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

348
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

349
Q

secular

A

not religious

350
Q

not religious

A

secular

351
Q

ASEAN

A

ah-se-uhn
Association of SouthEast Asian Countries
*does humanitarian assitance on disaster managemnet
*

352
Q

Phillippeans typhoon

A

2013: Typhoon Haiyan

353
Q

International Comittee of the Red Cross

A

works in conflict

354
Q

founded the International Comittee of the REd Cross

A

1863 Henri Dunant after the Battle of ASolferino

355
Q

Henri Dunant

A

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

356
Q

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

A

works natural disasters

founded 1919 post WWI

357
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
358
Q

looks for people missing in war

A

International COmittee of hte REd Cross

359
Q

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

A

Geneva

360
Q

how are NGO’s established

A

private

established by charters

361
Q

examples of NGO’s

A 
MercyCorp
Save the CHildren
Oxfam
Dr w//o BOrders
Catholic Relief Services
World VIsion
362
Q

challenge of funding from UN to NGO’s

A

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

363
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)

364
Q

ISTAR

A

intelligence, surveillance, target acquissition, & reconnaissance

365
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 objects
buy locally goods that are appropriate to stimulate the local economy
hire local workers

366
Q

“Fog of War”

A

uncerrtainity of situational awareness experiened by participants in military operations

367
Q

C2

A

command & control

368
Q

humanitarian principles

A

humanity
impartiality
independence
neutrality

369
Q

FDR

A

Foreign Disaster RElief

370
Q

neutrality

as a humanitarian principle

A

no support of one side over another

decide which side is good/bad/right/wrong

371
Q

humanitarian actors versus government aid

A

aid agencies aren’t government foreign policy instruments
not accountable to the state/government
must still abide by the laws of hte country where they operate
omust be autonmatous from political/economical/miliary/other onjectives

372
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

373
Q

DOD military civic action programs

A

MEDCAP
ENCAP
DENTCAP

374
Q

MEDCAP

A

MEDCAP = medical civic action program

375
Q

ENCAP

A

engineering civic action program

376
Q

DENTCAP

A

dental civic aciton program

377
Q

MEDCAP & humanitarianism

A

a MED CAP doesn’t meet humanitarian principles
*humanity: not a primary purpose but does sve lives and alleviate human suffering
*impartiality: probably not b/c a medcap objective is to build support for US military activity and US policy
I4ndependence: 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

378
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

Critical Care 2 (5 decks)

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