Navy Knowledge Flashcards
1
Q
responsible for MEDLOG
A
Geographic Combatant Commander
2
Q
role of the Geographic Combatant Commander in MEDLOG
A
responsible for MEDLOG and request medical materials
3
Q
aka self-determination
A
autonomy
4
Q
aka autonomy
A
self-determination
5
Q
equitable distribution of benefits and resources
A
justice
6
Q
justice
A
equitable distribution of benefits and resources
7
Q
example of medical ethics
A
autonomy
beneficience
non-maleficience
justice
8
Q
“first do no harm”
A
maxim primum non nocere
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
10
Q
“justice is treating equals equally and unequals unequally”
A
Aristotle
healthcare goes to those with the greatest need
11
Q
overall direction of an organization
A
vision statement
12
Q
vision statement
A
where you are going to be in the future
overall direction of your organization
13
Q
WG
A
working group
14
Q
SC
A
steering group
15
Q
SWOT
A
strength weaknesses opportunities & threats
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
17
Q
specific tasks to achieve objections
A
action
18
Q
soul of an organization
A
values
19
Q
QBSP model
A
Quality-Based Strategic Plan
- assess
- plan
- implement
- evalu
20
Q
5 Q’s to ask when assessing an organization’s plan
A
- what is our mission/vision
- what are our operating principles/values as we preserve our mission/vision
- who are our stakeholders
- what are the needs/expectations of our stakeholders
- what are the variables/threats/opportunities
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
22
Q
what gives an organization movement towards the future
A
vision statement
23
Q
CQI
A
continuous quality improvement
24
Q
objectives
A
short term targets for each organization that is specific, measurable, and feasible
25
3 important qualities for objectives
specific
measurable
feasible
26
4 typical areas for goal statements
```
profitability
desired growth
potential new services/programs
operational initiatives
key to success
```
27
4 P's of marketing
product
place
promotion
price
28
breakeven
point where fixed costs for the product will be recovered
29
point where the fixed costs for the product will be recovered
breakeven
30
8 parts to a business plan
```
Executive Summery
Demand Analysis
Competitive Analysis
operating Plan
Marketing Plan
Pro Forma
Risk Analysis
Conclusion
```
31
Executive Summery
part of the Business Plan
| 1 page key aspect summery
32
Demand Analysis
part of the business plan
| expected growth, factors that contribute to growth
33
Competitive Analysis
```
part of the business plan
major competitor (location, their services, current capabilities)
```
34
Marketing Plan
part of the business plan
| financial revenues, breakeven point, cost comparision
35
Risk Analysis
part of the business plan
| financial, opportunity cost
36
Conclusion
part of the business plan
| recommendations based on all analyses in the business plan
37
IPR
in progress review
38
PAO
public affairs office
39
FIOA
freedom of information act
40
purpose of a free press
free press allows for an informed public to hold government accountable
41
why does the military have public affairs
public affairs fulfills the military obligation to keep the public informed
42
resources that gives a Gide for building media relations
Federal Communications Network has a communications guide
43
remarks a PAO makes to reporters that can be reported only if attributed to a nonspecific source
background
44
purpose of off the record
to enhance the reporter's understanding
45
parts of a news segment where people are doing things like walking
B-roll/cutawayq
46
how should a PAO start interviews/press conferences
give ground rules to the media
| also give out the press kit
47
NCO
noncommissioned officer
48
MBWA
marketing by walking around
49
MCMO
medical civil-military op
50
purpose of stability ops
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
51
quote about the stance on stability operations
stability operations are a core US military mission that the DOD shall be prepared to conduct with a proficiency equivalent to combat operations
52
what should the DOD be prepared to conduct with a proficiency equivalent to combat operations
stability operations
53
problem of disjointed efforts
disjointed efforts are wasteful/counterproductive so align with goals/objectives
54
OE
operating environment
55
multiple smaller problems contribute to worsening situation
compounding the problem
56
when is unity of command difficult
unity of command is difficult to achieve when parties do not fall under traditional chain of command
57
why is it so important to pay attention to the amount of force used in a campaign
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
58
risk of long-term campaigns
stabilization efforts run the risk of exhausting presence and potlicical will when a response requires long-term
*balance capability, objective, sustainability
59
COA
course of action
60
how do stability ops support the HN
stability ops must support the HN as it evolves to address the root causes of instability
61
conflict transformation
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
62
what is needed in order for long-term stability to happen
cannot happen without HN ownership
| *ask what the HN envisions but also do own analysis via viable course of action (COA)
63
4 fundamentals of stabilziation
conflict transformation
HN ownership
unity of effort
building HN capacity
64
COIN
counterinsurgency
65
The Stabilization Framework
helps JFC conceptualize the operating environment of targeted nation-states in support of. US national strategy and interests
66
responsibilities of Secretary of Military Department
```
appoint senior rep
organize/train/equip forces
ease availability of unity
support redeployment training
develop policies and plans
```
67
what should you do as you consider planning stability operations
conduct analysis to determine readiness for stability ops
68
principle military advisor
Chairman of Joint CofS
69
role of Chairman of Joint Chiefs of Staff
principle military advisor
establish priorities
assess military services capabilities and capacity
maintain joint stability op doctrine
70
water crosses a membrane
osmosis & ultrafiltration
71
solutes cross membrane
diffusion
72
role of CCDR
```
designates appoint officre
tasking
gathers lessons learned
ID/validate requirements
recommendations
tailored all ousrce intelligence prouct
ID cabapility/capacity/c
```
73
JIOC
Joint Intelligence Operation Center
74
what do you need to understand in order to be successful in a military campaign
you need to understand the operating environment to have realistic, achievable, objectives, properly align ways/ends/means
75
Interagency Conflict Assessment Framework
framawirk for CSG assessment prior to stability operations
| *to determine roles, responsibility
76
National Security Council
assists president
| develops for stability and reconstruction
77
phases of joint operations
```
shape
deter
seize the inititative
dominate
stabilize
enable civil authoriteis
```
78
constant challenge of stability operations
effectively analyze progress via data collection and systematic indicators
79
MOE
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
80
important thing to remember about change in stability operations when you are considering measures of effectiveness
in stability operations, s/s of change might not be present for a long time
81
MOP
measure of performance
| indicates uses to measure a friendly action that
82
set of desired condition the commander wants to exist at the end of the operation
end state
83
end state
set of desired conditions the commander wants to exit at the end of the oepration
84
assessment metrics for operations
MOE & MOP
85
Q's impacting mission success -12
- 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
86
how the JFC creates relationships with locals
civil-military operations
87
FHA
foreign humanitarian assistance
88
what is FHA
foreign humanitarian assistance
| *DOD activities outside of CONUS to relieve/reduce human suffering
89
DOD activities outside of CONUS taken to directly relieve/reduce human suffering
FHA = foreign humanitarian assistance
90
tsunami in the Pacific
26 DEC 2006 in Indonesia
91
lessons learned from the DOD responding to the Indonesia Tsunami in 2006
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)
92
daily reports
daily situation reports = strep
93
who runs the USNS Mercy
Merchant Marines
94
who should be members of an advanced team sent to evaluate need for FHA assistance
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
95
role of advanced team sent to evaluate need for FHA assitance
survey/determine needs
consider sites to provide care
determine logistical support
establish contacts w/: embassy, military, NGO, Red Cross, HN/ministry of health
96
what should be included in the SITREP during FHA
number/type of pt seen
problems encountered
lessons learned
*anecdotes to put faces to needs so higher ups feel engaged and personally resopnsible
97
what can the host nation support
```
provide vital functions to the forward deployed
speed reception
reinformcement
enhance operational flexibility
increase force sustainability
```
98
CA
civil affairs
99
document outlining stability operations
DODI 3000.05
100
JIACG
Joint Interagency Coordination Group
*staff group that establishes regular, timely collaborative working relationships between civilian and military operative plans
101
Health Service Support
```
pt movement
casualty management
medservices
medlog
blood managemetn
```
102
FHP
force health protection
| behaviora/l/well bing
103
6 principles of joint health servies
```
conformity
proximity
flexibility
mobility
continuity
control
```
104
conformity as a principle of joint health services
conform with commander's plan to achieve conops
105
flexibility as a principle of joint health services
ability to adapt to escalations in violence/need to move or changes in OPLAN
106
continuity as a principle of joint health services
pt receives care from the X to definitive
107
control as a principle of joint health services
needed to ensure scarce resources are available to meet the CCDR's tactical, operative, and strategic plan
108
CAAF
contractors authorized to accompany the force
109
topics of Health Support for Joint Health Policy
```
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
```
110
types of peace operations
```
PKO = peacekeeping operations
peace building
peacemaking
conflict prevention
PEO=peace enforcement ops
```
111
PKO
peacekeeping operations
112
PEO
peace enforcement ops
113
VEO
violent extremist orgs
114
fundamentals of peace ops
```
consent
impartiality
transparencey
crdibility
flexibility/adaption
perseverance
unity of effot
legitimacy
seucrity
building mutual respect/culture awareness/harmonization
restrain and minimal corce
```
115
importance of transparency
reinforces legitimacy and impartiality
| failure to collaborate generates suspicion
116
importance of credibility
the force needs to have credibility by showing it has the capability and will to accomplish the mission
117
major medical readiness missions/programs that are federallysupported
```
NRF = National Response Framework
NDMS = National Disaster Medical System
DSCA= Defense Support of Civil Authorities
```
118
NRF
National Response Framework
119
NDMS
National Disaster Medical System
120
DSCA
Defense Support of Civil Authorities
121
EMP
Emergency Management Plan
122
a healthcare org's plan for all types of emergency
EMP = Emergency Management Plan
123
Emergency Management Plan
healthcare org's overarching plan for all types of emergencies and disasters
*includes annexes (plans) for NDMS, DSCA, CBRNE
124
ability to expand to meet increase in demands
surge capacity
125
guides how the nation will respond to all types of disasters
National Response Framework
126
National Response Framework
guide to how the nation will respond to all types of disasters
*uses NIMS
127
how is the National Response Framework laid out
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
128
Emergency Support Function (ESF #15)
ESF #15: Public Health & Medical Services
| coordinated by DHHS
129
DSCA
military/DOD/national support for domestic emergencies, law enforcement support, and
*support to: prepare, prevent, protect, respond, recover
130
benefit of using the military in a disaster
the military is uniquely able to provide broad spectrum support
131
when is DSCA activated
only is a special request (state gov to FEMA) is made and local resources have been exhausted.
*exception if immediately serious conditoins
132
how frequently should healthcare orgs anticipate disasters
healthcare orgs should anticipate the types of disasters it may see and exercise x2/yur
133
EMP Components -15
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
134
HVA
Hazard Vulnerability Analysis
| *use plan to design mitigation
135
how frequently should you exercise the EOP
x2/yr
136
what should the EOP include
EOP should include procedures to maintain/expand services, curtail services, conserve resources close hospitals, new patient, staging, evacuations, supplant, resources from local
137
critical to the success of any medical readiness plan
critical to the success of any medical readiness training is the emphasis paid to the program by senior leaders
138
purpose of tabletop exercises
focuses on systems integration issues
139
SMART
special medical augmentation respone
140
what are SMARTS
special medical augmentation response teams
| *DOD executive agents that respond to major civilian emergencies/disasters
141
SMART-TCCC
special medical augmentation response -trauma/critical care
142
SMART-BN
nuclear/bio
143
SMART-SM
stress management
144
SMART-MCBT
medical command, control
145
SMART-PC
pastoral care
146
SMART-B
burn
147
SMART-HS
health systems assessment
148
SMART-AIT
aero-medical iso,ation team
149
what do you do after DSCA is activated
activate SMARTs
150
CHART
combined humanitarian assistance response
151
MEIR
medical effects of ionization radiation
152
MMCBC
medical managemnt of chemical biological
153
DEPMEDS
deployable medical system
154
FCBC
field medical management of Chem Bio casualty care
155
what is the key to the success of any medical readiness plan
leadershiop
156
primary meon's healthcare organizations support DSCA
SMARTS = special medial augmentation repsones
157
strategies for surge capacity
- d/c early
- hallways or clinic spaces convert to treatment areas
- MOU to create spaces outside hospital
- use local rehab facilities/clinic beds
158
what do you need if you have a MOU to transfer pt due to surge capacity
need a plan for communication & pt tracking
159
RICCS
regional in ident command and coordination system
160
H-MAB
Hospital Mutual Aid Radio SYstem
161
EMT
Emergency MEdical Technician
162
ethics related to pt care
bioethics
163
represents the "soul" of an organization
values/principles represent the "soul"P of an organization and sets the ethical tone
164
professional organization for hospital administrators
ACHE = American College of Healthcare Administrators
165
what must you do when you develop a plan/strategy
identify stakeholders
166
Dept of Commerce recommendations for an ethics program -8
-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
Navy lawyers
JAG = Judge Advocate General
168
when should you conduct ethics program audits-3
- increseased number of employer greviences/resignations/termination/wrongful discharge
- pt complaint leading to leagal actions
- adverse publicity
169
components to evauate when you conduct an ethics program audit
vision/values/SOB
structure/authority/relationships
frequency/conveniences/
strengths/weaknesses/communication/feasibility
resources
support
development/revision/implementation of ethical values
170
what should you do when a new person takes over a role or responsibility
plan for transition of keyresponsibilities, function, capabilities
171
Steps to maintain control when you have a large number of agencies with different and competing objectives, priorities, and procedures -7
- 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
leadership emails
email updates what you are working on not just when it is needed
173
challenge of collaborating with very different types of organizations
differ in assumptions/perceptions and that can cloud understanding of the problem
174
Dictionary of Military Terms
JP 1-02: DOD Dictionary of Military Terms
175
how to get buy-in
common sense of ownershiop
176
fundamentals of peace operations-7
```
consent
impartiality
transparency
flexibility/adaptability
restraint/ inimal force
mutural respoect
cultral awareness
```
177
how should you train for difficult situations
practice dealing with chaos, competent, stress
178
quote by TE Lawrence
"It is bewtter to let them do it themselves"
179
DMRTI
Defesne Medical Readiness Training Institutew
180
JMOC
JOint Medical OPerations COurse
181
supply chain for medical supplies
MEDLOG
182
supply chain for blood
MEDLOG
183
what does materials management fall under
MEDLOG
184
MEDLOG
brings medical products/ to joint ewnviornment
supply chain
*blood, materials management, tech, equipment repair, medical contractility, health facilities planning and management
185
making glassesDLA
optical fabrication
186
catagorize blood products
Class VIIIB
187
DLA
Defense Logistics Agency
188
military medical supply chain
MEDLOG = medical logistis
189
ASD(HA)
Assistant Sec Def of Health Affairs
190
who is ultimately responsible for MEDLOG
geographic combatant commanders
191
SIMLM
single integrated medical logistics manager
192
doctrine
fundamental principle that defines action
193
fundamental principle that defines action
doctrine
194
principles of hte HEalth Servi e SUpport in Joint ENviornments -6
```
conformity
proximity
flexibility
mobility
continuity
control
```
195
what does MEDLOG do
provides life-cycle managemnt of specialized medical products and services to operate an ywhere in teh worold
196
4 parts of an AAR
After Action Report
- summary
- observations
- issues
- lessons learned
197
structure for a proposal to make new/update doctrine
```
purpose
jbackground
target audience
references
lead agency
urgency
other relevalnt infomationPOC
```
198
DOTn LPGF-P
```
doctrine organization training
materials
leadership
personnel
facilities
policy
```
199
most important part of AAR
lessons lesrned
200
CBA
capabilities based asset
201
HART
Humanitarian Assistance REsponse Training
202
USAID
US Agency for INternational Development
203
MCDA
Military & Civil Defense Assets
204
Center for the Excellence in Disaster Management & Humanitarian Assistance
- 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
why are major disasters important to track on a global scale
the global effect of major disasters have a long=term effect on the stability of a country
206
DOD Directive 5100.46
outlines DOD policy/responsibilities for DOD support to Foreign DIsaster Relief Operations
207
resource for DOD's Foreign Humanitarian Assistance
JP 3-29: Foreign Humanitarian Assistance: provides joint doctrine for planning, executing, and assisting foreign humanitarian assistance operations
208
disaster
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
Hurricane Maria
2017
| 4K died
210
Typhoon Haiyan
2013
hit SE Asia especially the Philippeans
killed 6K
known is Philippeans as Super Typhoon Yolanda
211
geological disasters in 2011
Japan tsunami/earthquakd/nucelar disaster. 19K died
| Horn of Africa drought to famine = 50k died
212
yer of the Japan earthquake/tsunami/nuclear disaster
2011
| 19K died
213
Haiti earthquake
2010
| 222K died
214
Indian Ocean earthquake/tsunami
2004
| 226K died
215
HUrricane Mitch
Hondoras/Nicaragua/Guatamala/El Salvador
1998
18K died
216
where can you find a catagorization of disasters based on criteria
Center for Research on the EPideminology of DIsasters is a WHO collaboration that catagorizes disasters based on variious criteria
217
oil explosion
Deepwater HOrizon
218
what is the most frequent and costly natural disaster in terms of human hardship and economic loss
floods
219
what does the scale of a disaster impact
the scale of a disaster impact depends on the choices we make for our lives and our enviornment
220
DRR
Disaster Risk Reduction
221
what is DIsaster Risk Reduction
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
INFORM
Index for Risk Management
223
what is INFORM
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
good resource for looking at risk-hazards for different countries
INFORM = Index for Risk Management
| www.inform-index.org
225
anything subject to potential losses (people/infracstruutree/economi/prooperty/systems/elements) from a hazard
exposure
226
definition of an earthquake
sudden break in teh eartth's crust
227
triggers of tsunamis--5
```
earthquake
volcano
mass movement
underwater explosion
meteroitie
```
228
different names for hurricanes
Hurricane = w. atlantic/e pacific
Cyclone - indian ocean/s. pacific
typhoon = west pacific
229
where do you have cyclones
indian ocean
| south pacific
230
where do you have typhoons
west pacific
231
what is a hurricane
rotational low pressure wind
232
disasters created by droughts -7
```
desertification
crop failure
food shortage/famine
malnutriton
epidemic
population displacement
complex emergencies/conflicts
```
233
rotation of hurricanes
counter clockwise in northern hemisphre
| clockwise in sourthern hemisphere
234
water in New Orleans
Lake Pontchartrain
235
Lake Pontchartrain
New ORleans
236
why was Hurricane Katrina so bad for New Orleans
b/c most of New Orleans is below sea level which is why the levee break was so serious
237
examples of vulnerabilities
poor construction/building design
inadequate protection of assets
lK OF PUBLIC INFORMATION/AWARNESS
LIMITED OFFIAL RECOGNIZATION OF RISK/PREPAREDNESS MEASURES
238
what prevents concrete buildings from collapsing in earthquakes
rebar
239
importance of rebar
prevents concrete buildings from collapsing in earthquakes
240
vulnerabilities in the Haiti Earthquake
```
2010
;no buildign coude enforcement
no rebar in the bildigns
weak government authoriteis
extreme poverty
weak Haitian ivil Protection Agency
```
241
what measures the ability of a country to deal with copign with disaSTERS
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
how much has the world population grown since 1970-2020
87%
243
population densities most at risk in disasters
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
problem of AAR
might lack documentaiton, objectivity, and perspective
245
link between urbanization and disasters
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
personal account s/p disaster
personal accounts desibe what happened from one pov wo analysis of comparative observationsq
247
problem of technology in disasters
we have beocme reliant on technology wo assessing the risk/impact of catastorophe of failure w/o the system
248
what do you need to do if you want to do a disciplined study of disasters
disciplined study of disasters requres that you make quantitiative observations as well as comparative observations
249
why do we become compalacent about low probability events
b/c they compete with our priorities of daily living
250
what are challenges to interagency preparedness to disasters
complacency
| lack of action
251
Paris Agreement
2016
| countries agreed to limit global tenperature rise to 2C
252
BP oil spill
```
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
government of Japan
National Diet
254
cause of hte FUkoshima NuclearDIsaster
lack of government and colla oration betwene government reulations
fialure to develop basi staffing and operations applied regulations on a volunary baisis
255
disaster risk reduction
concept where you look beyond hazatds wher to consider prevailinbg conditions of vulnerability and expousure
256
cyclic model of disasters
response, recovery, risk reduction, preparedness, disaster
257
focus in the response phase of disaster response
immeidate life saving
focuses on short-term needs
Mobilize services, first aid, search nd resuce, evacuation, firefighting
258
objective of disaster management
save lives
alleviate suffering,
protect people/economy/disaster
259
"build back better"
using the "recovery" phase of disaster response to rehab/reconstruct to increase community resillience via integrating disaster risk reduciton via resvitalizing livihood, economy
260
4 Priority Areas in Risk Reduction
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
disasterpreparedness activities
```
contigency palnnign
stockpileequipment/supplly
train/exercises
arrange for coordination
evacuation
public infor
```
262
Second & Third Order Effects of military relief
-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
EB White on humor
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
National DIsaster Management Framework
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
logistics for disasters
identify probable resources need, how to get, transport, store, and distribute
266
Sendai Framework for DIsaster Risk Reduction
4 PRiorities
- 2. understand disaster risk dimensions, and vulnerability, capacity, exposure, hazard characteristics, enviornmenbt
2. strengthen disaster risk governance
3. invest in disaster risk reduction for resillience
4. enhance disaster preparedness for effective response (build back better/take action in anticipation of events
267
how many people were newly displaced in 2017
16.2M
| inlcudes 11.8M who were displaced within their own coutnry
268
were are most of the world's refubgees hosted
85% of the world's refugees are hosted by the devleoped world
269
top 3 contries hosting the largest number of refugees in relation to their national population
Lebanon
| JOrdan Turkey
270
4 catagories of affected populations of displaced persons
vulnerable persons
refugees
IDP
stateless
271
vulnerable persons
displaced persons at the highest risk due to r due to age, gender, ethnicity, informity, unique situations
272
reugees
displacedpersons who have a well foundd fear for persecution due to their race/religion/nationalty/social gorup membershiop/political opins
273
IDP
forced to flee home due to armed onflict, violence, disaster, and still remain outside wof their own country
274
what do you need to known when you respond to an internationaL DISASTER
who are the other responders
what do the other responders have role/respondsibility
how do they operate
275
complex emergencies
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
humanitarian crisis where there is considerable breakdown and response needs to be internatioal beyond the scope of a single angency
complex emergency
277
who leads international disasters
Affected State
| international relief can only happen at the Affected State's REquest
278
USA's DIsaster Agency
FEMA = Federal EMergency Management Agency
279
waters that border tghe PHilipeans
SOuth China
Pacific
Sulu Sea
280
Sulu Sea
by the PHilipeans
281
important questions to ask about refugees
-how protection is offered to the refugees
-who is responsible for providnt that protection
0what legal protectiosn are they entitled
282
refugee
well founded fear of persecution who are unwilling/unable to seek protection fromt heir coutnry
283
refoulment
involuntary return of a refugee or asylyum seeker to their country of orgin where they fear perseuction
284
involutnary return of a refugee/asylum seeker to their country of orgin where they fear persecution
refoulment
285
1951 COvention on the State of Refugees
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
leads the world in refugee progection
UN High COmmissioner for Refugees
287
protection of the camp during the Darfur crisis
camp perimeter was set up around Darfur camps to keep the Janjaweed (Sudan military) from sexually assaulting women then they gathered
288
Janjaweed
Sudan military. during the Darfur crisis, camp perimeters had to be set up to prevent them from sexuallyu assaulting camp residents
289
flees home but does not cross the border
IDP
290
right of IDP
IDP have the right to retain/return to their property w/o using it as a bargaining chipo for protection
291
citizenship based on location of birth
jus soli "yous"
292
jus soli
citizen
293
citizenshipo based on your parents
jus sanguinis
294
jus sanguinis
citizenshiop based on your parents
295
why are stateless people different from refugees
no citizenshipo
296
lead for refugees and stateless
UN High COmissioner
297
push/pull factors of forced return for IDP/refugees
push - threat to cut off aid
pull -promise to provide aid upon return
goal: volunary, not involvntary return
298
what shoudl refugee return allow
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
2 widely accepted guidlines for military support in disaster relief
Oslo guidelines
| APC-MARO
300
APC-MADRO
Asian-Pacific Regional Guidelines for hte use for foreign miitary assets indatural disaster response operations
301
Oslo Guidelines
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
benefits of military aid in humanitarian crisis -5
* has rapidly deployable operational capabilities in austere environments
* self sustaining expeditionary units
* trained to operate in chos
* contigency planning
* security
303
6 aspects of effective military assets in humanitarian crisis
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
why is timeliness important for effective military assets in humanitarian crisis
timeliness is a main factor affectiving effectivness. if assets are slow to arrive, it impedes deployment of civilian alternates
305
why is appropriateness an important aspect of military assets in humanitarian crisis
how well the capability suits the response, how suitable to the local culture/political climate
306
why is absorptive capacity an important aspect of military assets in humanitarian crisis
ability of a disaster management institution to coordinate and effectively use assets during a relief operation
307
why is coordination an important aspect of military assets in humanitarian crisis
information management is crucial to success/failure
308
problem of communication between military/civilian during humanitarian disasters
communication is impaired b/c the military overclassifies material
309
Operation Tomadachi
post 2011 earthquake/tsunami
310
operation that repsonded to the 2011 earthquake/tsunami
Operation Tomadachi
311
relief in place
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
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
relief in place
313
battle handover
coordinated operation between 2 units where transfer of responsibility for fighting
314
mission creep
gradual or incremental extension of a mission beyond the original scope
*gradual shift in objectives
315
gradual shift in the objectives of a mission
mission creep
316
rachet effect
instance of restrained ability of human processes to be reversed once a specific thing has happened
317
instance of restrained ability of human processes to be reversed once a specific thing has happened
rachet effect
318
software bloat
process where successive versions of a computer program become slower, use more memory, or disc space
319
process where successive versions of a computer program become slower/use more memory/disc space
software bloat
320
response to the earthuake in Haiti
Operation Unified Response
| led by LT Gen Keen
321
Operation Unified Response
Haiti earthquake response
322
FDR
Foreign Disaster Relief
323
IDRA
International Disaster Relief A
324
MCDA
relief personnel, equipment/supply, service provided by foreign military & civil defense orgs for international disaster relief assistance
325
HA/DR
humanitarina assistance disaster relief
326
humanitarian assistance disaster relief
HA/DR
327
definition of the UN
organization comitted to peace, security, develop friendly relations among nations, and promote social progress
328
six divisions of the UN
```
General Assembly
Security Council
Economic & Social Council
Office of the Secretariat
wORLD coURT
tRUSTEE cOUNCIL
```
329
main deliberative body of the UN
General Assembly
330
admin for the UN
Office of the Secretariat
331
judicial branch for the UN
World Court
332
what can't the General Assembly do
can't pass laws or force nations to abide by its decisions
333
permanent members of the UN Security Council
US, China, France, Russia, UK
334
members of the UN Security Council
Permanent: US, China, Russia, UK, France
| 10 rotate
335
how does the UN Security Council pass resolutions
needs at least 9/15 votes to pass resolutions and none of the 5 can oppose
336
leader of the UN
Secretary-General is the chief administrator and not president
*office of the Secretariat
337
cases done by the World Court
nations, not individual disputes
338
most recent members to the UN
S. Sudan in 2011
| Montenegry in 2006
339
yr South Sudan became a member of the UN
2011
340
flees home but hasn't left the country
Internally Displaced Person (IDP)
341
UNHCR
UN High COmission for REfugees
342
OCHA
UN Office for hte Coordination of Humanitarian Affairs
343
agencies within the UN
UNHCR
344
runs ReliefWeb
OCHA
345
office for the coordination of humanitarian affairs
UN's OCHA
346
UNDSS
UN secuerity monitor/reporting agency
| not armed security
347
what does OCHA do
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
UN agency that is the first on the ground in after an affected nation requests help
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
secular
not religious
350
not religious
secular
351
ASEAN
ah-se-uhn
Association of SouthEast Asian Countries
*does humanitarian assitance on disaster managemnet
*
352
Phillippeans typhoon
2013: Typhoon Haiyan
353
International Comittee of the Red Cross
works in conflict
354
founded the International Comittee of the REd Cross
1863 Henri Dunant after the Battle of ASolferino
355
Henri Dunant
founded the INternational COmittee of the REd Cross in 1863 after the Battle of SOlferino
356
founding of the International Federatn of hte Red Cross & Red Crescent
works natural disasters
| founded 1919 post WWI
357
role of the International COmittee of the REd Cross
- guardian of international humanitarian law & Geneva Convention
- POW prisoinr visits, trace missing , family reunification, promotes international humantiarian law
358
looks for people missing in war
International COmittee of hte REd Cross
359
where is the Secretariat of the INternational COmittee of hte REd Cross
Geneva
360
how are NGO's established
private
| established by charters
361
examples of NGO's
```
MercyCorp
Save the CHildren
Oxfam
Dr w//o BOrders
Catholic Relief Services
World VIsion
```
362
challenge of funding from UN to NGO's
with each layer, admin costs decreases the funding amount that actually reaches the beneficiaries
363
force multiplier
factor/combo of factors that give personnel or weapons the ability to accomplish greater feats than without it
(military science term)
364
ISTAR
intelligence, surveillance, target acquissition, & reconnaissance
365
layers between donor and beneficiary
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
"Fog of War"
uncerrtainity of situational awareness experiened by participants in military operations
367
C2
command & control
368
humanitarian principles
humanity
impartiality
independence
neutrality
369
FDR
Foreign Disaster RElief
370
neutrality
| as a humanitarian principle
no support of one side over another
| decide which side is good/bad/right/wrong
371
humanitarian actors versus government aid
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
called working with NGO's a "force Multiplier"
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
DOD military civic action programs
MEDCAP
ENCAP
DENTCAP
374
MEDCAP
MEDCAP = medical civic action program
375
ENCAP
engineering civic action program
376
DENTCAP
dental civic aciton program
377
MEDCAP & humanitarianism
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
how to use humanitarian priinciples to think about how DOD and humanitarian actors help local populations
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
