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The stakeholders discribed in the film was the general population of Liberia. They had shared experiances of seeing the effects of ebola, innitially being in denial of its severity, then finally seeing the entire liberian public health system be overwhelmed and fail by an apparently unstopable and horrifying disease. The people effected needed to make difficult decisions about how to avoid contracting the disease, how to protect their families, and how to deal with the emotional strain placed on them by the epidemic.

The DHS embarked on the process of researching, collecting, and compiling data for this report durring the summer and fall of 2011.

There are four different levels to the Disaster Resilience Leadership certification. Level 1 is Strengthening Existing Leadership Capacity. Level 2 is Building Organizational Efficacy. Level 3 is Creating Future DRL Leaders. Level 4 is Global DRL Network.  It is a 6 day workshop.

The arguments of this article are supported by the following discussions:

1. The authors discuss changes in response and preparation policies for both public health and private organizations, domestically and internationally.
2. The authors discuss the importance of innovation in scientific research and development and how they have affected the way response and preparation to health crises are conducted
3. The authors provide specific aspects of international health emergencies and cite ways in which countries or organizations have dealt with them in the past and in what ways they succeeded and failed. 

1)  “Mismanagement was not the only charge mounted against the Japanese Utility that operated the reactors at Fukushima Diichi, Tokyo Electric Power Company (TEPCO). In the aftermath of the disaster, international media charged workers at the plant, alternatingly, with a lack of expertise to handle the situation adequately, and with a lack of courage, when they retreated temporarily under the threat of dangerously high radiation levels.”

                2) “But emergency preparedness is hardly ever considered ‘good enough’ in retrospect, especially after a disaster in which so many lives were lost or shattered.”

                3) “Within the nuclear industry, an almost exclusive emphasis on accident avoidance has given way to a new strategy of accident preparedness and response.”

Cloud9Pysch is a private company formed by IBM, Capital Factory, Telemental Health Institute, and Health Wildcatters.

The author of this article drew on first hand accounts of the WTC attacks from fire, police, and EMS personel, as well as witnesses to reconstruct the events that transpired on the morning of 9/11/01 with regards to the response. The author also conducted and cited interviews with high ranking active and retired members of the Police and Fire Departments, such as FDNY Chiefs and officers and NYPD Commissioners. Based on this, the author examines specific shortcomings, such as lack of coordination between Fire and Police, comminication barriers, and the overwhelming and uncoordinated response by both on and off-duty firefighters.

This organization seeks to promote the use of nuclear technology which creates an inherent bias in how it looks at nuclear disasters. On one side, it does not want any nuclear accidents and wants to promote safe nuclear use as disasters cause the public to be less favorable towards nuclear. On the other hand, in the event of a nuclear incident, the IAEA is biased against being too critical of the nuclear industry when assigning blame, as it did with the Fukushima incident. 

Psychological first aid (PFA) administration is the main focus of the emergency response solution.

PFA has eight main action items to administration:

Contact and engagement, safety and comfort, stabilization, information gathering: current needs and concerns, practical assistance, connection with social supports, information on coping, and linkage with collaborative services. (nctsn.org)