NYC Emergency Management publishes annual reports that provide information on the agency’s activities and accomplishments over the previous year. These reports can provide insights into the city’s emergency management efforts and priorities.

NYC Emergency Management publishes annual reports that provide information on the agency’s activities and accomplishments over the previous year. These reports can provide insights into the city’s emergency management efforts and priorities.

To develop this Plan, NYCEM’s Office of Strategic Operations solicited input from every staff level to assess the agency’s progress in meeting its inaugural Strategic Plan goals; incorporated lessons learned from recent incidents – including COVID-19 and Post-Tropical Cyclone Ida; and analyzed emergency management trends across the country.

The Hazard Mitigation Plan website outlines goals, objectives, and specific actions New York City can take to reduce risks.

Prepared by New York City Emergency Management (NYCEM) in collaboration with a multitude of government agencies, organizations, private sector partners, and subject-matter experts, this guide includes: Key features of New York City’s environment that make it vulnerable to hazards. Risk assessments for nine hazards discussing probability, location, and historic events. Best practices and specific City-led strategies for managing risks associated with each of these hazards

The New York State EMS system has markedly deteriorated over the past several years due to declining volunteerism, lack of public funding to cover costs of readiness, inadequate staffing, rising costs, insufficient insurance reimbursement, rising call volumes, a lack of performance standards, poor understanding of the EMS system by elected officials and the public, NYS home rule, and lack of transparency and accountability for EMS agencies.

Interim Findings and Recommendations of the New York City Comptroller’s Investigation of the City’s COVID-19 Planning, Preparation, and Initial Response. This interim report is being issued as part of an ongoing investigation by the Office of the New York City Comptroller (Comptroller’s Office) .

To determine if New York City Emergency Management (NYCEM) adequately monitors and coordinates with New York City agencies for natural hazard mitigation, evacuation, and continuity of operations. The audit covered the period from January 2018 through April 2022.

This after action report is a high-level summary of recommend- ed improvements to the City’s operations before, during, and immediately following Hurricane Sandy and was developed by the Mayor’s Office with input from the many City agencies that responded and continue to participate in the City’s recovery from the storm.

William Solecki, Hildegaard Link, and Matthias Garschagen. 2016. J. of Extr. Even. Local risk managers in New York City were keenly aware that the city’s residents, businesses, and infrastructure were vulnerable to significant flooding events before Hurricane Sandy hit in October 2016. The storm and its aftermath have influenced the structure of the city’s approach to risk management and urban development in many ways.

David J. Prezant MD et al. 2020. COVID-19-associated NYC 9-1-1 EMS volume surge was primarily due to respiratory and cardiovascular call-types. As the pandemic stabilized, call volume declined to below pre-pandemic levels. Our results highlight the importance of EMS system-wide pandemic crisis planning.

Elijah Ramsey, III, Dirk Werle, Zhong Lu, Amina Rangoonwala, Yukihiro Suzuoki. Journal of Coastal Research (2009). The synergistic application of optical and radar satellite imagery improves emergency response and advance coastal monitoring from the realm of “opportunistic” to that of “strategic.” As illustrated by the Hurricane Ike example, synthetic aperture radar imaging capabilities are clearly applicable for emergency response operations, but they are also relevant to emergency environmental management.

Daniel Cohen et al. 2013. The feasibility and face/content validity of using low-cost virtual worlds for multi-agency major incident simulation has been established. Major incident planners and trainers should explore utilising this technology as an adjunct to existing methodologies.

David C. Lee et al. 2016 We found statistically significant decreases in overall post-Sandy emergency department use in New York City but increased utilization in the most vulnerable evacuation zone.