A Guide to Preparing for A Disaster/Collapse

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As teachers are in loco parentis for their young charges, there is a requirement to ensure that school students are looked after in safety throughout an emergency. Schools and other educational institutions have been the target of natural hazards such as earthquakes, tornadoes, landslides, floods, and snowstorms; terrorism, such as marauding gunmen; and structural collapse and fire. When many young lives are lost the sense of moral inadequacy can be universal, but not enough has been done to ensure that emergency planning for schools is transformed into universal practical measures to protect children and young adults.

This has three main categories: Many people will not evacuate in the face of a major threat unless they can take their pets with them, and hence, provision needs to be made to accommodate domestic animals. In pastoral areas, farm economies are dependent on the care and welfare of animals, which can be trapped and drowned by floods, frozen by blizzards, affected by epizootic diseases, or deprived of feedstock. Planning to manage wild animals mainly refers to threats to the human population posed by ecological disruption in disasters due, for example, to the migration of dangerous reptiles or the possible spread of rabies.

Another form of planning that is roundly neglected is that associated with prison populations. In floods, storms, and earthquakes, these individuals have been either confined to dangerous localities or released indiscriminately into the community. Prisoners have human rights, including the right to custodial safety, but to release hardened criminals into society may pose risks to the general population.

Finally, during the difficult circumstances engendered by disaster, pharmaceutical emergency planning is needed in order to ensure continuity of medication for patients who depend on medical drugs. One ingredient of most emergency plans is a stipulation of the alert and call-up procedures for personnel. These need to be integrated with the potential phases of warning, which at their simplest are hazard watch impact is possible or likely and hazard warning impact is highly likely or certain. A part of the plan may be dedicated to the preparations to be made before impact, if time is likely to be available to carry them out.

Examples include putting up mobile flood defenses, marshalling and readying vehicles and equipment, and testing and readying the means of field communication. The impact phase of a disaster is usually a period, more or less brief, characterized by dynamic evolution and acute shortage of information. One of the first needs is for an assessment that determines whether to move into emergency mode.

The declaration of a state of emergency allows the formal abandonment of normal working procedures and the immediate adoption of those that pertain strictly to the disaster. Hospital beds will be cleared, leave will be cancelled, personnel will move to predetermined locations, lines of communication will be opened, and so on.

The emergency phase may continue for hours or days, and in exceptional cases for weeks. In most parts of the world, major incidents and disasters are, thankfully, rare, although they may be an ever-present threat. The emergency plan therefore needs to be tested under hypothetical conditions.

Exercises and drills can be divided into table-top, command post, and field-based simulations. The last category is clearly the most onerous, and it may require up to six months of meticulous planning. Generally, none of these methods is capable of testing the whole plan, and so elements of it must be selected for verification by simulation. One common element is the ability of different organizations to work together under specific, unfamiliar circumstances; for example, the ability of different medical response organizations to set up and run a field hospital together.

Exercises need to be designed with clear, well formulated objectives, and the progress of the simulation needs to be carefully monitored so that any need for improvements can be detected and communicated to participants in post-exercise debriefings and reports. All of this needs to be done in an atmosphere of constructive support, and certainly not recrimination, as the aim is not to examine but to help participants improve their performance during future emergencies.

Simulations need to be treated as learning processes, from which it may be possible to derive improvements to the plan. One hopes that in real emergencies it will also be possible to learn lessons and improve the emergency plan on the basis of real experience.

One such lesson is that personal familiarity with other participants in emergency operations greatly improves the ability to work together. This underlines the value of emergency simulations and drills. The emergency plan should be a living document. Such plans can do more harm than good when they are eventually put to the test by a crisis. As time wears on, both small and large changes will occur. Hence the plan should include provisions, not only for disseminating it and training its users, but also for a process of constant updating, with checks at regular intervals, perhaps every six months.

Hitherto in this entry, emergency plans have been viewed as if they consist of nothing but collections of generic provisions for managing a notional crisis. These are necessary, in that the plan may need to be adaptable to unexpected crises. However, many—perhaps most—emergencies are predictable events, at least in terms of what is likely to happen.

Not all disasters are cyclical events those of seasonal meteorological origin are the closest to this , but many are recurrent according to established magnitude-frequency relationships, although, as noted, these may be imperfectly known. Over the last 30 years or so, knowledge of natural hazards has increased spectacularly. The threats, probabilities, time sequences, and effects of floods, landslides, storms, earthquakes, volcanic eruptions, and so on, are now much better understood than was the case half a century ago.

Unfortunately, despite calls in the early s to make it a central issue, understanding of vulnerability to natural hazards has not evolved at the same pace. In most places, vulnerability, not hazard, is the key to disaster potential; this is unfortunate and needs immediate improvements in research. Nevertheless, in places where hazards are recurrent, emergency planning against them should be based on scenarios. These will enable urgent needs to be foreseen and situations to be anticipated by providing the right resources in the right place and at the right time.

Hence, scenarios should be a vital ingredient of emergency plans. A scenario is a postulated sequence or development of events. Scenarios can be used to reconstruct past disasters, where the evolution of these is incompletely known. However, the main use in emergency planning is to explore possible future events and outcomes. A scenario should not be a rigid prediction of future developments.

It is instead an exploratory tool. In most scenarios, there is not one outcome of developments, there is instead a range of outcomes. To establish this is to think creatively about the future. This will be a disaster that in the past affected the area covered by the plan, and which it is deemed may be repeated in the future. Efforts must be made to assemble a plausible set of hazard data that represent the range of possibilities for the physical impact: The nature of the built environment, the economy, demography, and social characteristics of the area, and the assets at risk will all have changed since the reference event.

Modern conditions must be added to the scenario. This then needs to be developed as a temporal sequence of evolution in terms of hazard occurrence, the impact on vulnerable people and assets, and the response of emergency services Figure 4. Because aggregate patterns of human behavior change during the day, the week, and possibly also the year, several runs of the scenario may be needed. For example, an earthquake scenario may use the last seismic disaster as its reference event, but the future projection may need to be made for an earthquake that occurs during the night, on a working day, and on a holiday, as there will be different effects on people and the buildings and structures that they use.

It is opportune to use a simple systems theory methodology to construct the scenario. The inputs are the reference event and accompanying conditions social, environmental, economic, etc. The output is the outcome of the disaster and its management. The throughputs and transformations are the evolution of the scenario over time. One can, if necessary, construct subsystems that embrace, for example, the health system response to the disaster, or the impact on local civil aviation.

The point of using scenarios in emergency planning is to be able to explore and anticipate needs generated by predictable future disasters. Hence, the scenario should produce a range of possible outcomes and should be used as an exploratory tool. It should be used in conjunction with an audit of emergency resources designed to answer the question of whether they are sufficient and appropriate to match the anticipated needs.

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Emergency planners need not be frightened of the unknown. This means that there is very little in future events that will not have occurred in some form in the past. The scale and configuration may be different, but the components are present in the historical record. However, this should not be interpreted as a call to look resolutely backwards. Scenario builders will require considerable skill if they are to make a reliable assessment of the magnitude and consequences of future events. One way of extending the emergency plan into the crisis phase, and adapting it to rapidly changing needs, is to continue the planning process during the emergency Figure 5.

Strategic planning is essentially about finding resources and ensuring that the assemblage of response units, plans, and initiatives is generally going in the right direction, so that it will meet the needs of the population affected by disaster. Tactical planning is largely about apportioning resources so that they can be used on the ground by operational units. Operational planning is about assigning tasks, constituting task forces, and monitoring the evolution of the situation so that tasks are set and accomplished.

At all three levels, the permanent emergency plan is a backdrop to activities. It should neither be slavishly and rigidly followed nor ignored. One hopes that it will ensure that fundamental tasks are apportioned, responsibilities are clear, and appropriate action is stimulated. Emergency planning should be a co-operative effort in which the users and beneficiaries of the plan are stakeholders who have an interest in ensuring that the plan works well.

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It is also important to create and maintain interoperability, so that emergencies that require large-scale responses do not lead to chaos and to groups of people working at cross purposes. One example of success in ensuring co-operation is the introduction and diffusion of the incident command system ICS in the United States since , when it was first devised as a measure to combat wildfire in California. ICS is a modular system that is usually implemented at the site of an incident and can be aggregated to higher levels.

It has been codified by the U. Federal Emergency Management Agency and is available online at National Incident Management System , which ensures a degree of interoperability among many different forces. This is highly necessary, as in a major incident or disaster, scores of agencies and organizations may work together—not at cross purposes, one hopes! In Europe, interoperability is gaining ground, but the diversity of legal and administrative systems among the states of Europe, and the different histories of civil protection that they enjoy, means that the process is slow and complex.

During the response to the earthquake in Haiti on January , field hospitals sent from European countries lacked interoperability of equipment and procedures, because they were functioning according to different, not entirely compatible, standards.

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One absorbing question about disaster response is the relationship between emergency planners and emergency or disaster managers. In some countries for example, Italy , they are one and the same, which makes sense, in that the plan needs to be prepared by people who understand the dynamics of managing an emergency. In other countries, such as the United Kingdom, the planners and the managers tend to be separate figures. In traditional systems, the emergency manager is a commander, much as military officers command their battalions.

In more modern, evolved systems the manager is much more of a coordinator, a person who manages resources and ensures that autonomous work by experts and task forces is able to go ahead in a co-operative mode. Over the years, as emergency response has become more professional, the need for command has diminished. This does not reduce the need to apportion and assume responsibility, but it does make a subtle and profound shift in the way that that occurs.

This observation is broadly true, thanks in part to the effect of information technology, but the degree to which it applies varies considerably from one country to another. In the United States, the management of large emergencies such as Hurricane Katrina in still relies on considerable input from military and paramilitary forces i.

It should be noted that the response to Katrina revealed a terrible lack of preparedness at the key levels: Here, planning was extemporary, but compensatory response of the Federal level of government was slow and initially rather disorganized. Militarized responses are very important in China, were the national government has been suspicious of the rise of volunteer groups. In many other countries, military forces are used in disasters to compensate for deficiencies in civilian response, which may be poorly organized and underfunded.

However, in almost all cases, the civilian organization of response to disaster is improving, including in the field of planning, which lessens the need for help from military forces.

A significant portion of a good emergency plan will provide instructions on how to relay information to the general public. The role of and tasks allotted to a spokesperson may need to be defined. In democratic countries, the mass media are expected to have a role that is independent of government, but also to bear a sense of responsibility that induces them to provide public service information in times of crisis. Generally, emergency plans can specify the arrangements for working with the media, but they cannot fully co-opt the media as if they were public servants.

In news services, a degree of editorial independence is necessary, in order to draw attention to any abuses of office committed by members of a government, or, for that matter, emergency responders. Increasingly, response to the threat and impact of disaster is a matter of human rights. There are many ways in which this is true. For example, the safety and well being of girls and women need to be ensured in disaster, as well, of course, as at all other times.

Disaster should not be an opportunity for abuses to be committed, or for discrimination against women. In the modern world, disasters have been occasion for forced migration, the imposition of restrictive ideologies, the persecution of minorities, and discrimination against marginalized groups.

These are human rights abuses that need to be counteracted. Forced migration has occurred in the wake of disasters in countries as diverse as Myanmar formerly Burma , Indonesia, and the United States. In this, the upheaval caused by disaster, and in particular the destruction of housing and livelihoods, has been used as an opportunity to achieve a form of social engineering, by moving people to settle areas deemed less hazardous. Concurrently, recovery from disaster has occasionally become the opportunity to impose ideologies, as was the case with the introduction of Islamic Sharia law, after both the tsunami in Banda Aceh and the Padang earthquake in Indonesia.

There is little doubt, moreover, that Cyclone Nargis, in in Myanmar, did nothing to alleviate the persecution of the Muslim Rohingya people by the Burmese junta. Generally, disasters have been associated with the occurrence, and possibly intensification, of marginalization right across the board, from the homeless in Tokyo to rural communities in Zimbabwe, minorities in the United States, and the poor of Latin American cities such as Managua and Lima. At the very least, emergency planners need to ensure that there is nothing in the plans that could be construed as a means of facilitating such abuses.

It is as well to remember that the legacy of two world wars was political hostility to emergency planning, which was seen by some politicians as a handmaiden to totalitarianism. This was because the invocation of special powers to deal with emergency situations was viewed as a dangerous development that could easily be subverted towards forms of dictatorship. Fortunately, these fears have diminished over time.

They have largely been supplanted by an understanding of the imperatives of natural and technological hazards, with their capacity to retard human and economic development, or even to throw such processes into reverse. A cycle is used because many disasters are recurrent, although not all are truly cyclical. Clearly, emergency and disaster planning refer primarily to the response phase.

However, they have some relevance to all the other phases as well. Emergency planning is largely practiced during the risk mitigation, or resilience-building, phase—the calm periods between major adverse events. It must address the preparation phase as well as the response phase, as there is a need to make preparations systematic, especially where there is enough prior warning of impact for this to be accomplished successfully.

While recovery planning may be regarded as a separate process from emergency planning, the two go together in that the phases of recovery offer an opportunity to improve general emergency planning and readiness for the next impact. In most sudden impact disasters, there is no reason why recovery planning should not begin the day after the event.

Having made that point, however, it is important to note that time is socially necessary in recovery.

Consultation must take place, and alternative strategies must be investigated. Recovery from a major disaster can take decades, and during that time socio-economic conditions will change, and so probably will environmental and hazard conditions. A disaster characterized by death, injury, psychological impairment, destruction, damage, and loss of economic activities, assets, and employment will engender a complex aftermath.

In this there is much potential for wrong decisions, unless objectives are carefully set, procedures are clearly identified, and there is a consensus about how the process should take place. Major disasters such as large floods, cyclonic storms, and earthquakes may not only take a large toll of casualties but may also destroy a great deal of housing stock and business premises. This will stimulate a process of providing shelter, which may involve temporary and transitional solutions to the housing problem before permanent reconstruction of building stock can be achieved.

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In this process, there is, or rather there should be, a social contract that indicates that survivors will endure the privation of temporary or transitional housing providing it is for a finite and not excessive period of time. In the aftermath of the March earthquake and tsunami in northeastern Japan, for example, 88, houses were damaged, most of them being completely demolished by the waves.

Reconstruction will take about seven years, which is a remarkable achievement that has required very intensive planning at the local, regional, and national levels. Moreover, the planned reconstruction has to be secure against future tsunamis; land must be elevated, sea walls must be constructed, and residential areas need to be relocated to higher ground, all on an unprecedented scale. In this sense, when Cyclone Haiyan known locally as Yolanda made landfall in the Philippine province of Eastern Visayas in November , the storm surge, which reached 5 meters in height, was very much like a tsunami and every bit as devastating.

Evacuation saved many lives, but 7, people nevertheless died and almost 29, were injured. In this economic backwater of Philippine life, recovery was slow and patchy.

Many survivors received very little assistance, which helped to perpetuate vulnerability. Although evacuation was more successful when the next major cyclone named Hagupit struck in December , many of the reconstructed shelters of poor people living in coastal communities were once again washed away.

One of the most complex and challenging aspects for recovery planners is the rebuilding of critical infrastructure. In the case of the Japanese Sanriku coast, where the tsunami came on land, much of the infrastructure was completely devastated: Critical infrastructure which also includes sectors such as food distribution and banking can be divided broadly into that of national importance and that of purely local significance. In many cases, resilience in networks is a function of being able to find different routes through the network. However, blockages can be critical, and infrastructure may be peculiarly susceptible to cascading disasters.

The tsunami also caused failures in manufacturing supply chains around the world, as a result of shutting down vehicle production in Japan. Supply chains are essential to humanitarian operations and emergency responses. Emergency planning for them has two aspects. The first is an element of business continuity. It seeks alternative ways to ensure supplies of goods or services, in order to keep productivity from falling as a result of interruption of normal business. It thus depends on redundancy, which is potentially an expensive quality, as it may require the duplication of assets. This requires planners to determine which assets are critical, and where the destruction or failure of assets may have a critical effect on the whole production cycle.

The second aspect of supply chain planning involves ensuring efficiency in humanitarian supply, such that the forces on the ground are not left bereft of the equipment, goods, and manpower that are needed to tackle the emergency effectively. Planning to manage the reconstruction of housing involves some difficult choices about who should build what and where. It is important to avoid excessive price rises in the market for building materials. It is also essential to involve local people, the beneficiaries in the process of designing, constructing, and adapting permanent housing.

An important matter in reconstruction planning is the extent to which transitional shelter should be provided. In Japan, transitional shelters erected after the tsunami had floor areas of 27—33 square meters, while those in Sichuan, China constructed after the Wenchuan earthquake were slightly smaller than 20 square meters in floor area. Hence, the figure tends to be lower in Asian countries, were urban space is limited and populations are large. One risk of transitional housing is that it may reduce the impetus for permanent reconstruction, and thus leave the survivors in limbo for years or decades.

The solution lies in both a constant provision of resources for recovery and a transparent, democratic process of achieving it, with ample public participation.

1. Don’t hole up alone with hundreds of tins of baked beans

Recovery and reconstruction planning should aim to revive the local area while at the same time making it safer against future disasters. Revival means rebuilding basic facilities, such as housing, infrastructure, and amenities, but it also means ensuring that livelihoods and the local economy are rebuilt.

Experience suggests that this is easiest for settlements that are well connected politically and geographically, and hardest for those that are politically, spatially and economically marginalized. There is a welfare function in recovery from disaster, and this begs the question of what welfare should involve. At its worst, copious but ill-thought-out assistance to a disaster area can bring the population into a state of aid dependency that is bound to end in negative consequences, as the assistance is unlikely to be perpetual.

Reviving the local economy can instead create self-sufficiency and tax revenues that help the area revive itself. The fundamental purpose of welfare is to support people who lack the ability and resources to provide themselves with a minimum acceptable standard of living. Disaster throws this issue into high relief by differentially affecting the poor and needy more than the wealthy. Welfare should not mean largesse, however attractive this may seem to politicians when they remember that disaster victims are also voters.

Instead, scarce resources should be utilized to provide a safety net for the most vulnerable people in society, and thus to mitigate the differential effect of disaster. From these reflections, it should be apparent that there will be parallel processes of planning that have different weights and salience at different points in the cycle of recurrent disasters Figure 6.

To ensure a holistic response to the threat of disaster, recovery, and reconstruction, planning should be linked to on-going emergency planning initiatives and to business continuity planning. Parallel forms of planning in the sequence of response to and recovery from disasters. In recent decades, there has been a consistent upward trend in the impact of disasters. Rising populations in the areas of greatest hazard, increasing investment in fixed capital in such places, the complexity of global interconnections, and the impact of climate change in producing more extreme meteorological events all conspire to drive this trend.

Standards and guidelines for disaster planning do exist, although none has been universally accepted as the basic model. Nevertheless, there is a gathering consensus on what emergency plans should seek to achieve and how they should be structured. Dealing with disaster is a social process that has environmental and economic ramifications and implications in terms of governance. Emergency planning needs to fit into a comprehensive program of risk reduction, in which structural defenses are built—for example, river levees and sea walls; non-structural measures are used in a diversified strategy to bring risk under control and reduce the impact of disasters.

The non-structural approach includes not only emergency planning and management but also land-use control, public education, and possibly, relocation of the premises that are most at risk. Emergency planning now has to face up to the challenges of the information age, in which there is much more immediacy to the means of communication. For example, social media have begun to have an important role in accounting for missing people in disaster.

Crowd sourcing and cooperative efforts can be powerful tools in the response to crises and emergency situations. Hence, social media and Internet communications need to be taken into account in emergency planning. Over the period —, almost two billion people were directly affected by disaster. Emergency planning is thus facing a challenge that is very much greater and more complex than it appeared to be in the s, when the first attempts were made to devise a systematic approach to it. Emergency planners will need to be more professional and to benefit from more, and more sophisticated, training.

Information technology will play an increasing role in planning. It is already prominent, for instance, in the use of geographic information systems GISs to depict hazards, vulnerabilities, and patterns of emergency response. GIS is already an integral part of many emergency plans. Another challenge of contemporary emergency planning is internationalization. Cross-border disasters are common, and any increase in the size and strength of meteorological disasters will increase their importance. Most emergency planning is designed to cope with local, regional, or at least domestic inputs, but less so international ones, as these tend to be much less predictable.

However, it will become increasingly necessary to guarantee international interoperability, common supply chains, reciprocal aid arrangements, and procedures for working together across borders. Finally, more informed decisions will have to be made about the magnitude of events for which a response needs to be planned. The apparent tendency for climate to drive increases in extreme meteorological events is only one element of a complex picture in which the distributions of magnitudes and frequencies are not accurately known.

Resources are too scarce to permit lavish preparations for notional high-impact events that may occur only once in a millennium. However, preparedness does need to raise its sights and tackle larger events than those that can confidently be expected to occur in a decade.

Given restrictions on public spending, this will mean achieving efficiencies and reducing waste in emergency response, as well as developing a robust moral philosophy and ethical position on who deserves what in the post-disaster period. Future emergency plans will be digital creations that are networked, interactive, and dynamically supported by different kinds of media, including real-time filming and photography and networked teleconferencing.

One challenge here is to ensure that the increasing dependency on sophisticated electronic algorithms and communications does not create vulnerability in its own right. Discharged batteries and failed networks of electricity supplies can be enough to make information and communications technologies useless at the height of a crisis. As noted, emergency planning needs to be a co-operative endeavor and, as such, it is bound up with questions of rights, responsibilities, and democratic participation.

The plans that work the best have the broadest support. They are also well known to participants and are frequently referred to. Like all of the principal aspects of modern life, emergency planning and management need to be sustainable endeavors. There are two sides to this. One is to ensure that the planning process is continuous, and support for the civil protection system in which it takes places does not wane during the intervals between disasters.

Budget cuts can throw valid programs of safety and security into reverse, but disasters are, unfortunately, inevitable events. The other side is the need to integrate emergency planning into the general process of planning to make human life more sustainable. It will therefore require interfaces with climate change adaptation plans and programs of sustainable resource usage.

The alternatives, inefficient and ineffective responses to the threat and impact of disasters, delayed recovery, and vulnerable reconstruction, should not be allowed in any society, rich or poor. Principles of emergency planning and management. Towards the development of a standard in emergency planning.

Disaster Prevention and Management , 14 2 , — Emergency and disaster planning. International lessons in risk reduction, response and recovery pp. Enhancing organizational resilience through emergency planning: Learnings from cross-sectoral lessons. Journal of Contingencies and Crisis Management , 17 1 , 24— Emergency planning and response for libraries, archives and museums.

How to survive a global disaster: a handy guide

Building an emergency plan: A guide for museums and other cultural institutions. A practical guide to emergency management and business continuity management for schools. Handbook of disaster policies and institutions. Emergency planning and response: Case studies and lessons learned. The definitive handbook of business continuity management 3d ed. A framework for improving operational effectiveness and cost efficiency in emergency planning and response. Disaster Prevention and Management , 4 3 , 25— Catastrophic disaster planning and response. Building household and community capacity.

Preparedness for emergency response: Guidelines for the emergency planning process. Disasters , 27 4 , — Ten research derived principles of disaster planning. Disaster Management , 2 , 23— The American experience, — 2d ed. Emergency planning and community preparedness. Emergency management planning as collaborative community work. Journal of Homeland Security and Emergency Management , 5 1 , 1— The status of general aviation airports in disaster response planning. Journal of Homeland Security and Emergency Management , 9 2 , 1— With all this in mind, the Guardian spoke to the academic and author Nafeez Ahmed, who has studied global crises and mass violence, and recently advised Ubisoft on the authenticity of its post-pandemic video game, The Division.

We asked him, in the event that society collapses, what should we do. The more people who band together, the more likely you are to be able to rebuild something like a society. People will be competing with each other for these scarce resources, which creates violence. However, the other extreme — total isolation — may also not be a good idea, for the reason given above. You need a group of differently skilled people who can work cooperatively in order to build your own supply chains and flourish.

The basic method of acquiring information will be a wind-up or solar-powered radio. What about the internet? Sure, Google has nice offices and all, but people are less likely to go to work if the city is a death zone of marauding looter gangs. Your best option, then, may be to set up your own community computer network — and the most sensible technology would be Wi-Fi, as the components are easily available.

Why a Pringle can? Well, it can be used to create a cantenna which would be capable of boosting a Wi-Fi signal from your computer. He suggests using a cheap Raspberry Pi as the combined communications hub and router although a basic netbook may be a good alternative. They can shift a lot of traffic, and run little servers, so I imagine you could run tiny hubs off a car battery for weeks at a time.

I think some people really want to see this happen, just so they can prove it. In the Fallout series of post-apocalyptic role-playing games, survivors are able to utilise an old closed network called PoseidoNet, which has survived the nuclear war — there are terminals placed throughout the world. So could we, in real life, somehow access corporate, academic or even military networks to communicate? All major governments have contingency plans in place to ensure their survival after a global disaster. In , for example, George Bush signed into place the National Security Presidential Directive, which claims the power to execute certain orders in the event of a catastrophic emergency — President Obama also signed a National Preparedness executive order in What we can be fairly certain of, however, is that it will involve the suspension of constitutional government and the instalment of martial law.

We saw this during the Olympics when the security contractor effectively collapsed and the army had to come in.

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