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Unformatted text preview: ment have not changed dramatically since the Federal Civil Defense Act of 1950. Naturally the priorities change as the threats and the demographic change. New equipment and technology all allow the emergency manager to the job better and more efficiently. What has not changed is the requirement that the chief official endorse, support and understand what emergency management means to their community. He or she must require that all elements of a community's preparedness, response and support systems cooperate in meeting the emergency management goals, and that the emergency manager do their job as well. We can discuss professionalism as much as we desire, but until the political will is there we cannot hope to achieve notable success. 2-12 Concur ~ 2-7 II ~~~~~~~~~~~~~ Concur ~ 2-9 II ~~~~~~~~~~~~~ Somewhat Concur ~An Emergency Manager may be an appointed position is some places, but not anywhere that I have worked. And I think the concepts of Emergency Management and Civil Defense are much different. 2-11 II ~~~~~~~~~~~~~ Concur ~ 2-12 II CONSULTANT GROUP Phase I responses are in black. Phase II comments to Phase I responses are in blue. Q1A. What do you believe are the most important issues/items/topics in emergency management as they apply to the practitioner? The big-ticket issues for me are: lateral integration of business continuity and emergency management practices; meaningful education and training programs reflective of the reality that confronts EM practitioners in the field and not merely `the payment of academic dues'; the effective transition of emergent technology from other sectors into EM; the secure real-time sharing and manipulation of information [could go on and on about that]; and finally and most important respect for the end-users and those who provide the services. 3-1 Somewhat Concur ~ 3-6 II ~~~~~~~~~~~~~ Somewhat Concur ~ 3-9 II
Issues, Principles And Attitudes Oh My! Examining Perceptions from Select Academics, Practitioners And Consultants on the Subject of Emergency Management Carol L. Cwiak, North Dakota State University ~~~~~~~~~~~~~ Do Not Concur ~ More effective strategic thinking, planning and management about EM are my top concerns. Higher education would include first two issues above. You can't command respect it will come only after a job well-done. 3-10 II The issue of EM is a constantly growing mix of culture, both response and political. One must be careful to observe the delicate balance between all the needs of the end user, the elected officials and also the ULTIMATE customer, the citizens. 3-3 Somewhat Concur ~ 3-6 II ~~~~~~~~~~~~~ Concur ~ 3-9 II ~~~~~~~~~~~~~ Do Not Concur ~ Can't figure it out too imprecise use of terms. Concepts and concerns are not well-conveyed. 3-10 II Funding ... All levels of Government recognition of the all hazards approach and appropriately funding activities across all phases in a concerted way. 3-4 Somewhat Concur ~ 3-6 II ~~~~~~~~~~~~~ Concur ~ 3-9 II ~~~~~~~~~~~~~ Do Not Concur ~ I have no clear idea what this person is saying. 3-10 II Funding Emergency Management, as many response fields, continues to evolve into an organization that strives to be technically proficient because the public expects them to be so. The major obstacle challenging their ability to meet the public's expectation is financial constraints that begin at the local level. As in the past, County Commissions/City Councils are reluctant to make an investment in the EM position, because they are unable to see the day to day need for mitigation, prevention and preparedness activities. This is reinforced by department heads such as fire, law, public works, public health and administration that lead their own form of preparedness and public awareness and wish to take well deserved credit for doing so. The position of emergency manager continues to exist as a federal and state requirement rather than a locally identified and verified community need. Federal & State Bureaucracy As a result of the state and federal requirements and supplemental funding, they feel they have a right to give input on local programs and influence how local governments conduct their activities. The state and federal agencies have developed administrative requirements to deflect blame from their agency rather than supporting local government in achieving their disaster preparedness
Issues, Principles And Attitudes Oh My! Examining Perceptions from Select Academics, Practitioners And Consultants on the Subject of Emergency Management Carol L. Cwiak, North Dakota State University initiatives. This has carried over to implementation of changes to the National Response Plan, where the federal government feels they are more capable of coordinating disaster response (changes to Insurrection Act) than local governments. Often times this results in management directives that focus on resolving political issues rather than development of a comprehensive program. State & Federal agencies send out a constant stream of surveys and directives as a result of an issue that has arisen in another part of the county (evacuation plans after Katrina)...
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This note was uploaded on 04/14/2008 for the course EM EM-2212-26 taught by Professor Arlenemacgregor during the Spring '08 term at Mass Maritime.
- Spring '08
- The American