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Unformatted text preview: lect Academics, Practitioners And Consultants on the Subject of Emergency Management Carol L. Cwiak, North Dakota State University Somewhat Concur ~ 3-6 II ~~~~~~~~~~~~~ Concur ~ 3-9 II ~~~~~~~~~~~~~ ? Not sure what to react to. ~ 3-10 II COMMUNICATION-COMMUNICATION-COMMUNICATION Planning, Planning and Preparedness 3-3 Somewhat Concur ~ 3-6 II ~~~~~~~~~~~~~ Somewhat Concur ~ 3-9 II Prevent, Mitigate, Respond, Recover, this is achieved by appropriate preparedness and planning. 34 Somewhat Concur ~ 3-6 II ~~~~~~~~~~~~~ Concur ~ 3-9 II The base principle is to continue the discussion for a comprehensive emergency management program that involves all phases, for all disciplines, for all hazards, for life safety and property protection. 3-5 Somewhat Concur ~ 3-6 II ~~~~~~~~~~~~~ Concur ~ 3-9 II ~~~~~~~~~~~~~ We need effective implementation not just discussion! 3-10 II 1. Reduce the impacts of future disaster events on people, communities, businesses and institutions through hazard mitigation and preparedness. 2. Strong executive leadership in promoting coordination and cooperation among all EM actors including government, voluntary agencies, non-governmental organizations (NGOs) and the private sector. 3. Give EM officials at all levels the tools and training they need to successfully do their jobs. 4. Customer service focus on designing operations and programs that serve the victims and potential victims of disasters.
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 5. Create partnerships that leverage the full resources in a community, in a State and the nation to build the strongest EM system possible. 6. Proactive communications with partners and the public before, during and after a disaster strikes. 3-6 Somewhat Concur ~ 3-9 II ~~~~~~~~~~~~~ Do Not Concur ~ Too general- not clear what they mean. 3-10 II To be effective, emergency management must be perceived as adding value to the community it serves. This means it must be integrated and institutionalized with normal governmental mechanisms. Essentially, emergency management must be seen as a mechanism by which the community manages risk. Consequently, emergency management must be based on risk management principles: identification of hazards and vulnerabilities, analysis of risk, etc. Second, emergency management is about management. Emergency managers are generalists who must integrate the activities of numerous spets. This requires skills in strategic planning, meeting facilitation, etc. Emergency management must therefore be based on general management principles as well. I think some principles are self-evident: multi-hazard, multidisciplinary, riskbased, etc. However, we sometimes tend to define emergency management through tasks rather than through principles in an attempt to distinguish it from other disciplines. Actually, it's not all that different from components of other disciplines such as risk management, business continuity planning, etc. One area that I believe could use some definition is what we expect an emergency manager to know i.e. what constitutes our specialized body of knowledge as a profession. I would argue that this specialized body consists of three parts: 1) a knowledge of historical disasters, both local and national/international, 2) a knowledge of social science literature related to disasters, and 3) technical knowledge related to emergency management, e.g. the Stafford Act, NIMS, etc. All of this is supported by non-specialized knowledge such as general management and risk management principles. 3-7 Concur ~ 3-6 II ~~~~~~~~~~~~~ Somewhat Concur ~ 3-9 II ~~~~~~~~~~~~~ Somewhat Concur ~ Paragraph 1: I cannot relate to general setting this person set forth. Agree with some points. Can't follow the logic though. 3-10 II Simply, the preservation of life, continuance of government and essential services and the protection of property/assets. In that order. Now how that is achieved is by managing the emergency through coordination. An EM must be able to get all the support (assents, political, fiscal, etc) for the frontline responders to do their jobs most effectively and to fill the gaps when
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 they are presented. If done correctly, EM should not even be noticed in the equation. Empower teamwork. 3-8 Somewhat Concur ~ 3-6 II ~~~~~~~~~~~~~ Concur ~ 3-9 II ~~~~~~~~~~~~~ Somewhat Concur ~ 3-10 II This is very hard to answer since fundamentals appear to vary in different parts of the U.S. and the world practitioners...that is, of course, the heart of the matter. I will list the six principles I believe are critical, but each organization and government entity has their own. 1. Above all things, serve the public health and safety above all concern for personal interest or career. 2. Protect the weakest members of the community first. 3. Plan for the most effective use of resources as defined by a sound risk assessment for those you serve. 4. Ensure that at a mi...
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- Spring '08
- The American