Issues, Principles and Attitudes

An emergency manager who does not have these skills

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Unformatted text preview: sity for the ebbs and flows in federal dollars that turn as the wind blows. We need "business 101 for EM". As referenced later, we find the field at an interesting point. The more seasoned EM got their quals in the field and not in the books. The newly entering EM are the reverse. It seems as a professional field, we should find a way to support both learning experiences. School based learning followed by field rotations or apprenticeships before management positions. (A personal perspective here) As a consultant who specializes in a very particular area of EM that I did practice when a "practitioner", I have been cross trained enough to feel that I am a generalist if need be but I really see too many EM without the "human connection" to some of their work. The profession seems to divide our own topics into two camps: hard core (lights, sirens, response, chem., bio, etc) and the "soft fluffy stuff" (human services, special needs, long term recovery impact, VOAD, etc) without seeing the complete and utter interdependence. A failure to see emergency management as truly "holistic" (for individuals, jurisdictions, business, government, etc) continues to compartmentalize issues and also pit equally important issues against each other for the competitive funds and certainly doesn't help our public. A very important and very overlooked skill set needed in EM offices is a training for those who will be in supervisory positions over others. Too many EM have the same personality type and conflict abounds when an EM doesn't know how to manager other managers. Only our work product suffers. 3-8 Somewhat Concur ~ 3-6 II ~~~~~~~~~~~~~ Do Not Concur ~ 3-9 II ~~~~~~~~~~~~~ Concur ~ 3-10 II For the practitioner there are three primary concerns: 1. Coordination with diverse and divergent stakeholders, including the public. An emergency manager who does not have these skills will likely have difficulties in the current environment, which is very political in most communities. 2. Clear communications within and outside of the organization represented. Written and oral presentations are the backbone of business, from presenting to the media and the public, to writing grant proposals. These skills are sorely lacking in both new and seasoned professional. 3. Understanding of the law and regulations vs. guidance. There are many documents now touted as "the law" which are, in fact, guidance. Guidance is not binding. Emergency managers need a very acute sense what is recommended and what is required as elected officials are typically only interested in the minimal that has to be achieved. It is increasingly difficult to sell best practices to political personages who are just passing through on a way to higher office. Knowing the difference is also critical when dealing with one of the most powerful forces that restrict the intent 88 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 and concerns of American emergency planners: the large developers. That is a topic that requires much more discussion and insight than is allowed for here, but it is a critical element tied to items 1 and 2. 3-9 Somewhat Concur ~ 3-6 II In-depth knowledge of the field of EM, from both research and experience, regarding the key components. Since each person's knowledge is limited to own experiences, it is essential to be familiar with research and experience of others. History of EM and knowledge of broader context of public administration are essential but often ignored foundations of the EM profession. 3-10 Do Not Concur ~ 3-6 II ~~~~~~~~~~~~~ Concur ~ 3-9 II 1. Integration of technical knowledge into decision making during crisis management, response and recovery. 2. Civil-Military relationships. 3. Federalism issues including assignment of roles. 4. Assembly and employment of multi-disciplinary teams. 5. Funding of preparedness and baseline capabilities. 6. Surge capability beyond planning basis. 7. Verification of capabilities including personnel, logistics, equipment, funding, training and exercising. 8. Recovery and reentry into contaminated areas. 9. Protection of responders. 10. Issuance of PAR's (Protective Action Recommendations) to the public and Emergency Public Information generally. 3-11 Q1B. What do you believe are the fundamental principles of emergency management? Everyone should know how to care of themselves and their family and/or community in case of an emergency. As the level of need increases, the government should respond in an incremental fashion. EM is a delicate balancing act. 3-1 Do Not Concur ~ 3-6 II ~~~~~~~~~~~~~ Concur ~ 3-9 II ~~~~~~~~~~~~~ Somewhat Concur ~ Agree that personal preparedness is important. Not sure what second sentence means. Preparedness, Mitigation, Response, Recovery 3-2 89 Issues, Principles And Attitudes Oh My! Examining Perceptions from Se...
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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.

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