Issues, Principles and Attitudes

In other words the emergency management business has

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Unformatted text preview: le to monitor and administratively support the program thus building their dynasties. To get or maintain funds, emergency management must go along with this concept. The public on the other hand is lulled into a sense of security by large bureaucracies headed by powerful figures with great credentials and media recognition who insist that they have things under control. In 1998-2000 the Nunn- Luger- Dominici Program listed WMD attack as another threat that needed to be addressed by emergency managers. The present DHS regards emergency management as a support element to homeland security. 2-12 80 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 Concur ~ 2-7 II ~~~~~~~~~~~~~ Somewhat Concur ~ 2-9 II ~~~~~~~~~~~~~ Concur ~ 2-11 II Terrorism -- prevention, planning, and response. 2-13 Concur ~ 2-7 II ~~~~~~~~~~~~~ Somewhat Concur ~ 2-9 II ~~~~~~~~~~~~~ Concur ~ 2-11 II ~~~~~~~~~~~~~ Concur ~ 2-12 II Q5B. Please feel free to offer any additional thoughts or comments you may have regarding the material covered in this survey. Questions 2A and 2B were biased. It was obvious that assumptions about each category of emergency management professional were made. 2-4 Somewhat Concur ~ 2-7 II ~~~~~~~~~~~~~ Do Not Concur ~ I was able to agree or disagree with each category and therefore judge it and the assumptions it may be based on. 2-9 II ~~~~~~~~~~~~~ Do Not Concur ~ 2-11 II I had difficulty in responding to the Q2B section of the questionnaire primarily because although the field is becoming more professional with more highly educated folks, I don't think the jobs are paying well enough to support the number of degreed young people entering the field. In other words, the emergency management business has not caught up with educational side of the field. For example, I am not convinced there is a "disaster-resistant communities focus," that the new generation is made up of lifelong learners/looking to and reading disaster literature, or planning with jurisdiction stakeholders. Points made are very idealistic in my opinion. The profession and business have a long way to go but are trying to get there. 2-5 Somewhat Concur ~ 2-7 II ~~~~~~~~~~~~~ Somewhat Concur ~ True, but again I was able to agree or disagree with each category. 2-9 II ~~~~~~~~~~~~~ Somewhat Concur ~ 2-11 II 81 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 ~~~~~~~~~~~~~ Concur ~ 2-12 II Normally we work in a setting where day-to-day responsibilities are clear and lines of communications are well-established through experience. However, the Emergency Manager is part of a network of people and organizations responsible for dealing with emergencies in our communities. It is critical when the need arises that the Emergency Manager knows his/her exact role and have the ability to work within their limitations. Resources management is vital to obtaining a firm grasp of the disaster within the first 90 minutes so the public can clearly observe that their public officials will be able to re-build and mitigate any situation. 2-6 Concur ~ 2-7 II ~~~~~~~~~~~~~ Concur ~ 2-9 II ~~~~~~~~~~~~~ Concur ~ 2-11 II ~~~~~~~~~~~~~ Somewhat Concur ~ 2-12 II I would love to add something if I had time to think about it! One of the problems is that emergency management practitioners (like me) are generally so busy it is hard to schedule time to think even for as worthy and important a project as this certainly is. 2-11 Concur ~ 2-7 II ~~~~~~~~~~~~~ Concur ~ 2-9 II ~~~~~~~~~~~~~ Concur ~ 2-12 II Nationally, emergency management is presently going through a transition phase. One must realize that the emergency manager is an appointed position who is loyal to the appointing agency, not the public. As an appointed position they must endorse the political policies of the administration. This has always been the case. Up until the late 1990's emergency management was a dumping ground or a spot to repay political favors. It was not generally regarded as an authentic agency by public officials or response entities, hence it had no credibility. Many times the emergency manager was drawn from the response community; hence the emergency management program took on the flavor of the particular discipline that the manager came from. Disasters fail at the policy level, hence it is at that level we must institute change if emergency management is to succeed. It was a lack of coordination between executives in 1993 that that brought us WTC I when the FBI decided to disregard vital information. It was a lack of 82 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 coordination between policy makers in 2001 who disregarded or never received intelligence that may have alerted the US to the attack. It was a lack of coordination between policy makers, including those at the federal level that resulted in inappropriate actions in Katrina, both prior to and after the event. The concepts of emergency manage...
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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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