This preview shows page 1. Sign up to view the full content.
Unformatted text preview: d for "new generation" positions. Those "new generation" emergency managers coming out of academic institutions have a theoretical background and what is supposed to be done, but within each disaster there are hundreds of subtle differences that require ingenuity and the ability to recognize that they exist. As for classifications of stereotypical emergency managers, most emergency managers have been appointed to department head positions and advise the highest levels of government. The ability to interpret disaster situations comes after years of practice, training, personal connections, humility, and maturity and this interpretation results in confidence in department heads and political officials that the advice they have been given is in the best interest of the community. The ability to obtain these skill sets come after years of experience in positions such as the military or as first responders. The existing emergency managers have refined technology skill sets that have been learned on the job against many competing interests such as budgets, meetings, and family and they continually upgrade their skill sets through professional development (i.e., training and associations). 3-5 Do Not Concur ~ 3-6 II ~~~~~~~~~~~~~ Do Not Concur ~ 3-9 II ~~~~~~~~~~~~~ Somewhat Concur ~ 3-10 II I think a major issue will be "where do we go from here?" Most emergency managers are old line and very wedded to doing things at the operational and tactical levels. However, I believe that true emergency management is a strategic process the focus must not be on emergency response but on community resilience. Mitigation and recovery are strategic concepts that receive very little attention beyond lip service. The problem is that the experienced old guard looks down on the new professionals who just have "book learning" but little practical experience and disparages academic experts who "have nothing to teach us". Somehow we have to bridge this gap. 3-7 Concur ~ 3-6 II ~~~~~~~~~~~~~ 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 Concur ~ 3-10 II Concerns w/ the survey itself: 1) too open-ended a data collection tool; b) Q2A is only clear when reviewed along side Q2B so actually "stereotypical" should be "old school" (or something to suggest that) and it was unclear if you meant to answer it from the lay person's perspective or what an EM thinks others assume about us; c) Q3A only asks for a PhD as the highest level completed and therefore does not recognize other doctoral programs within the field (while mine is unusual it is not uncommon to have MD for example) and that question also only asks for formal classroom education and not field related certification programs that are very common in the field. A major point to consider when evaluating Q2A and Q2B is that the raw tabulations don't allow for expanded observation but only generalities. To this I suggest, for example, that the "new generation" goes to school to be an EM and starts younger within an office of emergency management but usually without the field experience, professional relationships, etc and entering at a lower starting pay. This is not because "seasoned" EM were better paid per se but rather they were more likely to be pulled into EM on rotation or from 20+ years in a related field like FD, PD, EMS, etc so they brought over their pay grade. They did have the professional relationships and the field tested experience but lack the newer theoretical appreciations. These are probably the stereotypes you are trying to gather but I am not sure that will gel in the tally. Also, I fear that the term "build a disaster-resistant community" will fall short because that was really an agenda and not an approach and it suffered the ax with the change of administration. Also, as to being "well read" if you will, that is also a function not of new vs. old EM so much as it is a post 9/11 boom in the field itself and with that has come more publications and materials. Since this is to inform FEMA's higher education program, it might have been useful to ask in the education and experience section if one is a civilian title, appointed, etc. Or that could somehow be considered also in the characteristics section. 3-8 Do Not Concur ~ 3-6 II ~~~~~~~~~~~~~ Do Not Concur ~ 3-9 II ~~~~~~~~~~~~~ Concur ~ 3-10 II As long as emergency management is at the will of whim management by constantly rotating elected officials there will be continuous challenges to develop long-term planning that is both sensible and practical. We may be at the Rubicon...the point where so many other great civilizations fell...when they reached a point where they could no longer effectively govern themselves. Emergency management is about preserving, when possible, the status quo such that the public health and safety is preserved as well as other life and the things of value to life. We are the stewards who must be allowed to assist in the conservation of our society throughout all calamities. 3-9 Do Not Concur ~ 3-6 II ~~~~~~~~~~~~~ Somewhat Concur ~ 3-10 II
Issues, Principles And Attitudes Oh My! Examining Perceptions from Select Academics, Practitioners And Consultants on the Subject of Emergen...
View Full Document
- Spring '08
- The American