Issues, Principles and Attitudes

The development of a true profession of emergency

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Unformatted text preview: nd many teaching in other programs (like community colleges...) do not see themselves as academics. Ironically the future emergency management practitioner and the future emergency management academic are probably more similar to each other and both far different from the current cohort." 1-4 Emergency Management Identity "If we cannot figure out who/what we are/should be how can we get the academic community, the politicians or the public at large to accept the inherent importance of the discipline and the practice." 1-7 II ~~~~~~~~~~~~~~~~~~~~ "Emergency management is not really recognized as a profession." 2-2 ~~~~~~~~~~~~~~~~~~~~ 24 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 "Lack of identity." 2-5 ~~~~~~~~~~~~~~~~~~~~ "Emergency managers are often not able to achieve their goals because of the limitations they face. As a fledgling profession we need to secure political will and financial capacity to apply these practices and have an emergency management workforce educated in a broader perspective than the current response dominated focus. The development of a true `profession' of emergency management hangs, at the moment, on deciding what this range of practice is. The work of fostering the related education for practitioners will be easier with a set of core principles established." 1-4 ~~~~~~~~~~~~~~~~~~~~ "To be a police officer, fire fighter, EMS, or business administrator one has to go to an academy or have a formal education. To be an emergency manager one has to be appointed." 2-12 II ~~~~~~~~~~~~~~~~~~~~ "The position of emergency manager continues to exist as a federal and state requirement rather than a locally identified and verified community need." 3-5 ~~~~~~~~~~~~~~~~~~~~ "Emergency Management is the organization of the civil governmental and non- governmental organization response on a national basis (federal, state, and local) to unexpected events that threaten public health and safety and property, and the civil sector preparedness, mitigation, response and recovery to and from those events. This also includes protection of civil liberties during that effort." 3-11 ~~~~~~~~~~~~~~~~~~~~ "The biggest concern I find is defining who should be doing emergency management? Is it a profession or a skill held by any profession? That is a core issue right now. Ten years ago I warned a colleague in the EMS field that after the millennium we would see fewer emergency management professionals in government as stand-alone positions. Much of the work would be rolled under other disciplines such as fire, law, EMS, public works and other departments. He scoffed then, but not now. Where once an emergency management professional had access to elected officials, which is critical, now they are buried under piles of bureaucracies that restrict or prevent access. This widening gap of contact has created a silo environment in which the facts about risk and the impacts of public decisions are increasingly separated so that the warnings about growth and development are left unchallenged when they clearly are placing the public in harms way. This is a very important issue." 3-9 ~~~~~~~~~~~~~~~~~~~~ "The single most important issue facing us is the creation of an accepted definition for emergency management as a profession. Traditionally, emergency management has been a second career for retirees from emergency services and the military, giving rise to the belief that "anyone can do it". There is no definition of minimum requirements for education and experience and job descriptions vary significantly from jurisdiction to jurisdiction. In most cases, emergency managers are not managers at all and serve as technicians. Their focus is on the tactical planning related to the emergency plan and not on the strategic issues related to community resilience and program development." 3-7 ~~~~~~~~~~~~~~~~~~~~ "The title Emergency Manager is somewhat deceptive in the fact that Emergency Managers are primarily coordinators of people, information, and resources." 2-7 II 25 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 ~~~~~~~~~~~~~~~~~~~~ "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 The participants response to Q1D wherein they were asked if homeland security focused programs operate under a different set of principles than emergency management was an overwhelming "yes" (yes-30, no-4; n= 34). Many of the responses to this query were similar in focus to the ones offered b...
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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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