Issues, Principles and Attitudes

This can lead to a realization of consequences that

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Unformatted text preview: t get the public involved / invested in public safety and building or ensuring community resilience." 2-5 Risk-driven - emergency managers utilize sound risk management principles: hazard identification, risk analysis, and impact analysis. Priorities and resources are assigned on the basis of this process. "I feel from experience in dealing with all levels of private, public and non-profit organizations that a thorough understanding in hazards analysis and vulnerability assessment. This can lead to a realization of consequences that can allow for a robust platform for planning, and preparedness, for an effective response to all hazards and threats." 1-1 ~~~~~~~~~~~~~~~~~~~~ "Unfortunately, we are guided frequently by money. Better to be guided by accurate risk assessments and mitigation and preparedness." 3-2 17 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 ~~~~~~~~~~~~~~~~~~~~ "Know the risks and vulnerabilities." 2-5 ~~~~~~~~~~~~~~~~~~~~ "...risk assessment is also a moral obligation in the profession thus a principle." 1-6 ~~~~~~~~~~~~~~~~~~~~ "Revolves around risk assessment."1-8 Integrated - emergency managers are responsible for ensuring to the highest possible degree of unity of effort among all levels of government and all elements of a community. "If the nation desires to create safer a community then emergency management must be part of government at all levels. That does not mean staffing a position as a "second hat" type position, it will require the application of EM principles in the entire fabric of the community and government." 2-12 II ~~~~~~~~~~~~~~~~~~~~ "I believe emergency management practitioners share a common focus on ensuring public safety. The methods individual practitioners apply to achieve this goal varies and is influenced by their own past experience and training combined with the jurisdictional, bureaucratic, political and financial contexts in which they must operate. With that said, I believe the most important issue facing emergency management practitioners is the lack of integration of emergency management with community decision-making. I am convinced from my own practice and the research that society must collectively address the determinants of vulnerability and the risks to our physical and social environments as part of our communities' development rather than isolating emergency management from this broader context." 1-4 ~~~~~~~~~~~~~~~~~~~~ "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, risk-based, 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." 3-7 Collaboration - emergency managers create and sustain broad and sincere relationships among individuals and organizations to encourage trust, advocate a team atmosphere, build consensus, and facilitate communication. 18 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 "... building strategic alliances/ relations among and between organizations, communities, private- public sector." 2-8 ~~~~~~~~~~~~~~~~~~~~ "State/local partnerships with Federal agency officials developed during non-disaster events know who you are working with before a crisis." 2-3 ~~~~~~~~~~~~~~~~~~~~ "Collaborative approach Emergency managers must work with all pertinent individuals and organizations including the public, private and non-profit sectors and citizens in general." 110 ~~~~~~~~~~~~~~~~~~~~ "Inter-sector dialogue and cooperation is the foundation of emergency preparedness, response and recovery. There has to be earned trust and respect for this to occur and that trust and respect must be built over time and is not just the product of DHS telling...
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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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