Issues, Principles and Attitudes

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Unformatted text preview: icipants are included in the body of this report and many times those that are included are excerpts of larger statements. With so many noteworthy comments and observations it was a challenge to select what to include in the report body. To best understand participants' comments or focus areas a review of the entirety of narrative responses in the appendix is encouraged. As stated above, the questions resulted in similar and often overlapping responses from participants with the possible exception of question 1Da. Inasmuch, with the exception of the more focused responses from 1Da (terrorism/homeland security) the responses en masse have been organized herein primarily under the principles categories and then under additional themes that emerged. Even as the participants' comments have been placed under one theme or another, the fact that many comments flow into a number of themes is noted. Before getting into a selection of participants responses on principles, one participant's thoughts regarding the possible premature nature of the principles discussion is noteworthy. This participant sees this study as part of an "evolutionary step", but questions whether emergency management is ready for principles. "The idea of guiding principles suggests a degree of professional consistency that I do not believe exists. By this I mean that I believe we have not yet achieved an emergency management `profession' where the range of practices, from local, rural emergency planning to national policy, is acknowledged as different applications of the same principles. This, in turn, reflects the current stage of the natural development of an emergency management profession in which discussion about principles (including surveys like this one) are a normal evolutionary step. It is not for academia to establish these principles, nor for any level of government or association committee to decide on. Practitioners need to develop a shared sense of the principles, academia needs to foster and reflect this shared sense, and government and associations will, through the participation of practitioners, adopt, promote and then adapt principles as the profession evolves. Just as the principles of health or education are not exactly as they were 50 years ago, emergency management's principles will shift over time. It is this very process that will see real `guiding principles' build credibility as they survive the shorter term trends." 1-4 Participants were supplied no format for their response to the fundamental principles question. The only proviso they received was to utilize the definition of principle as presented in Webster's New World College Dictionary Fourth Edition - "a fundamental truth, law, doctrine, or motivating force, upon which others are based". A sampling of the overarching comments presented by participants as fundamental principles are listed below followed by themed breakouts of more specific responses. "Simply, the preservation of life, continuance of government and essential services and the protection of property/assets. In that order. Now how that is achieved is by managing the emergency through coordination. An EM must be able to get all the support (assents, political, fiscal, etc) for the frontline responders to do their jobs most effectively and to fill the gaps when they are presented. If done correctly, EM should not even be noticed in the equation. Empower teamwork." 3-8 ~~~~~~~~~~~~~~~~~~~~ "The foundation of Emergency Management has existed since the 1950's: 1. Analysis of the critical threats facing the community with regard to vulnerability and risk. 2. Develop a team and plan to reduce the threats and respond effectively to those that cannot be reduced. 3. Provide training to endorse and validate plans. 4. Educate the public as to their responsibilities with regard to threat, preparedness and response." 2-12 ~~~~~~~~~~~~~~~~~~~~ "Understanding all community priorities and incorporating EM within these priorities; An understanding of local politics and their impact on resource allocation; The ability to really communicate (create a dialogue) with community members at all levels; The ability to develop coalitions and consensus; The ability to manage and lead in complex and dynamic situations; The ability to make a case for allocating resources to mitigation focused initiatives; The ability to identify, understand and respond to the requirements of special needs populations in the community." 1-3 13 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 ~~~~~~~~~~~~~~~~~~~~ "The Emergency Manager should be an organized analytical planner who has the ability for quick decision making under extreme conditions in a multi-tasked environment. He/She should be able to mitigate their community, prepare them, res...
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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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