PPA 573 – Emergency Management and Homeland Security

Lecture 4a – Organizing for Emergency Management

IntroductionSimply put, a disaster is a sudden and

dramatic emergency.When disaster strikes, the demands

facing threatened communities are obvious and compelling.

Introduction An affected community must respond

immediately and vigorously. Fortunately, such immediate response is

precisely what occurs most of the time. Local individuals, groups, and organizations

respond quickly, not always predictably or efficiently, but in such a way that important demands are met in a timely manner.

Introduction But responding to an event is very different

from responding to the possibility of an event. To most people, natural, technological, and

civil hazards are not major concerns – until they occur.

The probability of occurrence for any particular citizen is very low as is public knowledge of disasters.

This is why public education is required.

Introduction It is local communities that must deal

directly with the immediate problems of disaster, and yet it is at the local level that a readiness posture is most difficult to sustain.

From a national perspective, disasters occur more often and create higher total damages and costs.

Introduction Thus, the push for emergency planning

comes from the top down. Grassroots support for disaster mitigation and

preparedness is hard to maintain. The challenge for the emergency manager is

somehow to overcome indifference about, and sometimes outright opposition to, disaster planning and preparedness.

Foundations of Emergency ManagementEmergency preparedness – even if it is

modest – can make an important difference if a disaster takes place.

Foundations of Emergency ManagementThose with responsibility for emergency

management never have to start from scratch.

Although disasters are nonroutine events, communities and regions are remarkably adaptive in meeting disaster-related demands, regardless of their level of preparedness.

Foundations of Emergency Management Communities are adaptable because:

Most (including federally declared) disasters are far from massive in comparison with the remaining human and material resources. Most communities and individuals are remarkable resilient.

Most of the problems posed by disaster are at least partially organizational and informational in character.

Offering solutions to them is a major objective of emergency management.

Foundations of Emergency ManagementWhen there has been very little planning

for an emergency, the ability to improvise assumes singular importance.

However, even a modest level of preparedness clearly makes a difference and enhances any improvisation.

Two sidebars (pp. 31, 32 of ICMA).

Foundations of Emergency ManagementBoth operations show a functioning

organization.Both are able to respond to the basic

demands of the particular disaster situation.

Both have legitimate domains of responsibility.

Foundations of Emergency ManagementBoth have mobilized human and

material resources and have clear action plans.

Each on its own terms is successful.The key difference is that the first was

improvised and the second was based on a preparedness plan.

Foundations of Emergency ManagementOverall, however, the second is

superior because: Less confusion over responsibility. Mobilization of resources is faster and

easier. Improvisation will be more successful

because of initial clarity in roles and responsibilities.

Principles of Emergency Preparedness The goal of emergency preparedness is the

rapid restoration of normal routines. Preparedness and improvisation are

foundations of emergency management. Preparedness is clarity about what may be

needed, what should be done, and how it will be done.

Improvisation implies that flexibility will be critical.

Principles of Emergency PreparednessPreparedness is a continuous process.Preparedness reduces unknowns

during an emergency.Preparedness is an educational activity.Preparedness is based on knowledge

(myths and realities).Preparedness evokes appropriate

action.

Principles of Emergency PreparednessResistance to emergency preparedness

is a given.Modest planning is a reasonable goal.

Emergency Management Checklist It is wise to plan for disasters generally

(comprehensive emergency management).

Emergency Management Checklist Preparedness is a process:

Convening meetings to share information. Conducting drills or exercises to go over specifics. Updating plans and strategies as conditions change. Formulating understandings and mutual aid agreements. Maintaining standby human and material resources. Engaging in public education. Engaging in disaster training. Maintaining a current, practical understanding of present

and future hazards. Coordinating and integrating organizational disaster plans.

Emergency Management Functions Mobilizing emergency personnel and

resources. Mobilization should occur on detection or

notification of a threat. Warning the public and taking protective

action. Timely messages that are authoritative, accurate,

and precise. Protective action will vary on type and magnitude

of threat, but will be most complicated in technological disasters.

Emergency Management FunctionsCaring for the victims.

Search and rescue, care for the injured and dead, temporary services to the displaced population, ensuring access to relief programs.

Principal problems are organizational: how to coordinate so many responses.

Assessing the damage. Should be a continuous process.

Emergency Management FunctionsRestoring essential public services.

Utilities, communications, transportation, public safety, legal and govt. Programs.

Informing the public. Plans should contain definitive procedures

for communicating with the public to avoid overlapping and confusing communications.

Emergency Management FunctionsRecord keeping.

Information retrieval can be a problem, but needed for assistance eligibility and post-disaster evaluation.

Planning the recovery. Requirements for aid, community

development, repetition of vulnerability.

Emergency Management Functions Coordinating emergency management activities.

Effective emergency management should not be based on command and control but on emergent resource coordination.

Goal of coordination should be: Efficient mobilization of personnel and resources. Timely communication within and between organizations. Timely communication with the public. Resolution of conflicts over goals, tactics, and resources. Effective interaction with regional and national government. Effective exercise of authority when needed.

Types of Emergency Management Organizations. Cities (main emergency management

coordinator). City manager (23%). Part-time coordinator (19%). Full-time coordinator (14%). Fire chief (16%).

Counties (main coordinator). Full-time coordinator (44%). Part-time coordinator (33%).

Types of Emergency Management Organizations. Larger the jurisdiction, the more likely it is to

have a dedicated unit. Organization can be independent (free-

standing) or embedded (part of another unit). Independent.

Advantages – central location between elected officials and responders.

Disadvantage – Lack of legitimacy and credibility.

Types of Emergency Management Organizations.Embedded.

Advantages – organizational culture and existing networks.

Disadvantages – competing goals and objectives.

Program Implementation and Review