The Principles of Emergency Management

The Philosophy, Principles, Doctrine, and Practice of Emergency Management

Course Developers Extraordinaire

• William L. Waugh, Jr.• Lucien G. Canton• David E. McEntire

Course Description

• This course focuses on the philosophical and theoretical underpinnings of the emergency management profession and the principles that define effective practice. The starting points are current definitions of emergency management, the mission and vision of the profession, and “The Principles of Emergency Management” developed by the Emergency Management Roundtable in 2007.

Course Objective

• The objective is to stimulate discussion of the core values that underlie emergency management practice and define the profession. Case studies, exercises, and discussions will be used to encourage critical review of emergency management.

Readings:

• The Principles of Emergency Management, 2007.• Canton, Lucien G. Emergency Management: Concepts

and Strategies for Effective Programs (Hoboken, NJ: Wiley InterScience, 2007).

• Waugh, William L., Jr., and Kathleen Tierney, eds., Emergency Management: Principles and Practice for Local Government, 2nd Ed (Washington, DC: ICMA, 2007).

• McEntire, David A., ed., Disciplines, Disasters, and Emergency Management (Springfield, IL: Charles C Thomas, 2007).

• Robert Ward and Gary Wamsley, “From a Painful Past to an Uncertain Future,” in Claire Rubin, ed., Emergency Management: The American Experience from 1900-2005.

Recommended Readings:

• Mileti, Dennis, et al., Disaster by Design (Joseph Henry Publishers, 1999)

• Tierney, Kathleen et al., Facing the Unexpected (Joseph Henry Publishers, 2001)

• Auf der Heide, Erik, Disaster Response: Principles of Preparation and Coordination (1989, on line)

• Lindell, Michael et al., Introduction to Emergency Management (Higher Ed edition or Wiley Pathways edition, 2006)

• Haddow, George, Case Studies (Higher Education Project)• Drabek, Thomas, The Professional Emergency Manager

(Institute of Behavioral Science, University of Colorado, 1987).

Learning objectivesStudents will:

• Develop an understanding of the core principles of emergency management and how they define practice.

• Develop an understanding of how the profession of emergency management defines itself.

• Develop an understanding of how lessons learned from past disasters have become principles to guide future action.

• Develop an understanding of the ethical foundation of emergency management practice.

• Be able to identify the major principles of emergency management from case studies and other accounts of disaster operations.

1. Introduction – the context of emergency management (Waugh)

• Big ideas in emergency management – increasing vulnerabilities (Katrina examples) - “The emergency management world changed after Katrina”

• Emergency management and public administration – the administrative and political context – e.g., accountability, governance, stewardship, transparency, shared authority, dispersed resources

• Emergency management and Homeland Security, e.g., turf issues, stovepipe issues, open and closed systems

• Emergency management in the private sector• Emergency management and volunteers• Standards – NFPA 1600 and EMAP

II. Definition, Mission, and Vision of Emergency Management

• What is and what is not emergency management – defining the practice – EM is not emergency services/response, EM is not Homeland Security,

• Philosophy – e.g., technocratic, social vulnerability, public administration, civil defense/national security, economic risk reduction

• Definition• Mission• Vision• Principles - flyer

III. Comprehensive Emergency Management (McEntire)

• All-hazards• All stakeholders• All risks• All phases/functions• All variables (leading to

disasters)

IV. Progressive Emergency Management (McEntire)

• strategic view• long-term loss reduction• building capabilities• Disaster resistant and resilient

communities

V. Risk-Driven Emergency Management (Waugh)

• Risk Assessment Overview• Impact analysis• Scenario and local risk based planning• Risk and Decision making – e.g., budget

allocations, emergency planning, etc.• Risk case- Dirty Bomb case from Homeland

Security and EM course• Risk assessment – Shaw course on Risk

Assessment

VI. Integrated Emergency Management (Canton)

• Institutionalizing broad goals• Developing a “culture of

prevention and preparedness” • Integrated planning• Unity of effort

VII. Collaboration in Emergency Management (Selves)

• Mapping exercise• Collaborative leadership – article by Waugh and Streib• Drabek, Strategies of Coordination in Disaster Response• Building collaborative relationships – trust,

communication, sharing information• Customer service – Project Impact examples, full and

equal partners• Models of collaboration – Waugh, Safe Construction

report• Public-Private partnerships – Partnerships in

Preparedness (FEMA series) examples

VIII. Coordination in Emergency Management (Canton)

• building a common vision and strategy

• ICS and other structural mechanisms for coordination

• mutual assistance (e.g., EMAC), communication (Canton)

IX. Flexibility in Emergency Management

• Planning for change • Adaptation - Every disaster is

different, no plan survives contact with the enemy

• Improvisation - Tricia Wachtendorf, improvisation levels

X. Professionalism in Emergency Management

• Ethics – case studies, IAEM code• Leadership, including symbolic

leadership• Emergency services versus emergency

management• Education for emergency management• CEM and related credentials

XI. Origins and implications of the principles for emergency management and Homeland Security (Canton)• Disaster relief policy• Emergency management emerges• Impact of DHS• Future policy implications

XII. Principles of Emergency Management in the Private Sector

• Risk in private organizations• Applicability of the principles• Qualitative differences from public

sector• Integrating business concepts and

principles• Standardization through principles and

standards• Business continuity planning

XIII. Principles of Emergency Management in Nongovernmental Organizations (Waugh)

• Business continuity planning• Umbrella organizations (NVOAD)• The NGO networks• Nongovernmental roles and

resources • Nongovernmental organizations –

flexibility and capability issues

XIV. Toward an International Emergency Management

• Emergency management in the developed and developing worlds

• IAEM – Europa, Pacifica, Asia, Canada

• The international emergency management and humanitarian assistance networks

XV. Conclusion – The Principles of Emergency Management and Disaster Policy

Linking disaster policy to the principles

Supporting materials

• Examinations: Midterm and Final

• List of Websites• Bibliography

For each session: 3-4 contact hours

• Readings – required and recommended

• Learning objectives• Discussion questions• Exercises – Table tops, etc.,

and/or case studies/analyses• PowerPoint presentations

For Principles sessions:

• Definition• Why important• Applications• Literature and examples• Broader implications

Questions and/or Suggestions?

wwaugh@gsu.edu