PPA 573 – Emergency Management and Homeland Security Lecture 4a – Organizing for Emergency Management

Introduction  Simply 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 Management  Emergency preparedness – even if it is modest – can make an important difference if a disaster takes place.

Foundations of Emergency Management  Those 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 Management  When 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 Management  Both 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 Management  Both 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 Management  Overall, 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 Preparedness  Preparedness 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 Preparedness  Resistance 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 Functions  Caring 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 Functions  Restoring 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 Functions  Record 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