Emergency Management : A Threat Of Public Safety

Natural and man-made disasters have increased in the past decade, and due to these changes, Emergency Managers had to make drastic changes in order to improve the way first responders operate in a disaster area.

The various local, state, and federal emergency management systems of the United States suffered a crude awakening in the decade of the 2000s. Systems expected to hold up were put to the test and failed to prepare for disaster, mitigate the damage, and, in some instances, actually hampered responses in life-or-death situations. Worse, all failings were highlighted in an age of global communication and mass media, on display first whether a man-made incident like September 11th attacks or natural disaster like Hurricane Katrina. The decade found the complacent government failing to maintain modern emergency management practices, stimulating began a series of doctrinal upgrades and training improvements. Yet, no matter the bureaucracy, writings, or money thrown at a problem, the first responder to the incident has and will continue to influence the outcome. While the individual responder stands as the most important part of

We have come to a time where it is imperative to reset our courses associated with the safety of the employees, the safety of the brand and the longevity of the company alongside their competitive edge. As senior manager, consideration should not be limited to solely short-run solutions. It is primary for the company’s decision makers of all tiers manage the negative and positive potential of any crisis as time can carry the possibilities of unknown limits. Accommodations must be made for the entire community (Senior Management, Ergonomists, Labor Leaders, Politicians of the city, Service Staff, Human Resources and Line Management) under the company’s payroll that has been affected by this natural disaster using our revised Crisis Management Portfolio.

Our world is complex there has always been and always will be disasters that can happen anywhere anytime. There can be natural disasters, for example floods, hurricanes, tornadoes, wild fires and drought. There are also man-made and technology types of disasters from hazardous material spills, biological weapons, cyber-attacks to even civil unrest. According to PEMA, the history of emergency management can date all the way back the first civil defense program which was started during World War I and later during World War II the office of civil defense (OCD) was created by Pres. Roosevelt. In the past emergency management, has always been event driven. With each new crisis that our nation has gone through, the reason for and the avenue in which to accomplish emergency management has changed. No more so than when the terrorist attacked on 9/11. The 9/11 commission report states that the Incident Command System is a “proven framework for emergency response” (911 CR). The incident command system is a proven framework for emergency response by providing clear leadership and organizational structure, improving the effectiveness of resource efforts, and maintaining safety for responders.

The history of emergency management dates back in 1803 when a great fire struck Portsmouth city in New Hampshire. In response to this firebreak out, the Congress passed into law the Congress Act, 1803 to compensate the Portsmouth merchants. The Portsmouth city fire breakout and the congress response to the disaster set a precedent, which was applied in United States in management of emergencies like the 1835 terrific fire of New york city, fire break out at Chicago in 1871, the Galveston hurricane of 1900, and the 1906 San Francisco horrible earthquake up to mid-20th century (Rubin, 2012).

Thus, in emergency management, to enhance the agency’s vision, changes may arise from policies and procedures, technology advancement, and equipment, shift in priorities, increase on mitigation and prevention measures, and methodologies among many others. This therefore demands that leadership in the emergency management must possess the ability to lead changes as requires since emergency management itself has to do with prepared for and responding to disasters or crisis that take place often with little to no warnings with the expectation to respond with adequate preparation. Hence, the emergency management employees and the leadership who want to be successful in dealing with disasters must learn to respond swiftly and effectively to changes; “an effective leader is able to motivate and inspire others to embrace change” (FEMA, 2005, p.

In “Wither the Emergency Manager,” Niel R. Britton comments on Drabek's “Human Responses to disaster: An Inventory of Sociological Findings.” Britton describes six positive and negative issues in emergency management as it is today. In this paper, we will discuss the implications on emergency management as a field and on the individual manager.

There are many roles an Emergency Managers will have to take in today’s emergency response and management field. The fact that emergency management covers such a vide field of concern means that the roles themselves will not be cookie cutter standardized throughout the world. In the United States there are Emergency Managers at the local, state, and federal level and each of these roles are similar. The fact that these Emergency Managers deal with separate issues that are not similar will cause these managers to have their own unique custom roles which will make them differ from one another. The purpose of this essay is to define and discuss the most important roles these managers fill.

The objective of this study was to develop a strategic contingency planning model to be used to fully incorporate emergency management and business continuity into organization structures. (For the purpose of this study, Emergency Management and Business Continuity were collectively referred to as “contingency planning.”) Presently, contingency planning is mainly done on an operational or tactical level. Current thinking suggests that contingency planning should be an active part of organizations’ overall strategic planning processes as well. Organizations will ultimately be better prepared for future disasters and crises.

The burden of emergency management has grown great deal in the last few decades. We have seen an increase in natural disasters, a new threat of terrorism on our front door and an increase in manmade disasters. All of these have tested emergency management in a number of cities and towns across the nation. It is not always disasters that present problems for emergency managers. We have to look beyond our traditional view of emergency management of helping us during times of disasters and view what issues they consider may affect their emergency response. Issues that emergency management see that are moving into the critical area are issues of urbanization and hazard exposure, the rising costs of disaster recovery, and low priority of emergency management.

The ability to develop a protean environment in the field of Emergency Management can be attributed to recent events that have shaped current policy. Locations such as Haiti, sections of Africa have all contributed to the recent establishment of need in terms of emergency management. The display of a timorous demeanor by government officials in these areas creates an environment in which a sanguine attitude cannot be employed by onlookers. Through the dedication of various individuals a model has been developed in which a less financially burdensome form of Emergency Management can be established in third-world countries.

This subject aims to teach students the main elements of emergency management for natural disasters and to a lesser degree terrorist attack. Students will understand the principles involved in emergency

There are many ways to describe emergency management and the importance of the tasks emergency managers perform. Indeed, in

When a disaster has taken place, first responders who provide fire and medical services will not be equipped to meet the demands for many services. Several issues such as the number of victims, communication failures and road blockages will stop people from accessing emergency services they have come to expect at a moment 's notice through 911 emergency services. Individuals will have to rely on others for help in order to meet their immediate lifesaving and life sustaining needs. If access is blocked or the agency’s capacity is exceeded, it may be hours or days before trained help arrives. There is a four-phase model that organizes the events of emergency managers. This model is known as the “life cycle” which includes dour

During a crisis, one of the roles of a leader is to create and sustain the organization 's credibility and trust among crisis stakeholders for example like management, employees, customers, suppliers, partners, communities, investors, media, and government. Depending on the crisis situation, a leader 's goal is to assist the organization in returning to productivity. Overall, it is important to protect and sustain the organization 's reputation, brand and value in the marketplace As a HR department, they have a ways to prevent and overcome the impact of crisis management. So one of the HR strategic roles is to focus on leadership qualities such as strategic thinking, communication, empowerment, trust and integrity, considering a succession planning for crisis management and others. For example like human resource functions that will be applied to the crisis management planning. According to the SHRM 2005 (Strategic human resource management) disaster survey report, 65% of HR professionals believe that their organizations are well or very well prepared to face the crisis or disaster. On the perceptions of employees, only 50% of them think that their organizations are well or very well prepared. 85% of HR professionals indicate their organizations have some form of a formal disaster preparedness plan, and 15% do not. Organization must create a plan to make sure