Tactics to Resist Decline
Tactics to Smoothen Decline
Educate the public about the agency 's mission
Mobilize dependent clients
Threaten to cut vital or popular programs
Cut a visible and widespread service a little to demonstrate client dependence
Cut low prestige programs
Cut programs to politically weak clients [ES1]
Share problems with other agencies
Issue symbolic responses like forming study missions and task forces [ES2]
·“Circle the wagons”, i.e., develop a siege mentality to retain esprit de corps
Reorganize at each stage
Cut programs run by weak subunits
Shift programs to another agency
Get temporary exemptions from personnel and budgetary regulations which limit
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Roberge (2014) presents the study of narratives as an important approach specifically to the practice and analysis of cutback management and financial sustainability for public organizations, and such narratives includes a strong leadership style and descriptions for a better future. Besides, control coping, namely, active goal setting and development of plans, has a positive impact on working performance during employee downsizing (Datta, Guthrie, Basuil, & Pandey, 2010). WRD Camp Pendleton may effectively manage current hiring freeze by shifting leadership style, emphasizing visions and goals, constructing strong teams in order to improve working performance.
Operational Risk Management
Director John Simpson has stated that his department functions by operationalizing risk management. Operationalizing risk management relies on an ever-evolving process that incorporates feedback loops through a system of monitoring and evaluation. Risk management takes a proactive instead of reactive approach by classifying existing and potential risks and then developing interventions to mitigate those risks before a disaster strikes (Module 11). Measuring vulnerability and resilience to potential risks, permits a community to be proactive. There is a direct correlation between improved resiliency and improved outcomes after a risk becomes a reality (McEntire et. al, 2002).
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Get AccessTragic events that cause damage to property and life may destroy the social, cultural and economic life of a community. Communities must be engaged in the various phases from prevention to recovery to build disaster resilient communities. In order to do this, there must be a disaster preparedness plan in place that involves multiple people in various roles.
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.
Effective disaster management is highly important when it comes to assisting in rescue and relief to affected. This does not only include post disaster rescue efforts but these disaster management activities should be proactive. They start right from taking preventive measures before the disaster actually occurs and goes on till the effected people are resettled back in their lives. This disaster management pertaining to human life is not only associated with physical well being but also focuses on psychological, emotional, and spiritual rehabilitation.
There are numerous points of view on resiliency, as non‑governmental associations (NGOs) perceive that individuals ' capacity to better withstand and recuperate from calamities is basic to maintaining improvement. NGOs, contributors and worldwide reaction groups are attempting to characterize resiliency in their terms. CRS characterizes resiliency as "the capacity of people, communities and institutions to advance integral human development in the face of shocks, cycles and trends" (2014, p.2). The vulnerable individuals themselves best characterize strength and resiliency. What vulnerable individuals accept helps most to their versatility limit is discriminating to current dialogs on resiliency. Contributors and NGOs may have their own meaning of the term; however, an understanding of what it really means to individuals looking to make their community resilient is crucial to outlining successful Disaster Risk Reduction (DRR) and recovery activities in development, risk reaction and catastrophe recuperation programs (CRS, 2014). The danger of not utilizing the
The whole world observed as the administration responders appeared incapable to provide essential protection from the effects of nature. The deprived response results from a failure to accomplish a number of risk factors (Moynihan, 2009). The dangers of a major hurricane striking New Orleans had been measured, and there was sufficient warning of the threat of Katrina that announcements of emergency were made days in advance of landfall (Moynihan, 2009). Nonetheless, the responders were unsuccessful to change this information into a level of preparation suitable with the possibility of the approaching disaster. Federal responders failed to recognize the need to more actively engage (Moynihan, 2009). These improvements include improved ability to provide support to states and tribes ahead of a disaster; developed a national disaster recovery strategy to guide recovery efforts after major disasters and emergencies; and the Establishment of Incident Management Assistance Teams in which these full time, rapid response teams are able to deploy within two hours and arrive at an incident within 12 hours to support the local incident commander (FEMA,
The Federal Emergency Management Agency (FEMA) would become the central point-of-contact within the national government in responding to incidents. Since formation in 1979, FEMA’s core missions were to enhance the government’s ability to survive a foreign attack, and to assist state and local authorities in disaster response (Carafano, 2005). And while the two core missions seem heterogenous in scope at times from an outside perspective, the biggest difference between the two tasks is duration. A man-made disaster may be over in a matter of minutes as compared to a hurricane lasting several days, but in both instances the road to recovery is long. In order to streamline response and recovery in either scenario, FEMA was reorganized with new directives to support comprehensive emergency management practices (CRS, 2006). Today, FEMA provides the standard approach and guidance that many local communities may not have due to funding, training, and
Ensuring Resilience to Disasters has more tasking’s than another mission and involves many different agencies to accomplish those tasks. The four tasks are to mitigate hazards, enhance preparedness, ensure effective emergency response, and rapidly recover. The main agency that is responsible for these tasking’s is FEMA. FEMA’s mission is to “reduce the loss of life and property and protect communities nationwide from all hazards, including natural disasters, acts of terrorism, and other man-made disasters” (FEMA, 2017, p.2). FEMA works with federal and State services to assist them in accomplishing their goals. They also assist local services by assisting in setting up emergency management agencies (LEMA) and set guidance for Emergency Operations Planning (EOP). EOP’s are “plans that provide an overview of the jurisdiction’s preparedness and response strategies. It describes expected hazards, outlines agency roles and responsibilities, and explains how the jurisdiction keeps the plan current.” (FEMA, 2010,
Editor’s Note: This Chapter is the continuation of an adaptation of a state plan for disaster preparation and response. In total, the original chapter comprises Chapters 1, 14, 16-18.
The differing needs of a vulnerable population have to be addressed in order to alleviate issues that were noted after Katrina. In particular, the needs which are known prior to a disaster, such as evacuation for the infirmed, elderly, impoverished, and those who lack the means to evacuate. The Department of Homeland Security represented a solution to addressing these needs via a three phase response: “pre-event planning and preparation, the event, and recovery” (Dept. Homeland Security, 2008). It has been widely studied that residents of a vulnerable community may be impacted more severely and are disproportionately affected than those with means following a disaster. Assessing how to prepare for each of the phases represents an issue for emergency managers especially when it comes to those who lack the means to prepare for themselves. Quickly rebuilding homes in a devastated area won’t help a community when a disaster strikes again. Platt stated that “disasters offer a window of opportunity to strengthen communities”, via “construction and change land uses to prevent a recurrence of a disaster”. (Platt, 1998) It also can be argued that following a disastrous event, this is when a true opportunity arises, by providing an opportunity to work through solving the societal issues that are the basis for a vulnerable populous via comprehensive political reforms and
It is also very evident through literature that resilience is a process and not an outcome. A community must take steps in order to build and ensure their resilience in the event of a disaster. Throughout all of the research it is also evident that the eight levers found in the review by Chandra et al. all the tools that set the framework for a community’s
Being a good leader is done by making the correct choices and inspiring people to complete their tasks and work together as a team. In order to be a great leader you need to think outside the box and travel the road that is seldom or never traveled. A great leader will use their inspiration and determination to complete the tasks no matter what hurdles or problems they
Before writing the book, Smith interviewed more than 70 CEO’s and executives from all over the world to learn when are they telling stories, what kind of stories they are telling and what kind of success they are achieving with it. Smith start the book with the history of storytelling in business world and explains why stories are an effective means of communication, and then goes on to show how stories can be used to address a range of different types of leadership challenges, such as: - Setting a vision for the future - Leading change - Defining the organization’s culture - Inspiring and motivating -Helping people to find passion for
Data obtained by assessing social vulnerability must be implemented within each phase of the emergency management process; mitigation, response, and recovery. First, to effectively respond and recover from incidents emergency management agencies must concentrate on the mitigation phase to prevent incidents from happening in the first place. This is achieved through a thorough hazard/vulnerability analysis (HVA). This type of analysis assesses the risk of physical, economic, and social vulnerability within all communities of a given jurisdiction (Lindell et al., 2006, p. 165). Additionally, the basis of the HVA allows emergency managers to effectively plan for disaster by creating pre-planned responses to disasters (rather than improvised response) and staging resources to locations with the highest probability of risk; ultimately contributing to the mitigation and response phases.
Disasters can occur at any moment, anywhere; financial and human consequences are very difficult to predict. Disasters, over the last century have been increasing at a rapid rate as over 50% of events require Federal assistance. (FEMA, 2014) Federal mitigation plans and programs reduce the impact of a given disaster also with our dependence on taxes, Treasury for relief. Mitigation is the effort to reduce loss of life and property by lessening the impact of disasters. (FEMA, 2014) In order for Mitigation to be effective we need to understand risks, choices, investment, and well-being. Mitigation has extreme value to society in general. It provides safer communities due a reduction in
Risk for disasters is a part of life; emergency situations occur more frequently than many people believe. A wise person plans for the worse, and hopes for the best. After a disaster, how well a community can recover will depend largely on how well they prepared in advance. Risk management includes identifying any potential risks to a community and proactively planning to minimize the threat. Proactive organization of resources and people to respond to emergencies can mean the difference between a community’s ability to regroup and recover, and the loss of life. To better