The Role Collaboration Of Emergency Managers

In the essay "Top Ten Competency For Professional Emergency Management" Author B. Wayne Blanchard states, that Emergency Management requires collaboration from different organizations for it to be effective. Some of the organizations that a person is dealing with is Local and state and national level organizations. Some of the local organizations that communities deal with are American Red Cross, Cert (Community Emergency Response Team) and Emergency responders like the Fire Departments, and Police department. Some of our State and national organizations that we deal with are Fema (Federal Emergency Management Agency) and Homeland Security.

As a new (OES) Office of Emergency Service Leader I think that my first agenda should be to effectively understand the relationships between the community, the organization and the stakeholders. Why? Because being able to understand how the system works will enable of our organization meet the challenges of the OES changes. While it is important for my leadership style, which is Servant style I need to remember to open the doors of communication with OES employment staff. This is necessary if we plan to accomplish OES agency objectives. But to do this we will have to discuss how our organization will work effectively with “the local government, businesses, social, federal agencies, and with state and economic influential and hazards practitioners.

Over the past half century, the field of emergency management has gradually evolved into a more structured profession. There are several aspects of response efforts that needed to be revised in order for the field to be viewed as legitimate and trustworthy. Primarily, the implementation of advanced education through the process of accreditation, college programs and certifications has paved the way to legitimize the field. In addition, there has been an increase in efforts to hold those accountable to their actions while responding to crises. Through a combination of these efforts, emergency management has attempted to become a more dependable organization as viewed by the general public.

This chapter will introduce the many actors in emergency management and examine some of the problems inherent in dealing with the complex emergency management policy process. The first section will address four basic issues. First, how is a “stakeholder” defined, especially in the context of emergency management? Second, who are the stakeholders emergency managers should be concerned about? Third, at what level in the system and by which different stakeholders are different types of emergency management decisions made? Fourth, how can emergency managers involve these stakeholders in the emergency management process? Last, what types and amounts of power do different stakeholder groups have

Emergency Management is the the jelly to a peanut butter and jelly sandwich, can't have that without the main ingredient, peanut butter. As the bread, their is the Strategic/ Executive people who make their political objectives into a strategy. Next comes your jelly, the Tactical/ Field people who have the opportunity to go out and have a hands on experience with the disaster. Then you have your peanut butter, there's your Operational/ Agency, they have the most important job because they support everybody. Just like the peanut butter the Operational level holds everyone together by managing information, telling everybody everything, managing resources and finding and solving problems. Being on the Operational level you have to have tell

The Black Emergency Managers Association (BEMA) gives information pertaining to networking, development opportunities, and educational training in the emergency management within the African communities. The levels of government business community, political leadership, community activists and individuals, also each of these groups play a vital role in factoring how the recovery to progressively to begin (Haddow, 2008). The BEMA assisted federal, state and local jurisdictions in the community and diversity to provide the phases of emergency management to introduce preparedness, training and etc. in the recovery plan in the community. Disasters tend to increase the problems in the nearby conflicted communities and downward trends are often increased

The reliance on emergency management has become critical for Americans when it comes to responding to disasters. Changes have been occurred not only within federal management systems and services, but also among state and local governments (Rubin, 2012).

In conclusion, Hurricane Katrina taught the emergency management field several valuable lessons. First and foremost, review the risk in communities and stay proactive with the goal of decreasing losses of property and the preservation of lives. Next, provide preparedness plans before an incident occurs, where possible. Then, setup open two-way communications throughout the leadership structure before, during and after the incident. Furthermore, leaders need to be aware of the economical culture and the geographical layout of the affected areas to deliver specific needs to the communities involved. Lastly, emergency management professionals need to utilize the “Whole Community” to be

With such advancements in technology, communication has had progressive changes and has made connecting instantaneous. An effective way to manage disaster response and recovery is through timely and truthful information delivered to the public and elected community officials. This can be through news media or social media. To promote a more effective disaster management operation an agency must communicate policies, goals, and priorities to staff, partners and participants.

Any disaster or event leaves questions in its wake. Who, what, where, when, and why? Preparing a plan with these questions in mind makes answering them when the time calls for it that much easier. An emergency response plan is prepared to react and correct to a wide spectrum of what makes a disaster, but it cannot do this effectively without buy-in from those who can best do the work to answer the definitive questions. Responding to an emergency means working together. By that end, cooperation is the most important aspect of the United States emergency management system in Preparing for, mitigating, and responding to man-made and natural disasters because it makes information sharing, specialization, and proper resource allocation

As eluded by Moynihan, the unpredictable nature of an emergency and the sporadic occurrence requires participants of an emergency reponse team to develop management systems prior to an inicident. Moreover, the NIMS provides a framework for establishing an ICS that is adaptable to multiple types of emergencies. However, the first step for ensuring emergency preparedness in the event of a disaster entails the “planning and mitigation that [is] needed to begin far in advance of disasters and continue[s] long after to prevent their recurrence” (Cooper & Block, 2006, p. 62). This is emphasized by Moynihan in reference to the ICS, detailing a command and control network of programs/systems, where functions are oulined and roles established between

It then becomes important to determine and communicate each agencies roles and responsibilities. It is very important for these roles to be determined and planned for long before a disaster occurs. In order to help with this communication and determination of roles emergency managers can use the framework of the Incident Command System (ICS). The Incident Command System “features consistent job titles for key positions so communications from agency to agency and agency to hospital can be made because everyone knows the job titles and functions” (SMS, Inc., 2005). This system creates positions with specific roles and responsibilities for disaster mitigation, response and recovery. The system also identifies a type of “chain of command” which designates a direction of flow for communications. Creating these channels of communication and delegating responsibility ensures that responses and recovery in an emergency situation is well understood and efficient. Each involved member therefore knows who he or she is to communicate to directly in order to reduce confusion and ensure that no information is lost or looked

Out of the four phases of emergency management, 1) Mitigation, 2) Preparedness, 3) Response and 4) Recovery, the public most think of an emergency manager’s job as preparedness. “Preparation includes planning, training, public education and the tests of plans and training, called exercises (Sensenig, 1999). Since the 9/11 threats, the public has been educated on understanding the color-coded level of threat alerts and the importance of taking these threat levels seriously.

The study of leadership during times of crisis, is becoming a topic of research. As trained communication professionals- the subject of Meta-leadership in the field of emergency management is integral to the success of today’s ever-growing response to crises across industries, geographic boundaries, and within our responsibility as public servants. The use of Meta- Leadership within the communication profession, calls decision-makers to be more connected across and beyond, leading up and down within an organization.

The purpose of this paper is to examine effective leadership in the field of Emergency Management, and how their organizations handle the stresses of being an effective leader under crisis. I chose to case studies, and the titles are Office of Emergency Management fake press conference, and the other one is titled Rough day in Tornado Alley. The both titles will examine what each leader did or said in a crisis, and how their expectation from their staff was different. One leader will ask their staff members to pretend they are citizens or press members from their community and answer questions, and the other leader only wanted his staff to help the wealthy community when there was a disaster, and not poor community.