Description
Book SynopsisProvides a comprehensive examination of emergency management and offers concepts and strategies for creating effective programs
This book looks at the larger context within which emergency management response occurs, and stresses the development of a program to address a wide range of issues. Not limited to traditional emergency response to natural disasters, it addresses a conceptual model capable of integrating multiple disciplines and dealing with unexpected emergencies.
Emergency Management: Concepts and Strategies for Effective Programs, Second Edition starts by focusing on the three pillars on which successful emergency management is based: an understanding of history, knowledge of social science research, and technical expertise in emergency management operations. It provides insight as to how emergency management has evolved and suggests reasons why the current method of response planning doesn't work as well as it should. The book then goes on to
Table of Contents
Preface to the Second Edition xiii
Preface to the First Edition xv
Introduction xvii
1 Historical Perspectives: The Evolution of Emergency Management 1
Why Study History? 2
Lessons from History 5
The Advent of Disaster Legislation 14
The Growth of Disaster Bureaucracy 22
From Military to Civilian Leadership 23
Civil Defense and Disaster Relief Merge 27
Conclusion 32
2 Historical Perspectives: Toward a National Response Strategy 33
The Origins of National Planning 34
September 11 and the Impact of Homeland Security 36
The Marginalization of Emergency Management 36
Capabilities‐based Planning Replaces All‐Hazards Planning 39
The Pendulum Swings Back: Hurricane Katrina 43
A Failed Response? 43
Degraded Capabilities and Confused Planning 45
Reform and New Planning Concepts 47
Conclusion 49
3 Social Science and the Beginnings of Emergency Management Theory 51
Social Science as an Emergency Management Tool 51
Social Science Evolves Emergency Management Theory 52
Emergencies, Disasters, and Catastrophes 54
Disaster Mythology 65
Organizational Response 69
Conclusion 71
4 The Emergency Manager: Evolving Roles and Shifting Paradigms 73
Conflicting Roles 74
The Emergency Manager as Program Manager 78
Toward Professionalization 84
Emergency Management as a Field 84
Emergency Management as a Discipline 88
Emergency Management as a Profession 89
Conclusion 90
5 Establishing the Emergency Management Program 93
Program Administration 94
Developing a Governance Structure 94
The Administrative Plan 99
Strategic Planning 99
Formulating Vision 101
Establishing Goals and Objectives 106
Developing the Strategic Plan 108
Enabling Authorities and Legislation 109
Grant Requirements 111
Best Practices 112
Program Elements 113
Resource Management 113
Training 115
Finance 116
Program Evaluation 118
Quantitative Assessment Tools 118
Qualitative Assessment Tools 119
Exercise Programs 120
Actual Incidents 123
Corrective Action Program 124
Conclusion 125
6 Assessing Risk 127
The Nature of Risk 128
Risk Assessment Methodologies 129
Hazard Identification 133
Hazard Analysis 140
Simple Matrix Analysis 140
Indicators and Numerical Ranking 143
THIRA and Context Analysis 148
Intuition 149
Impact Analysis 150
Business Impact Analysis (BIA) 150
Adaptive Business Continuity 154
Continuity of Government/Continuity of Operations 155
Federal Guidance 155
Critical Functions and Process Analysis 158
Conclusion 160
7 Developing Strategy 163
A New Look at an Old Model 164
Risk Management Strategy 166
Mitigation Strategy 168
Recovery Strategy 173
Response Strategy 180
Preparedness Strategy 185
Using Strategy to Guide Planning 187
Conclusion 189
8 Planning Concepts 191
Plans Versus Planning 191
The Planning Continuum 197
Planning Methodologies 201
Planning Assumptions 201
Scenario‐Based Planning 202
Functional Planning 205
Capabilities‐Based Planning 207
Effective Planning 208
Simplicity in Planning 209
Operational Phases 210
All‐Hazards Planning 212
Decentralized Execution 212
Putting the Pieces Together 214
General Planning Principles 215
Conclusion 217
9 Planning Techniques and Methods 219
Establish a Planning Structure 219
Use a Meeting Facilitation Process 222
Meeting Agenda 225
Conducting the Meeting 226
The Meeting Memorandum 227
Develop an Action Plan and Set Deadlines 229
Managing Multiple Projects 230
Annual Work Plans 230
Graphic Planning Tools 231
Facilitate Decision‐Making 232
Use Common Plan Formats 234
Determining Plan Content 236
Use Graphic Tools 238
Use Exercises to Test Concepts 242
Keep it Simple 244
Conclusion 245
10 Coordinating Response 247
Operational Response 247
Incident Management Systems 251
Unified and Area Commands 256
Multiagency Coordination Systems 258
Emergency Operations Centers 264
Communications and Interoperability 269
Information Processing 272
Mutual Aid 273
Resource Management and Logistics 274
The Joint Information Center 276
Conclusion 278
11 Leading in Crisis 279
Principles of Emergency Management 280
Program Leadership 282
Building a Leadership Team 282
Establishing Relationships 284
Making Decisions 285
Operational Leadership 286
The Effects of Crisis 286
Barriers to Decision‐Making 287
Crisis Decision‐Making 289
Conclusion 291
12 Crisis Management 293
Barriers to Crisis Management 294
Disengagement and Inexperience 294
Common Leadership Problems 295
Appropriate Roles for Senior Officials 297
Crisis Management 299
Identifying the Crisis 299
Isolating the Crisis 300
Preparing for Crisis Management 301
Hurricane Katrina: Crisis Management Failure 302
Increasing Organizational Effectiveness 304
Crisis Communications 305
Strategic Recovery Issues 307
Catastrophic Events 312
Conclusion 315
Conclusion 317
Bibliography 321
Index 327
