Pros and Cons of the Organizational Model for an Emergency
Management Program
By: Jonathan B. Smith,
http://whisprwave.com/ for HDS September 2004
The pros and cons of the organizational model for an emergency management
program is highly dependent upon the size of community that is being
supported by the program.
Cities, towns and villages, population > 100,000 people, can not afford to
have a separate stand-alone agency to manage their emergency management
programs. Their only choice is to have the programs administered by a
member(s) of their first responder community. However, larger cities,
counties and state regions ("Large Communities") can generally afford and
are best served by a stand alone agency. This forum response will focus upon
the reasons Large Communities should have stand alone agencies.
Developing an emergency management system requires cooperation from a
diverse group of agencies, jurisdictions, and constituencies. There is a
substantial amount of
- PLANNING
- POLITICS
- NETWORKING
- DIPLOMACY
- DEBATE
- COMPROMISE
- IMPROVISATION
- REFLECTION
that helps to create any high quality and effective emergency management
system.
Benefits of Focus
When dealing with such a diverse set of issues it is often helpful to have
an independent specialized agency help coordinate the efforts of the whole.
The community's first responders are trained to respond to local incidents,
not necessarily to navigate the political and diplomatic processes at the
local, state and federal levels.
Economies of Scale
Large Communities require coordination and networking across a wider range
of people, geography and issues. Creating a single stand-alone entity for
this community helps to create efficiencies (financial, training, resources,
expertise) that can not be achieved at the local level. Everyone within the
Large Community can benefit from the economies of scale offered by this
model.
Chain of Command
The government and military agencies have been operated on a hierarchical
chain of command structure with great success, since the beginning of
civilized society. Creating a system based upon a hierarchy with clear lines
of communication and reporting helps to maintain order in times of crisis.
Creating an agency with a clear expertise and purpose helps to support this
historically successful management model.
Feet on the Street
The downside with this model is that the stand alone agency does not
typically have direct contact with the citizens of the Large Community.
However, this model still does maintain primary contact with the citizens
via the first responder network. The first responder network are the eyes
and ears of the emergency response system.
Hybrid Approach
The emergency response organization needs to be made up of a hybrid system
that includes stand-alone agency planning, management and execution of the
emergency response program; which will be physically delivered via the first
responder networks in the local communities.
Each local community's first responder force should have a member who is
designated the point of contact with the emergency response organization and
ideally will be actively involved in executing the emergency response
program from mitigation to preparedness to response to recovery.
Conclusion
When critically reviewing the emergency management lifecycle and the pros
and cons of the different structures, it became clear to me that there is a
critical delineation that needs to be made:
Stand-Alone Agency (STRATEGIC): This model's key advantage is in its
ability to execute the strategic elements of the emergency management plan.
The stand-alone agency is better equipped to develop the plan, manage the
politics, encourage cross community and jurisdictional networking and
generally serve as the conduit between the local community and the community
at large.
First Responder Model (TACTICAL): First responders have their feet on
the street and are thus in the best position to RESPOND to an emergency.
They have first hand knowledge of the situation and the best local
relationships. Thus, from a tactical perspective, the first responders are
in the best position to take action and initially assess the situation.
How is emergency management organized in your own community?
The emergency management organization in my community (Oakland
County, Michigan) is organized as a stand alone agency that is part of
the county government.
Details about the community's emergency management system can be found at:
Oakland
County Emergency Management
Bibliography
Emergency Management Institute. (2004). IS-230 Principles of Emergency
Management. Retrieved September 21, 2004, from
http://www.training.fema.gov/emiweb/IS/is230.asp
Public Entity Risk Institute. (2001). Characteristics of Effective Emergency
Management Organizational Structures. Retrieved September 21, 2004, from
http://www.riskinstitute.org/ptrdocs/CharacteristicsofEffectiveEmergency.pdf
Jonathan B. Smith
Managing Director
Wave Dispersion Technologies, Inc.
Jonathan B. Smith is a Managing Director at Wave Dispersion Technologies,
Inc. (“WDT”). He is responsible for all of WDT’s finance, marketing and
government affairs activities. As a senior official of the Management
Committee, Jonathan is involved in all areas of WDT’s activities, including
supporting the military, legislative and regulatory agendas.
WDT’s mission is to be recognized by the world's militaries, security
agencies and marine industry as the global leader in maritime port security
and erosion control technology solutions.
Prior to joining WDT, Jonathan worked at several investment banking firms
including JP Morgan & Co., Deutsche Bank, and accounting firm Arthur
Andersen, LLP. While working in the investment banking field, Jonathan was
actively involved in various strategic planning, treasury and financing
roles. In addition to his investment banking experience, Jonathan has also
been involved in a number of entrepreneurial ventures including the
development of two successful Internet related start ups.
Jonathan is a graduate of Wesleyan University (BA Social Studies) and
University of Hartford (MS Accounting). He is a member of the Detroit
Chapter of the Young Entrepreneur's Organization and is actively involved in
Automation Alley. His community service activities include fund raising for
The Leukemia and Lymphoma Society® and raising a German Shepherd puppy for
Leader Dogs for the Blind. He was named the 2004 National Man of the Year
for the Leukemia and Lymphoma Society® and was was named the winner of the
2004 Kauffman Community Award – Honorable Mention.
Men who say it cannot be done, should not interrupt those doing it.
-Chinese proverb
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