scholarly journals Whose plan is it? The importance of place

2021 ◽  
Vol 10.47389/36 (No 2) ◽  
pp. 54-58
Author(s):  
Laurelle Muir
Keyword(s):  
Emergency Management ◽  
Local Level ◽  
Working Relationships ◽  
Disaster Resilience ◽  
Community Based ◽  
Major Objective ◽  
Management Planning ◽  
Active Involvement ◽  
Emergency Management Planning ◽  
Response And Recovery

The effects of climate change are escalating and developing and maintaining disaster resilience in communities is a major objective. Yet the active involvement of communities as major stakeholders in building their capacity to prepare, respond to and recover from natural hazards has had less focus in emergency management planning. For communities living in hazard-prone areas, the continuity of risk and disaster awareness and the significance of preparation at the local level can be critical to people’s capacity to appropriately respond to disaster events. In 2011, the significant flood event in Brisbane saw community-led response and recovery efforts supported by place-based organisations that traditionally work within communities. However, as communities evolve and change, learnings can dissipate over time. As such, 10 years on from the 2011 floods, how well prepared are communities living in flood-prone areas of Brisbane? This paper outlines how community and stakeholder engagement can develop disaster resilience at the local level. The focus is on strong working relationships between participants in emergency management planning and response including community-based organisations and, by extension, the community.

scholarly journals Disaster Management: A State-of-the-Art Review

2020 ◽  
Author(s):  
Jared Bly ◽  
Louis Hugo Francescutti ◽  
Danielle Weiss
Keyword(s):  
Emergency Management ◽  
Disaster Management ◽  
Disaster Preparedness ◽  
Disaster Response ◽  
The Other ◽  
Management Planning ◽  
Coastal City ◽  
Emergency Management Planning ◽  
Response And Recovery ◽  
Climate Change Governance

Disaster management involves the pillars of emergency management: planning and preparation, mitigation, response, and recovery. Emergencies are serious events that threaten health, life, and property and can be managed within the capabilities of the affected organization. Disasters, on the other hand, are hypercomplex emergencies, requiring resources not immediately available. Disaster management follows the principles of emergency management, and emphasizes flexibility, collaboration, and teamwork. Lack of resources will challenge people and organizations both in effects of disasters and the ability to manage them. Poverty, climate change, governance, and education are foundations to improve capacity. Hospitals play an important role in disaster response and can prepare accordingly. Plans, to be effective, must be implemented through appropriately-targeted exercises. Building on an all-hazards approach, to more hazard-specific considerations can improve disaster preparedness as well as day-to-day efficiency. Disaster management is complex and crucial. These principles are explored through the fictional tale of 1Tucci, a coastal city in the worst flood anyone can remember. Well, almost anyone…

Challenges for the disaster workforce during a compound hurricane–pandemic

2021 ◽  
Vol 19 (7) ◽  
pp. 9-18
Author(s):  
Jennifer Marshall, PhD, MPH, CPH ◽  
Juita-Elena (Wie) Yusuf, PhD ◽  
Elizabeth Dunn, MPH, CPH ◽  
Kelsey Merlo, PhD ◽  
Joshua G. Behr, PhD ◽  
...  
Keyword(s):  
Emergency Management ◽  
Nonprofit Organizations ◽  
Social Services ◽  
Planning Process ◽  
Effective Means ◽  
Health Resources ◽  
Management Planning ◽  
Support Strategies ◽  
Emergency Management Planning ◽  
State And Local

The COVID-19 pandemic has created new workforce considerations for emergency management community in addressing cumulative and cascading disasters. This research identifies how emergency management planning for both the changing dynamics of COVID-19 and the upcoming hurricane season may change under a compound threat. Many jurisdictions have faced challenges in providing adequate staffing of shelters before the pandemic. Now, fatigue among staff further exacerbates these challenges as resources are stretched thin. Six workshops, involving 265 national, state, and local leaders, staff, experts, and advocates from 22 states, and a range of disciplines (disaster planning, public health, social services, academia, and healthcare), were convened to identify concerns and potential strategies to address staffing, training, logistics, and support. Strategies proposed to increase the number and skill set of staff available involve increased reliance upon volunteers and nonprofit organizations. Mental health resources, personal protective equipment, sanitation supplies, and defining roles within emergency shelters were recommended to reduce fatigue and redistribute responsibilities. Findings illuminate additional research avenues regarding assessing the underlying stressors contributing to the planning process and effective means of implementing these interventions to bolster emergency management shelter operations during a prolonged pandemic and in the future.

Preparing communities: The critical integration of faith-based organizations into emergency planning and response

2009 ◽  
Vol 7 (3) ◽  
pp. 11 ◽  
Author(s):  
Jessica L. Hurst, BS, JD ◽  
Jessica P. George, BA, JD
Keyword(s):  
Paradigm Shift ◽  
Legal Issues ◽  
Emergency Planning ◽  
Federal State ◽  
Management Planning ◽  
Faith Based ◽  
Emergency Management Planning ◽  
Response And Recovery ◽  
Faith Based Organizations ◽  
State And Local

This article discusses the paradigm shift that is taking place in emergency management planning with regard to the integration of faith-based organizations in federal, state, and local preparedness, response, and recovery efforts. In addition, this article explores potential legal issues related to government funding and support of faith-based emergency planning initiatives. Finally, the article proposes recommendations for initiating and expanding emergency planning among faith-based organizations to fully utilize the unique knowledge these groups have of the needs of their communities.

On the horizon: The role of aviation in local emergency management planning

2012 ◽  
Vol 10 (2) ◽  
pp. 109
Author(s):  
Timothy S. Wallace, BS ◽  
Jonathan L. Katz, PhD, PMP
Keyword(s):  
Emergency Management ◽  
Local Governments ◽  
Emergency Planning ◽  
Current Position ◽  
Management Planning ◽  
State Authority ◽  
Emergency Management Planning

The authors wished to identify available guidance for local emergency management agencies (LEMAs) on the use of aviation resources in local emergency management (EM) planning. If handled properly, aviation is a proven asset that can be effectively used before, during, and after emergencies.The authors determined that literature on LEMA planning provides little evidence of local governments systematically addressing the role of aviation in their planning for emergencies. Most localities could improve their response capabilities if they integrate aviation into their planning. To provide ideas and to spur discussion in the LEMA community, this article addresses the current position of aviation in local emergency planning, what aspects of the role of aviation in emergencies that LEMAs should take into account including federal and state authority in EM aviation, and possible means and templates to assist LEMAs in incorporating aviation into their planning.

Social Equity in Local Emergency Management Planning

2009 ◽  
Vol 41 (1) ◽  
pp. 1-12 ◽  
Author(s):  
Susan Gooden ◽  
Dale Jones ◽  
Kasey J. Martin ◽  
Marcus Boyd
Keyword(s):  
Emergency Management ◽  
Social Equity ◽  
Management Planning ◽  
Emergency Management Planning

Conservation districts and emergency management: New partners for tight fiscal times

2011 ◽  
Vol 9 (2) ◽  
pp. 67
Author(s):  
Jason Weinerman, MPA
Keyword(s):  
Emergency Management ◽  
Rural Areas ◽  
Federal Budget ◽  
Active Management ◽  
Management Planning ◽  
Response Planning ◽  
Emergency Managers ◽  
State Budgets ◽  
History Of ◽  
Emergency Management Planning

Declining state budgets and pressure on the federal budget are likely to leave local emergency management efforts in a precarious position. During these challenging times, all government agencies will need to reach out and establish new partnerships to accomplish their missions. Emergency management situations, such as blizzards, fire, floods, and drought, are likely to originate in rural areas, and finding a partner who has a good working relationship with rural landowners is critical. Conservation districts are special- purpose government units that have a long history of working with rural landowners and getting active management installed on the ground. In addition, conservation districts have existing partnerships with other state and federal agencies, which can bring additional financial resources into the emergency management arena in a multipurpose framework. Although conservation districts are unlikely to be able to work in preparation and response planning, they can provide valuable assistance in mitigation and recovery operations. By including these special-purpose units of government in the emergency management planning and implementation efforts, emergency managers can extend their reach while not having to add additional resources.

Bridging cultures: Nonprofit, church, and emergency management agency collaboration after the May 2013 Oklahoma tornado outbreak

2017 ◽  
Vol 15 (3) ◽  
pp. 157 ◽  
Author(s):  
Haley Murphy, PhD ◽  
Jason Pudlo, PhD Candidate
Keyword(s):  
Emergency Management ◽  
Nonprofit Organizations ◽  
Disaster Response ◽  
Nonprofit Sector ◽  
Church Leaders ◽  
Collaborative Relationships ◽  
Community Based ◽  
Difficult Time ◽  
Response And Recovery ◽  
Different Cultures

Community-based organizations, such as nonprofit organizations (NPOs) and churches, play an important role in helping individuals and communities bounce back after a disaster. The nature of disasters requires organizations across sectors to partner together to provide recovery services; however, collaboration is difficult even in times of stability and requires trust and communication to be built through prior collaborative relationships. These prior relationships rarely exist between the majority of the nonprofit sector, churches, and existing emergency management structures. Furthermore, these organizations often have very different cultures, values, and norms that can further hinder successful postdisaster collaboration. The authors use data collected from interviews with nonprofit and church leaders involved in recovery efforts after a series of devastating storms impacted central Oklahoma in 2013 to understand how well nonprofit and church leaders perceive their organizations collaborated with each other and with government and emergency management agencies in response and recovery efforts. Interview data suggest that NPOs and churches without a primary or secondary mission of disaster response and recovery have a difficult time collaborating with organizations involved in existing emergency management structures. The authors suggest that nonprofits with a primary or secondary purpose in disaster response are a potential bridge between other nonprofits and emergency management agencies.

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