Do You Have an Emergency Management Committee?

Comprehensive emergency and disaster management, effectively done, cannot be done by one person alone.  The best emergency management and homeland security practices are performed by teams.  The practices of emergency management and homeland security are so ubiquitous and multifaceted that we rely on the participation and input of persons in related professions, and in fact professions generally not seen as related, to be successful.  Because of this, both government entities and corporations alike often embrace a team approach to emergency management.  Do you?

Division of Responsibility – Unity of Effort

Aside from the chief elected official or chief executive officer, no one person has the direct ability to ‘command’ the forces of a jurisdiction or corporation.  The trouble with this is that these CEOs are generally not experts in disaster management.  Effective organizations learn the necessity of delegation early on which, while the CEO is still ultimately responsible, those delegated to are functionally responsible for their respective areas.  Laws and regulations often make these delegations mandatory for both jurisdictions and corporations.  While each of these delegations has their own functional responsibilities, they still operate as part of a greater organization and must work well together achieve maximum effectiveness.

The ability of these stakeholders to work together in a unity of effort is certainly important during a disaster, but it’s not the only time they should get together to talk about disasters.  Yes, many of these individuals will see each other during (hopefully) regular staff meetings, but these meetings typically involve briefing the CEO on current or upcoming activities, discussions on hiring and budgets, or being briefed on new policy.  While these are all important discussions they usually leave little room to discuss topics on emergency management and homeland security.

EM/HS certainly warrants its own meetings and workshops to accomplish important tasks such as a periodic threat and hazard identification, plan creation and updates, exercise planning meetings, and discussions on training, grants, and preparedness investments.  This group should also be making policy recommendations to the CEO and ensuring that preparedness efforts are permeating the entire jurisdiction or organization.  Their work together in preparedness efforts will strengthen their relationships and increase their knowledge of each other’s functional responsibilities and capabilities.

Who Should Participate?

In any of the mission areas of emergency management and homeland security (Prevention, Protection, Mitigation, Response, and Recovery – or in activities related to preparedness for any of these) there are often related or even overlapping interests amongst department heads.  The emergency manager, fire, police, EMS, and public works/highway are often at the forefront; but other departments and positions such as parks and recreation, clerk, human resources, finance/treasurer, and zoning can all (and should) have some degree of input.  Larger jurisdictions may have their own health and human services departments which are also important participants.  There are similar positions within corporate organizations that have the same interactions and hold the same importance in this regard to these organizations.  Also be sure to consider external partners such as utilities, major employers, and not for profits and social groups?  Perhaps your EMS provider is a third party or your law enforcement is provided for by a Sheriff’s Department or State Police – be sure to include them as well.

This ‘whole community’ list can grow very quickly and often times not all members are needed for the group to function effectively.  The best practice in emergency management committees is to take a tiered approach – with a core group addressing most matters but with the support and augmentation of an expanded group to include other departments and organizations whose participation is called upon when needed.

Emergency management and homeland security are team efforts which require the active participation and input of all stakeholders to be effective.  Don’t just rely on your emergency manager to get the job done.  They need support from the entire organization to ensure that your jurisdiction or corporation is prepared to address the worst, save lives, and minimize losses.  Some emergency managers view such committees as ‘oversight’ or an unnecessary bureaucracy, but success lies in collaboration.

What’s your approach?

© 2015 – Timothy Riecker

Emergency Preparedness Solutions, LLC

www.epsllc.biz

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2 thoughts on “Do You Have an Emergency Management Committee?

  1. Having a “committee” is consistent with NFPA 1600 (edition 2010) requirement:

    4.3* Program Committee.

    4.3.1* A program committee shall be established by the entity in accordance with its policy.

    4.3.2 The program committee shall provide input for, and/or assist in, the coordination of the preparation, development, implementation, evaluation, and maintenance of the program.

    4.3.3* The program committee shall include the program coordinator and others who have the expertise, the knowledge of the entity, and the capability to identify resources from all key functional areas within the entity and shall solicit applicable external representation.

    A.4.3 Professional qualifications for emergency managers and business continuity professionals can be found in the DRII Professional Practices for Business Continuity Practitioners and the CEM® program.

    A.4.3.1 Mandating that an entity have a program committee will, in some cases, violate the authorities under which the emergency management entity is established. Those organizations that can have, or want to have, a program committee that will provide advice and guidance should be encouraged to do so. Advisory committees are administrative and assist the program coordinator in developing administrative priorities and in developing pre-incident resource allocation priorities, and, while the program committee and the program coordinator should be in agreement concerning such priorities, the program coordinator should have the final authority in deciding the course of the program during day-to-day operations. The program committee is for administrative activities and, unless identified as having a functional role or responsibility during incidents, is not consulted. All state and local emergency management entities report to a higher authority and might include governors, adjutant generals, chief law enforcement officers, county commissions, or city commissions. These authorities set the agendas for emergency management activities, and a program committee might not be appropriate.

    A.4.3.3 When determining the representation on the program committee, consideration should be given to public sector representation on a private sector committee and vice versa. This will help to establish a coordinated and cooperative approach to the program.

    It is also consistent with EMAP (D R A F T 2013) requirement:

    3.3: Advisory Committee

    3.3.1 There shall be a documented, ongoing process utilizing one or more committees that provides for coordinated input by Emergency Management Program stakeholders in the preparation, implementation, evaluation, and revision of the Emergency Management Program.

    3.3.2 The advisory committee(s) shall meet with a frequency determined by the Emergency Management Program coordinator sufficient to provide for regular input.

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