The Principles of The Principles of Emergency Emergency

ManagementManagement

The Philosophy, Principles, The Philosophy, Principles, Doctrine, and Practice of Doctrine, and Practice of Emergency ManagementEmergency Management

Course Developers Course Developers ExtraordinaireExtraordinaire

William L. Waugh, Jr.William L. Waugh, Jr. Lucien G. CantonLucien G. Canton David E. McEntireDavid E. McEntire

Course DescriptionCourse Description This course focuses on the philosophical and This course focuses on the philosophical and

theoretical underpinnings of the emergency theoretical underpinnings of the emergency management profession and the principles management profession and the principles that define effective practice. The starting that define effective practice. The starting points are current definitions of emergency points are current definitions of emergency management, the mission and vision of the management, the mission and vision of the profession, and “The Principles of Emergency profession, and “The Principles of Emergency Management” developed by the Emergency Management” developed by the Emergency Management Roundtable in 2007. Management Roundtable in 2007.

Course ObjectiveCourse Objective The objective is to stimulate The objective is to stimulate

discussion of the core values that discussion of the core values that underlie emergency management underlie emergency management practice and define the profession. practice and define the profession. Case studies, exercises, and Case studies, exercises, and discussions will be used to encourage discussions will be used to encourage critical review of emergency critical review of emergency management. management.

Readings:Readings: The Principles of Emergency ManagementThe Principles of Emergency Management, 2007., 2007. Canton, Lucien G. Canton, Lucien G. Emergency Management: Concepts and Emergency Management: Concepts and

Strategies for Effective ProgramsStrategies for Effective Programs (Hoboken, NJ: Wiley (Hoboken, NJ: Wiley InterScience, 2007). InterScience, 2007).

Waugh, William L., Jr., and Kathleen Tierney, eds., Waugh, William L., Jr., and Kathleen Tierney, eds., Emergency Management: Principles and Practice for Local Emergency Management: Principles and Practice for Local GovernmentGovernment, 2nd Ed (Washington, DC: ICMA, 2007)., 2nd Ed (Washington, DC: ICMA, 2007).

McEntire, David A., ed., McEntire, David A., ed., Disciplines, Disasters, and Disciplines, Disasters, and Emergency ManagementEmergency Management (Springfield, IL: Charles C (Springfield, IL: Charles C Thomas, 2007).Thomas, 2007).

Robert Ward and Gary Wamsley, “From a Painful Past to an Robert Ward and Gary Wamsley, “From a Painful Past to an Uncertain Future,” in Claire Rubin, ed., Uncertain Future,” in Claire Rubin, ed., Emergency Emergency Management: The American Experience from 1900-2005Management: The American Experience from 1900-2005. .

Recommended Readings:Recommended Readings: Mileti, Dennis, et al., Mileti, Dennis, et al., Disaster by DesignDisaster by Design (Joseph Henry Publishers, (Joseph Henry Publishers,

1999)1999) Tierney, Kathleen et al., Tierney, Kathleen et al., Facing the UnexpectedFacing the Unexpected (Joseph Henry (Joseph Henry

Publishers, 2001)Publishers, 2001) Auf der Heide, Erik, Auf der Heide, Erik, Disaster Response: Principles of Preparation Disaster Response: Principles of Preparation

and Coordinationand Coordination (1989, on line) (1989, on line) Lindell, Michael et al., Lindell, Michael et al., Introduction to Emergency ManagementIntroduction to Emergency Management

(Higher Ed edition or Wiley Pathways edition, 2006)(Higher Ed edition or Wiley Pathways edition, 2006) Haddow, George, Case Studies (Higher Education Project)Haddow, George, Case Studies (Higher Education Project) Drabek, Thomas, The Professional Emergency Manager (Institute Drabek, Thomas, The Professional Emergency Manager (Institute

of Behavioral Science, University of Colorado, 1987).of Behavioral Science, University of Colorado, 1987).

Learning objectivesLearning objectivesStudents will:Students will:

Develop an understanding of the core principles of Develop an understanding of the core principles of emergency management and how they define practice.emergency management and how they define practice.

Develop an understanding of how the profession of Develop an understanding of how the profession of emergency management defines itself.emergency management defines itself.

Develop an understanding of how lessons learned from past Develop an understanding of how lessons learned from past disasters have become principles to guide future action.disasters have become principles to guide future action.

Develop an understanding of the ethical foundation of Develop an understanding of the ethical foundation of emergency management practice.emergency management practice.

Be able to identify the major principles of emergency Be able to identify the major principles of emergency management from case studies and other accounts of management from case studies and other accounts of disaster operations. disaster operations.

1. Introduction – the context of 1. Introduction – the context of emergency management (Waugh)emergency management (Waugh)

Big ideas in emergency management – increasing Big ideas in emergency management – increasing vulnerabilities (Katrina examples) - “The emergency vulnerabilities (Katrina examples) - “The emergency management world changed after Katrina”management world changed after Katrina”

Emergency management and public administration – Emergency management and public administration – the administrative and political context – e.g., the administrative and political context – e.g., accountability, governance, stewardship, transparency, accountability, governance, stewardship, transparency, shared authority, dispersed resources, collaborationshared authority, dispersed resources, collaboration

Emergency management and Homeland Security, e.g., Emergency management and Homeland Security, e.g., turf issues, stovepipe issues, open and closed systemsturf issues, stovepipe issues, open and closed systems

Emergency management in the private sectorEmergency management in the private sector Emergency management and volunteersEmergency management and volunteers Standards – NFPA 1600 and EMAPStandards – NFPA 1600 and EMAP

II. Definition, Mission, and Vision of II. Definition, Mission, and Vision of Emergency ManagementEmergency Management

(Canton)(Canton) What is and what is not emergency What is and what is not emergency

management – defining the practice – EM is management – defining the practice – EM is not emergency services/response, EM is not not emergency services/response, EM is not Homeland Security, Homeland Security,

Philosophy – e.g., technocratic, social Philosophy – e.g., technocratic, social vulnerability, public administration, civil vulnerability, public administration, civil defense/national security, economic risk defense/national security, economic risk reductionreduction

DefinitionDefinition MissionMission VisionVision Principles - flyerPrinciples - flyer

III. Comprehensive Emergency III. Comprehensive Emergency Management (McEntire)Management (McEntire)

All-hazardsAll-hazards All stakeholdersAll stakeholders All risksAll risks All phases/functionsAll phases/functions All variables (leading to disasters)All variables (leading to disasters)

IV. Progressive Emergency IV. Progressive Emergency Management (McEntire)Management (McEntire)

strategic viewstrategic view long-term loss reductionlong-term loss reduction building capabilitiesbuilding capabilities Disaster resistant and resilient Disaster resistant and resilient

communitiescommunities

V. Risk-Driven Emergency V. Risk-Driven Emergency Management (Waugh)Management (Waugh)

Risk Assessment OverviewRisk Assessment Overview Impact analysisImpact analysis Scenario and local risk based planningScenario and local risk based planning Risk and Decision making – e.g., budget Risk and Decision making – e.g., budget

allocations, emergency planning, etc.allocations, emergency planning, etc. Risk case- Dirty Bomb case from Homeland Risk case- Dirty Bomb case from Homeland

Security and EM courseSecurity and EM course Risk assessment – Shaw course on Risk Risk assessment – Shaw course on Risk

AssessmentAssessment

VI. Integrated Emergency VI. Integrated Emergency Management (Canton)Management (Canton)

Institutionalizing broad goalsInstitutionalizing broad goals Developing a “culture of prevention Developing a “culture of prevention

and preparedness” and preparedness” Integrated planningIntegrated planning Unity of effortUnity of effort

VII. Collaboration in Emergency VII. Collaboration in Emergency Management (Selves and Waugh)Management (Selves and Waugh)

Collaborative leadership – article by Waugh and StreibCollaborative leadership – article by Waugh and Streib Drabek, Strategies of Coordination in Disaster ResponseDrabek, Strategies of Coordination in Disaster Response Building collaborative relationships – trust, communication, Building collaborative relationships – trust, communication,

sharing informationsharing information Customer service – Project Impact examples, full and equal Customer service – Project Impact examples, full and equal

partnerspartners Models of collaboration – Waugh, Safe Construction reportModels of collaboration – Waugh, Safe Construction report Public-Private partnerships – Partnerships in Preparedness Public-Private partnerships – Partnerships in Preparedness

(FEMA series) examples(FEMA series) examples

VIII. Coordination in Emergency VIII. Coordination in Emergency Management (Canton)Management (Canton)

building a common vision and building a common vision and strategystrategy

ICS and other structural mechanisms ICS and other structural mechanisms for coordinationfor coordination

mutual assistance (e.g., EMAC), mutual assistance (e.g., EMAC), communication (Canton)communication (Canton)

IX. Flexibility in Emergency IX. Flexibility in Emergency Management (McEntire)Management (McEntire)

Planning for change Planning for change Adaptation - Every disaster is Adaptation - Every disaster is

different, no plan survives contact different, no plan survives contact with the enemywith the enemy

Improvisation - Tricia Wachtendorf, Improvisation - Tricia Wachtendorf, improvisation levelsimprovisation levels

X. Professionalism in Emergency X. Professionalism in Emergency Management (McEntire)Management (McEntire)

Ethics – case studies, IAEM codeEthics – case studies, IAEM code Leadership, including symbolic leadershipLeadership, including symbolic leadership Emergency services versus emergency Emergency services versus emergency

managementmanagement Education for emergency managementEducation for emergency management CEM and related credentialsCEM and related credentials

XI. Origins and implications of the XI. Origins and implications of the principles for emergency management principles for emergency management

and Homeland Security (Canton)and Homeland Security (Canton) Disaster relief policyDisaster relief policy Emergency management emergesEmergency management emerges Impact of DHSImpact of DHS Future policy implicationsFuture policy implications

XII. Principles of Emergency XII. Principles of Emergency Management in the Private Sector Management in the Private Sector

(Waugh)(Waugh) Risk in private organizationsRisk in private organizations Applicability of the principlesApplicability of the principles Qualitative differences from public sectorQualitative differences from public sector Integrating business concepts and Integrating business concepts and

principlesprinciples Standardization through principles and Standardization through principles and

standardsstandards Business continuity planningBusiness continuity planning

XIII. Principles of Emergency XIII. Principles of Emergency Management in Nongovernmental Management in Nongovernmental

Organizations (Waugh)Organizations (Waugh) Business continuity planningBusiness continuity planning Umbrella organizations (NVOAD)Umbrella organizations (NVOAD) The NGO networksThe NGO networks Nongovernmental roles and Nongovernmental roles and

resources resources Nongovernmental organizations – Nongovernmental organizations –

flexibility and capability issuesflexibility and capability issues

XIV. Toward an International Emergency XIV. Toward an International Emergency Management (Waugh)Management (Waugh)

Emergency management in the Emergency management in the developed and developing worldsdeveloped and developing worlds

IAEM – Europa, Pacifica, Asia, CanadaIAEM – Europa, Pacifica, Asia, Canada The international emergency The international emergency

management and humanitarian management and humanitarian assistance networksassistance networks

XV. Conclusion – The Principles of XV. Conclusion – The Principles of Emergency Management and Disaster Emergency Management and Disaster

Policy (Waugh)Policy (Waugh)Linking disaster policy to the principlesLinking disaster policy to the principles

Supporting materialsSupporting materials Examinations: Midterm and Examinations: Midterm and

FinalFinal List of WebsitesList of Websites BibliographyBibliography

Each Session=3-4 contact Each Session=3-4 contact hourshours

Readings – required and Readings – required and recommendedrecommended

Learning objectivesLearning objectives Discussion questionsDiscussion questions Exercises – Table tops, etc., and/or Exercises – Table tops, etc., and/or

case studies/analysescase studies/analyses PowerPoint presentationsPowerPoint presentations

For Principles sessions:For Principles sessions:

DefinitionDefinition Why importantWhy important ApplicationsApplications Literature and examplesLiterature and examples Broader implicationsBroader implications

StatusStatus All sessions posted on Higher All sessions posted on Higher

Education Project websiteEducation Project website Call for comments issuedCall for comments issued Final revisions complete by June 30, Final revisions complete by June 30,

20102010

Questions? Questions? wwaugh@gsu.eduwwaugh@gsu.edu