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<br />. <br /> <br />Organizational Characteristic 12 <br /> <br />Public/Private Cooperation <br /> <br />Caution! <br />Private companies <br />included in the <br />disaster plan do not <br />know of their pianned <br />involvement. <br /> <br />Description of Characteristic <br /> <br />The emergency management organizational structure should include the entire <br />community, not just local government employees. Emergency management is a <br />community responsibility and the corresponding organization and planning must include . <br />public and private organizations, adjacent jurisdictions, the county, the Salvation Army, <br />associations for the handicapped, associations of insurance agents, etc. In addition, the <br />organization should incorporate organizational resources and networks that already <br />exist within the community; that is, organizations that are currently providing a given <br />service (e.g., assisting the blind) in a disaster situation whenever appropriate. Use of <br />these in-place networks provides three major benefits: <br /> <br />1. A unit of local government does not have to directly provide that service. <br /> <br />2. Cooperation from the public is maximized by utilizing familiar networks. <br /> <br />3. The more community organizations that are made a part of the emergency <br />management organization, the greater will be the depth and breadth of <br />support for the emergency management program in general. <br /> <br />. <br /> <br />Charactenstics a/Effective Emergency Management Organization Structures <br /> <br />67 <br />