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CCP 11-19-2001
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CCP 11-19-2001
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<br />Foreword <br /> <br />. <br /> <br />Dear Reader: <br /> <br />The terrorist attacks on the World Trade Center Towers and the Pentagon have <br />made us all feel very vulnerable, and call into question whether or not as public officials <br />we have done all we can to prepare our communities for a disaster, <br /> <br />Disasters are, by definition, unusual, extreme events that cause extensive harm <br />to life and property. Disasters can happen anywhere, and even the smallest town or <br />rural county should have a current disaster response and recovery plan, <br /> <br />Paper plans, however, are only as good as the people and organizations for <br />which they are written, Providing leadership during a time of severe crisis is challenging, <br />It is next to impossible if you don't have a good understanding of what your specific role <br />is during a disaster -- either as an elected official or as a manager, We watched with <br />admiration as New York Mayor Giuliani provided leadership to the citizens of his city; he <br />did the things that, if properly rehearsed and exercised, every local government local <br />elected official should be prepared to do, <br /> <br />Citizens expect their local leaders to: <br /> <br />. Provide information on alerting signals, action to take, and the like, in <br />advance of the disaster. <br />. Quickly and accurately assess the magnitude of an emergency and keep <br />the public informed throughout the incident. <br />. Provide for the rapid restoration of services, even when specific services <br />are not the direct responsibility of the local government, such as with <br />private utilities, <br />. Provide for (or help provide access to) recovery services, such as family <br />reunification, insurance claim preparation, tex counseling, etc, <br />. Provide information on, and specific action steps toward, mitigating the <br />impact of future emergencies, <br /> <br />. <br /> <br />Characteristics of Effective Emergency Management Organizational Structures is <br />a self-assessment tool that was prepared especially for use by the chief administrator <br />(elected or appointed) of a local government. It originated from research conducted by <br />the International City/County Management Association (ICMA) in the late 1970s for the <br />Defense Civil Preparedness Agency, a forerunner of today's Federal Emergency <br />Management Agency (FEMA), The research, in which I as a young ICMA staff member <br />took part, was led by Lisa Stevenson, at that time ICMA's Director of Contract <br />Research, and Harvey Ryland, formerly president of Ryland Research, Inc., and now <br />President of the Institute for Business and Home Safety (IBHS), <br /> <br />The research consisted of reviewing the operations of more than 300 local <br />government emergency management agencies, and developing dozens of on-site case . <br />studies of local government emergency management operations, The end result was <br /> <br />Characteristics of Effective Emergency Management Organization Structures <br /> <br />7 <br />
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