Managing Homeland Security - Essay Example

Managing Homeland Security As the newly appointed Emergency Management Coordinator (EMC) I would like to take some time to introduce you to the functions and responsibilities of this newly created office. As the EMC, I am responsible for reducing and minimizing the potential damage that may occur from a natural or man made disaster, and coordinate the proper response to it. In addition, I work to get the community restored back to the pre-event state. However, I do not do this alone. I work with all the city, state, and federal agencies that may be needed in the preparation, response, and recovery from an emergency event. Initially, my department will be coordinating a risk assessment and mitigation project, where we will assess the potential for damage and work to lessen any foreseeable damage that may occur. I will be working with the city planners and commission to evaluate the existing zoning laws and building codes. We will work with the local and state law enforcement agencies to analyze any potential for man made threats. As risks are encountered, I will work with the appropriate agency or department to resolve any budgetary concerns that are needed to take corrective action. As we work to reduce the risk and minimize the impact, we will also be preparing for a disaster should one strike. We will work with FEMA to draw up an appropriate response plan, and coordinate getting key people the necessary training that they may require. We will also develop a communications system and contact list so that we will be prepared to communicate with the appropriate local, state, or federal agencies and people as needed. We will be appointing numerous emergency planners in the major institutions and organizations in the community that we can coordinate our activity with in the event of an emergency. This will include the public utilities, hospitals, highway department, and public transportation. We will also work with local, state, and federal officials to assure that the city has the necessary resources needed during a disaster. This includes hospital supplies, fuel, and critical survival materials. In the event of an emergency or disaster, our department will coordinate the appropriate level of response. We will be responsible for contacting and monitoring the wide variety of agencies that may be needed. This will vary depending on the type of disaster, but may include fire and rescue, medical personnel, geologists, or the weather bureau. We will have a public information officer that will act as an information liaison between these agencies and the public in an effort to keep the people well informed. The disaster may be able to be handled locally, or may involve FEMA or specialized hazardous materials personnel. We will work with the public utilities to resolve issues with the gas and electric supply. We will also work with public transportation and the highway patrol in the event that an evacuation is needed. As the damage is assessed after the emergency, this department will begin to work to restore the city and its infrastructure. We will work with state and federal agencies in regards to funding and the availability of material resources. Some things may be able to be restored immediately, such as utilities, but other projects may be longer term, and managed by state or federal agencies. Temporary housing may be needed, as well as day-to-day supplies to maintain our daily life. While this department does not directly perform these functions, we assure the correct agency is responding appropriately. 2.) One of my first acts as the Emergency Management Coordinator would be to form an Emergency Planning Committee by selecting some key members from the police department, fire department, and the hospitals, as well as other agencies and organizations. I would then work with the committee to draw up an emergency response plan that outlined the roles of the various agencies in the event of an emergency. One of our first duties would be to create a contact list and a communications plan. I would also work with FEMA get the necessary training for the committee members. These actions would serve to increase their awareness of emergency preparedness and they can take this knowledge back to their respective organizations. It would also give them some information on their role in an emergency and their part in the overall picture of emergency response. I would also look at this committee as a team. As such, some of the first considerations would be to select people that can work together as team members. Most of the information, ideas, planning, and preparation will come from the team, and not myself. I would need to utilize effective team building skills to get the group dynamics to function as a team. This would include being honest and empathetic with the team members. It would also require expressing to them how valuable they, and their input, are to the city. I would then back them up in any decisions they make, whether it is the need for resources, time, or money. As the team began to gel, I would plan on having some simulated exercises to give the team an opportunity to operate as a team in a real life situation. 4.) To a large extent the threat of weapons of mass destruction (WMD) has been a distraction away from the real core issues in emergency management. For one thing, to be successful, dealing with WMD needs to be done at the mitigation phase. There are federal agencies and systems that routinely improve in that area. However, on the local level resources are better utilized elsewhere. In a local community, mitigating a WMD threat requires the active participation of the citizens through awareness, and an appropriate risk assessment. Unfortunately, WMD received a lot of media hype and invoked a significant fear in the public. There can't be too much active and ongoing law enforcement searching for WMD, with the exception of standard police work that connects criminal activity to larger organizations. Hospitals need to have training and be prepared to respond to a large scale WMD attack, but should not strain their budget at the cost of neglecting more realistic threats. A thorough risk assessment will reveal whether the community has a real WMD threat. This may come from terrorist organizations in the area, or may be because there is a target of significant value. Most cities and geographical areas are at a far greater risk of a natural disaster than a WMD attack, and the planning should be proportional. DHS grants for "weapons of mass destruction teams, urban search and rescue teams, technical rescue teams, HAZMAT teams and medical emergency response teams" are generally reserved for urban areas, and not rural areas (Silverberg, 2008). Most emergency coordinators should focus on mitigating and planning for the most likely natural disasters, while assessing and mitigating the threat of WMD. 5.) There is a problem in the United States that is created when agencies from several different local, state, and national levels are all engaged in an emergency response. Generally, the higher the governmental level, the greater the expertise and resources that are available. However, the value of the first responders at the local level, such as fire, police, and volunteer agencies, should not be overlooked. They are familiar with the area, their resources, and will be the first people on the scene. Emergency coordinators are one of the most critical positions in the event of a disaster. It will be their job to assign responsibilities to the appropriate agency or government level. Responding to a disaster and coordinating all these agencies and organizations will require comprehensive planning before the event, and the managerial skills required to delegate responsibilities and keep egos in check. While the federal government has the resources to monitor terrorist activity, monitor and intercept WMD, and analyze intelligence, the real front line security is accomplished on the local level. The local authorities know the city and its population. They have the ability to develop intelligence on a local level that the federal agencies would find difficult to access. In addition, improved police procedures and information systems puts law enforcement in a position to disrupt the criminal dimension of terrorism. The citizens are the best eyes and ears, and public awareness should be maintained through ongoing programs that educate the public on their role as well as their responsibility in Homeland Security 6.) The skilled emergency manager requires a wide range of knowledge and significant managerial skills. They should have a technical understanding of the risks and threats that they are confronted with. This means a knowledge of weather, biological elements, hazardous materials, and any other hazards that they may face. They also need a thorough understanding of how the city, state, and federal governments and associated agencies operate. This is important for planning and response, as well as for budget concerns. They also need to understand how the political and social environment will impact the planning and response to a disaster. They will also need to be a public relations expert and have the ability to deal with the media and the public. There managerial skills would include the ability to facilitate a large-scale project, while working with individuals on a personal basis. The position requires someone who is highly organized, patient, and able to manage with a 'hands off' approach. The emergency manager can increase their effectiveness through the partnership and cooperation of other agencies. In addition, the resources devoted to training and public awareness can be an effective investment as it helps to develop networks and relationships that can be valuable. For example, working with the city's planning and zoning board can be a big factor in mitigation. Currently, the DHS and DOJ devote 68 percent of their Homeland Security budget to the largest municipalities to fight terrorism (Mayer, 2009, p.2). This should be proportioned out to better serve smaller communities that face natural disasters. The DHS should also drop the strict mandates that govern how the money needs to be spent. This decision would be better made at the local level based on local needs. References Mayer, M. A. (2009). An analysis of federal, state, and local homeland security budgets. Washington, DC: The Heritage Foundation. Silverberg, D. (2008). Looking to 2009 and beyond. Retrieved April 25, 2009, http://www.hstoday.us/content/view/1698/92/ Read More