Emergency management : concepts and strategies foreffective programs

Cover
Title Page
Copyright
Dedication
Contents
Preface to the Second Edition
Preface to the First Edition
Introduction
Chapter 1 Historical Perspectives: The Evolution of Emergency Management
	Why Study History?
	Lessons From History
	The Advent of Disaster Legislation
	The Growth of Disaster Bureaucracy
		From Military to Civilian Leadership
		Civil Defense and Disaster Relief Merge
	Conclusion
Chapter 2 Historical Perspectives: Toward a National Response Strategy
	The Origins of National Planning
	September 11 and The Impact of Homeland Security
		The Marginalization of Emergency Management
		Capabilities‐based Planning Replaces All‐Hazards Planning
	The Pendulum Swings Back: Hurricane Katrina
		A Failed Response?
		Degraded Capabilities and Confused Planning
	Reform and New Planning Concepts
	Conclusion
Chapter 3 Social Science and the Beginnings of Emergency Management Theory
	Social Science as an Emergency Management Tool
		Social Science Evolves Emergency Management Theory
	Emergencies, Disasters, and Catastrophes
	Disaster Mythology
	Organizational Response
	Conclusion
Chapter 4 The Emergency Manager: Evolving Roles and Shifting Paradigms
	Conflicting Roles
	The Emergency Manager as Program Manager
	Toward Professionalization
		Emergency Management as a Field
			Technical Knowledge
			Standards of Conduct
			Qualifications
			Occupational Groups
		Emergency Management as a Discipline
		Emergency Management as a Profession
	Conclusion
Chapter 5 Establishing the Emergency Management Program
	Program Administration
		Developing a Governance Structure
		The Administrative Plan
	Strategic Planning
		Formulating Vision
		Establishing Goals and Objectives
		Developing the Strategic Plan
			Enabling Authorities and Legislation
			Grant Requirements
			Best Practices
	Program Elements
		Resource Management
		Training
		Finance
	Program Evaluation
		Quantitative Assessment Tools
		Qualitative Assessment Tools
			Exercise Programs
			Actual Incidents
		Corrective Action Program
	Conclusion
Chapter 6 Assessing Risk
	The Nature of Risk
	Risk Assessment Methodologies
	Hazard Identification
	Hazard Analysis
		Simple Matrix Analysis
		Indicators and Numerical Ranking
		THIRA and Context Analysis
		Intuition
	Impact Analysis
		Business Impact Analysis (BIA)
		Adaptive Business Continuity
	Continuity of Government/Continuity of Operations
		Federal Guidance
		Critical Functions and Process Analysis
	Conclusion
Chapter 7 Developing Strategy
	A New Look at an Old Model
	Risk Management Strategy
	Mitigation Strategy
	Recovery Strategy
	Response Strategy
	Preparedness Strategy
	Using Strategy to Guide Planning
	Conclusion
Chapter 8 Planning Concepts
	Plans Versus Planning
	The Planning Continuum
	Planning Methodologies
		Planning Assumptions
		Scenario‐Based Planning
		Functional Planning
		Capabilities‐Based Planning
	Effective Planning
		Simplicity in Planning
		Operational Phases
		All‐Hazards Planning
		Decentralized Execution
		Putting the Pieces Together
	General Planning Principles
	Conclusion
Chapter 9 Planning Techniques and Methods
	Establish a Planning Structure
	Use a Meeting Facilitation Process
		Meeting Agenda
		Conducting the Meeting
		The Meeting Memorandum
	Develop an Action Plan and Set Deadlines
	Managing Multiple Projects
		Annual Work Plans
		Graphic Planning Tools
	Facilitate Decision‐Making
	Use Common Plan Formats
		Determining Plan Content
	Use Graphic Tools
	Use Exercises to Test Concepts
	Keep it Simple
	Conclusion
Chapter 10 Coordinating Response
	Operational Response
	Incident Management Systems
		Unified and Area Commands
		Multiagency Coordination Systems
		Emergency Operations Centers
	Communications and Interoperability
	Information Processing
	Mutual Aid
	Resource Management and Logistics
	The Joint Information Center
	Conclusion
Chapter 11 Leading in Crisis
	Principles of Emergency Management
	Program Leadership
		Building a Leadership Team
		Establishing Relationships
		Making Decisions
	Operational Leadership
		The Effects of Crisis
		Barriers to Decision‐Making
		Crisis Decision‐Making
	Conclusion
Chapter 12 Crisis Management
	Barriers to Crisis Management
		Disengagement and Inexperience
		Common Leadership Problems
		Appropriate Roles for Senior Officials
	Crisis Management
		Identifying the Crisis
		Isolating the Crisis
		Preparing for Crisis Management
		Hurricane Katrina: Crisis Management Failure
		Increasing Organizational Effectiveness
	Crisis Communications
	Strategic Recovery Issues
	Catastrophic Events
	Conclusion
Conclusion
Bibliography
Index
EULA