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Emergency Management Doctrine

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Emergency Management Doctrine

The preparation stage is the most important phase of emergency management. The phase involves continuous planning, exercising, and equipping. These activities are important since we cannot avoid emergent situations. Rather, the level of preparedness of emergency response teams is what is going to determine the damage that will result (Mojtahedi Bee, 37).

The emergency response manager should be housed in the fire department. This way, the emergency teams from both departments can better co-work in case of a disastrous situation. Otherwise, they would take unnecessarily long to respond to calls leading to greater loses (Mojtahedi & Bee, 44). A stand-alone emergency department is as much unprepared to deal with urgent situations as is one that is under-staffed or has inadequate resources. These features reveal that the local government involved does not care much about emergencies probably because it has not experienced a major disaster before or there are not enough funds.

As Quarantelli notes, Both Emergency Operation Centers (EOCs) and fusion centers play a critical role in facilitating the country’s homeland security efforts (380). Fusion centers enable security officers to gather information regarding potential threats, while EOCs ensure rapid and effective response in emergency circumstances.

A bible passage that goes well with the concept of emergency management is Proverbs chapter 27 verse 12. In this passage the writer of the book of proverbs implores faithful to be wise and prepare themselves for unfortunate happenings otherwise they perish when disaster strikes. The passage is important in disaster management as it stresses the need for preparedness.

Works Cited

Mojtahedi, Mohammad, and Bee Lan Oo. “Critical attributes for proactive engagement of stakeholders in disaster risk management.” International Journal of Disaster Risk Reduction 21 (2017): 35-43.

Quarantelli, Enrico L. “Disaster crisis management: A summary of research findings.” Journal of management studies 25.4 (1988): 373-385.

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