EMUSA Local Role in Emergency Management
LOCAL ROLE IN EMERGENCY MANAGEMENT
■ Roles of Local Government in Emergency Management
■ Responsibilities of Local Government in Emergency Management
■ Effectiveness
■ Problems
■ Organizational Location of Emergency Management
■ Role of Emergency Manager in Local Government
■ Effective Emergency Management KSA’s
■ Existing Emergency Services Agencies and Organizations
■ Local Emergency Planning Committees (LEPC’s)
■ Problem Areas in Local Emergency Management
Sources to Consult:
Britton. 1996. Enhancing Emergency Management Capabilities at Local Government Level.
Britton & Lindsay. 1995. Integrating City Planning and Emergency Preparedness.
Burby & Patterson. 1993. Improving Compliance with State Environmental Regulations.
Dalton.1994.Mandates,Plans and Planners:Building Local Commitment to Dvlopmt. Mgmt.
Herman. 1982. Disaster Planning for Local Government.
May/Birkland. 1994. Earthquake Risk Reduction:Examination of Local Regulatory Efforts.
NC DEM. 1998. Keeping Natural Hazards from Becoming Natural Disasters – Local Govt Workbook.
NC DEM. 1998. Local Hazard Mitigation Planning Manual.
Pagram. 1999.Shifts in EmerMgmt Service Provision:Case Study for Innovative Leadership.
Parr. 1997. Measuring Emer.Mgmt. System Capability in a Changing World.
Petak. 1985. Emer.Mgmt.: Challenge for Public Administration.
Rossi et al. 1982. Natural Hazards & Public Choice: State & Local Politics of HazMitigation
Stallings & Schepart. 1987. Contrasting Local Govt. Responses to a Tornado Disaster in
Two Communities.
Waugh & Ellis. 1999. Emer.Mgrs. for the New Millennium.
Wolensky. 1990. Local Govt. Problem with Disaster Mgmt. Lit. Review/Analysis
Suggested Instructor Readings:
Tierney, Kathleen J, Michael K. Lindell and Ronald W. Perry. 2001. Pp. 47-63 in Facing
the Unexpected: Disaster Preparedness and Response in the United States .
Washington DC: Joseph Henry Press.
Objectives:
To acquire an appreciation of the local context for emergency management with the U.S.
Roles of Local Governments in U.S. Emergency Management
Local governments, whether cities, towns, boroughs, villages, counties, or a parish, are central organizations in emergency management since local government has the primary responsibility for public safety, including emergency response following a disaster.
The local elected government official is usually the person in charge, unless another official has been designated through ordinance or legislation.
Elected and appointed officials at the local level include mayors, county executives, city and county councilors and commissioners. They shoulder the obligation of political responsiveness in disaster and emergency events. Appointed officials, like city managers, have important political and managerial duties in the disaster management realm as well. These officials are responsible for hazards and emergency management policy formulation and oversight.
Emergency Services. There are many important professionals active in the response phase of emergency management and who work at the county or local level. Fire fighters, police, and emergency medical service workers are especially important, though there may be rivalries among them.
Emergency Management. Most counties in the US and most medium to large size cities have an emergency management organization. This organization could consist of one part time volunteer or a staff of paid full-time personnel. The more populated and more disaster prone a jurisdiction is the more likely they are to have full-time paid professionals. The trend is towards having a full-time paid professional at the head of an Office of Emergency Management. This is probably due to an increased awareness of the need for disaster preparedness and emergency management at the local level.
Responsibilities of Local Government and Elected Officials
To be fully effective a local emergency management program requires several components. These components begin with the legal authority for a program and disaster related activities. The nature of local emergency management laws is frequently guided by State law. State law may be either permissive or mandatory—that is, it may allow localities either to organize and conduct emergency management systems as they see fit (permissive), or the State may specify particular requirements that communities must meet (mandatory). Without a solid basis in law, the program cannot flourish.
In general terms, local laws define, with widely varying specificity and scope, who will do what in preparing for, mitigating, responding to or recovering from emergencies or disasters. The objective here is to establish a legal authority for the development and maintenance of an emergency management program and organization and to define the emergency powers, authorities, and responsibilities of the chief executive official and the emergency manager. As noted above it is also of importance that local legislation be in conformance with State legislation.
Once authorized by law, a local emergency management organization must be established within the government structure so that it is recognized by the jurisdiction’s chief executive, other governmental officials, community organizations, and the public as the agency responsible for all-hazard emergency management. This organization needs to be—
• provided with mission, functions and responsibilities statement,
• given authority to develop, implement and maintain a program,
• adequately staffed, based on the jurisdiction’s needs,
• trained in knowledge and skills necessary to manage the program effectively, and
• provided with legal protection for volunteer citizens supporting government personnel during disaster. This protection could include liability, personal injury compensation, good Samaritan protection, and compensation for personal property losses. (FEMA 1984, pp. 2-1–3)
In order to accomplish emergency management functions, a number of program objectives should be developed and maintained, including:
■ Laws and authorities
■ Hazard identification and risk assessment
■ Hazard management (risk assessment, mitigation)
■ Resource management (performance objectives to include personnel, equipment, training, facilities, funding, expert knowledge, materials)
■ Planning (strategic plan, emergency operations plan, mitigation and recovery plans)
■ Direction, control and coordination (incident management system)
■ Communications and warning
■ Operations and procedures
■ Logistics and facilities
■ Training
■ Exercise, evaluation and corrective actions
■ Public education and information (including media)
■ Finance and administration
Conduct Emergency Operations Planning: This entails the development and maintenance of emergency operation procedures appropriate to local hazards, assessments of vulnerability and risk, and the availability of resources. More information of the importance of planning and the planning process will follow in a later unit.
Develop Direction and Control Capabilities: Local governments conduct their day-to-day operations from departments and agencies that are sometimes widely dispersed throughout the jurisdiction. When an emergency occurs, centralized direction and control is required to facilitate coordinated responses by the chief executive and his or her key staff, emergency support service personnel, and representative of private and public sector organizations or individuals who are assigned emergency responsibilities in the jurisdiction’s emergency operations plan. The most effective way to exercise direction and control under emergency conditions is to provide a single site for key officials—an Emergency Operating Center (EOC) or field location. The EOC provides a central location for authority and the dissemination of official information, and allows for face-to-face coordination among personnel who must direct local operating forces.
Many U.S. localities have learned the hard way the importance of coordinating amongst their own emergency services and those of surrounding jurisdictions so that they can efficiently communicate in a disaster situation.
Develop Alerting and Warning Capabilities: This entails developing and maintaining the ability to alert public officials, response personnel, the media, and the public that an emergency may exist—typically from an EOC.
Develop Emergency Communications Capabilities: The objective here is to have a reliable emergency communications capability to permit key officials to direct operating forces in an emergency. The ability of a government to direct its emergency forces is essential to effective operations in an emergency. Although extensive communications systems designed to meet day-to-day needs of government are already in existence, it is necessary to plan for the effective use of these resources—typically through an EOC. .Privately owned communications systems, to the extent that they can be made available, can also be adapted to serve government needs in emergencies.
Develop Continuity of Government Capabilities: This entails having legally designated lines of authority and other provisions necessary to preserve the government under emergency conditions.
Disseminate Emergency Public Information: This entails the development of programs to increase public awareness of hazards and what can be done to mitigate or prepare for them, as well as the capability of providing disaster-related information to the public in an emergency. Awareness and preparedness programs are best conducted in partnership with other community organizations. More information on disaster awareness and preparedness will be provided in a subsequent unit.
Develop Population Evacuation and Sheltering Capabilities: This entails developing a capability to efficiently and effectively evacuate at-risk populations prior to or in an emergency, and the ability to provide emergency shelter and other life support to those who need it.
Conduct Disaster-Related Training and Exercising Programs: This is closely related to disaster planning, for a disaster plan is far from reaching its full potential if pertinent personnel are not provided training related to their disaster responsibilities, and if the disaster plan is not exercised. Further information will be provided on these subjects in a subsequent unit.
Develop Resource-Management Capabilities: This entails being able to quickly acquire, distribute, and use personnel and material needed in an emergency.
Effectiveness
According to Perry and Mushkatel (1986, 137):
Despite the critical roles assigned to local governments in emergency management their performance to date has been spotty…The reasons for this lack of a consistent record are structural (capacity) and inherent in some elements of the management process at the local level. Local government has far more constraints placed upon its revenue production than either the federal or state governments…the mean amount of monies allocated by all cities for emergency management was just over $26,000 in 1982 (Hoetmer, 1983)…the mean for the largest cities was under $450,000…cities with populations between 100,000 and $250,000 were found to average expenditures just over $61,000 in 1982. Thus, local governments allocate a strikingly small amount of money for purposes of emergency management.
Problem Areas
Writing on the problems local governments have in developing and implementing emergency management programs and capabilities, Perry and Mushkatel (1986, 137) note:
To successfully formulate, adopt, and implement hazard management a local government must (1) be aware a threat exists and consider it important relative to the issues; (2) believe that the threat is susceptible to management; and (3) develop or be presented with a politically and economically feasible policy that can be
implemented to manage the hazard. In practice, most local communities assign very low priority to comprehensive emergency management, although some communities may take an interest in one particular hazard.
Organizational Location of Local Emergency Manager
Emergency Management may be organizational located as:
• An Independent Office reporting directly to the chief executive officer or representative.
• Within the Fire department, led either by a civilian or a uniformed officer.
• Within the Police department, led either by a civilian or a uniformed officer.
• Within some other governmental function.
There are pros and cons for each organizational locus. It is sometimes the case though that when emergency management is not the principal emphasis of the larger organization, budgets and attention suffer.
In 1980, the U.S. Conference of Mayors recommended the establishment of either of the following two types of local emergency management structure:
The first is the establishment of an emergency management committee, composed of key officials, to be placed under the auspices of the mayor’s office. Such committees have the advantage of effectively organizing existing personnel, but the disadvantage of not constituting an established office for the conduct of long-term or highly technical planning. The second type of structure recommended…involves the establishment of a separate Department of Emergency Services, equal in status to other departments and reporting to the mayor. Such a department is envisioned as a coordinating center and must balance the disadvantage of greater cost against the advantage of greater planning and response efficacy. (Lindell and Perry 1992, 9–10)
Role of Local Emergency Manager
Most counties and large cities, and many towns in the U.S. have a local emergency program and manager. The larger or more hazard-prone the community the more likely it will be that there will be a full-time and paid emergency manager. Smaller jurisdictions may only have a part-time emergency manager or a volunteer emergency manager (either part-time or full). In addition, the larger and more hazard-prone a jurisdiction is the more likely that the local emergency manager will have a staff. In summary, then, local emergency management agencies range from part-time volunteers with few resources and little authority to large, highly professional organizations with state-of-the-art information technology.
The offices that local emergency managers head go by a variety of names in the U.S.—emergency management, emergency or disaster services, emergency or disaster preparedness, or civil defense.
Where there is an Emergency Manager that person is generally appointed, at the county level, by a County Council or by County Commissioners, depending on the form or structure of the county government. At the town or city level, the responsible emergency management official might report directly to a mayor or mayor’s assistant, to a city or town manager, or to a department head, as in Fire or Public Safety.
Where there is an Emergency Manager or organization, more often than not their role will be:
Advise and inform chief executive on emergency management activities:
– Hazards, vulnerability, resources
– Shortfalls and needs
– Disaster mitigation, preparedness, response and recovery
– Disaster Plan activation
– Emergency Alert System activation
Advocate for disaster-related laws, policies and regulations
– Is there legal authority to declare a state of emergency or to order an evacuation?
– What authority does a declaration of emergency give to policymakers?
– Who orders an evacuation; under what circumstances?
– Who is in charge of an evacuation?
– Where are evacuees to be taken? How?
– Can people be forcibly evacuated?
– What is to be done with pets?
– What is the policy concerning looters?
– Who is responsible for shelter management?
– Can private property be commandeered during an emergency?
– Who pays for private sector resources if utilized during an emergency?
– Can private property be destroyed during an emergency? If so, under what circumstances and guidelines?
Perform a coordinating and support function to existing emergency services
organizations (which provide direct aid in the event of an emergency or disaster) for the
purpose of enhancing a jurisdictions disaster mitigation, preparedness, response and
recovery capabilities.
Develops strategies to combat the hazards threat.
– Determine emergency management situations and issues.
– Identify possible strategies
– Determine criteria for strategy selection
– Select most appropriate strategies
– Plan and implement strategies.
Develops and manages programs, people, resources.
Drafts emergency management budget and looks for funding.
Lead the disaster planning effort. This entails conducting a hazards and vulnerability
analysis and a resource assessment, and putting a disaster planning team together.
Maintains an Emergency Operations Center in a ready status.
– Equips, staffs and trains personnel on operations
– Dissemination point for public warnings and information
– Key personnel and decision-makers work from in crisis
– Gathers and evaluates information in a disaster
– Coordination point for disaster response operations
Promotes establishment and maintenance of Public Warning System and capability to
provide emergency information to citizens in a crisis.
Develops Mutual Aid Agreements and Stand-by Contracts
Responsible for knowing the types of State and Federal assistance available through
emergency management channels.
Develops Shelter Program.
Develops emergency preparedness Training and Exercise program.
Maintains contact with Community Organizations.
Conducts Public Awareness and preparedness programs.
Maintains Lists of Special Populations and their unique needs.
Stays current on disaster/emergency management Research/Issues.
Reviews plans, programs, hazards, and analyses regularly.
Effective Emergency Management KSA’s (Knowledge, Skills and Abilities)
Much research has been done over the past few decades in efforts to determine what distinguished more effective from less effective emergency managers. While a wide variety of alternative terms could be used to get at the points made below, and while there is much overlap between some of these KSA’s, among those that more often turn up in such studies are the following:
Community Outreach: This is distinct from the coordination function—working with groups, organizations and individuals within the jurisdiction—and refers to communicating the importance of the emergency management function, hazards/vulnerability/risk information, and disaster mitigation and preparedness measures to the jurisdictional community at large. (Lindell et al. 1996, citing Mulford et al. 1973)[1]
Diplomatic Skills: This refers to personal communication and demeanor skills which are of particular importance in dealing with a wide range of personnel both within and without one’s organization or jurisdiction. The ability to smooth ruffled feathers, frequently seen in turf battles, and to resolve differences over controversial issues before they become conflicts, is a valuable skill in many occupations, not least of which is emergency management. (Drabek 1987 and 1990)[2]
Executive Support: One must develop the ability to convince one’s chain-of-command of the importance of the emergency management function, mission, goals and programs.
Expert Utilization: Given the low salience of hazards, disasters and emergency management, in general, the use of outside experts, say in academia, can help bolster the case and message of the local emergency manager in a variety of contexts—as in convincing decision makers of the real risks that hazards pose to their jurisdiction. (Drabek 1990)
Extra-Jurisdictional Contact/Coordination: Whatever one’s own jurisdiction, it is necessary to establish contacts and often coordinate with neighboring jurisdictions as well as those possibly below or above one’s own. Thus a county emergency manager should coordinate with neighboring county emergency managers, and with State emergency management personnel, if not with Federal personnel as well.
Interjurisdictional Coordination: Particularly in the various pre-planning and disaster planning areas, it is essential to actively work with a wide range of governmental and private-sector organizations within one’s jurisdiction.[3]
Professional Development: This refers to the necessity to continue to avail oneself of training and educational opportunities, participation in professional organizations, and staying abreast of the professional literature.
Resource Acquisition: The ability to acquire human, technical and capital resources needed for an effective emergency management performance. (Lindell et al. 1996)[4]
Existing Emergency Services Agencies:
In the U.S. reliance, at all levels of government, for disaster response is placed on existing emergency services. Thus emergency service and response organizations have as their primary responsibility the response to day-today emergency and disaster situations. Generally these agencies are part of the traditional units of local government—it’s one of the reasons local governments exist. The primary local emergency response organizations usually are:
1. Fire Departments. These can be volunteer, full-time paid, or a combination of both. In many small jurisdictions citizens still band together to train and to fight fires. The trend, however, is towards paid and around-the-clock on-call departments. Many, if not most, fire departments are increasingly becoming involved in areas other than fire, such as hazardous materials response, emergency medical assistance, and search and rescue operations.
The fire services are a front-line and critical emergency response group. Few other professions assume on a daily basis as much responsibility for disaster and emergency response.
2. Law Enforcement. Police and sheriff departments are the traditional local law enforcement agencies in local US jurisdictions. Their primary function is to maintain law and order and provide protection to the residents of a community. During an emergency, they are called upon to maintain law and order. Traffic control and scene security are frequent disaster responsibilities. They are also called upon to maintain the safety of emergency response personnel, more frequently from the thoughtlessness of onlookers rather than from overt hostile acts. Police are also often perceived by the public as a point of contact for information in an emergency or disaster.
3. Emergency Medical Services (EMS). Emergency Medical Services are traditional responders in emergencies where casualties or injuries are involved. EMS personnel provide emergency medical treatment in the field and arrange or provide transport to hospitals when necessary. EMS services may be organized as an independent agency, a part of the Fire Department, a contracted or privately provided service, or a hospital based service.
4. Finance Department: Responsible for emergency purchasing and record keeping (important when reimbursement is sought from Federal or State agencies).
5. Municipal Utilities: Responsible for the restoration of damaged utilities.
6. Public Works Department. Public Works Departments typically are involved in debris removal and clean-up after a disaster—particularly of public property and roadways. Also much involved in pre-disaster mitigation efforts such as sand-bagging, grading and other engineering activities.
7. Office of Human Resources: Can be responsible for the coordination of volunteers and the processing of temporary employees hired for disaster-related duty.
8. Building Inspection Departments: Frequently involved in or responsible for damage assessment and condemnation of damaged buildings. Can also be involved in the screening of contractors, or the provision of guidelines on choosing reputable contractors (to repair hazard damaged property).
9. Non-Governmental not-for-profit agencies. There are a number of non-governmental organizations throughout the US that have developed emergency or disaster response capabilities. Foremost among these is the American Red Cross, which is organized in chapters in most counties in the country. They provide assistance both to emergency or disaster victims and to emergency response personnel. Further information on the role of volunteer organizations active in disaster will be provided in a subsequent unit.
Local Emergency Planning Committees (LEPC’s)
Also found at the local level are Local Emergency Planning Committees (or LEPC’s), comprised of representatives from government, the general public and stakeholder groups. These were formed stemming from the Superfund Authorization and Re-authorization Act (SARA) of 1986, as a reaction to the Bhopal, India chemical release disaster in which some 2000 people living near a chemical facility were killed by the release of a toxic chemical. The Community-Right-Know feature of the Act requires firms handling hazardous chemicals to communicate information to local agencies and the public regarding the nature, quantity, and dangers posed by chemicals stored at a facility. LEPCs help to solicit and monitor this information and work with local public and private organizations to advance community awareness and preparedness. This law also establishes significant planning requirements for States and localities. Major features of SARA:
1. Each Governor must appoint a State emergency response commission, which is required to designate local emergency planning districts, appoint a local emergency planning committee for each district, supervise and coordinate the activities of these planning committees, review emergency plans, receive chemical release notifications, and establish procedures for receiving and processing requests from the public for information and/or copies of emergency response plans, material safety data sheets, and the Environmental Protection Agency’s (EPA) list of extremely hazardous substances.
2. SARA identifies types of organizations that should be included in the emergency planning committee.
3. Facilities have specific requirements for planning and notification of a release if a substance on EPA’s list of extremely hazardous substances is present at the facility in an amount in excess of the threshold planning quantity for that substance.
4. Facilities must notify the emergency planning committee of a representative who will be the facilities emergency coordinator.
5. Local facility owners and operators are required to provide necessary information to the local emergency planning committee.
6. If a release occurs, SARA legislation requires that the community emergency coordinator be notified.
7. LEPC deadline for plan completion: October 1988.
8. State planning committees can provide additional specific requirements to local planning committees. (Hawkins and McClees 1998, 323)
Problem Areas
Low Disaster Salience—Higher Priorities:
Local government is that level of government least likely to perceive emergency management as a key priority and to pay sustained attention to it, but it is handed more and more responsibility for handling disasters (Cigler 1984; Schneider 1993; Schneider 1992; Wolensky and Wolensky 1990)” (Averch and Dluhy 1997, 75).
Low Disaster Salience—There Will Always Be Disaster Aid:
As a practical matter, local emergency managers have to live with uncertain and fickle public support. A perverse incentive system continues in which many public officials and citizens blithely dismiss the possibility of disaster or rationalize that doing little or nothing to mitigate and prepare for disaster will yield more outside government help if disaster eventually comes. Thoughtful communities and individuals who make an investment in mitigation, preparedness, private disaster insurance and more, end up needing correspondingly less outside government assistance during a disaster and less aid afterwards. In a sense, communities and individuals practicing sound emergency management end up subsidizing irresponsible communities and individuals who do little to prepare. (Waugh and Sylves 1996, 60)
Lack of Funding:
Local officials also have to live with deep-seated hostility toward government planning and regulation. For example, when Georgia communities were required to develop land-use plans as a condition for receiving state economic development funds, local officials were met with public protests against ‘godless Communism’ and big government intrusions into local matters. Suffice to say, local politics can create a very unsettling environment for administrators…..
The resource bases of local governments are affected by state constitutions and statutes. Limits on taxing, borrowing, policymaking authority and organization, may discourage effective local action to address local problems. (Waugh and Sylves 1996, 60 and 62)
What Happens When Local Governments Are Not Prepared
…in its 1990 study of government response to Hurricane Hugo and the Loma Prieta earthquake, FEMA reported generic difficulties encountered by state and local governments in assessing damage, allocating available resources effectively, and forming appropriate interfaces with federal and state decision makers (FEMA 1990). (Averch and Dluhy 1997, 75-76)
A serious weakness after Andrew was the general lack of effective local government response (Morrow and Peacock 1997, 229).
REFERENCES
Averch, Harvey, and Milan J. Dluhy. 1997. Crisis Decision Making and Management. Chapter 5 in Hurricane Andrew: Ethnicity, Gender and the Sociology of Disasters, edited by Walter Gillis Peacock, Betty Hearn Morrow, and Hugh Gladwin. London and New York: Routledge.
Cigler, B.A. 1984. Emergency Management and Public Administration. In Crisis Management: A Case Book, edited by M. Charles and J.C. Kim (Springfield, IL: Charles C. Thomas).
Coleman, Ronny J. and John A. Granito (eds.). 1988. Emergency Management. In Managing Fire Services 2nd ed. Washington, DC: International City Management Association.
Drabek, Thomas. 1987. The Professional Emergency Manager: Structures and Strategies for Success. Boulder: University of Colorado, Institute of Behavioral Science.
Drabek, Thomas. 1990. Emergency Management: Strategies for Maintaining Organizational Integrity. New York: Springer-Verlag.
Dynes, Russell, E.L. Quarantelli, and Gary A. Kreps. 1972. A Perspective on Disaster Planning. Columbus, OH: Ohio State University, Disaster Research Center.
FEMA. 1984. Objectives for Local Emergency Management. CPG 1-5. Washington, DC: FEMA (July). This publication has been discontinued.
FEMA. 1990. Response to Hurricane Hugo and the Loma Prieta Earthquake: Evaluation and Lessons Learned. Washington, DC.
FEMA/EMI. 1989. The Emergency Program Manager. (Independent Study Course IS-1). Emmitsburg, MD: Emergency Management Institute.
FEMA. EMI. 1995. Introduction To Emergency Management Student Manual. Emmitsburg, MD: Emergency Management Institute.
FEMA/EMI. 1998. The Political and Policy Basis of Emergency Management. Written by Richard Sylves for the Higher Education Project. Emmitsburg, MD: EMI.
FEMA. USFA. 1996. Appendix B: Government’s Role in Emergency Management. In Executive Analysis of Fire Service Operations in Emergency Management. Emmitsburg, MD: U.S. Fire Administration.
Hawkins, Thomas M., and Hugh McClees. 1988. Emergency Management. Pages 319–346 in Managing Fire Services, 2nd ed., edited by Ronny J. Coleman and John A. Granito. (Washington, DC: International City Management Association).
Hoetmer, Gerald. 1983. Emergency Management: Individual and County Data. Baseline Data Reports, vol. 15.Washington DC: International City Management Association.
Klonglan, G.E., et al. 1967. See Lindell, Michael, et al. 1996.
Lindell, Michael, and Ronald Perry. 1992. Behavioral Foundarions of Community Planning. Washington, DC: Hemisphere Publishing. Quoted in Mayor’s Manual for Emergency Management by the U.S. Conference of Mayors (1980).
Lindell, Michael, David Whitney, Christina Futch, and Catherine Clause. 1996. The Local Emergency Planning Committee: A Better Way to Coordinate Disaster Planning. Chapter 10 in Disaster Management in the U.S. and Canada, 2nd ed., edited by Richard Sylves and William Waugh, Jr. (Springfield, IL: Charles C. Thomas). Citing G.E. Klonglan, G.M. Beal, J.M. Bohlen, and R.B. Schafer, Analysis of Change in Role Performance of Local Civil Defense Directors, Rural Sociology Report 65 for Iowa State University, Department of Sociology and Anthropology (Ames, IA, 1967); and C.L. Mulford, G.E. Klonglan, and D.L. Tweed, Profiles on Effectiveness: A Systems Analysis, Rural Sociology Report 110 for Iowa State University, Department of Sociology and Anthropology (Ames, IA, 1973).
Marinstein, Jeff. 1998. Cross-Departmental Cooperation and the Politics of Planning and Management. Contingency Planning and Management 3 (February).
Morrow, Betty Hearn, and Walter Gillis Peacock. 1997. Disasters and Social Change: Hurricane Andrew and the Reshaping of Miami? Chapter 12 in Hurricane Andrew: Ethnicity, Gender and the Sociology of Disasters, edited by Walter Gillis Peacock, Betty Hearn Morrow, and Hugh Gladwin. London and New York: Routledge.
Mulford, C.L., G.E. Klonglan, and D.L. Tweed. 1973. See Lindell, Michael, et al. 1996.
Perry, Ronald, and Alvin Mushkatel. 1986. Minority Citizens in Disasters. Athens and London: University of Georgia Press.
Schneider, R. 1992. Governmental Response to Disasters: The Conflict Between Bureaucratic Procedures and Emergency Norms. Public Administration Review 52: 135-143.
Schneider, R. 1993. Emergency Management Systems Coordinators as Political Actors. 1993 Southeaster Conference for Public Administration. (Cocoa Beach, FL, October).
Sylves, Richard. 1998. See FEMA. EMI. 1998.
Waugh, William L., Jr., and Richard T. Sylves. 1996. The Intergovernmental Relations of Emergency Management. Chapter 3 in Disaster Management in the U.S. and Canada, 2nd ed. (Springfield, IL: Charles C. Thomas, 1996).
Wolensky, R.P., and K.C. Wolensky. 1990. Local Government’s Problem With Disaster Management: A Literature Review and Structural Analysis. Policy Studies Review 9: 703-725.
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[1] See, also, R.R. Dynes, et al. 1972.
[2] See, for the business community, Marinstein 1998, pp. 12-15, especially p. 12.
[3] See, for example, Michael Lindell, et alia 1996 (pp. 234-235). They cite Klonglan et alia 1967. See, also, Drabek 1987 and 1990.
[4] Citing Mulford, et al. 1973.
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