Geoscience Reference
In-Depth Information
In these definitions, some common words appear, such as “plans/planning” and
“goals.” For the purposes of this chapter, a hybrid of these definitions is going
to be used—a strategy is a plan or method used to provide efficient and effective
direction for use of resources in meeting organizational goals. In this chapter, the
purposes for developing an Emergency Management program strategy, and the
methodologies that can be used in their development, will be discussed.
Why Develop a Strategy?
There are various reasons for why a strategy should be developed. In this section,
reasons for strategy development will be outlined. These reasons can be used to
“sell” the idea for developing a strategy to other staff members (strategy devel-
opment is not a solo project—this will be discussed later in this chapter). Also,
whether they realize it or not, Emergency Management departments and organi-
zations are businesses. They can be a division (department) of an overall business
(jurisdiction or organization). They usually have a budget (no matter how large or
small), and they hopefully are providing a service to their constituents (whether
internally or externally). If the Emergency Manager begins to think from a busi-
ness standpoint, the development of a strategy (business plan) begins to make
sense. It does not matter if the Emergency Manager works in the public sector,
the private sector, or the volunteer sector—the development of a strategy for the
Emergency Management department, program, or organization is a necessity. Let
us look at why.
Justification of Program and Projects
As the economy fluctuates, situations arise that may bring people to question the
justification for particular programs and functions. Emergency Management is not
immune from this. Many have had the unfortunate experience of cutbacks and
reductions in funding that have left many Emergency Management programs with
minimal staff and resources to deal with an ever-increasing workload. During such
economic times, Emergency Managers often find themselves answering the ques-
tion: “So, what are you working on when there aren't any disasters?” or “What
is it that you do?” Emergency Management in its purest sense, as a profession, is
largely misunderstood by the public and sometimes even by those that hired them.
Emergency Management is a profession that usually is not on the “front lines” in
the public eye on a day-to-day basis. Therefore, what the Emergency Manager does
is typically not very obvious to the casual observer. For this reason, it is important
that Emergency Managers have a written document showing what it is that their
department or organization has done, is doing, and plans to do in the future. The
strategy document helps to further legitimize programs and efforts put forth by the
Emergency Management department or organization.
