Geoscience Reference
In-Depth Information
An Emergency Manager armed with a well-written strategy can provide this
document to anyone who may be looking to justify further cuts in personnel, fund-
ing, or other resources. A properly written and updated strategy should be able to
answer many questions as to what each person (by position) is working on and
plans to work on, as well as what current and future programs will require funding.
Obviously, a strategy does not prevent or deter potential questions, scrutiny, or even
cuts to programs, personnel, and funding. However, it does provide a plan and, if
written correctly, a justification for personnel, funding, and other resources that
help to support the Emergency Management programs.
Mandated Goals and Objectives
Emergency Manager often find themselves inundated with projects that they have
to do in order to meet local, state, or federal requirements. These requirements
can come in the form of plan review and acceptance, grant deadlines, and compli-
ance with the National Incident Management System (NIMS), just to name a few.
The development of a strategy will assist the Emergency Manager in organizing
resources and determining tasks required to meet these mandates. This is critical
in order for the Emergency Manager to be proactive rather than reactive with their
workload.
Program Development and Direction
Development of a departmental or organizational strategy can give the Emergency
Manager a solid idea of what has been accomplished, what is currently being com-
pleted, and what needs to be done. The development of a strategy (as will be seen
later in this chapter) also allows the Emergency Manager to take a look at overall
goals for the department or organization and what steps or tasks are needed to be
completed in order to reach that goal. The thought process in developing these
tasks and subtasks, or initiatives, is typically very intense and time consuming.
However, the end product gives a clear look at what needs to be accomplished in
the present and in the future.
Work Plans and Assignments
Once goals and initiatives to meet each goal are set forth, personnel and resources
can be assigned to each one of them. The Emergency Manager, at this point, can
begin to get a clear picture as to what resources and personnel may or may not be
necessary as the organization or department moves forth. This is very important in
staffing and budget planning. During this point, a Work Plan can also be devel-
oped that outlines each task and subtask within an initiative and assigns personnel
and other resources to it. This can be a separate document that can also be used
to drive the Performance Objectives of staff (to be discussed later in this chapter).
