In autumn 2005, three massive hurricanes Katrina, Rita, and Wilma struck the U.S. with catastrophic results. Hurricane Katrina, in particular, stood out as one of the worst disasters of the past 100 years. The emergency response to Katrina was so inadequate and problematic that the U.S. was humiliated both at home and abroad. These events prompted perhaps the deepest and most sustained examination of public emergency management (EM) functions and systems ever conducted in U.S. history. Citizens, the media, and public officials have questioned the effectiveness of our emergency management systems. The three 2005 hurricanes did for natural disaster response what the terrorist attacks on 9/11 did for counter-terrorism--both glaringly displayed the weaknesses and failures in certain systems, processes, and leadership. Emergency Management: The American Experience, 1900-2005 brings a historical perspective to this ongoing examination. Edited by Claire B. Rubin, this book reviews the past century of historic major disasters in the U.S. and their outcomes, with a special focus on governmental response. Among the types of disasters included are earthquakes, hurricanes, droughts, floods, a pandemic, and an explosion. For 80 of the past 105 years, the federal government s role in emergency management has been expanding. With virtually every new presidential administration, the organizational forms and functions of EM have evolved. Changes have occurred not only within public management systems and services, but also with the expectations of state and local government officials and the general public. The book is intended to answer two key questions: Why did the federal government get involved in emergency management? Why and how has that role changed? Not a traditional history book, Emergency Management: The American Experience, 1900-2005 provides a unique analytic approach, focusing on the changes in public policies, administration, and organizations resulting from major focusing disaster events. It is an excellent textbook or supplemental textbook for college courses that focus on emergency management.

Emergency Management: The American Experience 1900-2005

David Butler

ROBERT WARD

Richard T. Sylves

Claire B. Rubin (editor)

Keith Bea

John R. Harrald

Melanie Gall

Susan L. Cutter

Gary Wamsley

Public Entity Risk Institute

Emergency Management in Higher Education: Current Practices and Conversations

The book is the result of years of cumulative research in dozens of communities that have experienced extreme events to determine what it takes for a community to truly recover. An extreme event can result from a natural hazard event; an intentional or mindless act of destruction; a large accident; a widespread virulent epidemic; or even an economic crisis brought on by the closure or relocation of a principal employer in the community. Years after experiencing an extreme event, many communities still struggle to recover. "[Recovery] is not putting things back the way they were before , the authors explain. Recovery...means establishing viability within the post-event environment, viability for individuals and households, businesses, local government, and the community as a whole. It means adapting to new realities." Going beyond cleanup efforts and restoring basic services, this book focuses on long-term recovery from disasters, addressing important issues such as local economies, housing and rebuilding, social and psychological consequences, and other consequences of extreme events. The authors looked at factors that impact the recovery process from the nature and extent of the consequences to the characteristics of the affected community. Managing for Long-Term Community Recovery in the Aftermath of Disaster is an invaluable guide for local officials and community leaders. While state and federal agencies and private organizations are helpful in providing disaster relief and restoring services, but responsibility for long term community recovery falls to local officials and the communities they serve. Table of Contents Chapter 1. After the Disaster: The Challenge of Recovery Part 1. Communities, Disasters, and Recovery: Setting the Stage Chapter 2. What Makes for a Community Disaster? Chapter 3. The Cascading Consequences of Extreme Events Chapter 4. Recovery: Beyond Restoring the Built Environment Chapter 5. Forces That Complicate Community Recovery Part 2. Post-Disaster Experiences: What Happened in Other Communities Chapter 6. Often the Local Economy Unravels Chapter 7. Post-Event Demographic Changes Chapter 8. Housing and Rebuilding Issues Chapter 9. Social and Psychological Consequences Part 3. Post-Disaster Experiences: What Happened to Local Governments Chapter 10. Local Government Workload and Employee Stress Chapter 11. A Diminished Revenue Base Chapter 12. Skyrocketing Expenses, Cash Shortages, and Closing the Revenue Gap Part 4. What We Learned About Long-Term Recovery Chapter 13. Responding to the Emergency Chapter 14. Going Beyond Emergency Response Chapter 15. Local Government Operating Systems Must Be Operational Chapter 16. Identifying What Has to be Done Next Chapter 17. Basic Strategies for Rebuilding the Local Economy Chapter 18. Creating and Implementing a Strategic Plan for Long-Term Recovery Chapter 19. Pitfalls in Planning for Community Recovery Chapter 20. Before the Next Disaster: Hazard Mitigation.

Managing for Long-Term Community Recovery in the Aftermath of Disaster

Daniel J. Alesch

Lucy A. Arendt

and James N. Holly

This book is a Six Step Approach to show how to develop and implement an Enterprise Risk Management Program within your organization. This book will cover how various public entities are addressing risk identification, risk assessment, risk analysis, implementation of their ERM program, monitoring and evaluating their ERM program. Examples are taken from public entities that are using Enterprise Risk Management in their organizations: Department of Homeland Security, Center for Disease Control and Prevention, Department of Education, University of California, State of Washington, Penn State University, British Columbia, Dallas Fort Worth International Airport, Washington State Department of Transportation, San Francisco International Airport, MassDevelopment, Dakota County, Minnesota, and Longmont, Colorado. Enterprise Risk Management is able to improve the strategic decision making of an organization by addressing strengths, weaknesses, threats and opportunities in a way that integrates risk management and the strategic planning process.The ERM process is different because it allows organizations to establish internal and external contexts, assess risks, choose appropriate treatments, and then monitor the treatment to the organization's strategic goals. This allows all stakeholders of an organization to have a clear picture of all the risks that could impact their strategic plan within their organization. By identifying all the risks, the organization now has the ability to quantify critical risks and prioritize their risk treatment. When threats and opportunities are understood across the organization, managers will make better decisions that in turn only improve their department's goals but also positively impact the entire organization. The benefits of implementing an ERM program within your organization include: 1) enhanced decision making 2) increased sustainability 3) reduced volatility 4) improved ability to meet strategic goals 5) increased management accountability 6) breaking silos-seeing risk from a holistic approach 7) develop business continuity. A strong ERM program encourages the buy-in of an organization's internal and external stakeholders by establishing strategies, that protect the organization's reputation and assets. No risk management plan is perfect, but an organization that is prepared to identify, assess, analyze, implement, monitor, and evaluate all risks and is willing to work on improving those risk conditions will benefit from an ERM program

Success Stories: Public Entities Adopt ERM Best Practices

Business & Money

Narvaez, Mrs Kristina Louise

Management & Leadership

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