New from ERI International
4537 Foxhall Drive N.E. Olympia, WA 98516
www.eri-intl.com -- firstname.lastname@example.org
Phone: (360) 491-7785 -- Fax: (360) 493-0949
The CAR is available in automated (computer program) and hard copy (workbook)
? Evaluation of the status of the community program in detail.
? Identifies areas where improvement and further development are needed.
? Quantifies results of this evaluation in measurable terms.
? Produces a 3-year Strategic Workplan that includes details on the priority, time
frame for completion, staff time and other costs for each program element.
? Existing work load analysis, i.e. time being spent by existing professional staff on program
? ERI’s “Managing Emergency Operations (MEO)” course and text (also known as “Blueprint
for Community Emergency Management”) has been updated and rewritten using CAR as the
? The new MEO text serves as the automated CAR “HELP” manual. ? Contact Charles Erwin, ERI Senior Associate, for MEO course information and details.
His email is: email@example.com.
? Local Government Capability Assessment for Readiness (CAR).
ERI’s “Capability Assessment for Readiness (CAR)” assesses the operational capabilities
of local government. Unlike many systems, it is designed to focus on the identification of deficiencies or a basis for corrective actions that need to be taken in order to strengthen local government emergency management programs. The assessment results will assist a local government in establishing priorities and analyzing program performance to improve the quality of local government emergency management programs.
First, it provides local jurisdictions with baseline information that can be used in program analysis and strategic planning. Second, if implemented state-wide, it will foster the develop-ment of a state emergency management baseline specific to that state. This baseline could be further developed into state minimum standards, that would allow local government and the state to then set improvement goals and measure progress towards this baseline in succeeding years. Perhaps the most significant benefit of this progress is that it allows
assessment results to be tracked so that local and state emergency managers can focus
resources on the areas requiring the most improvement.
? Identify existing strengths and weaknesses.
? Evaluate the current state of readiness.
? Develop strategic plans to improve identified weaknesses for terrorism and other
? Justify existing program staffing and budget.
? Demonstrate the need for additional program development resources, e.g. additional
staff, budget, support from other community agencies, etc.
? Support professional development and accreditation programs.
The following 13 Emergency Management Functions (EMFs) comprise the elements of a community
emergency management program as per the Federal Emergency Management Agency (FEMA).
? EMF 1 Laws And Authorities
? EMF 2 Hazard Identification And Risk Assessment
? EMF 3 Hazard Management
? EMF 4 Resource Management
? EMF 5 Planning
? EMF 6 Direction, Control And Coordination
? EMF 7 Communications And Warning
? EMF 8 Operations And Procedures
? EMF 9 Logistics And Facilities
? EMF 10 Training
? EMF 11 Exercises
? EMF 12 Public Education And Information
? EMF 13 Finance And Administration Every day, local emergency management officials are faced with decisions that relate to provid-ing emergency services to its citizens. Now more than ever, these local leaders are faced with constant pressure of doing more with less, and many local government executives are hard pressed to justify any increase in expenditures unless they can be attributed directly to im-proved or expanded service delivery in the community. This effort is often hampered by the lack of a state accepted set of criteria by which a community can judge the level and quality of emergency management.
Many professional groups have developed accreditation systems to establish industry-wide bench-marks for management and overall organizational performance. It is critical that emergency management organizations have a well-defined, recognized measurement tool that can be used to evaluate operational effectiveness for elected officials at the local level of government and the citizens and communities served.
? Provides for periodic organizational assessments to ensure effectiveness. ? Assists in raising the level of professionalism within the organization and
ultimately within the profession.
? Allows for assessment of the status of State/Local Emergency Management Partnership. ? Allows for a state perspective on emergency management capabilities and trends (the
emergency management baseline).
? Provides a foundation for the eventual establishment of standards for emergency
? Allows for review of operational capabilities before seasonal storms or other hazards
im-pacting local government to assist in building disaster resistant communities. ? Changes the emergency management culture from one that reactively responds to
disasters, to one that actively helps communities and citizens avoid becoming
A local "Emergency Management System Capability Assessment" provides a common format for
an assessment of local government emergency management organizations, and allows state
and local emergency management agency staff, to communicate strengths and areas needing
improvement. The local government assessment process seeks to answer three very basic
1. Is the emergency management program comprehensive for the needs of the jurisdiction?
2. Are goals, objectives and mission of the system being achieved?
3. Is local government able to utilize resources through a strategic planning process?
Finally, local government must be able to meet the increased demands that the public places
on government during an emergency or disaster. Expectations of the citizens that are served
by government must become the focus of emergency planning and operations.
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“Virtually every community is vulnerable to serious emergency, disaster . . . and the cost
of suffering, life and property can be devastating high . . . citizens remain apathetic
about emergency preparedness. Hence, there is an irony in the concept of emergency
management. Under normal circumstances, citizens and the governments serving them, do not
place a high priority on developing or participating in emergency management programs.
Yet, citizens expect their local and state government leaders and emergency responders
to manage a disaster effectively if one should occur in their community."
-IEMS Program, International Association of Fire Chiefs
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