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0 CAR Brochure-1

By Sharon Gonzalez,2014-05-14 18:54
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0 CAR Brochure-1

    New from ERI International

    4537 Foxhall Drive N.E. Olympia, WA 98516

    www.eri-intl.com -- info@eri-intl.com

    Phone: (360) 491-7785 -- Fax: (360) 493-0949

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The CAR is available in automated (computer program) and hard copy (workbook)

formats.

? 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

    elements.

? ERIs Managing Emergency Operations (MEO) course and text (also known as Blueprint

    for Community Emergency Management) has been updated and rewritten using CAR as the

    foundation.

    ? 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: charlese@accessnw.net.

? Local Government Capability Assessment for Readiness (CAR).

ERIs 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

    threats.

    ? 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

    management.

    ? 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

    disaster victims.

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

    questions:

    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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