The primary obligation of the emergency manager, regardless of authority, is to “protect and preserve the safety” of the citizens of Washington County. The emergency manager must develop relationships with emergency response agencies to facilitate inter-agency operations in an emergency. Inter-agency challenges must dissolve into a seamless emergency response when needed, but the emergency manage
r must also be aware of the limits of each department. It’s frequently the duty of the emergency manager to create and use joint training exercises to highlight and correct weaknesses in emergency response. The emergency manager’s next duty is to coordinate emergency response efforts. As FEMA notes in its emergency manager training, it’s not the emergency manager’s job to direct police or firefighting activities, but to ensure that the plans for both are implemented as required. An emergency response, such as that required by a major disaster, will include relief efforts, assistance to victims on site and evacuees, and reconstruction in addition to a police, medical and fire department response. The emergency manager is responsible for raising community awareness of emergency preparedness and response. By bringing volunteers from the community into the emergency response system, either in an administrative function or as trained, volunteer community responders, the emergency manager can effectively augment the emergency response force and relieve some of the burden from professional responders. Effective training programs for volunteers are available from FEMA and from organizations such as the Red Cross. The emergency manager must develop and maintain good relationships with the members of the media as part of the emergency manager’s job is disseminating emergency information by the most expeditious means possible, the media – from bloggers to newspapers and television – are invaluable conduits for spreading not only “the word,” but the official word, including information to minimize the impact of an impending disaster.
