Essays on Emergence Management in Local Government Authority Research Paper

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Emergence management in Local government Authority Abstract Emergency management should a priority to any serious organization that dreams of stabilizing and achieving constant production and operation. Emergency management should encompass various modules such as preparedness to and mitigation of the potential risks, and strategies of recovering from the damages of the disaster and calamities. The following paper is a presentation the Department of Emergency Management in a local government authority indicating the budgetary proposals and measures that should be taken to mitigate, prepare and recover in case of any disaster or calamity with the perimeter managed by the authority. The Department of emergency management recognizes and fully understands the probability of various forms of disaster that can hit our organization and the entire society where we operate.

The Department of Emergency management also understands the potential causes of various types of disasters within the environment where the organization undertakes its operation. In addition, the Department of Emergency Management (DEM) in this local government authority understands the possible effects and losses that various forms of disasters and catastrophes can cause to the local residents.

In managing disasters and emergencies, the DEM is sensitive to inform the executive management about the strategies set to ensure mitigation of particular disasters, preparedness to tackle various disasters and recovery from the particular form of disasters. In the proposal of the methodologies, DEM has also indicated the financial costs for successful achievement of the plans and goals, and in conformity to the mission statement and objectives of the organization. First, the Department of Emergency Management (DEM) recognizes the current state of the art where most of operations in the organization are carried through integrated computer and technological systems (Teutsch, 2010).

DEM understands that most of the critical information about the organization is kept in the computers. DEM also understands the losses that may be suffered by the organization in case of damages on the information and computer systems. In that line, DEM has since identified information system as one area prone to risks and thus the need for protection. In order to protect the information and save the organization from loss of vital information, DEM requests the executive committee to provide an annual budget US$40000 for integration of the IT systems.

The integration of the IT system shall involve recruitment of qualified IT experts and purchase of software and hardware to provide backup and redundant systems to assist in easy retrieval and recovery of essential information in case of disaster. Second, DEM understands environmental changes that may result to severe calamities like the drought and floods that may affect human health and even cause hunger and starvation within the perimeter administered by the local government authority. To mitigate the severe effects of environmental changes that may result from drought, the DEM is out to persuade and advise the executive committee to approve an annual budget of $600000.

The estimated budget will be used in purchasing 50 hectares of land to supplement the existing 100 hectares held by the organization. The budget is also structured to assist in the purchasing of seeds and machines that will be used in cultivation and planting of crops in the selected lands (WHO, 2007). The money will also in constructing modern food stores where the harvests can be stored safely and in good condition while waiting the striking of drought.

If approved, the budget shall also cover for purchase of trucks and vehicles that can be used to distribute relief food to the families affected by the droughts. Learning from the 125 deaths caused by annual floods as estimated by Federal Agencies, DEM has found it necessary to persuade the executive committee to accept and approve a budget proposal of $500000 (United States Department of Labor). When approved, this budget will help in various ways from preparedness, mitigation and recovery from the effects of floods.

The budget will assist in dredging of furrows across the flat regions to ensure good drainage of the waters. The budget will also cater for harvesting and storage of the flood waters for future use in irrigation upon the onset of drought (Fleming, 2002). Since floods accompany rains, the budget will also assist in the purchase of water tanks and hiring of expertise to ensure safe collection and storage of the clean rain water that will be supplied to the households during the onset of the dry seasons.

In addition, the budget will also help in hiring of choppers for evacuating citizens at the times of floods. Furthermore, the budget shall be used in purchasing and establishment of temporary structures for settling the victims of floods. The budget is also set to cover purchase and supply of food aids and relief to the victims of flood. Moreover, DEM realizes the need to educate and create awareness to the citizens about the main issues concerning floods and therefore part of this budget shall be used in accomplishing public education (Csiro, 2000).

Third, DEM is aware and alert of fire calamities that may strike streets and residential areas within the perimeter administered by the local government. DEM also recognizes the potential effects of fire outbreak to the life of human beings and environment in general. In that respect, DEM request the executive committee of the local government authority to approve an annual budgetary proposal of US$120000. When approved, the budget is set to cover construction and maintenance of access roads to facilitate easy penetration of firefighters in case of fire outbreak in certain areas.

The budget will also help in purchasing of modern firefighting facilities including high power engines capable of sprinkling water to the highest possible storey building. The money will also be used in installation of modern smoke sensitive alarms in all buildings within the territory of the local authority (Fagel & Fagel, 2011). This will enhance and integrate speed of communication to the fire fighting centers to ensure minimal damage caused by an urgent fire outbreak.

The budget should also cater for purchase of at least two choppers for patrolling the region and also enhancing the process of fire extinguishing from the upper atmospheres, and evacuation of trapped victims. With daily technological advancements, the budget shall also be used to train the firefighters about the emerging technologies of mitigating and tackling fire tragedies (Phelan, 2008). Furthermore, the funds should also be used to install high-tech fire extinguishers containers along the streets. Department of Emergency Management (DEM) also need to remind the executive committee on the general precautions and needs for managing and addressing general disasters.

The general requirements in handling various disasters are communication systems and ambulances, all of which facilitates easy and quick response from the local authority (Bumgarner, 2008). DEM finds reasonable grounds to call upon executive committee to adopt and approve a budget proposal of US$1000000. This will be used in purchase of high speed ambulances as well as installation of integrated communication systems and facilities across the entire perimeter managed by the local government authority. DEM also propose for approval of an annual budget of US$850000 for maintenance purposes of the communication, transport, machines and technical instruments used by the organization in ensuring prompt management of disasters.

The local government should also push citizens to buy insurance covers with the local insurance companies in order to avail financial and property security to the citizens in the event of disasters or calamities (Bumgarner, 2008). In conclusion, Department of Emergency Management (DEM) found it appropriate to inform the executive management committee that the indicated financial value may be subject to fluctuations that may assume downward or upward trends.

Therefore, executive management committee should not expect the values to remain the same of long period of time. When approving the budgets, the executive committee should not rely on the exact estimates, but can always adjust to excess the estimates by certain values to allow room for managing unexpected constraints. References Bligh, A. (2010). Disaster Management Strategic Policy Framework. Retrieved March 8, 2012 from: http: //www. disaster. qld. gov. au/Disaster%20Resources/Documents/Disaster_Management_Strategic_Policy_Framework. pdf Bumgarner, J. (2008). Emergency management: A reference handbook. Santa Barbara, Calif: ABC-CLIO. Fagel, M. & Fagel, M. (2011). Principles of Emergency Management: Hazard Specific Issues and Mitigation Strategies.

New Worcestershire: CRC Press. Fleming, G. (2002). Flood risk management: Learning to live with rivers. London: Thomas Telford. Haddow, G., Bullock, J., & Coppola, D. P. (2011). Introduction to emergency management. Burlington, MA: Butterworth Heinemann. Phelan, T. (2008). Emergency management and tactical response operations: Bridging the gap. Amsterdam: Butterworth-Heinemann/Elsevier. Standing Committee on Agriculture and Resource Management. (2000). Floodplain management in Australia: Best practice principles and guidelines. Collingwood, Vic: CSIRO. Teutsch, K. (2010). Disaster Preparedness &b Recovery: Effective Disaster management Strategies in the 21st Century. Retrieved March 8, 2012 from: http: //www. emergencymgmt. com/disaster/Effective-Disaster-Management-Strategies. html Tierney, K., Indell, M.

& Perry, R. (2001). Facing the Unexpected: Disaster Preparedness and Response in the United States. New York: Joseph Henry Publishing. United States Department of Labor. Occupational Safety and Health Administration: Floods. Retrieved March 8, 2012 from: http: //www. osha. gov/SLTC/emergencypreparedness/guides/floods. html WHO. (2007). Risk reduction and emergency preparedness: WHO six-year strategy for the health sector and community capacity development. Retrieved March 8, 2012 from: http: //www. who. int/hac/techguidance/preparedness/emergency_preparedness_eng. pdf

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