Where is the real problem?

Several stories in the news lately talk about changes and reorganizations involving emergency management agencies. Reasons for the changes run from problems with the EMA to funding to more efficient government, and everything in between. The question is - where is the real problem?

Emergency management, especially at the local level, is a little understood and vastly overlooked profession, as we all know. Comments made by well-intentioned but uninformed people continue to spread the inaccuracies. Depending on who you talk to, the sheriff, fire chief, police chief, public works director, or anyone else doing a good job at the moment are the best person to run the emergency management program. Arguments are made that the EMA costs too much, even though the change in organization brings no difference in costs. If the prior EMA management did not cut the mustard (either real or perceived), the answer becomes move the EMA under someone else. Sometimes the thinking is whoever has lights on the vehicles or guns on their side are the answer.

When you dig deeper, however, the real strengths and skills a good emergency manager are overlooked. The ability to coordinate disaster reimbursements, the knowledge of federal grant regulations, or the skill to bring together vastly disparate needs are not part of the equation of who can best do the job. While sometimes the underlying reason for changes or reorganization are uncontrolled politics or poor leadership, many times it is simply a lack of understanding. The first question should be - were the decision makers and leaders properly and fully educated on what is emergency management? If we as the emergency management profession are not educating, and are willing to stand by while these situations go on without providing comment or input, then we should not be surprised at the results.

Everyone (fire, EMS, law enforcement, public works, public health, business, etc.) has an important part in the big picture. We can not let the role of emergency management get lost in the shuffle again. We must keep telling people who we are and what we do, not just to ensure that we can do our job, but to ensure that the public gets the best out of their tax dollars.