Thesis--University of Florida. / Description based on print version record. Typescript. Vita. Bibliography: leaves 152-158.

In major emergencies or disaster situations it can be anticipated that the normal emergency services will be severely strained, or exceeded, and assistance which is routinely provided by municipal or provincial agencies may not be available. In such abnormal circumstances, there is a need for an expandable emergency response capability, designed to supplement the established agencies. This may involve a number of different agencies, both governmental and private, in a coordinated effort to respond to the increased demands of the situation. This thesis focuses on the component of emergency response known in Canada as 'Emergency Social Services' (ESS) which is based primarily on the involvement of community-based agencies and individual volunteers. ESS is frequently referred to as the 'volunteer component', or the informal sector, as distinct from the formal, day-to-day, emergency response agencies: the police, fire, ambulance, and social services. However, as discussed in Chapter 2, the term 'Emergency Social Services' is not part of the accepted lexicon of the professional literature, and the distinction between ESS and other emergency response agencies, is not the norm in other parts of North America. Chapter 3 reviews the volunteerism literature and concludes that volunteer-based organizations require professional management to be successful, and that without such formal management and support the ESS model is most likely to fall short of its objectives, or may fail completely. In Chapter 4 the evolution of the governing legislation is examined to determine the origins of the isolation of Emergency Social Services from the mainstream of emergency planning, as distinct from a more integrated approach. Chapter 5 describes the ESS model, as presently espoused by the Ministry of Social Services, and analyzes the role of the ESS Director, arguing that this model relies heavily on the personal qualities of the individual ESS Director. Chapter 6 is a case study based on the flooding at Parksville on Vancouver Island. This particular event was selected because it was known to be a case where things had gone wrong and, therefore, merited further investigation. The case study demonstrates that, although Parksville was better prepared than many other municipalities in British Columbia, there were jurisdictional, administrative and perceptual problems which exacerbated the situation. Most particularly, the role of the ESS component, which was well represented by a local service organization, was minimal, and its potential contribution to the multiple needs of the evacuees (e.g., counselling and other personal services) was discounted by the local authorities. Chapter 7 examines some of the major issues identified in the thesis and the case study to determine what lessons can be learned from the event, including the following: perceptual differences between the formal and informal sectors; the need to amend the obsolete legislation; problems related to the respective roles of the Ministry and ESS; the need for professional management for ESS; the ambivalent relationship between the Ministry and the Provincial Emergency Program; and the need for, and the trend towards, a more integrated, holistic, approach to emergency planning. Chapter 8 reviews the thesis, lists the major conclusions, and makes recommendations for changes including: amending the emergency legislation to require municipalities to plan for emergencies which occur within their geographic jurisdiction; transferring formal responsibility for Emergency Social Services from the Ministry of Social Services to the municipalities; and providing professional management and support for Emergency Social Services as an integral part of the emergency preparedness capability of municipalities throughout British Columbia.

In major emergencies or disaster situations it can be anticipated that the normal emergency services will be severely strained, or exceeded, and assistance which is routinely provided by municipal or provincial agencies may not be available. In such abnormal circumstances, there is a need for an expandable emergency response capability, designed to supplement the established agencies. This may involve a number of different agencies, both governmental and private, in a coordinated effort to respond to the increased demands of the situation. This thesis focuses on the component of emergency response known in Canada as 'Emergency Social Services' (ESS) which is based primarily on the involvement of community-based agencies and individual volunteers. ESS is frequently referred to as the 'volunteer component', or the informal sector, as distinct from the formal, day-to-day, emergency response agencies: the police, fire, ambulance, and social services. However, as discussed in Chapter 2, the term 'Emergency Social Services' is not part of the accepted lexicon of the professional literature, and the distinction between ESS and other emergency response agencies, is not the norm in other parts of North America. Chapter 3 reviews the volunteerism literature and concludes that volunteer-based organizations require professional management to be successful, and that without such formal management and support the ESS model is most likely to fall short of its objectives, or may fail completely. In Chapter 4 the evolution of the governing legislation is examined to determine the origins of the isolation of Emergency Social Services from the mainstream of emergency planning, as distinct from a more integrated approach. Chapter 5 describes the ESS model, as presently espoused by the Ministry of Social Services, and analyzes the role of the ESS Director, arguing that this model relies heavily on the personal qualities of the individual ESS Director. Chapter 6 is a case study based on the flooding at Parksville on Vancouver Island. This particular event was selected because it was known to be a case where things had gone wrong and, therefore, merited further investigation. The case study demonstrates that, although Parksville was better prepared than many other municipalities in British Columbia, there were jurisdictional, administrative and perceptual problems which exacerbated the situation. Most particularly, the role of the ESS component, which was well represented by a local service organization, was minimal, and its potential contribution to the multiple needs of the evacuees (e.g., counselling and other personal services) was discounted by the local authorities. Chapter 7 examines some of the major issues identified in the thesis and the case study to determine what lessons can be learned from the event, including the following: perceptual differences between the formal and informal sectors; the need to amend the obsolete legislation; problems related to the respective roles of the Ministry and ESS; the need for professional management for ESS; the ambivalent relationship between the Ministry and the Provincial Emergency Program; and the need for, and the trend towards, a more integrated, holistic, approach to emergency planning. Chapter 8 reviews the thesis, lists the major conclusions, and makes recommendations for changes including: amending the emergency legislation to require municipalities to plan for emergencies which occur within their geographic jurisdiction; transferring formal responsibility for Emergency Social Services from the Ministry of Social Services to the municipalities; and providing professional management and support for Emergency Social Services as an integral part of the emergency preparedness capability of municipalities throughout British Columbia. / Applied Science, Faculty of / Community and Regional Planning (SCARP), School of / Graduate

Univ., Diss.--Zugl.: Nantes, 2005.

No description available.

Thesis (M.A.) - Carleton University, 2003. / Includes bibliographical references (p. 108-111). Also available in electronic format on the Internet.

Thesis (Ph. D.)--Oregon State University, 2008. / Printout. Includes bibliographical references (leaves 112-124). Also available on the World Wide Web.

Mémoire (M.E.S.R.)--Université du Québec à Chicoutimi, 1999. / Document électronique également accessible en format PDF. CaQCU

The combination of modern, technological hazards and overlapping government jurisdictions requires coordinated, multijurisdictional emergency management. The Three Mile Island incident clearly demonstrated the impact of technical hazards and the importance of intergovernmental cooperation. A method is required to understand intergovernmental considerations in emergency management. This thesis derives such a method by proposing a three component model. The first component considers that all intergovernmental relationships are dynamic. Efforts to describe intergovernmental systems in terms of fixed relationships are not accurate. Rather intergovernmental systems are better described by the concept of movement along a scale between relationships that are separate and distinct and relationships that overlap and are interdependent. Relationships change along the scale depending on the strength of case-specific influencing variables. Identification and use of windows of opportunity describes the second component of the model. Institutional opportunists in favor of cooperative, intergovernmental programs must be able to identify and act when opportunities exist. Understanding this second component improves the chances of implementing lasting, cooperative intergovernmental results. The final component of the model emphasizes that by taking advantage of system change at the optimal time, linkages can be established between multiple jurisdictions. In multi-jurisdictional emergency management these linkages are made by integrating emergency plans and procedures. Applying the model by utilizing a case study in multijurisdictional emergency management completes this thesis. The case study documented is an intergovernmental cooperative planning effort between the Department of Energys Savannah River Operations Office and the states of South Carolina and Georgia. / M.A.

CHDS State/Local / Since 9/11 much progress has been made by Federal, State and local authorities to prepare for future Catastrophic Incidents. The March 1, 2004 release of the National Incident Management System (NIMS) mandated the use of Unified Command and Incident Management Teams (IMTs) for multi-agency, multi-jurisdictional incidents. These teams have strong potential for improving complex incident management. However, the potential for interagency conflict threatens effectual IMT functioning in the absence of team skills instruction as part of a national training curriculum. The current curriculum teaches technical skills and ICS role responsibilities, and omits skills needed to build healthy team dynamics. Training for IMTs needs to include more than technical skills ("What to do"), and that Department of Homeland Security (DHS) should expand the curriculum to include team dynamics ("How to do it"). Further, DHS need not "re-invent the wheel" when looking for sources of team dynamic theory, but need only look to and adapt the experience of business and academia. Over the past 20-25 years a variety of inter-organizational networks and Work Teams have been studied and field tested. This thesis examines literature lessons on the problems shared by Work Teams and IMTs, with particular emphasis on effectiveness and managing conflict. / Division Chief, Austin Fire Department