Contemporary Governance in Emergency Management

1. Contemporary Governance in Emergency Management Michel C. Doré Ph.D. CEM Associate Deputy Minister Government Emergency Management Coordinator Ministère de la Sécurité publique

2. Presentation objective • Define the various features of emergency management and the required considerations with regards to its governance

3. Presentation outline • Definitions • Governance principles • EM historical evolution • EM features • Governance requirements in EM • Current implications

4. Definition • Emergency management • « the management of emergencies concerning all-hazards, including all activities and risk management measures related to prevention and mitigation, preparedness, response and recovery » (Emergency Management Framework for Canada, 2007)

5. Definition • Governance • « the process whereby societies or organizations make important decisions, determine whom they involve and how they render account » (Institute on Governance, 2002)

6. Governance principles • Strategic vision:  The ability to define a purpose and outcome for an organization and seek buy-in for these from political leaders and stakeholders; • Values and ethics:  The organization must not only act, but must also be seen to act, in an ethical manner consistent with the broader values of society, mindful of legal and other obligations. • Transparency in decision-making:  An ideal state rather than a necessity given that public sector decision-making requires varying degrees of confidentiality (either imposed by law or practice).  However, efforts to promote transparency through outward communication activities aimed at stakeholders and the public should be a key activity of any public-sector organization.  • Collaboration:  Many issues today rely on the actions of more than a single actor.  For public sector organizations, collaboration that enhances the realization of public-policy ends should be encouraged and fostered. • Clear accountability:  For decisions to be made and accepted, accountability needs to be spelled out. (Institute on Governance 2010)

7. Emergency Management Historical Evolution • Social solidarity (relief effort) • Ad hoc (emergent organisations) • Military (operational response) • Bureaucracy (preparedness-response) • Governance (risk management)

8. Emergency Management Dimensions • Prevention-Mitigation • Utilitarian focus: cost-benefit analyses • Preparedness • Process focused: planning, training, exercising • Response • Result focused: safety, security and dignity • Recovery • Process focused: back to normal bureaucracy

9. Governance Requirements EM organisations • Reside in bureaucratic structures • Operate according to the governance of their structure • Encourage utilitarian initiatives and investments for prevention-mitigation • Need to move away from their bureaucratic environment to insure an optimal response

10. Operational Shift • Bureaucratic assumptions allow for expected processes to generate expected outcomes out of expected circomstances • Disaster response requires adapted processes to generate expected outcomes out of UNexpected circumstances

11. Current Implications • Mixed and confused approaches to implement appropriate and adapted governance in EM • Need to aknowledge that EM operates under diversified circumstances • Need to train emergency managers for different contextual environments • Need to avoid any attempts to “bureaucraticise” emergency response

12. Questions and comments

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