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	EMERGENCY MANAGEMENT - A DIFFICULT ENTERPRISE Carrie Barnecut, BPA Emergency Services Coordinator, Coastal Region, California State Office of Emergency Services Many advances were made in the aftermath of the 1989 Loma Prieta earthquake in California, but the momentum diminished far to quickly to accomplish everything done that could have been done in the area of emergency management. Without a disaster fresh in the minds of citizens and elected officials, pre-disaster actions are hard to sell. William Waugh writes, “What is learned from the problems encountered (and engendered) by FEMA is that emergency management is at best a difficult function...” . So where do we go from here?
The enterprise of emergency management would be less difficult if: Our issues had more relevance to policy makers; that they were less resistant to regulation and development planning. We had strong political and administrative lobbyists. Information about natural hazards and disaster reduction techniques was well disseminated and used. Our profession was more recognized as being essential. All jurisdictions’ managers were actively involved in the emergency planning process. Hazard mitigation was a component of a jurisdiction’s comprehensive plans. Homeowners and other decision makers fully understood the risk of loss from natural disasters.
Our task is made more difficult as the cost burden of recovery is shifted more and more to local jurisdictions. Given this trend, policy makers need to decide what is cost effective so informed decisions about mitigation and preparedness can be made. Emergency managers can help city planners make the right decision. As a profession, emergency managers must forge relationships with professional from various other disciplines and areas of expertise. As professionals, we must become experts in public administration, especially in the area of budget and policy making. This increase in our knowledge base will help us do our job effectively.

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