The Mayor and City Council meet for their Regular Session on the 1st and 3rd Monday of every month. Facebook FeedTown of Ocean City 1 day ago CALLING ALL landlords, real estate agents, rental property owners, foreign exchange student sponsors and student advisory groups!!!
James Taylor (left) of FEMA and Brad Frantz, director of Garrett County Public Safety and Emergency Management, check damage from Hurricane Sandy to a roof on a home in Garrett County, Md. In the grand scheme of things, contemporary emergency management is still a relatively new discipline, having only recently evolved from the civil defense era within the last 40 years or so. The maturation of the emergency management discipline also includes more focus on pre-disaster mitigation planning and community resilience. But beyond the grant funding and bureaucratic necessities, emergency managers must ensure their jurisdictions are prepared to respond to the myriad threats and hazards facing their communities.
Emergency management is a constant cycle of preparation, response, recovery and mitigation. Terry Hastings is a senior policy adviser for the New York State Division of Homeland Security and Emergency Services (DHSES) and former deputy director of the DHSES Office of Emergency Management.


For more information, contact the Ocean City Hotel-Motel-Restaurant Association at 410-289-6733. The Town of Ocean City will be hosing a proactive Housing Compliance and Regulations Update tomorrow, April 12 from 9 a.m.
Many of those working within emergency management began their careers in civil defense agencies, and some of those agencies carry the civil defense moniker even today. Today, emergency management professional certifications and academic degrees are becoming commonplace, and emergency managers are taking on new and expanded roles as the threat profile continues to evolve. As such, emergency managers are not just coordinating their activities with local, state and federal public safety officials but with community planners, developers, engineers, architects and economic development experts as well. Yet every jurisdiction has some degree of risk and the same responsibility to be prepared, and the mandates associated with the grant funds are placing the same requirements on the grant recipients regardless of the size of their jurisdiction. Emergency management is often most visible during a crisis, but it is the behind-the-scenes planning and preparation that can make the difference when disasters strike. Local governments need to make emergency management a priority and ensure emergency managers have the resources and executive support necessary to do their jobs.


No one goes into emergency management to become wealthy; many do it in an almost volunteer capacity. There is always a plan that needs to be developed, a training course to teach, an exercise to plan and numerous stakeholders to engage. It may be unrealistic to expect all local governments to have full-time emergency managers, but larger jurisdictions (counties, cities) certainly need to, or they must be willing to live with the consequences of a part-time investment in a full-time job.
That said, if jurisdictions want strong capabilities to be developed (and to not lose their existing professionals to private-sector business continuity and risk-management positions) they need to re-evaluate their current pay scales and offer these professionals the compensation they deserve. Despite the constant workload and executive attention, resource commitments to emergency management are not always there. The return on this investment is an increase in preparedness that will pay dividends when an untoward incident occurs, and proactive emergency managers can help their jurisdictions mitigate or even prevent a disaster.



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