In the current environment where the federal grant funding programs, that have long sustained emergency management programs at the state and local level, are facing an uncertain future, emergency managers across the country are pacing nervously. We have seen skilled and respected emergency managers at the federal level that have been dismissed, powerful resources canceled like the Building Resilient Infrastructure and Communities Grant Program, and uncertainty develop, which hangs over emergency managers like a dark rain cloud.
Who suffers from emergency management funding insecurities? The answer is simple: the residents.
As we see more wildfires, terrible flooding, stronger hurricanes, increased cybercrimes, the always present terrorism threat, active shooter incidents, and countless other crisis situations, is funding emergency management agencies at the lowest possible level really a smart investment choice? It is a choice for governing bodies to rely almost entirely on federal grants to maintain their emergency management programs. It is a choice to roll the dice and hope a disaster doesn’t occur. Hope is not a course of action.
For those of us on the east coast, hurricane season is again knocking on our door. Emergency Managers will always find solutions and do the best they can with the resources they have to address any situation. It’s how we are wired. But how far can our MacGyver style of disaster management last?
Going into the 2025 hurricane season, emergency managers are facing uncertainty on the future of FEMA preparedness grants that have been a critical financial lifeline that funds employees, resources, maintenance, exercises, and planning. Add in that emergency managers are likely to see a financial threshold increase on the disaster damages that a state much reach before being considered for a federal assistance, and local emergency management programs severely under resourced and funded, and well, you have the proverbial perfect storm.
Who will suffer from these changes? The residents.
I believe in offering solutions with a problem, but there isn’t a simple solution until governing bodies get serious about disaster preparedness and building resilient communities. It is incredible what emergency managers have accomplished and built with limited resources. In my opinion however, we are reaching a precipice on that creativity.
What can we do about it?
1. We communicate openly and transparently: we can be honest with the people we are here to protect. We can explain the current situation and push personal preparedness messaging. We can be honest on the limitations of our response and recovery capabilities. We can transparently provide our limitations so people can understand what to expect.
2. We push personal preparedness like never before: every home should have a disaster preparedness kit. We must explain what personal preparedness looks like and what it means. We need to paint the realistic picture of what a disaster looks like, with residents fending for themselves for 3-5 days. This isn’t being an alarmist; this is being realistic. The Community Emergency Response Team Program (CERT) should be leveraged to work in the preparedness mission- to fundraise, to build disaster kits, to canvass communities, and to put a disaster kit in every home. Finally, emergency managers must align themselves with local volunteer organizations to assist in the personal preparedness initiative.
3. Emergency managers need to urgently talk to elected officials at all levels and must encourage others, especially disaster response and recovery partners, to do the same. This is easier said than done, as many government agencies limit the amount of access employees can have with elected officials, but it is imperative that elected officials understand what emergency management does, how it works, what the costs truly are, and what that investment pays for. As most governments are working on their budgets as I write this opinion piece, now is the time to speak up.
4. Elected officials must ask questions. Disasters should not be politicized as it complicates an already ridiculously complicated situation. Elected officials need to understand what the profession does, what it needs, and how it impacts communities. Conversely, they must understand what it looks like when you don’t have these functions, resources, and capabilities from a consequence perspective. In a season of fiscal conservatism, certain functions of government are prioritized- I think we can agree that public safety should be a priority.
5. Elected officials should find fee-based revenue generators to offset reliance on federal funding and tax dollars. Many governments across the country establish minimal fees that are tacked on to building permits, driver licenses, printing of documents, fish licenses, and others to help offset costs. A nominal fee that doesn’t place undue financial stress on the residents is possible. For example, a $0.05 fee on a driver license renewal would have minimal impact on the resident, but could generate sizable revenue for emergency management programs.
Taking this a step further- I would recommend that 60% of whatever fee structure is adopted should go to local emergency management programs with the remaining 40% going to state emergency management agencies. This financial infusion would help local communities to invest in disaster preparedness, response capacity, salaries, and more.
In closing, the focus must be on:
– Building personal resilience of the residents in our community.
– Building local government emergency management programs with a resiliency and preparedness focus.
– Building state emergency management agencies with a focus on filling the gaps for local governments and supporting their efforts.
The time is now to make changes. This hurricane season may be interesting and may look different than previous seasons in terms of disaster response and recovery. If we sit back and wait to see what happens, we don’t suffer the worst- the residents do.
This is an opinion piece and not representative of any organization, unit of government, agency, or group that the author is or has been affiliated with.