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An Exploration of Local Emergency Management Program Accreditation Pursuit

  • Jessica Jensen EMAIL logo and Marcelo Ferreira
Published/Copyright: March 30, 2023
Journal of Homeland Security and Emergency Management
From the journal Journal of Homeland Security and Emergency Management Volume 20 Issue 3

Abstract

The manuscript reports the results of a study that explored what facilitates and hinders local emergency management program pursuit of accreditation by the Emergency Management Accreditation Program (EMAP). This research question is of significance for several reasons, including, (1) leading national emergency management organizations have endorsed The Emergency Management Standard promulgated by EMAP; (2) very few programs are accredited; and, (3) there are only two studies related to accreditation in emergency management and neither examines accreditation in a local context. Analysis of semi-structured interview data from local emergency management program leaders representing some of the largest municipalities in the United States revealed a variety of key themes regarding what facilitates or hinders accreditation pursuit. The complexity of these themes and the context which produces them suggests that widespread accreditation at the local level is not likely in the near future even though many leaders valued the Standard and accreditation. This conclusion is discussed and a variety of avenues that might be pursued if more accreditation of local programs were the goal is offered.

Keywords: local emergency management program; accreditation; EMAP; professional standards
Corresponding author: Jessica Jensen, Department of Emergency Management, North Dakota State University, Fargo, ND, USA, E-mail:

Appendix A: Literature-Based Facilitator/Barrier Groups

Group 1
Aspects of the overarching structure in which the entity to be accredited exists, such as: policy and decisions at the top administrative levels in the macrosystem, the leadership to whom the entity reports, culture, resource allocation, how data and documentation is managed, how clearly processes, roles, and responsibilities are defined, and how quality assurance and performance improvement are viewed/approached. Ahmad & Qahmash, 2020; Almoajel, 2012; Avolio & Benzaquen, 2020; Bachner, 2014; Beatty et al., 2015, Beatty et al., 2018; Beaudry, Bialek, & Moran, 2014; Beitsch, Riley, & Bender, 2014; Carroll, Thomas, & DeWolff, 2006; Chaiyaphumthanachok et al., 2016; DeHay et al, 2016; Desveaux, 2017; Germaine & Spencer, 2016; Karthiyayini & Rajendran, 2016; Meit, 2008; Muljana et al., 2020; Ostovari et al., 2021; Reisi et al, 2019; Shah et al., 2015; Scrivens, 1997; Sibthorpe, Gardner, & McAullay, 2016; Tashayoei et al., 2020; Yeager et al., 2015; Zapata-Vanegas & Saturno-Hernandez, 2020
Group 2
Aspects of the entity to be accredited, such as: individuals in the entity and their characteristics, the relationships and engagement staff in the microsystem have with those outside it, and how the entity has shaped its layout, management structure, and processes. Ahmad & Qahmash, 2020; Avolio & Benzaquen, 2020; Chaiyaphumthanachok et al., 2016; Desveaux et al., 2017; Shah et al., 2015; Zapata-Vanegas & Saturno-Hernandez, 2020
Group 3
Aspects of the environment in which the macrosystem and microsystem exists and aspects of it that neither controls (e.g., laws, incentives/sanctions related to accreditation, organization or jurisdiction size). Beatty et al., 2015; Beatty et al., 2016; Beatty et al., 2018; Shah et al., 2015
Group 4
Elements controlled by the accrediting body, such as standards, evaluation process, fees, and time necessary, among others. Andrade, 2011; Beatty et al., 2016; Beatty et al., 2015; Beatty et al., 2016; Beatty et al., 2018; DeHay et al., 2016; Desveaux et al., 2017; Germaine & Spencer, 2016; Muljana et al., 2020; Shah et al., 2015; Tashayoei et al., 2020

Appendix B: Interview Questions

An interview guide with three-to-five open-ended questions was used:

  1. Let’s start off with talking a bit about your background. Tell me about yourself and your experience in emergency management.

  2. Tell me about your local EMP.

  3. What is your perspective on EMAP?

  4. Tell me the story of how your EMP came to seek accreditation.

  5. Now, tell me the story of how your EMP achieved accreditation.

Questions 4 and 5 were only asked of EMs who indicated accreditation had been pursued/achieved in responding to Question 3. Main questions were supplemented with follow-up questions and probes.

Appendix C: Emergency Management Leader (EM) Characteristics

Characteristics Accredited Nonaccredited Total
EM Experience*
0-2 0 1 1
2-5 1 4 5
5-10 1 6 7
10+ 6 11 17
Education
No degree 0 2 2
Associate 0 1 1
Bachelor’s 3 5 8
Graduate 5 11 16
Doctorate 0 3 3

  1. *Experience working in emergency management described by the participant, regardless of sector or level.

Appendix D: Emergency Management Program Characteristics

Characteristics Accredited Nonaccredited Total
Program Type
City 5 16 21
City & County 3 6 9
Placement
City Mayor 2 2 4
City Manager 2 4 6
Public Safety Director* 0 6 6
Fire Chief* 3 5 8
Deputy Fire or Police Chief* 0 5 5
Staff Size
1 0 1 1
2–5 1 10 11
6–10 4 6 10
11+ 3 5 8
City Population
300k–499k 4 16 20
500k–1m 3 5 8
1m–1.5m 0 0 0
Over 1.5m 1 1 2
City Governance
Strong Mayor 6 12 18
Council-Mayor 2 8 10
Hybrid 0 2 2
Accreditation Status
Accredited 8 0 8
Pursuing 0 1 1
Actively Preparing 0 6 6
Preparing to Pursue 0 2 2
Not Pursuing 0 13 13

  1. *The position or equivalent is listed.

Appendix E: Summary of facilitator/inhibitor themes promoting/hindering accreditation pursuit

Facilitators/Inhibitors Description
Value Emergency manager perception of the value they associate with accreditation was found to either facilitate or hinder pursuit. The value emergency managers associate with The Standard and/or accreditation may be influenced by their perception for what a good program entails, benchmarking, validation for the program, and/or absence of extrinsic force.
Structuring Mechanisms The type and amount of structuring mechanisms with which emergency management programs must contend was found to either inhibit or facilitate accreditation pursuit. Structuring mechanisms establish the parameters within which the emergency management program may (and may not) work and set the minimum bar for what must be achieved. Critical examples of structuring mechanisms influencing programs in these ways include government requirements (e.g., law/ordinance, federal guidance, grant requirements) and the local hazardscape.
Capacity The capacity of the emergency management program in the form of available staff, time, and other resources emerged as a strong theme related to the pursuit of accreditation. The presence of capacity facilitated pursuit of accreditation whereas the lack of it hindered accreditation pursuit.
Emulating Emulating is the period during which staff make changes within the emergency management program to meet The Standard and ensure the compilation of adequate evidence that The Standard is met. Where emergency management program staff had invested in emulating, pursuit was found to be facilitated and where they had not, the opposite was observed.
Added Investment All of the themes on the table to this point seem to have been necessary but, by themselves, insufficient for accreditation pursuit without the support of two types of individuals: 1) leadership and 2) other city stakeholders and in two forms: 1) buy-in into the program and 2) capacity commitment.

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Received: 2022-05-03
Accepted: 2023-02-07
Published Online: 2023-03-30

© 2023 Walter de Gruyter GmbH, Berlin/Boston

Articles in the same Issue

  1. Frontmatter
  2. Research Articles
  3. Strategic Planning in Emergency Management: Highlighting the Critical Role (and Impacts) of the Planning Process
  4. Critical Review of National Flood Policy Outcomes
  5. Unmanned Aircraft Systems (UAS): Applications and Integration into Hazard Mitigation Planning
  6. Climate-Related Vulnerability Assessment Toward Disaster Risk Reduction: Insight from Pakistan
  7. An Exploration of Local Emergency Management Program Accreditation Pursuit
  8. Politicization of COVID-19 and Conspiratorial Beliefs Among Emergency & Public Health Officials
https://doi.org/10.1515/jhsem-2022-0019
Keywords for this article
local emergency management program; accreditation; EMAP; professional standards

Articles in the same Issue

  1. Frontmatter
  2. Research Articles
  3. Strategic Planning in Emergency Management: Highlighting the Critical Role (and Impacts) of the Planning Process
  4. Critical Review of National Flood Policy Outcomes
  5. Unmanned Aircraft Systems (UAS): Applications and Integration into Hazard Mitigation Planning
  6. Climate-Related Vulnerability Assessment Toward Disaster Risk Reduction: Insight from Pakistan
  7. An Exploration of Local Emergency Management Program Accreditation Pursuit
  8. Politicization of COVID-19 and Conspiratorial Beliefs Among Emergency & Public Health Officials
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