The Professional Emergency Manager
Daryl Lee Spiewak
October 29, 2014
A professional emergency manager is defined based on a combination of education, training, experience, and other attributes, such as: a common body of knowledge; specialized skills and abilities; adherence to standards, ethics, and a code of conduct; and determination of compliance procedures. However, the true attributes of a professional emergency manager are developed over time.”
Part V – The ‘Big Picture’: Integration of Strategies & Plans
Catherine L. Feinman
October 29, 2014
Part 5 of 5: By implementing a national command structure, creating ongoing relationships, sharing
resources, and participating in joint exercises and trainings, Baltimore City is able to better
coordinate preparedness efforts with multiple disciplines and jurisdictions to protect communities and
critical infrastructure. A small staff can accomplish a lot when everyone works together.
Natural Disasters: View From the Northeast
Catherine L. Feinman
October 28, 2014
Natural disasters can have devastating consequences, as seen following Superstorm Sandy. DomPrep
interviewed three distinguished guests to learn more about this topic from the local, regional, and
federal perspectives and to provide insights on current mitigation efforts to prepare for, respond to,
and recover from future threats.
Multidiscipline Training
Catherine L. Feinman
October 22, 2014
Since 1998, the Center for Domestic Preparedness (CDP) in Anniston, Alabama, has been offering
interdisciplinary training to emergency responders. In April 2014, the Baltimore regional incident
management team (IMT) traveled to Anniston for a pilot program developed for IMTs. Listen to Captain
Michael Pfaltzgraff of the Anne Arundel County Fire Department describe his experience at CDP.
Part IV – A Regional ‘Whole-Community’ Approach
Catherine L. Feinman
October 22, 2014
Part 4 of 5: Baltimore City takes the whole-community approach to a regional level. By integrating
the business community into the city’s operations and planning process and working with regional
partners to plan for and respond to incidents and special events, the city is able to use these many
relationships as force multipliers.
A Training Partnership That Began With a Grant
University of Maryland Center for Health and Homeland Security University of Maryland Center for Health and Homeland Security
October 15, 2014
Emergency management agencies must build relationships with many different agencies and
organizations. In some cases, these relationships grow into an integrated partnership with diverse roles
and responsibilities. The Center for Health and Homeland Security and Baltimore City Mayor’s Office of
Emergency Management have one such partnership, which is helping to build resilience throughout the
region.
Part III – Collaborative Efforts for Citywide Preparedness
Catherine L. Feinman
October 15, 2014
Part 3 of 5: In any large city, there are many agencies and organizations that must learn to work
together for the benefit of the city as a whole. In Baltimore, these groups come together through local
emergency planning committee meetings, trainings, exercises, special events, and other interagency
preparedness efforts. As plans change, the key to success is adaptability.
Part II – Addressing Community Needs & Vulnerable Populations
Catherine L. Feinman
October 8, 2014
Part 2 of 5: Planning and response efforts for any city emergency management agency can be
challenging, especially when working with diverse populations, neighborhoods living in poverty, and
drug-infested communities. The Baltimore Mayor’s Office of Emergency Management (MOEM) along with many
partner agencies and organizations are going into vulnerable neighborhoods and tackling problems head
on.
