Emergency and Crisis Management in the United Kingdom: Disasters Experienced, Lessons Learned, and Recommendations for the Future Naim Kapucu, Ph. D



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Figure 2: Central Government Engagement Model

Source: Cabinet Office 2005.

Figure 2 depicts the process of involvement of central government agencies based on the level of significance of disasters. It provides a visual image about different-scale disasters such as affecting single scene, region, or whole nation. Based on division of disasters to different levels and local disasters we can see the role and functions of primary government agencies and facilities.

Challenges and Opportunities

As emergency management moves forward and faces the threat of different and new types of hazards and disasters, the central government of UK should ask questions of how to effectively engage in order to deal with these challenges and how to understand them well. The frequency of the disasters, along with its size and impact, are growing, which requires more proactive central response. While historically having focus on disasters with relatively small impact, now the UK government should perceive the possibility of devastating incidents as 9/11 terrorist events or London Bombings of 2005.

Better education and awareness of citizens about vulnerability and disasters is crucial. The geographic location and continual climate change makes it certain for UK to continuously experience the risk and impact of natural hazards in the near future. For instance, the risk of floods would be at least increased four times by 2080 which may cause crucial economic and life casualties. People tend to be reluctant in accepting and recognizing the possibility of potential future risk of natural disasters that can affect their lives and property (Burningham, Fielding, & Thrush 2008). More emphasis should be put on prevention and education methods of citizens with the primary mission of building more resilient communities.

Conclusion

Significant structural changes, historical path of natural and manmade disasters, and growing frequency of hazards - due to global climate change - demonstrates the need for and importance of effective emergency management system in the UK. The type of the hazards affecting the UK are quite numerous – ranging from natural, technological, biological, chemical, social to manmade disasters – that require collective action. The UK will continue to face more severe challenges in the next few decades. The decentralized system and structure of emergency management enables UK to establish sustained emergency response and support. Changes and improvements, in emergency management system, that took place in the last decade focuses on providing more effective an in time response to incidents, including uncertainties and threat of terrorism. While, on the one hand, focusing on the increased natural threats and challenges the UK will also consider the threat of intensified manmade incidents as well.

The UK government, by establishing new agency with emergency management focus, is hoping to provide successful, timely, collaborative provision of support in order to reduce the potential threat to human life and property, and establish safe environment for future generations. Central government and local authorities play important role through collaboration and established emergency management framework. Since the future possibility and threat of natural disasters is certain, the UK government has to be ready and prepared to face any devastating challenge.

References

Arbuthnot, K. (2005) “Multi-Agency Incident Command in the UK.” International Workshop on Emergency Response and Rescue, Taipei, Republic of China.

Association of British Insurers. (2003). The Vulnerability of UK Property to Windstorm Damage. Association of British Insurers.

Brooks, N. (2003, November). Vulnerability, risk and adaptation: A conceptual framework. Retrieved April 10, 2009, from Tyndal Centre for Climate Research: http://www.tyndall.ac.uk/publications/working_papers/wp38.pdf

Burningham, K., Fielding, J., & Thrush, D. (2008). ‘It’ll never happen to me:’ understanding public awareness of local flood risk. Disasters , 32 (2), 216-238.

Cabinet Office. (2005, March 31). Central Government Arrangements for Responding to an Emergency. Retrieved April 10, 2009, from Cabinet Office UK: http://www.cabinetoffice.gov.uk/media/132685/conops.pdf

Cabinet Office. (2009a, March 26). Civil Contingencies Act. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/preparedness/ccact.aspx#part2

Cabinet Office. (2009b, March 26). List of Lead Government Departments' Responsibilities. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/response/ukgovernment/responsibilities.aspx

Cabinet Office. (2009d, March 26). Management and Co-ordination of Local Operations. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/response/localoperations.aspx

Cabinet Office. (2009e). Management and co-ordination of local operations. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/media/132053/err_chap_03.pdf

Cabinet Office. (2008). The Role of Lead Government Departments in Planning for and Managing Crises. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/media/132847/lgds_framework.pdf

Cabinet Office. (2009c, March 26). UK Government. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/response/ukgovernment.aspx

Civil Contingencies Secretariat. (2009b, March). Introduction to the Civil Contingencies Secretariat. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/ukresilience/ccs.aspx

Civil Contingencies Secretariat. (2009a, March 26). The Lead Government Department and its role – Guidance and Best Practice. Retrieved April 10, 2009, from Cabinet Office: http://www.cabinetoffice.gov.uk/media/132844/lgds.pdf

Coninx, I., & Bacus, K. (2007, November). Integrating social vulnerability to floods in a climate change context. Retrieved April 10, 2009, from Higher Institute of Labor Studies: http://www.hiva.be/docs/paper/P60_IConinx_KBachus.pdf

DEFRA. (2009). Vulnerability of UK Agriculture to Extreme Events. Retrieved April 10, 2009, from Department for Environment Food and Rural Affairs: http://www.rothamsted.bbsrc.ac.uk/bab/mas-projects/Extreme/index.html

Moss, Z. (2002, August 22). The Vulnerability of the UK's Nuclear Facilities to Terrorism. Retrieved April 10, 2009, from Bellona: http://www.bellona.org/english_import_area/energy/nuclear/sellafield/27116

Office of Public Sector Information. (2004, November 18). Civil Contingencies Act 2004. Retrieved April 10, 2009, from Office of Public Sector Information: http://www.opsi.gov.uk/acts/acts2004/ukpga_20040036_en_1

Parker, D., & Hadmer, J. (1992). Hazard Management and Emergency Planning: Perspectives on Britain. Earthscan Publications Ltd.

Pitt, M. (2008, June 25). Learning lessons from the 2007 floods. Retrieved April 10, 2009, from Cabinet Office: http://archive.cabinetoffice.gov.uk/pittreview/_/media/assets/www.cabinetoffice.gov.uk/flooding_review/pitt_review_full%20pdf.pdf

Risk Management Solutions. (2000). U.K. Floods, November, 2000: Preliminary Report of U.K. Flood Damage From Increased Rainfall in November 2000. U.K.: Risk Management Solutions Inc.

Sahin, B., Kapucu, N., & Unlu, A. (2008). Perspectives on Crisis Management in European Union Countries: United Kingdom, Spain and Germany. European Journal of Economic and Political Studies , 1 (1), 19-45.





1 Naim Kapucu is associate professor in the Department of Public Administration at the University of Central Florida and director of the Center for Public and Nonprofit Management. He can be reached at nkapucu@mail.ucf.edu. HPA II Suite 238 M, Orlando Florida 32816.



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