Systemconnotation
Firstofall,theemergencymanagementsystemisarelativelyfixedmethodthathasbeentestedandproventobeeffectiveinemergencymanagementpractice.Theworkingmechanismofanyorganizationdoesnotchangearbitrarilyduetothechangeofthepersoninchargeoftheorganization,andthepureworkingmethodsandmethodscanbechangedaccordingtoindividualsubjectiveconsciousness;
Secondly,theemergencymanagementsystemitselfcontainsinstitutionalfactors.,Andrequireallrelevantpersonneltostrictlyabidebyit,andsimpleworkingmethodsandmethodsareoftenreflectedinapersonalpreferenceorexperienceofdoingthings.Forexample,thesupervisionmechanismnotonlyreferstothesystemthateveryonemustabideby,butalsoincludesvariousmeansandmethodsofsupervision;
Third,theemergencymanagementsystemisamorerigid"system"thanthegeneralsystem.Althoughthesystemrequireseveryonetoabidebyit,itstillretainsacertaindegreeofdiscretion.Inotherwords,thesystemhasacertaindegreeofflexibilityintheimplementationprocess.However,theemergencymanagementsystemisamandatorysystem;
Fourth,theemergencymanagementsystemissummarizedandrefinedonthebasisofvariousmethodsandmethods,andisprocessedtomakeitsystematized.Scientificmethod.However,thesimplewayofworkingvariesfrompersontoperson,anddoesnotrequireatheoreticallevel;
Fifth,theemergencymanagementsystemgenerallyreliesonthejointactionofmultiplemethodsandmethodstooperate,whilethegeneralmethodsandmethodsCanbeasinglefunction.Forexample:whileestablishingvariousworkingmechanisms,thereshouldalsobecorrespondingincentivemechanisms,motivationmechanisms,checksandbalances,andsupervisionmechanismstoensuretheimplementation,promotion,errorcorrection,andevaluationofthework.
Componentelements
Institutionalsetting
Establishingasoundinstitutionalsettingcanbalancethedevelopmentofvariousgovernmentdepartments,enhancethefunctionsofindividualemergencyresponseagencies,andreduceinstitutionalconstructionSegmentation,reducingdependenceonthegovernmentitself.
Legalsystemconstruction
Establishanindependentandcomprehensiveemergencymanagementregulationsandstandardsystem.Formulatesupportingregulationstodealwithvariousemergenciesoremergencies.
Technicalsupport
Thetechnicalsupportsystemofemergencymanagementisthesourceofthebasisforemergencymanagerstomakedecisions,anditisalsoaguaranteeforthesmoothrealizationofemergencyresponselinkage.Accordingtothefunctionsrequiredforemergencymanagement,thetechnicalsupportsystemofemergencymanagementmainlyincludesseveralaspects:information-basedemergencylinkageresponsesystem,eventdetectionsystemintheemergencyprocess,accidentconsequencepredictionandsimulationsystem,andemergencyresponseexpertsystem.
Pre-plansystem
Theemergencymanagementsystempre-planisasetofactionplansorprogramsthatcanquickly,effectively,andorderlysolveproblemsforvarioustypesofemergencies.Thisismakinggovernmentemergencymanagementmoreproceduralandinstitutionalized,sothattherearelawstofollowandevidencetocheck.Itisbasedontheidentificationandevaluationofpotentialmajorhazards,accidenttypes,possibilityofoccurrence,occurrenceprocess,accidentconsequencesandseverityofimpacts,anditisnecessaryforemergencymanagementagenciesandresponsibilities,personnel,technology,Specificarrangementsmadeinadvanceforequipment,facilities(equipment),materials,rescueoperationsandtheircommandandcoordination.
Evaluationsystem
Emergencyresponseworkimplementstheprincipleofcombiningpreventionandemergencyresponse.Thestateestablishesariskassessmentsystemformajoremergencies,conductsacomprehensiveassessmentofpossibleemergencies,andtakeseffectivemeasurestoreducetheoccurrenceofmajoremergenciesandminimizetheimpactofmajoremergencies.
Operationalprocedures
Thenationalemergencymanagementagencyshouldestablishanemergencycommandcenter.Eachemergencycommandcentershouldhaveafixedofficespace,permanentfixedpositionsforeachdepartmentandunitinvolvedinemergencywork,andbeequippedwithcorrespondingofficeandcommunicationfacilities.Onceanemergencyoccursorentersastateofemergency,representativesofallpartieswillquicklygatherattheemergencycommandcenter,entertheirrespectiverepresentativeseats,andentertheworkingstate.Accordingtotheneedsofemergencywork,theemergencycommandcenterimplementscentralizedandunifiedcommandandcoordination,andjointofficetoensurequickresponseandefficientoperationofemergencywork.
Fundingguarantee
Financialdepartmentsatalllevelsshouldsetupacertainamountofemergencyreservefunds,specificallyforemergencyexpenditures.Atthesametime,mycountry'sgovernmentdepartmentsshouldalsosetupdailyemergencymanagementexpensestodealspecificallywiththedailyguaranteeoperationoftheemergencymanagementmechanism,andprovidefinancialguaranteesfortheestablishmentofnetworkinformationmaintenancesystemsandemergencyplans.Atthesametime,financialdepartmentsatalllevelsshouldregularlyreviewtheuseoffinancialemergencyguaranteefundsforemergencieswithinaperiodoftime.
Institutionalcharacteristics
Asthegovernment’ssocialmanagementandpublicservicefunctions,emergencymanagementhasthesamecharacteristicsasotherorganizationalmanagementfunctions,buthasdifferentcharacteristics.
Centralizationoftheorganization
Theuncertainty,destructivenessandproliferationofemergenciesdeterminethatthemainbodyofemergencymanagementmustexerciseitspowertodealwithitquicklyandefficiently.Therefore,theentireorganizationisrequiredtobestrictItismanagedandoperatedinanintegratedandcentralizedmanner,withclearupperandlowerrelations,clearpowers,ordersmustbeexecuted,bansmustbestopped,andrewardsandpunishmentsareclear.Emphasizesunifiedleadership,unifiedcommand,andunifiedactionforintegratedcentralizedmanagement.
Dualresponsibilities
Inthecurrentemergencymanagementpracticeinvariouscountries,exceptforsomeemergencymanagementpersonnelengagedinprofessionalemergencymanagementwork,mostoftheparticipantsinemergencymanagementcomefromdifferentsocialfieldsAndtheworkdepartment,undernormalcircumstances,theyareengagedinotherworkinthesociety,andonlywhentheemergencymanagementworkrequiresit,theyparticipateinemergencymanagementactivitiesandassumetheresponsibilitiesofemergencymanagement.
Modularstructure
Eachunitintheemergencymanagementorganizationhasasimilarinternalstructureandsimilarexternalfunctions.Itisanindependentfunctionalsystemcomposedofdifferentunitsystems.Thefunctionalsystemalsohasasimilarstructureandfunctions,andhasamodularorganizationalstructure.Incaseofemergenciesofdifferenttypes,levelsandregions,acorrespondingemergencyresponsesystemcanbeformedthroughflexibleandrapidunitbodycombination.
Basicprinciples
Theestablishmentofanemergencymanagementsysteminvolvespolitical,economic,natural,andsocialfactorsinacountryorregion,andashumansocietyprogressesandrespondstoemergenciesAbilitytoimproveandconstantlychangeandadjust.Itsestablishmentandadjustmentmustgraspthefollowingbasicprinciples.
UnifiedCommand
Intheemergencyresponseandhandlingwork,anemergencycommandorganizationmustbeestablishedforunifiedcommand.Allpartiesconcernedmust,undertheleadershipoftheemergencycommandorganization,carryoutvariousresponseandhandlingtasksinaccordancewithlaws,administrativeregulations,andrelevantregulatorydocuments.Theemergencymanagementsystemforemergenciesincludesatop-downorganizationalmanagementsystemfromaverticalperspective,theimplementationofverticalleadership,andtherelationshipbetweensubordinatesandsuperiors;fromahorizontalperspective,relevantdepartmentsatthesamelevelareorganizedtoformmutualcooperation,coordinateresponses,andservetogetherTherelationshipbetweenthecommandcenter.
Comprehensivecoordination
Intheemergencyresponseprocess,theparticipantsarediverse,includingthegovernmentanditsgovernmentdepartments,aswellassocialorganizations,enterprisesandinstitutions,grassrootsautonomousorganizations,Individualcitizensevenhaveinternationalaidforces.Inordertorealizeanemergencyresponsemechanismthatisresponsive,coordinatedandorderly,andoperatesefficiently,itisnecessarytostrengthenthebuildingofcomprehensivecoordinationcapabilitiesunderunifiedleadership.Comprehensivelycoordinatehuman,material,financial,technical,andinformationsupportforcestoformaunifiedemergencyinformationsystem,aunifiedemergencycommandsystem,aunifiedrescueteamsystem,aunifiedmaterialreservesystem,etc.,tointegratevariousadministrativeemergencyresources,Andfinallyformedajointworksituationofcoordinationandcooperationofvariousdepartmentsandsocialparticipation.
Classifiedmanagement
Sincetherearedifferenttypesofemergencies,classifiedmanagementshouldalsobeimplementedunderacentralizedandunifiedcommandsystem.Fromamanagementperspective,eachmajortypeofemergencyshouldbemanagedbythecorrespondingdepartment,andacertainformofunifiedcommandsystemshouldbeestablished.Forexample,whenthespecificplanisformulated,itisclearthatthespecialemergencydepartmentscollect,analyze,andreportInformation,providevaluableconsultationandsuggestionsforprofessionalemergencydecision-makingagencies,andcarryoutdisposalworkaccordingtotheirrespectiveresponsibilities.However,majordecisionsmustbemadebythemainleadersoftheorganization,whichfacilitatesunifiedcommandandcoordinationofvariousmanagemententities.
ClassifiedResponsibility
Forthehandlingofemergencies,differentlevelsofemergenciesrequiredifferentmanpowerandmaterialresources.Regardlessofthelevelofemergencies,governmentsatalllevelsandtheirrelateddepartmentshavetheobligationandresponsibilitytodoearlywarningandmonitoringwork.Localgovernmentsshoulddoagoodjobincollectingandanalyzinginformation,andregularlyreportrelevantinformationtohigherauthorities.Information,makepredictionsandearlywarningsforpossibleemergencies,prepareemergencyplansforemergencies,organizedrillsforemergencyplans,andeducateandtraincivilservantsandthegeneralpubliconemergencyawarenessandrelatedknowledge.Theclassificationofresponsibilitiesclarifiestheresponsibilitiesofgovernmentsatalllevelsinrespondingtoemergencies.Ifmajorproblemsoccurinthehandlingofemergenciesandcauseseriouslosses,themainleadersandpartiesoftherelevantgovernmentsanddepartmentsmustbeheldaccountable.Thosewhofailtoperformtheirdutiesinresponsetoemergencies,donotactinadministrativeactions,ordonottakemeasurestorespondtoandhandleemergenciesinaccordancewithstatutoryproceduresandregulations,shallbecriticizedandeducateduntiltheyaresubjecttonecessaryadministrativeorlegalaccountability.
Mainlyterritorialmanagement
TheemphasisonterritorialmanagementisduetotherapidresponseandcorrectandeffectiveresponseoftheThekeytodevelopment.Statisticsofalargenumberofaccidentsanddisastersshowthat80%ofthedeathsoccurredwithinthefirst2hoursoftheincident.Whethereffectiverescueisimplementedinthefirsttimedeterminesthekeytoemergencyresponse.Therefore,itisnecessarytomakeitclearthatthelocalgovernmentisthefirstpersonresponsiblefordetectingemergencies,preventingthem,respondingfirst,andpreventingproliferation(initiatingandderivingnewemergencies),andgivingthemthepowertoimplementemergencyresponseuniformly.Intheeventofamajoremergency,localgovernmentsmustreporttotheirsuperiorsinatimelyandtruthfulmanner,andcanreporttohigherlevelsifnecessary.Implementingterritorialmanagementasthemainstaysothatlocalgovernmentscanrespondquicklyanddealwiththeminatimelymannerisaninevitablerequirementforadaptingtoaresponsiveemergencymanagementmechanism.Ofcourse,thepriorityofterritorialmanagementdoesnotexcludetheguidanceofthehigher-levelgovernmentanditsrelevantdepartmentsonitsresponsework,norcanitexemptotherdepartmentsandunitsfromtheobligationofcoordination.
Referencesfromabroad
Underthebackgroundoftheever-increasingtypesofemergencies,andtheincreasingscale,frequencyandimpactofthetimes,theconnotationandextensionofemergencymanagementbygovernmentsofvariouscountriesarealsoconstantlyincreasing.Updateandchange,theframeworkandmodeofemergencymanagement,fromtheperspectiveofspace,isanintegratedemergencymanagementsystemthatfullyintegratesvariousmanagementelementsandresources;fromtheperspectiveoftime,itiscomposedofprevention,response,treatmentandrecoveryComprehensiveemergencymanagementprocess.
Accordingtotheexperienceofemergencymanagementinmanycountries,amatureemergencymanagementorganizationstructuresystemshouldhavefoursystems:legalandadministrativenormssystem,decision-makingcommandcentralsystem,executionandsupportguaranteesystem,andinformationmanagementsystem.Thefourmajorsystemsofemergencymanagement,aninternalorganizationalstructuresystem,arenotsimplylinearlogicorplanarconnections,butafour-in-onearchitecturesystem.Thefourmajorsystemsarecloselyrelatedandcomplementary.
Systém nouzového řízení vlády USA
Afterthe"9.11"incidentoccurredintheUnitedStates,theDepartmentofHomelandSecuritywasestablishedinNovember2003toberesponsibleforcrisismanagementandemergencyresponse,includingfederalManyagenciesincludingtheEmergencyManagementAgency,mainlyborderdefense,customs,coastguard,immigration,secretpolice,FederalEmergencyManagementAgency,andTrafficSecurityAgency,haveapproximately1.69millionpeopleundertheirjurisdiction,becomingthenextnationaldefenseagency.Thesecondlargestcabinet-leveldepartmentaftertheministryhasanannualbudgetofabout37.4billionU.S.dollars.TheDepartmentofHomelandSecuritymainlyperformsthreemissions:preventterroristattacksintheUnitedStates;reducethevulnerabilityoftheUnitedStatestoterrorism,andreducepotentialattacksandlossesfromnaturaldisasters.
BasicexperienceintheconstructionoftheemergencymanagementsystemintheUnitedStates:First,respondtocrisesinaccordancewiththelaw.VariousinstitutionsandplansforcrisismanagementintheUnitedStatesareestablishedinaccordancewiththelaw,andtheirpowercomesfromthecurrentlaw,notanadministrativeagencyOnceacrisiseventoccurs,thecorrespondingcrisismanagementsystemcanbeactivatedimmediately,withouttheneedforaspecificlevelofadministrativedepartmenttoassigncorrespondingpowers.Atthesametime,theultimatemanagementpowerofeachtypeofcrisismanagementisstillthepresident.Whenacertaincrisiseventexceedsthegeographicscopeofacertainprofessionalfield,orthescopeofadministrativeauthority,thepresidentcandirectlyinterveneinthemanagementofthecrisisevent.Second,thevariouscrisisresponseagencieshaveclearresponsibilitiesandareabletorescueeachother.TheUnitedStatesdividesvariouscrisiseventsintocorrespondingresponsesystemsaccordingtoprofessionalfields.Eachsystemiscomposedofcorrespondingexpertsandprofessionalswithclearresponsibilities.Variousdepartmentscancoordinatewitheachother,andthereisnocrisismanagementvacuum.
Japonský vládní systém nouzového řízení
In1998,theJapanesegovernmentestablishedtheNationalCrisisManagementCenteratthePrimeMinister’sresidence.ThePrimeMinisteristhehighestcommanderofnationalcrisismanagement.ThecrisismanagementcenterhasbecomeJapan'snationalcrisismanagementcenter,withcountermeasuresheadquartersmeetingrooms,offices,commandrooms,andall-weatherintelligenceintensivecenters,etc.,enablingJapantorespondtoemergenciessuchascrisesandnaturaldisasters.Elevatingdisasterpreventionandmitigationworktothelevelofnationalcrisis,establishingaseriesofgovernmentcrisismanagementsystemssuchasdailymanagement,crisismanagement,andlarge-scaledisastermanagementtoensurenationalsecurityandthestabilityofpeople’slives,istheJapanesegovernment’stransitionfromsimpledisasterpreventionmanagementtoacomprehensivecountryAnimportantsymbolofcrisismanagement.
ThebasicexperienceofJapan'semergencymanagementsystemconstruction:First,thecentralcommandsystemiscentralized.InJapan'scrisismanagementsystem,thecabinetprimeministeristhehighestcommander,andthecabinetofficialsareresponsibleforoverallcommand.Thecrisismanagementsystemisformedthroughthesecurityassuranceconferenceandthecentraldisasterpreventionconference.Theprimeministerhasgreatpower.Inanemergency,hecanskipthecabinetsecuritymeetinganddirectlyorderthedispatchoftheSelf-DefenseForces,restrictnationalpower,anddeterminecompensationmethodsforprivateproperty.Fromthecentraltothelocallevel,Japan'spowerfulcommandsystemwiththeprimeministeratthecorehasplayedanactiveandeffectiveroleinrespondingtoemergenciessuchasnationalsecurity,naturaldisasters,andman-madedisasters.Thesecondisthattheintelligencesystemisstrictlyandeffective.Throughtheintegrationofintelligencedepartments,thecomprehensiveanalysiscapabilitiesoftheintelligencesystemhavebeenstrengthened,high-qualityintelligencepersonnelhavebeentrained,internalrelationshavebeenstraightenedout,andworkefficiencyhasbeenimproved.
Significance
Strengtheningtheemergencymanagementsystemandimprovingtheabilitytopreventanddealwithemergenciesisamajorissuerelatedtotheoveralleconomicandsocialdevelopmentofthecountryandthesafetyofthepeople’slivesandproperty.Animportantcontentofaharmonioussociety;itisanimportantmanifestationofadheringtopeople-orientedandgoverningforthepeople;itisanimportantaspectoffullyperforminggovernmentfunctionsandfurtherimprovingadministrativecapabilities.Bystrengtheningtheemergencymanagementsystem,establishingandimprovingthesocialearlywarningmechanism,emergencyresponsemechanism,andsocialmobilizationmechanism,emergenciesandtheirdamagescanbepreventedandreducedtothegreatestextent,thepublic’slifeandpropertysafety,andnationalsecurityandsocietycanbeprotected.Stabilityandpromotecomprehensive,coordinatedandsustainableeconomicandsocialdevelopment.
Existingproblems
SincethefoundingofthePeople’sRepublicofChina,thescopeofthecrisisthatmycountry’semergencymanagementsystemrespondstohasgraduallyexpanded.Itscoveragehasgraduallyexpandedfrommainlynaturaldisasterstocoveringnaturaldisasters,majorepidemics,andproduction.Fouraspectsofaccidentsandsocialcrises.Thewaytodealwithcriseshasgraduallyevolvedfromapassive"impact-response"crisismanagementtoacrisismanagementfrompre-preventiontopost-assessment.Thecrisismanagementsystemhastransitionedfromspecializeddepartmentstorespondtosingledisasterstocomprehensivelycoordinatedcrisismanagement,andtransitionedfromthecoordinationofdeliberativeandcoordinatingagenciesandjointconferencesystemstothecoordinationofspecializedgovernmentagencies.Withoutmajoradjustmentstothegovernment'sadministrativeagencies,anemergencyofficethatreliesonthegovernmentoffice(office)willplayapivotalrole,coordinatingseveraldeliberativeandcoordinatingagenciesandanewcrisismanagementsystemforthejointconferencesystem.Buttherearesomeproblemsinactualoperation.
1. Odpovědnosti mezi ústředím a pohotovostním úřadem na stejné úrovni nejsou jasné a vztah není narovnaný
Theproblemsofoverlapandunsatisfactoryrelationshipoccurbothincrisismanagementandnormalwork.TaketheNationalHeadquartersforthePreventionandControlofHighlyPathogenicAvianInfluenza(hereinafterreferredtoasthe"PreventionandControlHeadquarters")andtheEmergencyOfficeoftheGeneralOfficeoftheStateCouncil(EmergencyOfficeoftheStateCouncil)asexamples:
First,intheprocessofcrisismanagementAccordingtotheapprovaloftheCentralPlanningOffice,theStateCouncil’sEmergencyResponseOffice“assistedtheleadersoftheStateCouncilindealingwithparticularlymajorpublicemergencies,andcoordinatedandguidedthepreventionandearlywarning,emergencydrills,emergencyhandling,investigationandevaluation,informationrelease,andemergencyresponseofparticularlymajorandmajorpublicemergencies.Supportandinternationalrescuework.”ItcanbeseenthattheresponsibilitiesoftheStateCouncil’semergencyresponseofficeareclearlydefined,namely:emergencyresponse,informationcollectionandcomprehensivecoordination.ItsdisposalrightsarelimitedandmustassisttheleadersoftheStateCouncilinthedisposal.Themaintasksofthepreventionandcontrolheadquartersare"unifiedleadership,command,andcoordinationofthepreventionandcontrolofhighlypathogenicavianinfluenzathroughoutthecountry."Itisperformingitsdutyofon-the-spotcommandanddisposalatacrisis.Thecommander-in-chiefofthePreventionandControlHeadquartersistheVicePremieroftheStateCouncil.ThePreventionandControlHeadquartersandother10discussionandcoordinationagenciesactuallyperformthedutiesof"assistingtheleadersoftheStateCouncilinhandlingparticularlymajorpublicemergencies."
Secondly,innormalwork,theresponsibilitiesoftheEmergencyOfficeoftheStateCouncilinclude"responsibleforcoordinatingandsupervisingandinspectingtheemergencymanagementworkofthepeople'sgovernmentsofvariousprovinces(autonomousregions,municipalities)andvariousdepartmentsoftheStateCouncil".Themissionofthepreventionandcontrolheadquartersalsoincludes"instructing,inspecting,andurgingthepreventionandcontrolworkinvariousplaces."Astheemergencyofficeplaysanincreasinglyprominentroleinemergencymanagement,conflictsofthiskindofresponsibilitiesmaybecomeincreasinglyapparent.
2. Diskuse a koordinace orgánů aspolečné schůzkyNedostatečná autorita
First,normalityThecoordinationauthorityisinsufficient.Duringthecrisis,variousdepartmentsattachedgreatimportancetoandactivelycooperatedwiththeworkofthedeliberativeandcoordinatingagencies,andthecoordinationcapabilitiesofthedeliberativeandcoordinatingagencies(especiallytheheadquarters)werestrong.However,the"commandcenter"isnotapermanentorganization,itisonlyactivatedwhenacrisisoccurs,andcannoteffectivelyorganizevariousdepartmentstocarryoutpre-crisisprevention,drills,andreserves.Somerelatedstudieshaveshownthatinnormalyearswhentherearenoseriousdisasters,acertainnaturaldisasterspecialheadquartersonlyholdsoneortwomeetingsayear,andthedailybusinessishandledbyanofficelocatedinacertainministry.
Thesecondisthelackofauthorityforcoordinationatthesamelevel.Inthecurrentgovernmentemergencyresponsesystem,aninter-ministerialjointconferencesystemissetupoutsidetheheadquarters.Forexample,theStateCouncil’sEarthquakeReliefandDisasterReliefHeadquartersandtheStateCouncil’sJointConferenceSystemforEarthquakePreventionandDisasterMitigation(bothlocatedintheSeismologicalBureau)coexist,andthemembersoftheJointConferenceanditsofficesarethesameasthoseoftheHeadquartersanditsoffices.Twobrands,eachuseful.Evenso,itisstillverydifficultforonedepartmenttocoordinatewithotherdepartmentsatthesamelevel.Somedepartments,suchastheDevelopmentandReformCommission,appearineverydeliberativeandcoordinatingagency;theMinistryofFinance,theMinistryofPublicSecurity,theMinistryofHealth,andtheMinistryofAgriculturealsoappearinmostofthedeliberativeandcoordinatingagencies.Itisquitedifficultfordepartmentsatthesameleveltocoordinatethesepowerfulgovernmentdepartments.Evenifthedeputyprimeministerservesastheheadofthespecialemergencymanagementleadershipagency,itisdifficulttocoordinatedepartmentsoutsidetheresponsibilityofthedeputyprimeminister.Existingemergencyresponseagenciesaremainlysetupforemergenciesinacertainfield,andcommunicationbetweenagenciesisrelativelyinsufficient,anditisdifficulttoformaunifiedresponseforceafterthereleaseofearlywarninginformation.
3.Některé z vedoucích skupin a výborů mají pro krizové řízení menší význam.Meziministerské společné schůzkyOdpovědnosti jsou různé
Someleadinggroupsandcommitteesareresponsiblefornormalgovernmentwork.Forexample,theNationalDisasterReductionCommittee,theStateCouncil’sWorkSafetyCommittee,theStateCouncil’sAIDSPreventionandControlWorkCommittee,andtheStateCouncil’sSchistosomiasisPreventionandControlWorkLeadingGroup.Mostofthetasksofinter-ministerialjointmeetingsarepartofthenormalworkofthegovernment.Forexample,thejobresponsibilityoftheinter-ministerialjointmeetingoncoalminerectificationandclosureisto"studypolicymeasuresforcoalmineclosureandrectificationundertheleadershipoftheStateCouncil;formulateworkplansandphasedtasksandorganizetheirimplementation;coordinatemajorissuesinthecoalminerectificationandclosurework;organizejointEnforcementactivities;researchonmeasurestoaddressbothsymptomsandrootcausesofcoalminesafetyproduction;coordinatetosolverelatedproblems."InaccordancewiththeStateCouncil’sapproval,thejointmeetingwasconvenedbytheleaddepartmentwithoutasealorformalwriting.Itsworkingrulesaretoholdmeetingsonaregularbasis(mostlyonceayearoreverysixmonths,andafewquarters)orirregularlytodiscussandcoordinatetheresolutionofdesignatedrelatedissues.Theagreedmattersshallberecordedintheformofmeetingminutes,whichshallbeprintedoutandsenttotheStateCouncilafterapprovalbytheparticipatingunits.Eachmemberunitisimplementedseparatelyinaccordancewiththefunctionsofthedepartment.Forissuesthataredifficulttocoordinateandunanimously,theleaddepartmentshallreporttothesuperiorfordecision.However,thefunctionsofindividualinter-ministerialjointmeetingsaresimilartothoseofthecommandheadquarters.Forexample,theinter-ministerialjointmeetingoninstitutionalsecurityprotectionforoverseasChinesecitizens.Accordingtothe"EmergencyPlanforOutboundTravelofChineseCitizens":"AftertheoccurrenceofmajorandmajoremergenciesofChinesecitizens'outboundtravel,theinter-ministerialjointmeetingonthesafetyandprotectionofoverseasChinesecitizensandinstitutionsshallbeinitiatedasneededtoorganizeandcoordinate.,Directingemergencyresponsework."
Theclassificationoftheleadinggroup,committee,andinter-ministerialjointmeetingsystemisunclearandtheirfunctionsarenotunified.Therefore,thefunctionsoftheorganizationcannotbeinferredfromthenameoftheorganizationalone.Thescopeofthegovernment'semergencymanagementadministrativesystemhasbecomelargerandlarger,andtheboundariesarenotclear,whichincreasesthedifficultyofcoordinationoftheemergencyoffice,anditisalsoeasytocauseworkconflictsandfunctionalconflictsbetweentheemergencyofficeandthegeneralofficeandothergovernmentcoordinationagencies.
4.Differentlocalgovernmentemergencyresponseagencieshavedifferentsettingsanddifferentresponsibilitiesandregulations,whichaffectcoordinationandtheperformanceofhubfunctions.
Fromthecurrentsituation,thereare30Amongtheprovincial(regional,municipal)levelemergencyresponseoffices,thereare7department-levelagencies,13deputydepartment-levelagencies,and10department-levelagencies.Amongthe20departmentalanddeputydepartment-levelemergencyresponseoffices,13emergencyresponseofficesareinchargebytheprovincialgovernmentsecretary-general,deputysecretary-generalordirectorofthegeneralofficeanddeputydirectorconcurrently,andtheother7emergencyofficedirectorsarefull-time.Thedirectorsoftheemergencyresponseofficesofthe10department-levelagenciesareallfull-time.Inadditiontothedifferentlevelsoftheemergencyresponseoffice,thegapinstaffingisevengreater.Morethan45people,lessthan10people.Theorganizationandleveloftheemergencyofficesindifferentregionsarestillsuperficial.Thebiggerdifferenceliesintheestablishmentofinstitutionsandthedeterminationoffunctions.Thereareroughlythreesituationsintheorganizationandfunctiondivisionoftheemergencyoffice:
First,itreliesonthegovernment'sdailyworkcoordinationagency.Inmostprovinces(autonomousregionsandmunicipalities),theorganizationandfunctionsofemergencyresponseofficesarebasicallythesameasthoseoftheemergencyresponseofficeoftheStateCouncil:theemergencyresponseofficeislocatedinthegeneraloffice;theemergencyoffice(orofficesettingoffice)ismarkedwithadutyroom;Theofficeundertakesthedailyworkofemergencymanagementandtheoveralldutywork,"performsthedutiesofon-dutyemergencyresponse,informationcollectionandcomprehensivecoordination,andplaystheroleoftheoperationhub."Somegovernmentofficesareallowedtoaddtheemergencyofficebrand,andtheemergencymanagementworkisstillrelatedtothedepartment.Theofficeassumes.Someemergencyofficeshaveundertakenotherfunctionsrelatedtoemergencyresponseandwithintheircapabilities.Undertakingthesedailyresponsibilitiesisconducivetogettingclosetotheworkofgovernmentleaders,masteringinformation,possessingemergencyresources,andstrengtheningthecoordinationcapabilitiesoftheemergencyoffice.Thesecondisthattheresponsibilitiesoftheemergencyresponseofficeareseparatedfromdailyoperations.Forexample,theemergencyofficesinZhejiangandSichuandonothaveadutyfunction,andthedutyiscarriedoutbytheProvincialPartyCommitteeOfficeandtheGovernmentOffice.TheShenzhenEmergencyResponseOfficecompletelyseparatedfromtheworkoftheGeneralOfficeandenjoyedthesametreatmentastheGeneralOffice.However,ithascompromisedthecomprehensivegraspofthesituation,informationanddynamicsoftheleadershipofthemunicipalgovernment.Theexchangeandpromotionofcadresarealsoproblems.Itsworkisdifficultanditsauthorityisaffected.
Thethirdisthattheemergencyoffice’sresponsibilitiesaretoowide,whichaffectstheemergencyoffice’sperformanceofitsbasicresponsibilities.Forexample,theBeijingEmergencyManagementOfficeintegratescoordination,command,anddispatchpowers,weakeningtheoriginalcommand,dispatching,andhandlingfunctionsofthedeliberativeandcoordinatingagency,buttheemergencyresponseofficeisverybusy.
Tosumup,itisworthyofrecognitionthatthevariousworkoftheEmergencyManagementOfficecanquicklygetontherighttrackintheshortterm,andthedeterminationofitsfunctionsneedsfurtherexplorationandadjustment.However,duetotheexistenceoftheabove-mentionedproblems,thereisagapinthepositioningofcoordinationandhubfunctions.Firstofall,thereisalackoftimely,accurate,andcomprehensiveinformationreportingintheverticaldirection.Theproblemsoflatereporting,under-reportingandunder-reportingstillexist.Itisalsodifficulttoestablishareportingandaccountabilitysystemfordepartmentalinformationreports.Secondly,horizontally,theemergencyresponseofficeislimitedtolackofmanpowerandotherreasons.Itoftendealswithinformationreceiving,uploadinganddistributing,andinsufficientcoordinationandlinkagewithrelevantdepartmentsandemergencyagencies,whichaffectsthecomprehensivecoordinationcapabilities.Sometimesgovernmentleadersalsohandoveralltheemergencyworkthatisnotunderthecontrolofthepolicyandthatthedepartmentcannotmanagetotheemergencyoffice,sothattheworkoftheemergencyofficeisoftenoverloaded.
Correspondingcountermeasures
Inordertorealizetheemergencymanagementsystem,improveadministrativeefficiency,reduceadministrativecosts,andminimizetheimpactandlosscausedbyvariousemergenciesandcrisiseventsThegoalistoputforwardideasforfurtherimprovingtheemergencymanagementadministrativesystemonthebasisofanalyzingcurrentsystemproblemsandlearningfrominternationalexperience.Improvingtheemergencymanagementadministrativesystemshouldadheretothebasicprinciples:preventionfirst,combiningpreventionwithemergencyresponse;focusonefficiency;favorablecoordination;andgradualprogress.Thebasicideaistostrengthenandimproveacomprehensiveemergencyadministrativesysteminwhichanemergencyofficecoordinatesseveraldeliberativecoordinationagenciesandjointmeetings.Thismodularizedadministrativemanagementsystemhassufficientflexibility,whichisconducivetothegradualimprovementandtimelyadjustment(increaseordecrease)oftheemergencymanagementadministrativesystem.Thisisalsotheexperiencegainedfromtheconstructionofemergencyresponsesystemsinothercountries.
First,thegovernmentemergencyofficeandthediscussionandcoordinationagencyshouldhavetheirownfocusonthedivisionoffunctions,avoidoverlapping,andhaveacleardivisionoflabor,coordinationandcomplementarity
Theemergencymanagementresponsemechanismwithagenciesasthemainbodyandrelyingonprofessionaldepartmentshasbecomerelativelymature.Thisistherealityofthecurrentdivisionofgovernmentfunctionsinourcountry.Givingfullplaytotheroleofthedeliberativeandcoordinatingagencywillhelptoachievethegoalofminimizingadministrativecostsandmaximizingadministrativeefficiency.Itisnecessarytostrengthenandconsolidatetheunifiedcommandandemergencyresponsefunctionsofthedeliberativeandcoordinatingagencyinacrisis,andsolvetheproblemofinsufficientpre-coordinationcapabilitiesofthedeliberativeandcoordinatingagencyatthegovernmentleveltoensuretheauthorityandcommandpowerofthedeliberativeandcoordinatingagency.However,thedeliberativeandcoordinatingagencydoesnotcoverallcrises,anditsresponsibilitiesincrisishandlingareuneven,anditlacksauthorityincrisispreventionandaftermath.Theestablishmentofanemergencyresponseofficeisnecessary.Inparticular,theEmergencyResponseOfficeshoulddevoteitselftoexertingitsauthorityincrisispreventionandafter-treatment.Itshouldalsodevoteitselftomanagingcrisesforwhichthereisnoagencyresponsible,andifnecessary,itcanassisttheleadersoftheStateCounciltodealwiththemdirectly.Theestablishmentoftheemergencyofficecannotreplacethediscussionandcoordinationagency,cannotstartanew,andcannotrepeatconstruction.Thecentralplanningoffice’sreplytotheestablishmentoftheStateCouncil’semergencyofficeprovidedappropriateprovisionsonthefunctionsoftheemergencyoffice.ThefunctionsoftheComprehensiveCoordinationandInformationHuboftheEmergencyOfficeoftheStateCouncilshouldbeclearandperfect.ItisnecessarytofurtheradjustanddividethefunctionsofvariousdeliberativeandcoordinatingagenciesbasedonthespiritoftheapprovaloftheCentralOrganizationOffice.Undernormalconditions,theEmergencyOfficewillcomprehensivelycoordinatemultiplediscussionandcoordinationagenciestoimplementemergencymanagement;attimesofcrisis,thecommandheadquarterswillexercisecommandandhandlingpower,orhandlethecrisisinaccordancewiththeplan.
Za druhé, úřady pro mimořádné události (úřady pro mimořádné situace) vlád na všech úrovních by se měly postupně zlepšovat a posilovat
Withthedeepeningofthetransformationofgovernmentfunctionsinmycountry,emergencyadministrationTheimportanceofmanagementisincreasing,andadministrativeresourcesneedtobereallocatedinatimelymannerandappropriatelytiltedtotheemergencyadministrativesystem.Thepracticeoftreatingemergencymanagementagenciesaspublicinstitutionsandlettingthemtakeondailyaccidenthandlingcommandcentersmaydwarftheemergencymanagementfunctionsandweakenthegovernment'sabilitytorespondtomajoremergencies.Duetothedifferentlevelsofeconomicandsocialdevelopmentandpotentialcrisesinvariousregions,theemergencyadministrativemanagementsystemsofvariousregionscanalsobedifferent,anditisnotadvisabletomakerigidregulationsontheallocationofadministrativeresourcessuchasestablishmentsandgrades.Instead,localgovernmentsatalllevelsshouldbeallowedtomaketheirowndecisions.Decide.However,thestaffingofemergencyresponseofficesofgovernmentsatalllevelsshouldbesubstantialandimplemented,andthelevelshouldbeclear.Inordertoimprovetheauthorityandcoordinationcapabilitiesofemergencymanagementagencies,acommoninternationalpracticeistoappropriatelyupgradethelevelofemergencymanagementagencies.Thisapproachisworthlearningfromourcountry.Ourcountryisinaperiodofrapideconomicdevelopmentandprofoundtransformationofthegovernmentmanagementsystem.Manydisastersaretrans-regional,trans-departmentaloreventransnational,anditisdifficulttopredictandcontrol.Theresponsibilitiesofprofessionaldisposalagenciescannotcoverallpotentialcrises.AftertheestablishmentoftheEmergencyOfficeoftheStateCouncil,emergencyworkthatisnotmanagedbysomedepartmentsorpolicieshastendedtobeconcentratedintheemergencyoffice.TheemergencyofficeassistedtheleadershipoftheStateCouncilindirectlydealingwithcrisesandincreasedcoordinationamongvariousdeliberativeandcoordinatingagencies.ItisevenmoreimportanttoensureadequatestaffingandcoordinationauthorityoftheStateCouncil’sEmergencyOffice.Therefore,itisnecessarytoestablishahigher-levelofficeatthecentrallevel.
Za třetí, zřízení úřadu pro mimořádné události by se mělo opírat o generální úřad vlády na této úrovni
Thelifelineofmycountry’semergencymanagementadministrativesystemliesinitscoordinationcapabilities,andGovernmentsatalllevelsusegeneralofficesastheircoordinationhubs.Relyingonthegeneralofficestosetupemergencyresponseofficeshelpstoensuretheauthorityandlowcostofcoordination.Atthesametime,itisclosetotheexecutiveheadwhoexercisescommandasthedecision-makingcenterwhenacrisisoccurs,whichisconducivetoimprovingemergencyresponsework.sefficiency.TheCentralOrganizationOfficeclearlystipulatedthattheStateCouncilEmergencyOffice"isresponsibleforcoordinatingandsupervisingandinspectingtheemergencymanagementworkofthepeople'sgovernmentsofvariousprovinces(regions,municipalities)andvariousdepartmentsoftheStateCouncil"and"assistingtheleadersoftheStateCouncilinhandlingparticularlymajorpublicemergencies."Theperformanceandexertionofthesefunctionsarecloselyrelatedtotheestablishmentofitsagenciesinthegovernmentoffice.Inaddition,thecombinationwiththedailyfunctionsoftheGeneralOfficeisconducivetotheemergencyofficetoaccuratelygraspthesourceofcrisisandemergencyresourcesatanytime,enhancecommunicationandcontactwithrelevantdepartments,andimprovetheefficiencyandauthorityofcoordination.Ifthegovernmentemergencyofficeissetupseparatelyfromthegovernmentofficeatthatlevel,eveniftheemergencyofficeisgivenahigherlevel,equippedwithstrongercadresandmorepersonnel,sinceitactuallyformstwohubsclosetotheheadofgovernment,thedailyworkoverlapsAndconflictisinevitable.Theauthorityoftheemergencyoffice'susualworkwillbecompromised,whichwillaffecttheeffectiveswitchingbetweennormalmanagementandemergencymanagement.
Fourth,toclassifythedeliberativeandcoordinatingagenciesandinter-ministerialjointmeetingsystemstofurtherclarifytheboundariesoftheemergencyadministrativesystem
Therelevanceofmanagementmakesreasonableclassificationandadjustmentstothe25deliberativeandcoordinatingagenciesandjointmeetingsystem.Thedeliberativeandcoordinatingagencyandjointmeetingsystemthatarehighlyrelatedtoemergencymanagementshouldbeincorporatedintotheemergencymanagementadministrativesystem,andtheprofessionalcoordinationcapabilitiesrelatedtoemergencyshouldbeenhanced,andtheemergencyofficeshouldcontactandcoordinate;otherdeliberativeandcoordinatingagenciesandinter-ministerialjointmeetingsshouldbeclearlyassignedtoItisthegovernment'snormalmanagementsystem,whichisliaisedandcoordinatedbyotherdepartmentsinthegeneraloffice(room).