An analysis of an evolving response framework: A case study of the Emergency Management Assistance Compact (EMAC)
by Miller, Vicki L., Ph.D., NORTH DAKOTA STATE UNIVERSITY, 2010, 137 pages; 3416417


This dissertation research focused on the evolving response framework of the Emergency Management Assistance Compact (EMAC). This study examined the following questions: (1) Did the lessons learned in the EMAC After-Action Report of 2004 Hurricane Response result in policy changes in how EMAC operates as shown in the EMAC Operations Manual ? (2) Did the lessons learned in the EMAC After-Action Report of 2006 Hurricane Response result in policy changes in how EMAC operates as shown in the EMAC Operations Manual? (3) Did the accomplished tasks, objectives, and goals identified in the EMAC Strategic Plan: 2007–2012 lead to policy changes in the EMAC Operations Manual? (4) Does continuity of leadership affect organizational policy making?

This dissertation focused on how the Emergency Management Assistance Compact (EMAC) has evolved and is evolving to determine what drives policymaking for the EMAC. The research applied a mixed methods approach to investigate the EMAC system in two qualitative phases. In Phase One, the EMAC data was analyzed that included EMAC after-action reports, the EMAC Operations Manual, and the EMAC Strategic Plan. In Phase Two, interviews were conducted of the EMAC Executive Task Force (ETF) to assess whether a focusing event such as a hurricane or a non-focusing event such as strategic planning and leadership change drove policy.

This dissertation also applied Birkland's Model of Event-Related Policy Learning, which identifies a six-step process to assess whether learning occurred and led to policymaking. This approach determined whether Birkland's policy model was applicable to focusing events and non-focusing events. The interviews conducted in Phase Two of this study also validated the accuracy of the data collected in Phase One. Moreover, this dissertation determined that EMAC policymaking is driven by focusing events like hurricanes and non-focusing events such as the development of the EMAC Strategic Plan and action plan.

AdviserDaniel Klenow
SourceDAI/A 71-08, Aug 2010
Source TypeDissertation
SubjectsPublic policy; Organization theory; Organizational behavior
Publication Number3416417
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