Here’s how to improve New Mexico’s emergency management

Emergency management is a critical function of government. It’s unique because its function is to coordinate the functions of others. It’s additionally unique because, not only does it transect all levels of government, many of the key service delivery roles are filled by volunteer and private nonprofit organizations.

The New Mexico Department of Homeland Security and Emergency Management has existed as an independent, Cabinet-level agency for a little more than 10 years. In that time, it has experienced virtually every adversity an agency can endure, including loss of key personnel, high turnover, numerous late and adverse financial audits, investigations, lawsuits and negative press (some deserved, some not).

Emergency management is too important not to be delivered to its maximum potential. State emergency management is not delivering to its greatest potential. I suggest the following would redirect state emergency management toward its greatest potential:

Restructure the New Mexico Department of Homeland Security and Emergency Management by creating a state emergency management commission, not unlike the state Game and Fish Department, with representation from the emergency management professional community, the Department of Finance Authority and most importantly, the public.

Emergency management could be administratively and logistically attached to a larger agency, such as public safety. Homeland security is primarily a law enforcement function, so it really belongs within public safety. Some states, such as Tennessee, have departments of homeland security and public safety.

Perhaps the most visible example of the Department of Homeland Security and Emergency Management’s malfunctioning is the delivery of disaster assistance funds. This is not entirely the department’s doing. Federal and state grant documentation and monitoring requirements have grown exponentially at the same time the number of damaging events has grown.

The Legislature has not funded the necessary number of positions, forcing Homeland Security to use contractors to fill the gap. Recently, the former state auditor publicly chastised the department for not distributing the funds fast enough and for spending too much on contractors.

The state can’t change the grant rules, but here’s what it can do: Use permanent funds to create a disaster relief fund; create zero interest e-cards for all disaster and emergency procurement guaranteed by the relief fund, available to eligible communities, organizations and agencies impacted by disasters; and create a zero-interest, long-term disaster loan program through the finance authority to aid communities and organizations that are unable to meet the match requirements of grants.

These actions would improve the delivery of emergency management services by ensuring businesses are paid in a timely fashion, regardless of the grant reimbursement cycle; communities, organizations and agencies providing disaster assistance would be more nimble and responsive to crisis rather than enduring the delay of a grant application, which would follow up later, and most importantly, the Legislature could be required to maintain the fund, thereby ensuring its appropriate role of fiscal oversight.

Emergency management is too important to function so far below its potential. It can and must be changed for the better.