Politics and Emergency Management
Chief and Council (C&C) are not the only political variables that need to be considered by on-reserve emergency management practitioners. Every emergency management leader, whether they are elected or hired, has political involvement.
C&C’s across all First Nations communities have been known for their micro-management and top-down approaches which creates confusion and extra work at the operational/administrative level. This occurs because they work within a colonial governance system and it can occur during normal operations or an emergency.
C&C Roles and Responsibilities
**These lists are not all inclusive
Mitigation (Structural)
Using on data and assessments support the prioritization of mitigation projects.
Advocate for and support mitigation funding.
Communicate with members and provide community updates.
Communicate with the Crown at the Ministerial level for support.
Preparedness
Set the overall strategic direction and support for emergency management. Approve a Band Council Resolution setting the stage and budget for an emergency management program.
Approve the emergency management plan and keep emergency management program development and evaluation moving.
Discuss emergency management with their counterparts at the Crown.
Help communicate and promote the plan to other departments and members.
Take part in media training and other emergency management courses.
Response
Declare a State of Local Emergency through a a Band Council Resolution.
Take media calls.
Communicate with members and provide community updates.
Communicate with the Crown at the Ministerial level for support.
Recovery
Approve re-entry and recovery plans.
Stay appraised of plan performance and help remove roadblocks.
Take media calls.
Communicate with members and provide community updates.
Communicate with the Crown at the Ministerial level for support.
C&C need to be positioned as spoke persons for the community, advocates for strategic and operational plans and they have a role to promote emergency management within the community.
Political Levels
Strategic/High-Level - At the Crown’s level Indigenous peoples are often left out of emergency management and disaster planning processes. This marginalization means that policies are drafted without the input of those most affected, leading to response strategies that do not reflect local cultural practices, land‑care knowledge, or community priorities.
Because public servants often lack the skills and cultural awareness needed to work with Indigenous communities, the resulting policies do not meet their needs.
In-community/Grass Roots - Indigenous governance bodies such as tribal councils and community driven groups are needed to fill the vacuum left by mainstream government structures.
Bhiamie Williamson, a Euahlayi member from the northwest of New South Wales, Australia argues that strengthening these Indigenous led institutions can improve accountability, ensure that disaster‑risk reduction policies are culturally appropriate, and that they promote self‑determination.
Williamson creates political pressure for governments to revise legislation and allocate resources more equitably. His research is frequently cited in public debates and media pieces that call out governmental shortcomings, thereby shaping the political narrative around disaster resilience.
He also advocates for a transition from top down emergency management toward co‑production of policy with Indigenous Peoples, rightsholders, and stakeholders. This shift aims to embed Indigenous knowledge systems into formal disaster‑response frameworks, altering the power dynamics between state agencies and First Nations communities.
Practical considerations
Policy Revision – Disaster management policy should mandate consultation with Indigenous governance bodies and allocate funding for culturally specific healing programs.
Pressure ISC to work more broadly at the community level and with more local Indigenous governance bodies.
Brief C&C on the issues and provide them with key messages and draft letters for them to send.
Training for Responders – Include modules on Indigenous knowledge, protocols for ceremony, and respectful engagement.
Funding Models – Advocate for the development of grant streams that support community‑led healing initiatives (e.g., land‑based workshops, cultural events) as part of recovery budgets.
Discuss with ISC, at a high-level, the options for funding community‑led healing initiatives.
Develop cases for why this funding is part of your community’s culture.
Brief C&C on the issues and provide them with key messages and draft letters for them to send.
Monitoring & Evaluation – Develop indicators that track cultural revitalization, language use, and community cohesion alongside traditional metrics.
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