Emergency Management System in Lithuania: Functions and Complications to Implement them
The paper contains an analysis into the government’s actions in emergency situations, by describing of the structure of the emergency system, listing of the institutions engaged in emergency control, and analyzing their functions. У статті аналізуються дії держави в умовах екстремальних ситуацій, оп...
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| Опубліковано в: : | Наука та наукознавство |
|---|---|
| Дата: | 2007 |
| Автор: | |
| Формат: | Стаття |
| Мова: | Англійська |
| Опубліковано: |
Центр досліджень науково-технічного потенціалу та історії науки ім. Г.М. Доброва НАН України
2007
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| Онлайн доступ: | https://nasplib.isofts.kiev.ua/handle/123456789/49122 |
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| Назва журналу: | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| Цитувати: | Emergency Management System in Lithuania: Functions and Complications to Implement them / B. Pitrenaite // Наука та наукознавство. — 2007. — № 1. — С. 14-26. — Бібліогр.: 13 назв. — англ. |
Репозитарії
Digital Library of Periodicals of National Academy of Sciences of Ukraine| _version_ | 1860055290783727616 |
|---|---|
| author | Pitrenaite, B. |
| author_facet | Pitrenaite, B. |
| citation_txt | Emergency Management System in Lithuania: Functions and Complications to Implement them / B. Pitrenaite // Наука та наукознавство. — 2007. — № 1. — С. 14-26. — Бібліогр.: 13 назв. — англ. |
| collection | DSpace DC |
| container_title | Наука та наукознавство |
| description | The paper contains an analysis into the government’s actions in emergency situations, by describing of the structure of the emergency system, listing of the institutions engaged in emergency control, and analyzing their functions.
У статті аналізуються дії держави в умовах екстремальних ситуацій, описано структуру системи управління екстремальними ситуаціями (УЕС), визначено інституції, що беруть участь в УЕС, аналізуються їх функції.
В статье анализируются действия государства в условиях экстремальных ситуаций, описывается структура системы управления экстремальными ситуациями (УЭС), определены институции, участвующие в УЭС, анализируются их функции.
|
| first_indexed | 2025-12-07T17:00:39Z |
| format | Article |
| fulltext |
âîì äîõîäå, ãîðàçäî âûãîäíåå îñóùå-
ñòâëÿòü çà ñ÷åò âëîæåíèé ðåñóðñîâ â îò-
ðàñëè, êîòîðûå îáåñïå÷èâàþò êîíêó-
ðåíòíûå ïðåèìóùåñòâà. À äëÿ ÐÔ ýòî
âûñîêîòåõíîëîãè÷íûå îòðàñëè è íàóêà,
òðåáóþùèå êðóïíûõ çàòðàò. Ìèðîâîé
îïûò ïîêàçûâàåò, ÷òî âûãîäû îò âûñî-
êîòåõíîëîãè÷íûõïðîåêòîâíàìíîãîïå-
ðåâåøèâàþò âåðîÿòíûå ðèñêè, òîãäà êàê
ïîòåðè, ñâÿçàííûå ñ îòêàçîì îò òåõíîëî-
ãè÷åñêîãî ñîðåâíîâàíèÿ è çàâåäîìûì ïî-
ðàæåíèåì â ýêîíîìè÷åñêîé êîíêóðåíöèè,
ãîðàçäî âûøå. Ñðåäè íèõ ãëàâíûì ÿâëÿåò-
ñÿ íàðàñòàþùåå «îòñòàâàíèå â ðàçâèòèè»,
îïðåäåëÿåìîå äåéñòâóþùåé â ÐÔ ðåñóðñî-
åìêîé ýêîíîìèêîé.
1. Ãîõáåðã Ë. Íàöèîíàëüíàÿ èííîâàöèîííàÿ ñèñòåìà Ðîññèè â óñëîâèÿõ «íîâîé ýêîíîìèêè» // Âîï-
ðîñû ýêîíîìèêè. — 2003. — ¹ 2. — Ñ.26—44.
2. Àâäóëîâ À.Í., Êóëüêèí À.Ì. Ñèñòåìû ãîñóäàðñòâåííîé ïîääåðæêè íàó÷íî-òåõíè÷åñêîé äåÿòåëüíîñ-
òè â Ðîññèè è ÑØÀ. — Ì.: ÈÍÈÎÍ, 2003.
3. Íàóêà è ãîñóäàðñòâåííàÿ íàó÷íàÿ ïîëèòèêà: òåîðèÿ è ïðàêòèêà. — Ì.: Íàóêà, 1998.
4. Çàéöåâ Ì. Êîðïîðàöèÿ Ðîññèÿ: âèäèìàÿ ðóêà ðûíêà. — Ì.: ÇÀÎ «Æóðíàë „Ýêñïåðò”», 2005.
5. Âàðøàâñêèé À.Å. Î ðåêîìåíäàöèÿõ ïî ñîõðàíåíèþ è äàëüíåéøåìó ðàçâèòèþ ðîññèéñêîé íàóêè //
Ýêîíîìèêà è ìàòåìàòè÷åñêèå ìåòîäû. — 2004. — Ò. 39, ¹ 2. — Ñ 86—102.
6. Ãëàçüåâ Ñ.Þ.  î÷åðåäíîé ðàç íà òå æå ãðàáëè? //Ðîñ. ýêîíîì. æóðí. — 2002. — ¹ 2. — Ñ. 32.
7. Áåêåòîâ Í. Ãîñóäàðñòâåííàÿ ïîëèòèêà èííîâàöèé // Ýêîíîìèñò. — 2004. — ¹ 9. — Ñ. 64.
8. Àãàìîâà Í., Àëëàõâåðäÿí À. Äåâàëüâàöèÿ äåêëàðàöèé // Ïîèñê. — 2003. —¹ 40. — Ñ 7.
9. Ñóááîòèíà Ò. // Âîïðîñû ýêîíîìèêè. — 2006. — ¹ 2. — Ñ 46.
Ïîëó÷åíî 30.11.2006
².Â. Øóëüã³íà
Íàóêà òà ³ííîâàö³éí³ òåõíîëî㳿 ÿê äæåðåëî åêîíîì³÷íîãî ðîçâèòêó
(ñâ³òîâèé äîñâ³ä ³ ìîæëèâîñò³ Ðîñ³¿)
Ðîçãëÿäàþòüñÿ ðîëü íàóêè â ³ííîâàö³éí³é ñèñòåì³ ïåðåäîâèõ êðà¿í, ³ííîâàö³éíà ïîë³òèêà ³ çì³íè â
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íà ³ííîâàö³éíèé ðîçâèòîê.
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Introduction
The State must be able to rule the coun-
try effectively not only in favourable times
but also in emergency. Emergencies can
be evoked by natural, technical, ecologi-
cal or social factors that bring conditions
causing a danger for human lives and
health, property, nature or interests of the
State. Duty of the State is to forecast
threats, to assess them, to get prepared for
their defeat, and when they happen, to
organize liquidation and elimination of
outcomes. For the purpose of these tasks
every single country has the Emergency
Management System (hereinafter the EMS)
in place. In order to ensure its functioning
particular organizational and legal measures
are taken and human, financial and material
resources are allocated. The extreme events
of different nature that have shocked the
world during the last decade revealed that
functioning of EMS in even vastly experi-
enced countries when localizing emergen-
cies and eliminating their outcomes contain
some gaps and shortcomings (for instance,
hurricane damage in USA, losses from mass
riots in France). Lithuania is located not in
�� Science and Science of Science, 2007, ¹ 1
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© Birut�e Pitr�enait�e, 2007
the zone subject to natural disasters of such
enormous scale like for instance countries of
the Southeast Asia or Central America how-
ever obsolescence of equipment in danger-
ous industrial objects increases risk of eco-
logical disasters, growing flows of immigra-
tion enhance the threat of terrorism, more
and more often humans and environment
experience losses caused by the natural phe-
nomenon. These and other threats require
for improvement of Lithuanian preparation
to act properly in emergency. It’s been sev-
eral years already that the governmental pro-
grams of Lithuania cover some measures for
EMS development and for improvement of
its functioning. Unfortunately extreme
events that have attracted attention of the
general public and have been largely high-
lighted by the media as raising various
threats for living environment (large-scale
peat bog fires in 2002, fires in Kurðiø Nerija
in 2006, extreme cold in 2005) revealed that
there were some shortcomings in the perfor-
mance of the public institutions when fight-
ing with them. Problems in concentration of
taskforces and means, problems in operation
coordination and compatibility for collective
actions as well as some other problems allow
for supposing that measures applied for
development of EMS are not sufficiently
effective or proper.
Relevant problems of crisis and emergency
management systems are analyzed by foreign
scientists, for instance P.Lagadec (France),
U.Rosenthal, P.Hart, (Netherlands), B.Por-
firiev (Russia), by researchers of Washington
National Defence University and other sci-
entific institutions. There are books of this
topic published abroad, and scientists that
study various dimensions of crisis and EMS
publish their works in the specific scientific
publications like Australasian Journal of Di-
saster and Trauma Studies, Journal of Con-
tingencies and Crisis Management and
etc. Scientific papers study problems of
EMS structure, of organization and coor-
dination of its operation as well as some
other problems arising under extreme and
critical conditions, analyze concrete ca-
ses, investigate causes of insufficiently ef-
fective functioning of the system and of
separate its components. However appli-
cation of experience of foreign countries’
researchers for Lithuania’s situation might
be problematic due to specificity of EMS
of every single country. Until now scien-
tific investigations of EMS in Lithuanian
are absent and there are only few papers
dedicated specifically for the specificity of
the public management under extreme
conditions (A.K.Orenius, B.Pitr�enait�e).
Therefore given the present situation in
this field and degree of its exploration, this
paper deals with the following key tasks:
v institutions (components of EMS) that
take part in management of emergen-
cies and in localization, elimination of
emergencies’ impact are identified;
v changes in public management and in
functioning of institutions under
extreme conditions are analyzed;
v factors that mostly influence effective-
ness of EMS functioning during prep-
aration for liquidation and during liq-
uidation of emergencies are deter-
mined and assessed;
v problems in EMS development are as-
sessed;
v causes that reduce effectiveness of Lit-
huanian EMS functioning and poten-
tial outcomes thereof are studied.
When dealing with these tasks tradi-
tional, causality, logical and structural-
functional analysis are used as well as
methods of process simulation, decompo-
sition and synthesis.
Changes in Public Management under Emergencies
On international, regional or national scale
because of some threats, extreme conditions
can emerge causing a sudden and great dan-
ger for human lives and health, property, na-
ture or they can lead to ruination of the hu-
man race, harm and great property loses
(Law on Civil Safety, 1998). These dangers
can be caused by factors of natural, techni-
cal, ecological and social nature or by the
sum of different factors. Events when scale
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of the factors exceeds the established in-
nocuous level become the extreme ones.
According to the nature of extreme situa-
tion that is formed by the extreme event or
by the sum of different events, all the
events or events can be grouped as follows:
violence, non-violence, technological
events and disasters. It’s necessary to en-
sure State’s preparation for emergency
management and this requires for provi-
sion and implementation of some legal, or-
ganizational means and allocation of hu-
man, material and finance resources.
Under extreme conditions the funda-
mental human rights — to life, freedom
and safety — fall in danger. Therefore
when striving to protect rights, restriction
of human freedoms’ use can become nec-
essary as well as restriction of the activity
of physical and juridical bodies perform-
ing under normal conditions.
However in order for the State to start
applying restrictions on human rights and
freedoms provided in the Convention for the
Protection of Human Rights and Funda-
mental Freedoms and in the Constitution of
the Republic of Lithuania it is necessary to:
v have introduced special legal regime
v and after its introduction to have re-
formed (adjusted to act under extreme
conditions) operation of the State and
municipality’s institutions.
Legal basis for reorganization of the
State’s governing is ensured trough an-
nouncement of state of emergency or the
state of war. What state to impose on the
country depends on the type of emergency.
It is evident that State governing in emer-
gencies becomes complicated and problem-
atic. In order to prevent loss of human lives, of
private and State property, in order to retain
constitutional system and country’s sover-
eignty it is essential that the State had created
and implemented effective and efficientEMS.
Functions of the Emergency Management System
Intricacy of emergency management
determines complexity of management
system as well. EMS can be decomposed
into the following levels: municipality,
county and state levels.
In addition to constantly acting institu-
tions every municipality and country
contains Centre for Emergency Mana-
gement that is formed of staff taken from
various institutions (Law on Civil Safety,
1998), and on the national scale the
Commission of Emergency operates.
Functions of these centres and the Com-
mission are dependant on the situation —
i.e., under normal conditions these insti-
tutions perform functions of planning and
preparation for emergency management,
and under extreme conditions they per-
form functions of coordination and ma-
nagement within their competency.
In special cases, when state of emer-
gency or state of war is imposed, specific
institutions may be established that oper-
ate only under these conditions.
It is evident that this complex EMS per-
forms many different functions. Analyzing
the system in accordance with the dimen-
sion of performed functions allows for iden-
tification of three main activity trends:
v functions of emergencies forecast, pre-
vention and monitoring;
v functions of operational management
(localization of extreme events, elimi-
nation of outcomes, etc.);
v functions of logistical support (material,
technical, financial and etc. provision).
However in order to identify preferential
functions, their influence on the whole per-
formance of the system, and to determine
inter-functional relations it is necessary to
decompose and systematize presented char-
acteristics. After this task was accomplished,
functional framework of EMS was con-
structed that illustrated operation of differ-
ent institutions in the field of emergency
management (ref. to Fig. 1).
The functional framework illustrates that
all the fields of system’s operation are inter-
�� Science and Science of Science, 2007, ¹ 1
Birut�e Pitr�enait�e
related and only when all the functions are
properly performed system’s operation un-
der extreme conditions is efficient and its
purpose is achieved.
Trends in the EMS Development
Today the world is facing disasters on an
unprecedented scale: more than 200 million
people were affected by natural disasters
globally each year, on average, between
1994 and 2003, with a range of 68 million to
618 million. During the same period, these
disasters claimed an average of 58000 lives
annualy, with the range of 10000 to 123000.
In a year 2003, 1 in 25 people worldwide
was affected by natural disasters. Scien-
tific predictions and evidence indicates
that global climate change will continue
to increase the number of extreme events,
creating more frequent and intensified
natural hazards such as floods and wind-
storms (Guha-Sapir D. etc., 2004). Such
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P
U
R
P
O
S
E
To save
human lives,
health,
property, to
protect State
affairs,
environment
under
extreme
conditions.
To prepare institutions of
EMS for operation under
extreme conditions
To collaborate with foreign countries
To perform prevention of emergency
To investigate
emergencies
To forecast and monitor threats
To reconnoiter focuses of danger
To collect information on characteristics of
extreme events’ focuses
To analyze causes, outcomes and course of
extreme events
To improve legal base of
EMS
To improve legal acts regulating operation of
EMS institutions under normal conditions
To improve legal acts regulating operation of
EMS institutions under conditions of State of
Emergency
To improve legal acts regulating operation of
EMS institutions under conditions of State of
War
To ensure consistent
preparation
To ensure interaction among
institutions
To ensure legality of actions
To prepare staff
To train staff
To provide means
To form a reserve
To localize focuses of
emergencies
To eliminate outcomes of
extreme events
To apply standard means of emergency
management
To adjust EMS for operation under
conditions of state of emergency / war
To apply extraordinary means of emergency
management
To prepare the society
for actions under extreme
conditions
To instruct people about actions under
extreme conditions
To form and prepare volunteer forces
Figure 1. Functional Framework of Emergency Management System (EMS)
prognosis challenge governments to pay
more attention to EMS development.
There are no identical EMS in the
world because every single State shapes
this system depending on probable
threats, its own geographical and
geopolitical situation, public structure,
specifics of policy making, of public ad-
ministration, territorial-administrative di-
vision and legal regulation as well as tak-
ing into account financial opportunities
and other important factors. For instance,
some countries have autonomous EMS
that are independent of any other system
in the public sector (Emergency Minis-
tries are established) whereas manage-
ment of emergencies in the USA is decen-
tralized and different functions are per-
formed by the specialized agencies. In
Lithuania specific EMS functions too that
differs from the any other State’s system.
However irrespective of features and
specificity, requirements raised for all
EMS are the same — they must produce
as precise forecast of threats as possible,
timely identification and assessment the-
reof and when threats come into play —
operative response and localization, flexi-
ble action in liquidating emergencies and
their outcomes (Hagman H., 2002). If
system meets these requirements it is pos-
sible to presume that it is able to ensure
maximum protection of population,
property, environment and interests of the
State under conditions of emergency.
Today public sector agencies have not
seriously committed themselves to pre-
paredness and prevention. Calculations of
risks and vulnerability assessments were a
lower priority than response. The general
approach to emergency management has
remained reactive, focusing on relief, fol-
lowed by rehabilitation and reconstruc-
tion (Guha-Sapir D. etc., 2004). Fore-
casting and monitoring threats, preven-
tion planning was not a policy priority. As
a lots of other countries Lithuania invests
more in reaction, and too little concerns
about forecast and preparedness proces-
ses. In such states as Lithuania with poor
enough experience of emergency manage-
ment should be the purpose to get scholarly
contribution. In order to increase the effi-
ciency of emergency management it is es-
sential to ensure proper emergencies’ prog-
nostication and operative decision making.
To reach the goal composition of the Expert
Systems to forecast emergencies can help. It
would be advantageous to take the experi-
ence of this work from scientists of Dobrov
Center for S&T Potential and History Stud-
ies of National Academy of Sciences of
Ukraine. Applied science can provide EMS
with possibility that using modern informa-
tion technologies EMS experts could fore-
cast emergencies express in order to obviate
disaster or to make optimal decisions for ef-
fective elimination of it. Expert systems en-
sure that high-skilled experts would be able
to answer the questions promptly on-line
from an every point in the world. In the cen-
tral server processed answers could be used
by concerned officers to provide institutions
of EMS and others with well-founded infor-
mation. All the experts could share their ex-
perience, and EMS officers could apply ex-
perts’ recommendations. Expert Systems to
forecast emergencies would ensure that eval-
uation, prognosis of extreme events and
references how to escape or eliminate them
are science-based. Use of this system would
help to make optimal decisions.
Irrespective of no EMS perform ideally
however every State has a chance to assess
mistakes made by other countries, short-
comings of their systems and to intercept
and apply examples of good practice for the
conditions of their own country. In order to
achieve this it is necessary to analyze and as-
sess what factors and components of the sys-
tem have a major influence on the activity of
institutions that perform functions of emer-
gency management, what determines effec-
tiveness of the whole system, what kind of
problems exist, what kind of means could
lead to the possibly highest effectiveness of
the system. Without having answers to these
questions it is unlikely that any efforts to
improve performance of EMS could be
useful.
�� Science and Science of Science, 2007, ¹ 1
Birut�e Pitr�enait�e
When developing or improving any system
the attention is concentrated on its functions
and structure, on regulation of its activity,
logistical procurement and staff. The EMS is
not an exception therefore when imple-
menting tasks of its development it is neces-
sary to deal with problems how to create an
effective structure, properly regulate its ac-
tivity, adequately prepare its staff and suffi-
ciently supply the system with logistical
means in order to ensure maximum protec-
tion of people, property and nature under
the critical conditions. These are the fac-
tors (maximal conformity of the structure
with the functions of the system, regula-
tion of the activity, staff, logistics) that
have a major impact on effectiveness of
the system’s operation when preparing to
liquidate and when liquidating emergen-
cies and eliminating their outcomes.
Therefore it is necessary to analyze and
assess them.
Complexity of EMS Structure and Weakness in Logistical Procurement
Decision making in modern organizations
cannot be adequately understood by inter-
preting it in terms of the hierarchical struc-
tures. Outcomes of their activity are deter-
mined not as many by the decisions made in
the separate organization as by the complex
interaction among organizations and their
sections (Parsons W., 2001). EMS cannot
bypass complex inter-institutional relation-
ships when preparing for and implementing
management of emergencies. In order to en-
sure operative response to the extreme event
in emergency and apply effective measures
for its localization, flexibility of the system is
absolutely necessary as well as prompt verti-
cal and horizontal coordination of actions
and communication among components of
the system. However given the present struc-
ture of the EMS it is true to say that reliabil-
ity and precision of communication is lost
due to the hierarchical structure of the insti-
tutions and the top officers are incapable of
controlling staff at the lower levels (Lane J.
E., 2001). Clear hierarchical division and
subordination, unambiguous establishment
of competencies and specialization, inflexi-
ble regulations and resulting principle of the
official order prevent from the possibility to
orientate the organization to solution of
new, ever-changing and complex problems
in dynamic environment that are absolutely
opposite to the previous predictable and typ-
ical official circumstances. Such purposes
require for more flexible organizational
structure — separate from each other, com-
paratively small, responsible for their own
actions and possessed of freedom of action
(Thom N., Ritz A., 2004). Whereas the
present difficult, complex, multilevel hi-
erarchical structure containing many col-
legial institutions can be treated as one of
the major causes for the manifestation of
various system’s shortcomings such as in-
flexibility, low expedition, problems of
feedback and interaction among system’s
components. Moreover since not the only
one institution is usually affected by the
extreme event, the key feature of deci-
sion-making becomes a growing central-
ization because the larger danger is raised
by the emergency, at the higher level key
decisions are being made (Rosenthal U. et
al., 1989). However hierarchy in the
structure and its complexity can impede
this process and aggravate coordination
and control of components performance
in the lower levels of the system.
It is necessary to emphasize that one of
the most important and preferential tasks
of the EMS is preparation of its compo-
nents (separate institutions). Realization
of this task is the greatest contribution to
the performance of the whole system. Im-
proper performance of preparation func-
tions disturbs functioning of the whole
EMS and vice versa — effective prepara-
tion conditions good results of various
tasks implementation. Problems of the
system’s structure can also have a negative
impact on processes of preparation for ac-
tion under emergency conditions. Prob-
lems of the structure can become a reason
of severe outcomes — insufficient prepa-
ration for action under extreme condi-
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tions and insufficiently effective operation
when they come into play can determine
additional loses of lives and property and
greater damage for nature and interests of
the State.
No system can operate without proper
provision of its operation. Logistical sys-
tem is inseparable from the structure be-
cause problems of the latter determine
provision problems and their mix affects
the result of EMS operation. In order to
assess logistical problems and potential
their outcomes it is necessary to identify
specifics of EMS procurement and re-
quirements that it must satisfy.
The following two fields can be distin-
guished in the EMS logistics:
v provision to the emergency manage-
ment.
v provision to the daily activity, purpose
of which is to ensure daily provision to
the components of EMS.
Both fields of the logistic are important
and interrelated. The following key re-
quirements are raised for the logistics
system:
v to satisfy requirements of the system’s
components for logistical means;
v to ensure necessary support for the
units that perform liquidation of emer-
gency for the determined period of
time;
v to ensure level of preparation of EMS
institutions and conditions of persis-
tence;
v under normal conditions to operate ef-
ficiently and economically, to collabo-
rate closely with the economical ele-
ments of the civic sector;
v to switch quickly from normal condi-
tions to the extreme ones (and to the
state of emergency and the state of
war).
Due to limited financial resources it is
unlikely that EMS could be provided with
necessary means for «all the accidents in
life». Of course it is not purposeful and
not rational to purchase, for example, all
the equipment necessary for forecasting
earthquakes and typhoons. However there
must be means designed for receiving infor-
mation on these phenomenon in case if dan-
gerous large-scale disasters approached
Lithuanian Territory and there must be a
plan stating where to get necessary supplies
and support for localization of such pheno-
menon and liquidations of their outcomes.
Logistical provision to EMS is a very com-
plex and high-priced system. Problems of
various levels and complexity are characteris-
tic to this as well as to any other complex sys-
tem that requires for considerable resources.
The institutions at the lowest level of EMS
have a limited amount of means which can
be insufficient for effective localization of
the emergency. Since the structure is the hi-
erarchical one, the additional logistical pro-
vision should be organized through institu-
tions at the higher level. It impedes accessi-
bility to necessary type and amount of the
means and reduces expedition of their con-
centration at the location of emergency.
Institutions from various fields of the pub-
lic sector (Healthcare, National Defense,
Internal Affairs and etc.) that comprise
Emergency Management System source au-
tonomously depending on the specifics of
their operation. When elements of different
fields operate at the location of emergency
(for example, when the extreme event is lo-
calized by firefighting and rescue, military
and healthcare units), the problem of means
incompatibility can arise. Because of that it
could be impossible to start immediately the
emergency management works of some
types and the operation could be disturbed
by the difficulties confronted in arrangement
of actions of different components.
In order that works were started opera-
tively and sanctions were efficient and effec-
tive, resources used economically and ratio-
nally, it is necessary to allocate logistical
means in such a manner that they could be
easier accessible (or to simplify procedures
for use of additional means) and to stan-
dardize (to match) means usable by institu-
tions from different fields that should be
used in collective actions.
When searching for means of improve-
ment of structure and logistical provision it
! Science and Science of Science, 2007, ¹ 1
Birut�e Pitr�enait�e
is necessary to bear in mind that any mature
theory resulting in the best structure of the
institution is nonexistent. Beginning from
the 1990s, recognition in the public sector
accrued to the tendency to decentralize re-
sponsibility and results centres by reducing
degree of bureaucratic routine and opera-
tional complexity in public institutions. Both
at the highest institutional level (…) and at
the individual level responsibility and com-
petency should be given to those institutions
and those persons that are capable of per-
forming intended functions in the best possi-
ble way and have necessary knowledge. This
kind of decentralization nevertheless re-
quires for the clear centralized governing
that aims at matching between objectives of
different autonomous public institutions
(Thom N., Ritz A., 2004). However specif-
ics of EMS operation product (a service that
can be offered for the public only in excep-
tional case) and degree of its operation un-
certainty (it is not always possible to forecast
when it is necessary to concentrate powers
and provide services) requires for particu-
larly thorough analysis and reasoned assess-
ment of what functions it would be pur-
poseful (and necessary in general) to de-
centralize vertically, horizontally or to ap-
ply local decentralization. Moreover, it is
important to take into consideration that
some new means of public management
that are effective in other sectors (for
instance in healthcare and education) can
be unacceptable or even harmful for the
exceptional MS.
The other important factor that affects
preparation of the State to act in case of
emergency and effectiveness of this action
is its proper regulation. In order to ensure
efficient and effective governing of the
State, rational use of human, financial
and material resources and to prevent tur-
moil in the state resulting from the threat
manifestation, it is necessary to regulate
clearly and precisely procedures for
switching to the State of Emergency, to
establish restrictions of the activities and
specific authority of institutions that take
part in the State’s governing as well as
transfer and takeover of functions and etc.
(Pitrënaitë B., 2006).
Defects of Legal Regulation During Public Management in Emergency
Governing of the State — especially under
normal conditions — is essentially quite sta-
ble, well-tried and comprehensively legally
regulated process. In case any inaccuracy or
limitation in legal regulation is detected, the
Seimas can modify and improve legal acts
following the Government’s proposal in
normal order and, if necessary, in order of
urgency. However when the emergency
forms there can be no time left for modifica-
tions and refinement of even operative legal
acts. Therefore legal acts in effect should be
analyzed and assessed right now, under nor-
mal conditions, and possible problems due
to their imperfections should be determined
as well as their effect when reorganizing
State’s governing accordingly to the estab-
lished emergency situation. It is especially
relevant when due to the features and scale
of the emergency it is purposeful to impose
the State of Emergency or the State of War
— transition from normal conditions to
those states is related to some modifica-
tions in the State’s governing. Expedition
and fluency of transition is dependant
both on legal base that regulates this pro-
cess, its duration and particular proce-
dures as well as on practical means. In or-
der that it was possible to assess how well
institutions are ready to act in emergency,
it is necessary to simulate the extreme
conditions. They undoubtedly will never
coincide with the real conditions of oper-
ations under the State of Emergency or
State of War (Orenius A., 2003), therefore
it is very important to regulate procedures
in order that institutions had no doubts as
to what they must do and how they must
act under particular conditions. However
laws and resolutions of Government lack
some legal provisions. The present short-
comings would complicate and prolong
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transition to the State of Emergency or
State of War, impede adjustment of public
management system to act in these
situations.
The author after assessment of impor-
tance of EMS operation legitimacy has
studied legal acts that regulate State’s tran-
sition to the State of Emergency and State
of War as well as reorganization of the State
governing in these cases; has analyzed and
assessed inaccuracies and limitations and
their effect on the State’s governing in case
of those situations; has determined poten-
tial problems of the State governing associ-
atedwith inaccuracies and limitations in the
legal base when localizing emergencies and
eliminating their outcomes.
Legal regulation contains some inaccu-
racies and limitations that could lead to
serious problems if not assessed and
eliminated.
Procedures of imposition and announ-
cement of the State of Emergency and
State of War can drag on as there’s a lack of
objective criteria that validate imposition
of those States, and there are no conditions
and terms established for decision-making.
Without resolution of the Seimas (the de-
cree of the President) reorganization of the
State’s governing cannot be started and ex-
traordinary means cannot be applied. If
appropriate decisions are not made opera-
tively it is probable that sufficient powers
will not concentrated and insufficiently ef-
ficient means will be used for management
of the emergency.
In emergencies liquidation some prob-
lems of interaction among EMS compo-
nents can emerge, and insufficiently ef-
fective means could be used because
there’s some uncertainty as to what func-
tions and responsibility should be as-
sumed by the components of the system.
Imprecisely regulated order of subordina-
tion change under emergency manage-
ment can have an effect on potential limita-
tions of system operation and not prompt
the top links to timely takeover management
of the situation in order to prevent in ad-
vance outspread of the situation (State Audit
Report, 2003). There are some shortcomings
and inaccuracies in legal regulation of mobi-
lization organization and reserve use, and
improper allocation of functions and re-
sponsibility related to the mobilization can
lead to the risk that necessary mobilization
means will remain unplanned, that there will
be no readiness to apply them as necessity
occurs and that sufficient mobilization
reserve will not be accumulated.
Governing of the State after the cancella-
tion of the State of Emergency or State of
War becomes not less difficult than after its
imposition. In this stage there’s a danger that
after termination of functioning of institu-
tions that have been established during the
State of Emergency or State of War, institu-
tions performing under normal conditions
will not be ready yet to perform their func-
tions at required capacity, i.e., to «recover»
authority that has been transferred to tem-
poral institutions. This can lead to difficul-
ties when liquidating outcomes of the situa-
tion and when measuring its losses. After the
cancellation of the State of Emergency or
State of War some problems can occur in re-
funding to economical parties and individu-
als for the impressed things and forced la-
bour under the State of Emergency or State
of War because legal acts contain some inac-
curacies and limitations as to the planning
and prosecution of requisitions and
refunding for the means of private sector
that have been used for satisfaction of the
Sate’s needs.
In summary of the above identified prob-
lems one can come to a conclusion that the
legal base in effect that regulates operation
of the State during the State of Emergency
or State of War, is imperfect.
Preparation and Qualification Improvement of EMS Staff
Staff are another one of the most im-
portant factors that influences effective-
ness of the emergency management. On the
other hand people are the most sensitive and
!! Science and Science of Science, 2007, ¹ 1
Birut�e Pitr�enait�e
vulnerable link in the Emergency Manage-
ment System. Success of the pending or ex-
istent emergency is to a large extent depend-
ant upon the qualifications of the staff how-
ever staff itself is influenced by some internal
and external factors that must be identified
and assessed. Emergency causes great pres-
sure inside the EMS as staff can be required
to perform unfamiliar functions in peculiar
or even hazardous surroundings. Under the-
se conditions staff is affected by the human,
organizational and provision factors.
Success of retaliation depends on personal
features, professional competence and skills
of the key participants, on suitability of or-
ganizational procedures and on adequacy of
provision. When emergency occurs it is of
course too late to start developing desired
capabilities and powers (Lagadec P., Phelps
J. M., 1993), therefore it is necessary to pre-
pare for operation under extraordinary con-
ditions in advance. However when preparing
staff of EMS the following specific interre-
lated problems are encountered:
v strategy of staff preparation to rule in the
state of Emergency or War is not imple-
mented on the scale of the whole system
that must ensure unified preparation for
emergency management and valid order
for training, and qualification improve-
ment of statutory and civil servants is not
sufficiently matched;
v insufficiently clear mechanism for mat-
ching plans on general actions of institu-
tions of different institutional subordina-
tion in order to ensure efficient interac-
tion among different units of emergency
management system;
v problems concerned with improvement
of EMS because when amending provi-
sions of the law different attitudes and
interests of institutions are encountered
as well as irregularities in financing and
tasks settled for implementation.
The whole complex of problems can
lead to the lack of employees with some
particular specialties, and specific func-
tions would be performed by persons hav-
ing insufficient preparation, lacking nec-
essary knowledge and practical skills re-
quired for action under extraordinary
conditions. This kind of situation can lead
to increasing numbers of staff, burdening
management and finally it can enhance
level of stress that conditions spontane-
ous, intuitive and improper decisions.
In pursuance to improve effectiveness of
emergency management it is necessary to
pay exclusive attention to preparation of
specialists and improvement of their qual-
ification. Quality of staff preparation can
be ensured only by thoroughly planning,
organizing and properly accomplishing
tasks of staff preparation, controlling and
assessing achieved results and sufficiently
providing training processes with neces-
sary means.
In summary it could be said that no
means of EMS development will give ex-
pected results, unless problems of the
structure, logistics, legal regulation and
staff preparation are taken into consider-
ation. It is absolutely necessary to analyze
them and assess outcomes and search of
effective ways to solution of the above-
mentioned problems.
Conclusions
The State when doing its duty — to maxi-
mally ensure protection of people, property
and environment under both normal and ex-
traordinary conditions — forms Emergency
Management System (EMS) that is a spe-
cific constituent of the Public Management
System. The EMS is exclusive in that under
the State of Emergency or State of War it is
given an exceptional authority to realize ex-
traordinary (specific) means. This author-
ity determines complexity of the system’s
functions and structure. When realizing
received authority the three main activity
trends can be identified in operation of
EMS — prevention and monitoring, op-
erative management and logistical sup-
port. Quality, efficiency and expedition of
these activity trends depend on the fol-
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lowing factors: structure of the system, lo-
gistical provision, legal regulation of oper-
ation and staff preparation.
Notably important in emergency man-
agement is prognostication of extreme
events: on the evaluation of their parame-
ters, characteristics, possible periods of
exertion and outcomes etc. depends effi-
ciency of actions in possible extreme situ-
ations. In order to increase the efficiency
of emergency management it is essential
to ensure proper emergencies’ forecasting
and operative decision making. One of
the methods to solve the problem and to
improve on EMS performance is to im-
plement science-based Expert Systems to
forecast emergencies.
The structure of any system is depend-
ant upon functions performed by that sys-
tem. However due to some factors the
structure can become incapable of ensur-
ing efficient and effective management of
functions. The following most important
factors can be included: sound attitude to-
wards formation of system’s structure is
absent, specialists with deep insight in op-
eration of the whole system are lacking,
material means and correspondent tech-
nologies for development of adequate
structure are scarce and etc. Giving insuf-
ficient attention to formation of proper
structure can lead to situation where the
system becomes incapable of realizing its
goals. Therefore one of the key tasks of
system development is formation of the
structure that maximally corresponds to
the functions of the system or improve-
ment of the existent structure to the
acceptable level of corresponding to
functions.
Logistics is one of the key components
directly related to development of the sys-
tem’s proper structure. Given its impor-
tance it should be treated as a separate
subsystem of EMS the key tasks of which
are as follows: to satisfy requirements of
the system’s components by providing
necessary means, to ensure operative logisti-
cal support for units that undertake liquida-
tion of emergency, to ensure necessary level
of system’s preparation, to switch promptly
from normal conditions to extraordinary
ones, to provide daily operation of EMS and
staff preparation processes with all the nec-
essary means. In order to ensure flexible, re-
liable, economical and effective provision
when planning development of EMS it is
necessary to design means for logistics
improvement too.
When the emergency happens, manage-
ment of which requires for extraordinary
means, it is necessary to reorganize the
State’s governing system. Reorganization of
the State’s governing and application of ex-
traordinary means requires for the legal ba-
sis. However the law regulating application
of extraordinary means and changes in pub-
lic management contain some inaccuracies
and limitations. They can disturb the Sate’s
transfer to adequate State (of Emergency or
War) and reorganization of State’s manage-
ment. Therefore it is absolutely necessary to
improve them under normal conditions be-
cause under extreme conditions there will be
neither time nor opportunities left for
improvement of laws and other legal acts.
Variety of functions performed by Emer-
gency Management System, the multi-level
structure and specifics of operation condi-
tions require for specific staff preparation
that ensures ability of staff to perform tasks
in efficient and operative manner under ex-
treme conditions in cooperation with hu-
man, organizational and provision factors.
For the preparation of EMS staff, specific
staff preparation system must be established
that ensures continuous and continual (rep-
etitious) process of planning, organization,
implementation, control and assessment.
Realization of this process demands for the
following: to formulate strategy of staff prep-
aration, to have clear order for matching
plans on general actions of institutions of
different institutional subordination.
!� Science and Science of Science, 2007, ¹ 1
Birut�e Pitr�enait�e
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to Protect the State», 2003 (www.vkontrole.lt).
Received 02.11.2006
Áèðóòå Ïèòðåíàéòå
Ñèñòåìà óïðàâëåíèÿ ýêñòðåìàëüíûìè ñèòóàöèÿìè â Ëèòâå:
ôóíêöèè è ñëîæíîñòè èõ ðåàëèçàöèè
 êàæäîì ãîñóäàðñòâå ïîä âîçäåéñòâèåì ïðèðîäíûõ, òåõíè÷åñêèõ, ýêîëîãè÷åñêèõ èëè ñîöèàëüíûõ ôàêòî-
ðîâ ìîãóò âîçíèêíóòü ýêñòðåìàëüíûå ñèòóàöèè, óãðîæàþùèå æèçíè ëþäåé, èõ çäîðîâüþ, èìóùåñòâó, ïðè-
ðîäå èëè èíòåðåñàì ñòðàíû. Äîëã ãîñóäàðñòâà — îáåñïå÷èòü áåçîïàñíîñòü ëþäåé, èõ èìóùåñòâà, ïðèðîäû,
ñîáñòâåííîãî ñîñòîÿíèÿ è ðàçâèòèÿ â ñëó÷àå ÷ðåçâû÷àéíûõ ïðîèñøåñòâèé. Ñ ýòîé öåëüþ êàæäîå ãîñóäà-
ðñòâî ñîçäà¸ò ñèñòåìó óïðàâëåíèÿ ýêñòðåìàëüíûìè ñèòóàöèÿìè (äàëåå — ñèñòåìà ÓÝÑ). Ó÷èòûâàÿ ýòè
îáñòîÿòåëüñòâà, ïðàâèòåëüñòâî Ëèòâû ñòðåìèòñÿ ïîñòîÿííî ñîâåðøåíñòâîâàòü äåéñòâóþùóþ ñèñòåìó
ÓÝÑ ñòðàíû. Îäíàêî, ê ñîæàëåíèþ, ïîêà â åå äåÿòåëüíîñòè èìåþòñÿ îïðåäåëåííûå íåäîñòàòêè, êîòîðûå
íåîáõîäèìî àíàëèçèðîâàòü, îöåíèâàòü è óñòðàíÿòü. Óñïåõ ýòîé ðàáîòû íåïîñðåäñòâåííî ñâÿçàí ñ òî÷íûì
è ñâîåâðåìåííûì îïðåäåëåíèåì ïðè÷èí âîçíèêíîâåíèÿ ýòèõ íåäîñòàòêîâ.
Íàó÷íî äîêàçàíî, ÷òî â ìèðå èç-çà ãëîáàëüíîãî èçìåíåíèÿ êëèìàòà ýêñòðåìàëüíûõ ïðîèñøåñòâèé â íåäà-
ëåêîì áóäóùåì áóäåò âñå áîëüøå. Îäíàêî âî ìíîãèõ ñòðàíàõ åù¸ ïðåîáëàäàåò òåíäåíöèÿ îðèåíòàöèè ïîëè-
òèêè ÓÝÑ íà ðåàãèðîâàíèå è ëèêâèäàöèþ ïîñëåäñòâèé ýêñòðåìàëüíûõ ïðîèñøåñòâèé, a íå ía ìîíèòîðèíã
óãðîç, ïðîãíîç ýêñòðåìàëüíûõ ñèòóàöèé è èõ ïðåäîòâðàùåíèå. Â ñòàòüå ïîêàçàíî, ÷òî, ñòðåìÿñü óâåëè-
÷èòü äåéñòâåííîñòü cèñòåìû ÓÝÑ, öåëåñîáðàçíî ñîâåðøåíñòâîâàòü ïðîãíîçèðîâàíèå ýêñòðåìàëüíûõ ñèòó-
àöèé. Îäèí èç ìåòîäîâ — èñïîëüçóÿ èìåþùèéñÿ îïûò ó÷åíûõ Öåíòða èññëåäîâàíèé íàó÷íî-òåõíè÷åñêîãî
ïîòåíöèàëà è èñòîðèè íàóêè èì. Ã.Ì.Äîáðîâà ÍÀÍ Óêðàèíû, âíåäðèòü ýêñïåðòíûå ñèñòåìû äëÿ ïðîãíîçè-
ðîâàíèÿ ýêñòðåìàëüíûõ ñèòóàöèé. Ýòî ïîìîãëî áû ñïåöèàëèñòàì cèñòåìû ÓÝÑ îïåðàòèâíî ïðèíèìàòü
íàó÷íî îáîñíîâàííûå îïòèìàëüíûå ðåøåíèÿ.
 ñòàòüå àíàëèçèðóþòñÿ äåéñòâèÿ ãîñóäàðñòâà â óñëîâèÿõ ýêñòðåìàëüíûõ ñèòóàöèé, îïèñûâàåòñÿ
ñòðóêòóðà ñèñòåìû ÓÝÑ, îïðåäåëåíû èíñòèòóöèè, ó÷àñòâóþùèå â óïðàâëåíèè ýêñòðåìàëüíûìè ñèòóàöèÿ-
ìè, àíàëèçèðóþòñÿ èõ ôóíêöèè. Ïðåäëîæåíû ïðîöåäóðû ââåäåíèÿ ÷ðåçâû÷àéíîãî è âîåííîãî ïîëîæåíèé ñ
öåëüþ îáåñïå÷åíèÿ ìàêñèìàëüíîé äåéñòâåííîñòè óïðàâëåíèÿ ýêñòðåìàëüíûìè ñèòóàöèÿìè è óñòðàíåíèÿ èõ
ïîñëåäñòâèé. Èñïîëüçóÿ ìåòîäû òðàäèöèîííîãî, ëîãè÷åñêîãî, îñíîâàííîãî íà ïðè÷èííîñòè, ñòðóêòóðíî-
ôóíêöèîíàëüíîãî àíàëèçà, ìîäåëèðîâàíèÿ ïðîöåñîâ, äåêîìïîçèöèè è ñèíòåçà, àâòîð ôîðìóëèðóåò ïðîáëå-
ìû, îêàçûâàþùèå ðåøàþùåå âëèÿíèå íà ðàçâèòèå ñèñòåìû ÓÝÑ. Îáîñíîâàíî, ÷òî îñíîâíûìè ôàêòîðàìè,
âëèÿþùèìè íà óñïåøíîå ðàçâèòèå ñèñòåìû ÓÝÑ, ÿâëÿþòñÿ å¸ ñòðóêòóðà, ëîãèñòèêà, ïðàâîâîå ðåãëàìåí-
òèðîâàíèå å¸ äåÿòåëüíîñòè è ïîäãîòîâêà ïåðñîíàëà.
Îïðåäåëåíî, ÷òî íåäîñòàòêè â ðåçóëüòàòàõ äåÿòåëüíîñòè ñèñòåìû ÓÝÑ ìîãóò áûòü âûçâàíû ñëîæíîñ-
òüþ è ìíîãîñòóïåí÷àòîñòüþ å¸ ñòðóêòóðû.  ñòàòüå îñâåùåíû ñòðóêòóðíûå ïðîáëåìû, ïðè÷èíû èõ âîç-
íèêíîâåíèÿ è âîçìîæíûå èõ ïîñëåäñòâèÿ. Ñîâåðøåíñòâóÿ ñèñòåìó, î÷åíü âàæíî ýôôåêòèâíî îáåñïå÷èòü å¸
ëîãèñòèêîé. Îäíîâðåìåííî àâòîð äåëàåò âûâîä, ÷òî ïðîáëåìû ñòðóêòóðû â ñóùåñòâåííîé ñòåïåíè îïðåäå-
ëÿþò âîçíèêíîâåíèå ïðîáëåì è â ëîãèñòèêå.
Îäíèìè èç îñíîâíûõ ýëåìåíòîâ, îáóñëàâëèâàþùèõ ãîòîâíîñòü ñèñòåìû ê óïðàâëåíèþ â ýêñòðåìàëüíûõ ñè-
òóàöèÿõ, ÿâëÿþòñÿ ñòåïåíü è êà÷åñòâî ðåãëàìåíòèðîâàíèÿ ýòîé äåÿòåëüíîñòè.  õîäå èññëåäîâàíèÿ âûÿâëåíî,
÷òî â íûíå äåéñòâóþùèõ ïðàâîâûõ àêòàõ ñòðàíû, ðåãëàìåíòèðóþùèõ óïðàâëåíèå ýêñòðåìàëüíûìè ñèòóàöèÿ-
Íàóêà òà íàóêîçíàâñòâî, 2007, ¹ 1 !�
"#"$%"&'( #)&)%"#"&* +(+*"# ,& -,*./)&,)0 1/&'*,2&+ )&3 '2#4-,')*,2&+ *2 ,#4-"#"&* *."#
ìè, èìååòñÿ ðÿä íåäîñòàòêîâ è íåòî÷íîñòåé.  ñòàòüå àíàëèçèðóþòñÿ ïðîáëåìû, êîòîðûå ìîãóò âîçíèêíóòü
èç-çà ýòèõ íåäîñòàòêîâ ïðè ââåäåíèè â ñòðàíå ÷ðåçâû÷àéíûõìåð—÷ðåçâû÷àéíîãî èëè âîåííîãî ïîëîæåíèÿ.
Ëþáàÿ äåÿòåëüíîñòü â ýêñòðåìàëüíûõ ñèòóàöèÿõ âåñüìà ñëîæíà. Ïîýòîìó äåÿòåëüíîñòü ñèñòåìû ÓÝÑ
â ýòèõ óñëîâèÿõ äîëæíà áûòü îáåñïå÷åíà íå òîëüêî ôèíàíñîâûìè, ñïåöèôè÷åñêèìè ìàòåðèàëüíûìè è îðãà-
íèçàöèîííûìè ðåñóðñàìè, íî è íàëè÷èåì ñïåöèàëüíî òåîðåòè÷åñêè è ïðàêòè÷åñêè ïîäãîòîâëåííîãî ïåðñî-
íàëà. Àâòîð èññëåäóåò ðîëü ïåðñîíàëà ñèñòåìû ÓÝÑ â óñëîâèÿõ ýêñòðåìàëüíûõ ñèòóàöèé è âîçìîæíûå ïðî-
áëåìû, êîòîðûå ìîãóò âîçíèêíóòü ïðè åãî ïîäãîòîâêå.
Íåäîñòàòêè è íåäî÷¸òû â ñòðóêòóðå ñèñòåìû ÓÝÑ, ëîãèñòèêå, íåñîâåðøåíñòâî ïðàâîâûõ àêòîâ, íåäîñòà-
òî÷íàÿ ïîäãîòîâêà ïåðñîíàëà ìîãóò ñîçäàòü ïðîáëåìû â õîäå ëîêàëèçàöèè ýêñòðåìàëüíûõ ñèòóàöèé è óñòðà-
íåíèè èõ ïîñëåäñòâèé, âûçâàòü íåæåëàòåëüíûå äîïîëíèòåëüíûå ÷åëîâå÷åñêèå è èìóùåñòâåííûå ïîòåðè. Íåîá-
õîäèìî ïîä÷åðêíóòü, ÷òî â óñëîâèÿõ ýêñòðåìàëüíûõ ñèòóàöèé èñêëþ÷åíà âîçìîæíîñòü çàíèìàòüñÿ ñîâåðøåí-
ñòâîâàíèåì ñòðóêòóðû ñèñòåìû ÓÝÑ, ëîãèñòèêè, çàêîíîâ, íàâûêîâ ïåðñîíàëà. Ïîýòîìó ïðîáëåìû, ðàññìàò-
ðèâàåìûå â ñòàòüå, íåîáõîäèìî ðåøàòü çàðàíåå, åùå â îáû÷íûõ óñëîâèÿõ.
Á³ðóòå ϳòðåíàéòå
Ñèñòåìà óïðàâë³ííÿ åêñòðåìàëüíèìè ñèòóàö³ÿìè ó Ëèòâ³:
ôóíêö³¿ ³ ñêëàäíîù³ ¿õ ðåàë³çàö³¿
Ó êîæí³é äåðæàâ³ ï³ä 䳺þ ïðèðîäíèõ, òåõí³÷íèõ, åêîëîã³÷íèõ àáî ñîö³àëüíèõ ÷èííèê³â ìîæóòü âèíèêàòè
åêñòðåìàëüí³ ñèòóàö³¿, ùî çàãðîæóþòü æèòòþ ëþäåé, ¿õ çäîðîâ’þ, ìàéíó, ïðèðîä³ àáî ³íòåðåñàì êðà¿íè.
Îáîâ’ÿçîê äåðæàâè — çàáåçïå÷èòè áåçïåêó ëþäåé, ¿õ ìàéíà, ïðèðîäè, âëàñíîãî ñòàíó ³ ðîçâèòêó ó âèïàäêó
íàäçâè÷àéíèõ ïîä³é. Ç ö³ºþ ìåòîþ êîæíà äåðæàâà ñòâîðþº ñèñòåìó óïðàâë³ííÿ åêñòðåìàëüíèìè ñèòó-
àö³ÿìè (äàë³ — ñèñòåìà ÓÅÑ). Âðàõîâóþ÷è ö³ îáñòàâèíè, óðÿä Ëèòâè íàìàãàºòüñÿ ïîñò³éíî âäîñêîíàëþâà-
òè ä³þ÷ó ñèñòåìó ÓÅÑ êðà¿íè. Îäíàê, íà æàëü, ïîêè ùî â ¿¿ ä³ÿëüíîñò³ º ïåâí³ íåäîë³êè, ÿê³ íåîáõ³äíî
àíàë³çóâàòè, îö³íþâàòè ³ óñóâàòè. Óñï³õ äàíî¿ ðîáîòè áåçïîñåðåäíüî ïîâ’ÿçàíèé ç òî÷íèì ³ ñâîº÷àñíèì âè-
çíà÷åííÿì ïðè÷èí âèíèêíåííÿ öèõ íåäîë³ê³â.
Íàóêîâî äîâåäåíî, ùî â ñâ³ò³ ÷åðåç ãëîáàëüí³ çì³íè êë³ìàòó åêñòðåìàëüíèõ ïîä³é â íåäàëåêîìó ìàéáóò-
íüîìó áóäå âñå á³ëüøå. Ïðîòå â áàãàòüîõ êðà¿íàõ ùå ïåðåâàæຠòåíäåíö³ÿ îð³ºíòàö³¿ ïîë³òèêè ÓÅÑ íà ðåà-
ãóâàííÿ òà ë³êâ³äàö³þ íàñë³äê³â åêñòðåìàëüíèõ ïîä³é, à íå íà ìîí³òîðèíã çàãðîç, ïðîãíîç åêñòðåìàëüíèõ ñè-
òóàö³é ³ ¿õ ïîïåðåäæåííÿ. Ó ñòàòò³ ïîêàçàíî, ùî, ïðàãíó÷è çá³ëüøèòè 䳺â³ñòü ñèñòåìè ÓÅÑ, äîö³ëüíî
âäîñêîíàëþâàòè ïðîãíîçóâàííÿ åêñòðåìàëüíèõ ñèòóàö³é. Îäèí ç ìåòîä³â — âèêîðèñòîâóþ÷è ³ñíóþ÷èé
äîñâ³ä â÷åíèõ Öåíòðó äîñë³äæåíü íàóêîâî-òåõí³÷íîãî ïîòåíö³àëó òà ³ñòî𳿠íàóêè ³ì. Ã.Ì.Äîáðîâà ÍÀÍ
Óêðà¿íè, âïðîâàäèòè åêñïåðòí³ ñèñòåìè äëÿ ïðîãíîçóâàííÿ åêñòðåìàëüíèõ ñèòóàö³é. Öå äîïîìîãëî á
ôàõ³âöÿì ñèñòåìè ÓÅÑ îïåðàòèâíî ïðèéìàòè íàóêîâî îá´ðóíòîâàí³ îïòèìàëüí³ ð³øåííÿ.
Ó ñòàòò³ àíàë³çóþòüñÿ 䳿 äåðæàâè â óìîâàõ åêñòðåìàëüíèõ ñèòóàö³é, îïèñàíî ñòðóêòóðó ñèñòåìè
ÓªÑ, âèçíà÷åíî ³íñòèòóö³¿, ùî áåðóòü ó÷àñòü â óïðàâë³íí³ åêñòðåìàëüíèìè ñèòóàö³ÿìè, àíàë³çóþòüñÿ ¿õ
ôóíêö³¿. Çàïðîïîíîâàíî ïðîöåäóðè çàïðîâàäæåííÿ íàäçâè÷àéíîãî ³ âîºííîãî ñòàí³â ç ìåòîþ çàáåçïå÷åííÿ
ìàêñèìàëüíî¿ ä³ºâîñò³ óïðàâë³ííÿ åêñòðåìàëüíèìè ñèòóàö³ÿìè ³ óñóíåííÿ ¿õ íàñë³äê³â. Çàñòîñîâóþ÷è ìåòî-
äè òðàäèö³éíîãî, ëîã³÷íîãî, çàñíîâàíîãî íà ïðè÷èííîñò³, ñòðóêòóðíî-ôóíêö³îíàëüíîãî àíàë³çó, ìîäåëþâàí-
íÿ ïðîöåñ³â, äåêîìïîçèö³¿ ³ ñèíòåçó, àâòîð ôîðìóëþº ïðîáëåìè, ÿê³ ÷èíÿòü âèð³øàëüíèé âïëèâ íà ðîçâèòîê
ñèñòåìè ÓÅÑ. Îá´ðóíòîâàíî, ùî îñíîâíèìè ÷èííèêàìè, ÿê³ âïëèâàþòü íà óñï³øíèé ðîçâèòîê ñèñòåìè
ÓÅÑ, º ¿¿ ñòðóêòóðà, ëîã³ñòèêà, ïðàâîâå ðåãëàìåíòóâàííÿ ¿¿ ä³ÿëüíîñò³ òà ï³äãîòîâêà ïåðñîíàëó.
Âèçíà÷åíî, ùî íåäîë³êè â ðåçóëüòàòàõ ä³ÿëüíîñò³ ñèñòåìè ÓÅÑ ìîæóòü âèêëèêàòèñÿ ñêëàäí³ñòþ ³ áàãàòî-
ñòóï³í÷àò³ñòþ ¿¿ ñòðóêòóðè. Ó ñòàòò³ âèñâ³òëåíî ñòðóêòóðí³ ïðîáëåìè, ïðè÷èíè ¿õ âèíèêíåííÿ òà ìîæëèâ³
íàñë³äêè. Âäîñêîíàëþþ÷è ñèñòåìó, äóæå âàæëèâî åôåêòèâíî çàáåçïå÷èòè ¿¿ ëîã³ñòèêîþ. Âîäíî÷àñ àâòîð ðî-
áèòü âèñíîâîê,ùî ïðîáëåìè ñòðóêòóðè â ³ñòîòíîìó ñòóïåí³ âèçíà÷àþòü âèíèêíåííÿ ïðîáëåì ³ â ëîã³ñòèö³.
Îäíèìè ç îñíîâíèõ åëåìåíò³â, êîòð³ çóìîâëþþòü ãîòîâí³ñòü ñèñòåìè äî óïðàâë³ííÿ â åêñòðåìàëüíèõ ñè-
òóàö³ÿõ, º ñòóï³íü ³ ÿê³ñòü ðåãëàìåíòóâàííÿ ö³º¿ ä³ÿëüíîñò³. Ó õîä³ äîñë³äæåííÿ âèÿâëåíî, ùî ó íèí³ ä³þ÷èõ
ïðàâîâèõ àêòàõ êðà¿íè, ðåãëàìåíòóþ÷èõ óïðàâë³ííÿ åêñòðåìàëüíèìè ñèòóàö³ÿìè, º ðÿä íåäîë³ê³â ³ íåòî÷-
íîñòåé. Ó ñòàòò³ àíàë³çóþòüñÿ ïðîáëåìè, ÿê³ ìîæóòü âèíèêíóòè ÷åðåç ö³ íåäîë³êè ïðè çàïðîâàäæåíí³ â
êðà¿í³ íàäçâè÷àéíèõ çàõîä³â — íàäçâè÷àéíîãî ÷è âîºííîãî ñòàíó.
Áóäü-ÿêà ä³ÿëüí³ñòü â åêñòðåìàëüíèõ ñèòóàö³ÿõ äóæå ñêëàäíà. Òîìó ä³ÿëüí³ñòü ñèñòåìè ÓÅÑ ó öèõ óìîâàõ
ìຠáóòè çàáåçïå÷åíà íå ò³ëüêè ô³íàíñîâèìè, ñïåöèô³÷íèìè ìàòåð³àëüíèìè é îðãàí³çàö³éíèìè ðåñóðñàìè, àëå é
íàÿâí³ñòþ ñïåö³àëüíî òåîðåòè÷íî é ïðàêòè÷íî ï³äãîòîâëåíîãî ïåðñîíàëó. Àâòîð äîñë³äæóº ðîëü ïåðñîíàëó ñèñ-
òåìèÓÅÑâ óìîâàõ åêñòðåìàëüíèõ ñèòóàö³é ³ éìîâ³ðí³ ïðîáëåìè,ùîìîæóòü âèíèêíóòèïðè éîãî ï³äãîòîâö³.
Íåäîë³êè ³ ïðîðàõóíêè â ñòðóêòóð³ ñèñòåìè ÓÅÑ, ëîã³ñòèö³, íåäîñêîíàë³ñòü ïðàâîâèõ àñïåêò³â, íåäî-
ñòàòíÿ ï³äãîòîâêà ïåðñîíàëó çäàòí³ ñòâîðèòè ïðîáëåìè ó õîä³ ëîêàë³çàö³¿ åêñòðåìàëüíèõ ñèòóàö³é ³
óñóíåííÿ ¿õ íàñë³äê³â, âèêëèêàòè íåáàæàí³ äîäàòêîâ³ ëþäñüê³ ³ ìàéíîâ³ âòðàòè. Íåîáõ³äíî ï³äêðåñëèòè, ùî
â óìîâàõ åêñòðåìàëüíèõ ñèòóàö³é âèêëþ÷åíà ìîæëèâ³ñòü çàéìàòèñÿ âäîñêîíàëåííÿì ñòðóêòóðè ñèñòåìè
ÓÅÑ, ëîã³ñòèêè, çàêîí³â, íàâè÷îê ïåðñîíàëó. Òîìó ïðîáëåìè, ÿê³ ðîçãëÿäàþòüñÿ ó ñòàòò³, íåîáõ³äíî âè-
ð³øóâàòè çàçäàëåã³äü, ùå ó çâè÷àéíèõ óìîâàõ.
!� Science and Science of Science, 2007, ¹ 1
Birut�e Pitr�enait�e
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| id | nasplib_isofts_kiev_ua-123456789-49122 |
| institution | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| issn | 0374-3896 |
| language | English |
| last_indexed | 2025-12-07T17:00:39Z |
| publishDate | 2007 |
| publisher | Центр досліджень науково-технічного потенціалу та історії науки ім. Г.М. Доброва НАН України |
| record_format | dspace |
| spelling | Pitrenaite, B. 2013-09-11T16:13:25Z 2013-09-11T16:13:25Z 2007 Emergency Management System in Lithuania: Functions and Complications to Implement them / B. Pitrenaite // Наука та наукознавство. — 2007. — № 1. — С. 14-26. — Бібліогр.: 13 назв. — англ. 0374-3896 https://nasplib.isofts.kiev.ua/handle/123456789/49122 The paper contains an analysis into the government’s actions in emergency situations, by describing of the structure of the emergency system, listing of the institutions engaged in emergency control, and analyzing their functions. У статті аналізуються дії держави в умовах екстремальних ситуацій, описано структуру системи управління екстремальними ситуаціями (УЕС), визначено інституції, що беруть участь в УЕС, аналізуються їх функції. В статье анализируются действия государства в условиях экстремальных ситуаций, описывается структура системы управления экстремальными ситуациями (УЭС), определены институции, участвующие в УЭС, анализируются их функции. en Центр досліджень науково-технічного потенціалу та історії науки ім. Г.М. Доброва НАН України Наука та наукознавство Наука. Економіка. Суспільство Emergency Management System in Lithuania: Functions and Complications to Implement them Система управління екстремальними ситуаціями у Литві: функції і складнощі їх реалізації Система управления экстремальными ситуациями в Литве: функции и сложности их реализации Article published earlier |
| spellingShingle | Emergency Management System in Lithuania: Functions and Complications to Implement them Pitrenaite, B. Наука. Економіка. Суспільство |
| title | Emergency Management System in Lithuania: Functions and Complications to Implement them |
| title_alt | Система управління екстремальними ситуаціями у Литві: функції і складнощі їх реалізації Система управления экстремальными ситуациями в Литве: функции и сложности их реализации |
| title_full | Emergency Management System in Lithuania: Functions and Complications to Implement them |
| title_fullStr | Emergency Management System in Lithuania: Functions and Complications to Implement them |
| title_full_unstemmed | Emergency Management System in Lithuania: Functions and Complications to Implement them |
| title_short | Emergency Management System in Lithuania: Functions and Complications to Implement them |
| title_sort | emergency management system in lithuania: functions and complications to implement them |
| topic | Наука. Економіка. Суспільство |
| topic_facet | Наука. Економіка. Суспільство |
| url | https://nasplib.isofts.kiev.ua/handle/123456789/49122 |
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