David Shannon has served as DSHS Office of Emergency Management Director since May of 2019. He previously worked as the department’s Emergency Preparedness Training Manager. He has experience working on many state level responses at the State Emergency Operations Center supporting Mass Care. Prior to joining DSHS, he served over ten years with the American Red Cross as the Regional Community Preparedness Manager based in Seattle. This role focused on building community resiliency with vulnerable populations and supporting responses such as Hurricane Katrina and the SR530 Mudslide. David is a former DSHS client and U.S. Peace Corps volunteer. David Shannon can be reached anytime by email at david.shannon@dshs.wa.gov or by phone at 360-239-5419.
CIEP: I understand you used to work for the American Red Cross. What made you choose this job, and what do you bring?
David Shannon (DS): My initial introduction to the American Red Cross (ARC) was during high school and college summers working as an ARC trained lifeguard. A bit of serendipity helped me connect with the ARC in my early 30s, which has played a major role in my career path. After a stint abroad in Southeast Asia, I had the good fortune to have a temporary work assignment at the local chapter in Seattle which eventually led to a staff position as a Volunteer Coordinator. My role evolved over the course of my 10 years as an ARC staff member. Most of that time was managing preparedness programs and working with community leaders to build regional resiliency. Serving the Red Cross humanitarian mission aligns with my personal values. I experienced the daily, challenging work of ARC volunteers serving our communities and positively impacting peoples’ lives. The mission and the passion of volunteers is inspiring. As a current state employee, I advocate for ARC any chance I get. I brought to my experience with ARC, a
CIEP: Have you personally experienced a disaster, and what was it like?
DS: I served in Peace Corps/ Botswana after college and experienced a major flood in the small village I was living in. I lost most of my possessions and was temporarily displaced. I can appreciate the hard work it takes to clean up after a flooding incident and the challenges of navigating the recovery process for how this played out for me personally and for the impacted community. This experience has given me awareness and empathy for supporting the recovery of WA citizens impacted by disasters.
CIEP: Knowing that the ADA and other accessibility laws and regulations remain in full effect during disasters, what gaps have you seen in emergency planning?
DS: I think the emergency management community is making progress. There are small victories and advancements happening to meet accessibility laws and regulations however, gaps remain. An example is less resourced organizations and jurisdictions are unable to appropriately address information equitably around alert and notification to meet the needs of all. Though there are laws and regulations, accountability and funding will continue to be a challenge. Another major issue is navigating the current climate and the detrimental impacts of directives and funding cuts. We must redouble our efforts to continue building off the hard-fought gains and best practices to support ADA accessibility.
CIEP: What are some of the best practices in inclusive emergency planning have you noticed around Washington?
DS: For the past 15 years FEMA’s philosophy of “Whole Community Planning” has made positive impacts in the approach to emergency preparedness planning. I’ve experienced this in Washington as the concept of planning ‘with’ instead of ‘for’ is becoming a standard best practice. The process is more complex; however, ultimately, more partners are invested in the outcomes which then continues to foster further engagement. It’s all about teamwork! I see this playout at a macro-level related to the state’s Emergency Support Function 6 planning process to the micro-level through inclusive planning for ADA accessibility for workplaces.
CIEP: From your experience with DSHS, what do you envision for AFN and its impact on our partners across the state?
DS: The Department of Social and Health Services is the largest human services agency in Washington state. We provide access to essential care, protection, and support to nearly two million of Washington's seven million residents each month, making it a vital part of the state’s infrastructure. Our services impact one in three Washingtonians, many of which have access and functional needs. I envision continued commitment for AFN engagement and partnership with organizations like CIEP which are reflections of DSHS’ core values: “Welcome all with access and inclusion. Serve with respect and dignity. Collaborate with community. Improve services continually. Communicate with clarity and choices.”
