Emergency Management: Are We Proactive or Reactive?
In public administration there are many different departments to which it is responsible for. This article will discuss whether or not we are proactive or reactive when it comes to crisis control and emergency management. There has been many incidences in America that could have been handled better to preserve human life. For instance, many of the deaths from Hurricane Katrina could have been prevented if there was a more efficient evacuation plan put in place. In this catastrophic event, America was definitely more reactive than proactive. We saw the hurricane approaching, but stumbled to get a plan together to
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As far as private entities, again, first responders were found to praise collaboration with utilities such as: electric power, telecommunications, nursing homes, and assisted living facilities (MacManus, 2011). Their counterparts, the non-first responders were less likely to embrace such collaborations. As first responders are the most rapid involvement in a crisis, they must provide safety to the population of their jurisdiction and neighboring jurisdictions, the elderly and disabled to be the first (Macmanus,2011). First responders are also aware of the difficulty of communication and recovery from a disaster, when the supply of power has been cutoff (MacManus, 2011). These interactions with utilities are very important when it comes to the quality of crisis …show more content…
They must comply with changes in ethical standards in this ever changing and certainly dynamic environment (Lavarias). Most public administration work is done in a quiet office setting, but in the wake of a disaster, turmoil exudes and they must get out into the situation as close as possible to ensure proper sequence of events in recovery (Lavarias). The challenge of emergency management in the United States is finding out who is in charge of relief and recovery efforts when a disaster happens (Lavarias). The people of the United States most often look to the federal government to handle the situation (Lavarias). In retrospect, it is the local entities that start the process of recovery, with the help of the state (Lavarias). Also, every emergency situation is different. There are similarities, but there are often small things that are handled by different organizations
In 1989, our great nation was hit by two devastating natural disasters; Hurricane Hugo and the San Francisco (Loma Prieta) earthquake. In 1992, Hurricane Andrew struck the Florida Coast and caused tremendous damage and death. After these major natural disasters, the Federal Emergency Management Agency (FEMA) came under severe scrutiny about its lack of responsiveness, preparedness and communication. When James Lee Witt took over as Director of FEMA in 1993, he refocused the agency’s direction toward improving disaster mitigation, preparedness, response, and recovery. He was able to elevate an agency that was viewed negatively by most Americans to an agency that was focused, responsive and much more respected. By the time James Lee Witt left FEMA, most people, including federal, local and state departments viewed FEMA as a much more improved and effective organization. Positive and effective leadership will provide positive results to improve the efficiencies of an organization. James Lee Witt and the FEMA organization is a strong example to support this thesis.
The Coast Guard, for instance, rescued some 34,000 people in New Orleans alone, and many ordinary citizens commandeered boats, offered food and shelter, and did whatever else they could to help their neighbors. Yet the government–particularly the federal government–seemed unprepared for the disaster. The Federal Emergency Management Agency (FEMA) took days to establish operations in New Orleans, and even then did not seem to have a sound plan of action. Officials, even including President George W. Bush, seemed unaware of just how bad things were in New Orleans and elsewhere: how many people were stranded or missing; how many homes and businesses had been damaged; how much food, water and aid was needed. Katrina had left in her wake what one reporter called a “total disaster zone” where people were “getting absolutely
Both man-made and natural disasters are often devastating, resource draining and disruptive. Having a basic plan ready for these types of disaster events is key to the success of executing and implementing, as well as assessing the aftermath. There are many different ways to create an emergency operations plan (EOP) to encompass a natural and/or man-made disaster, including following the six stage planning process, collection of information, and identification of threats and hazards. The most important aspect of the US emergency management system in preparing for, mitigating, and responding to man-made and natural disasters is the creation, implementation and assessment of a community’s EOP.
Federal intervention in the aftermath of natural disasters began after the San Francisco earthquake in 1906. This 8.3 magnitude earthquake killed 478, and left over 250,000 homeless. While the disaster itself was obviously unavoidable, the subsequent fires that burned throughout the city were a result of poor planning. (1, 17) In an effort to consolidate existing programs, and to improve the nation’s level of preparedness, President Carter created FEMA in 1979. Initially, FEMA was praised for improving communication between various levels of government, and multiple agencies during a crisis. (1,19)
After the attack, the United States hastily constructed the Department of Homeland Security and downgraded FEMA, whose main duty was civil protection. This attracted criticism from some public administration experts that the U.S. government concentrated too much on terrorism…[After Hurricane Katrina] Critics… charged that too many government officials were not familiar with the “National Response Plan” which was implemented in December 2004 after 9/11 terrorist attack. Planning and training for large natural disasters were insufficient after the implementation of the plan. In short, too great a focus on counter-terrorism undermined capacities for natural disaster mitigation, response, and recovery in the post-9/11 United States (para. 7,
Gordon, K., & Emerson, J. (2010). Governing through a disaster: Lessons from the 1994 Northridge earthquake. Retrieved from http://thinkprogress.org/climate/2010/08/07/206563/governing-through-a-disaster/
Communities must come together in order to be aware of the steps that must be taken to reduce or prevent risk. “The guidance, programs, processes, and systems that support each component of the National Preparedness System enable a collaborative, whole community approach to national preparedness that engages individuals, families, communities, private and nonprofit sectors, faith based organizations and all levels of government.” (FEMA, 2011). Resources within a community are prioritized and customized based on community-based issues and local security programs. The resources used as the front line of defense are first responders, such as police officers, firefighters and medical personnel. The resources are provided and prioritized based on the priority of threat and risks to a specific community. Therefore, the threats and risks targeted towards a community must be analyzed and acknowledged in order to apply the correct resources to the opposing prioritized threats. Disasters and emergencies typically begin at the local level and eventually require resources from state and federal
Hurricane Hugo was a catastrophe that caused widespread residential damage, extensive lifeline destruction, and enormous timber destruction in South Carolina and was one of the most costly disasters ever experienced in the US in terms of damage to homes, infrastructure and local economies. The media reported accounts of incidents that were serious problems in South Carolina’s response and early recovery efforts which further initiated an exploratory research to gather information about recovery experience in four badly impacted counties and about the state response and recovery actions undertaken. Post hurricane response problems were both organizational and functional. The research reveals significant state deficiencies with state and county emergency capabilities and serious problems in two national disaster response organizations, the Red Cross and FEMA. Another concern was that most emergency management knowledge came from direct experience rather than from existing educational and training programs along with serious mitigation planning problems were found with hurricane. Deepen concerns we...
The leadership during Hurricane Katrina was riddled with inconsistencies, unpreparedness, and lacking in the knowledge to deal with emergency management situations from the White House, Department of Homeland Security (DHS), FEMA, the Governor’s Office in Louisiana and the City of New Orleans. This event emphasizes the importance of preparedness, response, recovery, communications, emergency plans, and political indifferences during pressing times.
The Federal Emergency Management Agency is an organization of the United States Department of Homeland Security, initially formed by Presidential Reorganization Plan No. 3 of 1978 and applied by two Executive Orders on April 1, 1979. The initial first response to a disaster is the job of local emergency services with the nearby help of the surrounding sources. A major disaster can be a result of tornadoes, hurricanes, earthquakes, and floods. The event must be absolutely more than the state or local governments can handle alone. If confirmed, funding comes from the President's Disaster Relief Fund, managed by FEMA and the disaster aid programs of other joining federal agencies.
As public health professionals, community health nurses have a significant role to play in both disaster preparedness and response (Clark, 2008). Disaster preparation involves the public health personnel as a result of the knowledge of the community and its inhabitants. As public health personnel are knowledgeable of potential issues with patients and environment. Community nurses use their nursing process of assessing, diagnosing, planning, implementing, and evaluating. Prior to the disaster, the community is assessed by the nurse by identifying high risk residents like a ventilator dependent patients who would be affected by the loss of electricity. In addition, being aware which businesses or buildings can be damaged if a disaster should occur needs to be considered. For example, water treatment plant in Franklin County provided clean county water. It no longer has electricity and loss the ability to provide clean water. The publics’ water is at risk of contamination which easily harbor bacteria that lead to lead to epidemic like MRSA (Methicillin Resistant Staphylococcus Aureus). The possibility lead to 3 point public announcement to ad...
The purpose of this paper is to discuss potential disasters that could affect a community and cause mass casualties. Further discussion will include who is responsible for the management preparedness, what barriers must be considered and finally this paper will discuss the health care facilities role in emergency supplies and care of the patient in a disaster situation. The Community Communities throughout the country and the world are susceptible to disasters. The environment and location of a community often predisposes a greater susceptibility to the type of disaster. For example, Central Pennsylvania would not be susceptible to an avalanche, however, communities in the Rocky Mountains of Colorado would have increased vulnerability.
Emergency management is often described in terms of “phases,” using terms such as mitigate, prepare, respond and recover. The main purpose of this assignment is to examine the origins, underlying concepts, variations, limitations, and implications of the “phases of emergency management.” In this paper we will look at definitions and descriptions of each phase or component of emergency management, the importance of understanding interrelationships and responsibilities for each phase, some newer language and associated concepts (e.g., disaster resistance, sustainability, resilience, business continuity, risk management), and the diversity of research perspectives.
The increase in unpredictable natural disasters events for a decade has led to put the disaster preparedness as a central issue in disaster management. Disaster preparedness reduces the risk of loss lives and injuries and increases a capacity for coping when hazard occurs. Considering the value of the preparatory behavior, governments, local, national and international institutions and non-government organizations made some efforts in promoting disaster preparedness. However, although a number of resources have been expended in an effort to promote behavioural preparedness, a common finding in research on natural disaster is that people fail to take preparation for such disaster events (Paton, 2005; Shaw 2004; Spittal, et.al, 2005; Tierney, 1993; Kenny, 2009; Kapucu, 2008; Coppola and Maloney, 2009). For example, the fact that nearly 91% of Americans live in a moderate to high risk of natural disasters, only 16% take a preparation for natural disaster (Ripley, 2006).
Of the four phases of emergency management, mitigation, preparedness, response and recovery, perhaps the place that individuals can make the biggest difference in their own state of resiliency and survival of a disaster is in the preparedness phase. Being prepared before a disaster strikes makes sense yet many people fail to take even simple, precautionary steps to reduce the consequences of destruction and mayhem produced by natural events such as earthquakes, volcanos and tornados (see Paton et al, 2001, Mileti and Peek, 2002; Tierney, 1993, Tierney et al, 2001).