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How to manage disasters
Disaster risk reduction essay
How to manage disasters
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The federal government's role in planning for, mitigating, responding to and recovering from natural and human-made disasters dates to the Congressional Act of 1803, which was enacted to provide relief from the aftermath of a devastating New Hampshire fire (Federal Emergency Management Agency, 2010). Later disasters in our nation’s history “reached catastrophic proportions in terms of deaths, injuries and property loss which focused government and public attention on the need to develop formal systems to respond to such events” (Waugh & Tierney, 2007, p. 27). By the 1970’s, more than 100 agencies were responsible for some element of emergency preparedness and response. Competing and sometimes duplicative programs were also instituted at state and local levels which compounded the complexity of response efforts. This broad-based, uncoordinated approach yielded a fragmented response posture, with roles and missions unclear across government, community and private sector lines.
Despite efforts to better organize response programs, “expectations regarding improved federal response to natural disasters were shattered by FEMA’s poor performance in dealing with hurricanes” (Waugh & Tierney, 2007, p.33). The Department of Homeland Security (DHS), created to ameliorate gaps in the federal response capability, was plagued by similar shortcomings (Fessler, 2008). These failures demonstrated “the nation’s emergency management system was broken and officials needed to rebuild local, state and regional capacities to reduce hazards and respond to emergencies” (Waugh & Tierney, 2007, p.4). The current paradigm, therefore, must be realigned “and the process of rebuilding should focus on two goals: developing the capacities of local emergency man...
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Fessler, P. (2008). DHS Still Dogged by Questions over Effectiveness. NPR. Retrieved August 19, 2011 from http://www.npr.org/templates/story/story.php?storyId=17969438
González, P. (2009). Disaster Risk Reduction and Climate Change: Understanding Threat and Vulnerability, Building Adaptive Capacity. Retrieved August 29, 2011 http://www.eird.org/wikien/images/DRRandCC_PGonzalez.pdf
Mileti, D. S. (1999). Disasters by Design: A Reassessment of Natural Hazards in the United States. Washington, D.C.: Joseph Henry Press.
United Nations Development Programme. (2004). Reducing Disaster Risk A Challenge for Development . New York : John S Swift.
Waugh, W. L., Jr. & Tierney, K. (2007). Emergency Planning: Principles and Practice for Local Government. 2nd edition. Washington, D.C.: International City/County Management Association (ICMA) Press.
Welch, William, and Leslie Phillips. "No Hesitancy This Time; FEMA Jumps into Action: FINAL Edition."USA TODAY (Pre-1997 Fulltext), (1994): 06.A-06.5.
It was striking in New Orleans in July 2004. Unfortunately, this exercise was not successful because of three reasons: the funding was cut off for the follow-up to the exercise, while planning it became evident that multiple workshops would be required, and the issue for medication for hurricane Katrina victims was not finalized. A scenario-based planning exercise process was quite effective. As Katrina approached, state officials knew they were not prepared enough, and it had not been completed. However, after the exercise, the government and local originations have learned how to prepare and practice in emergency
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 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.
Bissell, R. (2010). Catastrophic Readiness and Response Course, Session 6 – Social and Economic Issues. Accessed at http://training.fema.gov/EMIWeb/edu/crr.asp
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)
The Robert T. Stafford Relief and Emergency Assistance Act, or the Stafford Act is by far the most important federal law when it comes to disaster management (Hunter, 2009, p. 189). The purpose of this paper is to provide an argument is support of the Stafford Act. I will address how the Stafford Act has been modified to support large scale devastation, as well as the federal government’s responsibility to reimburse local entities. Additionally, I will discuss how the Act has improved its catastrophic disaster housing plans to meet community needs. Finally, I will describe the changes made to reduce the bureaucratic red tape.
Hazards pose risk to everyone. Our acceptance of the risks associated with hazards dictates where and how we live. As humans, we accept a certain amount of risk when choosing to live our daily lives. From time to time, a hazard becomes an emergent situation. Tornadoes in the Midwest, hurricanes along the Gulf Coast or earthquakes in California are all hazards that residents in those regions accept and live with. This paper will examine one hazard that caused a disaster requiring a response from emergency management personnel. Specifically, the hazard more closely examined here is an earthquake. With the recent twenty year anniversary covered by many media outlets, the January 17, 1994, Northridge, California earthquake to date is the most expensive earthquake in American history.
August 29, 2005 was one of the darkest days for the residents of the State of Louisiana. Katrina, a category 3 hurricane, ripped through New Orleans and the surrounding areas causing catastrophic loss of life and property. The federal government’s disaster response team, which was formed in 1978, titled the Federal Emergency Management Agency, (commonly referred to as FEMA) responded to the needs of the survivors. Unfortunately the Bush administration through FEMA showed gross ineptitude in its response to the disaster. Pre-Katrina the lack of response resulted in a largely unsuccessful evacuation. After the storm, aid to the citizens of New Orleans was slow and inadequate. When we look back at the federal government’s response to Hurricane Katrina, it appears that Bush’s FEMA botched much of the handling of the crisis and that overall, our “administration” could have responded to the situation much better.
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.
In early 2001, The Federal Emergency Management Agency (FEMA) released a report of the three most likely disasters to hit the United States. Among these likely disasters to hit the United States, one of them was a hurricane striking New Orleans, the other two; a terrorist attack on New York City and a major earthquake hitting San Francisco.(course pack) However, very little was done to prepare for the deadly storm that would four years later leave New Orleans in a devastated mess.
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
A good plan of action is nothing unless it can be executed without any problems. The same can be said about a good emergency plan for a community. Once all the planning has been complete and the bugs worked out the next emergency should run as smooth as possible. All the responders and emergency planners should know their place within the scope of the emergency and take control. This is where the rubber meets the pavement; so to speak, this is getting the plan from paper and into action.
A majority of people who tend to live in high-risk areas are typically low income or indigenous individuals who are not the greatest contributors to factors that trigger some natural disasters, yet they tend to carry the most burden. Larger contributors, such as industries, poorly planned infrastructures, and global emission contributors and their role in risk should be re-analyzed. In other words, a community should not be incorporated just so their actions and beliefs can be changed. In contrast, an exceptional community, their livelihoods, ideas,