Mobilization And Unity Of Effort

The activation and staffing of physical and web based emergency operations centers (EOC), provides situational awareness and warnings that support ongoing hazard prevention and protection efforts during disasters. Additionally, it requires continuous coordination between multiple agencies. In order to ensure that the EOC is effective it must be able to incorporate survivability, security, sustainability, interoperability, and flexibility. In 2012, the Federal Emergency Agency (FEMA) established and activated its National Business Emergency Operations Center (NBEOC) twice, with the most recent disaster being Hurricane Sandy. Did the federal governments web based NBEOC demonstrate organizational excellence before, during, and after Sandy? To

The Federal Emergency Management Agency (FEMA) was created in 1979 from a series of disasters, which occurred in the 1960s and 1970s. FEMA is a federal agency that coordinates the response to a disaster in the United States. In 2005, Hurricane Katrina made landfall affecting many citizens in New Orleans, activating the response from the Federal Emergency Management Agency. The common obstacles that the federal system of government encounters with are communications and funding.

I was so happy to receive this letter from Catherine Albertine Cobb and Jason Rabinowitz today. Working people standing together! #Teamsters2010 Local has PROVED that standing together does result in victory. With a positive attitude that we will prevail in this struggle, we will carry a message of hope for a better future for everyone as we all stand together in

The Federal Emergency Management Agency (FEMA) response to the Northridge earthquake was almost immediate with the assistance of two urban search and rescue teams and the support from FEMA continued to grow after that (DeBlasio et al,. (2002). During the first week of rebuilding the Federal government provided an aid package to support the rebuilding needs of the area impacted by the earthquake. The aid package was broken down int several categories of recipients of the money with the two largest being money for FEMA and money of the Federal Highway Association. FEMA received $3.9 million and the Federal Highway Association received $1.35 billion (Eugene, 2010) According to Eugene (2010) the Federal Emergency Management Agency also provided assistance for

As Hurricanes Katrina, Rita, and Wilma successively lashed the gulf coast starting in late August 2005, nature’s fury exposed serious weaknesses in the United States’ emergency response capabilities. Not all emergencies pose this magnitude of challenge. In the United States, the initial—and usually major—responsibility for disaster response rests with local authorities. This “bottom-up” system of emergency management has a long history and continues to make sense in most circumstances. Core Challenges for Large-Scale Disaster

Services provided at IHS/tribal 638 facilities – regardless of plan or AIHP enrollee – are reimbursed with 100% federal funds

The whole world observed as the administration responders appeared incapable to provide essential protection from the effects of nature. The deprived response results from a failure to accomplish a number of risk factors (Moynihan, 2009). The dangers of a major hurricane striking New Orleans had been measured, and there was sufficient warning of the threat of Katrina that announcements of emergency were made days in advance of landfall (Moynihan, 2009). Nonetheless, the responders were unsuccessful to change this information into a level of preparation suitable with the possibility of the approaching disaster. Federal responders failed to recognize the need to more actively engage (Moynihan, 2009). These improvements include improved ability to provide support to states and tribes ahead of a disaster; developed a national disaster recovery strategy to guide recovery efforts after major disasters and emergencies; and the Establishment of Incident Management Assistance Teams in which these full time, rapid response teams are able to deploy within two hours and arrive at an incident within 12 hours to support the local incident commander (FEMA,

The Federal Emergency Management Agency (FEMA) would become the central point-of-contact within the national government in responding to incidents. Since formation in 1979, FEMA’s core missions were to enhance the government’s ability to survive a foreign attack, and to assist state and local authorities in disaster response (Carafano, 2005). And while the two core missions seem heterogenous in scope at times from an outside perspective, the biggest difference between the two tasks is duration. A man-made disaster may be over in a matter of minutes as compared to a hurricane lasting several days, but in both instances the road to recovery is long. In order to streamline response and recovery in either scenario, FEMA was reorganized with new directives to support comprehensive emergency management practices (CRS, 2006). Today, FEMA provides the standard approach and guidance that many local communities may not have due to funding, training, and

Many Americans watching the Government response to Hurricanes Rita and Katrina as it play out in the media could not believe the finger pointing that was going on between our elected leaders as many victims struggled to get their life in order. With the National Response Framework initial responsibility remains with the local elected officials and each level of the government above that will monitor and remain ready with assistance if requested. This will allow needed resources to get where they are needed without the internal bickering of the past. The Emergency Support Function Annexes within the National Response Framework ensures multi-agency interoperability and encompasses the other components of the NRF.

The events of September 11th, 2001 forever changed the organizational make-up of Emergency Management. Prior to 9/11, FEMA was the premier organization in the United States that dealt with any sort of disaster management. While FEMA was not without its own particular struggles early on, it had grown into an effective program; often emulated by other Governments for its effectiveness. As the primary Emergency Management function for the United States it was afforded a cabinet level position; thus allowing direct access to the President (Haddow, Bullock, & Coppola, 2011). Functioning as its own entity, FEMA was also able to spend its money as they saw fit, develop its own hierarchy, and most importantly; decide which natural disasters/emergencies to focus a majority of their resources on. Unfortunately for FEMA all of that was lost with the creation of The Department of Homeland Security (DHS). According to (Haddow, Bullock, & Coppola, 2011), “In the aftermath of September 11, 2001, when the Department of Homeland Security was established and FEMA lost its status as an independent agency, emergency management became a minor player” (p. 343). The shift from a focus on natural disasters, to a focus on terrorism has been detrimental for FEMA. First and foremost, FEMA lost its cabinet position and the direct line to the President that it was afforded. While funding was accelerated to DHS in quantities never before seen in emergency management, FEMA, being a subordinate of

The terrorist strikes in New York City on September 11, 2001 resulted in one of the largest disaster recovery and cleanup trials in United States history. The recovery efforts hit an expected 91,500 workers which included aides operating in and throughout ground zero. (Ekenga, Scheu, Cone, Stellman & Farfel pg. one yr. 2011). This paper analyzes the many types of items recovery organizations were facing at that time. Many recovery issues that had happened were designed and prepared for "on paper". However, due to the research, there was a lack in multiple groups after the 9/11 attacks that had even showed little improvement towards their recovery plans. Also, the incident presented many un-known issues that had created tremendous difficulties

Never before has the United States of America experienced such a large scale disaster in the modern day. Striking in August of 2005 Hurricane Katrina was the first real test for the Federal emergency Management Agency since there mission had changed after the events of 9/11 which directed the focus of FEMA to the home land much more so then ever before. After a natural disaster a primary concern of local, state, and federal Emergency Management Agency’s is always critical infrastructure. Critical infrastructure is anything that is important to the operation of society and is important to the recovery efforts such as power plants, bridges, tunnels, Dams, and hospitals. Some examples of critical infrastructure that was affected during Hurricane Katrina are the U.S 90 highway bridge, the I-10 Pascagoula River Bridge, and a CSX railroad bridge (Lwin, 2014). The Federal Emergency Management Agency is highly criticized for their response to Katrina. According to a 218 page report by the Department of Homeland Security's inspector general FEMA received "widespread criticism for a slow and ineffective response to Hurricane Katrina." (Ahlers, 2008). Some of the most notable topics that the inspector general of FEMA found were “manpower problems, a decline in planning for natural disasters as attention focused on

Hurricane Sandy pushed across New York coast and left a devastating trail behind. There devastation was so great that it caused federal, local, and regional levels to develop plans and strategies for future crisis. An emergency situation on a magnitude as Hurricane Sandy created a collaboration of many emergency services. FEMA, Red Cross, Department of Transportation, and many local agencies were involved with managing the chaos caused by the storm. Collaboration was utilized during the occurrence of the storm and after the storm. Several of the agencies and their involvement will be described.

Hurricane Katrina exposed huge issues in the United States disaster preparedness and response programs. In 2005, the structure for homeland security was unable to manage catastrophic events like Hurricane Katrina. Unified management of national response

On August 29, 2009, Hurricane Katrina struck the United States Gulf Coast. It was a Category 3 Hurricane, according to the Saffir Simpson Scale. Winds gusted to up to 140 miles per hour, and the hurricane was almost 400 miles wide . The storm itself did a tremendous amount of damage, but the storm’s aftermath was cataclysmic. Many claimed that the federal government was slow to meet the needs of the hundreds of thousands of people affected by the storm. This paper will examine the four elements of disaster management – preparedness, response, recovery, and mitigation – as well as an analysis on the data presented.