Module 4 SLP: Disaster Management

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

Tragic events that cause damage to property and life may destroy the social, cultural and economic life of a community. Communities must be engaged in the various phases from prevention to recovery to build disaster resilient communities. In order to do this, there must be a disaster preparedness plan in place that involves multiple people in various roles.

Effective disaster management is highly important when it comes to assisting in rescue and relief to affected. This does not only include post disaster rescue efforts but these disaster management activities should be proactive. They start right from taking preventive measures before the disaster actually occurs and goes on till the effected people are resettled back in their lives. This disaster management pertaining to human life is not only associated with physical well being but also focuses on psychological, emotional, and spiritual rehabilitation.

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

This chapter provides an overview that describes the basic types of hazards threatening the United States and provides definitions for some basic terms such as hazards, emergencies, and disasters. The chapter also provides a brief history of emergency management in the federal government and a general description of the current emergency management system—including the basic functions performed by local emergency managers. The chapter concludes with a discussion of the all-hazards approach and its implications for local emergency management.

According to Jack Herrmann is Asst. Professor of Psychiatry at the University of Rochester School of Medicine “Disaster management is the preparation for, response to, and recovery from disaster. While there are different understandings of Disaster Management, it is generally viewed as a cycle with the following five key phases:

California is notorious for its wildfires. In the last two decades San Diego County has faced some of the most destructive firestorms in state history (Brainard, 2007). Ron Roberts, chairman of the San Diego County Board of Supervisors, describes the county’s disposition as, "We have a very dangerous, unpredictable situation. We have some of the highest temperatures, some of the driest landscape conditions, and some of the most powerful winds - all ingredients for a perfect firestorm (Pesce, 2007)." In 2003, San Diego County was overwhelmed by firestorms, including the Cedar Fire, and at that time it was the worst in state history. However, in 2007 San Diego was once again devastated by firestorms, but this time more mighty than the preceding (Ekard, Tuck, Jr., & Steffen, 2003). San Diego has had its fair share of practice at managing firestorm response actions. The 2003 firestorms proved that there were numerous inefficiencies within the county’s emergency response plan, while the 2007 firestorms emergency response revealed the lessons learned from 2003 and improvements implemented were effective. The threat of future firestorms in San Diego County are inevitable due to the continuing drought, Santa Anna winds, climate changes, and human behavior (Pesce, 2007). Having a well-constructed Incident Command System (ICS) and the trained personnel to execute its model is the most effective measure to mitigate the degree of life lost and property damage in a disaster incident. A

These layers further expand on Mitchell's awareness, information, and action components. The inner layer is composed of the local community networks and their ability to self organize, learn, adapt, and recover to disasters. Disaster preparedness, prevention, response, and recovery is influenced by the local economy, government, education, social development, infrastructure, and ecosystems. The middle layer is the consideration of climate change when implementing recovery, response, and prevention efforts. The outer layer is composed of the willingness of the governing bodies to adapt (Djalante, Holley, Thomalla, & Carnegie, 2013). Flexibility and innovation support learning, collaboration, and self organization. All of which contribute to better manage disasters (Djalante et al.,

The disaster which hit the Maricopa County in the State of Arizona in September 2014 was a major disaster that necessitated the community preparedness for leading successful response and a prompt recovery. Besides emergency managers, many officials and the private are involved in the processes. Some of these stakeholders are public health, public safety, and municipal officials. Collaboration is needed for getting all those involved in the processes to interact accordingly. This paper addresses the major collaboration strengths between emergency responders, public health, public safety, and municipal officials to deliver accurate response and recovery during the event, the main weaknesses of the collaboration among all those that were involved in the efforts, and recommendations for improving the collaboration between the stakeholders.

A disaster which hit Arizona on September 2014 required the declaration of a major disaster by the American President Barack Obama (FEMA, 2014). This disaster killed many people in the Maricopa County, caused several damages to goods, homes, infrastructures, and so on. The recovery processes in the Maricopa County started simultaneously with the response and continued long time after the impact of the disaster. This paper addresses the strengths of the short- and the long-term recovery plans, the weaknesses and the challenges of the short- and long-term recovery plans, the remained long-term recovery work to be done, the political and legal issues that influenced the recovery, and recommendations that could promote effective recovery.

According to Grand Canyon University (2011), disaster preparation can be a high stress activity. One reason for this is the fact that there are many disasters to take into consideration during planning. Some disasters are unique to geographic areas, such as hurricanes, and tornadoes. Yet, other disasters occur regardless of geography such as fires, or pandemic outbreaks (Grand Canyon University, 2011).

The burden of emergency management has grown great deal in the last few decades. We have seen an increase in natural disasters, a new threat of terrorism on our front door and an increase in manmade disasters. All of these have tested emergency management in a number of cities and towns across the nation. It is not always disasters that present problems for emergency managers. We have to look beyond our traditional view of emergency management of helping us during times of disasters and view what issues they consider may affect their emergency response. Issues that emergency management see that are moving into the critical area are issues of urbanization and hazard exposure, the rising costs of disaster recovery, and low priority of emergency management.

Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what steps each person involved in recovery efforts should undertake, an organization can improve their recovery time and minimize the disrupted time for their normal business functions. Thus it is essential that disaster recovery plans are carefully laid

Risk for disasters is a part of life; emergency situations occur more frequently than many people believe. A wise person plans for the worse, and hopes for the best. After a disaster, how well a community can recover will depend largely on how well they prepared in advance. Risk management includes identifying any potential risks to a community and proactively planning to minimize the threat. Proactive organization of resources and people to respond to emergencies can mean the difference between a community’s ability to regroup and recover, and the loss of life. To better

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.