The Role Of Recovery In The Environment

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.

Communities, according to Kapucu and Özerdem (2011) have a drastic effect on the recovery process. In the end, by having a recovery place in plan within the community, it will ensure economic and resident resiliency for when a crisis is to occur. In order to ensure such a plan is in place, it is up to the American Red Cross to partner with and focus on the citizen involvement in decision making, from the beginning stages of planning all through mitigation; increase the buy in within the community; and provide for the community in an effective manner after a disaster has occurred Kapucu and Özerdem

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.

There are numerous points of view on resiliency, as non‑governmental associations (NGOs) perceive that individuals ' capacity to better withstand and recuperate from calamities is basic to maintaining improvement. NGOs, contributors and worldwide reaction groups are attempting to characterize resiliency in their terms. CRS characterizes resiliency as "the capacity of people, communities and institutions to advance integral human development in the face of shocks, cycles and trends" (2014, p.2). The vulnerable individuals themselves best characterize strength and resiliency. What vulnerable individuals accept helps most to their versatility limit is discriminating to current dialogs on resiliency. Contributors and NGOs may have their own meaning of the term; however, an understanding of what it really means to individuals looking to make their community resilient is crucial to outlining successful Disaster Risk Reduction (DRR) and recovery activities in development, risk reaction and catastrophe recuperation programs (CRS, 2014). The danger of not utilizing the

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

"Life After Hurricane Katrina: The Resilience in Survivors of Katrina (RISK) Project." Sociological Forum, vol. 31, Sep2016 Supplement, pp. 750-769. EBSCOhost, doi:10.1111/socf.12271

Editor’s Note: This Chapter is the continuation of an adaptation of a state plan for disaster preparation and response. In total, the original chapter comprises Chapters 1, 14, 16-18.

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.

With the exposure to the global and local climate change issues, I have analyzed the challenges of climate change in different sectors and the importance of adaptation to develop a resilient community. The research study has been proposed by me based on experienced related to climate change and disaster management. For this I incorporated the knowledge and skills I have gained from various countries by being participated in academic and training programmes for last 14 years. This will help me to continue and gain a recognized research output in my proposed research

This paper looks at accountability when an event may occur, events that are man-made disaster, natural disaster, or planned events encountering a large number of people. Accountability is a part of all planning for any type of event that may occur, the response to any and all events, and the recovery process once an event has happened. Planning and recovery play a crucial role when identifying vulnerabilities and becoming a resilient community for the next event. Through research and partnering with Pottawatomie County Emergency Management (PTEM), a better look was taken into the process of the county becoming more prepared for any type of event. This paper is designed to consider accountability in how it effects the processes like planning

An important part of being able to rebuild after a natural disaster, according to Daniel Aldrich, is to build social capital (Building Resilience 2). Throughout Building Resilience: Social Capital in Post-Disaster Recovery, Aldrich uses examples from both Hurricane Katrina and the 1923 Tokyo Earthquake to show how effective strong societal bonds can be in repopulating cities that have suffered large natural disasters. A clear example, Aldrich articulates, is the difference between rebuilding efforts in the Village de L’Est and the Lower Ninth Ward. Originally these areas had roughly the same levels of poverty but Village de L’Est rebuilt a majority of the area while the Lower Ninth Ward is still mostly deserted (Building Resilience 1). The strong bonds that existed between the Village de L’Est residents allowed them to become more committed to reestablishing their community. For many of the areas in both conflicts, the reliance on societal bonds prompts an understanding that allows all members of the community to feel tied to the area and keeps the desire to rebuild

In Chapter 13, “Community Process: Coordination” written by Thomas E. Drabek, the idea of coordination within emergency management preparation is examined. Drabek commences by discussing how preparation and organization have benefitted communities during previous disasters and defines coordination as a process. He gives examples of how coordination should work and describes the role of an emergency manager during the process. This is shadowed by the author using structural theory, disaster response valuations, and research on local disaster preparedness directors to show how coordination has evolved into a vital task of emergency managers. Following this is an explanation of how coordination is and has been studied, at different system levels,

In “Community Resilience as a Metaphor, Theory, Set of Capacities, and Strategy for Disaster Readiness,” Norris and Pfefferbaum define community resilience as “a process of linking a network of adaptive capacities to a positive trajectory of functioning and adaptation after a disturbance. Basically, it is a community’s ability to return to normal after a disaster has occurred. Each community has the ability to return to adapt successfully after a stressor, but the community must be prepared with resources with dynamic attributes. Economic development, social capital, information and communication, and community competence are the four components required for community resiliency. Module 6 on ICONSnet focuses directly on the need for programs to help with community resilience.

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