Understanding The Experience Of Emergency Management And Collaboration That Took Place During Hurricane Sandy

Research on the NBEOC used during Hurricane Sandy consists of an extensive review of peer-reviewed articles using ProQuest and EBSCOhost, and journals associated with public and environmental health. Additional contributions to the research paper will include the FEMA website and the PS7 Review. The PS7 Review is a monthly newsletter created by FEMA to educate and inform community partners about its mission to increase collaboration amongst the private sector and whole community (Homeland Security, 2013). The final research paper will begin with an overview of Hurricane Sandy, followed by a description of the design and location of the NBEOC, and conclude with the media’s role in dispersing disaster information to the public. While taking into account that “more than 60 percent of NRCC personnel rated the NBEOC as effective or very effective” (FEMA, 2013), a major limitation of this research is that the NBEOC has not been implemented enough to back this statement. Therefore, information collected during the research process will assist in determining whether the NBEOC demonstrated organizational excellence before, during, and after Hurricane

August 25, 2017 Hurricane Harvey hit the coast of Texas with absolute power. It was originally predicted that it would not surpass category 1, the elements combined and made Harvey extremely vicious. It hit the most populated areas on the United States becoming one of the most destructive. People did not have enough time to properly prepare for the unpredicted devastation ahead. However, the government and the people responded with strong efforts. Let’s start with the federal department. The U.S. Department of Homeland Security's Federal Emergency Management Agency (which is referred to as FEMA), with its government accomplices mobilized a work force and with many assets to help states affected. About 21,000 government assets were sent to help out during the vicious Tropical Storm. A lot of people sought refuge during the storm and the Federal government gave them many places to stay for example many government owned sites were converted refuge sites for the victims. The U.S coast guard played a huge role to aid victims. Thousands of coast guards were deployed in support of the relief efforts. They evacuated victims through government transport such as helicopters and big vehicles that could travel through the flooding. They are also opened various docks and waterways within Brownsville, Kentucky without any restrictions to the public. FEMA provided thousands of meals, medical and household items. Fema also paid rent for the victim’s short-term housing. Other ongoing Federal

According to Federal Emergency Management Agency (FEMA), there are many factors that will affect the direction of emergency management in the coming years. These can be classified as global challenges, global opportunities, national challenges, national opportunities, professional challenges, and professional opportunities. Global Challenges include some issues like global climate change, increasing population and population density, increasing resource scarcities, rising income inequality, and increasing risk aversion. Global Opportunities has to do with increased scientific understanding of the hazards and societal responses, as well as revolutionary technologies. National Challenges involves increasing urbanization and hazard exposure, interdependencies in infrastructure, continued emphasis on growth, rising costs of disaster recovery, increasing population diversity, terrorist threats, low priority of emergency management, legal liability, and intergovernmental tensions. Due to these factors that will affect the direction of emergency management in the coming years, there is need for us at emergency management division to adjust operational plans to meet these challenges and especially changes emanating from constant changes expected in technology and other threats we face.

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

Over the years of Hurricane Katrina, FEMA faced many criticisms. Not only FEMA, but “every level of government was roundly criticized”( Howellq ). Back in 9/11, They acted fast and accordingly to the disaster. During hurricane Katrina, they were slow and had false promises that the locals of New Orleans believed ( Maestri, “The Storm”, PBS ). Many people asked FEMA for resources and help, but that turned down because they did not “ask the right way” ( Hale “The Storm”, PBS). During an interview with one of FEMA’s secretaries, “Michael Brown”, had claimed that FEMA could not help Louisiana because they didn’t tell them what they

“Then New Mexico Governor Bill Richardson offered 200 members of his state’s national guard to help Louisiana the day Katrina hit, but a letter from Washington authorizing the move did not arrive until five days later.” (Robillard Web). Four days after Katrina President George W. Bush sent 7,200 troops from the National Guard (Robillard Web). The Red Cross played a big role in Hurricane Katrina suppling 68 million meals to the survivors (American Web). Millions were taken care of with food, water, and shelter by 245,000 of the Red Cross Disaster workers (American Web). Firemen from other cities volunteered in the hundreds to help clean up (American Web). Louisiana was happy to have all the help they got after the

When a natural disaster comes to mind you think many resources are utilized. You think many agencies from around the world must have come to help one of the biggest disasters the country has seen. Although that is not exactly what happened in New Orleans many agencies did come to help. Local, State, and Federal agencies were present during and after the hurricane. Governor Katherine Babineaux Blanco and Mayor Ray Nagin called a state of emergency and issued a mandatory evacuation, shortly after, President Bush to issue a state of emergency and mandatory evacuation on a federal level to ensure assistance from agencies like FEMA and the America Red Cross (Kamp). Mayor Ray Nagin also

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, or FEMA, is responsible for coordinating the government’s role in preparation, prevention, response and recovery from domestic disaster, whether they be natural or man-made. FEMA.gov lists 1849 total disasters declared since 1953, with an average of 32 each year (13). This particular agency has generated a lot of praise and but just as much criticism. Over the course of FEMA’s history, there are many lessons to be learned and FEMA is always looking for ways to be more effective. This paper will examine the history of FEMA, evaluate its performance over the years and pinpoint lessons to be learned and actions to be taken.

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.

The Hurricane Katrina disaster highly challenged the operations of FEMA thereby leading to great changes in the agency. The Storm that is ranked as the third most intense U.S. landfalling intense caught the FEMA and at large the Department of Homeland Security unprepared thereby leading to severe losses. The hurricane claimed more than 1200 individuals and a total property of around $108 billion, of which could have minimized if FEMA could have carried out its operations effectively (Bea, 2006).

FEMA assisted in New York City’s recovery by utilizing its full spectrum of disaster assistance programs. Due to the unique circumstances of managing the consequences of a terrorist attack as opposed to a natural disaster, FEMA had to use its

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.

In the United States, people who live in poverty are already one of the most vulnerable populations and it is this population that is heavily impacted by public policy relating to natural disasters. Often, public policies relating to disaster preparedness and recovery are not discussed until after a natural disaster takes place which is too late to do any good for the people affected and who are devastated almost beyond comprehension. The role of government in disaster preparedness and recovery became a “hot button” issue especially after Hurricane Katrina when the federal and local governments seemed to protect/help those who already had resources and not those with little to no resources. According to a Gallup Poll by Jones & Carroll (2005), forty-nine percent of respondents said that FEMA was most helpful to them while thirty-one percent of respondents said that nothing was helpful to them during recovery from Hurricane Katrina. This information indicates that there is a gap in services disaster relief policies and programs that needs to be filled.

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