Implementing Emergency Services
Hurricane Katrina: Disaster Response and Recovery
Disaster response Framework
Disasters always put the emergency response team to the test, and the public members are keen to rate their level of preparedness. In the 2005 hurricane season, the disaster response team was caught unprepared, and the response was rated as low. The United states disaster response team had laid some strategies to respond to the different disaster levels, including issuing emergency call numbers. However, the system was not ready for an active hurricane. The state was blamed for failing to coordinate all entities that are involved in disaster management. With the disasters of Hurricane Katrina's stature, it was important for state and local government to collaborate with the U.S military to ensure minimal damage. The emergency response system should have a way to escalate cases that need the attention of the most powerful entities in the land (Gheytanchi et al., 2007).
The main challenge that limited the efficiency of the rescue mission was the delayed and unreliable communication framework. There was no standardized way for the state to share information with federal agencies, and therefore the chain of command was broken. Lack of a centralized decision-making system is a leading cause of confusion in disaster management scenarios. Rescue teams should have a working system that facilitates peer to peer communication, and whenever need be, they should be able to report to the next level of command for further actions (Gheytanchi et al., 2007)
The criticism that followed Hurricane Katrina prompted the authorities to form a new National Response Plan comprised of at least four different command structures. Federal Emergency Management Administration (FEMA) controlled two levels of command, and the formation was meant to close gaps that were noticed during the recovery effort. Two other command structures were managed by two different military bases, which were the U.S. Northern Command (NORTHCOM) and Louisiana National Guard. The two command levels were independent, and there was no central control to coordinate their operation. Having different levels of command that were independent caused a lot of duplication in both planning and execution, and therefore the challenge of poor coordination and communication was not fixed (Gheytanchi et al., 2007).
Lack of centralized coordination also challenged the rescued people's process since there was no exact way to commission health personnel on the ground. The confusion was also visible when recovering bodies and delays that happened for days could speak it all. Blame games were the norm of the day, with Louisiana's governor claiming that FEMA had delayed making a deal with a contractor. Excuses of this kind were replicated in different command levels, and the result was a messed recovery mission (Edwards, 2015).
It took days to deliver medical supplies in places that…of the adjustments that happened in different premiums. With the area termed as high risk, insurance covers hiked by 133% and 400%, respectively, and the rates were no longer favorable to investors. Reconstruction efforts were discouraged, and that why it took over a decade to restore the affected areas to the initial economic state (Cambridge Centre for Risk Studies & XL Catlin, 2018).
A weakness in the emergency response team is the main cause of miscommunication and conflicts experienced in disaster management. All government levels should be coordinated, and there should be no conflict because the end goal is to ensure the citizens of all states are safe. What is essential is streamlining the entire framework other than blaming different state agencies. Crisis in times of disaster always translates to political conflicts. It was evident in Katrina's case, where the FEMA director was required to resign (Cambridge Centre for Risk Studies & XL Catlin, 2018).
Delays in time of disaster always cause a lot of damage. Response time should be minimal, and the involved emergency teams should remain prepared for any emergency call. All this can be achieved by having a central disaster management agency that controls the command and communication. A reliable framework to help ensure a quick economic recovery should also be put in place. Delayed recovery continues to ruin the lives of disaster victims, and therefore funds set aside for…
Hurricane Katrina Disaster Evaluation Review the Final Paper instructions in Week 5. Develop a thesis statement and outline, and identify at least five sources you intend to use for the Final Paper. Develop a thesis statement. The thesis statement will be the point or claim you argue or prove in your paper. 9/11 and Hurricane Katrina Disaster Evaluation 9/11 and Hurricane Katrina Disaster Evaluation Hurricane Katrina and the Sept. 11, 2001 attacks should never be
Hurricane Katrina - Emergency Management All discussions regarding the Hurricane Katrina need to acknowledge the fact that the primary reason for Katrina having a great impact was task scope and size, rather than human failure. While effective management is capable of modifying disasters, one cannot expect it to eliminate them. Still, it is evident that an increased sense of urgency, enhanced coordination among responder groups, and more efficient management of communication
Hurricane Katrina and Economic Implications Hurricane Katrina and the Economic Implications The events of the incident and the economic backlash The 2005 Hurricane Katrina that ended up encompassing the cities of Texas, Mississippi and Louisiana can be termed as one of the most deadly hurricanes to hit the United States of America and left millions of people in absolutely despair along with serious economic implications for the entire country to cope up with.
A large portion of this cost ultimately is borne by the state (Handmer, 2006). Therefore, through rational choice theory, policy was enacted to provide benefit at the lowest cost. For instance, sales taxes were raised, drainage systems were implemented to prevent flooding, building codes were upgraded to prevent excessive property damage, and job training programs were implemented to help spur growth. All of this legislation was enacted through the
Disaster Management Lessons Learned From Hurricane Katrina Hurricane Management Lessons The quality of public management can be tested in several situations. It is tested in situations when the financial resources are limited and cannot be used in order to address all the needs of the community in case, it is tested by its effects on the community in comparison with what it is expected from these authorities, but it can also be
Time for Accountability There is definitely a time for accountability; but what isn't fair is to dump on the federal officials and avoid those most responsible -- local and state officials who failed to do their job as the first responders. The plain fact is lives were needlessly lost in New Orleans due to the failure of Louisiana's governor, Kathleen Blanco, and the city's mayor, Ray Nagin (Williams, 2005). The primary responsibility