Historic Context of Emergency Management Chapter 1 Historic Context of Emergency Management ©2014 Elsevier, Inc.

Emergency Management It is the discipline dealing with risk and risk avoidance It is integral to the security of our daily lives and should be integrated into our daily decisions—not just called upon in times of disaster It must be recognized as an essential role of government ©2014 Elsevier, Inc.

Early History – 1800-1950 1803—Congressional Act passed to provide financial assistance to a New Hampshire town devastated by fire 1930s—Reconstruction Finance Corporation and the Bureau of Public Roads given authority to make disaster loans after disasters 1930s—Tennessee Valley Authority (TVA) created to produce hydroelectric power and reduce flooding The Flood Control Act of 1934 ©2014 Elsevier, Inc.

The Cold War and the Rise of Civil Defense – 1950s The potential for nuclear war and nuclear fallout seen as the principal disaster risk Civil Defense programs proliferated—most communities had a civil defense director People encouraged to build bomb shelters Quiet time for natural disasters ©2014 Elsevier, Inc.

1950s Continued Federal emergency management activities were vested in the Federal Civil Defense Administration Office of Defense Mobilization established in the Department of Defense (DOD), primarily to allow for quick mobilization of materials and production and stockpiling of critical materials in the event of a war. In 1958, these two offices were merged into the Office of Civil and Defense Mobilization. ©2014 Elsevier, Inc.

The local and State civil defense directors were the first recognized face of emergency management in the U.S. ©2014 Elsevier, Inc.

Natural Disasters Bring Changes to Emergency Management – 1960s 1962 - Ash Wednesday Storm 1964 – Prince William Sound earthquake 1965 – Hurricane Betsy 1969 – Hurricane Camille ©2014 Elsevier, Inc.

1960s Continued Disaster response conducted primarily in the form of passing ad hoc legislation for funds Financial losses from Hurricane Betsy started a discussion about insurance, which led to the National Flood Insurance Act of 1968 and the National Flood Insurance Program NFIP responsibilities vested in local and State planning departments ©2014 Elsevier, Inc.

The Call for a National Focus to Emergency Management – 1970s EM responsibility evident in more than five Federal Departments and Agencies Disaster Relief Act of 1974 gives HUD the most significant authority for natural disaster response and recovery Defense Civil Preparedness Agency and US Army Corps of Engineers retain military EM responsibilities ©2014 Elsevier, Inc.

1970s Continued States frustrated over fragmentation of emergency management responsibilities NGA and State directors lobbied for consolidation 3-Mile Island highlighted EM disconnects June 19, 1978—President Carter transmitted Reorganization Plan Number 3 FEMA officially established by Executive Order 12127 of March 31, 1979 ©2014 Elsevier, Inc.

FEMA Consolidations National Fire Prevention Control Administration Federal Insurance Administration Federal Broadcast System Defense Civil Preparedness Agency Federal Disaster Assistance Administration Federal Preparedness Agency ©2014 Elsevier, Inc.

Consolidations Continued Oversight of the Earthquake Hazards Reduction Program Coordination of dam safety Assistance to communities in the development of readiness plans for severe weather related emergencies Coordination of natural and nuclear disaster warning systems Coordination of preparedness and planning to reduce the consequences of major terrorist incidents ©2014 Elsevier, Inc.

John Macy First FEMA Director Tasked with unifying an organization both physically and philosophically separated Emphasized the similarities between natural hazards preparedness and civil defense by developing the Integrated Emergency Management System (IEMS) ©2014 Elsevier, Inc.

Civil Defense Reappears as Nuclear Attack Planning – 1980s No significant natural disasters 1982—Louis Giuffrida named FEMA Director Top priority was placed on government preparedness for a nuclear attack Agency resources realigned to enhance and elevate National Security ©2014 Elsevier, Inc.

An Agency in Trouble 1989-1992 FEMA suffered from morale problems, disparate leadership and conflicts with its partners 1989 – Hurricane Hugo – FEMA slow to respond 1989 – Loma Prieta Earthquake – FEMA not prepared to respond 1992 – Hurricanes Andrew and Iniki – FEMA failures became widely publicized Calls were made to abolish the Agency altogether ©2014 Elsevier, Inc.

The Witt Revolution - 1993-2001 James Lee Witt was the first FEMA director with prior EM experience Witt reached out to employees, implemented customer service training, and reduced “stovepipes” New technologies were utilized Partnerships were strengthened “Open communication” was Witt’s hallmark ©2014 Elsevier, Inc.

1993-2001 Continued Natural hazards were pervasive Clinton elevated the position of FEMA Director to the Presidential Cabinet 1992 WTC Bombing and 1995 OK City Bombing introduced a raised awareness for terrorism preparedness Project Impact: Building Disaster Resistant Communities introduced Business Continuity Planning increases Emergency Management becomes more professionalized ©2014 Elsevier, Inc.

Terrorism Becomes Major Focus 2001 Before 2001, many agencies had counter-terrorism and terror preparedness functions Inefficiencies exposed in 1999 TOPOFF remain After assuming office, Director Allbaugh recreates the Office of National Preparedness (to focus on terrorism) September 11th terror attacks validated the strength of the US Emergency Management System and of the Federal Response Plan (FRP) ©2014 Elsevier, Inc.

The Creation of the Department of Homeland Security: 2001-05 President created Office of Homeland Security, criticized for its small staff and budget. HSPD-3: Created the HS Advisory System 11/25/02: Homeland Security Act of 2002 01/24/03: DHS officially opens its doors 03/01/03: Absorbed agencies begin move to DHS, and Michael Brown replaces Joe Albaugh 11/30/04: Ridge Leaves, Chertoff Begins ©2014 Elsevier, Inc.

The Department of Homeland Security Greatest federal reorganization since President Truman created the Department of Defense 22 agencies, and 179,000 employees affected Efforts to incorporate intelligence agencies failed 5 Directorates, including: Border and Transportation Security (BTS), Information Analysis and Infrastructure Protection (IAIP), Emergency Preparedness and Response (EP&R), Science and Technology (S&T) and Management ©2014 Elsevier, Inc.

Chertoff “6-Point Agenda” Increase overall preparedness, particularly for catastrophic events Create better transportation security systems to move people and cargo more securely and efficiently Strengthen border security and interior enforcement and reform immigration processes; Enhance information sharing (with partners); Improve financial management, human resource development, procurement and information technology within the department Realign the department’s organization to maximize mission performance. ©2014 Elsevier, Inc.

The Hurricane Katrina Debacle Experts predicted a busy hurricane season New Orleans hazard risk was known Pre-Katrina warnings were made Ineffective leadership, poor advance planning, and an unwillingness to devote sufficient resources to emergency management over the long term doomed the response efforts State and local officials did not marshal enough of the resources at their disposal / NGOs and businesses “stepped in” Years of inadequate funding of federal, state, and local emergency functions left them incapable of fully carrying out their missions ©2014 Elsevier, Inc.

Katrina – The Lead Up FEMA lost status as an independent agency and direct access to the president when it was absorbed into DHS Many states created offices of homeland security that subsumed emergency management or were competitive structures FEMA personnel and funds were redistributed to support other higher priorities within DHS FRP restructured into the NRP, a new level of bureaucracy added with the FPO Move away from the all-hazards focus ©2014 Elsevier, Inc.

Fugate Focus Improving the response operations Incorporating all elements of social media—Facebook, twitter, blogs, etc., to communicate with the public before, during, and after disasters Promoting their signature program concept of a Whole Community approach to emergency management. Limiting FEMA’s leadership role in Long Term recovery and mitigation ©2014 Elsevier, Inc.

Whole Community A means by which all community stakeholders can collectively understand and assess the needs of their respective communities / determine ways to organize and strengthen their assets, capacities, and interests A more effective path to societal security and resilience is built There are many different kinds of communities Whole Community approach engages the full capacity of the private and nonprofit sectors in conjunction with local, tribal, state, territorial, and Federal governmental partners ©2014 Elsevier, Inc.

Obama Administration Disaster Experience Joplin Tornadoes Severe Winter Storms Hurricane Sandy Boston Marathon Bombings ©2014 Elsevier, Inc.