1. Historic Context of Emergency Management
Chapter 1
Historic Context of Emergency Management
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2. 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
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3. Early History –
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
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4. 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
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5. 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.
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6. The local and State civil defense directors were the first recognized face of emergency management in the U.S.
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7. Natural Disasters Bring Changes to Emergency Management – 1960s
Ash Wednesday Storm
1964 – Prince William Sound earthquake
1965 – Hurricane Betsy
1969 – Hurricane Camille
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8. 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
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9. 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
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10. 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 of March 31, 1979
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11. FEMA Consolidations National Fire Prevention Control Administration
Federal Insurance Administration
Federal Broadcast System
Defense Civil Preparedness Agency
Federal Disaster Assistance Administration
Federal Preparedness Agency
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12. 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
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13. 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)
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14. 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
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15. An Agency in Trouble
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
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16. The Witt Revolution
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
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17. 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
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18. 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)
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19. 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
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20. 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
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21. 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.
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22. 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
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23. 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
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24. 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
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25. 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
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26. Obama Administration Disaster Experience
Joplin Tornadoes
Severe Winter Storms
Hurricane Sandy
Boston Marathon Bombings
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