The National Flood Insurance Program - Research Paper Example

The National Flood Insurance Program In every setting of life, disasters are part human existence. These can either be man-made or natural disasters. For example, man-made disaster entails road accidents, fires in buildings and terrorism attacks among others. On the other hand, natural disasters, which make up most of human disasters include earthquakes, hurricanes, floods and typhoons among others. On that note, there should be effective disaster preparedness and management in order to avoid loss of lives and resources. Similarly, there is an urgent need to prevent disasters before they occur as a strategy of safeguarding the lives of civilians and restring resources (Brown, 2011). Therefore, this essay attempts to analyze the role by played by Federal Emergency Management Agency (FEMA) and its changing focus since its inception in 1979. The discussion delves into its challenges and the various reforms undertaken by the Congress in ensuring it fulfills it mandate. These reforms include various legislations and Acts passed in order to improve the response time during disasters to reduce loss of human lives as witnessed in Hurricane Katrina in 2005. FEMA has altered its focus in several capacities over the years since its inception. The emergency unit was established in 1979 in order to respond effectively to national disasters. These include hurricanes, floods, tornadoes and typhoons among others. At its formation, it experienced numerous setbacks such as the problems of concerning the business of Federal emergency management. On that note, its first emergencies to handle include the pollution of the Love Canal, the refugee crisis in Cuba, volcano eruption in Mount St. Helens among other others. The emergency performed its roles following its historical mission to protect civilians from the tragedies and disasters of life that are either man-made or natural. In all these cases, a slow response was noted in the agency which led Congress to call for urgent reforms. As a result of the protests and demonstrations, the government published the Federal response Plan in 1992, as a strategy to assess the development of FEMA and its duties in responding to disasters (Bullock et al, 2008). However, another slow response was noted when handling Hurricane Andrew whereby the agency took a long time in evacuating civilians to safety. This also called for urgent reforms in the unit with some Congress members calling for its abolition. On that prospect, the body launched several reforms as guiding principles of its duties. For example, their leaders reorganized the operations of disaster relief and recovery operations. This ensured that different techniques and methodologies were applied in assisting citizens caught in disasters such as floods or fire accidents. The agency increased its staff by conducting recruitment exercises in different states of the U.S. additionally, the unit petitioned for increased funding from government and other civilian organizations for the purpose of increasing their mandate in protection and prevention of natural disasters. The unit also expressed much emphasis on preparedness and mitigation in order to prevent potential disasters and tragedies. This was calculated to reduce disaster evacuation costs and other miscellaneous spending during recovery processes. Alternatively, FEMA put its focus on streamlining its customer service department as an effective to relate well with civilians. This was meant to restore the lost faith and recover of trust of a unit entitled to offer assistance during national disasters (Haddow, Bullock and Coppola, 2011). The unit also did an overhaul of its management by appointing new directors who set lasting values and ethos of achieving the goals of the agency. On the other hand, the reduced tensions of the Cold War gave the unit an opportunity to put its resources to proper uses. This means FEMA stopped investing its resources in civil defense but redirected them to disaster relief, mitigation and recovery programs. On that aspect, FEMA’s reforms were put to a test during the Great Midwest Floods. The unit experimented with its hazard mitigation and disaster preparedness steps in which they saved numerous lives. This was possible because of its numerous employees that are specially trained to handle different modes of disasters and tragedies such as fires, floods, storms and typhoons among others. The agency also initiated other key steps of combating disasters and avoiding causalities. For instance, the unit proposed acquisition of high-risk properties in the jurisdiction of flood zones and promoting communities to implement effective building practices and codes. Additionally, the agency sensitized the community on embracing FEMA outreach initiatives such as Project Impact targeted at the private sector for the purpose of establishing a disaster-prepared community. In other words, the unit influenced citizens to make prevention strategies as a part of their community development agendas. However, another challenge arose concerning the bombing of the Federal Building in Oklahoma City in 1995 the body experienced a challenge because it was a terrorist attack and it entailed taking a different mechanism such as giving help to localities and State. Following that disaster and the new challenges afflicting FEMA, a law was signed stipulating the mandatory training of metropolitan firefighters in readiness to incidents instigated by weapons of mass destruction. The Antiterrorism and Effective Death Penalty Act of 1996 (AEDPA) also required FEMA and the Department of Justice (DOJ) to implement effective systems of protecting civilians against acts of terrorism. On that note, the Act stipulated the need to train FEMA employees in effective management of computer systems and upholding of integrity in their duties (Bullock et al, 2008). These computer experts were drawn from different agencies within the Federal government with instructions to monitor the information network of people waging information warfare against the U.S. This also encompassed the use of sophisticated gadgetry such use of satellite dishes in emergency response preparedness. Additionally, these proposals were integrated into the Disaster Management Emergency Plan (DMEP) with FEMA staff making significant contributions in the drafting of the plan. The government responded again with another Act called Defense against Weapons of Mass Destruction tasked with installing tight information systems in federal departments and other government offices to guard civilians against terrorists. Similarly, these Acts spread their mandate and programs to FEMA for the purpose of security preparedness and mitigation operations. However, another test shook FEMA during the September, 2001 attacks by terrorists in government buildings. The organization responded by offering emergency support to states such New York, Virginia and Pennsylvania among other states. This was significant because it depicted the development of the agency from handling small to large disasters (Brown, 2011). On that perspective, FEMA used about 25 Urban Search and Rescue groups, thousands of its employees and use of mobile communication equipment in offering emergency response activities considered the largest by the agency (Bullock et al, 2008). Therefore, following the attacks on Pentagon and World Trade Center, the Federal Government suggested critical changes in terms of legislation and policy. These changes led to the establishment of Department of Homeland Security (DHS) in 2003 which combined FEMA and other 21 other organizations (Haddow, Bullock & Coppola, 2011). However, despite the drastic policies and legislations, the agency maintained its name and continued to respond to national disasters. These changes led to the transfer of certain programs of FEMA such as Coordination and Preparedness, Citizen Corps, Metropolitan Medical Response System and Assistance to Firefighters Grants among others. Furthermore, in 2005, FEMA faced another challenge of Hurricane Katrina. This marked the first prospect for FEMA to perform a major response operation under the umbrella of DHS. The Hurricane was the considered the most expensive and the deadliest of all tragedies in U.S. history with more than 50 sates affected and several dispossessed of their homes. The agency responded effectively by coordinating evacuation processes and relocation of displaced civilians. Once again, numerous criticisms emerged concerning the handling of Hurricane Katrina by both State through DHS and FEMA. This resulted to other fundamental reforms approved by the media, Congress, White House and other policy organizations. This led to the passing of Post Katrina Emergency Reform Act of 2006 (PKEMRA) and withdrawal of the agency from the umbrella of DHS. Furthermore, FEMA’s director became the chief advisor of the President in relation to addressing emergency related issues. Additionally, PKEMRA returned most of the programs that had been directed to DHS to FEMA. For example, the grants and preparedness programs were implemented back under the department of preparedness and mitigation under the organizational structure of FEMA. In addition, the Act included activities under the agency such as Logistics Management, Disaster Assistance and Disaster Operations among others for the purpose of effective response and recovery processes (Brown, 2011). On the other hand, a Private Sector Office was also established under FEMA for the aim of enhancing collaboration with sponsors and other NGOs who offer financial assistance to the agency. Additionally, the Act implemented a position of the Disability Coordinator in assisting the agency to respond effectively to civilians with disabilities. On the account of increased complaints and protests from the civilians, the media, the Congress and other concerned agencies, FEMA has widened the relevant information about its roles and responsibilities. For instance, FEMA works in collaboration with State, Local governments, and Tribal affiliations in responding to areas hit by disasters such as earthquakes and typhoons. Similarly, the partnership extends to Federal Partners, NGOs and the private sector with the aim of accomplishing various missions (Bullock et al, 2008). For example, FEMA participates in disaster preparedness, mitigation and protection in relation to offering proper response. These activities act as the foundation for the organization’s long-term recovery projects of evacuating and saving innocent civilians. These changes are also reflected in the organization structure of FEMA in terms of management and other support agencies. Alternatively, since its inception, FEMA has taken advantage of countrywide organizational structure with various leaders responding to disasters within their jurisdiction (Haddow, Bullock & Coppola, 2011). In addition, the role of offices in regional and local headquarters level is to make recovery processes elaborate and save logistical and financial costs. This means FEMA tackles response operations following the values of incident management by conducting its duties at the lowest organizational levels. This is because of the assured State assistance in terms of offering logistical and first aid support. In other words, FEMA achieves this mandate through obeying the principles of Incident Command System, NIMS, Federal, Tribal and officials of the locality. Others include major stakeholders who established the Unified Coordination Group (UCG) that is tasked with setting priorities and offering of leadership for joined responses at all stages. On that prospect, personnel in FEMA’s offices found in more than ten regional locations, in the US, connect with other state agents in order to comprehend the needs thus offering assistance called incident management during response operations. Additionally, following the doctrine of the agency, Regional Administrators posses the initiative of deploying regional resources and ask for other resources to support projected needs. This support is coordinated through the Regional Administrator in collaboration with the Federal Coordinating Officer (FCO) who are tasked with ensuring assets at the national level are provided as requested (Bullock et al 2008). For example, they include the deployment of search and rescue teams and provision of rescue resources among others. In summary, the effective measures put in place by governments in combating disasters are what will save lives and resources in the 21st century (Haddow, Bullock & Coppola, 2011). Similarly, such measures should match with effective tools and well trained personnel in tackling modern disasters such as terrorism and information warfare. Additionally, governments should establish agencies such FEMA and Red Cross who respond immediately to disasters. These agencies should receive financial backing from governments, the private sectors and NGOs among other stakeholders who respect life (Haddow, Bullock & Coppola, 2011). On that note, in order for FEMA to maintain its success in responding effectively, it must receive continued approval from the state and civilians. This support should also be echoes by the media and other international bodies for the purpose of establishing trust and integrity. Furthermore, disasters can be averted through community sensitizations such as Project Impact by FEMA that encourages people to create disaster-proof communities (Brown, 2011). This helps in reducing the strain of the agency in responding to every small and minor disaster around the country. Alternatively, educating people on methods of disaster management and recovery techniques assists in disaster prevention and retention of resources in terms of wasted costs such as travelling and logistics among others. Reference Brown, J. (2011). FEMA: Action Needed to Improve Administration of the National Flood Insurance Program. New York, NY: DIANNE Publishing. Bullock, J et al. (2008). Introduction to homeland security: principles of all-hazards response. New York, NY: Butterworth-Heinemann. Haddow, D., Bullock, J. & Coppola, P. (2011). Introduction to emergency management. Burlington MA: Elsevier. Read More