“I am very frustrated because we are not able to marshal resources and we’re outmanned in just about every aspect.” (Nagin, 2005) New Orleans Mayor, Ray Nagin expressed regarding the destruction left by Hurricane Katrina. The unforeseen devastation of Katrina left many wondering, could there have been a better way to handle this type of catastrophe? Today’s Army trains for missions that take soldiers overseas and deploy to different training centers across the country alongside non-organic elements or joint elements. However, what the military does not train for nearly enough, is the next natural or civil disaster. With so many rules and regulations within the U.S. Army, those in charge are expected to be well versed in how to manage a situation …show more content…
The Stafford Act is a federal law designed to bring a systematic means of natural disaster assistance to governments at the state and local levels for carrying out aid to their citizens (FEMA, 1988). Thirty-six hours before Hurricane Katrina hit President Bush invoked his right to the Stafford Act. A “state of emergency” for Mississippi, Louisiana, and Alabama. President Bush was called, which imposed federal disaster relief efforts to be ready for the impending disaster. The Stafford Act is what ques the Department of Homeland Security (DHS) who during Hurricane Katrina was Secretary Michael Chertoff to enact the National Response Plan (NRP). The NRP in a nutshell is what enables the U.S. to resource a disaster or event. Active duty commanders should be aware of how the Stafford Act so the commander knows when to act on a DSCA …show more content…
Listed in ADP 3-28 you will find the national preparedness doctrine statement, as well as army support of civil authorities, primary purposes, organization, and primary tasks. Most important would be the Army’s primary purposes during DSCA which are to save lives, alleviate suffering, and protect property. A commander must train Soldiers to these three main purposes to maintain during a DSCA event. (Headquarters, Department of the Army, 2012) FM 3-28 shows an example of what a dual-status command structure could look like during a disaster event. Commanders may also find the rules for use of force helpful in determining their plan for DSCA
2) Maintain critical infrastructure centers (telegraph, bridges, hospitals) that provide a situational awareness capability, actionable information about emerging trends, imminent threats, and the status of any incidents that involve
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
Shalikashvili, J.M. (n.d.). Shape, Respond, Prepare Now -- A Military Strategy for a New Era. National Military Strategy. Retrieved September 14, 2004, from http://www.dtic.mil/jcs/nms/index.html#Top
It was striking in New Orleans in July 2004. Unfortunately, this exercise was not successful because of three reasons: the funding was cut off for the follow-up to the exercise, while planning it became evident that multiple workshops would be required, and the issue for medication for hurricane Katrina victims was not finalized. A scenario-based planning exercise process was quite effective. As Katrina approached, state officials knew they were not prepared enough, and it had not been completed. However, after the exercise, the government and local originations have learned how to prepare and practice in emergency
The Coast Guard, for instance, rescued some 34,000 people in New Orleans alone, and many ordinary citizens commandeered boats, offered food and shelter, and did whatever else they could to help their neighbors. Yet the government–particularly the federal government–seemed unprepared for the disaster. The Federal Emergency Management Agency (FEMA) took days to establish operations in New Orleans, and even then did not seem to have a sound plan of action. Officials, even including President George W. Bush, seemed unaware of just how bad things were in New Orleans and elsewhere: how many people were stranded or missing; how many homes and businesses had been damaged; how much food, water and aid was needed. Katrina had left in her wake what one reporter called a “total disaster zone” where people were “getting absolutely
Hurricane Katrina was one of the most devastating natural disasters to happen in the United States. The storm resulted in more then US$100 billion in damage when the cities flood protection broke and 80% of the city was flooded (1). The protection failure was not the only cause for the massive flooding, the hurricanes clockwise rotation pulled water from north of New Orleans into the city. 330,000 homes were destroyed and 400,000 people from New Orleans were displaced, along with 13,00 killed (1). Although the population quickly recovered, the rate of recovery slowed down as the years went on leading us to believe not everyone
The initial response or lack thereof, to the widespread disaster in the Gulf Coast, caused by Hurricane Katrina, demonstrated high levels of incompetence and disorganization by government officials. Images of desperate individuals awaiting rescue on their rooftops, and masses of people packed together in deplorable conditions in the Super Dome, circulated the globe. There was no hiding from the painful reality and the obvious inaction or inability of those responsible to care for these individual in the wake of this catastrophe. (12, 791)
Even though it is the responsibility of the federal and state governments to aid citizens during times of disaster, the people devastated by Hurricane Katrina were not effectively facilitated as according to their rights as citizens of the United States. The government’s failures to deliver assistance to citizens stem from inadequate protection systems in place before the storm even struck. The Federal Emergency Management Agency and the Department of Homeland Security were the two largest incumbents in the wake of the storm. The failure of these agencies rests on the shoulders of those chosen to head the agency. These directors, appointed by then president George W. Bush, were not capable of leading large government agencies through a crisis, let alone a disaster the magnitude of Hurricane Katrina. Along with the federal government, the state of Louisiana and the city of New Orleans did not do enough to lesseb the damage caused by the storm, and forced thousands of poorer citizens to remain in cramped and unsanitary conditions for extended periods of time. The culmination of federal, state, and local government’s failures in suppressing and repairing the damage of Hurricane Katrina to a level acceptable for citizens of the United States is a denial of the rights citizens of the United States hold.
Armed with numerous studies, and intensive public hearings, Congress mandated far-reaching changes in DOD organization and responsibilities in the Goldwater-Nichols Department of Defense Reorganization Act of 1986. This landmark legislation significantly expanded the authority and responsibility of the chairman, Joint Chiefs of Staff. Included in this expanded authority and responsibility was the requirement for the chairman to develop a doctrine for the joint employment of armed forces. As operations Urgent Fury, Just Cause, and Desert Storm have vividly demonstrated, the realities of armed conflict in today's world make the integration of individual service capabilities a matter of success or failure, life or death. Furthermore, the operation Desert One demonstrated the need for a strengthened Joint Warfare Doctrine and the consequent change in Joint Warfare Employment. It is plain to see the benefits of having the greatest navy integrated with the world's greatest army and air force. However, even in the wake of a relatively successful joint operation in the Middle East (Desert Storm), certain weaknesses are evident in the current joint employment tactics and/or capabilities. By analyzing past operations such as Urgent Fury and Desert Storm, we are able to see sufficient evidence that the Joint Warfare Concept can be disastrous in one instance and virtually flawless in another.
August 29, 2005 was one of the darkest days for the residents of the State of Louisiana. Katrina, a category 3 hurricane, ripped through New Orleans and the surrounding areas causing catastrophic loss of life and property. The federal government’s disaster response team, which was formed in 1978, titled the Federal Emergency Management Agency, (commonly referred to as FEMA) responded to the needs of the survivors. Unfortunately the Bush administration through FEMA showed gross ineptitude in its response to the disaster. Pre-Katrina the lack of response resulted in a largely unsuccessful evacuation. After the storm, aid to the citizens of New Orleans was slow and inadequate. When we look back at the federal government’s response to Hurricane Katrina, it appears that Bush’s FEMA botched much of the handling of the crisis and that overall, our “administration” could have responded to the situation much better.
In the United States Navy Operational risk management (ORM) is personally experienced. The ORM process is taken seriously by everyone in leadership, particularly when failures can be fatal to personnel or equipment damage, therefore, understanding potential risks faced is vital (Eaamonn, 2013). In many organizations and specifically speaking from military experience, risk management is essential to avoiding catastrophic incidents from occurring. Risk management is sometimes unpopular among subordinates so; it is incumbent on leaders to be courageous and standby decisions made. Leaders must be bold and take a stand to protect the community from the effects of flooding even in times of budgetary austerity (Hall,
Hurricane Hugo was a catastrophe that caused widespread residential damage, extensive lifeline destruction, and enormous timber destruction in South Carolina and was one of the most costly disasters ever experienced in the US in terms of damage to homes, infrastructure and local economies. The media reported accounts of incidents that were serious problems in South Carolina’s response and early recovery efforts which further initiated an exploratory research to gather information about recovery experience in four badly impacted counties and about the state response and recovery actions undertaken. Post hurricane response problems were both organizational and functional. The research reveals significant state deficiencies with state and county emergency capabilities and serious problems in two national disaster response organizations, the Red Cross and FEMA. Another concern was that most emergency management knowledge came from direct experience rather than from existing educational and training programs along with serious mitigation planning problems were found with hurricane. Deepen concerns we...
This Natural disaster on its way to hit the coast of New orleans was so severe that The president of the United states, Congress and FEMA were called on for help. The president, George W. Bush had the coast guard
Readiness is of the utmost importance with training being the most significant aspect that contributes to Readiness. Each Soldier needs an individual training plan. The plan should take the Soldier from enlistment to discharge or retirement. It is each Soldiers responsibility to be proficient in their field craft. This includes being fit mentally and physically, and trained to win in a complex world. It is the responsibility of the NCO to train these Soldiers. Unit training plans will address the readiness and resilience of individual Soldiers to ensure their fitness to accomplish their mission. Units must conduct realistic training at the individual, squad, platoon and company levels focused on Mission Essential Tasks (METs) for their
In early 2001, The Federal Emergency Management Agency (FEMA) released a report of the three most likely disasters to hit the United States. Among these likely disasters to hit the United States, one of them was a hurricane striking New Orleans, the other two; a terrorist attack on New York City and a major earthquake hitting San Francisco.(course pack) However, very little was done to prepare for the deadly storm that would four years later leave New Orleans in a devastated mess.