CJ-332 5-2 LOUDEN

Southern New Hampshire University **We aren't endorsed by this school
CJ 332
Oct 29, 2023
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5-2 JOURNAL: FEMA 1 5-2 Journal: FEMA Adam Louden Department of Criminal Justice, Southern New Hampshire University CJ-332-H7623 Crisis Intervention for Police 23EW1 Professor Christopher Vogel October 1, 2023
5-2 JOURNAL: FEMA 2 5-2 Journal: FEMA Hurricane Katrina was one of the most devastating natural disasters in U.S. history, causing widespread death, destruction, and displacement in New Orleans and the Gulf Coast region. The federal, state, and local governments were widely criticized for their slow, inadequate, and uncoordinated response to the crisis, which exacerbated the suffering of the victims and hampered the recovery efforts. One of the main factors that hindered the response was the lack of preparedness and planning at all levels of government. Despite the warnings and forecasts of the impending storm, many officials failed to take timely and decisive actions to evacuate, mobilize, and deploy resources and personnel to the affected areas. For example, New Orleans Mayor Ray Nagin delayed ordering a mandatory evacuation of the city until less than 24 hours before Katrina's landfall, while FEMA Director Michael Brown was unaware of the severity of the situation until two days after the storm. Moreover, there was confusion and disagreement among federal, state, and local authorities over who was in charge of the response and what their roles and responsibilities were. The federal government did not waive the Stafford Act, which required localities to contribute 10 percent of the cost of reconstruction and clean-up projects, until May 2006, while some state governors rejected or delayed accepting federal assistance due to political or bureaucratic reasons. Another factor that impeded the response was the lack of communication and coordination among different agencies and organizations involved in the relief efforts. The breakdown of communication systems due to the storm damage made it difficult for responders to share information, assess needs, and allocate resources. Many agencies and organizations operated independently or in competition with each other, rather than collaborating and cooperating. For instance, hundreds of firefighters from other cities who volunteered to help in
5-2 JOURNAL: FEMA 3 the response were rerouted to Atlanta, where they sat through two days of presentations on sexual harassment and the history of FEMA before being sent to New Orleans. Furthermore, there was a lack of transparency and accountability in the distribution and management of funds and supplies. Many victims complained of not receiving adequate or timely assistance, while some relief workers and contractors were accused of fraud, waste, and abuse. A third factor that affected the response was the social and economic inequalities that existed in the region before and after the storm. The majority of the victims were poor, black, elderly, or disabled people who lacked access to transportation, health care, education, and other basic services. They faced discrimination, violence, and exploitation from some responders, media outlets, and opportunists. They also faced challenges in rebuilding their lives and communities due to bureaucratic hurdles, insufficient resources, and lack of political representation. Many of them were displaced to other states or cities, where they encountered difficulties in finding housing, employment, education, and social support. The response to Hurricane Katrina involving mass casualties could have been improved in several ways, such as: Preparing and implementing a more effective evacuation plan before the storm hit, especially for the vulnerable populations who lacked transportation or resources to leave the city (the school bus fiasco). Deploying more federal troops, National Guard units, and other resources to assist the local and state authorities in search and rescue, law enforcement, and humanitarian aid operations.
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