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Summary MOS 6801 UNIT VI ESSAY.docx MOS6801 Unit VI: Formation of the Federal Emergency Management Agency Columbia Southern University MOS6801 The Federal Emergency Management Agency (FEMA) was created under President Jimmy Carter in 1979 as way to strea
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MOS 6801 UNIT VI ESSAY.docx MOS6801 Unit VI: Formation of the Federal Emergency Management Agency Columbia Southern University MOS6801 The Federal Emergency Management Agency (FEMA) was created under President Jimmy Carter in 1979 as way to streamline the processes of emergency preparednes...
mos 6801 unit vi essaydocx mos6801 unit vi formation of the federal emergency management agency columbia southern university mos6801 the federal emergency management agency fema was creat
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MOS6801
Unit VI: Formation of the Federal Emergency Management Agency
Columbia Southern University
MOS6801
The Federal Emergency Management Agency (FEMA) was created under President
Jimmy Carter in 1979 as way to streamline the processes of emergency preparedness, mitigation,
recovery, and response under the operation of a single agency. The primary role of FEMA in
emergency management is that of onsite support and logistics for disaster response and
recovery. It is important that this support comes in the form of working with state and local
agencies and providing experts in various relevant emergency fields to present a unified front for
overcoming the situation and not devolving in to inter agency conflicts that can hinder efforts.
FEMA also plays a role in providing training and funding for local first responders and civilian
emergency programs like CERT to assist in disaster mitigation and response. Prior to the events
of Hurricane Katrina, there was a general consensus of concern that the federal government, and
FEMA in particular was limited in its ability to provide assistance to stricken citizens When the
Post-Katrina Emergency Management Reform Act of 2016 was passed,
FEMA’s role change from one of support to a more proactive function by placing it under the
Department of Homeland Security and giving it a wider range of autonomy. The reform act
brought the core competencies of preparedness, response, recovery, and mitigation back into
FEMA’s area of responsibility (Rubin, 2012).
The incorporation of FEMA with the DHS was an ideally logical one. When the DHS
was founded in under the Homeland Security Act of 2002, FEMA was brought in with the idea
that with all of the facets of homeland security under one umbrella, the processes would be
, streamlined and operate more efficiently. In some aspects, the move worked, but due to the
events of 9/11, terrorism was the primary driving force of DHS. FEMA’s budgetary autonomy
was compromised as resources were moved in and out of the agency as the fight against
terrorism took precedence over concerns about natural disasters (Roberts, 2006).
The events of Hurricane Katrina, however, caused a shift in the priorities back to that of
natural disasters. The events of Katrina were wholly devastating to the national psyche, and it
was only natural our reaction was that of preventing a repeat event. FEMA’s response to Katrina
was slow and inadequate. Katrina has made it clear that FEMA was not prepared for such an
event due to lack of resources, leadership, and status within the DHS. They failed to organize
the needed manpower and supplies, and could not meet the needs of so many in such a short
period of time. It was imperative that these short comings were addressed and rectified,
publicly, to restore faith in both the agency and the administration.
Several lessons and improvements to emergency response were born out of the need to
address the shortcoming of FEMA that were put on display during Katrina. The Post-Katrina
Emergency Management Reform Act of 2016 (PKEMRA) instituted a multitude of
organizational, functional and administrative changes for FEMA, DHS, and affiliated emergency
management organizations at all levels (Rubin, 2012). The most important lesson learned from
Katrina was the importance of strong and competent leadership. When Katrina hit, the head of
FEMA was Michael Brown, a job he got through a political connection after previously working
as a horse show judge supervisor. It also became clear that it had become too difficult for FEMA
to function as a proactive/reactive force due to levels of bureaucracy within the DHS that had to
be addressed. There was a push to create a sense of community approach to disaster relief that
included private corporations, citizens, and community groups being a part of the solution. The
PKRA also called for the establishment of several advisory councils at national and regional
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