Hurricane Harvey caused catastrophic flooding in Texas in 2017. It was the second costliest storm in US history, damaging over 200,000 homes and displacing 225,000 people. State agencies and non-profits mobilized to provide emergency shelter, supplies, medical care, and long-term assistance to the millions affected. Analyses found deficiencies in emergency preparedness, medical support at shelters, and a need for improved coordination between government agencies and citizen groups. Recommendations included increased disaster training, pre-positioning of aid, and monitoring public health impacts long-term.
1) A disaster is defined as any event that causes damage, ecological disruption, loss of life, deterioration of health services, and warrants an extraordinary response. Disaster management aims to minimize deaths and losses through preparedness and planning.
2) Key factors that affect disasters include population growth, poverty, rapid urbanization, and environmental degradation. Disaster management involves preparing for, responding to, and rebuilding after natural and human-made disasters.
3) India's National Disaster Management Authority oversees various agencies that are responsible for forecasting and responding to different disaster types such as floods, cyclones, earthquakes, and epidemics.
The document outlines the roles and responsibilities of states and international actors in disaster response. It discusses four key responsibilities of states: 1) Declaring emergencies 2) Assisting and protecting populations 3) Monitoring and coordinating assistance 4) Ensuring an adequate normative framework. It also describes principal areas of action - coordination, financial resource mobilization, technical team mobilization, and information management - and details specific responsibilities of states and support provided by the international system in each area.
Disaster management involves dealing with and avoiding both natural and man-made disasters through preparedness, response, recovery, and mitigation efforts. It aims to reduce vulnerabilities and impacts through organized and sustained actions to analyze and manage hazards and the underlying risks. Key aspects of disaster management include preparedness before a disaster through activities like risk assessment, warning systems, and stockpiling resources; immediate response efforts during an event; and long-term rehabilitation and reconstruction work after an event to support regrowth. Effective disaster management requires coordination and planning across different levels of government, organizations, and communities.
This document discusses biological disasters and outlines measures for handling biological agents and planning for biological disasters. It defines a biological disaster as one caused by biological vectors that can cause illness, property damage, economic disruption or environmental damage. Examples include disease outbreaks. Agricultural workers may be exposed through contact with infected animals or waste. Measures for handling biological agents include risk assessment, protective equipment, immunization, and safety procedures. Planning must be done at national, state, district and non-governmental levels and include surveillance, identification of medical facilities, and long-term improvements to laboratories and establishment of toxicology centers.
This document provides an overview of disaster management. It defines disasters and discusses different types including natural and man-made. It outlines the key phases of disaster management including preparedness, response, rehabilitation and mitigation. It also discusses India's vulnerability to disasters and major disasters that have occurred. Key government agencies and non-profits involved in disaster management are identified. Future directions are discussed such as the need for prevention, community involvement, and investing in preparedness over relief.
The document outlines Odisha's state disaster management policy, which aims to minimize losses from natural and man-made disasters through prevention, mitigation and preparedness measures. It discusses Odisha's vulnerability to floods, cyclones and other hazards. The policy focuses on integrating disaster management into development planning, capacity building, risk assessment and community participation across preparedness, response and recovery phases. Key activities are outlined for each phase to effectively coordinate response and relief and support rehabilitation.
This document discusses disaster management, including definitions of disasters, types of disasters, phases of disaster management, principles and key agencies involved. It covers disaster preparedness, response, rehabilitation, mitigation and recovery. Natural disasters commonly faced in India are also highlighted, along with lessons learned around prioritizing preparedness and prevention over post-disaster relief.
International strategies for disaster reduction tam 2014-04Vijay Kumar
Disaster Risk Reduction (DRR) aims to minimize vulnerabilities and disaster risks by preventing or limiting the adverse impacts of hazards through sustainable development. It consists of ways and means to avoid losses from natural hazards. The International Strategy for Disaster Reduction (ISDR) pursues cooperation and commitments from policymakers to build disaster-resilient communities and reduce human and economic losses from natural disasters.
1) A disaster is defined as any event that causes damage, ecological disruption, loss of life, deterioration of health services, and warrants an extraordinary response. Disaster management aims to minimize deaths and losses through preparedness and planning.
2) Key factors that affect disasters include population growth, poverty, rapid urbanization, and environmental degradation. Disaster management involves preparing for, responding to, and rebuilding after natural and human-made disasters.
3) India's National Disaster Management Authority oversees various agencies that are responsible for forecasting and responding to different disaster types such as floods, cyclones, earthquakes, and epidemics.
The document outlines the roles and responsibilities of states and international actors in disaster response. It discusses four key responsibilities of states: 1) Declaring emergencies 2) Assisting and protecting populations 3) Monitoring and coordinating assistance 4) Ensuring an adequate normative framework. It also describes principal areas of action - coordination, financial resource mobilization, technical team mobilization, and information management - and details specific responsibilities of states and support provided by the international system in each area.
Disaster management involves dealing with and avoiding both natural and man-made disasters through preparedness, response, recovery, and mitigation efforts. It aims to reduce vulnerabilities and impacts through organized and sustained actions to analyze and manage hazards and the underlying risks. Key aspects of disaster management include preparedness before a disaster through activities like risk assessment, warning systems, and stockpiling resources; immediate response efforts during an event; and long-term rehabilitation and reconstruction work after an event to support regrowth. Effective disaster management requires coordination and planning across different levels of government, organizations, and communities.
This document discusses biological disasters and outlines measures for handling biological agents and planning for biological disasters. It defines a biological disaster as one caused by biological vectors that can cause illness, property damage, economic disruption or environmental damage. Examples include disease outbreaks. Agricultural workers may be exposed through contact with infected animals or waste. Measures for handling biological agents include risk assessment, protective equipment, immunization, and safety procedures. Planning must be done at national, state, district and non-governmental levels and include surveillance, identification of medical facilities, and long-term improvements to laboratories and establishment of toxicology centers.
This document provides an overview of disaster management. It defines disasters and discusses different types including natural and man-made. It outlines the key phases of disaster management including preparedness, response, rehabilitation and mitigation. It also discusses India's vulnerability to disasters and major disasters that have occurred. Key government agencies and non-profits involved in disaster management are identified. Future directions are discussed such as the need for prevention, community involvement, and investing in preparedness over relief.
The document outlines Odisha's state disaster management policy, which aims to minimize losses from natural and man-made disasters through prevention, mitigation and preparedness measures. It discusses Odisha's vulnerability to floods, cyclones and other hazards. The policy focuses on integrating disaster management into development planning, capacity building, risk assessment and community participation across preparedness, response and recovery phases. Key activities are outlined for each phase to effectively coordinate response and relief and support rehabilitation.
This document discusses disaster management, including definitions of disasters, types of disasters, phases of disaster management, principles and key agencies involved. It covers disaster preparedness, response, rehabilitation, mitigation and recovery. Natural disasters commonly faced in India are also highlighted, along with lessons learned around prioritizing preparedness and prevention over post-disaster relief.
International strategies for disaster reduction tam 2014-04Vijay Kumar
Disaster Risk Reduction (DRR) aims to minimize vulnerabilities and disaster risks by preventing or limiting the adverse impacts of hazards through sustainable development. It consists of ways and means to avoid losses from natural hazards. The International Strategy for Disaster Reduction (ISDR) pursues cooperation and commitments from policymakers to build disaster-resilient communities and reduce human and economic losses from natural disasters.
1) Disaster management is defined as the systematic process of reducing or avoiding potential loss from hazards, providing assistance to victims of disasters, and achieving rapid recovery. It involves disaster prevention, mitigation, preparedness, response, and recovery.
2) In Nepal, the health sector disaster management program enhances emergency preparedness, response, and outbreak management through contingency planning, training, and multi-sectoral coordination. Key activities in the past year included district planning, rapid response training, and workshops on lessons learned from earthquakes.
3) Issues addressed included preparing more hospital emergency plans, retrofitting hospitals, and establishing isolation wards. Recommendations were to stockpile essential supplies, update preparedness plans, and
The document discusses the roles of various agencies in disaster management in India. It outlines the key responsibilities of district administrations, military and paramilitary forces, central and state government ministries and departments, non-governmental organizations, international agencies, and the media in disaster response and relief efforts. It also describes the important role that local police play as first responders during disaster situations due to their proximity to incident sites and knowledge of local areas.
Regional and International organizations in Disaster ManagementPankaj Gaonkar
Regional and international organizations play an important role in disaster management by providing humanitarian assistance. The United Nations and its agencies coordinate international relief efforts and provide support in areas like health, food security, shelter and protection. Other major organizations involved include the International Federation of Red Cross and Red Crescent Societies, International Committee of the Red Cross, National Disaster Response Force in India, and World Organisation for Animal Health. These organizations work together and with local authorities to provide effective response during times of disaster.
This document provides an overview of disaster management. It defines disasters and emergencies, and classifies disasters into natural and man-made types. The key aspects of disaster management are described as response, preparedness, and mitigation. Response measures include search and rescue, evacuation, and relief efforts. Preparedness involves long-term planning to strengthen capacity to manage disasters. Mitigation aims to lessen disaster impacts through measures like improved infrastructure and land use planning. Effective disaster management requires coordination across communication, health, security and other sectors at the local, national, and international levels.
This document provides an overview of disaster management and safety awareness. It defines disaster management as dealing with both natural and man-made disasters through preparedness, response, recovery, and mitigation. The document outlines the phases of disaster management and lists various hazards to safety like biological, chemical, fire, and radiation risks. It emphasizes the importance of reporting accidents and having policies to manage safety and control risks through tools like risk assessments.
This document discusses various aspects of disaster response, including evacuation planning and execution. It covers types of evacuation like immediate and pre-warned evacuation. Key aspects of evacuation planning like identifying those who need assistance are outlined. Guidelines for effective evacuation procedures and emergency response are provided. The challenges of mass evacuations are examined through the example of Hurricane Katrina. Considerations for effective disaster response like assessing needs, partnering with local organizations, and distributing aid while promoting independence are also summarized.
The organisation and management of the resources and responsibilities for dealing with all humanitarian aspects of emergencies. The aim is to reduce the harmful effects of all hazards.
Every where in the world disaster strikes leaving hundreds and thousands dead and the devastating damage that these disasters leave behind has an enormous loss to the population of the state related to the disaster. Over the last decade the world has been engulfed with many environmental or natural disasters, although with a closer look they are human affiliated, brought about by technological and human activities that result or increase the chances of natural disasters.
“The only possible benefit of NOT planning is that disasters will come as a complete surprise and will, therefore, not be preceded by long periods of paranoia and depression!”
This document provides an overview of disaster management. It defines disasters and discusses types of natural and man-made disasters. It describes the phases of disaster management including preparedness, impact, response, rehabilitation and mitigation. Key principles of disaster management are outlined. India's vulnerability to various disasters is highlighted and major past disasters in India are listed. The roles of various agencies involved in disaster management are also summarized.
Workshop given at the Medical Library Association Conference in Seattle WA, May 24th, 2012. This course is part of the Medical Library Association's Disaster Information Specialization Program.
The Catastrophe Response System and Its Behavior in China: a Comparison to USAGlobal Risk Forum GRFDavos
1) The document compares the catastrophe response systems in China and the US, focusing on China's 2008 Wenchuan earthquake and the US's 2005 Hurricane Katrina.
2) It outlines the index-based methodology used to assess Wenchuan earthquake impacts and the probability-based methodology used for Hurricane Katrina.
3) The response systems in each country are described, noting China's centralized top-down system and the US's more coordinated federal-state system. Lessons from each disaster were later incorporated into new policies.
The document provides an introduction to disaster management. It discusses key concepts like hazard, vulnerability, risk, and disaster management cycle. It notes that while disasters have always occurred, their frequency and impact have increased dramatically in recent decades. The document outlines some of the deadliest global disasters from 1992-2001 and major disasters that have impacted India since 1970. It emphasizes that a disaster occurs when a hazard impacts a vulnerable population, exceeding their ability to cope. Understanding hazards, vulnerability, capacity, and their interaction is important for disaster management.
The document summarizes GOI initiatives for disaster management in India. It outlines the national context and hazard vulnerability. Key initiatives include establishing institutional mechanisms at national and state levels, drafting policies and legal frameworks, financing mitigation projects, and building response systems through training and equipment. Community-based preparedness planning and capacity building across multiple sectors are also emphasized.
Evidence shows that the distinguish variables (independent, mediator and dependent) will identified the framework in Malaysian perspective how the best approaches collaboration and approaches for the agencies to response.
OUTLINES
1.Define disaster.
2.Types of disaster.
3.Phases of disaster and disaster management.
4.Consequences of disaster.
5.Disaster Nursing and role of nurses.
6.Disaster in Pakistan.
7.Conclusion
The document outlines Pakistan's history with disasters and its disaster management system. It discusses how Pakistan is prone to both natural and man-made disasters. While Pakistan has established organizations to manage disasters, like the National Disaster Management Authority, its preparedness and response to recent massive floods was inadequate. Improving disaster management infrastructure and ensuring effective coordination between agencies is needed to better protect Pakistani citizens from future disasters.
Examples from the Philippines and elsewhere of disaster recovery processes. How does the transitional period connect the early emergency with the reconstruction phase?
The document discusses the history and evolution of emergency management in the United States. It describes how responsibilities initially fell to local and state governments, but over time shifted to the federal level through agencies like FEMA. Key events that shaped the field included nuclear threats during the Cold War, major hurricanes like Katrina, and terrorist attacks on 9/11. The document also outlines the consolidation of emergency functions under DHS after 9/11 and the criticism of the federal response to Hurricane Katrina, leading to reforms to improve coordination and preparedness.
1) Disaster management is defined as the systematic process of reducing or avoiding potential loss from hazards, providing assistance to victims of disasters, and achieving rapid recovery. It involves disaster prevention, mitigation, preparedness, response, and recovery.
2) In Nepal, the health sector disaster management program enhances emergency preparedness, response, and outbreak management through contingency planning, training, and multi-sectoral coordination. Key activities in the past year included district planning, rapid response training, and workshops on lessons learned from earthquakes.
3) Issues addressed included preparing more hospital emergency plans, retrofitting hospitals, and establishing isolation wards. Recommendations were to stockpile essential supplies, update preparedness plans, and
The document discusses the roles of various agencies in disaster management in India. It outlines the key responsibilities of district administrations, military and paramilitary forces, central and state government ministries and departments, non-governmental organizations, international agencies, and the media in disaster response and relief efforts. It also describes the important role that local police play as first responders during disaster situations due to their proximity to incident sites and knowledge of local areas.
Regional and International organizations in Disaster ManagementPankaj Gaonkar
Regional and international organizations play an important role in disaster management by providing humanitarian assistance. The United Nations and its agencies coordinate international relief efforts and provide support in areas like health, food security, shelter and protection. Other major organizations involved include the International Federation of Red Cross and Red Crescent Societies, International Committee of the Red Cross, National Disaster Response Force in India, and World Organisation for Animal Health. These organizations work together and with local authorities to provide effective response during times of disaster.
This document provides an overview of disaster management. It defines disasters and emergencies, and classifies disasters into natural and man-made types. The key aspects of disaster management are described as response, preparedness, and mitigation. Response measures include search and rescue, evacuation, and relief efforts. Preparedness involves long-term planning to strengthen capacity to manage disasters. Mitigation aims to lessen disaster impacts through measures like improved infrastructure and land use planning. Effective disaster management requires coordination across communication, health, security and other sectors at the local, national, and international levels.
This document provides an overview of disaster management and safety awareness. It defines disaster management as dealing with both natural and man-made disasters through preparedness, response, recovery, and mitigation. The document outlines the phases of disaster management and lists various hazards to safety like biological, chemical, fire, and radiation risks. It emphasizes the importance of reporting accidents and having policies to manage safety and control risks through tools like risk assessments.
This document discusses various aspects of disaster response, including evacuation planning and execution. It covers types of evacuation like immediate and pre-warned evacuation. Key aspects of evacuation planning like identifying those who need assistance are outlined. Guidelines for effective evacuation procedures and emergency response are provided. The challenges of mass evacuations are examined through the example of Hurricane Katrina. Considerations for effective disaster response like assessing needs, partnering with local organizations, and distributing aid while promoting independence are also summarized.
The organisation and management of the resources and responsibilities for dealing with all humanitarian aspects of emergencies. The aim is to reduce the harmful effects of all hazards.
Every where in the world disaster strikes leaving hundreds and thousands dead and the devastating damage that these disasters leave behind has an enormous loss to the population of the state related to the disaster. Over the last decade the world has been engulfed with many environmental or natural disasters, although with a closer look they are human affiliated, brought about by technological and human activities that result or increase the chances of natural disasters.
“The only possible benefit of NOT planning is that disasters will come as a complete surprise and will, therefore, not be preceded by long periods of paranoia and depression!”
This document provides an overview of disaster management. It defines disasters and discusses types of natural and man-made disasters. It describes the phases of disaster management including preparedness, impact, response, rehabilitation and mitigation. Key principles of disaster management are outlined. India's vulnerability to various disasters is highlighted and major past disasters in India are listed. The roles of various agencies involved in disaster management are also summarized.
Workshop given at the Medical Library Association Conference in Seattle WA, May 24th, 2012. This course is part of the Medical Library Association's Disaster Information Specialization Program.
The Catastrophe Response System and Its Behavior in China: a Comparison to USAGlobal Risk Forum GRFDavos
1) The document compares the catastrophe response systems in China and the US, focusing on China's 2008 Wenchuan earthquake and the US's 2005 Hurricane Katrina.
2) It outlines the index-based methodology used to assess Wenchuan earthquake impacts and the probability-based methodology used for Hurricane Katrina.
3) The response systems in each country are described, noting China's centralized top-down system and the US's more coordinated federal-state system. Lessons from each disaster were later incorporated into new policies.
The document provides an introduction to disaster management. It discusses key concepts like hazard, vulnerability, risk, and disaster management cycle. It notes that while disasters have always occurred, their frequency and impact have increased dramatically in recent decades. The document outlines some of the deadliest global disasters from 1992-2001 and major disasters that have impacted India since 1970. It emphasizes that a disaster occurs when a hazard impacts a vulnerable population, exceeding their ability to cope. Understanding hazards, vulnerability, capacity, and their interaction is important for disaster management.
The document summarizes GOI initiatives for disaster management in India. It outlines the national context and hazard vulnerability. Key initiatives include establishing institutional mechanisms at national and state levels, drafting policies and legal frameworks, financing mitigation projects, and building response systems through training and equipment. Community-based preparedness planning and capacity building across multiple sectors are also emphasized.
Evidence shows that the distinguish variables (independent, mediator and dependent) will identified the framework in Malaysian perspective how the best approaches collaboration and approaches for the agencies to response.
OUTLINES
1.Define disaster.
2.Types of disaster.
3.Phases of disaster and disaster management.
4.Consequences of disaster.
5.Disaster Nursing and role of nurses.
6.Disaster in Pakistan.
7.Conclusion
The document outlines Pakistan's history with disasters and its disaster management system. It discusses how Pakistan is prone to both natural and man-made disasters. While Pakistan has established organizations to manage disasters, like the National Disaster Management Authority, its preparedness and response to recent massive floods was inadequate. Improving disaster management infrastructure and ensuring effective coordination between agencies is needed to better protect Pakistani citizens from future disasters.
Examples from the Philippines and elsewhere of disaster recovery processes. How does the transitional period connect the early emergency with the reconstruction phase?
The document discusses the history and evolution of emergency management in the United States. It describes how responsibilities initially fell to local and state governments, but over time shifted to the federal level through agencies like FEMA. Key events that shaped the field included nuclear threats during the Cold War, major hurricanes like Katrina, and terrorist attacks on 9/11. The document also outlines the consolidation of emergency functions under DHS after 9/11 and the criticism of the federal response to Hurricane Katrina, leading to reforms to improve coordination and preparedness.
HLS-465_APLHA GROUP 1 PROJECT_CASSIE BRIGGSCassie Briggs
This document provides a summary of changes made after Hurricane Katrina to improve disaster preparedness and response. It discusses issues with evacuation routes and plans that contributed to problems during Katrina. As a result, Louisiana implemented contraflow evacuation plans and annual preparedness exercises. It also discusses improved warning systems and notifications, changes to address security issues during the storm response, upgrades to flood protection infrastructure like levees, and changes to coastal building codes to require safer construction standards to better withstand future storms.
The document discusses the effects of earthquakes, including shaking ground, displacement of people from their homes, and potential fires. It then provides a hypothetical scenario of an 8.0 magnitude earthquake in Drakies, which could result in a lack of water, electricity, structural damage, illness from lack of sanitation, and delays in assistance due to the rural location. Some communities are at higher risk than others, such as those located near plate boundaries or with dense populations, poor infrastructure, or inadequate emergency plans. Developing countries face greater risks due to lack of resources. Developed countries prepare by implementing utility shutdown protocols, early warning systems, well-equipped response teams, and rescue training. The document also discusses Haiti's
lesson 1.2 The Nature of Disaster and Risk Factor - Perspective of Disaster.pptxBERLYNALGABRE1
The document outlines the objectives, introduction, and activity for a lesson on disasters. The objectives are to describe disasters, identify common disasters in the Philippines, explain local natural and human-made disasters, and value knowing disaster risks. The introduction provides a disaster risk management video and activity involves analyzing news articles about floods, landslides, earthquakes, and fires in Davao City.
lesson 1.2 The Nature of Disaster and Risk Factor - Perspective of Disaster.pdfBerlynAlgabre
The document outlines objectives for a lesson on disasters, including describing what a disaster is, identifying common disasters in the Philippines, explaining local natural and human-made disasters, and valuing the importance of understanding disaster risks. It then provides definitions and classifications for disasters and hazards, the impacts disasters can have, and response mechanisms.
Overview: U.S. Disaster Management Policy Trends – 9/11, Katrina, Sandy (K. T...EERI
U.S. disaster management policy has evolved in a piecemeal and multi-level fashion over time. Key laws include the National Flood Insurance Act of 1968, Stafford Act of 1988, and Disaster Mitigation Act of 2000. The system operates in a bottom-up manner from local to state to federal levels. Recent major events like Hurricane Katrina and Superstorm Sandy have prompted shifts towards prioritizing preparedness, mitigation and recovery. Emerging challenges include integrating statutory policies with new administrative systems and ensuring coordinated long-term hazard mitigation and adaptation.
10.11770002716205285404 604MarchTHE ANNALS OF THE AMERICAN AC.docxhyacinthshackley2629
10.1177/0002716205285404 604MarchTHE ANNALS OF THE AMERICAN ACADEMYAGILITY AND DISCIPLINE
For more than thirty years, the U.S. emergency manage-
ment community has been increasing its ability to struc-
ture, control, and manage a large response. The result of
this evolution is a National Response System based on
the National Response Plan and the National Incident
Management System that is perceived to have failed in
the response to Hurricane Katrina. Over the same
period, social scientists and other disaster researchers
have been documenting and describing the nonstruc-
tural factors such as improvisation, adaptability, and cre-
ativity that are critical to coordination, collaboration,
and communication and to successful problem solving.
This article argues that these two streams of thought are
not in opposition, but form orthogonal dimensions of
discipline and agility that must both be achieved. The
critical success factors that must be met to prepare for
and respond to an extreme event are described, and an
organizational typology is developed.
Keywords: response; critical success factors; agility;
improvisation; discipline
Extreme events such as the September 11,2001, attacks on the United States, the De-
cember 2004 Sumatra earthquake and Indian
Ocean Tsunami, Hurricane Katrina, and the
October 2005 Pakistan earthquake produce cat-
astrophic immediate impacts and cause long-
term disruption of economic and social systems.
With the exception of the 9/11 attacks, these
256 ANNALS, AAPSS, 604, March 2006
DOI: 10.1177/0002716205285404
Agility and
Discipline:
Critical Success
Factors for
Disaster
Response
By
JOHN R. HARRALD
John R. Harrald is the director of the George Washing-
ton University (GWU) Institute for Crisis, Disaster, and
Risk Management and a professor of engineering man-
agement in the GWU School of Engineering and Ap-
plied Science. He is the executive editor of the Journal of
Homeland Security and Emergency Management. He
has been actively engaged in the fields of emergency and
crisis management and maritime safety and port secu-
rity and as a researcher in his academic career and as a
practitioner during his twenty-two-year career as a U.S.
Coast Guard officer, retiring in the grade of captain. He
received his B.S. in engineering from the U.S. Coast
Guard Academy, an M.S. from the Massachusetts Insti-
tute of Technology where he was an Alfred P. Sloan Fel-
low, and an MBA and Ph.D. from Rensselaer Polytechnic
Institute.
events exceeded our ability to organize and execute coordinated, effective
response and relief efforts. The national response system crafted over the past
three years by the U.S. Department of Homeland Security (DHS) was tested for
the first time when Hurricane Katrina struck the Gulf Coast. Hurricane Katrina
was a catastrophic event because it was actually two disasters. Comfort (2005, 5)
noted that “the first phase, the hurricane, could legitimately be called a natural
disaster, as it was genera.
This document summarizes the history and structure of emergency management policies and the Virginia Department of Emergency Management (VDEM) in 3 sentences:
VDEM was established in 1973 and oversees emergency preparedness, response, recovery and mitigation efforts across Virginia's 7 regions. It works closely with state agencies and local governments, and receives most of its funding from the federal Stafford Act. Recent leadership changes and a new federal mandate to report crude oil shipments present both challenges and opportunities for VDEM to coordinate emergency response efforts.
HURRICANE KATRINA A NATION STILL UNPREPARED .docxwellesleyterresa
The document summarizes a Senate report on the government's response to Hurricane Katrina. It finds that while officials were warned of Katrina's potential devastation, they failed to adequately prepare. Evacuation and shelter plans for New Orleans were incomplete. The storm exceeded the response capacity of all levels of government. Leadership failures at the federal, state and local levels compounded the crisis. FEMA and DHS were unprepared for a catastrophe of this scale.
Disaster Management in India and preventive measures .pptAnishKumar432050
Disaster management is how we deal with the human, material, economic or environmental impacts of said disaster, it is the process of how we “prepare for, respond to and learn from the effects of major failures”. Though often caused by nature, disasters can have human origins.
The National Disaster Management Authority has been constituted under the Disaster Management Act 2005, with the Prime Minister of India as its Chairman-; a Vice Chairman with the status of Cabinet Minister, and eight members with the status of Ministers of State.
Logistics Preparedness and Socially Responsible LogisticsRobert Rich III
On 3/8/17, Robert Rich III, President of ROAR Logistics presented to the Institute of Supply Chain Management in Buffalo on the topic of Logistics Preparedness and Socially Responsible Logistics. The talk highlighted considerations related to humanitarian logistics and highlighted his companies relief efforts with Operation: H2O in Flint, Michigan.
Tisch Center Scholars 2011: Post-Crisis Recovery Methods in ChileAngela
The document presents a research study on post-crisis recovery methods in Chile following the 2010 earthquake. It includes an agenda, research question, site selection overview, organizational profiles affected by the crisis, details on the earthquake, an overview of the crisis management cycle with immediate response and post-crisis recovery initiatives, key findings, and areas for future research. The document summarizes response efforts by various public and private sector organizations in Chile, as well as international aid received, and focuses on structural and social recovery initiatives post-crisis.
We know how people should react in a crisis, but how do they really—and why? Why do people continue to live in high-risk areas? Why don’t people prepare for disasters or take emergency measures when they should? All of us have been confounded by these questions at some point. Dr. Matthew “Disaster Man” Davis delves into the psychology of disasters: how people view their risk, how they respond during and after crises, the obstacles to preparedness and action, and what we can do to factor these realities into our planning.
The document summarizes the 2010 Haiti earthquake disaster response and long-term recovery plans. It describes the challenges responding to the 7.0 magnitude earthquake that killed 250,000 people including logistical barriers and an overwhelmed response. It also outlines Haiti's strategic plan for development with rebuilding priorities of territory, economy, society and institutions.
Hurricane Katrina made landfall as a Category 5 storm in Florida on August 25, 2005 before making its final landfall as a Category 3 storm in Louisiana on August 29, 2005. It caused catastrophic damage along the Gulf Coast from central Florida to Texas from high winds and flooding. Over 1,800 people lost their lives and property damage was estimated between $80-125 billion, making it the costliest natural disaster in U.S. history. The storm displaced over 750,000 people and devastated cities like New Orleans, where levee failures flooded 80% of the city. The federal, state and local response was criticized for its slow initial response to the massive relief efforts needed. Rebuilding and recovery continues today through
Hurricane Katrina made landfall as a Category 5 storm in Florida on August 25, 2005 before making its final landfall as a Category 3 storm in Louisiana on August 29, 2005. It caused catastrophic damage along the Gulf Coast from central Florida to Texas, becoming the costliest natural disaster in U.S. history with total property damage estimated between $80-125 billion. Over 1,800 people lost their lives and hundreds of thousands were displaced as a result of the massive storm and subsequent flooding of New Orleans. The federal, state and local response was criticized for its delays, which exacerbated suffering and highlighted communication issues between different levels of government. Recovery efforts have continued for years through rebuilding homes and infrastructure with assistance from F
The document discusses key concepts related to emergency and disaster nursing including definitions of related terms, phases of disaster management, challenges to disaster planning, hospital emergency preparedness, and the role of nursing. It provides information on disasters, their effects, levels of disaster as defined by FEMA, and the national disaster risk reduction and management council in the Philippines. Details are given on hospital incident command systems, components of emergency operational plans, and initiating activation of plans.
The document discusses the American Institute of Architects' (AIA) Comprehensive Response System for responding to natural and human-caused disasters. It provides an overview of the AIA's initiatives and resources for disaster preparedness, response, and long-term recovery efforts. Key aspects include establishing disaster preparedness plans at the state and local levels, creating response teams to assess damage and support rebuilding, and advocating for policies that recognize the important role of architects in disaster recovery.
Similar to Hurricane Harvey 2017: Texas state agencies response (20)
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
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2. CONTENT
• Introduction
• Historical overview
• Description of the Emergency, including Theoretical Considerations
• Assessment of the Emergency
• Proposed Intervention and Rationale
• Actual Outcome of the Emergency
• Strengths & Weaknesses
• Additional Recommendations
• References (separate Word document)
2
3. INTRODUCTION
• Hurricane Harvey
• 2nd costliest storm in U.S. history at $125B
• Hurricane Katrina caused $161B in damages
• Principally due to flooding in the Houston
metropolitan area
• First major hurricane to make landfall in
the U.S. in 13 years
• Hurricane Wilma (2005)
• 105 fatalities
• National Oceanic and Atmospheric
Administration
• Number of annual storms impacting the U.S.
remains steady 3(TCEQ, 2018; NOAA, 2018; CDC, 2018; USNHC, 2018)
4. HISTORICAL OVERVIEW I
• Hurricane Harvey
• Category 4 storm with 130 mph winds made landfall on August 25, 2017 at 10 PM
near Rockport, Texas
• Stalled over southeastern Texas for a week
• Result:
• An estimated 27 trillion gallons of rainwater fell
on Texas
• The highest storm surge was 12.5 feet northeast of
Corpus Christi, Texas
• The highest total rainfall in U.S. history was 60.58
inches near Nederland, Texas
4(TCEQ, 2018; NOAA, 2018; CDC, 2018; USNHC, 2018)
6. DESCRIPTION OF THE
EMERGENCY I
• Governor’s Disaster Declaration encompassed 58 out of a total of 254 counties
• Activated every Texas National Guard unit to facilitate rescue and relief
operations
• 12,000 Soldiers total
6
(PAO, 2017; NOAA, 2018)
• Record amount of rainfall led to
widespread flooding
Houston was devastated
• Lack of fresh water, food, medicine,
healthcare, electricity, fuel, running
water for sewage systems and
personal use
7. DESCRIPTION OF THE
EMERGENCY II
• 61 public water systems serving 222,821 people & 40 waste water treatment facilities
serving 168,816 people were destroyed or rendered non-operational
• Hurricane Harvey created 15.9 million cubic yards of storm debris in TX
• Theoretical considerations:
• Community resilience theory:
• A process linking a set of adaptive capacities to a positive trajectory of functioning
and adaptation after a disturbance.
• Impacted by culture, social culture, human spirit, adaptability, economic
development, social capital, communication, competence, robustness, redundancy,
and rapidity
• Compounded by a sense of vulnerability and disappointment
• It is the responsibility of the national government to protect and assist its citizens
7
(TCEQ, 2018; PAO, 2017; NOAA, 2018; Norris et al, 2007)
8. DESCRIPTION OF THE
EMERGENCY III
• Planned Behavior and Disaster Preparedness Theory:
• Disaster preparedness are preparations and adjustments
such as storing food and water, preparing a household
emergency plan, preparing an emergency kit, and other
activities that reduce risk or injury and damage
• Actions that ensure resources necessary to carry out an
effective response are available before a disaster, or
obtained promptly when needed
8
(TCEQ, 2018; PAO, 2017; NOAA, 2018; Norris et al, 2007)
• Factors affecting preparedness include:
• Critical awareness; risk perception; preparedness perception; self-efficacy; collective
efficacy; locus of control; fatalism; anxiety; previous disaster experience; societal
norms; sense of community; community participation and empowerment; optimistic
and normalization biases; social trust; perceived responsibility; responsibility towards
others; coping style and available resources
9. ASSESSMENT OF THE
EMERGENCY I
• A confluence of wind and rains resulted in Hurricane Harvey becoming a rare 1,000
year storm
• The carnage was well beyond that of the local, State and in many instances, the
Federal government to deal with.
• A large number of non-governmental organization responded:
• The American Red Cross; Salvation Army; United Methodist Committee on Relief; Gulf
Coast Synod Disaster Relief; United States Equestrian Federation; Humane Society of the
United States; Knights of Columbus; Catholic Charities USA; AmeriCares; Operation BBQ
relief; Amateur Radio Emergency Service.
• Business aviation played a part in the rescue efforts, providing support during the storm as
well as relief flights bringing in suppliers in the immediate aftermath.
• As superstorms hit the U.S. and government-relief agencies struggle, organized
private citizens can provide lifesaving assistance
• Heroic efforts by the Louisiana Cajun Navy, Texas Navy and the Florida Cracker Navy
9(Tate, 2017; McAdie et al, 2009; TECQ, 2018)
10. ASSESSMENT OF THE
EMERGENCY II
• Thousands of people were stranded
• Needed food, water, medicine, medical
care
• Nursing homes for the elderly and
Special Needs Centers were especially
vulnerable and hard hit
• Flooded facilities; stranded in waist
deep water
• Loss of medical staff and support
personnel
• Needed transportation to shelters
10
(Morrow-Jones et al, 1991; CEC, 2018)
11. PROPOSED INTERVENTION AND
RATIONALE
• Lives were threatened!
• Hurricane Harvey dropped fifty inches of rain and flooded 28,000 square miles around
Houston in three days
• Prior to the arrival of Hurricane Harvey
• Mayor of Houston did not encourage evacuations
• Exasperated a deadly situation
• 56,000 9-1-1 Calls in Houston alone
• Houston is the nation’s fourth-largest city with 6.6M residents
• World’s 23rd largest economy
11
(NOAA, 2018; USNHC, 2018)
12. OUTCOME OF THE EMERGENCY I
• Hurricane Harvey was the 2nd most destructive hurricane in U.S.
history
• It affected an estimated 13 million people
• 738,000 people registered for assistance with State of Texas and/or FEMA
• 37,000 people transported to shelters in Texas
• 50 Texas counties out of 254 flooded
• Hurricane Harvey damaged 203,000 homes
• 12,700 were destroyed
• 225,000 people were displaced
• 1 million cars were destroyed
12
(NOAA, 2018; USNHC, 2018)
13. OUTCOME OF THE EMERGENCY II
• Hurricanes Harvey slowed U.S. GDP 1%
• Texas:
• GDP of $1.5T
• Accounts for 8% of U.S. economic output
• Ranked No. 4 in 2017 America's Top States
for Business
• 20 Texas oil refineries were closed or
partially shut down
• U.S. energy production was reduced 21%
• One quarter reduction of total U.S.
refining capacity
• Temporarily increased Texas
unemployment rate by the thousands 13
(TCEQ, 2018)
14. OUTCOME OF THE EMERGENCY III
• Texas Health and Human Services mobilized to help Texans
• Crisis counseling
• Mental Health counseling
• Disaster benefits and assistance
• Disaster Distress Hotline
• Texas Workforce Commission
• Disaster Unemployment Assistance
• Texas Department of Housing and Community Affairs
• Federal assistance
• DisasterAssistance.gov
• Federal Emergency Management Agency (FEMA)
• U.S. Department of Housing and Urban Development (HUD)
• U.S. Department of Agriculture
• Singapore, Israel, and Mexico provided disaster assistance 14
(TCEQ, 2018)
15. ADDITIONAL
RECOMMENDATIONS I
15
(TCEQ, 2018; NOAA, 2018)
• Conduct periodic and realistic, scenario based exercises/training at the local, State and Federal levels
• Invite non-government agencies and nonprofit organizations to participate at least in the planning phase
• Continue the practice of conducting an after action review (AAR) at the local, State and Federal levels
• Publish, share and incorporate from the information contained in the AAR; revise tactics, techniques, policies and
procedures; update training courses/topics as necessary
• An absence of first responders spawned the vigilante future of disaster relief – Cajun Navy
• Ad hoc group of boat owners from Louisiana drove to Texas
• The people of Louisiana first began to call themselves the
Cajun Navy during Hurricane Katrina relief efforts
• Ferried supplies in and transported people to safety
• Augmented operations by National Guardsmen and first
responders
• Strong-willed, brave citizens working to help others during an
emergency
• In some situations, organized citizens can act more effectively
than government organizations
16. ADDITIONAL
RECOMMENDATIONS II
16
(CDC, 2018)
• All aspects of society were forced to analyze how they performed and what could be improved in a future disaster
scenario
• Hospital and emergency healthcare analysis
• Identified 9 deficiencies that affected hospitals' ability to respond
• Communities had 50 hours to prepare for Hurricane Harvey
• There were not enough emergency shelters open and ready
• Shelters were not equipped to care for residents with medical needs
• Despite federal law requiring general population shelters to be equipped to meet the needs of people with
special medical conditions, people were turned away from shelters
• There was a general lack of medical preparedness at shelters
• Resulted in reliance on hospitals as impromptu shelters and evacuation sites
• Storm victims turned to hospital emergency departments and the barrage of people taxed hospitals' resources
• Analysis of previous natural disasters shows that Harvey’s survivors will need attention and care far into the
future.
• Recommendations for public education about health effects and precautions
• Improved surveillance programs to detect diseases or complications that usually increase after a disaster
• Monitoring communities for mental health problems
• Pregnant women require long term monitoring
17. STRENGTHS & WEAKNESSES I
• Disaster Response Strike Team were well
integrated
• Training helped staff easily fill Incident Command
System billets
• Staff from regions, offices and agencies
worked well together
• Training provided system and procedural
familiarity
• Natural Disaster Operational Workgroup
participation ensured integration with State and
Federal agencies
• EPA provided liaison added acquisition of federal
support and assets
• Pre-disaster communications systems worked well
17
(TCEQ, 2018)
• Disaster documentation
• Need to develop a working group to update cost
tracking documentation process
• Staff needs more training on completing forms
• Response Manager
• Need to create a work group to address Response
Manager issues
• Water, wastewater and debris management
procedures and software need to be updated
• Need to work with local government to identify
Temporary Debris Management Sites
• Public Information Requests
• Staff overwhelmed
• Lack of Public Information Officers
18. STRENGTHS & WEAKNESSES II
• Staff from regions, offices and agencies
worked well together (continued)
• Assistance from Military Civil Support Teams and
Texas State Guard Engineering Unit was helpful
• Embedding Texas Optimization Program staff and
engineers into the Texas Commission on
Environmental Quality Assistance Teams worked
very well
• Information Resource Department personnel
provided staff and support for the duration of the
response, thereby ensured all computer systems
were fully operational
• Executive management participation in all
conference calls/meetings helpful
18
(TCEQ, 2018)
• Public Information Requests (continued)
• Public Information Officers need to be assigned to
each regional office and subordinate branch
• Establish a clearing house to manage Public
Information Requests
• Public Information Officers need to participate in
Unified Command to provide accurate and
consistent responses
• Discretion and Waiver guidance to regional
centers
• Specific guidance needed at regional offices
• Conduct daily situation reports to work through
issues and provide consistency
19. STRENGTHS & WEAKNESSES III
• Posting Hurricane Harvey information
online
• Utilizing public website was very helpful
• ShareNet Office webpages provided useful
information for staff
• State support to regional offices
• Immediate authorization to implement Regional
Hurricane Plans expedited response
• Office of Compliance and Enforcement media
support was helpful
• Support from other regions ensured continuity of
operations
19
(TCEQ, 2018)
• Staffing
• Need additional staff trained on National Incident
Command System to backfill Texas Commission
on Environmental Quality Command Staff and
Safety Officer billets
• Establish a centralized Disaster Response Strike
Team office that can quickly backfill Command
Staff positions
• Provide additional training for Safety Officers
through Texas Division of Emergency
Management
• Develop an email system for disaster related
questions from the affected communities
20. STRENGTHS & WEAKNESSES IV
• Past Lessons Learned
• National Disaster Operational Workgroup is a lesson
learned from 2009 Hurricane Ike
• Texas Commission on Environmental Quality
developed 16 Disaster Response Strike Teams, one
per region to support local and State response efforts
• Each Disaster Response Strike Team has:
• 130 staff members
• Staff is trained in National Incident Command
System
• Teams are comprised of various disciplines
20
(TCEQ, 2018)
Editor's Notes
Hurricane Harvey started as a tropical wave off the African coast on Sunday, August 13th and tracked westward across the Atlantic and on August 17th become a tropical storm which moved into the Caribbean Sea where Harvey become disorganized. Harvey was then downgraded to a tropical wave which entered the Gulf of Mexico on the 22nd. On the morning of the 23rd, Harvey was upgraded again to tropical depression as the Bay of Campeche and the Western Gulf of Mexico had very warm waters. Over the next 48 hours Harvey would undergo a period of rapid intensification from a tropical depression to a category 4 hurricane. Harvey made landfall along the Texas coast near Port Aransas around 10:00 p.m. on August 25th as a cat 4 and brought devastating impacts. As Harvey moved inland, it’s forward motion slowed to near 5mph after landfall and then meandered just north of Victoria, TX by the 26th. Rain bands on the eastern side of the circulation of Harvey moved into southeast Texas on the morning of the 25th and continued through much of the night and into the 26th. A strong rainband developed over Fort Bend and Brazoria Counties during the evening hours of the 26th and spread into Harris County and slowed while training from south to north. This resulted in a rapid development of flash flooding between 10:00 p.m. and 1:00 a.m. as tremendous rainfall rates occurred across much of Harris County. The morning of the 27th saw additional rain bands continued to develop and produced additional excessive rainfall amounts. As the center of Harvey slowly moved east-southeast and back offshore heavy rainfall continued to spread through much of the 29th and the 30th exacerbating the ongoing widespread and devastating flooding. All of this rainfall caused catastrophic drainage issues and made rivers rise greatly. Only around 10 percent of the river forecast points in southeast Texas remained below flood stage due to the event, and approximately 46 percent of the river forecast points reached new record levels. Harvey maintained tropical storm intensity the entire time while inland over the Texas coastal bend and southeast Texas. After moving offshore, Harvey made a third landfall just west of Cameron, Louisiana on the morning of the 30th and brought more heavy rainfall to the Northern Gulf States.
The Texas National Guard members will assist in the ongoing search and rescue effort for any Texans in immediate danger, and will be heavily involved in the extensive recovery effort in the aftermath of the storm
Texas National Guard is working closely with FEMA and federal troops to respond urgently to the growing needs of Texans who have fallen victim to Hurricane Harvey, and the activation of the entire Guard will assist in the efforts already underway.
Communities have the potential to function effectively and adapt successfully in the aftermath of disasters. Drawing upon literatures in several disciplines, we present a theory of resilience that encompasses contemporary understandings of stress, adaptation, wellness, and resource dynamics. Community resilience is a process linking a network of adaptive capacities (resources with dynamic attributes) to adaptation after a disturbance or adversity. Community adaptation is manifest in population wellness, defined as high and non-disparate levels of mental and behavioral health, functioning, and quality of life. Community resilience emerges from four primary sets of adaptive capacities--Economic Development, Social Capital, Information and Communication, and Community Competence--that together provide a strategy for disaster readiness. To build collective resilience, communities must reduce risk and resource inequities, engage local people in mitigation, create organizational linkages, boost and protect social supports, and plan for not having a plan, which requires flexibility, decision-making skills, and trusted sources of information that function in the face of unknowns.
Disaster preparedness is defined as actions that ensure resources necessary to carry out an effective response are available before a disaster. Disaster preparedness requires a thorough understanding of the factors that influence performance or nonperformance of disaster preparedness behaviors (DPB). The major aim of this research was to further our understanding of DPB based on the theory of planned behavior (TPB).
Consistent with the theory, intentions to do DPB could the person predicted from attitudes, subjective norms, and perceived behavioral control with respect to DPB; and actually doing DPB was strongly related to intentions and perceptions of control assessed in the prepared people. Theoretical and practical implications of these findings are discussed.
An effective intervention will not only have to encourage people of the desirability of DPB, but also to provide them with the skills and means to do it. The more strongly they can be made to feel that they have control over DPB, the more likely they are to carry out their intentions. That is, heightened perceived control tends to strengthen people’s motivation to do DPB.
Agencies respond to Hurricane Harvey
The Coast Guard deployed 2,060 personnel, 50 aircraft, 75 boats and 29 cutters, rescuing 11,022 people and 1,384 pets.
FEMA assigned 28 Urban Search and Rescue (USAR) teams from across the nation to deploy to Texas to assist state and local agencies with the lifesaving mission. The teams rescued 6,453 people and 237 animals, using boats and high-water trucks. Search and rescue efforts involved USAR, National Parks Service, U.S. Fish and Wildlife Service, Customs and Border Patrol and the Department of Defense.
FEMA supplied 3 million meals, 3 million liters of water, 9,900 blankets, 8,840 cots and 10,300 hygiene kits to the state for distribution to survivors. FEMA quickly provided $186 million in Public Assistance funding to reimburse local and state agencies for the cost of emergency protective measures and debris removal. FEMA deployed teams of specialists to neighborhoods and disaster recovery centers to help Texans with registration and questions about disaster assistance. FEMA coordinated National Business Emergency Operations Center calls among 150 private sector partners working on disaster response, worked with social media companies to share disaster information and assisted cell service companies in providing charging stations for disaster survivors.
The Department of Health and Human Services (HHS) deployed more than 1,110 personnel with medical equipment and supplies. Personnel provided medical care to 5,359 patients and conducted 60 shelter assessments. The department helped move Port Arthur residents who had been living in floodwater-contaminated houses and apartments to temporary housing at the Bob Bowers Civic Center.
U.S. Geological Survey (USGS) scientists deployed to the coast to help the National Weather Service(NWS) forecast storm surge and beach erosion, then worked through Harvey’s landfall to keep the NWS informed of real-time flooding. After the floodwaters receded, USGS scientists collected more than 1,500 high-water marks to help develop future flood maps.
The Department of Housing and Urban Development (HUD) contacted all 61 public housing authorities in the disaster area to assess damage and to identify unoccupied units that could be made available to HUD-assisted and other survivors. Those authorities manage 91 public housing developments that serve 200,000 families. HUD did the same assessment with its 454 FHA-insured apartment complexes, comprising 50,000 units, of which 20,000 have direct HUD rental assistance. HUD also canvassed the four-state area surrounding the disaster for available public housing and multifamily housing units.
The U.S. Army Corps of Engineers (USACE), deploying 390 personnel, worked with local and state agencies and the Coast Guard to clear navigation channels, allowing critical ports to resume operations. Engineers performed generator inspections and installations to provide temporary emergency power at critical locations and provided technical assistance for debris, temporary housing and commodities missions.
The Environmental Protection Agency (EPA), working with the Texas Commission on Environmental Quality, completed 625 drinking water assessments and 441 waste water assessments. The agency conducted assessments of 43 Superfund sites and recovered 517 containers of unidentified, potentially hazardous material.
The Department of Energy (DOE) supported the Texas Division of Emergency Management and utility companies in efforts to restore power to more than 300,000 customers. Utility companies responded in a coordinated effort, activating their mutual support networks and assigning more than 10,000 workers from at least 21 states to the response and recovery effort, including crews, line workers and support personnel. DOE worked with the EPA to issue waivers that allowed more fuel to go into the supply pipeline. Secretary Perry authorized release of 5.3 million barrels of crude oil from the Strategic Petroleum Reserve as a resource if needed.
The Department of Defense (DoD) supported more than 30 mission assignments from FEMA that included search and rescue, strategic airlift, transportation, evacuation, installations support, patient movement and logistics. As part of the search and rescue mission, U.S. Northern Command rescued nearly 3,000 people.
The U.S. Small Business Administration (SBA), working with the Texas Gulf Coast Small Business Development Center, opened five business recovery centers to provide a wide range of services to businesses impacted by the disaster. SBA extended the deferment for first payment from the standard five months to 11 months from the date the borrower signs the loan closing documents. SBA provided an automatic 12-month deferment of principal and interest payments for SBA-serviced business and disaster loans that were in regular servicing status on Aug. 25 in the counties designated as federal disaster areas.
The Civil Air Patrol conducted 270 flights with 32 aircraft to assist with emergency response.
The Department of Agriculture (USDA) activated the Disaster Supplemental Nutrition Assistance Program to provide food benefits to households that wouldn’t normally qualify, if they meet disaster income limits and have disaster-related expenses. Schools in hurricane-stricken areas were allowed to provide meals through the National School Lunch Program to all students free of charge through Sept. 30. Animal and Plant Health Inspection Service deployed 25 tons of pet food to affected areas and used helicopters to identify stranded livestock, assisting the Texas National Guard in dropping 210,000 pounds of hay to 10,000 head of livestock.
The General Services Administration (GSA) leased facilities to provide work sites for several thousand federal employees deployed to Texas, including a joint state/federal field office, area field offices and call centers.
The Centers for Medicare and Medicaid Services temporarily modified the Medicare, Medicaid and Children’s Health Insurance Program to provide immediate relief to Texas disaster survivors.
The Department of Transportation provided technical assistance, training and on-site damage assessments for state and local partners to begin returning transportation infrastructure to pre-storm conditions. The Federal Highway Administration activated or deployed 36 employees in the response effort. Staff provided assistance for emergency repairs under the Emergency Relief Program with an initial $25 million in quick-release funds. All major airports returned to normal operations by Sept. 6. Ports in Corpus Christi, Houston, Beaumont and Port Arthur were open with restrictions. Metropolitan Transit Authority of Harris County returned to limited service. As of Sept. 20, 191 damage inspection reports documented emergency repairs completed and permanent repairs to be completed.
The American Red Cross provided $45 million to more than 100,000 disaster survivors to help them with immediate needs. The Red Cross deployed more than 3,000 staff and volunteers, 171 emergency response vehicles, served 965,000 meals and 1 million snacks and operated shelters throughout the impacted counties.
More than 300 voluntary organizations, including National and Texas Voluntary Organizations Active in Disasters and locally based groups, are working to support Harvey survivors. Volunteers are working to remove muck from homes, support shelters, feed people, distribute supplies, provide emotional and spiritual care, clean up debris, repair and rebuild housing and provide crisis support. The Salvation Army deployed 4,457 volunteers who have served 40,714 hours providing feeding, shelter, emotional and spiritual care, donations and social services. AmeriCorps Disaster Response Teams have deployed 109 volunteers mucking and gutting houses, chain-sawing trees and tarping roofs. Voluntary organizations have assisted 17,000 households with cleanup.
News and social media reports from coastal Texas have shown many striking images of Hurricane Harvey flood victims, but few were as arresting as a photo of older women in a Dickinson nursing home, sitting in waist-high water in their wheelchairs. Although the women were moved to safety, the picture highlighted how vulnerable older adults can be during and after major disasters.
My work focuses on answering pressing questions about the health of older adults after events such as Hurricane Harvey. While age alone does not make people more vulnerable to disasters, many health issues that are common with aging do, including frailness, memory impairment, limited mobility and chronic illness. Sixty percent of Hurricane Katrina deaths were age 65 and older, and more older adults died after Hurricane Katrina and in the year after than any other age group.
Mayor Sylvester Turner and Gov. Greg Abbott disagreed over evacuation of the Houston region, with the governor urging residents to “strongly consider” leaving and the mayor telling people stay in their homes and ride out the storm.
Turner's command of this crisis was criticized in the early stages because he refused to order 2.3 million Houstonians to evacuate. He has been steadfast in working to get the nation's fourth-largest city back on its feet
In Houston, crews are still gutting and repairing tens of thousands of homes, businesses, schools and government buildings. At the mayor’s request, Houston’s landfills are open 24 hours a day to help clear more than eight million cubic yards of debris.
It is estimated that Hurricane Harvey had total costs of $125 billion—second only to Hurricane Katrina in the period of record, which had an approximate cost of $161 billion.
In terms of insured U.S. coastal properties vulnerable to hurricanes, New York ranks number one with $2.92 trillion, followed by Florida ($2.86 trillion), Texas ($1.17 trillion), Massachusetts ($849 billion), and New Jersey ($713 billion).
The cumulative cost of the 16 separate billion-dollar weather events in the U.S. in 2017 was $306.2 billion, breaking the previous cost record of $214.8 billion (2005).
Prices compiled by AAA showed that the average cost of a gallon of regular unleaded gas was $2.40 per gallon on Wednesday, up from $2.34 a week earlier.
That's because shutdowns have slowed the flow of gas from the epicenter of Texas' oil refinery industry, which processes nearly one-third of America's crude oil. Earlier on Wednesday, the Motiva Port Arthur refinery, the largest in the US, began shutting down as flood waters rose.
Refiners are demanding less crude oil, prices are falling. West Texas Intermediate crude, the US benchmark, is down 4% this week.
"You've got a little less Eagle Ford production, and a little bit less Gulf of Mexico production, but it's nowhere near the demand that's been taken offline from the refiners," said Rob Thummel, a portfolio manager at Tortoise Capital, which manages $15 billion in energy assets.
Thummel said the sheer demand for gasoline would have the refineries back up and running as soon as they can. Goldman Sachs estimated that it could take "several months" for demand to return to pre-hurricane levels.
The Texas Workforce Commission began taking unemployment insurance claims the day Hurricane Harvey made landfall. FEMA activated Disaster Unemployment Assistance (DUA) for Texans whose employment was lost because of the disaster. The program is administered by the State of Texas. As of Sept. 19, the commission processed 136,576 unemployment insurance claims, of which 17,714 were under the DUA program. DUA call centers are operating seven days a week.
As traffic pointed the way out of Houston before Hurricane Harvey, a line of trucks towing small, flat-bottomed boats made their way into the city. The Cajun Navy would save hundreds of lives from flooded out neighborhoods, and instead of rejecting their help, the government embraced it, entrusting much of the evacuation to this rag-tag band of individuals, preferring them over the Red Cross, and in some cases, the National Guard.
In an age when the governmental bodies charged with our safekeeping are failing during times of both crisis and calm, stretched ever more thinly between natural disasters of increasing magnitude and frequency, amateur outfits like the Cajun Navy seem not just useful but like a patriotic solution to our society’s crumbling infrastructure. The idea of strong-willed, brave citizens working collectively to help each other during an emergency is an appealing one—but it is also a scenario whose utility has its limits, as well as its dangers.
A Texas Hospital Association analysis of the storm, which killed 90 people and closed 20 hospitals, showed what worked and didn’t. A new report released by the Texas Hospital Association is shining a spotlight on the barriers and inefficiencies that plagued Texas hospitals as they struggled to stay open, let alone effective, while Hurricane Harvey ravaged the area. It is also drawing a roadmap for the improvements that need to be made and issues hospital leadership must address if they are to face the next storm with an improved level of preparation. Initial response from 92 hospitals showed the estimated disaster-related costs for reporting hospitals totaled $460 million, which included $380 million for capital, operating, emergency work and other costs; $40 million for increased uncompensated care costs; and $40 million in other increased costs. Hospitals also reported impact to revenue and cash flow thanks to billing and claims filing interruptions, business office closures and reduced hours, insurance and patient payment delays, decreased patient volume and canceled services.
The Disaster Response Strike Team (DRST) members integrated well, it did not matter what region or discipline they were from.
• Continued training helped DRST staff fill required Incident Command System (ICS) rolls as needed.
• Continued training on Response Manager ensured that most DRST staff were familiar with the program.
Staff from numerous regions, offices and agencies worked together to accomplish the final goal.
• Continued participation in the NDOW ensures that TCEQ works well with both state and federal response partners.
• Pre-disaster internal communications were good and ensured everyone was up to date on the current situation.
• The EPA provided a staff member designated to assisting the TCEQ in obtaining federal assets and support.
• Assistance from the Military Civil Support Teams and the Texas State Guard Engineering Unit was very helpful.
Disaster Documentation:
• Emails for timekeeping were confusing.
• The timekeeping process is confusing and time consuming.
• The daily 0900 cost tracking deadline is hard to comply with.
• Staff need more training on properly completing the ICS 214b.
• Develop or assign a workgroup to revise/update the TCEQ cost tracking documentation procedures.
• Training on the completion of 214s is included in the NDOW Response Manager trainings. The training has been revised by the United States Coast Guard.
Response Manager:
• Several procedural and software issues have been identified, mostly related to the water and wastewater module.
• A workgroup to address Response Manager issues has been created. The workgroup will work to revise/update the system’s Operating Procedures and fix issues within the software. The first workgroup meeting was held 2/6/18.
• Continue with Response Manager trainings. Include all TCEQ offices in the trainings.
Debris Management Procedures:
• The debris management procedures for review/approval of TDMS locations needs to be updated.
• Develop a workgroup to revise/update the TCEQ Debris Management Plan, including guidance for conducting approval reviews for TDMS locations and periodic inspections.
• Work with local government officials to pre-identify TDMS locations prior to actual disasters.
• Having a water/wastewater and waste/debris liaison increased efficiency.
• Having the TCEQ Assistance Teams staffed with Texas Optimization Program (TOP) staff and engineers, who worked directly with the water system staff at their facilities to expedite the reestablishment of service to their customers was extremely helpful. Staff worked 24 hour shifts to provide advanced technical assistance to get plants back online as quickly as possible.
• The ability of IRD to provide staff and support for the duration of the response ensured all computer systems
Handling of Public Information Requests (PIRs):
• Staff were overwhelmed by PIRs.
• Lack of TCEQ Public Information Officer (PIO) in the branches hampered consistency in responses.
• Requests for the same information from multiple people caused a drain on resources.
• A TCEQ PIO at each branch would help streamline responses to PIRs.
• Participation of TCEQ PIOs in the Unified Command would ensure accurate responses to PIRs and ensure consistency in responses by the various response partners operating in the Unified Command.
• A clearing house for PIRs would help streamline the PIR response process.
• PIOs in the field could help document response operations which could then be used to inform the public of TCEQ positive actions.
Discretion and Waiver Guidance:
• Additional guidance to regional staff on discretion and waiver issues would be helpful.
• Conduct daily calls for staff fielding questions regarding waivers, to help work through issues and provide consistency application of the guidance.
Posting Harvey information resources online was very helpful.
• Providing disaster related information on the public website allowed staff to refer the public, regulated entities, local government officials and media, to a specific location for information.
• The ShareNet Office webpages contained useful information for staff responding to Harvey.
Develop additional trained staff to backfill TCEQ Command Staff positions.
• Develop additional trained staff to backfill TCEQ Safety Officers.
An email box dedicated to questions from the regulated community would have been helpful.
• Setup a dedicated email box for disaster related questions from the regulated community.
Staffing:
• Develop a Central Office DRST that can back fill Command Staff positions, as needed.
• Provide more training for Safety Officers through the NDOW or TDEM.
The support provided to the impacted Regional Offices was very helpful.
• Immediate authorization to implement Regional Hurricane Plans expedited the response process.
• OCE support with media inquiries helped to relieve some of the duties from the regions.
• Support from other regions, i.e. transferring affected region’s phone lines, responding to affected region’s complaints and other routine business, helped insure continuity of operations.