History of the FEMA Essay

The Federal Emergency Management Agency (FEMA) was created in 1979 as a branch of Homeland Security by the executive order of President Jimmy Carter. Under the vision of "A Nation Prepared," the agency was created to lead America to prepare for, respond, prevent as well as recover from disasters (FEMA, 2017). Furthermore, the agency has remained committed to serving as well as protecting the people of the United States of America. Additionally, FEMA (2017) explained that the agency has more than 1400 staff, ten regional offices, the Center for Domestic Preparedness/Noble Training Center, at headquarters as well as National Emergency Training Center among other locations. Furthermore, FEMA is responsible for preparing for, responding to, preventing, recovering from as well as mitigating the effects of all domestic disasters, whether human-made or natural, including acts of terror (Gonzalez, 2010).

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The origins of the Federal Emergency Management Agency can be traced back to the Congressional Act of 1803 which is recognized as the first form of disaster legislation that assisted the people of New Hampshire after an extensive fire broke out. Following this event, numerous legislations were passed as a response to calamities such as earthquakes, hurricanes, and floods, among other natural disasters (FEMA, 2017). In the 1930s, when the response to events related to disasters was popular, the Reconstruction Finance Corporation was granted the authority to set aside disaster loans that would be used for repairs and reconstruction of specific public facilities after an earthquake struck. This action was then implemented after other types of disasters such as hurricanes and floods (Gonzalez, 2010). By 1934, the Bureau of Public Roads was given the mandate to provide funding for highways and bridges that were damaged by natural disasters (FEMA, 2017).

According to FEMA (2017), the Flood Control Act of 1965 provided the United States Army Corps of Engineers the authority to implement projects that controlled floods. This new approach to assisting during disasters created a problem as the other calamities were not considered. However, the method also prompted the legislation to necessitate greater cooperation between the federal agencies and the President was requested to coordinate the activities. FEMA (2017) also noted that the massive disasters that took place in the 1960s and 1970s which required a first federal response as well as recovery operations by the Federal Disaster Assistance Administration, formed within the Department of Housing and Urban Development (HUD). These events shifted the focus of attention to the issue of natural disasters which, in turn, resulted in increased legislation. The National Flood Insurance Act of 1968 established the Federal Insurance Administration which made the option of flood insurance available for homeowners for the first time. Furthermore, the Flood Disaster Protection Act of 1973 facilitated the mandatory purchase of flood insurance to protect property that was located in areas that were at risk of flooding.

The Disaster Relief Act of 1974 that was enacted by President Nixon firmly established the process of Presidential disaster declaration (FEMA, 2017). Nevertheless, disaster and emergency activities were still divided. Thus, when the hazards linked with nuclear power plants as well as the transportation of hazardous substances were included, the country had over one hundred agencies that were involved in particular aspect of hazards, disasters, and emergencies. However, the existence of multiple parallel policies and programs at both state and local levels simplified the complexity of federal disaster relief efforts. Finally, the National Governor's Association intended to reduce thee multiple agencies within the state and local governments. As a result, they asked President Carter to centralize federal emergency functions which led to the creation of Federal Emergency Management Agency.

Size and Organizational Structure of the Agency

Size of FEMA

The Federal Emergency Management Agency has more than 3,700 workforce who are employed full time (Gonzales, 2010). The staff work at the headquarters which is located in Washington D.C., at the ten FEMA regional and area offices all across the country, the National Emergency Training Center in Emmitsburg, Maryland and the Mount Weather Emergency Operations Center. Besides, FEMA has approximately 4,000 disaster assistance employees who are on standby and are available for deployment in case of a disastrous event (Gonzales, 2010). FEMA works in partnership with other corporations that are part of the country's emergency management system. For instance, FEMA works with the All-Hazards Emergency Management. According to Martin (2017), the All-Hazards Emergency Management under the Homeland Security focuses on the concepts of preparedness planning, mitigation of risk, emergency response operations and recovery systems. The partners are from both the state and local emergency management agencies, American Red Cross as well as the 27 federal agencies. Moreover, Gonzalez (2010) explained that after Hurricane Katrina, the Post-Katrina Emergency Management Reform Act (PKEMRA) was established that necessitated the creation of the National Preparedness Directorate (NPD). The NDP unified the missions of Department of Homeland Security of mitigation, preparedness, running, response, and recovery. Additionally, the NDP oversees the coordination and development of the abilities and tools necessary to prepare for natural disasters as well as terrorist incidents such as the terror attacks of September 11, 2001. Therefore, the NDP is responsible for providing policy, strategy, and planning guidance that will result in prevention, response, protection, and recovery competencies among all levels of government throughout the country.

Organization Structure

According to Robbins and Coulter (2009), organizational structure can be defined as a formal arrangement of tasks and jobs within a company. The organizational structure has multiple purposes such as dividing work to be done into specific activities as well as departments, clustering jobs into units as well as coordinating various organizational tasks. Furthermore, an organizational structure is essential as it helps to assign duties and responsibilities that are linked with specific jobs, establishing formal lines of authority and allocating, and distributing corporate resources. Similarly, the organizational structure is essential as it helps to develop relationships among individuals, departments, and groups. Upon appointment, FEMA's mission has been readjusted to illustrate the challenges faced by the department as well from the top of the chain at the headquarters in D.C. and decentralizing decision-making authority down to the regional level. This structure is in contrast to the previous structure, which granted the majority of the decision-making authority to the headquarters (FEMA, 2019).

The organizational structure depicts the importance that the mission and vision of FEMA have on the overall strategic long-term and short-term objectives of the agency. The furthermore, the appointment of a new leader often creates a unique culture that may be different from the culture that s already existent in the organization. For FEMA, the new leader has helped to develop a new vision and mission for the organization, restructuring the organizational structure as well as the decentralization of decision-making authority from the headquarters to the regional offices.

Specialized Divisions of FEMA

FEMA's mission is to support the country's first responders as well as ensure that the state works together to build, improve and sustain the country's capability to protect against, prepare for, recover from, mitigate and respond to all hazards. The agency is divided into five units that are responsible for overseeing its specific aspects of the mission for it to be actualized.

National Preparedness

The National Preparedness Division is responsible for the coordination as well as the development of the tools and capabilities that are necessary to prepare for all disasters among all the levels of government, the non-governmental communities and organizations as well as the private sector (FEMA, 2018). The division recognizes that preparedness is a shared responsibility and thus requires the participation of all stakeholders. Furthermore, this unit also acknowledges that the nation can be resilient and safe from harm caused by disasters such as acts of terrorism, natural disasters, and pandemics if every individual took part in ensuring national preparedness. The unit also assesses current Regional risks and competences to prioritize any subsequent capability shortfalls; and aligns priorities within the Region to efficiently steward grant programs, trust-building and test additional prioritized capabilities. The unit is also responsible for integrating the existing partner and stakeholder emergency management plans to enable comprehensive, multi-jurisdictional Regional planning, as well as building a culture of individual and societal preparedness (FEMA, 2018).

Mitigation

The division of mitigation aims to create safer communities by reducing future losses of schools, businesses, homes, public buildings, and critical facilities from natural disasters such as floods, tornadoes, and earthquakes. This division also focuses on breaking the cycle of disaster damage, reconstruction as well as repeated damage (FEMA, 2018). The efforts of this unit are valuable as they reduce the loss of property as well as life.

Grants Division

The Grants Division monitors and executes the grants management life cycle for portfolios such as disasters, fire, preparedness, and mitigation. Also, FEMA (2018) noted that this unit provides training and technical assistance to non-federal entities as well as the coordination of audit management for the region.

Response Division

The Response Division provides the coordinated federal response competencies that are needed to minimize suffering, save lives, and protect property in a timely and effective manner to societies that have been affected by acts of terrorism, natural disasters, or other emergencies. The activities from this division include the coordination of all federal emergency management response operations, logistics programs, response planning, as well as the incorporation of federal, state, tribal nation and local disaster programs (FEMA, 2018). This coordination ensures that there is efficient and effective delivery of immediate emergency assistance to societies and individuals that have been affected or overwhelmed by disasters, acts of terrorism or emergencies.

Recovery Division

The Recovery division combines various programs and functions to facilitate direct and indirect support. Some of the services include recovery planning, the Stafford Act Declaration process, and implementing programs that assist both individuals and local governments affected by disasters (FEMA, 2018). This unit also manages and performs programs such as Individual Assistance and Public Assistance as well as the Preliminary Damage Assessments, management of Disaster Survivor Assistance Teams, and Disaster Declaration Processing.

References

FEMA. (2017, February 24). Emergency Management Institute (EMI) | EMI's History. Retrieved from https://training.fema.gov/history.aspx

FEMA. (2018, August 17). Region II: Divisions. Retrieved from https://www.fema.gov/region-ii-divisions

FEMA. (2019, August 7). FEMA Leadership Organizational Structure. Retrieved from https://www.fema.gov/media-library/assets/documents/28183

Gonzales, A. (2010, March 28). Organizational Study of the Federal Emergency Management Agency. Retrieved from htt...