On the 9th of August, Morakot moved to China, leaving behind deaths, million dollar losses and a devastated population. The Central Weather Bureau argued that the storms had passed, but urged the citizens living in mountainous regions to remain alert to the possibility of land slides and mudslides in the following days (Kuo, 2009)
Increasing inter-agency collaboration While it is true that increased citizen participation has the potential to improve the outcome of the emergency management process, it is even more so important to notice a primary cause in the failure of the EM process -- the disrupted collaborations between federal agencies. "More often […], researchers have found that the breakdown of collaborative networks is at least partially to blame for poor outcomes" (McGuire and Silvia, 2010)
This view is shared by the environment specialists at the United Nations, who include the Morakot Typhoon on the list of the most significant climate anomalies from 2007 through 2009. They refer to the typhoon as to the "worst flooding in inches of rain in southern parts" (McMullen and Jabbour, 2009, p
It can for instance make its presence felt in environmental issues. Due to increasing risks upon the natural environment, and combined with the other elements of society which enhance this risk -- such as high levels of consumerism or the operations of highly polluting industries -- the citizens have commenced to react more intensely two decades ago (Poisner, 1996)
They will for instance militate for a more efficient allocation of lumber and timber in the detriment of deforestations. The citizens will also become involved to request a more efficient allocation of the financial resources (Simonsen and Robbins, 2000)
This situation leads to the formation of emergent groups. The emergent groups are generically understood as those groups which "emerge around perceived needs or problems associated with both natural and technological disaster situations" (Stallings and Quarantelli, 1985)
The storm brought a record-setting rainfall, nearly 3000mm (almost 10 feet) rainfall accumulated in 72 hours. The rainfall spawned mudslide made a devastating damage to several villages and buried hundreds of lives" (Taniar, Gervasi, Murgante
The losses accounted for both destructions within the industry, as well as associated losses from the inability to offer touristy services as initially planned. "Morakot has led to losses worth some NT$670 million in the six national scenic areas in terms of income and facilities, not including damage worth some NT$137 million to 17 hotels, such as the 30-year-old Chinsuai Hotel in the Chihpen hot spring area of Taitung County, which collapsed early Sunday due to serious landslides" (Wang, 2009)
Increasing interstate partnership At the basis of this recommendation stands the belief that there are certain organizations and agencies which can be more efficient in first addressing natural or man made disasters. Kapucu, Augustin and Garayev (2009) offer the example of the Emergency Management Assistance Compact (EMAC), a United States group composed from agencies and institutions in various U
Increasing interstate partnership At the basis of this recommendation stands the belief that there are certain organizations and agencies which can be more efficient in first addressing natural or man made disasters. Kapucu, Augustin and Garayev (2009) offer the example of the Emergency Management Assistance Compact (EMAC), a United States group composed from agencies and institutions in various U
Increasing interstate partnership At the basis of this recommendation stands the belief that there are certain organizations and agencies which can be more efficient in first addressing natural or man made disasters. Kapucu, Augustin and Garayev (2009) offer the example of the Emergency Management Assistance Compact (EMAC), a United States group composed from agencies and institutions in various U
Increasing interstate partnership At the basis of this recommendation stands the belief that there are certain organizations and agencies which can be more efficient in first addressing natural or man made disasters. Kapucu, Augustin and Garayev (2009) offer the example of the Emergency Management Assistance Compact (EMAC), a United States group composed from agencies and institutions in various U
Increasing interstate partnership At the basis of this recommendation stands the belief that there are certain organizations and agencies which can be more efficient in first addressing natural or man made disasters. Kapucu, Augustin and Garayev (2009) offer the example of the Emergency Management Assistance Compact (EMAC), a United States group composed from agencies and institutions in various U
Increasing interstate partnership At the basis of this recommendation stands the belief that there are certain organizations and agencies which can be more efficient in first addressing natural or man made disasters. Kapucu, Augustin and Garayev (2009) offer the example of the Emergency Management Assistance Compact (EMAC), a United States group composed from agencies and institutions in various U
For instance, community volunteers identified by public health departments can help facilitate mobilization of emergency relief efforts during and post-disaster and other emergency situations. These enrollees could include, for example, local religious leaders or representatives of faith-based organizations, service organizations, elementary and high school teachers/staff/administrators, regional colleges and businesses, other segments of the private sector, and members of the general public (who could start their training by preparing a family disaster recovery plan, building a disaster kit, and getting disaster survival training) (Bitto, 2007, p
A summary of the research and important findings concerning these lesson learned are provided in the conclusion. Review and Discussion Background and Overview On August 29, 2005, the coast of the Gulf of Mexico was struck by Hurricane Katrina, devastating the city of New Orleans and the Louisiana parishes surrounding it, as well as numerous towns along the gulf coast in Mississippi (Cahoon & Herz, 2006)
Notwithstanding the heroism that was repeatedly demonstrated during the immediate aftermath of the storm by emergency responders and ordinary citizens, the emergency management response was deemed wholly inadequate by most observers and analysts alike and these issues are discussed further below. Emergency Management Response The purpose of emergency management planning for many cities involves formulating plans that clearly define appropriate emergency response and preparedness issues (Edgington, 2011)
Department of Homeland Security (DHS) and five other large federal organizations involved in the Katrina response reveal four key lessons for public managers. These lessons illuminate both the challenge and opportunity inherent to collaborative governance in the context of managing a large-scale emergency response effort (Getha-Taylor, 2007)
28). A February 2006 audit of emergency operations placed the death toll from Hurricane Katrina at 1,330; however, it was also noted that 2,096 remained missing (Monmonier, 2008)
And there was ineffectiveness and inefficiency in getting them food, water, and transportation to other shelters after the hurricane passed. No doubt, their outcries of dissatisfaction were the result of lack of equity, effectiveness, and efficiency of emergency aid, particularly in one of the world's wealthiest nations (Patsdaughter, 2005)